THE RELATIONSHIP BETWEEN EMPLOYEE PERFORMANCE AND THEIR EFFICIENCY EVALUATION SYSTEM IN THE YOTH AND SPORT OFFICES IN NORTH WEST OF IRAN

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1 THE RELATIONSHIP BETWEEN EMPLOYEE PERFORMANCE AND THEIR EFFICIENCY EVALUATION SYSTEM IN THE YOTH AND SPORT OFFICES IN NORTH WEST OF IRAN *Akbar Abdolhosenzadeh 1, Laya Mokhtari 2, Amineh Sahranavard Gargari 3 and Abedin Asadollahi 4 1 Deartment of Physical Education, Sort Management M.A, Science and Research Branch, Islamic Azad University, Tehran, Iran 2 Deartment of Physical Education, Sort Management M.A, Tabriz Branch, Islamic Azad University, Tabriz, Iran 3 Deartment of Physical Education, Shabestar Branch, Islamic Azad University, Shabestar, Iran 4 Deartment of Persian Literature, Ministry of Education, Shabestar, East Azerbaijan, Shabestar, Iran *Author for Corresondence ABSTRACT The urose of this study is to identify ameaningful relationshi between emloyee erformance and evaluation of youth and sort offices in North West of Iran. This was accomlished by alying the model roosed by Hersey and Goldsmithto introduce asects of erformance evaluation.the method of the resent research in terms of the ractical urose and on the basis of data collection was descritive survey. The method of field and library studies was used to collect data. The instrument used on the field studies was questionnaire which had beendesigned on the basis of the research model. The corrective comments of the suervisors and advisors were emloyed to determine the instrument validity and Cronbach's alha coefficient was used to assess reliability. In this study, individuals were chosen as a samle and the questionnaire was distributed among them, the results of this study indicate that there is a meaningful relationshi between emloyee erformance and evaluation of youth and sort offices in North West of Iran. Keywords: Emloyee Performance Evaluation, Emloyee Performance, Evaluation Asects of Performance,, Organization Management INTRODUCTION Executive agencies including ministries, organizations, institutions and ublic comanies were created by the legislation as line and staff units to erform state services, and they are required to be resonsive with regard to their duties and resonsibilities. Performance evaluation is one of the imortant strategic rocesses that imrove accountability and additionally it determines the rate of achieving the goals of each organization's rograms. Evaluation is as one of the key activities and main elements of management and it is an efficient tool by which managers and emloyees realize the organization s strengths and weaknesses and after analyzing take corrective actions to imrove the erformance (Ahmadi, 1381). Evaluation of emloyees and managers is roosed on the titles of determining sufficiency, erformance evaluationand the likein most of the organizations and institutions. Evaluation is an effective tool inhuman resource management, if it is done accurately and reasonably, not only the organizations effectively will reach their goals but also emloyee s benefits are rovided. All eole will have the right and are eager to be aware of their daily erformance results. In another asect emloyees are interested to learn about organization s oinions about themselves and on the other side the Organization also have the right to inform the emloyees as organization's human resources about their erformances. Providing emloyee s satisfaction is not just due to their good erformance, rather ignoring this factor will lead to many negative consequences (Coffee, 138). In this regard it should be noted that in most cases the emloyee, organization, or at least their direct manager charges himself as resonsible for the loss or weakening of his erformance. Coyright 2014 Centre for Info Bio Technology (CIBTech) 2

2 However, erformance evaluation rocess is a feature of the rofessional world today. It can hel to create an effective work force (Ashish and Zachary, 2004). In fact the main urose of erformance evaluation to motivate emloyees to erform their tasks and to imlement organization s mission. Promotions, assigned tasks, choices for training and salary increases based on evaluation can stimulate this motivation (Swansbarg, 2002). Performance evaluation as an instrument method of measuringersonality and comatibility with erformance rograms and determined oerational techniques set to suort and strengthening organizational efficiencies is considered vital information (Farzyanur, 1379). Giving services and roducing numerous roducts and roviding costs from local sources has created enough sensitivity to check for achieving the objectives, quality continuous imrovement, customer and citizen satisfaction romotion, organization erformance and emloyee management and it makes romotion and accountability of executive organizations in ublic sector and creates ublic confidence to organizational erformance and makes the government efficient and effective. The meaning of multile and somewhat vague uroses of ublic sector is that measurement of related erformance to these goals is somewhat difficult. Individuals resond to erformance management systems in ways that will maximize their own benefits (Tangen, 2004). It also imroves resource management, customer satisfaction, contributes to national develoment; creates new caabilities, sustainability and romotion of comanies world class and institutions in the rivate sector. Emloyee characteristics such as showing confidence, alertness, being intimate and having working exerience are used as emloyee erformance evaluation factors in most organizations today (Kntz, 1986). Evaluation of emloyees and managers is roosed on the titles of determining sufficiency, erformance evaluation and the like in most of the organizations and institutions. Evaluation is an effective tool in human resource management, if it is done accurately and reasonably, not only the organizations effectively will reach their goals but also emloyee s benefits are rovided. A manager ass staff working erformances through the measurement and comarison with re-set criteria during erformance evaluation, then he records results and finally informs emloyees of the organization (Robbins, 1377). Casio believes that erformance evaluation is systematic descrition and the strengths and weaknesses of individual or grou erformance relates to their duties (Casio, 199). Heydari (138) in his Master's thesis entitled Evaluation of the listed comany management acceted in Tehran stock exchange and its relationshi with stock returns model said that the role of erformance evaluation criteria on the reflection of comany s erformance markets following stock markets develoment became remarkable. In this regard the cometition between two sets of traditional erformance evaluation criteria based on the value of justification of the firm s erformance is taken into consideration. So the erformance of the entire comanies level was assessed as good. The existence of meaningful relationshi between cash value added and annual returns stocks excet the drug, detergent and transort vehicles industry was confirmed. Pazargadi and Khatiban (1386) in their Master's thesis entitled the evaluation of the faculty members erformance in some universities in the courses of Deartment of Management, School of Nursing, Midwifery and Medical University noted that desite extensive areas of faculty members erformance in the most evaluation systems in the universities, colleges assess three main areas of teaching, research and services qualitatively and quantitively by using a variety of sources. The rate of effort and contribution of faculty members is determined by selecting and weighting the evaluation criteria based on mission and strategic goals of the university and faculty. Torabi and Sotodeh (1386) in a aer entitled emloyee s attitude towards their erformance evaluation in the collages of Medical Sciences in Ahvaz showed that the majority of emloyees considered erformance evaluation as essential but they have no ositive attitudes towards the current erformance evaluation or this kind of attitude originates from these methods, standards, criteria used in the erformance evaluation. The most imortant comonent in imroving the erformance evaluation rocess is their familiarity with the mission and olicies of the organization and to clarify the methods and Coyright 2014 Centre for Info Bio Technology (CIBTech) 26

3 uroses of erformance evaluation and to rovide aroriate feedback from the managers and suervisors. MATERIALS AND METHODS Methdology The researcher describes and investigates erformance evaluation system and its relationshi with the staff effectiveness in the Office of Youth and Sorts in the North West of Iran in individuals as a samle from the society were chosen randomly in this research. Information needed to conduct this research through emloyee behavior such as how to deal with client leadershi style, and role of each emloyee in the grou and organization erformance were rovided by using library and field methods. The instruments included a researcher-made questionnaire which has been aroved by faculty advisors and suervisors. Faculty advisors, suervisors and exerts confirmed the validity of the questionnaire and Cronbach's alha value that equals to0.87 = α. was used to determine the reliability of the questionnaire. Research Methodology Since the data was qualitative, K2 test was used to examine the relationshi between the comonents. As Likertis -level and the testing was observed less than in some houses, choice scales was combined with 3 otion (,, and low) one. Table 1:?????? Evaluation of the relationshi between emloyee effectiveness and erformance evaluation low Low 19.4% % Performance evaluation Medium High Total % 18.8% 100% % 6.3% 100% %.2%.9% 100% % 47.3% 24.2% 100% Test result Pearson Correlation=0.668 Performance evaluation Coyright 2014 Centre for Info Bio Technology (CIBTech) 27

4 According to the test results in Table 1, since the value of = is smaller than the accetable level of significance a=0.0, the null hyothesis is rejected and there is a significant and direct relationshi between and erformance evaluation. There is a significant relationshi between manager s attention to the amount of emloyee s ability and their inthe deartmentof sortand youth of North West of the country. Table 3: The relationshi between manager s attention to the amount of emloyee s ability and their in the erformance evaluation The evaluation of relationshi between manager s attention to the amount of emloyee s ability and their in the erformance evaluation Low Medium Ability High Total low % 2.0% 1.6% % 62.1% 16.8% % 4.8% 2.% % 0.% 28.0% Test results Pearson Correlation=0.70 Manager s attention to ability According to the results there is a significant and direct relationshi between manager s attention to the amount of emloyee s ability and their. Coyright 2014 Centre for Info Bio Technology (CIBTech) 28

5 Table 4: of the relationshi between clarity in staff s evaluation and The relationshi between clarity in staff s evaluation and Clarity in evaluation Low Medium High Total low % 1% % 61.1%.3% % 2.% 33.9% % 0.% 17.2% Test results Clarity in evaluation Pearson Correlation=0.611 Coyright 2014 Centre for Info Bio Technology (CIBTech) 2

6 Table : Relationshi between roviding feedback to staffand their in the erformance evaluation Relationshi between roviding feedback to staffand their in the erformance evaluation Providing feedback to staff Low Medium High Total low % 28.1% 1.6% % 3.7% 27.4% % 20.3% 69.% % 38.7% 38.7% Test result roviding feedback to staff and their in the erformance evaluation Pearson Correlation=0.607 According to the results, since the level of significance is smaller than a=0.0, it is concluded that the hyothesis of relationshi between clarity in staff s evaluation and has been acceted. There is a significant relationshi in the erformance evaluation between roviding feedback to staff and their in the deartment of sort and youth of North West of the country. According to the test results on table, since the value (P = 0.000) is smaller than the accetable level of significance a = 0.0, There is a significant relationshi in the erformance evaluation between roviding feedback to emloyee and their. So it is said that with the increasing level of roviding feedback to staff, desirability of their in the erformance evaluation increases. There is a meaningful relationshi between staff s evaluationand criteriainthe deartmentof sortand youth of North West of the country. Coyright 2014 Centre for Info Bio Technology (CIBTech) 260

7 Table 6: Relationshi between roviding feedback to staffand their in the erformance evaluation Relationshi between staff s evaluation and Evaluation and criteria criteria Low Medium High Total low % 31.2% 34.4% % 43.2% % 49.2% 23.7% % 43.0% 21.% Test result Evaluation and criteria Pearson Correlation=0.127 According to test results and Table 6, it is observed that the value (P = 0.10) is larger than acceted level of significance i.e., a = 0.0, but regarding that the value a = 0.1 is also accetable in human sciences. So the hyothesis; a meaningful relationshi between the validity of emloyee s evaluation and is acceted. In conclusion we can say that the validity of the evaluation has a direct imact on emloyee s erformance evaluation. RESULTS AND DISCUSSION Discussion There is a significant and direct relationshi between manager s attention to the amount of emloyee s ability and their in the erformance evaluation. In this regard, organization can analyze the businesses of the organization and select emloyees with regard to their ability suitable for different jobs by designing and imlementing a system based on the emloyee s ability. In this case, the system can have a motivating role and make the emloyees efficient. There is a direct and significant relationshi between clarity of and erformance evaluation of the emloyees. One of the most imortant ways to act and to romote in organization is the understanding and acceting work style whose overla with the emloyee s makes organization take the first stes to romote on the basis of redetermined standards. The correlation of the emloyee s with the erformance style causes organization to erform in the best way. The results of the analysis show that Organization can determine the ath of rogress, imrovement and romotion conditions of the emloyees So that an individual can imagine his future career ath according to the erformance evaluation feedback and this makes an Individual become efficient and creates motivational state for him. It is consistent with Heydari's research Coyright 2014 Centre for Info Bio Technology (CIBTech) 261

8 (138). Regarding the desirable arameters of erformance evaluation (ability, clarity, feedback, and credit) has been acceted by managers, to be more recise and more accurate evaluation, evaluation should be done within forms and these forms should be revised and reviewed annually then riority arameters and more desirable branches should be included. Emloyees have to know which evaluation arameters, the manager considers because without knowing anything about those arameters, they cannot correct their flaws and weaknesses. Therefore, it is recommended that emloyees ay attention to these issues in the eriod ofin-service training. Emloyees reach er levels of by increasing working knowledge. Emloyee s erformance evaluation should rovide safe condition for healthy cometition among emloyees and it should strengthen erson s motivation and effort. Emloyee s Performance evaluation should lead to behavior modification. An individual should be given necessary feedback after erforming his erformance evaluation. It is better to give feedback in a friendly meeting arranged with rior coordination so that the emloyee s ositive and negative oints can be discussed. So the result will be successful. In this case emloyees can eliminate their negative oints and reinforce ositive oints and their efficiencies increase. Emloyee s erformance should be evaluated several times during the yearandit seems that it isn t enough once a year. It is suggested that an individual comare evaluation of his erformance with others. The manager should give emloyees enough oortunities to make their own decisions so that they can take aart in the decisions of the organizations. Believing Emloyee s caabilities can hel their otential to be realized Managers can use emloyee s otential levels to imrove and develo more desirable caabilities of the emloyees and make better use of organizational resources to achieve organizational goals. Constantly imroving erformances of the organizations can create a synergistic force that these forces can suort the rograms of develoment and creation of the excellent oortunities. Necessaryevaluation of the organization is needed to imrove the organizational and human erformance (Rahimi, 138). REFERENCES Ahmadi P and Rahmanour Lukman (1381). Strategies for maintaining human resources, Management Association of Iran Ashish C and Zachary F (2004). Utilization of erformance araisal system in health care organizations and imrovement strategies for suervisior. Health Care Management 22(2) Ashish C and Zachary F (2004). Utilization of erformance arasisal system in health care organizations and imrovement strategies for suervisors. Health Care Management 23(1) Cascio FW (199). Managing human Resource, roductivity, Quality of work life, Profit, 4th edition (Mc Graw-Hill Inc). Farzyanur F (1379). Control mechanism erformance evaluation, Proceedings of the Second Congress of the Performance Araisal of the Executive 109. Heydari A (138). Evaluation of the listed comany management intehran and to investigate its relationshi with model of stock returns, Journal of Health Management 8(22) Kafee B (138). Management of human resource aroach (Tehran Institute Publications) Sabz Frazandysh. Kontz C (1986). Essential of Management (McGraw Hill). Leadershi for Nurse Managers. Sudbury (Jones and Bartlett ublishers) Massachusetts 3. Pazargadi Ali and Khatib Mahmoud (1386). The investigation of the erformance evaluation systems of faculty at members in some Universities in the Deartment of Management, School of Nursing and Midwifery, University of Medical Sciences, monthly Tadbir Rahimi GH (138). Assessing organizational erformance and continuous imrovement. Monthly, Tadbir 17. Robbins Stehen (1377). Organizational Behavior, first edition. Translated by doctor Ali Parsaeian and Raby Publications (Cultural Research Tehran Pub) Bureau in Tehran. Swansburg RC and Swansburg RJ (2002). Introduction to Management and Leadershi for Nurse Managers, 3 rd edition, Sudbury, MA (Jones and Bartlett ublishers). Coyright 2014 Centre for Info Bio Technology (CIBTech) 262

9 Tangen S (2004). Professional ractice erformance Measurement: from hilosohy to ractice, International Journal of Productivity and Performance Management 3(8) Torabi A and Sotodeh Arezoo (1386). Emloyees attitudes towards the Performance Evaluation in the colleges of Medical Sciences of Ahvaz, Public Journal 1(1) 10 to 122. Coyright 2014 Centre for Info Bio Technology (CIBTech) 263