Turki El Ghamdi computer science Dep, Faculty of Computers and Information,. Islamic University, KSA

Volume 5, Issue 1, January 2015 ISSN: 2277 128X International Journal of Advanced Research in Computer Science and Software Engineering Research Paper Available online at: www.ijarcsse.com An Experimental Prototypee for Employee Performance Information System(EPIS) Mohamed Abd El-Fattah Information System department,faculty of Computers and Information, Islamic University, KSA Turki El Ghamdi computer science Dep, Faculty of Computers and Information,. Islamic University, KSA Abstract In recent years, employee performance appraisal has become one of the most popular areas of interest for organization because it has a great effect on quality of any organization. performance appraisal at a majority of the universities still consist of the conventional annual work report and the assessment after a tenure is completed, which is generally a quantifiable description of an academic staff's. The deficiency of such a method lies in a lack of overall assessment of the staff s performance; therefore it is of great significance to design a new system of performance appraisal based on the existing information system. The paper presents an appraisal information system developed for Islamic University. The appraisal information system, based on dashboard and scorecard.dashboard enables executives to measure, monitor and manage organization performance more effectively. Keywords- Performance appraisal; Dashboard; EPIS I. INTRODUCTION Performance appraisal has many definitions. Performance appraisal is a process within the overall performance management process [1], and is defined as the evaluation of an individual s work performance in order to arrive at objective personnel decisions [2]. While the majority of the research on performance appraisal purpose has focused on the rater, some work has also been conducted on rater effects [3]. Performance appraisal or performance assessment refers to the examination and evaluation of employee s work via predetermined standards and procedures to assess his/her committeemen to the post, the individual capability and performance[4]. There are numerous methods to measure employee s performance appraisal but some of these methods are not suitable in some cases. Effective appraisal systems should address clarity, openness, and fairness; recognize productivity through rewards; and be cognizant of appraiser leadership qualities.various methods of appraisal have been used based on the management practices and the theoretical categorization of them. The most commonly applied methods are Balanced Scorecard (BSC), 360 Degree Appraisal, Management by Objectives (MBO) and Key Performance Indicators (KPI) [5]. Performance appraisal at universities is often a process of comprehensive evaluation of the one s teaching, research. Dashboards allow users to analyze the root cause of problems by exploring relevant and timely information from multiple perspectives and at various levels of detail. Dashboards can provide management a display of information to improve decisions, efficiency, streamline workflow, and reduce oversight. A dashboard s strength is also its limitation: it provides only a high-level business overview measured against predefined metrics. This prevents users from asking and answering new questions, and experiencing new relationships between different types of information. Often, users cannot drill down into data to see what is causing the top-line results. Additionally, decisions based on real time dashboard information often exist in a black hole: they are made and executed, but the decision-making process is never passed down through the organization. The result is a need for something beyond the standard dashboard [14]. This research tackles these limitations via trying to model an approach for dashboard shortcoming, and architecting a developmental model EPIS Systems proposes a variety of visual interfaces to allow access to this data by both experts and non experts. In the decision-making scenario, the quality of decisions made with the assistance of designed dashboard techniques are better than that made without those techniques present, and the differences between the two groups enlarge as the amount of data considered increases. Dashboards provide insight into the planning problem status, potential directions for decision maker to take actions, and evaluations of adjustments. A decision maker using dashboard techniques should perform better during the entire problem-solving process. In fact, this is the ultimate goal of developing dashboard for better decision-making. A dashboard system for Employee evaluation is introduced to illustrate the application of the methodology. The rest of this paper is organized as follows. Section 2 discusses Analysis of the Performance Appraisal mehods, Section 4 presents a formulation of our proposed framework called EPIS in Section 4, and formulates implementation of EPIS on islmic univeristy in section 5 and 6. Section 7 concludes the paper and projects a future work. 2015, IJARCSSE All Rights Reserved Page 106

II. PERFORMANCE APPRAISAL METHODS: LITERATURE REVIEW Decenzo and Robbins (2002)[6] denominate that there are three existent approaches for measuring performance appraisal. These are (1) absolute standards (2) relative standards and (3) objectives. 2.2.1. Absolute Standards One group of appraisal methods use absolute standard. This means that employees compare to a standard, and their evaluation is independent of any other employee in a week group (Dessler, 2000)[7]. Included in this group are the following methods: the essay appraisal, the critical incident appraisal, the checklist, the graphic rating scale, forced choice and behaviorally anchored rating scales. The essay appraisal: It is the simplest evaluating method in which evaluator writes anexplanation about employee s strength and weakness points, previous performance, positional and suggestion for his (her) improvement at the end of evaluation term. This kind of evaluations usually includes some parts of other systems to cause their flexibility. This method often combines with other methods. In essay appraisal, we attempt to focus on behaviors[8]. The critical incident appraisal: It focuses on key factors which make difference in performing ajob efficiently. This method is more credible because it is more related to job and based on individual s performance than characteristic. The necessity of this system is to try to measure individuals performance in term of incidents and special episodes which take place in job performance. These incidents are known as critical incident. In this method, the manager writes down the positive and negative individuals performance behavior in evaluation term[8]. The checklist: In this method, the evaluator has a list of situations and statements and comparesit with employees. The checklist is a presentation of employee s characteristics and performance. The results can be quantitative and give weight to characteristics. Answers of checklist are often Yes or No [6]. The graphic rating scale: This is the most commonly used method of performance appraisal because they are less time - consuming to develop and administer and allow for quantitative analysis and comparison. It is a scale that lists some characteristics and rang of performance of each individual. Therefore, employees are ranked by determining a score which shows their performance level. The utility of this technique can be enhanced by using it in conjunction with the essay appraisal technique [7]. Forced choice: This method evolved after a great deal of research conducted for the military services during World War II. It is a method in which the evaluator should rank individual work behavior between two or more states. Each state may be favorable or unfavorable. The activity of evaluator is to determine which state has an explanation of employee most [8]. Behaviorally anchored rating scales (BARS): This method replaces traditional numerical anchors tools with behavioral prototypes of real work behaviors. BARS lets evaluator to rank employee based on observable behavioral dimension. The elements of this method are result of combination of major elements of critical incident and adjective rating scale appraisal methods [9]. BARS has five stages [7]: 1) Generate Critical Incidents, 2) Develop performance dimensions, 3) Relocate incidents, 4) Rating of level of performance for each incident and 5) Development of the final instrument. 2.2.2. Relative Standards In the second general category of appraisal methods, individuals are compared against other individuals. These methods are relative standards rather than absolute measuring device. The most popular of the relative method are group order ranking, individual ranking and paired comparison. Group order ranking: In this method, employees are placed into a particular classification, such as top one- fifth. For example, if a rater has 20 employees, only 4 can be in the top fifth and 4 must be relegated to the bottom fifth [6]. Individual ranking: In this type of appraisal, individuals are ranked from highest to lowest. It is assumed that the difference between the first and second employee is equal to difference between 21 st and 22 nd employee. In this method, the manager compares each person with others than work standards (Dessler, 2000). comparison: In this method, employees are compared with all others in pairs. The number of comparison is followed as N (N 1) in which N shows the number of employees. After 2doing all comparisons, the best person is determined for each characteristic [7]. 2.2.3. Objectives The third approach to appraisal makes use of objectives. Employees are evaluated on how well they accomplished a specific set of objectives that have been determined to be critical in the successful completion of their job. This approach is frequently referred to as Management by Objectives (MBO). Management by objectives is a process that converts organizational objectives in to individual objectives. It consists of four steps [10]: goal setting, action planning, selfcontrol and periodic reviews. 2.2.4. 360 Degree Feedback Appraisal 360 degree evaluations are the latest approach to evaluating performance. It is a popular performance appraisal method that involves evaluation input from multiple levels within the firm as well as external sources. There are numerous authors who propose definitions of the 360 degree feedback process. Feedback from multiple sources or 360 degree feedback is a performance appraisal approach that relies on the input of an employee s superiors, colleagues, subordinates, sometimes customers, suppliers and/or spouses [11]. Hoffman (1995)[12] explains that 360 degree feedback is an approach that gathers behavioral observations from many layers within the organization and includes selfassessment. 2015, IJARCSSE All Rights Reserved Page 107

The 360-degree evaluation can help one person be rated from different sides, different people which can give the wider prospective of the employee s competencies [13]. III. A PROPOSED AN EPIS COMPONENTS In this section a conceptual model foremployee Performance Information System(EPIS) is introduced as a Dashboardbased system. Section A presents a block diagram architecture and functionality of the proposed EPIS. Employee Performance Information System(EPIS at Islimic univeristy is divided into modules of staff Information, Evaluation Indicators, staff Workload Management,dashboard and scorecard and Results. A proposed EPIS architecture composed of four basic components as shown in figure [1]. Fig 1 An EPISFramework A. Data Management Module The database management subsystem mainly contains a relational database which is managed by a DBMS, and which provides data retrieval, and updating. Databases involves the teachers, the human resources department and the teaching and research administrative departments, the system shall enable all of them to record, confirm and maintain the performance data. B. Dashboard and Scorecard Module Monitoring module using Dashboard (fig 2) to enables organizations to more effectively. The outer layer of a dashboard is graphical and used as a quick and easy to read monitor of an organization s performance. Next the summary layer helps users to identify the root causes of any problems identified in the outer graphical layer. Finally, the innermost layer is the detailed operational data view which enlightens decision-makers on key actions that may need to be implemented to initiate change, there are many ways that these layers can be depicted to include charts, bar graphs, gauges or even spider diagrams.. Figure 2 Dashboard Framework C. Visual User Interface Module The graphical user interface was designed with the objective to encourage strictly guided and freewheeling interaction modes. Most decision processes require combination of both approaches. The decision maker would first use analytical tool to explore the facts using color map technique for assuring particular problem areas then apply visualized model for 2015, IJARCSSE All Rights Reserved Page 108

prediction and optimization using knobs, dials, levers and sliders techniques. The inputs of system are filters that recognize sets of relevant features, and every set of such features associates with a set of available actions and outcomes associated with the actions. The set of input features form context and event significance (that something happened and what it means). IV. EPIS :SYSTEM ANALYSIS AND MODULE DESIGN 4.1A performance appraisal process There are three key phases for such a performance appraisal process: the implementation of the appraisal methods and the indices, the collection and classification of the performance data of the academic staff, and generation and use of the appraisal results. 1) performance appraisal Methods and design of the evaluation criteria The management team of department is required to define the principles, methods and purposes of performance appraisal and open to feedback over the draft proposal for performance evaluation. The draft proposal will be set to final and made public after it is refined based on the suggestions by the academic staff. 2)Collection and tracking of performance data The crucial step in the implementation of performance valuation is the collection, classification and tracking of the performance data. Generally, staff's or the HR office shall file the data into the computer. The system will enable the managers to track down the performance of all the academic staff on a real-time basis. 3)Generation and use of the appraisal results Based on the appraisal criteria system and the performance data of the academic staff, the results for the evaluation of each academic staff and the ranking will be generated. An analysis will be conducted based on the results of appraisal, which will provide evidence for the management team to make decision over promotion, bonus and appointment of posts. The department or teaching or research team will provide help to the teachers concerned so that the teachers can work out their performance plan for the next academic year. Fig 3 EPIS flowchart 4.2. EPIS Analysis Based on the analysis of the processes in performance appraisal of the academic staff, the system should meet the following functional requirements: 1) scoring criteria and weighting of individual indexes. This can also make the system easy to maintain and use. 2) As the performance appraisal index system involves the teachers, the human resources department and the teaching and research administrative departments, the system shall enable all of them to record, confirm and maintain the performance data. 3) Online searching function: The online searching function is aimed at making performance appraisal transparent, fair and objective. The system can provide a timely feedback to the teachers while enabling the management team to obtain a comprehensive understanding of the appraisal results of all the academic staff in the department or school. The department or teaching or research group can also search for the results of all the teachers in the group. 5) The appraisal results will be generated automatically by the system to meet the needs of multiple users. As teachers are required to fill informs with shared items, the system can generate those information to reduce the work load of teachers and the functional departments. 6) The performance appraisal system should be equipped with functions of statistical analysis from different perspective. The information can be shares to facilitate the development of academic team and improvement of teaching and research performance. The functions needs are shown in Fig.4, where the main functions of the participants including Actor are summarized as below. 2015, IJARCSSE All Rights Reserved Page 109

Fig 4. Use Case Diagram of Performance Management Information System 1) Employee : employees Teachers are the core participants in the performance appraisal system. The employee can file the information of their own performance data, which will be confirmed by the performance appraisal team. The results of appraisal can be searched in the system. 2) department head : The management team of the school or department will obtain a holistic picture of the performance of all the academic staff. They are able to search for performance and appraisal results of all the teachers and the statistical analysis generated by the system 3) HR office :Generally, the human resources staff will be responsible for maintaining the basic information of the academic staff while the other staff take charge of the updating of other information. The performance data can be filed by the administrative staff concerned and the teacher only needs to confirm the data. In some cases, teachers may need to record the data into the computer and have the administrative staff make the confirmation. 4) System administrator: The system administrator is responsible for maintenance of all the basic information including the index system, user information and access as well as the issuance of system notice and other announcements. 5) System users: All the users including teachers, system manager, the management team of the school/department concerned, the department or teaching/research group and the performance appraisal office. All of them can log on to the system and revise the password and search for system announcement or notices. In such a performance management system, one person may have to take on several roles. For example, if a teacher is also the head of the school/department, he/she is both a teacher and manager. V. IMPLEMENTATION AND EVALUATION OF EPIS 5.1 EPIS Implementation EPIS at Islamic University, has been used as an example to illustrate the system construction.. SQL Server 2005 has been used as the data base as it provides a server platform with high performance while enabling the operation of different application programs in different internet environments. Visual Studio Net has been used as the major development tool in the system as it supports new program development platforms including Microsoft.Net framework. As C# is easy to use and operate across different platforms, it has been chosen as the development language. It turns out that C# used with ADO.Net data base can provide efficient visit to the data base and provide a solution to data communication between client computers and the server terminal. The following picture are screen shots of prototype for implement a proposed EPIS model in Islamic Univeristy 2015, IJARCSSE All Rights Reserved Page 110

Fig 5 Main EPIS screen Fig 6 Screen shot Main Performance Criteria Setting Fig 7 Employee Performance Assessment Sheet & Evaluation Report 2015, IJARCSSE All Rights Reserved Page 111

Fig 8 Performance Criteria report Fig 9 Employees Performance Evaluation Report VI. EPIS EVALUATION This study adopted an experimental method, based on within-subject design approach. In this post experimental questionnaire, each decision maker subject answered their decision styles and assigned extents of 1. Strongly disagree 2. Disagree 3.some what agree 4.agree 5. strongly agree To the all questions (factors) of the Evaluation Form the questionnaire data is processed through related descriptive statistics using SPSS. The higher mean (close to 5) indicates that this factor is very satisfactory to users in its functionality. The results are displayed in Table 1. The last column of Table 1, standard deviation, shows that there are lower error estimate and higher reliability in the group of data. Table 1 Descriptive Statistics 2015, IJARCSSE All Rights Reserved Page 112

Based on the evaluation results and discussion with the subjects afterwards, this research has summarized the following comments: An dashboard is very useful for users to use any suitable techniques or several techniques to evaaluate thee employee performance The EPIS is very user friendly with a high degree of interaction. The GUI-based interface is very helpful for decision makers to make decisions; The EPIS has powerful functionality to monitor and assess the emplyee performance. VII. CONCLUSIONS In this paper we have we introduced EPIS, aperformance appraisal that based on Dashboard technology. This paper presented a controller system for performance appraisal. The system has been implemented using dashboard which was used to maintain the data, build the inference logic and develop all setting user interfaces.the performance management system used Islamic university has provided a solution to the performance management of academic staff, including the construction of evaluation criteria system, and the quantified performance appraisal. The successful implementation of the performance management system at is an evidence of its practical and operational value. The EPIS is faster and more efficient compared with the conventional performance management methods. The users having access to the system can input the data via a computer connected to the campus network at their own conveniences. In addition, the system provides a deadline to avoid delays in data input to reduce the time spent on performance appraisal and management. the EPIS is Objective and timely performance appraisal. The appraisal can be just and fair, via measuring including the physical insulation of the data base server. The use of computer information system in performance management has exhibited numerous advantages, which are not confined to the automatic printing of the performance data to meet the demands of different users. The information system can also print data in different years for different purposes while generating statistical forms and trend reports for the purpose of information sharing. REFERENCES [1] Dowling, P.J. and Welch, D.E. and Schuler, R.S. 1999. International Human Resource management. South- Western, Cincinnati, OH. [2] Robbins, S., Bergman, R., Stagg, I. and Coulter, M. 2000. Management, 2nd ed., Australia, Sydney: Prentice- Hall.. [3] Boswell, W. R. and Boudreau, J. W. 2000. Employee satisfaction with performance appraisals and appraisers: The role of perceived appraisal use. Human Resource Development Quarterly, Vol. 11 No.3, pp. 283. [4] Harold D. Stoloviteh&Eriea J. Keeps. Handbook of Human Performance Technology. San Franeiseo: Jossey- Bass/Pfeiffer.1999. [5] MostafaJafari; AtiehBourouni; RoozbehHesamAmiri. A New Framework for Selection of the Best Performance Appraisal Method. European Journal of Social Sciences. Volume 7, Number 3.2009 [6] Decenzo, D. A. and Robbins, Stephen P. 2002. Human resource management. John Wiley and sons, 7th edition. [7] Dessler, Gary. 2000. Human Resource Management, Prentice Hall, 8th edition. [8] Mondy, W., and Noe, R. 2008. Human Resource Management. Prentice-Hall, 10th edition. [9] Wiese, Danielle S. and Buckley, M. Ronald. 1998. The evolution of the performance appraisal process. Journal of Management History, Vol. 4 No. 3, pp. 233-249. [10] Ingham, Terry. 1995. Management by objectives: a lesson in commitment and co-operation. Managing Service Quality, Vol. 5 No. 6, pp. 35-38. [11] Yukl, G and Lepsinger, R. 1995. How to get the most out of 360 feedback. Training, Vol. 32 No.12, pp.45-50. 2015, IJARCSSE All Rights Reserved Page 113

[12] Hoffman. 1995. Ten reasons why you should be using 360-degree feedback. HR Magazine, Vol. 40 No.4, pp.82-6. [13] Shrestha, Shruti. 2007. Improving employee performance appraisal method through web-based appraisal support system: system development from the study on Thai companies. IEICETRANS. INF. & SYST., Vol.E90 D, No.10, pp. 1621-1629. [14] Eckerson, W. Performance dashboards: Measuring, monitoring, and managing your business. Hobenken, New Jersey: John Wiley & Sons Inc. 2006. 2015, IJARCSSE All Rights Reserved Page 114