Foundation-Appraisal & Performance Management
Performance appraisal is a diverse and beneficial activity
that oversees the improvement of the skills and productivity of employees.
Qatar Foundation has been a pioneer in bringing out the human potential through
research and innovations that are aimed
at making Qatar a world leader in development. The performance and growth of
Qatar Foundation have mainly been
inclined the continued management of the workers through appraisal and
recognition. Being a HR role, performance
management and appraisal has been a vital growth platform that has helped Qatar
Foundation reach its today’s goals. There has been a controversy over how Qatar
Foundation manages to achieve such performance bearing in mind that it is a
non-profit organization. The foundation was formed as a growth platform through
education that will help boost Qatar’s image in the global innovations and stability.
The government has been a key player and supporter of the Qatar Foundation thus
making the foundation strong and influential in the country. One of the key
pillars of the Qatar Foundation is its dedication to research and education
which has been the backbone of Qatar’s growth to the big economy it is today. The
heart of this performance is the general goals that drive every worker towards achieving
his or her targets enshrined in the organization’s
mission. At Qatar Foundation, performance management and appraisal are undertaken by the HR team that has over the
years been the backbone of the foundation. The Qatar Foundation is always guided
by the pay-per-performance that ensures a
continued skills assessment and appreciation. The key goal of the appraisal is to boost worker morale and also
Qatar Foundation as a non-profit organization has been
a vital platform for Qatar’s education, Science, and culture development. The foundation
has been effective in elevating the country’s innovations through research and Science
that makes Qatar a major player in the development agenda in the Gulf region. In the present scenario, the
organization has shifted their focus from performance appraisals to performance
management as a result of internationalization of human resources and
globalization of business (Ally & Prieto-Blázquez, 2014). The functions of
HRM have become far more complicated as today the major focus of strategic HRM
practices is on the management of talent. When used correctly, performance
management is a systematic analysis and measurement of worker performance
including communication of that assessment to the individual that we use to
improve performance over time. Performance appraisal, on the other hand, is the ongoing process of evaluating employee
performance. At Qatar Foundation, the strategic appraisal and performance management
has shown effectiveness mainly in skill improvement (Yadav & Dabhade, 2013).
The growth of the foundation has been hinged on the profound skill development
and performance assessment. Appraisal at Qatar Foundation is an annual event
that looks to identify and acknowledge the productive employees. Appraisal comes in many forms depending on the nature of
the organization and the intended objectives.
The key to employee relations is appreciation and acknowledgment of their productivity. Through this, the performance
kept in check and also drives for better delivery of tasks. One of the major
drivers of productivity at Qatar Foundation is the culture of appraisal that boosts
the worker’s performance as well as
dedication to their tasks. Appraisal and strategic performance management leads
to a high employee turnover and thus the growth of an organization (Tsinakos
& Ally, 2013). Qatar Foundation has adopted this strategy where the HR team
conducts a regular performance assessment and appraisal. The growth of the
organization has been hinged on its overall management the workforce. The HR
team and the management conduct a regular performance assessment that is coupled
with an appraisal. Qatar Foundation has been in a continued growth and this has
been due to the focus on the worker’s performance.
The organization is dedicated to a continued improvement of the worker performance
through skill development and appraisal.
and appraisal at Qatar Foundation is guided by the mission and strategic goals
of the foundation. One of the prime goals of appraisal is to identify and reward
talents thus push the performance higher. The management at Qatar Foundation is
often involved in talent identification mainly in research and education thus furthering
the growth of the foundation (Ally & Prieto-Blázquez, 2014). The performance
management often involves a lengthy process of identify the competencies of each
worker and thus invest in adding value to
the identified talents. The growth of the foundation has mainly been through
the talent identification and improvement through training and appraisal. Qatar
Foundation has in the recent past been
ranked as one of the fastest growing foundations globally due to its investment
in talent identification and improvement (Yadav & Dabhade, 2013). The staff
input is of great value to Qatar Foundation and thus is given priority in the performance
management tasks. Performance is the heartbeat
of Qatar Foundation in its ambitions to make a change
in Qatar’s growth in all fields.
Most of the staff at Qatar Foundation have associated
appraisal to the improved performance. An appraisal
is mainly done through identifying and rewarding the most productive workers (Posthuma
et al., 2013). The process mainly takes many forms depending on the level of experience
and the duration of the organization. Performance
management is also a major opportunity for the HR to identify and come up with solutions
to the obstacles that the workers face. The growth of an organization in the overall
research field and education has been due to its investment in talent
development mainly through training. The management engages in the assessment
of the worker’s performance and coming up
with strategies to add to the identified
talents (Aggarwal & Thakur, 2013). Performance management at Qatar
Foundation also improves identifying the key challenges that hinder the workers
from achieving their targets. The progressive performance and the talent recognition
has been a vital growth point for Qatar Foundation. The foundation has been
able to make progress in the value added to the staff competencies through appraisal.
Foundation’s HR team has also invested in evaluating the worker’s effectiveness based on the level of experience
and talents (Tsinakos & Ally, 2013). Through the assessment, the HR is able
to come up with task allocation strategy. Performance is also managed based on
the demand for every task and the worker’s abilities to handle the task. Performance
appraisal at Qatar Foundation helps keep the worker on track as they realize that
they are being watched and assessed. Further, the HR has invested in addressing
the issue of stagnant performance through evaluating the staff output (Yadav
& Dabhade, 2013). Weakness realized among the workers is addressed through
various means. The role of appraisal at Qatar Foundation is not aimed at identifying
the best performance but also a method to
notice the obstacles that hinder effective performance. Through the method, the
poorly performing workers are identified and changes recommended to the obstacles
they face. Qatar Foundation has been able to build a strong performance management
and appraisal system that links with the HR and the workers (Ally &
Prieto-Blázquez, 2014). The management through the HR team has been able to identify
ways through which the effectiveness of each worker can be improved.
Qatar Foundation pays more attention to the value
added to a student’s competence and abilities. Through its agendas to boost
education and research in the country, Qatar Foundation has gained ample
experience in interacting with many institutions. The staff development and competencies
at Qatar Foundation is a major priority that occurs through performance
management (Posthuma et al., 2013). Qatar Foundation’s performance management
is a strategic process that ensures that the skills of each staff member are well evaluated and put to use. The HR team
ensures that the effectiveness of each worker is brought out in the delivery of
tasks. The Qatar Foundation has also laid out strategic plans to ensure it
boots worker performance through talent development. The performance management
at Qatar Foundation is also done in regard to the goals of the foundation and the staff abilities.
performance management method is lengthy
and is driven by the organization’s policy
of continuous improvement. The workers
are also made to understand their roles
and the expectations from the management. This keeps them focused on their
roles as well as the mission accomplishment as aligned with the Qatar Foundation’s strategic goals (Aggarwal & Thakur,
2013). Qatar Foundation has not only worked on skill improvement but also ways
to work on the obstacles that hinder good performance. Performance factor at
Qatar Foundation is of great importance and it is best brought to light through the performance and appraisal system
adopted by the organization. The management maintains a steady assessment and evaluation
of each of the workers performs alongside
their skills or level of competency. This enables the HR team to realize areas or departments where the full
poetical of a worker is not fully put to use and thus focus on such areas (Yadav
& Dabhade, 2013). The process has been a steady skill-developer that today
makes Qatar Foundation a force to reckon with the area of education and talent
development in the country.
The topic of performance management and appraisal is
a diverse one that offers many perspectives in assessing the productivity in an
organization. The report makes an assessment of
the Qatar Foundation and its approach to appraisal and performance management.
To better assess the appropriateness of the topic the following recommendations
have been listed;
The value of appraisal in
an organization should be goal-based and show the significance to both the
staff and the organization at large.
The topic ought to apply
theoretical approach and deduce from the literature on the value and implications
of appraisal to Qatar Foundation
The discussion should
assess whether the performance management and appraisal system at Qatar
Foundation boosts worker morale and dedication to work
Qatar stands as one of the pillars of the gulf development
in economics, literacy, and politics. The country has invested in research and education
that has gone far in making it a hub of innovations. One of the leading forces
in this endeavor has been the Qatar Foundation through its Science and research
programmes. The Qatar Foundation has had its share of success that has been
attributed to its performance assessment and management among its staff. Through
appraisal and performance management, the Qatar Foundation has been able to identify
obstacles that prevent it from even making more progress. The appraisal system
has both been a way of rewarding the best performers and also a way of linking
more with the staff. The HR team at Qatar Foundation contributes greatly to
talent recognition as well as improves the competencies of the workers. Through
effective management of the talents at Qatar Foundation, the foundation has been
able to make remarkable progress. One of the greatest contributions by Qatar
Foundation in the country is in the field of research and education. The
foundation has been a key pillar of the government’s progressive agenda of
making Qatar a hub of innovation and research. Performance appraisal adopted at
Qatar Foundation has been effective mainly adding value to the existing
talents. Students who are privileged to benefit from the Qatar Foundation have
proofed more effective in transforming the field of research and Science. A
good performance management and appraisal system ought to look at both the strengths
and weaknesses of a worker. In the Qatar Foundation’s performance management
affairs, the HR team focuses on what can be done to change the weaknesses into
strength for the staff. Through this, the organization has progressively changed
and added value to the performance of its staff and thus its observed progress.
A., & Thakur, G. S. M. (2013). Techniques of performance appraisal-a
review. International Journal of Engineering and Advanced Technology
(IJEAT), 2(3), 2249-8958.
& Prieto-Blázquez, J. (2014). What is the future of mobile learning in
education?. RUSC. Universities and Knowledge Society Journal, 11(1).
R. (2015). International branch campuses: New trends and directions. International
Higher Education, (58).
A. (2013). Strategic Performance Management: A managerial and
behavioral approach. Palgrave Macmillan.
A., & Smith, C. E. (2014). Performance appraisal, performance
management, and firm-level performance: a review, a proposed model, and
new directions for future research. Academy of Management Annals, 8(1),
C., Cunningham, J. B., & MacGregor, J. N. (2014). The effects of
performance rating, leader–member
exchange, perceived utility, and organizational justice on performance
appraisal satisfaction: Applying a moral judgment perspective. Journal
of Business Ethics, 119(2), 265-273.
J. (Ed.). (2013). International education hubs: Student, talent,
knowledge-innovation models. Springer Science & Business Media.
M., & London, M. (2014). Employee engagement through effective
performance management: A practical guide for managers. Routledge.
R. A., Campion, M. C., Masimova, M., & Campion, M. A. (2013). A high performance work practices taxonomy:
Integrating the literature and directing future research. Journal of
Management, 39(5), 1184-1220.
(2016). Science Education Reform in Qatar: Progress and Challenges. Eurasia
Journal of Mathematics, Science & Technology Education, 12(8).
J. (2014). New Perspectives on Human Resource Management (Routledge
A., & Ally, M. (2013). Global mobile learning implementation and
S. (2016). Web-based learning in Qatar and the GCC states.
(2015). Gulf State branch campuses: Global student recruitment. International
Higher Education, (58).
K., & Dabhade, N. (2013). Performance management system in Maharatna
Companies (a leading public sector undertaking) of India–a case study of
BHEL, Bhopal (MP). International Letters of Social and Humanistic
Sciences, 4(49), 49-69.