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Universiti Teknologi MARA
Electronic Performance and Career Development Supporting System for Multiple Evaluators "Sistem Prestasi dan Peningkatan Kerjaya"
Noreen binti Muslim
Thesis submitted in fulfillment of the requirement for Bachelor of Science(Hons) Information Technology
Faculty of Information Technology and Quantitative Science
April 2006
DECLARATION
I hereby declare that this thesis and the research are the work of my own and
investigation. Any ideas or quotation from the work of other people published or
otherwise are fully acknowledgement in accordance with the standard referring
practices of the discipline.
7th APRIL 27'", 2006 NOREEN BIMTI MUSLIM
2003327307
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AKNOWLEDGEMENT
BISMILLAHHHIRRAHMANIRRAHIM
First and foremost, I am grateful and thankful to Allah SWT, The Most Precious and
The Almighty, which gives me the strength, spirit and idea to make this project
successful.
I would also like to take this opportunity to thank my loving parents, Muslim Bin
Yunos and Kamini Binti Othman, for their understanding and a lot of supporting during
completing my final project. Special thanks to my sisters and brother for their
contribution in giving the idea and assistance.
My deepest gratitude to my external supervisor, En. Alias Bin Burok for helping me
giving the idea of this research and helping me a lot in finding the information. 1 hope
you will always blessing by Allah S.W.T
Thanks a lot to my respected supervisor, Cik Sofianita Binti Mutalib for her guidance,
dedication, patience and advice to me and also to my understanding coordinator, Puan
Marina Binti Yusuf for guidance and support through this year. This project cannot be
completed without both of your support and encouragement.
Last but not least, thanks to special officer in Registrar Office and PSMB, my friend
Razi and others friends batch for their contributions.
Thank you very much
111
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ABSTRACT
This project focuses on performance evaluation and career development for academic
staffs in Universiti Teknologi Mara (UiTM) Shah Alam who can be promoted if fulfill
the term of promotion. The objectives of this project are 1) to computerize the manual
procedure of promotion to web based group decision support system; 2) to construct
rules based on the criteria of the staff performance to support the process of evaluation
and 3) to determine the staff that qualified to promotion with automatic analysis for
purpose candidate recommendation. This project is implementing using Web based
asynchronous group decision support system (GDSS) with rule-based system and multi
criteria decision making (MCDM) model in developing Electronic Performance
Evaluation and Career Development Supporting System. A Web based GDSS provide
decision tools and decision support information to its users. All individual evaluator
will be automatically aggregated as the group judgement that evaluate the annual
performance, competence level (PTK), and 7 general principles at different locations.
When all decision issues are resolved, the evaluation by decision makers will be
automatically synthesized to provide the final ranking for all candidates under
consideration. The rules had been constructing based on criteria of the staff promotion
to support the process of evaluation based on hierarchy model of multi criteria decision
making technique. The result indicates that the use of the system may help to guide
evaluators and able to minimize confusing in choosing the qualified staff for promotion.
Thus, this system will reduces the geographical barriers, operating cost and operating
time. Consequently, this system also may help improved delivery process of staff
information. It is recommended to upgrade the current system to be centralized
database through Internet and provide help decision making so that the project will
become wider and more useful.
IV
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TABLE OF CONTENT
CONTENT PAGE
TITLE PAGE
DECLARATION
ACKNOWLEDGEMENT iii
ABSTRACT iv
TABLE OF CONTENT v
LIST OF TABLES ix
LIST OF FIGURES x
LIST OF ABBREVIATIONS xii
CHAPTER 1 INTRODUCTION
l.-l
I.l
1.2
1.3
1.4
1.5
Introduction
Problem Description
Project Aim
Project Objective
Project Scope
Project Significant
2
4
4
4
5
CHAPTER 2 LITERATURE REVIEW
2.0 Introduction 6
2.1 Human Resources Information System HRIS) 6
2.2 Background of Performance Evaluation System 7
2.3 Performance Evaluation in Other Country 8
2.4 Electronic Performance Appraisal Supporting System (HRIS) 8
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2.5 Similar Electronic Appraisal Supporting System
2.5.1 Halogen e Appraisal 9
2.5.1.1 Example Halogen eAppraisal Interface 10
2.5.2 INTEGIC Web-based Employee Performance 12
Appraisal Decision Support System
2.6 Decision Support System
2.6.1 Definition 13
2.6.2 Related Overview 14
2.6.3 DSS Development and Delivery Mechanisms
2.6.3.1 Web-based DSS 15
2.6.3.2 Group Decision Support System (GDSS) 16
with Multi-Criteria Decision Making
2.6.3.2.1 Multiple Criteria Decision Making Model 18
2.6.3.3 Rule-Based System 22
2.6.3.3.1 Advantages and Limitations of Rules 25
2.7 System Development Life Cycle Methodologies 26
2.8 Conclusion 27
CHAPTER 3 RESEARCH APPROACH AND METHODOLOGY
3.0 Introduction 28
3.1 System Development Approach 28
3.2 System Planning 30
3.3 System Analysis 33
3.3.1 Knowledge Acquisition
3.3.1.1 Primary Data 33
3.3.1.2 Secondary Data 36
VI
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3.3.2 Knowledge Analysis
3.3.2.1 System Concept Analysis 37
3.3.2.2 Feasibility Study 39
3.4 System Design
3.4.1 Knowledge Definition 40
3.4.2 Knowledge Representation 41
3.4.3 Framework 58
3.4.3.1 Component of GDSS 59
3.4.3.2 Web-based GDSS 60
3.4.3.3 General GDSS Model 61
3.4.3.4 GDSS Architecture 62
3.4.3.5 Database 63
3.4.3.6 Class Diagram 64
3.4.3.7 Process Flow Diagram 66
3.4.3.8 Data Flow Diagram 76
3.4.4 User Interface Design 79
3.5 System Development
3.5.1 Developing User Interface 95
3.5.2 Program Coding 96
3.6 System Testing and Evaluation 99
Vll
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CHAPTER 4 RESULT AND FINDING
4.0 Introduction 100
4.1 Result 100
CHAPTERS RECOMMENDATIONS AND CONCLUSION
5.0 Introduction 121
5.1 Limitation 121
5.2 Future Research 122
5.3 Recommendations 122
5.4 Conclusion 123
REFERENCES 125
APPENDICES
Appendix A 130
Appendix B 132
Appendix C 139
Appendix D 141
Appendix E 143
Appendix F 145
vni
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LIST OF TABLES
Table Number Page
Table 1.0 Task and Features in decision-focused integrated assessment 19
models
Table 2.0 Hardware Requirement 31
Table 2.1 Software Requirement 32
Table 3.0 Result of Evaluations 108
IX
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LIST OF FIGURES
Figure Number Page
Figure 1.0 First Interface 10
Figure I.I Available Competencies Interface 10
Figure 1.2 Evaluation Interface 11
Figure 1.3 Performance Appraisal Interface II
Figure 1.4 Selection of Multi-rater Participant Interface 12
Figure 2.0 Objective Hierarchy 20
Figure 2.1 The hierarchy for the benefits of agricultural activities 21
Figure 3.0 Simple rule 23
Figure 3.1 Complex rules 23
Figure 4.0 Activities workflows of project methodology (SDLC) 29
Figure 4.1 Criteria of Promotion that will be the scope of this project 38
Figure 4.2 Reasoning of the system 39
Figure 5.0 Decision tree process descriptions of Performance Evaluation 43
and Career Development Supporting System.
Figure 5.1 Decision hierarchy for selecting the qualified staff for 52
promotion
Figure 5.2 Decision hierarchy for annual performance evaluation 53
Figure 5.3 Decision hierarchy for competence level evaluation 54
Figure 5.4 Decision hierarchy for general principles evaluation 55
Figure 6.0 The components of GDSS 59
Figure 6.1 Web-Based GDSS System Architecture 60
Figure 6.2 General GDSS research model 61
Figure 6.3 Architecture of the system 62
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Figure 6.4 Class diagram for Performance Evaluation and Career 65
Development Supporting System
Figure 6.5 Process flow of Performance Evaluation and Career 66
Development (Application)
Figure 6.6 Process flow of Performance Evaluation and Career 68
Development (Annual Performance)
Figure 6.7 Process flow of Performance Evaluation and Career 70
Development (Position)
Figure 6.8 Process flow of Performance Evaluation and Career 72
Development (Competence Level Evaluation)
Figure 6.9 Process flows of Performance Evaluation and Career 74
Development (General Principles Evaluation)
Figure 6.10 Context diagram for Performance Evaluation and 77
Career Development Supporting System
Figure 6.11 Diagram 0 for Performance Evaluation and 78
Career Development Supporting System
Figure 7.0 Main Menu Screen 79
Figure 8.0 Exampleof User Interface 95
XI
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LIST OF ABBREVIATIONS/GLOSSARY
Number Abbreviations
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
ICT
CIIS
STARS
DSS
PTK
HRIS
EPSS
TCP/IP
HTML
GSS
GDSS
DGSS
MCDM
MFEP
lA
AHP
MCDA
AI
DM
Information and communication technology
Centre Integrated Information System
Staff Resources Information System
Decision Support System
Penilaian Tahap Kecekapan
Human Resource Information System
Electronic Performance Support System
Transfer Control Protocol/Internet Protocol
Hyper Text Mark Up Language
Group Support System
Group Decision Support System
Distributed Group Decision Support System
Multi-Criteria Decision Making
Multifactor Evaluation Process
Integrated Assessment
Analytic Hierarchy Process
Multi Criteria Decision Analysis
Artificial Intelligent
Decision Making
Xll
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20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
SDLC
GHz
RAM
ROM
GB
MB
RDBMS
WBS
GUI
DFDs
System Development Life Cycle
Giga Herzt
Read Access Memory
Read Only Memory
Giga Byte
Mega Byte
Rational Database Management System
Work Breakdown Structure
Graphical User Interface
Data Flow Diagram
Xlll
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CHAPTER 1
INTRODUCTION
1.0 Introduction
Information and communication technology (ICT) is the technology to convert, store,
process, transmit and retrieve information from any computer source all around the
world. It has become a vital part of human life because of widespread use of
information and communication technology in any field in the world including
Malaysia. Uniquely, it grows very fast with new technology found everyday.
ICT plays a very significant role in today life. With Internet capabilities, one
can communicate with each other and gain information anywhere, anytime. Realizing
the capabilities of Internet, the Centre Integrated Information System (CIIS) was
originally established to address computing requirements in UiTM. It has recently been
restructured to conform to the overall Information Technology in UiTM and fulfill
administrative and academic needs. HRM System (STARS) at the Computer Unit,
Registrar's Department is one of the major application systems available in the UiTM
website. The complete system consists of 19 integrated modules as manpower planning,
recruitment, personnel and work career information, salary management, employee
welfare, appraisal and performance evaluation, and etc. However, staff appraisal
module provides new decision making capabilities in the system development which
the procedures of promotion only can be done manually.
In this modem age, most of the problems can be solved or can be assisted by
computer system. It also has given big impact to decision making. Therefore, this
research has decided to propose the new system call 'Electronic Performance
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Evaluation and Career Development Supporting System' or 'Sistem ePrestasi dan
Peningkatan Kerjaya' as a tool for a decision support system of staff promotion. The
system will allow easy reporting, speedy sourcing of data and querying in order to
achieve the objective. Basically this system will work as the advisor to the decision
makers from multiple departments at different location about the performance of the
staff at the organization. The decision support system (DSS) will assist when decision
makers need to find a qualified staff for promotion. The system will apply rule based to
represent the knowledge and manipulate the knowledge in producing suggestion to
decision makers. In this context of the problem the decision makers are the Dean of
Faculty, PTK ad Hoc, Committee of Faculty and Committee of Cluster who involve in
decision process in the UiTM.
Generally this system will help the decision makers about the promotion of the
staff. The decision makers will evaluate the performance of staff and then the system
will calculate the result automatically. A report or summary based to certain formula
will be produced together with the suggestion.
1.1 Problem Description
The current Staff Resources Information System (STARS) for Human Resources
Department at Registrar's Department afford to provide the records and reports for 24
hours, complete records of over 7000 staff (academic and administrative) members
available on-line, and automatic validation of data entry through menu driven selection
but the procedure of staff promotion still be done manually. At this time, the current
Staff Resources Information System ( STARS) has four modules such as
'ePerjawatan','eSKT','ePTK' and 'eKenaikan Pangkat'. The current systems are not
very efficient and effective for promotion process because certain procedure for
promotion process is being done manually using filing system such as application, job
confirmation, performance evaluation, general principles evaluation and report sending.
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The current system allows the staff to download the form on line and filling the
form manually. This method such as application form and appraisal form filling waste
the time. Meanwhile, Dean of Faculty confirmed the job of staff and supported the
application for occupying the PTK course and promotion on the form. After that, the
application form will be sent by hand to the PTK ad Hoc and Committee of Faculty.
The Committee of Faculty evaluates the annual performance and general principles by
filling the marks on the form. Then, the mediator collects the evaluation reports using
filling system. The evaluation report will be sent to the Committee of Cluster manually.
So, all this manual procedures more time consuming. There are also have
probability to lose data is high if some of the report missing in action. Finally it
becomes more tedious when decision makers have to decide by analyzing all those
forms. So, the purpose of Electronic Performance Evaluation and Career Development
Supporting System may help in doing these tasks, but the need of human judgment is
still there. It is because the purpose of the system is not to replace existing system but
for recommendation.
Currently, Committee of Promotion also does not have the electronic tool that
can suggest the staff who qualified for promotion. It is difficult for them to make
decision by using data from the form filling by the staff. Beside, the probability to he
bias may be occurred. So, they have to improve the staff promotion process with
decision support system.
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1.2 Project Aim
The aim of this project is to develop a Electronic Performance Evaluation and Career
Development Supporting System to provide suggestion for the decision makers in
choosing the right staff to push up to the high position that suitable for them.
1.3 Project Objective
The objectives of proposing and developing this system are:
i. To computerize the manual procedure of promotion to web based group
decision support system,
ii. To construct rules based on criteria of the staff performance,
iii. To determine the staff that qualified for promotion using automatic analysis for
purpose candidate recommendation.
1.4 Project Scope
This system is developed for academic staff in all faculties at Mara University of
Technology, Shah Alam who want to apply the promotion. The decision makers who
are involved in this system are Dean of Faculty, PTK ad Hoc, Committee of Faculty
and Committee of Cluster. The modules are suggested in this system development
consist of Staff Profile, Application, Service, Performance Evaluation, Competence
Level Evaluation (PTK) and Promotion.
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The system is built to determine the qualified staff for promotion based on four factors
as stated below:
i. Annual Performance
ii. Job Confirmation
iii. Evaluation of Competence Level (PTK)
iv. 7 General Principles
The factors mentioned above will be further explained in Chapter 3.
1.5 Project Significance
If this system is successfully developed, it will create benefits to academic staff in all
faculties, Mara University of Technology. Firstly, it will provide an efficient way and
allow immediate access the staff information. Academic staff can retrieve and view
information about them quickly. This system will make promotion process easier to be
handled. This is because of this system will provide faster process of promotion by
storing all data in one database. The most important thing is information and all
processes could be accessed online through the Internet. So all participants can
complete the process of promotion at anytime and anywhere without any constrains.
This system also can help evaluators easier to evaluate the staff and make decision
whether the staff qualified or not qualified for promotion.
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CHAPTER 2
LITERATURE REVIEW
2.0 Introduction
Review is one of the important things that must be concerned in system development in
order to get clue and information about the current system. There are many way that
can be used during review process in order to get the information that is related to the
system that will be built including data gathering and observation.
After review process is done, we will know the details about the flow and
process that is related to the system that will be developed. Through this way, the
problem identified will meet the solution. All of information about Performance
Evaluation System such as the background, process and also other requirement are
gathered in order to develop this system successfully.
2.1 Human Resource Information Systems (HRIS)
Based on Sellapan (2002), when an organization employs a large number of employees,
a Human Resource Information System (HRIS) can be very valuable. A HRIS deals
with all aspects of human resource management such as staff planning, selection and
recruitment, training and skills assessment, job placement, performance appraisals and
compensation administration.
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According to Dr. Kovach et al (1999), a HRIS is systematic procedure for
collecting, storing, maintaining, retrieving, and validating data needed by an
organization about its human resources, personnel activities, and organization unit
characteristics.
Many organizations are utilizing automated systems that have reengineered
processes by using interactive employee information kiosk or Web-based application.
Many similar systems are being utilized to provide employees and managers the
opportunity to interact with the organization's databases to apply for jobs, review
organizational regulation, and to facilitate communications between employees,
managers, and labor unions.
So, two general purposes of HRIS application as administrative purposes that
reduce processing costs and time, and decision-support applications that assists HR
managers, non-HR managers, and employees to make better decisions.The use of
expert systems in programming the questions, logic, and decision rules are an
additional feature of a HRIS that is gaining popularity. Such systems can be applied to
the decision of whether to reprimand an employee, what pay level to assign to a job,
which skills to look for in a new team member, or which benefit choices are best for an
employee.
2.2 Background of Performance Evaluation System
From the Public Service Department Malaysia, this research found that the existing of
an organization is to achieve certain objective. The achievement of that objective is
depending on the systematic plan and the effectiveness of human resource management
is involved the process like identifying the potential, training and the effectiveness of
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communication. In Malaysia, all of this can be held through the Performance
Evaluation System or "Sistem Penilaian Prestasi" that is effective and efficient.
As we know, the government was implementing Sistem Saraan Malaysia
starting from 1̂ ' November 2002 through "Pekeliling Perkhidmatan Bilangan 4, tahun
2002" or Service Circular, year 2002. One of the characteristic of Sistem Saraan
Malaysia is the improvement of Performance Evaluation System. All of government
organization is proclaimed to implement Performance Evaluation System in an
organization. Performance Evaluation System is a system for plan, implements,
manages and evaluates the achievement of staff performance and organization goal.
2.3 Performance Evaluation in Other Country
In other country, there are also organizations such as universities and colleges
implement the performance evaluation in organization. In Oklahoma State University
all departments are required to establish a system of performance evaluations for staff
that reflects an impartial rating of each staff member's performance and potential for
further advancement. Staff performance evaluations are conducted on a periodic basis.
Appraisals are to assist the staff member in improving job performance.
2.4 Electronic Performance Support System (EPSS)
The concept of EPSS is evolving and developing as Miller et al (1996) gain greater
experience with the design, development and implementation of these types of software
systems. Some definitions suggest that an EPSS should contain hypermedia,
multimedia or computer based instruction components. While many electronic
performance support systems will contain these types of features, this perspective may
inadvertently narrow the EPSS vision.
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According to Miller (1996), an electronic performance support system is any
computer software program or component that improves employee performance by
either reducing the complexity or number of steps required to perform a task (process
simplification), providing the performance information an employee needs to perform a
task, or providing a decision support system that enables an employee to identify the
action that is appropriate for a particular set of conditions.
Based on Paton (2005), a decision support system can enable an employee to
take the appropriate or required action without the need to fully understand or recall the
rules that govern the decision making process. Some electronic performance support
systems may contain decision flowcharts or other diagrams that are designed to support
the decision making process. While they may support the decision making process, for
the purpose of this definition these would not be classified as a decision support system,
but rather they are part of the performance information system.
2.5 Similar Electronic Appraisal Supporting System
2.5.1 Halogen e-Appraisal
Paton (2005) describes that Halogen eAppraisal enabled us to conduct performance
appraisals on our 1200 employees and the benefits have been realized company-wide.
Employees found the system easy to use and the records are now available online.
Halogen eAppraisal is a flexible, feature-rich employee performance appraisal software
solution that replaces today's time-consuming 'computerized paper' performance
appraisals with a simple to use web-based system for employee performance appraisal.
It is extensive authoring aids and point-and-click simplicity dramatically improve HR
and line manager productivity, resulting in professional quality reviews in a fraction of
the time. This system has the features that are important to users, user's organization,
and user's managers like goal and objective management, multi-rater assessment,
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competency management, development planning, comprehensive reporting,
competency libraries, spell checkers, language checkers, comment helper, and much
more. And yes, Halogen eAppraisal interfaces easily with other HR systems.
2.5.1.1 Example Halogen eAppraisal Interface
Below are interfaces figure on www.halogensoftware.com :
Figure 1.0 First Interface
A v a i l a b l e C o m p e t e n c i e s L i » d a r n h ip r ^ Ali l l i ty to «T taOKah dlF^cCron ar id lr<fli-ianca D t h a - i to He llo v t l iKt diraecior i , t o i r . . p j r s a n d m a t < v > t s
cttFivrs In o r d a r to • t t c i m p l l « h m c O T i m o n g a a l . [ ^ T^itB IridLvtdLjal c laar ly c o m m u n l c s t w g o a l * a n d p r f o r i t 4 > t o HtB t « a r n
j—] T h a •nd lv lduBl ! • a b l * t a p l a n a h a a d .
f^\ T r * a t v o t h a r a «vICh d i g n i t y a n d r « a p a c t - - Eatabl la l - iaa g a c d l n t * r p * r . o n a l r a l a t l Q n . H l p a b y h a t p l n g ' * - ' p a o p t a Faal v a l u a d . a p p r a c i a t a d » i n c l u d a d in t h a d i a o J K . i p n s ( « n h a n c a a B a l F - a a t a a n i . a m p a t t i l z a a .
I n v o l v a a , d i a c l o a a * , « u p p o r t a ) -f y i T K a indlv id i^a l wort^a WiaN in g r p w p . I t u a t j o n a
J—I A d d i t i o n a l c o r n m a n t a o n L-aadarahlp
C o m m u n l c a t l A n f;?] O r g » n i « a « a n d a x p r a a i a » i d a a a a n d I n f o r m a t i o n e l s a i l y , u B l n 0 »ppr«prtak<a a n d « H l d a n * m a C t i a d a « » ^-^ c o n v a v l i o t h a I n f a i - m a t t o n . [ ^ T h a I n d i v i d u a l . h a r a a I d a a a a n d c o m n - i u n l c a t a a « a l l vrfCH D t h a r a tan t h a t a a m .
[ ^ T t i a I n d i v i d u a l a x p r a s a a a t h a i r I d a a a .^lall.
f ^ S a a k a I n p u t t e I n v o l v a o t K a r a a n d d a u a l e p s u g g a a t l o r a - - Saa iea . m a i e a a . a n d d a u a l e p B • u g f l a a t l s n a Saal^a i n p u t fr&rn tHm « u d l a n c a i c h a t d ^ for u n d a r a t a n d l n o
T * a m v t o r k [ ^ NVork . o n p r o j e c t s a s p a r t o* a t a a r n . a j i c h a n o l n g I d a a s a n d e a n t r l b u t i n o a k l l l i t h a t c o m p l a m a n t
t h o a a of t h a o t h a r t a a m m a m b a r a - FulflFa e o m n n i t m a r c a ta t a a m n i a r n b a r a , [ ^ T h a I n d i v i d u a l v«ar(t« rjall inillh o t h a r a . I—I T h a I n d i v i d u a l >> M p a c t f u l af <>t>t«ra.
I n t v r p a r a o n a l ShlHa I p ^ la l a n a i t ' v a to t)^a n a a d a . f a a l l n g a a n d caMabl l l t l aa o ' o t h a r i , A p p r o a c h a a o t h a r a in a n a n - t h r a a t a n l n g l
a n d D l a a a a n t m a n n a r . a n d t r a a t a t h a m vrtth r a a p a c t .
Figure 1.1 Available Competencies Interface
10
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S u ( > J ^ C L t N f i K i ^ : l - l [ l t : o n , A n d r e w
C o i » » r » » 1 » 1 * i c * » r i o r t
r - 1 « t B « K p a o t d t i o c - i s ; ^J^A - U s L i a t l v i n s a t s « H p s i : t a t i i i r i B : BE: - B t i l c m B H F I E I ^ t d c i o i • H p v c u t i l o n s : M -
~ r i - i ^ ir>.Eli^^ii:lLjar w o r t c a w a l k it^ g f o u p
L ^ a < J c : r s t t f | :> S t r o r t ( j l v A g r a f l - C o n s I I I t s n U V « i c c « « d t t « x p a e t a t a o r i s ; A Q r a s - N 1 « l « t : a a n d s o r r v 4 > t < m « ^M€;mmKSM • x p a c c a c j o r i a : N a u c r a l - t ^ * a t a « x p e c t a c i o r t B ; o l s a g r » * - U S U B I I V r n v s E s a K p a > : : C s i ; i a n a : s c r o n g l v
A g r « « c * r « « N « u n - « t D l r ^ n q m » „ , , „ q r - « A p p M < = ' . b l .
g o B l p a n d p n o n t i w t o H i « C t t a m
Trrm i n d i v i d u a l ! • a b i a C o p l a n a l i a s c l - ^J ̂ < . ^ '
T r a a C B o t l - k « r « w v i t h c l i g n i t y ^ o f l « ^ « « p o ^ ^ c - " E B t : a l » l i f i H 4 n g r » o i i i n t # » r p * ^ r ^ D r i i a i r e l d t i o r t a t t i p e t * v f n ^ l p c r i ^ p A o p l > ? f ^ e l v a l i U A d ^ a p p r « t f : i j « t A < : l f i i r - K i l u d d r f m t h e C ^ C!> C > C > C > C^" d l v c u P S J o n s C « r i r - i a r i < z a B n a r f - a s t v a m .
Figure 1.2 Evaluation Interface
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Dunrite International
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J o b C o m p e t e R c t « «
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P E R F O R M A N C E A P P R Al S A L
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Figure 1.3 Performance Appraisal Interface
11
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