Impact of Supervisory Style

on Effectiveness of
Performance Appraisal
System
Introduction:

Supervision:
Supervision is the act or process in which an individual or a group of
persons are directed by their head/leader.

Performance Appraisal:
Performance appraisals are known as annual reviews, evaluating the
employee’s skills, accomplishments and growth, or deficiency thereof.
Problem Statement:

“The situation has resulted in starch effects of poor

performance, low morale and lacks of discipline in the
service the theories of performance appraisal”
Research Objectives:

 To assess the effectiveness of the Performance Appraisal (SPA)

system.
 To assess employees accepting of the objectives of the appraisal
system, its processes and measures at organization.
 To find out whether the appraisal system at organization is
achieving the objectives.
 To compute employees awareness of the appraisal system at
organization.
Research Questions:
 What is the current level of different supervisory styles in the
organization? In the terms of benevolent, critical and development
oriented styles.
 What is the level of Powerfulness of the performance appraisal
system in the cognition of employees?
 What is the statistical difference in the cognition of employees
concerning the supervisory style and effectiveness of PAS based
on their company sector?
Literature Review:
Performance appraisal (PA) is the most important Human Resource
(HR) policy. Performance appraisal is a judicious approach to merging
HR actions and business strategy rather than a practical unit.
Organizations point to estimate and evaluate its employees and expand
their abilities, skills, enhance performance and scatter rewards through
performance appraisal.
Supervision is an important quality for managers and appraisers.
Organizational success in achieving its goals and objectives depends
on the leaders of the organization and their leadership styles. By
adopting the appropriate leadership styles, leaders can affect employee
job satisfaction, commitment and productivity. Organizations should
have the right person (with ability) to do the right job and give
employees suitable training to increase their job performance and
ability.
Theoretical Framework:
Performance appraisal system depends on the supervisory style
because when supervisory style is good and best suited for the job
then automatically performances of the employees will better and they
will satisfy their job and do their best for the development of the
organization.

Supervisory Performance
Style Appraisal

Independent Dependent
Variable Variable
 Hypothesis:

𝐻0 ; There is relationship between independent and dependent variable

𝐻1 ; There is no relationship between independent and dependent
variable
Research Methodology:

Study Population:
A population is the entire group that the study focuses on. The
inhabitant of the present study is the whole staff of the Organization.
The target of this research are the Banks of Lahore.

Sample Size:
The sample size used was 50 which comprised 40 staff members, 1
branch manager, 2 supervisors, 2 auditors, 1 receptionist, 2 finance
managers and 2 cashiers, totaling 50. The supposed figure covers up
all administration members of the organization.
Reliability Analysis:

The reliability analysis is mostly .7 but this

research’s reliability is .555

Reliability Statistics
Cronbach's Alpha Cronbach's Alpha N of Items
Based on Standardized
Items

.555 .536 11
Correlation Analysis:
1 2 3 4 5 6 7 8 9 10
1 1

2 .473 1

3 .244 .290 1

4 .207 .077 .160 1

5 -.198 -.183 .002 -.255 1

6 .110 .260 .195 -.106 .630 1

7 .141 -.024 -.028 .129 .016 .056 1

8 .162 -.136 .123 -.059 .164 -.037 -.191 1

9 .026 .069 .342 -.053 .534 .532 -.316 .248 1

10 .454 .419 .123 .366 -.037 .148 .007 -.098 .075 1

** Correlation is significant at the 0.01 level

*Correlation is highly significant at the 0.05 level
Correlation is between +1 and -1 to judge the relation.
Conclusion:

Supervision and leadership shows a major role in scheming and

developing operative performance measurement system. Also the
supervision commitment calls for official and professional
performance management evaluations that could affect employees’
commitment to accomplishing targets and refining performance.
The study endorses that the Development oriented supervisory style is
further effective than Benevolent and Critical style. It also certifies
that Critical style leadership does have an undesirable impact and
harmful correlation with usefulness of Performance Appraisal System
and therefore is not a successful system in the long run. The study
presents a comprehensive future scope of reviewing the various
mediators in the relationship.