International Journal For Multidisciplinary Research

E-ISSN: 2582-2160   •   Impact Factor: 9.24

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Leveraging Performance Appraisal for Effective Performance Management System of Company X

Author(s) Mr. Jipsey Orolfo Tandang
Country Philippines
Abstract This study examined the potential for integrating coaching and mentoring within Company X’s existing performance appraisal (PA) system to transform it into a more developmental and strategic Performance Management System (PMS). Specifically, it sought to (1) describe the current appraisal process; (2) assess employee perceptions of reliability, fairness, and developmental value; and (3) identify gaps to inform the design of an enhanced PMS model. A quantitative descriptive design involving 20 employees from various levels was complemented by semi-structured interviews with rank-and-file, supervisory, and managerial staff.
Findings reveal that, despite formal implementation aligning with organizational goals, the existing PA system is perceived as primarily compliance-focused, with deficiencies in fairness, recognition, and follow-through on developmental feedback.
Respondents reported vague feedback, insufficient coaching, and minimal opportunities for system involvement. The prevailing process functions more as a compliance mechanism than a developmental partnership.
Anchored on Goal Setting Theory and operationalized through the GROW Model, this study proposes integrating structured coaching cycles, standardized feedback protocols, and supervisor training to strengthen the system’s developmental focus.

Recommendations include semi-annual evaluations, KPI stratification, HRMS integration, normalization of ratings, and the introduction of the G.R.O.W.T.H.+ coaching framework.
Keywords Performance Management System, Performance Appraisal, Coaching, Mentoring, Goal Setting Theory, GROW Model
Published In Volume 7, Issue 6, November-December 2025
Published On 2025-12-22
DOI https://doi.org/10.36948/ijfmr.2025.v07i06.64231
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