| Abstract [eng] |
Master's thesis examines the evaluation system of Sodra information center (SIC) staff. The final goal of the thesis is to analyze and compare SIC staff performance evaluation systems and make recommendations for employee performance evaluation system in order to improve efficiency. The work consists of two main parts. The first part researches foreign and Lithuanian authors’ scientific literature, which analyzes the concept of employee performance evaluation, evaluation assessment, methods, benefits and errors occurring in the evaluation. The second part researches documents and legislation. Lithuanian Republic’s laws and other normative legal acts, regulating employees’ performance evaluation and provision of public services analysis. In order to identify the peculiarities of SIC employees’ evaluation, the analysis of official internal documents, related to employees’ performance evaluation, was made. During the qualitative study, public officials - responsible for staff evaluation - were interviewed while using semi-structured interviews. Their provisions were examined regarding the evaluation systems’ improvement and the feedback used in the evaluation process. The quantitative research, when employees were evaluated by the means of the questionnaire, expressed its support for the evaluation systems’ demand and its improvement. It identified the competencies necessary for work and evaluated the importance of the feedback. The qualitative and quantitative results of the investigation are analyzed and compared, highlighting the strengths and weaknesses of the evaluation system areas and foreseeing the threats and opportunities for improvement. Qualitative and quantitative research was performed: a personnel manager’s approach was studied by the means of interviews, a department managers’ and staff opinion was studied while using questionnaire survey methods. Received results were analyzed and compared highlighting the strengths and weaknesses of these organization’s personnel management areas. |
