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Title: Employee performance appraisal practices in companies operating in Bahrain
Author: Ameen, Mervat Ebrahim Mohammed
Awarding Body: University of Aberdeen
Current Institution: University of Aberdeen
Date of Award: 2001
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This thesis is originally set out to document and critically assess employee performance appraisal practices in Bahraini companies. However, preliminary research findings suggest an additional research endeavour---namely, the role of gender bias (if any) in the performance appraisal practices---the results of which have been incorporated in this thesis. The term "gender bias" is used to capture direct and indirect discrimination that affects female employees. Gender bias concerns any case where an individual female or a group of females is singled out for favourable or unfavourable treatment as a result of culture, stereotype, or personal traits such as appearance or similar gender related qualities. To achieve the above objectives, three data collection methods were used at three distinct stages of the study: (1) hand-delivered questionnaires that were completed during face-to-face meetings, (2) a select number of case studies governed by focused interviews, and (3) mailed questionnaires. In the first stage, data on the various aspects of performance appraisal was collected through hand-delivered questionnaires, answered in the presence of the researcher, by managers in charge of managing human resources Activities at the companies under investigation. In the second stage, a case study method governed by focused interviews was used to examine in detail the performance appraisal systems and practices of three Bahraini companies. In the final phase of the data collection process, the mail survey method was employed to verify collected information concerning the perceptions of Bahraini employees toward the effect of gender bias, if any, on performance appraisal practices. Two main findings emerged from this investigation. First, the majority of Bahraini companies operate performance appraisal systems that may be inconsistent with the Bahraini cultural and social environment. Rather, such systems are mostly copied from Western companies. Companies in Western developed countries, especially those in the United Kingdom and the United States, often serve as models for Bahraini companies. The latter usually adopt their management practices form Western companies the sake of legitimacy, status, and acceptance. Second, Bahraini employees, especially females, feel strongly that performance appraisal practices are biased in favour of men. One important reason for such bias is the widespread social belief that women, unlike men, are less committed to work and long-term careers. This belief stems from the fact that it is neither socially nor religiously acceptable for women in the Arab Muslim culture to put their professional careers ahead of their domestic responsibilities.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available