CC BY
144
Dr. Burton A. Aggabao Facutly Member, College of Business Administration University of Fujairah, United Arab Emirates E-mail: [email protected]
Boudour Al-Moteiry BBA Graduate, College of Business Administration
University of Fujairah
PERFORMANCE APPRAISAL TOWARDS EFFICIENT CAREER DEVELOPMENT PROGRAMS OF FUJAIRAH INTERNATIONAL AIRPORT
Abstract: This study was undertaken to assess the effects of performance appraisal and career development programs of Fujairah International Airport. The random sampling technique was used to establish the number of samples. The descriptive research designed was utilized to determine the level of performance appraisal and career development programs of FIA. The researcher's made questionnaire was employed to draw the evaluation of FIA employees-respondents for the two major variables. The Pearson Correlation Co-efficient was used to test the significant relationship between performance appraisal and career development programs. It is concluded that performance appraisal system of FIA significantly affect the implementation of its career development programs; it is recommended that FIA must consider the self-efficacy or competence of employees whenever it states objectives and outcomes; and, design training programs and planned in advanced relying on the deficiency or gap of employees. Similar variables of this study can be tested to other organizations to further validate the significance of performance appraisal towards career development programs.
Keywords: Human Resource Management, Performance Appraisal and Career Development.
1. Introduction
Organizations always compete within the industry, and each organization must sustain its capability in performing the highest rate of performance to win the competition. However, organization takes several procedures during their competition in the industry. One of the procedures they consider in competing is human resource management. The human resource management is responsible for controlling the human capital within the organization. It became one of the most important factors in successful organization. As a result, organizations started to put their consideration in human capital
management. The organizations must ensure the employees' performance through performance appraisal system and by establishing career development programs.
Performance appraisal is used to have a purpose of rational administrative decisions and effective evaluation [1]. With performance appraisal, organizations would have a potentiality of successful strategies. It is because performance appraisal system measures the actual performance of employees within the organization. Pulakos [2] noted that the main goal of performance appraisal is to promote a successful human resource management. While
Arthur [3] identified that performance appraisal is actually assessing the goal of career development.
Career development is the mean of learning and determination of individuals' quality. As Wicker [4] discussed, career development assesses the satisfactory of the employee. Therefore, the employee tends to be more creative and innovative. To reach career development, supervisors must support their employees toward improvements. From improvements, the goal of enhancing the employee's quality of work is achieved [5] Therefore, this study intends to determine the performance appraisal and employees development of Fujairah International Airport (FIA).This study evaluated the effect ofperformance appraisal as a tool of employee's development in Fujairah International Airport.
1.1 Statement of the Problem
This study evaluates the effect of performance appraisal practices, and career development programs of Fujairah International Airport in United Arab Emirates. Specifically, it aims to answer the following questions:
1. How do employees perceive performance appraisal in terms of:
1.1 Performance Planning;
1.2 Performance Execution;
1.3 Performance Assessment.
2. What is the level ofperception ofemployees governing career development programs, based on:
2.1 Training and Development;
2.2 Developmental Plans;
2.3 Career Management.
3. How does performance appraisal affect career development?
1.2 Hypothesis of the Study.
This study tested if there is a significant relationship between performance appraisal and career development programs of FIA.
1.3 Conceptual Research Framework.
This study is conducted to analyze the relationship between performance appraisals and career development. This study is focused on two variables. As illustrated in Figure 1 the indepen-
dent variable is referred to performance appraisal and its sub-variables performance planning, performance execution and performance assessment. While, the dependent variable is focused on career development which include training and development, developmental plans and career management. Career development largely affects organization success.
The performance appraisal is administered to analyze the employees' performance from accomplishing their tasks, duties, and responsibilities. It has aims, focuses, areas, and methods [6]. There are several factors affecting performance appraisal efficiency which include: performance planning, performance execution, and performance assessment. As the researcher targets to study the components of performance appraisal that are performance planning, performance assessment, and performance execution. The researcher determines a factor of improving career development for employees that is because each component of performance appraisal is connected to the career development. Therefore, the components of performance appraisal are assured to affect the career development factor.
The dependent variable of this study is career development. Career development causes an increase in the organization's productivity. As a result, the organization will have an increase in its performance and its growth. There are several factors affecting career development which will serve as the sub-variables: training and development, developmental plans, and career management [7]. These sub-variables are having a connection with performance appraisal based on Dessler (5). This connection is determined as a performance review phase when the evaluator determines the actions to be taken after the appraisal is made [5].
The factors of performance appraisal include performance planning, performance execution, and performance assessment. Performance planning is referred to be the discussion between the employee and the manager of what should be done and how.
Moreover, performance execution is the step of identifying the results, outcome, along with behaviors. Furthermore, performance assessment is the connection between performance planning and execution. The connection is related to the discussion of what had been done and the outcome in performance assessment.
Career development includes sub-variables of training and development, developmental plans, and career management. Training and development is the key success of improving the employee's knowledge, skills, and abilities. In the other hand, developmental plans define each area in the employee along with their goals. Career management is related to the managerial actions that encourage employees to develop their career, and can be done by interests, supervising, advising, and so on [7].
Performance appraisal is a process of analyzing employees' performance from the accomplishment of their tasks, duties, and responsibilities. Also, career development is the process of managing pro-
gression in learning and work that determines the quality of individuals [8]. Based on these definitions, it is shown that both concepts are reliable from the basis of process, analysis, work, and quality. In general, as a perspective of improvement, it is necessary to measure the performance of the employee to determine the weaknesses and strengths points in order to develop the employee. As a result, performance appraisal could have a huge influence on career development as it measures the capability of employees from their performance.
Based on these two variables along with their subvariables, the researcher would be able to determine the relationship between performance appraisal and career development. This research framework assisted the researcher to prove or disprove the hypothesis stated in this study. Moreover, there is a determination of the feedback of career development on the performance appraisal. The paradigm summarizes how the dependent and independent variables are likely to be associated.
2. Literature Reviews
The literature reviews further discusses the major variables in this study on performance appraisal and career development.
The Oxford English dictionary [9] defines performance as the "accomplishment, execution, carrying out, and working out of anything ordered or undertaken". Armstrong and Baron [10] argue that perfor-
Figure 1. Research Paradigm
mance is a matter of not only what people achieve, but also how they achieve it, and Bates and Holton [11] suggest that performance is a multidimensional construct, the measurement of which depends on a variety of factors. Brumbach [12] offers the most precise definition. "Performance means both behaviors and results. In the other hand, behaviors are also outcomes in their own right and can be judged apart
from results". Aguinis [13] defined performance as the behavior, what employees do, without the consideration of the results, the outcome of employees. His measurement of an employee's performance allows for rational administrative decisions at the individual employee level. It also provides for the raw data for the evaluation of the effectiveness of such personnel- system components and processes as recruiting policies, training programs, selection rules, promotional strategies, and reward allocations [1].
Arthur [3] had reviewed performance appraisal process. The review had shown that performance appraisal is a successful strategy for any organization. The advantages of performance appraisal process has an influence on deriving future strategies, employee's own career development, and helps employees to do their own SWOT analysis [3]. The performance appraisal process, according to Dessler [5], includes four basic steps: The first step is job analysis. Job analysis explains the consists of the job with both job description and j ob specifications. Job analysis is very important for performance appraisal as it helps the manager or the supervisor to evaluate the employee's performance. There is a relation between job analysis and organizational mission and objectives. That is because formulating job analysis requires the understanding and the identification of the organizational mission and objectives. The second step in performance appraisal process is developing standards and measurement methods. The development of standards and measurement methods assists performance appraisal to measure employee's performance. The third step in performance appraisal process is the informal performance appraisal. In other words, the third step is related to the coaching and disciplining. Performance appraisal is an ongoing process of evaluation, but formal evaluation is occurred once or twice in a year. However, informal performance appraisal requires managers and supervisor to lead and coach employees during the whole year through advising them and giving them correction actions. The fourth step is preparing for
and conduct formal performance appraisal. In this step, a performance review will be assessed between the supervisor or the manager and the employee. Usually, performance review is made once or twice a year to evaluate the employee's performance [5].
Performance appraisals are one of the most important requirements for successful business and human resource policy [14]. Rewarding and promoting effective performance in organizations, as well as identifying ineffective performers for developmental programs or other personnel actions are essential to effective to human resource management [2]. The ability to conduct performance appraisals relies on the ability to assess an employee's performance in a fair and accurate manner. Evaluating employee performance is a difficult task. Boice and Kleiner [15] suggest that the overall purpose of performance appraisal is to let an employee know how his or her performance compares with the manager's expectations. Again, this is a one-dimensional view. Fletcher [16] takes a more balanced view, suggesting that for performance appraisal to be constructive and useful there needs to be something in it for appraiser and appraise.
Performance planning is the second step in performance management process. It is a discussion between the manager and the employee ofwhat should be done and how to be done. In performance planning, there must be a consideration for results and behaviors. Result is referred to be the need of what outcome to be produced. The behavior is referred to how the job is being done. Results include the key accountabilities in which are job description. Besides, results include the objectives of the outcome. Moreover, it includes a performance standard, which is the measurement of how the employee will achieve each stated objective. For behavior, it is only concerning about the competencies of the employee, which are the measurable clusters of knowledge, skills, and abilities that determine how results will be achieved [13]. Aguinis [13] explained performance execution is the stage of producing results and display-
ing behaviors toward developmental needs. That is being conducted by activating the input needed to produce the outcome. Even though, the employee will not perform yet in performance execution. Besides, performance assessment had been explained by Aguinis [13] as the phase of which both employee and manager evaluate the extent of the behaviors conducted and results that had been achieved. It is very important for both the employee and the manager to participate in performance assessment to guarantee a positive outcome.
There are several views of managers related to the fact that performance appraisal has a connection with the career development. This connection had been raised through a comparison done by Shubhangi and her group in 2012. The comparison is presented by the use of different models, BARS method and other statistical tools. At the end of the comparison, they have found a convenient and validity between both concepts. However, the comparison stated that both concepts are asking questions that are similar to each other. For instants, the first question of performance appraisal is "What is the employee contribution?" Besides, the first question of career development is "What are my career goals?" In here it is obvious that both concepts are seeking for the achievements of the job goals. The second question of performance appraisal is "How is the employee measuring up to expectations?" And the second question of career development is "what are my options for career movement?" Here, the answer will be the same as it will contribute to the future goals of possible objectives. The third question of performance appraisal is "What do I need to tell the employee about current performance?" And the second question of career development is "What skills and abilities do I need to acquire?" These questions are explaining the necessary skills, knowledge, and abilities needed for accomplishing tasks assigned. The fourth question of performance appraisal is "How does current performance reflect on compensation?" The fourth question of career development is "What plans do I need to
make to move toward my goals?" it is obvious that for performance appraisal, the employee is seeking to achieve the compensation he or she wants; while in career development, the employee is seeking to identify his or her goals in which is referred as compensation. The last question of performance appraisal is "How does the employee rank against other employees?" The last question of career development is "What will be my implementation steps and timetable?" for both concepts, the employee is required to work effectively, efficiently, commitment, and in a teamwork [7].
When it is explained that performance appraisal and career development are related to each other, there are some considerations for the final results of both concepts. The final results ofboth concepts are either rewards and compensation, or training and development. Therefore, to obtain these final results, the management must focus on measuring the employees' performance as well as his or her willingness to develop themselves. To obtain these factors, managers must obtain employees' satisfaction. Otherwise, there will be less efficiency with performance appraisal and employees' development. With the satisfaction of employees to the performance appraisal system, there will be fair treatments, and fair ranks. In the other hand, if the employee is satisfied with career development, the employee will tend to be creative, flexible, innovative, and loyal [4].
Job satisfaction has been defined as "feelings or affective responses to facets of the (workplace) situation" [17]. More recently, researchers have acknowledged that job satisfaction is a phenomenon best described as having both cognitive (thoughts) and affective (feelings) character. In other words, employee job satisfaction is the affective state of employees regarding multiple facets of their jobs [18]; so job satisfaction comprises employee feelings regarding multiple aspects of the job.
It is important for employers to develop the employee's career. That is being done through the employer's role, employer career initiatives, commitment career development efforts, manager's role,
building mentoring skills, and improving productivity. The employer's role has several practices that can extract the career development such as formal education, performance appraisal, leadership, counselling, and career workshops. The innovative employer career initiatives include lifelong learning budgets, role reversal, organize career success teams, provide career coaches, and offer online programs. The commitment career development efforts that are related to the performance review linked with discussing the employee's performance, career interests, and developmental needs. For the manager's role, it is an important thing for managers to support their employees' career development either with just an advice. Supporting employees makes them encouraged to go farther in their innovation and creativity in which creates a major opportunities for both employees and organization. Moreover, linking all of performance appraisal, career planning, succession planning, and training together improves the productivity of both employees and organization [5].
Aguinis [13] stated that developmental plans are important step before performance review. That is because developmental plans include identification of areas that must be improved, and goals to be achieved in each area. Besides, it includes the outcome and how the job to be done. Therefore, a new concept of training had been constructed to assist developmental plans. That is because it is an issue of training employees to improve the weaken areas. Besides, there are several ways to conduct a developmental plan. These ways are on-the-job training, courses, self-guided reading, mentoring, attending conferences, getting a degree, job rotation, temporary assignments, and membership role in professional organizations.
Dessler [5] revealed some analyzing of training needs and designing the program of training. First of all, task analysis is important as it details the study of the job that determines the skills required for the job. Second, the performance analysis in which assesses the current employees' training
needs. Performance analysis is the process of verifying the deficiency of the employee and whether the employee will correct it or not. Third is designing the training program. Designing the training requires the determination of the training objectives. Besides, deciding the training budget along with choosing a training method.
Robbins, Judge, and Sanghi [19] provided detailed information of training methods. Briefly, training methods are classified under two main forms of training. The first form is formal training which is referred to on-the-job training. The second form is informal training that is off-the-job training. The formal training is structured and planned in advance. In the other hand, informal training is unstructured, unplanned, and easily adopted by individuals. The different types of formal training are apprenticeships, job rotation, understudy assignments, and mentoring programs. Moreover, training is mostly used by the diversity companies' initiatives. Diversity trainings are usually intended to provide wheel of increasing the awareness with examining stereotypes.
Emirates international is found to be doing performance appraisal methods for development of their employees. Training needs and its assessment is the integral part of performance appraisal and career development linkage at the organization
[20]. Etisalat has a through system of auditing employee's performance. Continuous learning is the key to employee's career development at Etisalat by launching of Etisalat own academy for employees
[21]. Job performance, on the other hand, consists of the observable behaviors that people do in their jobs that are relevant to the goals of the organization
[22]. Job performance is of interest to organizations because of the importance of high productivity in the workplace [23]. Performance definitions should focus on behaviors rather than outcomes [24], because a focus on outcomes could lead employees to find the easiest way to achieve the desired results, which is likely to be detrimental to the organization because other important behaviors will not be performed.
Gratton and Ghoshal [25] argue that at all levels, the emphasis should be on the core of the appraisal and development process, that is 'improving the quality of conversations', rather than going through 'dehydrated rituals', with open and honest leaders setting the example for a culture of curious, creative learning organizations. An important element of developing an effective performance system is training for those individuals involved as raters [15]. Further suggested that training should incorporate coaching and counselling, conflict resolution, setting performance standards, linking the system to pay (if applicable) and providing employee feedback Besides, Youngcourt, Leiva and Jones [26] suggest that the common purpose of performance appraisal tends to be aimed at the measurement of individuals, and consider that this focus is insufficient.
Performance appraisals can mean different things to different people. In general, a performance appraisal is defined as an evaluation ofan employee's j ob performance to measure how effectively this employee is performing at their job. Besides, the main purpose of performance appraisal is to improve the employee from the biases of skills, knowledge, and abilities [27]. A research paper studied by Klaus Mohn, Ola Kvaloy, and ArngrimHunned, titled "Performance Appraisal and Career Opportunities: A Case Study" explained the relationship between performance appraisal and career development. The study discussed about the perceptions of performance appraisal and career opportunities made in an international oil company. Besides, the purpose of the study was to provide an insight to individuals and organizations who are perceiving performance appraisal. The methodology used to accomplish this study is survey research design. The variables used in the research methodology are individual background and characteristics ofwork environment. Their study was limited to the cross-section for a single employer, meaning that self-selection bias is avoided. The first part of the study is Introduction, which focused on providing the importance of human capital, performance appraisal, case study, or-
ganizational changes, career opportunities, and main results.
Mohn, Kvaloy, and Hunned [28], study included an overview of performance appraisal subjected to a case study. Besides, it included data set explanation. Also, an econometric model was explained along with a discussion of results. Lastly, the research provided a remarked conclusion for the results appeared. The sample determined in the research was 16,000 leaders and employees in 14 European countries with 83% of response were retrieved. The questionnaire used included scale rates from 1 to 6 with areas of performance culture, change capability, competence and expertise, trust and identity, and HSE issues. The results of their study [28], had shown as several points. First, the human capital increased in the past 10 years, which reflected on the shortages and calue-creating for human resource. Second, there is a gender effect on performance appraisal. As explained in the study, male reports larger gaps than women in performance appraisal. Third, environmental and organizational changes have their influences on performance appraisal results. Fourth, there is a negative influence from restructuring and change ofthe organization on career opportunities. Fifth, career opportunities for individuals are affected by the gaps between efforts and rewards [28].
3. Research Methodology
3.1 Research Design
The descriptive research design is used in this study. It is used to describe, explain, and interpret present conditions; it is aimed at analyzing and assessing a phenomenon or practice that is taking place at a specific place and time; and it is used to explain the practices, structures, opinions of people, and processes that are prevailing at any place [29]. In this study, the descriptive design is used to determine the relationship between performance appraisal and career development of employees at Fujairah International Airport.
3.2 Population Frame and Sampling Technique
The population of this study is focused on the
employees of Fujairah International Airport. The
random sampling technique is applied to draw the required sample-respondents from each department such as air traffic control, flight operations, rescue and firefighting service and safety and quality.
3.3 Description of Respondents
The respondents of this study are the department heads and employees of FIA. They were randomly selected from each department such as air traffic control, flight operations, rescue and firefighting service, and safety and quality.
3.4 Data Gathering Instrument
The researcher's made questionnaire was used in this study. As stated by Fowler [30], the researcher's made questionnaire is a method of gathering information required for a specific issue through asking respondents questions in form of points. The researcher developed two questionnaires; the first questionnaire is on performance appraisal, and the second questionnaire is on career development. With the assistance of Dessler [5] conceptual literatures, the researcher was able to write all the required questions for the performance appraisal questionnaire. Besides, the literature reviews of Robbins, Judge, & Sanghi [19] is used to develop the career development questionnaire. After developing the questionnaires, they had been submitted to the supervisor for improvements. Afterward, the questionnaires validity had been finalized by the assessment of the management of FIA. Lastly, the questionnaires had been developed based on the improvements of the capstone supervisor and the valid suggestions of FIA managers.
The researcher used the Likert Scale to establish the answers for the questionnaires. The Likert Scale used for this study are 1 - strongly disagree; 2 - disagree; 3 - neither agree nor disagree; 4 - agree; and 5 - strongly agree.
3.5 Procedures in Gathering Data
First, the researcher had analyzed the variables along with the sub-variables of this study. Second, the researcher designed the questionnaires that are related to the variables of this study. Third, the researcher sends a request letter to the manager of
Fujairah Internal Airport requesting to distribute the questionnaires on respondents. Along with the request letter, the researcher had attached a copy of the questionnaires. Fourth, after approve from the manager, the researcher distributed the questionnaires on respondents. Fifth, the researcher gathered answered questionnaires and analyzed them. Sixth, the researcher had concluded the analysis of the questionnaires results and provided recommendations concerned to the issues appeared. 3.6 Statistical Tools Used in the Study This study used the weighted mean, and correlation coefficient as the main statistical tool for data collected. The weighted mean is used to determine the extent of Performance Appraisal and Career Development, while, the correlation coefficient was used to measure the effect of Performance Appraisal towards Career Development. The 0.05 level of probability is considered as the level of significance. The Statistical Packages for Social Sciences (SPSS) is used to aid the researcher in the statistical computation and analysis of data.
4. Results and Discussions 4.1 Level of Employees Perception on Performance Appraisal
The data discloses that employees' "agreed", as indicated by the overall mean score 3.87, that FIA has implemented performance appraisal system that includes sub-variables: performance planning, performance execution, and performance assessment. These sub-variables of performance appraisal were also implemented by FIA as "agreed" based from the employees' evaluation. 4.1.1 Performance Planning The data specifies the results of the first sub-variable ofperformance appraisal which is performance planning. Performance planning was implemented and practiced at FIA as indicated by the employees-respondents' evaluation based on the computed weighted mean score which is 3.94 or "agree". The FIA employees-respondents stated that both managers and employees discuss and "agree" upon what
should be done and how to be done in performance appraisal as shown by their computed means score 4.17. Similarly, the identification of key accountabilities of each employee area of job responsibilities to produce an output; and determination of the competencies of knowledge, skills and abilities that results would be achieved are practiced by FIA as revealed by the computed 3.86 weighted mean which is "agreed" by the respondent to have implemented by FIA. The employees assessed the objectives and outcomes stated in the discussion are attainable and equal to the KSAs of the employees as "agree" or 3.77 mean score. Aguinis [13] are supporting the above results. He stated that performance planning is a discussion between the manager and the employee ofwhat should be done and how to be done. Aguinis [13] also affirmed that performance planning must consider results and behaviors. Therefore, based on the results appeared from the respondents, FIA is having an effective performance planning.
4.1.2 Performance Execution
The study reveals that based on the weighted mean score of 3.87, the employees-respondents "agreed" that performance appraisal was executed by the management of FIA. It was found out that during the execution of performance appraisal at FIA, the researcher has confirmed and "agreed" by employees-respondents that all of them had strived to produce results, and display the behaviors and work on developmental needs; they have an active inputs, performance standards, and creation of rating from in the execution stage; employees and managers have both identification of areas of responsibilities, as displayed in Table 4.3. The FIA was executing performance appraisal based on principles. As reinforced by Aguinis [13], performance execution is conducted by activating the input needed to produce the outcome. As a result, FIA has an excellent use of input to produce a high rate of outcome.
4.1.3 Performance Assessment
The third sub-variable of performance appraisal is performance assessment, which received
weighted mean score 3.79, or it had "agreed" by employees-respondents that all items under this sub-variable were achieved. Furthermore, it reveals that the employees-respondents had "agreed" in all dimensions of performance assessments that: FIA is capable to identify the desired behaviors displayed and the achievement of desired results; there is collaboration between employees and managers to evaluate the extent of the performance; the information generated from the evaluation is used for future purposes of increasing FIA productivity; and FIA employees perform self-appraisal and takes correction actions immediately in cases of mistakes. Performance assessment is related to the evaluation of the behaviors conducted and results achieved [13].
4.2. Level of Employees' Perception on Career Development Programs
The career development programs at FIA was found out to be implemented based on the computed mean score results 3.78; and the employees-respondents had "agreed" that all components of career development programs variables were implemented. Obviously, the training and development obtained 3.71 mean score; development plans received 3.70 mean score; and career management received 3.94 mean score.
4.2.1 Training and Development
The data discloses that the training and development dimensions was found to be implemented by FIA as indicated by the weighted means score 3.71 or"agree". The employees-respondents revealed that FIA has been analyzing the skills required to perform a specific job for each employee (mean score 4.03 or agree); it has been identifying the deficiency of each employee and develop a training program to correct the deficiency (mean score of 3.66 or agree); training programs of FIA was found to be useful for participants to value differences, increase cultural understanding, and confront stereotypes of individuals (mean score of 3.46 or agree); while the training design of FIA that has been structured and planned in advance based on the deficiency of
employees was evaluated as neither the employees-respondents agree nor disagree based on the computed mean score of 3.46. Dessler [5] showed the importance of training and development as it is one final result ofperformance appraisal. He further explained that the most important part in training and development is designing the training program based on employees' deficiency. This means that FIA is facing a problem with evaluating their employees deficiencies in which resulted in them not designing training very well.
4.2.2 Development Plans
For development plans and based on the computed mean score 3.70, the employees-respondents had "agreed" that FIA had established and implemented a developmental plan. All dimensions of development plans were implemented based on the evaluation made by the employees-respondents in which they "agreed". Table 4.7 further exhibits that FIA has established a development plan that includes identification of weak areas and goals to be achieved; developmental plans that include the results and behavior; it includes specified actions in the development plan to improve employees' performance; and the development plan was chosen based on the employees' preferences, developmental objectives and available resources. Developmental plan is the new concept of training, because it improves employees' weaknesses [13]. FIA has good developmental plans as they are capable in identifying their employees' weaknesses and strengthen them.
4.2.3 Career Management
Based on the computed weighted mean score 3.94, employees-respondents have "agreed", that career management programs are executed at FIA. Employees-respondents further "agreed" on that FIA management gives opportunities to employees to develop their skills for current position and future positions; FIA employees are given opportunities to complete career planning workshops and exercises; The management uses the performance appraisal to link employee's performance, career interests, and de-
velopmental needs into a coherent career plan; lastly, employees of FIA agreed that managers are supporting them through advising them and directing them to developmental career path. The above results show that FIA has established employees' interest and developmental needs to enhance their careers. Dessler [5] stated "The commitment career development efforts that is related to the performance review linked with discussing the employee's performance, career interests, and developmental needs".
4.3 Significant Relationship between Performance Appraisal and Career Development Program
The researcher found out that there is a significant relationship between performance appraisal and career development programs of FIA based on the computed p value =.000 associated to the computed correlation coefficient value which is 0.571 which is less than the hypothesized probability level at p =.05. Performance appraisal plays a major role to career development as it provides a full description of the employee's performance during a specified period of time [27]. Therefore, measuring performance appraisal assists managers to determine the career development from all of its aspects.
5. Conclusions
The following are the conclusions based on the finding, results, and discussions of the data gathered:
1. Performance Appraisal, as the independent variable of the study, was practiced by Fujai-rah International Airport as "agreed" by employees-respondents, together with three components: performance planning, performance execution, and performance assessment.
2. Career development programs, as dependent variables of this study, were implemented by FIA as "agreed" by employees-respondents. The subvariables that included in the implementation are: training and development, development plans, and career management are found to be operationalized.
3. Performance appraisal significantly affect career development program of FIA employees.
6. Recommendations
The following are the recommendations based on the findings and conclusions of the study:
6.1 Performance Appraisal
FIA must consider their employees knowledge, skills, and abilities when they are stating objectives and outcomes. This would increase FIA capability in achieving all objectives and outcomes. Also, within performance execution, FIA must monitor their employees' performance. However, FIA could increase its capability in achieving objectives through identifying the desired behaviors displayed and desired results.
6.2 Career Development Program
FIA have to design training programs in a structured and planned in advance relying on the deficiency of employees. This would support FIA to ensure the quality of learning for their employees
during the training program. It is also required from FIA to include the specified actions in the developmental plan to improve employees' performance. This causes FIA to be always in a high rank within the industry. A good way to increase the career management of employees is through advising and directing them. Therefore, FIA can consider the support of their employees to direct them to developmental career path.
6.3 Relationship between Performance Appraisal and Career Development Program of FIA Employees
Using performance appraisal to draw a career development program is beneficial for Fujairah International Airport. Performance appraisal explains all the details related to the employee's performance, which is in order assist employees to have a wider range of imagination to fulfill their work.
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