شناسایی شاخص‌های کلیدی سنجش عملکرد افراد برای پرداخت پاداش

The current performance evaluation process are inspired by performance management within the organizations to take a step further in a way to the factors such as competency, merit, capacity for improvement and promotion are supposed to be taken into account the in addition to performance evaluation itself. Nowadays, the organizations prefer to set more accurate criteria for performance evaluation with the aim of the rating precision as an organizational priority. This study tries to identify the key criteria for evaluating employees’ performance to make a reliable model for reward payment. First, the criteria were formulated on the basis of the previous researches conducted by experts, industry professionals and management scholars. Later, the reliability of the questionnaires was verified by Cronbach's alpha methods which indicated a high the reliability of the measurement tool. Field study and opinion survey data collected from the statistical population of the research, composed of 121 employees the SATHA Corporation, were analyzed by the use of SPSS software, to bring about the criteria for performance evaluation. The result demonstrated that the factor of perceptive skills exceeded other factors within the general criteria for individual performance with the highest score, i.e. 4.01 in average. This factor included three criteria of ‘welcoming new ideas’ ‘proposing effective plans to the organization’, ‘creativity and ability to think out new ideas’. Moreover, the performance management factor, with its five criteria, had the lowest score among other factors. Moreover, according to the results, the specific performance criteria were identified and rated for any department of the organization. For example, the professional know-how with the average score of 4.13, tools and gadgets handling skills with the average score of 3.89, and finally, production precision level with the average score of 3.89 got the highest scores in the production department. In the end, according to findings, an individual performance-based reward system was recommended. It was composed of 5 tables with 15 general criteria for individual performance as well as 5 specialized criteria for individual performance according to the departments concerned.