Because there are no formal appraisal system and suitable promotion policy, the promotion is difficult to employees. The employees feel career opportunities are very few, so they are not satisfied with their job.

Performance appraisal Performance appraisal is the process of designing and negotiating the method and criteria for the appraisal of performance, applying the method, and giving evaluation and developmental feedback to the person concerned (Fisher et al, 2003).The purpose of this performance appraisal is developmental as it aims to improve employee performance, employee relationships and identify training needs (Graham and Kramer, 1995). Performance appraisal deals with managing, monitoring and motivating the employees in an organization. There is no formal appraisal system for employees. Therefore, the employees did not know their work is done, or do worse.

If they do a good job, where the good factor is; if they have done worse, where the poor factor is.Without a formal appraisal system, there is little chance that the judgments will be made lawfully, fairly and accurately. Without a formal appraisal system, the employees can not feel the pressure of work and power. According to Torrington and Hall (1991, p. 480), “appraisal done well can improve motivation and performance for both appraiser and appraise, and can greatly assist both individual development and organizational planning”, the company is facing the problem of how to build an efficient appraisal system. Training and developmentTraining is a specific activity, which provides employees with knowledge, and activities, which provides employees with knowledge and skill to satisfy job requirements. Development refers to more general activities, which prepare employees for long-term opportunities.

Training plans are a useful tool for identifying and planning the training activities of a work area. In Compasol Ltd. , the formal training opportunities are made use of occasionally. And there are no any training plans. It makes employees are difficult in developing their working skills.

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Recruitment Job description is a “Summary report of information relating to a particular job” (Torrington & Hall, 1991, p. 246), and it becomes “out of date very quickly as there is always a drift in job content” (Torrington & Hall, 1991, p. 260).

So the company should change the job description frequently and individually. And because some employees are recruited from the local further education college which runs computer courses, they may be affected to local IT characteristics and work spirit and so on.Therefore, the company should expand the scope of the recruitment, try to find some external new employees who have different IT characteristics and work spirit.

Pay satisfaction According to Armstrong (2001, pp. 521-541), a pay structure basing on grading job should be built after salary surveys; then using salary control systems to avoid inappropriate payment, and combining performance-related pay and payment by results to keep the work motivation of employees.Obviously, the company does not design a good pay structure. So, in the affair, the one important reason why many employees leave the company is because the company has no a good pay structure, the employees feel they do not get an ideal reward. Job challenge Commonly, people want different levels of job challenge.

Some employees may prefer complex and challenging jobs; other may prefer simple tasks. Task complexity needs to be differentiated to reflect the technical and psychological qualifications of employees.In the company, each employee is responsible for a fixed job. Unchangeable work is unattractive and low challenge.

It makes many employees to feel their jobs insipid. So the company should think about the job design. Job design is defined to be “the process of combining tasks and responsibilities to form complete jobs and relationships of jobs in the organisation” (Bratton. , et al 1999). The goal of job design is “to satisfy the needs of the individual for interest, challenge and accomplishment” (Armstrong, 2001, p.

494).