Designing a Popular Model for Employee Performance Evaluation with Emphasis on the Middle Circles of the Second Step of the Revolution: A Grounded Theory Approach

Employee performance evaluation plays a crucial role in fostering improvement and growth in their work. It stimulates their curiosity in the work process and addresses questions and challenges in the field. Therefore, the purpose of this research is to design a popular model for employee performance evaluation, with a specific focus on the middle links of the second step of the revolution. This research adopts interpretive philosophical foundations and follows a developmental direction. The approach is inductive, utilizing qualitative methods. Field research and data theory strategies form the foundation of this study. Theoretical sampling involved interviews with 9 individuals representing the middle circles of the grain department in Sanghar and Keliai cities. Open coding, axial coding, and selective coding were used to analyze the data and develop the theoretical framework. The research findings present a paradigm model for the popular evaluation of employee performance. The model consists of the following elements: central category (popularization, importance in the opinion of the people, participation of the people), causal conditions (effective job skills), contextual factors (job skills, demographic-cognitive factors, job satisfaction), intervening conditions (lack of competence, incorrect evaluation methods, and disappointment regarding the effectiveness of evaluation), interactive strategies (promoting employees based on their skills, achieving the organization's goals), and consequences (eliminating employee weaknesses, utilizing capable employees). Proposed model: Strategic guide for managers in grain administration. Focus on middle links of revolution's second step. Improves employee performance evaluation and planning.