Impact of Performance Appraisal on human Resources Development in the IRI Police Headquarter

Performance development is an undeniable need for organizations, and performance management is a tool for achieving the objective. The present research aims at reviewing the impact of performance appraisal on human resource development in terms of satisfaction, motivation, creativity, retention, and police personnel tendency towards training in a police organization. The present research was of applied type, but taking into consideration nature and method was of descriptive- survey type. Questionnaire was used for collecting data, and its reliability and validity were respectively confirmed based on experts’ supervision, and Cronbach’s Alpha (α=92.67). Data was analysed by SPSS, one-tailed and two-tailed t tests and single-item variance analysis. Statistical population includes contractor staff and police officers in IRI Police (IRIP) HQs; 108 samples were estimated and questioned through using statistical methods. Testing research hypothesis indicates that there was significant relationship between performance appraisal and quintable constituents for development of human resources. There was also difference between some pairs: police officers and contractor staff; men and women; and noncommissioned officers (NCOs), sub-lieutenants and top-ranking officers (brass hats) in terms of the constituents. Performance appraisal through impacting on motivation, job satisfaction, creativity and initiative, tendency toward training, and human resources retention on one hand and human resources development on the other. In line with this, performance appraisal has the most and least impact o job satisfaction, and creativity and initiative, respectively. In terms of consistent and tendency toward training, it affects permanent staff more than contractor staff.