Human Resource Practices on Ranking System towards the Attainment of Organizational Effectiveness of Iligan Medical Center College
Abstract:
This qualitative study investigates faculty and staff experiences with the ranking system implemented at Iligan Medical Center College (IMCC), along with the challenges encountered in its application. Using interviews with faculty members, department heads, and human resource personnel, as well as document analysis, the findings indicate that while the ranking system serves as a structured tool for evaluating qualifications, achievements, and institutional contributions, it also raises significant concerns. Participants reported issues such as vague evaluation criteria, perceived favoritism, inconsistent implementation across departments, and limited opportunities for feedback. These factors contributed to varied interpretations of fairness and diminished motivation among employees. While some viewed the system as a platform for career advancement, others experienced it as a source of inequity and organizational dissatisfaction. The study underscores the need for a more transparent, consistent, and participatory evaluation process aligned with institutional values to promote employee engagement and organizational efficiency.
Keywords: employee motivation, institutional evaluation, organizational fairness, performance ranking
Indexing
