Second, I would like to thank the professional service staff of the Zarina Bullyraj Graduate School of Business and Leadership for providing us with relevant and helpful information and guidance throughout the process. Finally, I would like to thank my family for allowing me to spend a lot of time while working on this project. Purpose: To determine how to engage proactive employee behavior (PB) that will achieve goals using a communication system of developmental performance appraisal (DPA) and transformational leadership (TL).
CHAPTER ONE Introduction
In the light of the above facts it can be suggested that in the Division of Gas Pipeline:. According to table 1.1 according to the project execution risk category; "The competitive nature of the market, combined with skills shortages, puts pressure on companies to deliver projects." Research question one (1) is concerned with understanding the effectiveness of the strategic transfer of information to employees through the organization's existing communication system. The objectives are: 1) to determine whether employees receive on-task communication, 2) to identify whether employees receive performance feedback communication, 3) to identify if employees receive career communication if they are informed about their career growth, 4) to identify if employees receive communication feedback and to check if their suggestions are welcomed from their supervisors and 5) to determine whether employees receive personal communication to check whether their personal interests are discussed with supervisors.
CHAPTER TWO Literature Review
According to Sutton, Williams and Allinson (2015) awareness and consciousness can be improved through structured methods. According to the section, proactive literature is about self-awareness and self-knowledge. Therefore, Company X needs to develop a system that will enable them to be proactive against potential risks, which will be based on the principles of self-awareness and self-awareness.
PB was found to be a skill that was mainly dependent on self-awareness and self-knowledge. Self-awareness was found to be a complex human capacity that must be used to control human behavior.
CHAPTER THREE Research methodology
A little more than two-thirds of the respondents (70.8% of men and women) have been working for Company X for more than a year. Development GS had six questions dealing with perception of goal setting to see if it clear and applicable to the work, also the perceptions of understanding the goals, the strategy and the vision of the organization such as "My supervisor helps me to understand the organization's vision. and strategy.” Development FB had four questions that dealt with the perceptions of understanding performance appraisal feedback to give recognition, be clear, and be relevant to the job, such as "My supervisor gives recognition when I perform well." All question items ranged from strongly agree (1) to strongly disagree (6) on a 6-point Likert scale and had a study coefficient alpha of 0.93 when used by Kuvaas (2007). The question elements measured the willingness to devote effort to the organization, identification with the values of the organization and if employees seek to maintain affiliation with the organization.
A pre-test was conducted with 20 employees at one of the sites and it was discovered that the majority of employees had not completed secondary education and needed help answering a questionnaire. During this process, it was also realized that some of the terms used in the original survey were complicated for the respondents and took the field worker a lot of time to explain. The majority of participants selected at the Western Aqueduct had been with the organization for more than a year.
This research was not conducted out of self-interest, but to improve the purpose of the organization. Acting ethically throughout the study was critical to ensure that decision makers would accept the results and recommendations of the study with an open mind. According to Sekaran and Bougie (2009), both the researcher and respondents are expected to behave ethically during the research; .. they identified ethical considerations for the researcher, such as: 1) keeping the respondent's information strictly confidential and private, 2) explaining the purpose of the research to . respondents, 3) to never violate respondents' self-esteem and self-respect, 4) not to force anyone to participate in the study, 5) never to expose respondents to situations that could expose them to physical or mental harm and 6) never distort the data collected during reporting; they also identified ethical considerations for respondents, such as 1) fully cooperating with the study once they have exercised their choice to participate and 2) a.
These issues were carefully taken into account during the research with the fieldworker who was part of the research team.
CHAPTER FOUR
This may imply that the Pipeline Division's leadership or performance review communication systems were not efficient in communicating Company X's vision and strategy. According to these results, employees are willing to work hard and identify with the organization's values, but do not strive to stay connected to the organization. This section focused on the perception of the three main types of proactive behavior (PPB, IPB and OPB).
This is good news for company X, it means that employees in the pipeline division have a positive attitude towards PB. In the pipeline division, the goal was to achieve the ARC strategy and prevent future loss-making contracts. This meant that most employees did not understand the vision, strategy and goals of the organization.
Certain PA (GS4, GS7, FB6), TL (IM4, IM6, IM14 & IM20) and Communications (CC and CPb) elements were allocated to measure the development portion of the existing Pipeline Division PA. In the Pipeline Division case, there was no balance or consistency between PGG (negative DPA rating) and PGS (positive rating); GS and FB activities were not aligned with Company X's vision and strategy; the positive values of PA and negative DPA values meant that the existing PA was an evaluative PA (EPA) and not DPA; The Pipeline Division focused more on proving performance on day-to-day tasks and less on aligning employees with the organization's vision and strategy. This answered the first part of the study's research question two (2): The Pipeline Division PA communication system was not based on DPA, it was based on EPA.
This answered the second part of the study's research question two (2): the Pipeline Division PA. According to these results, employees were willing to work hard and identified with the values of the organization, but they did not try to maintain affiliation with the organization. Finally, this answered the second part of research question three (3): the employees of the Pipeline Division were not fully committed to the success of the organization.
CHAPTER FIVE
Because DPA is based on the vision, strategy and goals of the organization that were not understood, therefore the existing PA system was not developmental. A negative culture of POS and TL was observed, which also supports the finding that employees were not highly motivated to commit to the vision, strategy and goals of the organization by their managers. Employees rated general commitment positively, which indicated that they identified with the organization's values and were willing to work hard, but were not fully committed to organizational PB. The evaluations of the commitment elements showed that they did not want to maintain their affiliation with the organization.
The Pipeline Division does not have a formal PA system; it PA communication system is not developing towards engaging employee PB because they did not understand the vision, strategy and goals of the organization running DPA. Pipeline Division employees had a very positive attitude towards PB; they had a very positive LGO, which was linked to commitment, especially the positive variables that measured the willingness to work hard for their organization and identify with the organizations' values. A poor TL culture was also observed, which supported the observed poor POS and lack of motivational stimulation of the employee to support the vision, strategy and goals of the organization.
Employees do not seek affiliation with the organization because they do not understand the vision, strategy and goals of the organization therefore they do not feel valued and appreciated by the organization because it has not supported them to develop their career. The subsequent loss contract and negative evaluation of the CC and CPb communication elements proved that the existing communication system was not effective for PB engagement. Employees had a positive attitude towards BP which answered the first part of the third question, however they did not seek to maintain the relationship with the Gas Pipeline Division which answered the second part of the third question: they were not fully committed to the success of the organization.
A structured DPA will focus on future performance by identifying job standards (ARC and other company standards) and related training needs and will be a tool to objectively measure organizational and employee performance against those standards. The DPA system will be used to: 1) involve employees during PGG or goal setting, 2) involve employees during PGS or feedback activities by monitoring and identifying their weaknesses and strengths and giving them feedback on their performance, 3) support them to to overcome these gaps by identifying performance needs and developing them towards competence through staff training, career development and other necessary means. This will help the organization achieve the DPA objectives in the first part of research question two. This will help the organization achieve the TL objectives in the second part of research question two.
