Effect of Performance Appraisal on Employees’ Satisfaction: A Case Study of University of Peshawar, Khyber Pakhtunkhwa, Pakistan


  • Muhammad Asad Khan PhD Scholar, Universiti Tun Hussein Onn (UTHM) Malaysia
  • Altaf Hussain Assistant Professor, Department of Commerce and Management Sciences, University of Malakand, Khyber Pakhtunkhwa, Pakistan
  • Jawad Hussain Associate Professor, Department of Commerce and Management Sciences, University of Malakand, Khyber Pakhtunkhwa, Pakistan
  • Mohammad Hanif Khan Assistant Professor, Department of Tourism and Hotel Management, University of Malakand, Khyber Pakhtunkhwa, Pakistan




Employee Satisfaction, Performance Appraisal, University Employees, KP


The purpose of this study is to identify the effect of performance appraisal on employees’ satisfaction in university of Peshawar, Khyber Pakhtunkhwa (KP), Pakistan. We collected data from 60 administrative employees of university of Peshawar using survey questionnaire. We distributed 100 questionnaires among the employees of university of Peshawar, out of which 60 were returned back, so the response rate was 60 %. Findings of this study revealed that performance appraisal significantly and positively affect employee satisfaction in university of Peshawar, KP. It was concluded from this study that fair and accurate performance appraisal keep the employees satisfied and positively affect the efficiency and effectiveness of employees as well as organization. In line with the findings of this study it is recommended for top management of higher education of Pakistan to design such a performance appraisal system which is in accordance with the new challenges and developmental aspect of employees within different universities or organizations. This study has importance for both policy makers and academicians.


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How to Cite

Khan, M. A. ., Hussain, A. ., Hussain, J. ., & Khan, M. H. . (2020). Effect of Performance Appraisal on Employees’ Satisfaction: A Case Study of University of Peshawar, Khyber Pakhtunkhwa, Pakistan. Review of Applied Management and Social Sciences, 3(2), 131-140. https://doi.org/10.47067/ramss.v3i2.40