Sample Self Appraisal Form Filled Employee: Fill & Download for Free

At my company, it's an "Annual Performance and Development Review". Let's see what Wikipedia has to say: Performance appraisalOk, so you've worked at the company for a year, and hopefully been my employee for that amount of time. So I know:* What you're working on* What you're struggling with* Possible directions for the future in the companyWe've likely had regular meetings. I meet with most of the people who report to me over lunch once every couple weeks. But I don't put a lot of thought into those, nor do my reports. It's often a more personal view as to status and a vent session.What I'd really like to do is to "dig deep" on what you did this past year, and what we'd like you to do next year. In my company, here's the process:* I fill out a form with your previous years goals (which might have been filled out from last year), and your current job requirements (ditto)* You fill out how you think you did on a variety of measures (company values, job requirements, goal achievement, etc) and justification for those, and next year's goals.* I respond with my scores and justifications, and elaboration on next years goals.* We meet and discuss. Hopefully the form has facilitated a more meaningful discussion about last year, and what to expect this coming year.In most companies, there is a overall score that feeds into an annual raise.

Entrepreneurs start with an idea and a belief that their vision can have a massive impact. It doesn’t always work out that way. But when it does, the effect can be world-changing: A breakthrough startup can scramble industries, alter how we work or live, and shift talent flows around the world. It’s no wonder that we tend to follow the fortunes of these founders and those who choose to follow them so carefully.With the LinkedIn Top Startups list, we wanted to provide professionals with a look at the young companies reaching that escape velocity. As always, we started with the data — the billions of actions generated by LinkedIn India's more than 50 million members — and focused in on four pillars: employee growth; jobseeker interest; the level of professional engagement with the company and its employees; and how well the startup pulled talent from our flagship LinkedIn Top Companies list. In other words, which startups are commanding the attention and working hours of top talent? To be eligible for Top Startups, companies must be seven years old or younger, have at least 50 employees, be privately held and headquartered in India. For more about our methodology, scroll to the bottom of this article.(For more insights, do read Ravi Venkatesan’s data-driven analysis of Top Startups, Shalini Prakash’s piece on why fewer women pursue entrepreneurship and Sid Pai’s take on the need for more successful founders to turn mentors.)Will these companies continue with their explosive growth and world-changing work? That’s in the hands of the talent flocking to these startups. Maybe you’ll want to put your own hat into the ring. Check out who made the cut and join the conversation using #LinkedInTopStartups.Here are this year’s top 25 startups in India.Going full throttle: OYO is on an expansion spree. The 5-year-old hospitality startup is already India’s largest hotel network with more than 100,000 rooms in 230 cities (compared to Marriott’s 23,000 and Taj Hotels’ 17,000). Over the last nine months, the budget hotel brand has ventured into Malaysia, China and the UK. | Global headcount: 4,700 | Headquarters: Gurugram | Baptism by fire: All new hires, or “OYOpreneurs”, are exposed to actual business problems on their first day so they imbibe a sense of ownership.Fit as a fiddle: Wellness startup Cure.Fit has four offerings: no-equipment gyms, health food, yoga and meditation centres, and primary care. The company just raised $120 million from existing investors and acquired premium gym chain Fitness First in a deal worth $30-35 million. | Global headcount: 120 | Headquarters: Bengaluru | Perks galore: Cure.Fit offers its employees unlimited leave, fixed increments every six months, weekly cricket matches and a concierge service for personal tasks.Delivering the goods: Dunzo has the distinction of being Google's first direct startup investment in India and is fast becoming a verb in Bengaluru. Users of the concierge services venture are “dunzoing” everything from buying groceries to picking up laundry and arranging last-minute gifts. | Global headcount: 160 | Headquarters: Bengaluru | Entry ritual: New hires are asked to complete an order using Dunzo’s partner app so that they understand the business inside out.Logical logistics: Rivigo attained near-unicorn status recently when it raised $50 million at a valuation of $945 million. Why are investors betting on the logistics services firm? A unique driver relay model that reduces turnaround time, marquee clients such as Maruti Suzuki, ITC and Marks & Spencer, and a freight e-marketplace that's already India's biggest. | Global headcount: 3,700 | Headquarters: Gurugram | Warriors wanted: Rivigo plans to hire 5,000 people over the next year for scaling up its fleet, warehouses and technology.Simplifying insurance: The online general insurer says that 87% of its claims are approved in 24 hours. Digit believes in simplifying processes: every insurance product is explained to customers in a 2-page document. Billionaire Prem Watsa's Fairfax Holdings recently put $44 million more in the two-year-old startup. | Global headcount: 630 | Headquarters: Bengaluru | Quick cover: If an insured flight is delayed by more than 75 minutes, customers immediately receive a claim notification to their mobile device.Lifestyle guide: Little Black Book (or LBB) started as a Tumblr blog with an initial investment of ₹80,000 before it morphed into an online platform for cultural goings-on. Its recommendations span everything from food and fashion to theatre and shopping across eight cities. Presently, the company is busy scaling up its curated marketplace for local products and events. | Global headcount: 80 | Headquarters: Delhi | Open doors: Every employee is encouraged to give feedback directly to the co-founders.Anchored in growth: Arnab Goswami's Republic TV has ruled viewership ratings in the English news genre since its launch in May 2017, but bigger rival Times Now seems to be clawing its way back. Republic was successful in monetising eyeballs and went on to clock ₹155 crore in revenue for FY18. But the channel is often accused of having a pro-establishment stance and being over-dependent on Goswami. | Global headcount: 400 | Headquarters: Mumbai | The TRP race: Republic will set up a Hindi news channel ahead of the 2019 general elections.Redefining design: A bootstrapped design and digital agency, The Minimalist started as a Facebook page for witty content. It works with clients such as Saint-Gobain, Bharti Airtel, Berkshire Hathaway, Coca-Cola and Abbott. The last fiscal year was a watershed moment for The Minimalist, one in which its revenue and headcount doubled. | Global headcount: 60 | Headquarters: Mumbai | Team huddle: The company’s HR conducts team-building activities every week.Powering transactions: Online payment solutions provider Razorpay now services more than 100,000 businesses, including names such as Bharti Airtel, IRCTC and Goibibo. The company is clocking a monthly growth of 35% and it bagged $20 million in a Series B funding round led by Tiger Global and Y Combinator earlier this year. | Global headcount: 230 | Headquarters: Bengaluru | Undiluted focus: All team members, regardless of role or seniority, take customer support calls for four hours every month.Cracking the code: Nineleaps accelerates product development for other startups by providing web and mobile application services. It is expanding into new markets such as Singapore and Indonesia and diversifying into data science, blockchain and other emerging fields. | Global headcount: 200 | Headquarters: Bengaluru | Hiring binge: Nineleaps doubled its headcount since July 2017, and plans to hire as many as 300 people this year.Flexibility factor: Innov8 says it’s in the business of building entrepreneurs. The Y Combinator-backed coworking venture has 13 centres across the country. This year, Innov8 aspires to add 100 employees and treble its seat count to 12,000. | Global headcount: 75 | Headquarters: New Delhi | Stable income stream: The company pivoted its model to ensure that the lion’s share of the revenue comes from enterprise clients and the rest from early-stage startups and freelancers.Growth by design: Schbang is a digital solution agency that also dabbles in original content. It counts marquee names — Ashok Leyland, Hot Wheels, Amazon Fashion, and RAW Pressery — as clients. Schbang wants to be India’s first agency export and plans to open an international office next year. | Global headcount: 240 | Headquarters: Mumbai | New joiners get the sack... of a different kind! The Schbang 'Potli' has symbolic objects like an eraser (to fix small mistakes), a rubber band (to stretch the limits) and a coin (so employees are never broke).Cover drive: Acko raised $30 million even before its launch and went on to bag $12 million from Amazon exactly a year later. The digital insurance firm solves everyday pain points with solutions such as in-trip covers for Ola users and screen protection for devices. Its biggest draw? Personalised policies based on user behaviour. | Global headcount: 115 | Headquarters: Mumbai | Time for a breather: Employees can decompress at frequent board game nights, football tournaments and Counter-Strike leagues.Rooms galore: Treebo scorched its way to 9,000 rooms in three years. The budget hotel chain’s headcount grew by 18% over the past year but it laid off a tenth of the workforce in July, shortly after the data window for this list closed. Bigger rival OYO’s strong investor backing, rapid growth and its rekindled partnership with travel site MakeMyTrip are hurting Treebo, media reports suggest. Treebo did not respond to a LinkedIn survey. | Global headcount: 795* | Headquarters: Bengaluru | Innovators: Treebo has filed four patents in India and the US for its quality management system.Loanwallah: InCred offers personal, education and home loans as well as credit to small and medium-sized businesses. The firm counts former Deutsche Bank co-CEO Anshu Jain as a backer and has secured the banking regulator’s nod for launching wholesale lending operations. | Global headcount: 1,000 | Headquarters: Mumbai | Family feel: New employees are greeted with a welcome kit that contains a booklet on the company's culture and trivia about its key personnel.Complementing kiranas: Jumbotail is a B2B e-marketplace that connects neighbourhood stores with their suppliers. The Nexus Venture Partners-backed startup also provides shopfront delivery of groceries and arranges working capital credit for store owners through its lending partners. | Global headcount: 125 | Headquarters: Bengaluru | Peer power: The appraisal process at Jumbotail gives 80% weightage to peers’ feedback and just 20% to the manager’s rating.Datagiri: Zapr Media analyses TV viewership data to provide actionable insights to broadcasters, advertisers and media agencies. To date, the media-tech startup has raised $13 million from Star India, Flipkart, Saavn and Micromax, among others. | Global headcount: 110 | Headquarters: Bengaluru | Scouting for talent: Zapr will fill 70 job openings over the next 12 months with new hires in data analytics, audio processing and other non-engineering functions.Weaving a web: After being bootstrapped for 7 years, BrowserStack hit the headlines for the largest ever Series A funding round – $50 million, led by Accel Partners. As many as 2 million testers and more than 25,000 paying customers — including Disney, Tesco, and Facebook — use its mobile app and web-testing platform. | Global headcount: 165 | Headquarters: Mumbai | Gracious welcome: Every new joiner is greeted with a personalised letter from BrowserStack’s founders.Ready to fly: Founded by three former Flipkart executives, Udaan: India's B2B Marketplace of Retailers, Manufacturers, Traders, Wholesalers is an online B2B marketplace for food, clothing and electronics. In just two years of existence, the company became the fastest Indian startup to bag unicorn status and expanded its reach to more than 500 cities. | Global headcount: 401* | Headquarters: Bengaluru | Growth pangs? LinkedIn data shows that the company’s headcount grew by about 92% in the last 12 months. With such a new team, the average employee tenure stands at 9 months.Disrupting diagnostics: SigTuple applies robotics and AI to make medical screening tests more accurate. Its offerings include smart hematology analyser Shonit and AI100, a low-cost device that digitises pathology samples. The team has applied for 19 patents in the US and India. | Global headcount: 120 | Headquarters: Bengaluru | Eclectic mix: Seven in 10 SigTuple staffers, including the three co-founders, are newcomers to healthcare but have cut their teeth in robotics, data science, software, and intellectual property.Cloud classroom: Online educator Online Courses & Education Programs for Professionals | UpGrad offers industry-relevant courses in subjects such as digital marketing, data science and product management. Co-founded by media magnate Ronnie Screwvala, the startup claims to have empowered more than 300 career transitions in the last year and has earmarked ₹200 crore for expansion in Southeast Asia and the Middle East. | Global headcount: 390 | Headquarters: Mumbai | Learn while you earn: Employees looking to upskill themselves can take several company courses for free.Tech support: InterviewBit is a preparation site for tech jobs. The self-funded startup also sources pre-screened technical talent for coveted employers such as Facebook, Amazon, Uber and Google. | Global headcount: 45 | Headquarters: Pune | Enterprise bet: The company has launched three new enterprise products since July 2017, resulting in sharp growth in B2B revenue. It plans to hire 50 employees over the next year.In the fast lane: Bus aggregation startup Shuttl recently raised $11 million from Amazon, Dentsu Ventures and existing investors including Sequoia Capital. The company clocks 45,000 daily rides in five cities. It aims to expand to two new cities by the end of the year, even as experts feel achieving healthy unit economics remains a challenge. | Global headcount: 300 | Headquarters: Gurugram | Seats up for grabs: To meet its goal of ten-fold growth in daily ridership, Shuttl plans to double its employee numbers over the next year.Leveraging social: Reseller marketplace Meesho uses social media platforms like WhatsApp and Facebook to connect sellers directly with suppliers. In June, the Y Combinator-backed firm raised $11.5 million in Series B funding from Sequoia India and a bunch of existing investors. | Global headcount: 225 | Headquarters: Bengaluru | Focus on localisation: The social commerce startup plans to launch an interface in Indian regional languages in a few months.Numbers-driven: Exadatum positions itself as a one-stop shop for everything Big Data. Its offerings make Big Data implementation faster, cheaper and standardised for Fortune 500 clients, the two-year-old venture says. Exadatum’s next target — developing products and rendering services in machine learning and artificial intelligence. Global headcount: 70 | Headquarters: Pune | Talent hunt: The bootstrapped startup also has a base in New York and is actively scouting for freshers with Java, Python and C++ skills.Originally Published on LinkedIn Top Startups 2018: The 25 most sought-after startups in India

Effects of Diversity on Employee Performance and Organizational Success of International Oil CompaniesIntroductionProfitability is one of the major areas of focus in corporate organizations because of its relationship with aspects of sustainability. Organizations aim at making profits to ensure positive cash flows necessary to meet such obligations as salaries, payments to suppliers and repayment of debt.Human resources in any organization are responsible for the execution of organization’s strategy and realization of many of its objectives, including profitability. Therefore, effective management of human resources in an organization is essential to secure optimal output which will then guarantee organizational success.The ability to recruit and hire and manage employees from different cultural backgrounds, are some of the ways of ensuring competent human resource base that can contribute to the organization’s success. The geocentric approach to global staffing appreciates the need for organizations to be diverse and suggests that employee diversity could be related to organizational outcomes.High employee turnover rate creates a gap left by the departing employees even if the organization could recruit and hire professionals to replace them. Similarly, highs costs of recruitment, hiring, and training to fill the gaps left by departing employees add to the time and cost needed for organizational synchronization which in turn would have negative effects on incoming cash, partly through affected operations. This suggests the need for effective human resource management.International oil companies may rely on successful and effective human resource management to achieve a competitive edge and realize organizational goals, financial objectives and sustainability. In the recent past, the gender diversity issue in the oil companies of the world has attracted considerable attention from interested parties as women seek to increase their representation in the sector. Important to note, the embracement of diversity in the organizational setting is identified as a a strategy that goes a long way in fostering the performance of employees and thus, bolster organizational success. In this respect, this study seeks to investigate the effects of diversity on employee performance and organizational success in international oil companies, using a case study of BP Oil Company.Literature ReviewThe geocentric approach to global staffing that focuses on the employees’ competencies instead of their countries of origin (Mathis, et al., 2016) is one of the available options for international companies. The global staffing approach has the advantage of developing a pool of competent and motivated personnel that can spearhead organizational goals (Mathis, et al., 2016). Diversity of the workforce is one of the outcomes of the staffing approach, and its effects can moderate the competence and motivation of the developed workforce. In this respect, the inclusion of employees from different ethnic, religious, and gender backgrounds is integral towards promoting the development of the workforce in a way that improves the organization’s competitive edge.The geocentric approach to staffing can develop a workforce with culturally competent employees to ensure cost effectiveness (Pride, Hunges, & Kapoor, 2013). Diversity that emerges from the geocentric approach to staffing also develops a positive image of an entity that can attract, retain, and motivate competent personnel. A culturally competent workforce, which the geocentric staffing approach strives to achieve, also has the benefits of flexibility, creativity, multi-linguistic competencies, and problem-solving abilities (Pride, Hunges, & Kapoor, 2013) that are expected to have positive effects on an organization’s dynamics and performance. Important to note the diversity of the workforce enhances the element of productivity in an organization and thus, bolster the effectiveness and efficiency of human resources management.The advantages of diverse human resource bases, however, relies on the individual competencies of the employees that moderate the economic measures such as cost, flexibility, creativity, and problem-solving abilities. Hiring of experts with poor cultural competencies is likely to undermine the advantages. Highly performing employees who lack cultural awareness and sensitivity, for example, may force the employers to incur training cost for competence development. Culture-based conflict that can spill to the relationship between an organization and its external stakeholder is another example of challenges that can emerge when an organization has a diverse workforce that lacks the necessary competencies (Pride, Hunges, & Kapoor, 2013). For instance, the notion that women are less competent than men in performing duties and tasks is a cultural-based conflict that undermines the realization of gender diversity in the organizational settings. Furthermore, adaptability challenges in a diverse workforce may also undermine employees’ output and motivation (Pree, 2016).Cultural shock is likely to occur among employees with poor cross-cultural competence and the time and energy that such employees may need to take to absorb the shock is likely to be reflected in their performance. Focus on adjustment is likely to reduce output energy and time into reduced performance that translates to organizational output and profitability. Similarly, effects of cultural differences in communication are likely to affect organizational dynamics and undermine operations (Pree, 2016).The Resource-Based Theory offers a basis for understanding the possible effects of diversity on a workforce. Organizations that can attract and retain scarce but valuable resources, per the theory, can realize a competitive advantage over other organization and can experience higher levels of performance (Gomez-Mejia, Berrone, & Franco-Santos, 2014). Importantly, the resource-based theory underlines the need for organizations to put in place strategic resource. Essentially, strategic resources go a long way in enhancing the competitive edge of an organization. Thus, the uniqueness of an organization’s human resources has the potential of enhancing its competitive advantage amid the heightening rivalry in the in the various industrial sectors.A valuable resource, based on the theory, is one that benefits an organization’s efficiency and effectiveness and does not include a workforce that suffers from negative effects of cultural incompetency (Gomez-Mejia, Berrone, & Franco-Santos, 2014). Consequently, organizations should diversify their scopes of recruitment for the identification f outstanding personnel and the geocentric approach to staffing is appropriate for international organizations (Mathis, et al., 2016). The approach should also ensure the development of a culturally competent human resource base for the benefits of workforce diversity that defines employees’ satisfaction, individual output, and collective output (Pride, Hunges, & Kapoor, 2013). Diversity, therefore and based on its management, can have positive or negative effects on organizations’ employees and performance.Empirical literature supports the theoretical relationships among workforce diversity, employees’ satisfaction, and organizational performance. Perceptions of effective diversity training, which indicates developed competencies for operating in a diverse environment, has been associated with employee satisfaction and organizational commitment that indicates increased high levels of organizational performance (Yap, et al., 2010). Effective management of diversity has also been associated with employee empowerment that is incident to individual and organizational performance (Wolfson & Kraiger, 2011). Tang and Lee (2014) also identify positive effects of employee satisfaction on stakeholders’ returns.Problem Statement Aims, and ObjectivesThe theoretical and empirical literature identifies the need for diversity in the workplace and the benefits of diversity should it be managed effectively (Mathis, et al., 2016; Pride, Hunges, & Kapoor, 2013; Wolfson & Kraiger, 2011). The benefits of diversity to such aspects as employee satisfaction and organizational performance, therefore, are conditional. Dearth knowledge, especially empirical, also exists on the relationship between diversity and its possible effects on employee satisfaction and organizational performance in international oil companies. An understanding of the actual effects of the geocentric approach to employee satisfaction and organizational performance, therefore, is necessary to justify the cost of using the approach to develop a diverse and effective workforce.The study aims at bridging the knowledge gap by investigating the effects of diversity on employee satisfaction and organizational performance of international oil companies, using BP oil company as a subject for the research. The following are the specific objectives of the study.•To determine the dimensions and levels of diversity at BP oil company•To investigate the relationship between diversity and employee satisfaction at BP oil company•To investigate the relationship between diversity and organizational performance, measured through revenues and net profits, at BP Oil Company•To investigate the relationship between employee satisfaction and organizational performance at BP oil companyThe following research questions will be explored to pursue the objectives.•What are the dimensions of employee diversity at BP?•What is the level of diversity at BP?•Does a relationship exist between diversity and employee satisfaction at BP?•Does a relationship exist between diversity and both revenues and profits of BP?Research MethodologyThe study seeks to investigate the effects of employee diversity on employees’ performance and organizational success among international oil companies using BP Oil Company. This chapter will present the proposed research methodology and includes a discussion of the proposed research method, design, data collection tools, and rationale for their selection. The proposed data collection and analysis procedures are also discussed.Research Method and DesignThe post-positivist worldview of research that acknowledges causal effect relationships (Creswell, 2014), therefore, is consistent with the scope of the study and forms the basis of the study’s method. Research problems under the paradigm focus on the causes of observed features such as performance at individual and group levels with organizations. The paradigm also involves the reduction of ideas to narrow concepts whose frameworks can be investigated through addressing specific research questions or hypotheses. The paradigm also provides for the reliance on objective measures that can be determined through observations (Creswell, 2014). Creswell’s association of the paradigm with the quantitative research method informs the decision to use the quantitative research method for the study (Creswell, 2014).Strengths of the quantitative research methods such as objectivity and ability (Houser, 2014) to infer research findings to a population also informs the study whose implications should be inferred to the larger population of the BP Oil Company as well as the population of oil companies. A higher level of control of the researcher, which can ensure focus of a study and accuracy of measures, is another advantage of the quantitative research method that justifies its proposed use in the study (Houser, 2014).The quantitative method’s survey design is proposed for the study. The design involves the collection of data in their natural forms, and its suitability for the study and advantages informs its selection. The survey design is a quantitative design, and this identifies its suitability as one of the applicable design for the post-positivist philosophy to the study (Creswell, 2014).Advantages of the design over other quantitative design, and based on the nature of the proposed study also informs the selection. In collecting data in their natural forms, due to its non-experimental scope than does not involve treatment of research participants, the design is simple and is not liable to legal and ethical implications of other quantitative designs. The survey design is also fast and cost-cost effective, especially because of its ability to use readily available data or to collect data over a short period (Creswell, 2014). The limited time for completing the proposed research, about nine weeks, and financial constraints that require the use of readily available data, therefore, identify the feasibility of the survey design, unlike the alternative quantitative research designs.Data Collection ToolsExisting data, from, managements’ databases will be used for the study. The databases are expected to contain employees’ demographic factors, such as nationality, age, gender, the highest level of education, and the number of years of employees’ experience in their respective positions in the organization. Similarly, the databases are expected to contain data on employees’ performance indicators, such as input hours, output levels, effectiveness, and efficiency. In addition, the databases are expected to have data on performance indicators, such as profitability, revenue levels, and stakeholders’ satisfaction.The use of readily available data has the advantages of lower cost of data collection, shorter duration of data collection, and less energy in data collection because data can be obtained upon request. Collecting data, especially on a longitudinal basis, for example, requires longer periods, especially in cases of longitudinal studies.Validity and Reliability of the Data Collection ToolsThe proposed data that the targeted institutions will have collected identifies a high level of validity and reliability. Organizations record information for managerial and other purposes and organizational interests in the data guarantee accuracy. Data on employee performance, such as appraisal results, are generated for the understanding of employees’ ability to promote organizational objectives and are, therefore, expected to be accurate for informing managerial decisions. Data on demographic factors are also observable and verifiable, aspects that indicate their accuracy. Corporate organizations, however, have legal obligations to publish their audited accounts, including revenues and profitability, and such accounts, unless in cases of fraud, are accurate.The study will consider retrospective data. Data, therefore, will be free from performance and measurement bias due to the desire to meet pre-empted outcomes. The collected data, therefore, will represent the exact measures of diversity and performance of the investigated entities to establish reliability and replicability.Data Collection ProceduresThe BP Oil Company has been chosen at random among the largest global oil companies. Contact will be made with the company’s head office for permission to use the company for the study. The contact will communicate the scope of the study and its possible implications to the company, including the possible benefits of the developed knowledge to company’s management.A sample will be generated from the company’s production centres and communication, on the need for participation, will be made to the unit heads of the sampled units and the need to participate in the study. The researcher will make the communication that the obtained consent from the head office will support. The necessary data, including the time frame for inclusion, will also be communicated. Discussions will be made with the heads of the relevant centres for the necessary time for submission of the data.Proposed Data Analysis ApproachQuantitative data analysis methods, using statistical tools and software, will be used to analyse the data. Descriptive statistics, inferential statistics on the diversity measures across production centres, and regression analysis on the relationship between diversity measures and both performance and unit success will be used. Data will be analysed for each centre before a consideration of the entire data for the same descriptive and inferential analyses.Sampling (Population Profile, Sampling Theories, and Sample Size)Production centres of the BP oil company form the population of the study. The company has outlined its production centres all of which will be considered for the study. Each production centre is expected to have data on its employees’ demographic characteristics, its production levels, its revenues from production, and its net profit from operations. Productions centres that will not have data on the variables, for over a three-year period, will be excluded from the study.The stratified random sampling approach will be used for the study. The sampling strategy involves the segmentation of research participants into homogeneous groups from which random samples are generated. Geographical location of the production centres will be the basis for segmentation and aims at capturing cultural orientations and associated cultural diversity within each geographical area. The geographical location as a base for stratification is further consistent with the location of the company’s production centres across different countries.The stratified random sampling strategy has the advantages of ensuring a representative sample because of its ability to sample participants from each homogeneous segment of the target population (Houser, 2014). The sampling of centres across geographical areas ensures representativeness of host cultures from which foreign cultures will define diversity. Cultural differences across countries and regions, and their effects on cross cultural interactions could also moderate the effects of diversity, and the stratified sampling approach will ensure evaluation of different host cultures. The random scope of the sampling approach also has the advantage of representative samples within production centres, due to its ability to eliminate sampling bias (Houser, 2014).A sample size of seven will be used for the study and the focus on regions of location of production units informs this. Bop has about ten principal areas of production and selecting seven from these identifies a sufficient sample size.AccessibilityAccessibility of the targeted data, subject to the consent of the targeted organization, is guaranteed. The study targets data that are fundamental to the operations and management of organizations and their units. Organizations and their units, therefore, are expected to collect data on the variables and even consolidate them. Demographic data, data on employee performance and data on stakeholder satisfaction are important to human resource management and are expected to be updated, continuously for informing management. Data on revenues and profitability that are elements of financial statements, however, are also statutory requirements. BP Oil Company, therefore, is expected to be developing and keeping data on the variables at its production centres and possibly at its head office. Consent to the access of data on the variables, which will be obtained from the company’s head office, will guarantee accessibility.Ethical IssuesAutonomy, capacity, beneficence, and anonymity are the major ethical issues that are likely to emerge during the research process. The doctrine of autonomy requires researchers to respect participants’ rights to self-determination (Wiles, 2012). Participation in a study is supposed to be based on the informed consent of the research participants, and the study will ensure this by obtaining a written informed consent form from the head office of BP Oil Company.The responsible officers will be informed on the scope of the study and possible implications of participation. Once consent is offered, it will be reduced to writing, and the responsible BP officer will sign the written consent form. Heads of the sampled production centres will also be informed of their right and authority to decide on the delivery of the required data from their centre. The right to the authority over the data, however, will cease once the researcher receives the data unless the informed consent is withdrawn from the company’s head office. Research participants should also have the capacity to make legally binding decisions (Wiles, 2012) and the nature of BP as an incorporated company and the assumed capacity of its managers indicates its capacity to participate in the study.The ethical concept of beneficence requires the consideration of the welfare of research participants (Wiles, 2012) and the possible benefits that BP could derive from the results and recommendations of the study establish morality. BP will have access to the outcomes of the study whose implications could inform the company’s strategic approach to human resource management through diversity. Ethical research also requires anonymity, an ethical doctrine that prohibits non-disclosure of personally identifiable information on research participants (Wiles, 2012). The identity of the studies company is important to the authenticity of the study’s findings, and consultations will be made with relevant stakeholders, including BP Oil Company for the possibility of disclosing the company’s identity.SignificanceThe Study is significant to the management of BP Oil Company who may find the results and recommendations important to their staffing approach. The quantitative scope of the study and the established levels of validity and reliability that develop confidence in the generalizability of the study’s findings and recommendations for practice also establish the significance of the study to other international oil companies. The study also seeks to improve literature on the relationship between diversity and employee’s performance and organizational success and this identifies its significance to academicians and researchers in the field of management.DeliverablesA written report, is the deliverable of the study. The report will include the analysed data, a discussion of the analysis results, possible limitations of the study, recommendations for practice, and recommendations for future research. The data that will be used for the study will also be delivered separately and will include a copy of data set for each production centre and a copy of the integrated data for all of the sampled production centre. All data analysis results, as developed during the data analysis stage, will also be included in a separate document for authentication of the data analysis process.Required ResourcesThe study requires readily available resources and is likely to induce limited financial cost. Financial cost for communicating with the management of the BP Oil Company, at both the head office and the production centre levels, is the major resource needed for the data collection stage. The resource, however, is likely to limit if the communication is achieved through telephone or email communication channels. A computerized device and software for data analysis are the other major resources for the study, required for the data analysis stage, and their availability means that no cost will be incurred. Human resource for documentation and editing, and printing papers for publication are other resources that will be required, but they are also available at no extra cost.Implementation Time TableThe following timeline will be used to implement the study in the next nine weeks.Figure 1: Implementation timelineReference listCreswell, J 2014, Research design: Qualitative, quantitative, and mixed methods approaches, 4th Ed, SAGE, London.Gomez-Mejia, L, Berrone, P, & Franco-Santos, M 2014, Compensation and organizational performance: Theory, research, and practice, Routledge, New York.Houser, R 2014, Counseling and educational research: Evaluation and application, 3rd Ed, SAGE Publications, London.Mathis, R, Jackson, J, Valentine, S, & Meglich, P 2016, Human resource management, 15th Ed, Cengage Learning, Burlington.Pree, M 2016, ‘Appreciate diversity,’ In Rao, M (Ed), 21 success sutras for CEOs: How global CEOs overcome leadership challenges in turbulent times to build good to great organizations, n.p., Motivational Press, Carlsbad.Pride, W, Hunges, R, & Kapoor, J 2013, Business, 12th Ed, Cengage Learning, Burlington.Tang, C & Lee, J 2014, ‘Employee satisfaction and long-run shareholder returns,’ The service Industries Journal, Vol. 34, No. 11, pp. 1167-1183.Wiles, R 2012, What are qualitative research ethics? 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