Effects of Performance Appraisal on Employees Performance in Government Institutions
CHAPTER ONE
Objectives of the study
The main objective of this study is to investigate into the effects of performance appraisal on employees’ performance at Builsa south district Assembly.
The specific objectives of the study are as follows:
(a) to determine whether performance appraisal is done effectively and efficiently at Builsa south district Assembly.
(b) to explore the attitudes of the employees and correlation between fair and biased performance appraisal at Builsa south district Assembly.
(c) to understand the attitudes of the employees after performance appraisal at Builsa south district Assembly.
(d) to identify challenges inherent in performance appraisal system at Builsa south district Assembly
(e) to identify the benefits associated with performance appraisal system at Builsa south district Assembly
(f) to make recommendations on how to improve on performance appraisal system at Builsa south district Assembly
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Theoretical Foundation
The study was supported by Goal Setting Theory (Lotham and Locke, 1979) and Expectancy Theory (Vroom, 1964).
Goal Setting Theory
The theory was advanced by Lotham and Locke (1979) when they argued that goals set for employees can motivate them and thus improve their performance. Employees link target to organization goals where they assess themselves and change their behaviour to attain those targets. When goals are specific, performance and motivation go up. This also happens when challenging but achievable goals are set and feedback is given on their performance. They also point out that employees should also participate in goal setting so as to own them. Feedback is also important as it motivates the employees to achieve high goals. Pintrich (2004) indicates that employees set different goals in different work situations and we cannot always assume that goals are always reachable. Locke and Lotham (2002) argue that setting challenging and specific goals does not assure employees of performance but the achievement of those goals has to be motivating. They agree that commitment on goals is likely to be high when goals are made open and they are not imposed on individuals. Drummond (2000) argues that the core of the theory is having targeted action where employees opt for objectives that allow them meet their aspirations or needs. Mitchell (1997) opines that challenging goals motivate more than easier ones; moreover, specific goals are more motivating than general goals. Newstrom (2011) believes that setting of goals motivates because there is a deficit to be met between the current and future performance. This creates tension and the employee reduces it by attaining the goals. This in turn raises employees drive, gives competence in work and raises self esteem which further stimulates the need for personal development. Luthans (2011) points out those goals give direction to the behaviour of employees and gear their efforts to particular outcomes.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain effects of performance appraisal on employees performance in government institutions. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of performance appraisal on employees performance in government institutions
Summary
This study was on effects of performance appraisal on employees performance in government institutions. Six objectives were raised which included: to determine whether performance appraisal is done effectively and efficiently at Builsa south district Assembly, to explore the attitudes of the employees and correlation between fair and biased performance appraisal at Builsa south district Assembly, to understand the attitudes of the employees after performance appraisal at Builsa south district Assembly, to identify challenges inherent in performance appraisal system at Builsa south district Assembly, to identify the benefits associated with performance appraisal system at Builsa south district Assembly and to make recommendations on how to improve on performance appraisal system at Builsa south district Assembly. The study adopted a survey research design and conveniently enrolled 80 participants in the study. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from staffs of Builsa south district Assembly. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
From the findings and discussion the Builsa south district Assembly had adopted performance appraisal as a means of motivating employees. A comprehensive performance appraisal policy needs to be established in order to link pay to performance since the current policy has room in dealing with underperformers. In order to manage poor performance feedback id required throughout the appraisal period and there is need to look into what employees need to overcome problems in performance; and of more importance how the management can help and support the employees and the organization at large. The study also established that performance appraisal system provides employees with self-rating, and performance standards. Effective performance system provides behavioral standards. During performance planning processes both behavioral and results outcomes should have been seen so as to ensure an ongoing feedback in the performance appraisal process.
Recommendation
From the findings and conclusion, the study recommend that organizations should appraise their employees to enhance employees’ productivity The management should therefore utilized targets, accomplishments, organization goals, time management and efficiency for performance measure purposes and the appraisal process as this would lead to increased in employee’s productivity. From the findings, the study recommend that organizations should establish and adopt performance appraisal systems that would enable effectively appraisal of the employees and therefore providing opportunities to the management in identifying staff training needs, identify performance targets, improve employees performance and helping employees on time management through planning and setting of deadlines. From the findings the study recommends that firms should adopt behavioural performance appraisal system and management by objectives as the appraisal systems were found to be statistically significant in influencing employee’s relationship and improving employee’s productivity.
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