The Impact of Performance Appraisal on Staff Productivity
Chapter One
OBJECTIVE OF THE STUDY
The specific objectives of this study include;
- To describe the various performance appraisal techniques used by the organization.
- Technique used in Delta Line Limited.
- Problems associated with different approved techniques.
- To determine some common performance appraisal problems of the employees and how they could be solved.
- To determine the extent to which performance appraisal impacts on employee’s performance at Delta Line Limited.
CHAPTER TWO
REVIEW OF RELATED AND RELEVANT LITERATURE
Introduction
The chapter highlights and discusses the theories underpinning the study. It also discusses components of effective performance appraisal system and factors affecting employee motivation. In addition, it evaluates what scholars and researchers have written about effects of performance appraisal on employee motivation in organization.
The evolution of performance Appraisal can be traced back to the reign of second caliph of Islam, Hazrat Umar (634- 644 A.D /13-23 AH) who laid the foundations of many State institutions and enunciated several administrative laws that are being followed and adopted by many nations of the world till today as a role model of true administration. Hazrat Umar, before appointing an officer for any duty, would thoroughly investigate his potentials and capabilities for the assignment. Prime importance would be given to the honesty and integrity of the officer/ official. But, when an officer of any status, was found to have demonstrated any kind of negligence or dereliction from his duty, or if his unsuitability for the job in question would come to light, no expediency could forestall / prevent his removal from the post assigned to him. Optimum organizational performance is dependent upon the performance of the individuals that make up the organization. When clear and reasonable performance appraisal metrics, standards and practices are used to develop goals and provide relevant feedback, it can be useful both for the individual being evaluated and for the organization. Poorly executed performance appraisals, however, can be detrimental to organizational performance. Successful performance appraisals are contingent upon employees and managers working together (Larson, 1989). Weiss, (2001) indicated that to be productive, the performance appraisal process must contain general three steps: evaluation and job analysis, appraisal interview, and post-appraisal interview. During the first step, both the appraiser and the appraise should prepare for the interview by considering job performance, job responsibilities, and employee career goals, goals for improving performance, and problems and concerns about the job. Sometimes both the appraiser and the appraisee will fill out forms with questions addressing the previously mentioned topics. Next, managers and employees meet to discuss what they have prepared and to establish goals for the period before the next performance appraisal. It is important that the appraisal interview be an exchange, not a speech. Both parties must be able to share their perceptions of the appraisee’s performance. The third step, the post-appraisal interview, gives managers the opportunity to discuss salaries and promotions with employees. By not addressing this issue during the appraisal interview, both managers and employees can focus on performance and goal setting, instead of money. The post-appraisal meeting also can serve as a time for reiterating employee goals. After appraising the performance of employees, an organization must evaluate the system itself to determine if it is helping to achieve designated organizational objectives (Ryan and Deci, 2000). Performance appraisal can be defined as a periodic evaluation of the output of an individual measured against certain expectations (Yong, 1996). The process involves observing and evaluating staff members’ performance in the workplace with relation to pre-set standards. Conventional approaches to performance appraisal treated it as a measurement exercise, while more contemporary approaches were more concerned with information processing within the performance appraisal decision-making process.
CHAPTER THREE
RESEARCH METHODOLOGY
Research Design
The research method used for this study is descriptive survey. The comparative analysis was achieved by means of utilizing t-test statistic for the comparison of mean scores at 0.05 level of significance while, the responses questions were analyzed using mean and standard deviation.
Population and sample of the study
The population of the study include different level of the organization. A total population of the study was 183 respondents. A simple random sampling technique was used to draw 112 respondents.
Taro Yamani formula to arrive at the sample population of the study.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Introduction
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to reiterate that the objective of this study was to examine the impact of performance appraisal on staff productivity. 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 examining the impact of performance appraisal on staff productivity.
Summary
This study was undertaken to examine the impact of performance appraisal on staff productivity. The study opened with chapter one where the statement of the problem was clearly defined. The study objectives and research hypotheses were defined and formulated respectively. The study reviewed related and relevant literatures. The chapter two gave the conceptual framework, empirical and theoretical studies. The third chapter described the methodology employed by the researcher in collecting both the primary and the secondary data. The research method employed here is the descriptive survey method. The study analyzed and presented the data collected in tables and tested the hypotheses using the t-test statistical tool. While the fifth chapter gives the study summary and conclusion.
CONCLUSIONS
The basic purpose of an appraisal function should be to improve the employee performance that will leads towards the organization success. The function must be deeply observed the people and recognize that employees are the most important resource. The system should first of all contribute to motivate all of the employees. This ideology will require a continuous effort in, coaching, counseling and just, flat communications between the employees and supervisors. The findings of this study conducted from the 122 employees of Delta Line Limited seem to suggest that organizations interested in improving their performance through the performance appraisal systems. Organizations should seek to enhance the employee’s motivation so that they become satisfied toward the appraisal system. Unskilled appraisers that have lack of communication skills and therefore are not able to accomplish an effective performance and lead to negative attitude toward the appraisal system
RECOMMENDATIONS
Based on the findings and conclusion, the study recommends 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 increase 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
REFERENCES
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