Description
According to Ubaka 1978:166 said that THE CONCEPT OF PERFORMANCE APPRAISAL in every work setting, performance need to be evaluated, as all efforts are supposed to be geared towards achieving organizational objectives. Mayfield (1960:26) seen performance appraisal as an attempt to thinks clearly about each person's performance and future prospects against the background of his/her total work situation.
Review of Public Administration & Management Vo. 1 No. 2
214
The Effect of Performance Appraisal in an Organizatin
Mrs. Ekwochi Eucharia Adaeze, (MBA, B.SC.) Aipma
Department of Business Administration
Enugu State University of Science and Technology, (ESUT), Enugu
Abstract
This study is on the effects of performance appraisal on productivity in an
organization and it is geared towards examining the effects of performance
appraisal on the productivity of employees in organization. The objective of
this study is to investigate the performance appraisal techniques adopted in an
organization, to examine the usefulness of performance appraisal programme
in an organization, to find out the various environmental variables affecting
performance appraisal programs in an organization, to identify the pitfall
associated with performance appraisal exercise and provide solutions to
them. In the course of this study, data were collected from primary and
secondary sources and it was analyzed. The researcher made use of survey
design. In view of the findings, it was discovered that participation of
employees in appraisal exercise and the use of performance appraisal resulted
to an increase in output to the organization and higher standard of living to
the employee because of promotion given and other necessary reward that
motivated the employee to work hard. At the end of this work the researcher
was able to conclude that problem with the organization’s appraisal system
lies with implementation rather than method. Consequently, since the intention
of the research is not to recommend an entirely new method but to enhance the
relationship between the currently used method and its objectives, the
researcher conclusion is there summed up in the phrase. Better
implementation of the organization’s appraisal method is needed so as to be
able to match practice with purpose on an intensive advice that the
organization should provide an intensive training programme for appraisal.
my final conclusion draws on the major highlight of the study of the revelation
that subordinates are not involved in setting goals and objectives on which
they are appraisal.
Key Words: Performance, Appraisal, Organization and effects
Review of Public Administration & Management Vo. 1 No. 2
215
Introduction
The principal purpose of acquiring human resources in any organization
is to aid in the actualization of the organizational objectives. However,
productivity targets vary from reality or actual performance because of
ranges of variables. Environment: human technology, organizational
and so on. The task of management is on these variables which have
constituted themselves as obstacles to productivity in opportunities for
productivity. Hence herald a tedious task of personnel managers in any
organization. Certain fundamental question needs to be asked. How do
we acknowledge deviation?
What should we focus on as fundamental in our assessment?
When should we appraisal and how frequently should it be done?
Is there any correlation between performance appraisal and
productivity?
How do we appraise employee’s performance maximum productivity?
These and many more questions keep on begging for attention and or
solution, most personnel foundation are contingent upon performance
appraisal. Performance appraisal helps to evaluate training needs,
determine the equitability of compensation package, serve as basic of
executive the maintenance and separating functions etc. yet the veritable
positives of performance appraisal in personnel management function is
being riddled or abused. The NBL and other organization in Nigeria
have persistently shoe with rigor and vigor to effectively and efficiently
utilized performance appraisal as an instrument or a basic ingredient for
productivity.
Statement of Problem
In Nigeria most of the performance appraisal exercise /program are not
well designed and focused. Management of organization tends to view
it as a punitive measure. This makes it lose its objective sand focus,
performance appraisal no longer seek to actualize its objective of
correcting deviations, hence increasing productivity and jettison all
hindrance that tends to hinder productivity. But it is being used as and
jettisons all hindrance that tends to hinder productivity. But it is being
used as a tool for subordination oppression, victimization and
Review of Public Administration & Management Vo. 1 No. 2
216
exploitation. Despite the veritable return at performance appraisal to
many organizations, the societal value system has subdued it objectivity
and its attendant’s outcomes. This makes most of our performance more
subjective than objective.
Objective of the Study
The objective of this study is:
(a) To investigate the performance appraisal techniques adopted in
an organization.
(b) To examine the usefulness of performance appraisal programme
in an organization.
(c) To find out the various environmental variables affecting
performance appraisal programs in an organization
(d) To identify the pitfall associated with performance appraisal
exercise and provide solutions to them.
Review of Related Literature
According to Ubaka 1978:166 said that THE CONCEPT OF
PERFORMANCE APPRAISAL in every work setting, performance
need to be evaluated, as all efforts are supposed to be geared towards
achieving organizational objectives. Mayfield (1960:26) seen
performance appraisal as an attempt to thinks clearly about each
person’s performance and future prospects against the background of
his/her total work situation. In the same direction Ubaka A (1976:188)
define it as a system used to review the individuals performance during
a set period to identify his areas of strength and weakness and establish
target for his/her for achieving within the overall corporate objective of
the organization. He assets that performance evaluation is not just an
inquisition but a means to developing the employees on his/her job.
Performance appraisal is a process of formal evaluation of employee’s
action over a period of not more than a year. It involves three processes
a subordinate is assigned a problem area and gains experience in
recognizing crucial faces of it.
Gradually assumes primary responsibility for his areas smooth
functioning and receives a performance evaluation from his superior
(Platz A 1975:75) Monappe cital (1998:208) copiers that “performance
Review of Public Administration & Management Vo. 1 No. 2
217
appraisal is a systematic and objective way of judging the relative wrath
or ability of an employee in performing hi task it primary help to
identify those who are performing their assigned task well and those
who are not, and the reason for such performance. This depicts that
performance appraisal is not end itself but a means to an end, i.e it seeks
not to be judgment but corrective performance appraisal is important
both to the organization, it provides information about job performance
and potentials. It helps responsibilities on the basis of competence and
to plan relevant training and development it also enable the organization
to reward the individual adequately and to learn of his views and
aspirations concerning his own career. To the employee, appraisal help
employee to know the role expected of him/her in the achievement of
the corporate objectives. It also helps the employee to know the
standard of performance required so that they can evaluate their own
performance. Performance appraisal also helps the employee to
appropriate his prospects and enable employee to organize him/herself
development Platz, A 175:76
The importance of performance appraisal can be condensed thus: it is
necessary in order to allocate resource in a dynamic environment,
reward employees, give employee feedback about their work, and
maintain fair relationship within groups (each and develop employees
and comply with equal opportunity regulations. Appraisal systems are
therefore necessary for proper management and for employee
development (Davis Kenth 1981:474). Objective of performance
appraisal various scholar and practicing managers have viewed the
objective of performance appraisal in varied ways. Some conclude that
it is a punitive /judgmental, which others view it as a corrective
measure.
Kindall, A.F. et al (1963:97) states that “approval of performance is
geared towards developing people in two ways:
Providing the organization with people qualified to step into
higher positions as they open up.
Serving as a help to the individual who wished to acquire the
knowledge and ability he needs to become eligible for a higher
job: Mcaregor D.(91972:5) stated three performance appraisal
plans designed to meet three objectives.
Review of Public Administration & Management Vo. 1 No. 2
218
To provide systematic judgment to back up salary increases,
promotion, transfer.
To tell a subordinate how he is doing and suggested needed
changes in his behaviour attitudes skills or job knowledge to let
him/her know where he/she stand with the boss
Use as a basis for the coaching and counseling of the individual
by the superior.
Appraisal procedure therefore seeks to provide answers to
questions such as:
How am I doing?
Where do I go from here?
What are my strength and weakness?
What do I need to move from here to there?
These question seen to be a most recurrent action of almost every
organizational member providing answers to them will be of great value
to the organization, as employee will always be part and weighted down
by these questions: appraisal provides an inventory of persons
resources, and serve as a meant for testing personnel procedures.
According to APPLE R 1959:285 said that it benefits of performance
appraisal is that both the employee as well as the organizations benefit
from performance appraisal. According to apple by R (1959: 285), an
emp0loyee benefits from appraisal when he understands his strength
and weakness and his potential for future development is indicated.
The further listed a catalogue of benefits an employee’s gain as a result
of appraisal thus.
? Aids in increasing morale
? Increasing impudence in fairness of management
? Aid in uncovering hidden talent
? Reveals covered weaknesses
? Serve as a base for future growth
? Aids increasing motivation
In the same vein, Apple by R. further states that an organization benefits
from appraisal “of information obtained about total management
Review of Public Administration & Management Vo. 1 No. 2
219
resources available for planning and deciding on the needs of training
and management development”.
Therefore an organization benefits from appraisal in the following
ways:
a) It facilitates recognition and stimulation of hidden talents.
b) It enables the management to know the employee within
the organization.
c) It enables the management to become aware of the
strength and weakness of its staffs.
d) Provides accumulated records from which personnel
decision may be base.
e) It helps to improve relation between management and
staff.
f) Provides information for inservice training in synopsis,
both the individual and the organization that embark on
appraisal seeks to asses for success i.e be love in
continuous improvement.
Pitfalls of performance appraisal:
According to Oberg W (1981:290) formal performance appraisal is
familiar to most Managers either from painful personnel experience or
from the growing body of critical literature”. In his view, performance
appraisal programme demand too much from supervisions. They
obviously require at least periodic supervision observation of
subordinate’s performance. The typical first time supervision can hardly
know in a very adequate way which each of his/her numerous
subordinates are doing. Piguish, Petal (1981:291) observed that all
student of rate is i.e being either too lenience or too tough constitutes a
limitation to successful appraisal”. Consequently, standard and rating
tend to vary widely an often, unfairly. Some departments have tightly
competent people, others have low competent people. As a result
employee’s receives high or low rating depending on the competence or
lenience of the rate. Personal values and bias also limits the
effectiveness of the appraisal programs. This term replace
organizational standards.
Review of Public Administration & Management Vo. 1 No. 2
220
However this does not mean that appraisal lacks standards but that the
standards they are sometimes wrong ones. The situations where a
subordinate may be unfairly rates so that he will not promoted out of the
rate department Ubaka A(1981) believe more often than not some right
bias indicates favoured treatment for some employee”. There is also a
communication gap between the employee and the appraisal by which
employee think they are being judge are different from these, their
superior actually use improving performance and developing people are
two of the most common appraisal plan goals”.
It seems obvious that the appraisal process cannot go for forward
attaining the goals unless there is effective communication between the
evaluator and the person being evaluated. No performance appraisal
system of causes can be very effective for management or any other
purposes until expected of them and by what criteria they are being
judged one of the most notable limitation of performance appraisal
system of causes can be very effective for management decisions,
organizational development or any other purposes until expected of the
most notable limitation of performance appraisal system is the
complete reluctance of the supervisors to lake the time and trouble to go
the rudiments of preparing the periodic appraisal of each of the
subordinates and especially to discuss the result with them.
There may be sound reasons according to McGregor for this reluctance,
as many supervision are uncomfortable when they are placed in the
position of playing with God. Another limitation that operators practice
is that performance appraisal is so often made recorded filed and
forgotten. Yet personnel decisions are made as a late time without
reference to those appraisal, despite the fact that the whole purpose of
performance appraisal is to improved the employee’s performance by
promotion, favourable transfer merit wage and salary increase. Thus, if
performance appraisal can be more clearly related to performance
standards expected on each job, it is also likely to be criticized as
wholly subjective because such traits as dependability and initiative are
being evaluated. Another limitation of performance appraisal is the
difficulty of establishing performance standard for professionals and
technical employees such as scientists and engineers. In spite of these
Review of Public Administration & Management Vo. 1 No. 2
221
limitation and due to the absent of an alternative system performance
appraisal as presently practiced will continue to be used.
Techniques of performance appraisal
Formal performance appraisal programme have often yielded
unsatisfactory results. This may be partly due to the manner which and
partly as a result for failure to close a particular approach or method that
most adequately suit the objectives. There are many techniques of
appraisal some of these are simple while others are more complex there
by, requiring well trained appraise who can effectively use them.
The most commonly used appraisal techniques include:
(a) Field review
(b) Essay appraisal
(c) Critical incident appraisal
(d) Ranking method
(e) Assessment
(f) Work standards approach
(g) Forced – choice rating
(h) Graphic rating scale
(i) Check list method
MODE
? Subordinate participate in the setting of performance targets
increases the commitment to and success in establish them.
? Constructive attitudes by supervisor and outcome not
predetermined.
? Participation in discussion and decision of the subordinate
should be of high level.
? Material approach to solving problem
? Opportunity for self appraisal encourage son that managers can
be spared to develop himself.
? Appraisal must be a regulate activity of the organization (e.g
end of a finished product car furniture) refer to suit the needs of
the individuals or work groups.
Review of Public Administration & Management Vo. 1 No. 2
222
? Salary review must be separated schemes that try to deal salary
will not work out effectively. In the case shown below are part
of performance:
Management by objective (MBO)
To accomplish anything, know whether or not you have done so,
compare achievement, with objectives. MBO is an effort to be fair and
reasonable to predict performance and judge it more carefully, and
presumable to provide individuals with an opportunity to b self
motivating by setting their own objectives Konntz and O’Donald noted
that one of the most important and fascinated development in the
management scene has been the establishment of programme of
management by objectives. Realizing how difficult and cumbersome, it
is for managers to accomplish ambiguous goals quantitatively or
qualitatively objectives are set for managers which they are required
achieve.
Peter Drucker, a proponent of management by objectives is perhaps that
it makes it possible for a manager to control his own performance. He
further asserts that self control means stronger motivation implying the
describe to always achieve or do the best rather than just do, fast enough
to by. He believes that the importance of MBO is higher performance
goals and also broader vision. Doglas McGregor, on his part said that
one of the cause of failures of appraisal system stems from the facts that
supervisors dislike plying God that is making judgment about another
man’s worth. He recommended instead than an individuals should set
his own goals, checking them out with his superior, and should use the
appraisal sessions as a counseling device. Thus, the subordinate achieve
his own goals instead at dehumanized inspector of products.
A critic of the MBO programme Harry Levinson, while not agreeing
with McGregor that the failure of appraisal steam from playing God or
feeling in human said that managers experience their unconsciously is
felt to be hurting or destroying the other person. According to him,
MBO process put the reporting manager in much the same position as a
rate in a muze, who has choice between only two alternatives, he further
stressed that because the technique is based on a reward punishment
Review of Public Administration & Management Vo. 1 No. 2
223
psychology; the process of MBO in combination with performance
appraisal is self defeating. Arguing further, he said that method simply
serves to increase pressure on the individual.
However, Levinson Harry in all critics against MBO does not reject the
process itself but does argue that the technique can be improved by
examination of underlying assumption and by considering the
individual personal goals first. In spite of criticism about MBO, the
most effective objective coaching counseling and motivational purpose
call for the use of MBO approach if it involves real participation,
appears to be most likely to an inner commitment to improved
performance. Also, it performance appraisal information is to be
communicated to subordinate either in writing or in an interview, MBO
proves to be one of the most effective techniques.
Other advantages MBO includes:
a) Through MBO, assessment becomes an integral part of the
organizational planning and continuo system.
b) The commitment is a powerful motivational force.
c) The emphasis is no work achievement and not on the main
personal characteristics.
d) The cycle is highly participative
e) It goes further towards the ideals of self appraisal and self
direction.
However, MBO is still not without disadvantages. Some of its
disadvantages includes
(a) With MBO, the total process, especially the counseling, is
very time consuming.
(b) Special circumstances (e.g) change in
economic environment) too often make the objective
unrealistic
(c) It encourages an emphasis on the short term the selection
activity.
(d) Research shows that many individual are not self directive
they want to be told what to do.
Review of Public Administration & Management Vo. 1 No. 2
224
(e) It can degenerate into a pseudo – participative exercise,
where the realities of direction are firmly with
management.
Fundamental of successful appraisal (programme)
According to Appleby R (1973:120) the following are guidelines of
good appraisal programme.
? All levels of management, unions and employees should accept
to scheme and understand the purpose and nature.
? Line managers should shoulder the final responsibilities of
appraisal and they should properly implement the scheme
and the system reviewed periodically and necessary
changes.
According STONE R (1991:80) also says that performance appraisal
versus productivity is the sole aim of performance appraisal, is correct
deviation (E any from set deviations it is not primitive in nature it seeks
to dictate variance from standard, hence provide measure via which
actual performance can be improved upon. This measure could be either
training the step to jettison hindrance that hinders employee
productivity.
Research Design
In this research work, the researcher made use of survey design and also
make us of both primarily and secondary data. The primary data used
were personal interviews, observations and structured questionnaires
The secondary data were collected through the use of the following
libraries.
? Personal library
? Enugu State Library and other writer ups by other researchers.
Discussion of findings
Among the objective of this study was to find out why most of the
organizations fail in appraisal the performance of their employee. It
means human resources, these resource are what human beings used in
Review of Public Administration & Management Vo. 1 No. 2
225
the production process, they could still be called employees or provide
of labour. Again this research work shall be of great benefit to the
management of any organization this in business if they apply the
recommendation, prefer solutions which when applied will improve the
role performance appraisal plays in, increasing productivity. It is also
beneficial to other firms in various industries as it will avoid the
opportunity to adequate understand, appreciated and utilize
performance appraisal for the turnaround of the organization for the
better.
In every work setting, performance needs to be evaluated as all efforts
are supposed to be geared toward achieving organizational objectives.
Performance appraisal is important both to the organization, it provides
information about job performance and potentials.
No wonder Knidau, A.F. et al (1963:97) states that approval of
performance is providing the organization with people who are
qualified to step into higher positions as they open up the way.
Recommendations
In view of the findings, the researcher therefore gives the following
recommendations that the performance appraisal in the company should
be divorce from salary action separate appraisal should be held for
different purpose. A situation where a manager would be helping on
employee’s to improve his performance while at the same time
presiding as a judge over the same employee’s salary level is only
idealistic and impartial.
Conclusion
At the end of this project work the researcher was able to conclude that
problem with the company’s appraisal system lies with implementation
rather than method. Consequently, since the intention of the research is
not recommend an entirely new method but to enhance the relationship
between the currently used method and its objectives, the researcher
conclusion is there summed up in the phrase. Better implementation of
the company’s appraisal method is needed so as to be able to match
practice with purpose an intensive advice the company to provide an
Review of Public Administration & Management Vo. 1 No. 2
226
intensive training programme for appraisal my final conclusion draws
on the major highlight of the study of the revelation that subordinates
are not involved in setting goals and objectives on which they are
appraisal.
Reference
Harold Mayfield (1960): Defense of Performances Appraisal, March –
April No 60206 pp.26.
Nwachukwu C.C (1980): Personnel administration Concept and
Situatio,. (Published work).
Rogers Meyer (1981): Personnel Administration, McGraw Hill Ltd.,
8
th
Edition pp 290.
Loan et al (1968): New Context of Performance Appraisal, London PD.
Publication LTD 2
nd
Edition, pp.76 – 90.
Davis K (1981): Modern Business Administration, John Willey and
Sons pp. 80.
Agbo, O.G (2002): Human Resources Management, Onitsha. Base
Printing and Publishing Limited.
Onyeka, K.J (1999): Business policy an introductory analysis, Enugu,
New GenerationBooks.
doc_828032405.pdf
According to Ubaka 1978:166 said that THE CONCEPT OF PERFORMANCE APPRAISAL in every work setting, performance need to be evaluated, as all efforts are supposed to be geared towards achieving organizational objectives. Mayfield (1960:26) seen performance appraisal as an attempt to thinks clearly about each person's performance and future prospects against the background of his/her total work situation.
Review of Public Administration & Management Vo. 1 No. 2
214
The Effect of Performance Appraisal in an Organizatin
Mrs. Ekwochi Eucharia Adaeze, (MBA, B.SC.) Aipma
Department of Business Administration
Enugu State University of Science and Technology, (ESUT), Enugu
Abstract
This study is on the effects of performance appraisal on productivity in an
organization and it is geared towards examining the effects of performance
appraisal on the productivity of employees in organization. The objective of
this study is to investigate the performance appraisal techniques adopted in an
organization, to examine the usefulness of performance appraisal programme
in an organization, to find out the various environmental variables affecting
performance appraisal programs in an organization, to identify the pitfall
associated with performance appraisal exercise and provide solutions to
them. In the course of this study, data were collected from primary and
secondary sources and it was analyzed. The researcher made use of survey
design. In view of the findings, it was discovered that participation of
employees in appraisal exercise and the use of performance appraisal resulted
to an increase in output to the organization and higher standard of living to
the employee because of promotion given and other necessary reward that
motivated the employee to work hard. At the end of this work the researcher
was able to conclude that problem with the organization’s appraisal system
lies with implementation rather than method. Consequently, since the intention
of the research is not to recommend an entirely new method but to enhance the
relationship between the currently used method and its objectives, the
researcher conclusion is there summed up in the phrase. Better
implementation of the organization’s appraisal method is needed so as to be
able to match practice with purpose on an intensive advice that the
organization should provide an intensive training programme for appraisal.
my final conclusion draws on the major highlight of the study of the revelation
that subordinates are not involved in setting goals and objectives on which
they are appraisal.
Key Words: Performance, Appraisal, Organization and effects
Review of Public Administration & Management Vo. 1 No. 2
215
Introduction
The principal purpose of acquiring human resources in any organization
is to aid in the actualization of the organizational objectives. However,
productivity targets vary from reality or actual performance because of
ranges of variables. Environment: human technology, organizational
and so on. The task of management is on these variables which have
constituted themselves as obstacles to productivity in opportunities for
productivity. Hence herald a tedious task of personnel managers in any
organization. Certain fundamental question needs to be asked. How do
we acknowledge deviation?
What should we focus on as fundamental in our assessment?
When should we appraisal and how frequently should it be done?
Is there any correlation between performance appraisal and
productivity?
How do we appraise employee’s performance maximum productivity?
These and many more questions keep on begging for attention and or
solution, most personnel foundation are contingent upon performance
appraisal. Performance appraisal helps to evaluate training needs,
determine the equitability of compensation package, serve as basic of
executive the maintenance and separating functions etc. yet the veritable
positives of performance appraisal in personnel management function is
being riddled or abused. The NBL and other organization in Nigeria
have persistently shoe with rigor and vigor to effectively and efficiently
utilized performance appraisal as an instrument or a basic ingredient for
productivity.
Statement of Problem
In Nigeria most of the performance appraisal exercise /program are not
well designed and focused. Management of organization tends to view
it as a punitive measure. This makes it lose its objective sand focus,
performance appraisal no longer seek to actualize its objective of
correcting deviations, hence increasing productivity and jettison all
hindrance that tends to hinder productivity. But it is being used as and
jettisons all hindrance that tends to hinder productivity. But it is being
used as a tool for subordination oppression, victimization and
Review of Public Administration & Management Vo. 1 No. 2
216
exploitation. Despite the veritable return at performance appraisal to
many organizations, the societal value system has subdued it objectivity
and its attendant’s outcomes. This makes most of our performance more
subjective than objective.
Objective of the Study
The objective of this study is:
(a) To investigate the performance appraisal techniques adopted in
an organization.
(b) To examine the usefulness of performance appraisal programme
in an organization.
(c) To find out the various environmental variables affecting
performance appraisal programs in an organization
(d) To identify the pitfall associated with performance appraisal
exercise and provide solutions to them.
Review of Related Literature
According to Ubaka 1978:166 said that THE CONCEPT OF
PERFORMANCE APPRAISAL in every work setting, performance
need to be evaluated, as all efforts are supposed to be geared towards
achieving organizational objectives. Mayfield (1960:26) seen
performance appraisal as an attempt to thinks clearly about each
person’s performance and future prospects against the background of
his/her total work situation. In the same direction Ubaka A (1976:188)
define it as a system used to review the individuals performance during
a set period to identify his areas of strength and weakness and establish
target for his/her for achieving within the overall corporate objective of
the organization. He assets that performance evaluation is not just an
inquisition but a means to developing the employees on his/her job.
Performance appraisal is a process of formal evaluation of employee’s
action over a period of not more than a year. It involves three processes
a subordinate is assigned a problem area and gains experience in
recognizing crucial faces of it.
Gradually assumes primary responsibility for his areas smooth
functioning and receives a performance evaluation from his superior
(Platz A 1975:75) Monappe cital (1998:208) copiers that “performance
Review of Public Administration & Management Vo. 1 No. 2
217
appraisal is a systematic and objective way of judging the relative wrath
or ability of an employee in performing hi task it primary help to
identify those who are performing their assigned task well and those
who are not, and the reason for such performance. This depicts that
performance appraisal is not end itself but a means to an end, i.e it seeks
not to be judgment but corrective performance appraisal is important
both to the organization, it provides information about job performance
and potentials. It helps responsibilities on the basis of competence and
to plan relevant training and development it also enable the organization
to reward the individual adequately and to learn of his views and
aspirations concerning his own career. To the employee, appraisal help
employee to know the role expected of him/her in the achievement of
the corporate objectives. It also helps the employee to know the
standard of performance required so that they can evaluate their own
performance. Performance appraisal also helps the employee to
appropriate his prospects and enable employee to organize him/herself
development Platz, A 175:76
The importance of performance appraisal can be condensed thus: it is
necessary in order to allocate resource in a dynamic environment,
reward employees, give employee feedback about their work, and
maintain fair relationship within groups (each and develop employees
and comply with equal opportunity regulations. Appraisal systems are
therefore necessary for proper management and for employee
development (Davis Kenth 1981:474). Objective of performance
appraisal various scholar and practicing managers have viewed the
objective of performance appraisal in varied ways. Some conclude that
it is a punitive /judgmental, which others view it as a corrective
measure.
Kindall, A.F. et al (1963:97) states that “approval of performance is
geared towards developing people in two ways:
Providing the organization with people qualified to step into
higher positions as they open up.
Serving as a help to the individual who wished to acquire the
knowledge and ability he needs to become eligible for a higher
job: Mcaregor D.(91972:5) stated three performance appraisal
plans designed to meet three objectives.
Review of Public Administration & Management Vo. 1 No. 2
218
To provide systematic judgment to back up salary increases,
promotion, transfer.
To tell a subordinate how he is doing and suggested needed
changes in his behaviour attitudes skills or job knowledge to let
him/her know where he/she stand with the boss
Use as a basis for the coaching and counseling of the individual
by the superior.
Appraisal procedure therefore seeks to provide answers to
questions such as:
How am I doing?
Where do I go from here?
What are my strength and weakness?
What do I need to move from here to there?
These question seen to be a most recurrent action of almost every
organizational member providing answers to them will be of great value
to the organization, as employee will always be part and weighted down
by these questions: appraisal provides an inventory of persons
resources, and serve as a meant for testing personnel procedures.
According to APPLE R 1959:285 said that it benefits of performance
appraisal is that both the employee as well as the organizations benefit
from performance appraisal. According to apple by R (1959: 285), an
emp0loyee benefits from appraisal when he understands his strength
and weakness and his potential for future development is indicated.
The further listed a catalogue of benefits an employee’s gain as a result
of appraisal thus.
? Aids in increasing morale
? Increasing impudence in fairness of management
? Aid in uncovering hidden talent
? Reveals covered weaknesses
? Serve as a base for future growth
? Aids increasing motivation
In the same vein, Apple by R. further states that an organization benefits
from appraisal “of information obtained about total management
Review of Public Administration & Management Vo. 1 No. 2
219
resources available for planning and deciding on the needs of training
and management development”.
Therefore an organization benefits from appraisal in the following
ways:
a) It facilitates recognition and stimulation of hidden talents.
b) It enables the management to know the employee within
the organization.
c) It enables the management to become aware of the
strength and weakness of its staffs.
d) Provides accumulated records from which personnel
decision may be base.
e) It helps to improve relation between management and
staff.
f) Provides information for inservice training in synopsis,
both the individual and the organization that embark on
appraisal seeks to asses for success i.e be love in
continuous improvement.
Pitfalls of performance appraisal:
According to Oberg W (1981:290) formal performance appraisal is
familiar to most Managers either from painful personnel experience or
from the growing body of critical literature”. In his view, performance
appraisal programme demand too much from supervisions. They
obviously require at least periodic supervision observation of
subordinate’s performance. The typical first time supervision can hardly
know in a very adequate way which each of his/her numerous
subordinates are doing. Piguish, Petal (1981:291) observed that all
student of rate is i.e being either too lenience or too tough constitutes a
limitation to successful appraisal”. Consequently, standard and rating
tend to vary widely an often, unfairly. Some departments have tightly
competent people, others have low competent people. As a result
employee’s receives high or low rating depending on the competence or
lenience of the rate. Personal values and bias also limits the
effectiveness of the appraisal programs. This term replace
organizational standards.
Review of Public Administration & Management Vo. 1 No. 2
220
However this does not mean that appraisal lacks standards but that the
standards they are sometimes wrong ones. The situations where a
subordinate may be unfairly rates so that he will not promoted out of the
rate department Ubaka A(1981) believe more often than not some right
bias indicates favoured treatment for some employee”. There is also a
communication gap between the employee and the appraisal by which
employee think they are being judge are different from these, their
superior actually use improving performance and developing people are
two of the most common appraisal plan goals”.
It seems obvious that the appraisal process cannot go for forward
attaining the goals unless there is effective communication between the
evaluator and the person being evaluated. No performance appraisal
system of causes can be very effective for management or any other
purposes until expected of them and by what criteria they are being
judged one of the most notable limitation of performance appraisal
system of causes can be very effective for management decisions,
organizational development or any other purposes until expected of the
most notable limitation of performance appraisal system is the
complete reluctance of the supervisors to lake the time and trouble to go
the rudiments of preparing the periodic appraisal of each of the
subordinates and especially to discuss the result with them.
There may be sound reasons according to McGregor for this reluctance,
as many supervision are uncomfortable when they are placed in the
position of playing with God. Another limitation that operators practice
is that performance appraisal is so often made recorded filed and
forgotten. Yet personnel decisions are made as a late time without
reference to those appraisal, despite the fact that the whole purpose of
performance appraisal is to improved the employee’s performance by
promotion, favourable transfer merit wage and salary increase. Thus, if
performance appraisal can be more clearly related to performance
standards expected on each job, it is also likely to be criticized as
wholly subjective because such traits as dependability and initiative are
being evaluated. Another limitation of performance appraisal is the
difficulty of establishing performance standard for professionals and
technical employees such as scientists and engineers. In spite of these
Review of Public Administration & Management Vo. 1 No. 2
221
limitation and due to the absent of an alternative system performance
appraisal as presently practiced will continue to be used.
Techniques of performance appraisal
Formal performance appraisal programme have often yielded
unsatisfactory results. This may be partly due to the manner which and
partly as a result for failure to close a particular approach or method that
most adequately suit the objectives. There are many techniques of
appraisal some of these are simple while others are more complex there
by, requiring well trained appraise who can effectively use them.
The most commonly used appraisal techniques include:
(a) Field review
(b) Essay appraisal
(c) Critical incident appraisal
(d) Ranking method
(e) Assessment
(f) Work standards approach
(g) Forced – choice rating
(h) Graphic rating scale
(i) Check list method
MODE
? Subordinate participate in the setting of performance targets
increases the commitment to and success in establish them.
? Constructive attitudes by supervisor and outcome not
predetermined.
? Participation in discussion and decision of the subordinate
should be of high level.
? Material approach to solving problem
? Opportunity for self appraisal encourage son that managers can
be spared to develop himself.
? Appraisal must be a regulate activity of the organization (e.g
end of a finished product car furniture) refer to suit the needs of
the individuals or work groups.
Review of Public Administration & Management Vo. 1 No. 2
222
? Salary review must be separated schemes that try to deal salary
will not work out effectively. In the case shown below are part
of performance:
Management by objective (MBO)
To accomplish anything, know whether or not you have done so,
compare achievement, with objectives. MBO is an effort to be fair and
reasonable to predict performance and judge it more carefully, and
presumable to provide individuals with an opportunity to b self
motivating by setting their own objectives Konntz and O’Donald noted
that one of the most important and fascinated development in the
management scene has been the establishment of programme of
management by objectives. Realizing how difficult and cumbersome, it
is for managers to accomplish ambiguous goals quantitatively or
qualitatively objectives are set for managers which they are required
achieve.
Peter Drucker, a proponent of management by objectives is perhaps that
it makes it possible for a manager to control his own performance. He
further asserts that self control means stronger motivation implying the
describe to always achieve or do the best rather than just do, fast enough
to by. He believes that the importance of MBO is higher performance
goals and also broader vision. Doglas McGregor, on his part said that
one of the cause of failures of appraisal system stems from the facts that
supervisors dislike plying God that is making judgment about another
man’s worth. He recommended instead than an individuals should set
his own goals, checking them out with his superior, and should use the
appraisal sessions as a counseling device. Thus, the subordinate achieve
his own goals instead at dehumanized inspector of products.
A critic of the MBO programme Harry Levinson, while not agreeing
with McGregor that the failure of appraisal steam from playing God or
feeling in human said that managers experience their unconsciously is
felt to be hurting or destroying the other person. According to him,
MBO process put the reporting manager in much the same position as a
rate in a muze, who has choice between only two alternatives, he further
stressed that because the technique is based on a reward punishment
Review of Public Administration & Management Vo. 1 No. 2
223
psychology; the process of MBO in combination with performance
appraisal is self defeating. Arguing further, he said that method simply
serves to increase pressure on the individual.
However, Levinson Harry in all critics against MBO does not reject the
process itself but does argue that the technique can be improved by
examination of underlying assumption and by considering the
individual personal goals first. In spite of criticism about MBO, the
most effective objective coaching counseling and motivational purpose
call for the use of MBO approach if it involves real participation,
appears to be most likely to an inner commitment to improved
performance. Also, it performance appraisal information is to be
communicated to subordinate either in writing or in an interview, MBO
proves to be one of the most effective techniques.
Other advantages MBO includes:
a) Through MBO, assessment becomes an integral part of the
organizational planning and continuo system.
b) The commitment is a powerful motivational force.
c) The emphasis is no work achievement and not on the main
personal characteristics.
d) The cycle is highly participative
e) It goes further towards the ideals of self appraisal and self
direction.
However, MBO is still not without disadvantages. Some of its
disadvantages includes
(a) With MBO, the total process, especially the counseling, is
very time consuming.
(b) Special circumstances (e.g) change in
economic environment) too often make the objective
unrealistic
(c) It encourages an emphasis on the short term the selection
activity.
(d) Research shows that many individual are not self directive
they want to be told what to do.
Review of Public Administration & Management Vo. 1 No. 2
224
(e) It can degenerate into a pseudo – participative exercise,
where the realities of direction are firmly with
management.
Fundamental of successful appraisal (programme)
According to Appleby R (1973:120) the following are guidelines of
good appraisal programme.
? All levels of management, unions and employees should accept
to scheme and understand the purpose and nature.
? Line managers should shoulder the final responsibilities of
appraisal and they should properly implement the scheme
and the system reviewed periodically and necessary
changes.
According STONE R (1991:80) also says that performance appraisal
versus productivity is the sole aim of performance appraisal, is correct
deviation (E any from set deviations it is not primitive in nature it seeks
to dictate variance from standard, hence provide measure via which
actual performance can be improved upon. This measure could be either
training the step to jettison hindrance that hinders employee
productivity.
Research Design
In this research work, the researcher made use of survey design and also
make us of both primarily and secondary data. The primary data used
were personal interviews, observations and structured questionnaires
The secondary data were collected through the use of the following
libraries.
? Personal library
? Enugu State Library and other writer ups by other researchers.
Discussion of findings
Among the objective of this study was to find out why most of the
organizations fail in appraisal the performance of their employee. It
means human resources, these resource are what human beings used in
Review of Public Administration & Management Vo. 1 No. 2
225
the production process, they could still be called employees or provide
of labour. Again this research work shall be of great benefit to the
management of any organization this in business if they apply the
recommendation, prefer solutions which when applied will improve the
role performance appraisal plays in, increasing productivity. It is also
beneficial to other firms in various industries as it will avoid the
opportunity to adequate understand, appreciated and utilize
performance appraisal for the turnaround of the organization for the
better.
In every work setting, performance needs to be evaluated as all efforts
are supposed to be geared toward achieving organizational objectives.
Performance appraisal is important both to the organization, it provides
information about job performance and potentials.
No wonder Knidau, A.F. et al (1963:97) states that approval of
performance is providing the organization with people who are
qualified to step into higher positions as they open up the way.
Recommendations
In view of the findings, the researcher therefore gives the following
recommendations that the performance appraisal in the company should
be divorce from salary action separate appraisal should be held for
different purpose. A situation where a manager would be helping on
employee’s to improve his performance while at the same time
presiding as a judge over the same employee’s salary level is only
idealistic and impartial.
Conclusion
At the end of this project work the researcher was able to conclude that
problem with the company’s appraisal system lies with implementation
rather than method. Consequently, since the intention of the research is
not recommend an entirely new method but to enhance the relationship
between the currently used method and its objectives, the researcher
conclusion is there summed up in the phrase. Better implementation of
the company’s appraisal method is needed so as to be able to match
practice with purpose an intensive advice the company to provide an
Review of Public Administration & Management Vo. 1 No. 2
226
intensive training programme for appraisal my final conclusion draws
on the major highlight of the study of the revelation that subordinates
are not involved in setting goals and objectives on which they are
appraisal.
Reference
Harold Mayfield (1960): Defense of Performances Appraisal, March –
April No 60206 pp.26.
Nwachukwu C.C (1980): Personnel administration Concept and
Situatio,. (Published work).
Rogers Meyer (1981): Personnel Administration, McGraw Hill Ltd.,
8
th
Edition pp 290.
Loan et al (1968): New Context of Performance Appraisal, London PD.
Publication LTD 2
nd
Edition, pp.76 – 90.
Davis K (1981): Modern Business Administration, John Willey and
Sons pp. 80.
Agbo, O.G (2002): Human Resources Management, Onitsha. Base
Printing and Publishing Limited.
Onyeka, K.J (1999): Business policy an introductory analysis, Enugu,
New GenerationBooks.
doc_828032405.pdf