university of ghana the impact of an appraisal …

UNIVERSITY OF GHANA

THE IMPACT OF AN APPRAISAL SYSTEM ON EMPLOYEES PERFORMANCE IN

GHANA: A STUDY OF THE MINISTRY OF FOOD AND AGRICULTURE

BY

DORCAS PRAH

(10702034)

THIS LONG ESSAY IS SUBMITTED TO THE UNIVERSITY OF GHANA, LEGON IN

PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTER

OF ARTS IN MANAGEMENT AND ADMINISTARTION DEGREE

JULY 2019

University of Ghana http://ugspace.ug.edu.gh

i

DECLARATION

I, Dorcas Prah hereby declares that, except for references to other people’s work which have

been duly acknowledged, this write-up, submitted to the University of Ghana Business School,

Legon - Accra is the result of my own original research and that this project work has not been

presented for any degree elsewhere.

….…………………… ………….…………..

DORCAS PRAH DATE

(10702034)


ii

CERTIFICATION

I hereby certify that this long essay was supervised in accordance with procedures laid down by

the University.

………………………………… …………….………

DR. JAMES BABA ABUGRE DATE


iii

DEDICATION

This thesis is dedicated to my husband, my children, my mum, my siblings and also to all my

friends, for their love, support, and sacrifices that has enabled me to complete this thesis.


iv

ACKNOWLEDGEMENT

I am grateful to the Almighty God for numerous blessings, divine protection and direction

throughout my studies. My profound gratitude also goes to Dr. James Baba Abugre, my

supervisor for his valued and constructive suggestions and corrections which have helped me

greatly in preparing my dissertation. I am highly indebted to the Directors and staff of these

technical Directorates within the Ministry of Food and Agriculture; Crop Services, Agricultural

Extension Services, Statistic and Research Information, Women in Agriculture and the Policy

Planning, Monitoring and Evaluation. Thank you for your cooperation in responding to the

questionnaires. I wish also to express my sincere thanks to my family, most especially, my

awesome husband, George Prah, my children (Nyamedea, Nhyira and Adom), my mother

Elizabeth Annan and my sister Lady Angela Hutchful for their support throughout my studies.

To the management and staff of Adam Smith International – Ghana, I am most grateful for the

support. Nana Ampratwum, Kwakwa Sampson and Sulemana Abubakar, you were very

supportive in my research work and I am grateful.

God richly bless you all


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TABLE OF CONTENTS

DECLARATION............................................................................................................................ i

CERTIFICATION ........................................................................................................................ ii

DEDICATION.............................................................................................................................. iii

TABLE OF CONTENTS ............................................................................................................. v

LIST OF TABLES ..................................................................................................................... viii

LIST OF FIGURES ..................................................................................................................... ix

ABSTRACT ................................................................................................................................... x

SECTION ONE: INTRODUCTION........................................................................................... 1

1.0 Background of the Study ....................................................................................................... 1

1.1 Statement of the Problem ...................................................................................................... 3

1.2 Main Objective ...................................................................................................................... 5

1.3 Specific Objectives ................................................................................................................ 6

1.4 Research Questions ............................................................................................................... 6

1.5 Scope of the Study................................................................................................................. 6

1.6 Significance of the Study ...................................................................................................... 7

1.7 Limitations of the Study ........................................................................................................ 7

1.8 Organisation of the Study ...................................................................................................... 7

SECTION TWO: LITERATURE REVIEW ............................................................................. 9

2.0 Introduction ........................................................................................................................... 9

2.1 Theoretical Framework ......................................................................................................... 9

2.1.1 Hierarchy of Needs Theory ................................................................................................ 9

2.1.2 Expectancy Theory ........................................................................................................... 10

2.2 Performance Appraisal ........................................................................................................ 11

2.3 Performance Appraisal Systems on Employee’s Performance ........................................... 13


vi

2.4 Employee’s Awareness on Appraisal System and Employees’ Performance .................... 16

2.5 Usefulness of the Performance Appraisal Systems on Employees Performance................ 18

2.6 Perception of Employees of the Appraisal System ............................................................. 20

2.7 Problems of Performance Appraisal Systems ..................................................................... 23

2.8 Empirical Review ................................................................................................................ 25

SECTION THREE: METHODOLOGY .................................................................................. 28

3.0 Introduction ......................................................................................................................... 28

3.1 Research Design .................................................................................................................. 28

3.2 Population............................................................................................................................ 29

3.3 Sampling Technique ............................................................................................................ 29

3.4 Sample Size ......................................................................................................................... 29

3.5 Sources of Data ................................................................................................................... 30

3.6 Data Collection Instrument ................................................................................................. 30

3.7 Data Collection Procedure .................................................................................................. 31

3.8 Data Analysis ...................................................................................................................... 31

3.9 Ethical Considerations......................................................................................................... 32

SECTION FOUR: ANALYSIS AND DISCUSSIONS OF RESULTS ..... Error! Bookmark not

defined.

4.0 Introduction .......................................................................... Error! Bookmark not defined.

4.1 Socio-demographic characteristics of respondents .............. Error! Bookmark not defined.

4.1.2 Awareness of Appraisal .................................................... Error! Bookmark not defined.

4.1.3 Usefulness of Performance Appraisal System .................. Error! Bookmark not defined.

4.1.4 Employee’s Perception of Appraisal System .................... Error! Bookmark not defined.

4.1.5 Challenges of Performance Appraisal ............................... Error! Bookmark not defined.

4.1.6 Discussion of Results ........................................................ Error! Bookmark not defined.


vii

SECTION FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS ................ 49

5.0 Introduction ......................................................................................................................... 49

5.1 Summary of Findings .......................................................................................................... 49

5.2 Conclusion ........................................................................................................................... 51

5.3 Recommendations ............................................................................................................... 52

REFERENCES ............................................................................................................................ 54

APPENDIX .................................................................................................................................. 66


viii

LIST OF TABLES

Table 4.1: Gender of respondents .................................................. Error! Bookmark not defined.

Table 4.2: Impact of the performance appraisal systems on employee’s performance ......... Error!

Bookmark not defined.

Table 4.3: Employee’s awareness on appraisal system ................. Error! Bookmark not defined.

Table 4.4: Usefulness of Performance Appraisal System .............. Error! Bookmark not defined.

Table 4.5: Perception of employees of the appraisal system ......... Error! Bookmark not defined.

Table 4.6: Challenges of performance appraisal ............................ Error! Bookmark not defined.


ix

LIST OF FIGURES

Figure 4.1: Age of respondents ...................................................... Error! Bookmark not defined.

Figure 4.2: Educational Levels of Respondents ............................ Error! Bookmark not defined.

Figure 4.3: Tenure/Years of Service of Respondents .................... Error! Bookmark not defined.


x

ABSTRACT

The aim of the study is to examine the impact of performance appraisal system on employee’s

performance, at the Ministry of Food and Agriculture (MoFA). The study adopted the descriptive

survey design and employed the quantitative research approach. The population of the study was

staff at the Ministry of Food and Agriculture. Convenience sampling technique was used to

select the respondents. The study used questionnaire to collect data from the respondents. Data

processing was done by Statistical Package for Social Sciences (SPSS) and descriptive statistics

including mean, standard deviation and rank score. The study found that performance appraisal

provided the scope for expressions on developmental needs; and appraisal impacts by helping

employees to better understand their job, skills, and a platform for self-reflection. The study also

revealed that the performance appraisal tool used was clearly understood and created a

participative environment in which employees were informed in advance of when to be

evaluated. The study found that performance appraisal system provides an opportunity for

supportive superior-subordinate communication to facilitate job performance. Additionally, the

finding revealed that the appraisal system used was practical in terms of clarification of

information regarding expectations and standards. Some performance appraisal activities are

opposed by employees in a bid to protect their jobs. This study recommends that each employee

should be allowed to participate in periodic sessions to review performance and clarify

expectations. Both the supervisor and the employee should recognize these sessions as

constructive occasions for two-way communication.


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SECTION ONE

INTRODUCTION

1.0 Background of the Study

The achievement of all companies hinges on the openness and eminence of well-inspired human

asset. Organisations are presently increasingly alert on the need to get more from their workers

on the off chance that they are to accomplish organisational result. Performance appraisal (PA) is

pivotal component for holding employees answerable. As indicated by Ojukuku (2013), PA is

that segment of the performance management practice where a worker's responsibility to the

organisation, during a specific time is assessed. For Mathis and Jackson (2008), a PA framework

is regularly the connection amid extra salary plus incentives that workers get, and their work

performance. Whenever utilized adequately, PA can expand inspiration and performance, yet

whenever used inappropriately, it can have lamentable effects. Fisher, D., & Torbert, W. R.

(1995). To ensure efficient PA, it must fundamentally be tied down on the performance values

that have been laid down for the activity. Riggio (2003) portrays performance criteria as the

approaches for deciding productive or unproductive job attainment. Performance principles spell

out the specific mechanisms of a job and make it simpler to build up the methods for evaluating

dimensions of productive or insufficient employment execution (Dessler, 2011).

According to an examination conducted by researchers, for instance, Torrington and Hall (1998),

they demonstrated that performance appraisal is utilized to advance up-to-date performance, give

reaction, enhance inspiration, recognise training needs, distinguish possibilities, let people

comprehend what is anticipated from them, emphasize on job advancement, grant pay enhances,


2

and take care of job issues. They included that performance appraisals support in a realistic

approach to deal with a company’s staff productively. Dessler (2011), Mondy (2002), and

Tompkins (1995), also stated that PA is one of the HRM (Human Resource Management)

instruments expended to assess the work performance of workers. They expressed that an

ultimate purpose of performance assessment is to ensure improved performance through

reassuring employees' inspiration, which would rely on the conditions in the working setting, for

instance, remunerate framework, principles and guidelines among others. PA can fill in as an

objective arranged device to direct worker performance at work and to perceive performance at

all dimensions of employment. In this way, it is intended to empower organisations to perceive

and reward top employee performance. PA energizes discussion among workers and their

managers, concentrating on the two outcomes and altogether, on the qualities and standards in

the organisation. Occasional observations, checking, training, advising, criticism and record

keeping by rater are urgent. PA systems are most normally embraced to tell a member of staff

how his/her performance contrasts and the manager's desires, regardless of whether they are

moving in the direction of hierarchical aims/objectives and to distinguish zones that require

training and advancement (Levy & Williams, 2004).

Mary and Johnson (2000), the performance of the workers might be normal, evaluated via PA,

and empowered. The performance supervision affects the workers since it presses towards the

company improvement achieved over the enhanced worker's performance (Dessler, 2011).

Subsequently, PA frameworks should be successful in improving or continuing worker

performance and improvement else they are an enormous exercise in futility and assets spent on

advancement and usage (Zingheim & Schuster, 2007). An organisation’s reason is to attain its

objectives, and the four elements that makes up the organisation’s resources: Man, money,


3

materials and machines. Man is considered the most noteworthy since he is accountable for the

accomplishment or frustration of the company (Abedi, 2004; Pulakos, 2004). Performance

testing is the most predominant tool for organisational marshalling of employees to attain the

organisation’s imperative objectives. Beforehand, scholars like Bartlett and Kang (2004);

Schuler, Farr and Smith (2008) and Seifert posited that performance evaluation is the place the

administration finds how practical it has been at contracting and connecting with workers.

Official evaluation has transformed into a broad instrument of human resource management. As

shown by Schuler, Farr and Smith (2008), every company should ensure that the individual is

clearly liable of what his abilities and commitments are to make performance appraisal suitable.

In addition, PA can fill in as an objective arranged device to manage employee performance at

work and to perceive performance at all dimensions of employment. Where PA is coordinated

suitably, the two; administrators and assistants have declared the practice as helpful and

beneficial. PA gives significant opportunity to concentrate on job operations and targets, to

recognize and deliver prevailing issues and to stimulate improved future execution.

Subsequently, the accomplishment of the entire company is improved, when the P.A framework

is successful.

1.1 Statement of the Problem

PA program is associated in organisations to distinguish the brilliant and best performers of the

organisation. This is to build their reward and additional benefits to be fulfilled from the job, yet

now and again the greater part of workers are not fulfilled from the PA and thus not from the job.

There is wide-ranging agreement amid PA scholars and experts that appraisal of performance

responses is significant (Keeping & Levy, 2000). It is recurrently contended that all together for


4

PA to emphatically impact worker conduct and future improvement, employees must receive

favorable performance assessment reactions. If not, any framework for performance assessment

will be a disappointment (Cardy & Dobbins, 1994; Murphy & Cleveland, 1995). Poor

administration impacts performance supervision since it neglects to start the activities which can

engage the workers (Muriithi, 2011). The managers have the obligation to put resources into the

compelling and proficient frameworks, for example, training, acknowledgment and

compensating frameworks through performance management, along these lines, boosting the

commitment of the employees. Ineffective worker appraisal in an organisation adds to low

quality client’s services. Moreover, workers are demotivated because of absence of productive

employee appraisal. The greater part of them have an inclination that they are overburdened by

their work and that their adherence is not being completely esteemed. Besides, PA is concurred a

lesser job in numerous establishments as more accentuation is given to determination, training,

improvement and compensation administration. This implies organisations are having things in

the wrong order and are thus smothering authentic individual and hierarchical development. It

would be hasty for organisations to accentuate more on training without giving exceptional

consideration to performance assessment. Work choices that depend on wrong appraisals would

be hard to legitimize if legitimately tested. Similarly, employees will generally lose their

confidence in the structure when assessments do not accurately reflect their level of performance,

and this is why there are good and turnover problems, as well as preventing their opportunity of

progress.

There is an assortment of experimental research that proposes powerful PA leading to various

significant work results, for example, improved worker efficiency and quality, work fulfillment,

responsibility and trust (Pettijohn, Pettijohn, & Taylor 1999; Omusebe., et al., 2013). Pettijohn et


5

al. (1999) analyzed the connection between performance evaluations and sales representative

performance and deduced that fittingly coordinated performance examination can influence

performance. Correspondingly, Daley (1993) embarked on an investigation on North Carolina

Civil Government workers, investigating general performance examination rehearses and

focusing on the use of unequivocal performance principles and found a strong association

between performance evaluation structures that have been held onto as strategies for realizing

pay-for-performance plans and the effectiveness helpers that these systems give. On the other

hand, Omusebe et al. (2013) established that there was a helpful and important effect between

accomplishment examination and worker efficiency in Mumias Sugar Organisation in Kenya.

The accomplishment of each organisation hinges on the worth and responsibility of its human

resources. Sustained productivity and practicability of employees' can be ensured when every

institution once in a while, needs to attempt worker PA to hold workers under tight restraints and

supplant, persuade, reinstruct or make some extra appropriate change.

At the moment, in Ghana, public institutions have comparative method of PA. The framework

expect managers to embrace yearly PA of their staff. Despite the routine with regards to yearly

appraisal performance, there has been limited amount of research to evaluate the effect of PA

methods at Ghana public sector ministries. In order to fill this gap, the current research is to

assess the impact of PA system on workers’ performance, using the Ministry of Food and

Agriculture (MoFA) as a case.

1.2 Main Objective

Based on this research gaps, the researcher seeks to examine the impact of performance appraisal

system on employees’ performance, while focusing on the Ministry of Food and Agriculture

(MoFA), Accra as a case.


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1.3 Specific Objectives

The purpose of the study is to:

I. Examine the level to which worker’s awareness on appraisal system leads to employees’

performance.

II. Establish the usefulness of the PA systems on employees’ performance at MoFA.

III. Examine the perception of workers on the appraisal system at MoFA

IV. Identify the problems related to the performance appraisal systems used at MoFA.

1.4 Research Questions

Based on the above objectives, this study should result in providing responses to the following

questions:

i. To what extent does employees’ awareness of the appraisal systems lead to employees’

performance at MoFA?

ii. How useful are the PA systems on worker’s performance at MoFA?

iii. What is the effect of the PA systems on employee performance at MoFA?

iv. What is the perception of employees of the appraisal systems at MoFA?

v. What are the problems related to the performance appraisal systems used at MoFA?

1.5 Scope of the Study

The study was limited to employees at MoFA, with emphasis on the impact of PA system on

employees. The research covered a sample of the employees. MoFA as public sector ministry

was chosen as case owing to its responsibility for implementing organisational change.


7

1.6 Significance of the Study

This study provides information on PA at the organisations. Also, the result of the investigation

aids the organisations to recognise how workers respond to performance appraisal and the

shortcoming of the PA techniques utilized. By this, employees can be increasingly opened to PA

rehearses by actualizing achievable, proactive, imaginative methodologies and frameworks to

bring the best out of their workers. This research contributes to the scholarly literature, fills the

literature gap and serve as a foundation for additional investigation into PA practices in Ghana.

In furtherance to these, the data picked up would likewise fill in as an auxiliary information

hotspot for scholars and students that may wish to attempt additional investigation.

1.7 Limitations of the Study

As regular in all research works, there were certain constraints in the pursuit of the study. The

investigation was restricted because of various imperatives and difficulties, for example,

foreseen reluctance of respondents to impart data to the researcher with respect to their

performance appraisal at the organisation. Besides, a number of respondents were not

cooperative in responding to the questionnaires. Further to this, the researcher tried as much as

possible to seek their collaboration for the study.

1.8 Organisation of the Study

The study was in (five) distinctive Sections. Section one gives the introduction, problem

statement, research objectives, significance of the study, scope and limitation of the study,

outline of the research methodology and organisation of the study. Section Two discusses the

relevant literature and outlines theoretical considerations that were used in discussing the


8

empirical findings of this study. Section Three highlights the research methodology and Section

Four presents analysis of the data gathered and interpret it to reflect the situation examined.

Section Five summarizes the findings, conclusions, and proposed recommendations.


9

SECTION TWO

LITERATURE REVIEW

2.0 Introduction

This section discusses issues that address each literature review of the study. This includes

current research studies and findings identifying to the variables of this study.

2.1 Theoretical Framework

This section presents the theoretical framework that is related and suitable for Performance

Appraisal upon which the current study is hinged.

2.1.1 Hierarchy of Needs Theory

Maslow's pecking order of requirements theory (1954) affirms that people will not be sound and

formed aside from in the event that their needs are met. Specifically, Maslow recommended that

all people hope to satisfy five major sorts of prerequisites: mental requirements, security needs,

belongingness needs, regard needs and self-realization needs. Maslow suggested that these

necessities contain a movement of prerequisites, with the most principal or persuading

physiological and security needs at the base. Maslow proposed that these significant

measurement needs ought to be met before an individual will attempt to satisfy needs higher up

in the movement, for instance, confidence needs. At the point when a need is satisfied, he

proposed, it stops to fill in as a wellspring of motivation. The most diminished element of

disregarded needs in the dynamic framework is the prime assistance of lead; if and when this

measurement is satisfied, needs at the accompanying biggest sum in the levels of leadership goal

direct. This concept applies to examination in light of the way that an individual advancement is

the key vehicle for various leveled accomplishment. Managers must undertake to separate


10

particular worker needs and empower satisfaction. If they do in that capacity, workers will

progress toward self-acknowledgment and enabling the organisation to be all that it might be. In

an organisation, the performance evaluation targets set at the beginning of an examination period

may be viewed as a part of the workers need to satisfy the evaluation time allotment (Maslow,

1954).

2.1.2 Expectancy Theory

Vroom's (1964) theory depends on the belief that the worker’s strength will incite performance

and performance will incite prizes. Prizes are either beneficial or not beneficial. The more

significant the reward, the more likely the worker will be motivated. Then again, the more

negative the reward, the more dubious the worker will be influenced. Expectancy theory focuses

on motivation as a mix of valence, instrumentality and hope. Valence is the estimation of the

alleged result. Instrumentality or Expectancy is the point of view of an individual whether the

individual being referred to will really get what they need. It exhibits that productive show will

over the long-haul give the perfect result. Expectancy suggests the particular component of wants

similarly as conviction concerning one's capacity (Vroom, 1964).

Expectancy theory of inspiration applies to this investigation since it focuses on the differences

amid individuals and expect that each and every individual will be convinced by their very own

prospects and remunerates similarly as their tendencies for the prizes. Vroom emphasized the

fact that workers will in general accept that engaging exertion will prompt great performance and

in like manner the great performance will be remunerated. In the event that the prizes are sure

and inviting, employees will clearly be inspired, or disaster will be imminent in the event that

they end up being negative or not alluring. At that point, the odds of workers to be dissuaded are

high. The expectancy theory specifies that people change their conduct as indicated by their


11

foreseen fulfillment in accomplishing certain objectives (Vroom, 1964). These hierarchy of

needs theory and expectancy theory have incredible inferences for the structuring performance

management rehearses. This theory adopts that employees at the work place want a few results

over extra results and that staff are in position to settle on decisions among their activities.

2.2 Performance Appraisal

As indicated by Islam and Rasad, (2006), PA has shifted from simply being a device for

estimating performance to a device for self-advancement. Rivalry has been the main power in the

remarkable enthusiasm for performance management. Organisations have additionally utilized

these exercises to upgrade as a device for estimating performance (Bandura, 2014). However, at

this point, it centers on employee advancement at the hierarchical dimension. This advancement

comprising the development of business is evaluated by Grigoroudis, Tsitsiridi and Zopounidis

(2013) as a feature of client gratification and non-stop enhancement idea. Dusterhoff,

Cunningham and MacGregor (2014) accepts that there is a key connection amid worker conduct

and the determined goals of organisation in the PA technique. Iles and Zhang (2013) just as

Cheng (2013) said that PA is viewed as the foundation of key Human Resource Management

(HRM) in light of the fact that it creates helpful information on performance for HR to settle on

educated choices in the area of the region regarding position, advancement, job improvement,

training and improvement and rewards for the reason for increasing the value of the staff. Gupta

and Kumar (2012) just as Bratton and Gold (2003) underscore that human asset is an

indispensable fragment of the organisation. Accordingly, it is basic to contemplate the job of

appraisal in the powerful and proficient utilization of assets. This aids in utilizing individuals'

capacities to achieve a competitive edge.


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According to Muchinsky (2012) performance audit, additionally alluded to as a PA, performance

rating or worker evaluation is the place where work performance of a staff is evaluated and

surveyed and goes about as a noteworthy part of profession advancement which contains

standard audits of officeholder's performance inside the organisation (Manasa & Reddy, 2009).

As indicated by Ojukuku (2013), performance appraisal is the fragment of the PA procedure

wherein a member of staff responsibility to the company, throughout a specific time is assessed.

As verified by Mathis and Jackson (2008), Performance appraisal framework is regularly the

connection amid extra salary and rewards that workers get on the job. Whenever utilized

adequately, PA can advance inspiration and performance, yet whenever utilized improperly, it

can have lamentable impacts (Fisher, Schoenfeldt & Shaw, 2003).

The performance can be viewed as the orderly portrayal of staff job pertinent strong point and

feebleness aimed at settling on a choice about the staff (Ahmad & Bujang, 2013). It can

consequently be understood that an assessment system can amazingly depend upon basic

measures, neither appropriate nor rational, particularly to the agent, whose performance is being

evaluated (Jan, Israr, Haq, Tariq & Jahangir, 2014). Youngcourt, Leiva and Jones (2007) agrees

that PA tends to formative resolves by procedures, for example, self-evaluation and peer audit of

people. Self-headway through self-examination has come as a strategy for improving the efficacy

of PA as an administrative device. The endless improvement seen by PA was appeared in its

usage to empower staff to propel their profession ways and clear route for workers to be

evaluated by the board as well as by peers.

Schraeder, Becton, and Portis (2007) conjoins that in practicality, appraisal ought to be directed

officially and all the more much of the time; might be before a month and recorded two times per

year. Taking note of that recurrence of performance assessment and their yield imparted are


13

significant upon the idea of the job and qualities of the employee. For instance, laborers of day-

to-day jobs where performance observing is the primary objective would pick up adequately

from yearly PA contrasted with staff of progressively optional and non-repetitive jobs where

target-setting is powerful thus space for improvement and continuous performance audit

criticism (Katz, 2013). Generally non-prescribed performance analysis might be steered more

frequently to keep the component of astonishment from the official assessment (Sudarsan, 2009).

As indicated by Wolff (2008), is an established truth of a person's performance. It is specific and

not extract but rather enables managers and people to investigate together at how performance

can turn out to be improved in future. The procedure of PA practices in this way includes the

recognisable proof of shared objectives between the appraisers and appraisees, and these

objectives must correspond to the generally organisational objectives where if this procedure is

directed adequately, it will build efficiency and eminence of yield. Armstrong (2010) says that in

performance analysis, exactness and reasonableness in estimating worker performance is

significant in that, performance audit ought to be a restrain measure utilized to choose

abnormalities of work activities with a viewpoint on creating uplifting change and furthermore to

consider past performance as the organisation prepares. Arrangement of input on the essential

corrective job is basic in the procedure.

2.3 Performance Appraisal Systems on Employee’s Performance

The essential premise of organisation improvement of performance of employees depends on

Performance Appraisal (PA). In this manner, there is a solid linkage among management, and

organisation results. The significant performance lift factor is the acknowledgment of human

instinct: positive recognition impact performance positively; vis-à-vis is true. As indicated by


14

Wanjala and Kimutai (2015) negative PA input demotivates employee performance. Workers

with legitimate view of PA assessment just pay attention to analysis (Wanjiru, Abaja & Ochieng,

2013). Subsequently, the appraiser must be all around educated on the validity of the procedure,

since employees are more uncertain with the performance appraisal result just in the event that

they are allowed to discuss the outcomes. Additionally, the employees should likewise be

familiar with the coworkers’ roles in the framework before they can adequately add to the whole

organisation. Choice of the suitable framework to use in a PA procedure is crucial to the

procedure.

PA pointers must be utilized in performance appraisal process. The real factors in PA framework

are input and clearness on employee performance (Ikramullah et al., 2012). The PA procedure

must be participatory and open to help employee performance. Additionally, rewards must be

connected to the procedure. The input given must be perceptible, convenient, and indifferent. PA

impact the workers by helping them to more likely comprehend their jobs, aptitudes, and

confinements, a stage for self-reflection. Further, it helps in the distinguishing proof of

advancement needs, consequently expanding correspondence and commonality among

employees and the board. Also, as indicated by Latham (2012), accomplishment and

achievement are real employee performance markers. The achievement of an organisation is

estimated with respect to proficiency and cooperation. Better performances are quantifiable from

the most elevated outcomes got from the most elevated aims set. In this way, achievement is a

factor in better performance.

In any case, there is a solid linkage between worker observation on PA assessment, input,

reasonableness, the dimension of correspondence, clearness in performance desire and


15

recurrence or interim, and employee performance with respect to effectiveness and collaboration

(Shield et al., 2015).

Most importantly, employee responsibility and assessment, administrative norms and inspiration

are the most widely recognized factors that influence worker performance. In any case,

performance assessment is a method for evaluating and bantering on worker's performance of

duties dispensed. The valuation is fixated on results accomplished by the employee on their job,

not on the worker's persona. In any case, an assessment is a process by which the worker's job

performance is appraised, dependent on cost, quality, time and amount. Performance assessment

is finished by the concerning manager or supervisor (Wafula, 2015).

As indicated by Pichler (2012), most businesses have embraced PA with the end goal of misuse

and usage of their assets in order to keep up with competitive forces. According to Iqbal, Akbar

and Budhwar (2015), PA involves rating the value of workers whose point is to segregate the

basic leadership capacities of employees with respect to titles in an organisations, advancements

and compensations. All together for PA to be fruitful in companies, workers inside a company

ought to plainly be learned on the goals and the procedure of the administration. The systems and

devices for PA ought to likewise be created in accordance with the company’s vision/objective.

Generally, every single organisation has set up either casual or official strategies for PA to

upgrade worker performance (Iqbal et al., 2015).

The efficiency is regularly a proportion of the amount of yield regarding tones, weight and

volume of work; then again it tends to be estimated as far as quality like excellence and

performance of work done subsequent to spending hierarchical assets (Certo, 2015). Efficiency

can likewise be estimated in a healthy way; hierarchical profitability as a collective endeavor or

exclusively; employee efficiency. Efficiency of a worker is ordinarily dependent on their


16

exertion, character, persistence and diligent work. Organisations however can upgrade and

impact positive worker efficiency through inspiring them, making a decent workplace, high

wages and compensations and remunerating great performance (Chadwick et al., 2015).

Efficiency can be characterized as the yield per unit time. There are a few proportions of yield

for instance the services, cash or units of production. Be that as it may, as a rule, performance of

the employees is controlled by the dimension of inspiration, eminence and capacities (Elliott,

2015).

2.4 Employee’s Awareness on Appraisal System and Employees’ Performance

In present-day time, the approach on every organisation necessitates a structure to evaluate their

worker's performance. The administrative data, capacity, standards, duty and appraisal may

impact the worker's performance (Ikramullah, Bahadar, Zaman, & Hamad, 2011). Research

uncovers that PA system makes the relationship between strengthening pay and compensating

skilled employees and improving their motivation and general obligations (Giangreco, Carugati,

Sebastiabo, & Tamimi, 2012). This is verified by David (2013) who stated that performance at

work necessitates self-adequacy, which is a multiplicative part of capacity and inspiration. Tsai

and Wang (2012) expressed that PA needs to be tilted in the direction of self-improvement to

upgrade exactness at work. They indicated that precision is a factor of self-recognition, which is

thus upgraded by individual accomplishment and self-actualization. Furthermore, Golden,

Barnes‐Farrell and Mascharka (2009) indicated that 360-degree feedback is likewise utilized for

worker improvement in augmenting performance. Narcisse and Harcourt (2008) concurs that on

individual dimension, it characterizes profession improvement needs with Nickols (2007)

stressing that it decides the job ways of employees.


17

This thusly demonstrates performance appraisal has made some amazing progress in expanding

efficiency of the organisation and workers' self-advancement. Performance assessment should be

coordinated once in a while to evaluate a worker's performance assessed against the activities

communicated or accepted necessities (David, 2013). It is critical that people from the

organisation know correctly what is foreseen from them, and the gauges by which their

performance and results will be evaluated. David (2013) corroborated the necessity of a ground-

breaking examination plan by indicating that it can perceive an individual's characteristics and

deficiencies and exhibit how such characteristics may best be utilized and inadequacies endure.

The performance examination procedure associated must be fragile in perceiving ground-

breaking performers from insufficient performers. The performance evaluation system should be

strong in that exceptional raters using a comparative methodology will rate a comparative

representative similarly. The performance examination method should be viably understood by

both raters and the workers (Fletcher, 2004).

For an organisation to achieve its objectives, masterminding of the appraisal system is a

significant subject which ought to be attempted to empower. It accomplishes the aims like work

power advancement, including enhancements, advancements and assignments in administrative

positions, influence and discipline, pay enhance, staff's performance input and deciding their

instructive needs. Along these lines, an appraisal is considered a significant factor in

distinguishing the general population's abilities and limits and its outcomes can make them

answerable of headways, plans and objectives. An organisation, needs to distinguish the

employee's proficiency to improve the workforce status, to build the volume of the creation and

services and rolling out positive improvements in its pattern (Kavussi, 1999).


18

Proficient evaluation of individual performance in an organisation serves to advance the over-all

sufficiency of the substance. Kane and Lawler (2009) showed that, the three rule pragmatic

domains of performance evaluation systems are administrative, instructive, and convincing.

Appraisal influences the hierarchical in that, it serves the empowering activity of a proficient

strategy for choosing remuneration improves and various rewards, and of selecting laborer and

commitment to the most capable individuals. The enlightening limit is fulfilled when the

appraisal structure supplies data to managers and evaluates about individual characteristics and

deficiencies. Finally, the helpful activity involves making a learning material that goads workers

to improve their exhibition. Right when effectively used, Performance evaluations help staff and

managers to institute targets for the period before the accompanying appraisal.

2.5 Usefulness of the Performance Appraisal Systems on Employees Performance

The existence of organisation is to accomplish upper hand through proficient performance of

employees in such organisations. In this manner, it has turned into a recognized portion of

organisation principle that there ought to be a path which performance must be estimated,

checked and measured (Bratton & Gold, 2003). The reasons for PA is to assess performance

(Gennard & William, 2004); aimed at worker training and improvement (Ovando & Ramirez,

2007; Aguinis, 2009); for distinguishing objectives, setting them and accomplishing them

(Ikramullah et al, 2012). Assessment is a framework that gives imperative information to

consistent, targets and equipped decision-making for recovering performance, recognizing

training needs, overseeing jobs and setting levels for remuneration and for lawful purposes.

Redman and Wilkinson (2009) recognised that, there are more basic parts of PA than being only

a formative methodology. This guarantees that there is a move far from utilizing it for

recognizing future potential, improving current execution, apportioning prizes and profession


19

intending to performance appraisal utilized as a compelling device in distinguishing quality and

shortcomings of employees and methods for utilizing the solidarity to the upside of the

organisation so as to conquer the shortcoming. (David, 2013; Farndale & Kelliher, 2013).

Malcolm and Jackson (2002) elaborated the advantages of PA to the organisation as the viable

reason for maintenance of employees, compensate choices, directed training dependent on

distinguished needs and future worker advancement choices.

Schraeder and Lindsay (2006) suggested some extra advantages like distinguishing inefficient

work practices, recognizing potential issues, which are preventing the development of the

organisation and identifying capable employees and future managers of the organisation. Then

again, Rancher and Van Dyne (2010), emphasized its requirement for refreshing work force

records, returning to set of working responsibilities while Aldakhilallah and Parente (2002)

examined PA benefits as far as exchanges. Behery and Benefactor (2008) asserted that PA

causes the organisation to guarantee advancement and downgrade. Jønsson and Jeppesen (2012)

mentioned the advantages of PA to full of feeling responsibility with respect to the workers.

They opine that workers can impact the development of the organisation through responsibility

utilized by compelling connection between people including boss subordinate connections. PA

takes record of a worker's past performance and looks at it to the present and spotlights on the

improvement of things to come (Bersin, 2008). By this, it offers workers the chance to convey

their thoughts, concerns and prospects for the general objective of the organisation. Mullins

(1999), indicated that in a perfect world, PA encourages the worker to get input for their

performance and assess their commitments to the shared objective of the organisation.

Likewise, Derven (1990) and Kuvaas (2006) assessed that PA adjusts worker performance to

organisational objectives. Weise and Buckley (1998) affirmed that it additionally causes a


20

worker to settle on individual choices with respect to his or her present performance and give

procedures to future advancement. This is in concurrence with the attestations of David (2013)

who accepts that self-viability is a significant factor for self-improvement and advancement at

work. Then again, Nelson (2000) included that PA fundamentally causes the worker to have a

reason and set methodology toward target objective expounding that appraisal framework acts

like a helper for the worker who performs well in the present to keep the accomplishment up and

later on. Malcolm and Jackson (2002) mentioned four distinct advantages for the organisation.

These are focused on training approach dependent on recognized needs, future worker

advancement choices, viable bases for remuneration choices and improved maintenance of

employees. As per Mullins (2002), the basic aim of PA, is to improve the accomplishment of the

every worker, subsequently stimulating improvement in the performance of a company overall.

PA is one of the scopes of instruments that can be used to monitor performance effectively, in

that it provides information which feeds into diverse modules of performance management

procedure.

2.6 Perception of Employees of the Appraisal System

The human asset framework in any organisation can be progressively powerful by embracing an

appropriate appraisal framework in assessing the performance of staff (Armstrong, 2003).

Mensah and Seidu (2012), consented to this, however mentioned that it additionally relies upon

worker’s impression about the reasonable technique for appraisal in the organisation; regardless

of whether it gives a positive or negative effect on them. This demonstrates whether the

employees get inspired to advance performance or if the criticism they get do propel or make

them less enthusiastic for the job. Jawahar (2006) accepts that, the fulfillment staff get from


21

performance assessment input cultivates work fulfillment and organisational duty. Denisi and

Pritchard (2006) perceived investment of workers in appraisal process as forerunner to workers'

work inspiration since they will feel a feeling of decency all the while. Additionally, Brown and

Benson (2003) affirms that employee react all the more positively to reasonable PA frameworks

while Pettijohn et al. (2001) realizes it in a comparable light thus emphasizes that the

cooperation is extremely fundamental to workers and prompts the view of job fulfillment and

responsibility.

Mullins (2007) demonstrated that if workers see an assessment procedure in an organisation as

important wellspring of criticism to advance their performance, bring open door for advancement

and self-improvement, they will be propelled to perform. Cheng (2013) discourses that it is

significant for administrators to make assessment procedure exceptionally obvious to the

employees. This is on the grounds that workers have a particular desire when they join the

organisation, for example, development and the organisation anticipate a great deal from the

worker also. However, the criticism they get from appraisal will either persuade or rouse the

workers which will in any way influence the organisation performance. With this impact, it is

significant for mangers to complete appraisal fittingly and perceive how to display data about

progress and analysis too (Anthony et al., 1999).

Tsai and Wang (2013) considers PA to be a standout amongst the most basic apparatuses for

managers to evaluate the performance of staff. Likewise, Carrell et al. (2000) recognises that

performance management is the beginning stage and view it as ''a container of instruments''

comprising of a scope of apparatuses which is utilized by management to steer, manage and

advance performance of employees. Besides, such devices incorporate the reward frameworks,

leadership, work configuration, while DeCenzo and Robbins (2007) bears witness to it and


22

builds up its point that performance management in the part of PA as a device goes past

evaluating what. The success of an organisation is realized with various contributions from every

employee. Consequently, one of the important arrangements of managing human resource is to

connect and drive workers towards achieving organisation's objectives and targets through target

performance appraisal framework (Daoanis, 2012). Performance assessment framework,

consequently, is a basic apparatus by which HR's administration rehearses this standard appraisal

of workers' commitments as they measure up to the structure set by the organisation (Arogundad

et al., 2015). As results, PA framework is intended to evaluate the performance of every

employee occasionally with the goal that management can settle on suitable choices on

advancement, training, development, and remuneration just as the arrival of workers importantly

to endure the adequacy and productivity of the organisation (McMahon, 2013).

PA framework basic roles are to rouse and guide improved work performance by partnering the

employees' historical and contemporary performance with the principles of an organisation

(Atteya, 2012). In any case, in the ongoing occasions, changes realized by globalization,

information, communication and technology, and monetary recessions have prompted changes in

employees' work disposition and hierarchical responsibility, particularly in the financial

business. The appraisal systems are often developed in such a way, that they encourage standard

criticism for the workers. Teaching of better execution from workers, there is need to have

employees’ periodical updates on their performance about their expectation, current

performance, and areas where there is the need for improvement. Such periodicals enhance

employees’ performance (Leonard & Trusty, 2015).


23

2.7 Problems of Performance Appraisal Systems

PA is generally rehearsed globally in companies. One of the best difficulties looked by appraisal

forms in organisations is the irregularity prevailing among theory and down to earth

performance. This is maintained by Saffie-Robertson and Brutus (2014) who underline that

greatest PA exercises are opposed by workers in an offer to guarantee their jobs. Proceeding,

they accept that the swelling of performance assessment as a show of mercy for workers so as to

empower them represents a noteworthy danger to the uprightness of performance appraisal

frameworks in different organisations.

Selvarajan and Cloninger (2008) recommended that a few organisations are disappointed with

their PA process. This infers the PA procedure is not a proper component for tending to

employee inspiration. Be that as it may, PA is viewed as basic to make a constructive outcome

workplace and improve the eminence of administration. Selvarajan and Cloninger (2011)

contended that, there are various issues related with the PA process and these incorporate poor

plan, absence of thoughtfulness regarding the hierarchical culture, and reluctance to defy issues

of terrible showing, just as time weight.

PA systems are regularly retrospective. A characteristic conventional appraisal as a rule happens

a couple of times annually. There could be widened time holes of months between structure up

goals and surveying them, and points that were set upon in the beginning of the year are

commonly just pulled out during evaluation time (Afriyie, 2009). While performance

examinations give the perfect opportunity to supervisors and staff to have a one-on-one talk, it is

sadly open to uneven evaluations (Khan, 2013). For example, a couple of administrators will by

and large be generous or demanding in their assessment of staff. Supervisors may moreover fall

into the catch of the "ongoing performance sway" where they generally simply audit the


24

continuous exercises of specialists at the period of the examination and award centers

subordinate around later great or negative events relatively to whole long stretches of actions

(Jones & Wright, 2007). There is similarly a penchant to focus on the weaknesses as opposed to

characteristics, which makes conflicts among boss and staff similarly as a negative work

environment (Okeyo, Mathooko &Sitati, 2010). What organisations don't comprehend is that

capacities holes ought to be tended to quickly as it influences the fundamental concern (Afriyie,

2009). During the exhibition examination process, there are typical issues that create and they

include: tendency, stereotyping, crown screw up, distributional mix-ups, closeness bumble, the

evaluation conflicts, region botch, recency goof, separate error and attribution blunder.

As indicated by Maroney and Buckley (1992) account, there is a huge gap among theory and

practice. They additional revealed that human asset staff do not completely use the psychometric

devices accessible and center administration contend that the procedure ought to be basic and

simple to pursue if not it moves toward becoming tedious and cost incapable. Another analysis is

the appraisal completed by supervisors lead to the propensity of employees being reliant on them

and all the more so some of the time, the managers are not appropriately prepared and the input

is thwarted because of prejudice and inclination which toward the end prompts mistaken and

inconsistent appraisal of workers.

Walters (1995) abridges a portion of the difficulties confronted by PA procedure in an

organisation as topmost managements weakness to decide assessment benchmarks in a

quantifiable term, absence of skill and mastery in completing assessment unbiasedly, mistake in

assessments because of inclination like stereotyping and worker opposition because of absence

of lucidity about the reason and the procedure of the appraisal. In the investigation of Hannay

(2010) which cited Nickols (2007), determined number of apparent issues with PA, for example,


25

decrease of performance as employees set "effectively reachable" objectives; production of

passionate negative sentiments; against the requirement for group working; accentuation on

undertaking as opposed to generally process results; cultivate a momentary view; encourage

political game-playing; expensive practice requires for planning, getting ready and directing

appraisals including training expenses and dealing with appraisal claims and potential issues. Iles

and Zhang (2013) talked about the test of social contrasts in PA as far as disposition of

extraneous prizes, bunch performance, explicit official assessment strategies, and worker

contribution. They recommended that it can represent a test since workers in a collectivist culture

lean toward collaboration as opposed to singular appraisal and are awkward with direct up close

and personal inputs or analysis.

An organisation that undertakes PA framework can be incapable on the off chance that it is not

led well. A few dispositions of managers may cause these insufficiencies, for example, absence

of readiness to acknowledge responsibility to assess individuals, absence of acknowledgment of

the way that appraisal ought to be a half-yearly or yearly stock taking action and absence of

aptitude concerning setting performance principles against which to evaluate. Then again, Gupta

(2006) indicates various restrictions of PA. Among them are mistakes in rating. He included that

PA may not be a legitimate marker of performance and capability of workers because of the

propensity to rate an employee reliably high or low based on general impression and stereotyping

based on his age, sex, or religion.

2.8 Empirical Review

Farrell (2013) directed an appraisal to research the adequacy of PA amongst customer service

organisations in Ireland. The research revealed that employees were excessively upbeat as they


26

needed to finish the PA. Notwithstanding, a great deal must be done to improve the frameworks

to make them all the more fulfilling and effective. Hardly, any components of the present

framework exist, that, points to the confinement of successful appraisal forms. Besides,

indispensable components required in a proficient PA procedure are still not set up. Mani (2002)

likewise found from her investigation at the East Carolina University that numerous workers are

persuaded by elements that do not identify with the PA systems. As indicated by her, many are

self-persuaded or roused by the satisfaction in their work, and pay, an outward reward,

positioned third among the things that propelled these employees. Be that as it may, she

cautioned that, this self-inspiration and pleasure in work will stop if employees' compensation is

not satisfactorily expanded, as enhancement in pay was likewise observed as an image of

acknowledgment.

Assessing the PA framework in the Bank of Botswana was another appraisal led by Migiro and

Taderera (2010). A qualitative research configuration was utilized. The example for the appraisal

was drawn from a populace of 417 workers, all from nine offices. Proportionate stratified

sampling was utilized to choose representative units of estimation. Questionnaires were then

dispersed to the arbitrary example of 79 respondents yet seventy of them came back with 88%

reactions accordingly adding to the general capacity of the discoveries. Experimental outcomes

demonstrate that the framework is utilized to recognize employees for advancement and to settle

on pay grants.

Nyaoga (2010) directed an appraisal research on the viability of PA frameworks in private

Universities in Kenya, Kabarak University specifically. His appraisal demonstrates that PA

framework is the main unmistakable metric route by which an organisation can know the

dimension of performance of its differing workers. Albeit most workers knew about the kind of


27

PA framework utilized in the private colleges. Such frameworks did not depend on any genuine

formal reason for which they were planned. The adequacy of performance assessment structure

in private schools was based solely on training of staff connected with the evaluation method and

multi-rated system. In any case, it was likewise discovered that the reward results did not

generally demonstrate a positive impression of the PA results, and that the framework was not

steady.

Sigei (2013) conducted an investigation to decide the degree to which 360-degree PA is

embraced in the banking sector in Kenya. The discoveries of the appraisal showed that the

financial area in Kenya has put in self-assessments and appropriation of criticism by quick

director. In any case, the dependence on experts and assistants to go about as wellsprings of

assessments in the 360-degree input appraisal has not usually been taken up.


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SECTION THREE

METHODOLOGY

3.0 Introduction

The section on methodology examines how the study was completed and justification of each

selected technique used in the study. It comprises the strategy that will be utilized to gather the

information on the research theme. In particular, this section provides details on the research

design, population of the study, sampling and sampling procedure, sources of data, data

collection instrument and data analysis. Issues of ethical concerns was also addressed.

3.1 Research Design

A descriptive survey design as well as quantitative research approach were used in this study. A

descriptive survey design is what gives a quantitative or numerical depiction of certain portions

of a populace by means of gathering procedure of posing inquiries important to the exploration

just as the sort of research that is being embraced. Using descriptive survey design is an effective

method for gathering quantifiable data. Together with exact supposition it gives clarifications

that look to upgrade the comprehension of the exploration questions (Malhotra, 2010). The

descriptive survey design approach is picked on the grounds that the researcher needed to sample

views from moderately enormous number of respondents at a specific period. The decision of a

descriptive survey design is additionally notified by the fact that the survey method empowers a

more extensive inclusion territory whiles allowing respondents the chance to investigate their

individual commitments and recognize various hindrances existing in the midst of the different

populace sub-gatherings. More particularly, the descriptive survey was considered the most

appropriate research design because it enables a specific coverage area.


29

3.2 Population

Populace is the particular gathering significant to the appraisal venture, the gathering that has the

relevant data to the study (Malhotra, 1996). The population of this study consists of staff at

MoFA. An inquiry undertaken by the researcher from the organisation indicates that the total

number of staff at the Ministry is estimated to be 3,223.

3.3 Sampling Technique

Convenience sampling method was employed in the choice of respondents which involved

giving out the questionnaires based on accessibility and convenience on the part of both the

researcher and the respondents. This method was used because it empowers the appraiser to

access respondents who could without much of a stretch be included in the research work. The

use of this sampling technique ensured that respondents who could provide the required

information and who were more available to participate in the study were selected.

3.4 Sample Size

Gathering information from such countless people was tedious and a stretch of spending plan for

the thesis. Saunders et al. (2009) recognized that utilizing populaces for such enormous

information gathering and investigation will prompt poor information appraisal and arrangement

of blunders because of duplication of information and the inaccessibility of certain members. It is

thusly important to locate a representative (or subset) of this populace. Out of a population of

3,223 at MoFA, the sample size of the study was 150 selected staff from various departments.

The justification for this sample size is to guarantee that there will be reasonable portrayal of the

sampled populace. The requirement for this number is because of time boundary just as the

constrained accessible assets.


30

3.5 Sources of Data

So as to answer the goals and research inquiries of this investigation, there was the need to get

sufficient data from different sources to help accomplish the appraisal targets just as research

questions. Two sources of data were used, namely the primary and secondary. Questionnaires

were administered to gather primary data.

3.6 Data Collection Instrument

The study used questionnaire to gather information from the respondents. The benefits of the

questionnaire as information gathering apparatus will make it a suitable research instrument for

gathering the information from the members. According to Creswell (2012), the utilization of

questionnaires in research of this manner accompanies numerous focal points, which framed the

premise of its utilization in the present study. A portion of the benefits of utilizing a

questionnaire to gather information incorporates; the questionnaires are viable as they are

structured and conveyed to the members to reply, they gather a much bigger data for

investigation, the information from the questionnaires can be effectively evaluated in this way,

turning out to be essential in the equating and opposing the factors (Creswell, 2012).

The questionnaire contained only close-ended questions to potential answers out of which the

respondents were required to choose answers which mirror their perspectives. This was meant to

limit and control the reactions of respondents. On the other hand, the questionnaire is divided

into four segments. Section A which covers enquiries on demographic characteristics of

respondents. Section B questions focuses on the impact of PA systems on employee’s efficiency.

Section C of the questionnaire addresses questions on the extent to which employee’s awareness


31

on appraisal system leads to employees’ performance. Section D entails questions on the

usefulness of the performance appraisal systems on employee’s performance. Additionally,

Section E of the questions involves the perception of employees of the appraisal system while

section F contains the questions on the problems produced by the performance appraisal systems

used. The closed-ended questions in a five-point Likert scale was utilized with implications as

appeared: (5) Strongly Agree (SA), (4) Agree (A), (3) Uncertain (U) (2) Disagree (DA) and (1)

Strongly Dis-agree (SD).

3.7 Data Collection Procedure

The respondents of the investigation were reached and consented to take an interest in the filling

of the questionnaires with no intimidation. In carrying out this study, permission was sought

from the administration of the organisation. The approval of participants was also sought before

questionnaires were delivered to them for completion. During the dispersion of the instruments,

the reason for the appraisal was clarified. The conveyance of questionnaire to the populace

sample was self-administer on one-to-one basis to the respondents by myself, and collected back

from them when completed around the same time. The essential information gathered was

looked into to guarantee most extreme exactness, culmination, consistency and to decrease

vagueness. To every questionnaire, a participant utilized around 8-15 minutes for answering.

3.8 Data Analysis

The study treated each questionnaire as a novel case after the accumulation from the participants.

Statistical Package for the Social Science (SPSS) was used to analysing the data from the

questionnaires. Prior to the analyses, the data gathered from the field was edited and coded to


32

ensure consistency. Discussion for the obtained results were also made, as well as conclusions

and recommendations of research. Descriptive statistics (frequencies and percentages), mean,

standard deviation and rank scores were utilized to decide the respondents' perspectives on every

one of the investigation factors. From these, appropriate recommendations were made on the

findings of the research whereas the results to be obtained from the study are presented in section

four of the study.

3.9 Ethical Considerations

To manage the model of behavior which is socially acknowledged, study permit was a

noteworthy outline of the study. The reason for the investigation was clarified to the respondents

with the goal that they do not get confounded and know their job in the appraisal. It was

anticipated that the respondents accept my composed assent and therefore volunteer to

participate in the appraisal without pressure. The information of the respondents is secret and, in

this way, would not be uncovered without their assent.

SECTION FOUR

ANALYSIS AND DISCUSSIONS OF RESULTS

4.0 Introduction

This Section brings to the fore the data presentation, analysis and discussion of results of the

field work carried. The analysis is guided by the research questions and the objectives of the

study. The data for the research was gathered from 150 respondents using both open and close-

ended questionnaires. In analyzing the research data, the Statistical Package for Social Sciences


33

(SPSS) was employed. Descriptive statistics including mean, standard deviation and rank score

were used in the presentation and analysis of results of the four specific research objectives.

Again bar charts, pie charts, tables and frequencies as well as percentages were used in the

analysis where appropriate. The Section begins with the demographic characteristics of the

research participants, followed by answers to the other main research questions.

4.1 Socio-demographic characteristics of respondents

Demographic characteristics of the respondents such as their gender, age, educational levels and

how long they have been in the current Ministry were elicited by the researcher. This is shown in

the consequent table and charts below:

Table 4.1: Gender of respondents

Frequency Percent

Male 99 66.0

Female 51 34.0

Total 150 100.0

Source: Field Data (2019)

According to the gender distribution of respondents, both males and females were denoted by

(99, 66.0%) and (51, 34.0%) respectively. This implied that most of the respondents from MoFA

for this study were males. Accordingly, the males outnumbered the females in this study.

Figure 4.1: Age of respondents


34


Per the age distribution of the respondents, the study results presented in figure 4.1 reveals that

most of the respondents (65, 43.3%) were within the ages of 36-40years, (20, 13.3%) of the

responding participants fall within the ages of 26-30 years and (23, 15.3%) between 31-35 years.

The respondents who were above 41years scores (30, 20%) whiles (12, 8%) of the respondents

were below 25 years. The outcome showed that, respondents between the ages 36- 40 years were

in the dominant group. The study managed to comprise respondents that were at diverse age

brackets in the various departments of MoFA. These representations could reinforce the study

given the findings will reflect the thoughts and belief from different groupings of respondents.

Figure 4.2: Educational Levels of Respondents


35


Results in Figure 4.2 display that a most of the participants (56, 37.3%) had a first-degree level

of education compared to the respondents with Master’s degree (25, 16.7%). Again, only (9 ,6%)

of the respondents had O’/A Level of education, (16, 10.7%) of the respondents had

certificate/diploma and professional certificate as their highest level of education which was

followed by (25, 16.7%) of the respondents who were HND holders. This implies that large

proportion of the surveyed respondents at MOFA were First Degree and Master’s Degree holders

and thus understood the data required by this research. This indicates that the population under

deliberation was well informed to give appropriate and up-to-date information.


36

Figure 4.3: Tenure/Years of Service of Respondents


The length of service/employment in an organisation determines the extent to which one is aware

of the issues sought by the study. According to the results, as shown in Figure 4.3, (17, 11.3%) of

the respondents indicated that they had an experience of less than 1 year; whiles (23, 15.3%) of

the respondents had an experience of 1-3 years, again (39, 26%) of the respondents indicated that

they had an experience of 4-6 years, while (71, 47.3%) of them had served for 7 years and above.

This shows that 73.3% of the respondents had worked in the organisation for a period of over

11years which means that they had the necessary knowledge with regard to the subject matter

under study. Accordingly, this result nevertheless indicates that the study involved individuals

with enough experience who could give relevant data based on the experience they have.

The main objective sought to examine the impact of the PA systems on employee’s efficiency.

Furthermore, the participants were mandated to utilize a 5-point Likert scale fixed on Strongly


37

agree (1), Agree (2), Neither Agree nor Disagree (3), Disagree (4) and Strongly Disagree (5).

The means, standard deviations and rank score are offered in Table 4.2 below.

Table 4.2: Impact of the performance appraisal systems on employee’s performance

Descriptive Statistics

Mean

Std.

Deviation

Rank

Score

1. Performance appraisal provides the scope for my

expressions on developmental needs

3.6667 1.19094 1st

2. Appraisal impacts by helping me to better understand my

job, skills, and a platform for self-reflection

3.5533 1.30326 2nd

3. The Appraisal System gives the chance to communicate

my ideas, concerns and prospects for the general objective

of the organisation

3.5067 1.24106 3rd

4. Appraisal aids in the recognition of growth needs which

intensify communication and mutuality between me and

management

3.4533 1.33405 4th

5. PA is used to adopt on promotions and salary rewards 3.3933 1.31024 5th

6. Performance appraisal help me to receive feedback on

execution and assess their commitments to the shared

objective of the organisation

3.3200 1.32260 6th

Valid N (listwise)


According to Table 4.2, all the 6 impact of the performance appraisal systems on employee’s

performance recorded average mean and standard deviation scores. Ultimately, “Performance

appraisal provides the scope for my expressions on developmental needs” and “Appraisal

impacts by helping me to better understand my job, skills, and a platform for self-reflection”

recorded the highest mean of (M=3.66; SD=1.19; RS=1st), and (M=3.55; SD=1.3-; RS=2nd)

respectively. Additionally, the other highest mean was “The appraisal system gives the chance to

communicate my ideas, concerns and prospects for the overall goal of the organisation”,

“Appraisal aids in the recognition of growth needs which intensify communication and mutuality


38

between me and management”, “The system is used to decide on promotions and salary

rewards”, and “Performance appraisal help me to receive feedback on performance and evaluate

their contributions to the common goal of the organisation” (M=3.50; SD=1.24; RS=3rd),

(M=3.45; SD=1.33; RS=4th), and (M=3.32; SD=1.32; RS=5th).

The highest mean value showed that impact of the performance appraisal systems on employee’s

performance were that; performance appraisal provided the scope for expressions on

developmental needs; and appraisal impacts by helping employees to better understand their job,

skills, and a platform for self-reflection. In the same vein, the appraisal system gives the chance

to communicate employees’ thoughts, concerns and prospects for the general objective of the

organisation; appraisal aids in the recognition of growth needs which intensify communication

and mutuality between employees and management; the system was used to decide on

promotions and salary rewards; and performance appraisal help employees to receive feedback

on execution and assess their commitments to the shared objective of the organisation.

4.1.2 Awareness of Appraisal

The study sought to examine the extent to which employee’s awareness on appraisal system

leads to employees’ performance. Also, the participants were mandated to utilize a 5-point Likert

scale fixed on Strongly Disagree (5), Disagree (4), Neither Agree nor Disagree (3), Agree (2) and

Strongly Agree (1). The means, standard deviations and rank score are presented in Table 3

below.

Table 4.3: Employee’s awareness on appraisal system



39

Mean

Std.

Deviation

Rank

Score

1. The ministry has strategies, methodology and guidelines

on the most proficient method to actualize the examination

framework

3.5800 1.26528 1st

2. The objectives of performance appraisal are made clear to

me

3.5333 1.28839 2nd

3. I am informed in advance of when I will be evaluated 3.4600 1.32417 3rd

4. I take dynamic part in execution survey dialog 3.5667 1.22636 4th

5. The PA tool that is used is clearly understood and creates

a participative environment

3.4133 1.30145 5th

6. I am allowed to appeal against appraisal results 3.3733 1.31867 6th

Valid N (listwise)


The fallouts of the descriptive statistics of the mean and the standard deviation of the extent to

which employees’ awareness on appraisal system leads to employees’ performance are provided

in Table 4.3. The table shows all the 6 extent to which employees’ awareness on appraisal

system recorded average mean, standard deviation and rank scores. The findings show that “The

ministry has policies, procedures and instructions on how to implement the appraisal system”,

“The objectives of performance appraisal are made clear to me” and “I am informed in advance

of when I will be evaluated” which attained a mean (M=3.58; SD=1.26; RS=1st); (M=3.53;

SD=1.28; RS=2nd) and (M=3.46; SD=1.32; RS=3rd) as shown in Table 4.3. Accordingly, “I take

active part in performance review discussion” and “The performance appraisal tool that is used is

clearly understood and creates a participatory environment” attained the topmost (Mean=3.41;

SD=1.30; RS=4th), and (Mean=3.40; SD=1.34; RS=5th), respectively. The mean mark of

(M=3.37; SD=1.31; RS=6th) was related with participants who strongly agreed that “I am

permitted to appeal against evaluation results.

The suggestion according to the mean, standard deviation and rank scores demonstrated that, the

degree to which representative's mindfulness on examination framework prompts representatives'


40

exhibition that; the service has arrangements, methods and guidelines on the best way to

actualize the examination framework; the destinations of execution examination were clarified to

specialists; workers were educated ahead of time of when to be assessed; they take dynamic part

in execution audit discourses and the presentation evaluation instrument used was clearly

understood and created a participatory environment.

4.1.3 Usefulness of Performance Appraisal System

The study sought to establish the usefulness of the performance appraisal systems on employee’s

performance. Likewise, the participants were mandated to utilize a 5-point Likert scale fixed on

Strongly agree (1), Agree (2), Neither Agree nor Disagree (3), Disagree (4) and Strongly

Disagree (5). The means, standard deviations and rank score are presented in Table 4.4 below.

Table 4.4: Usefulness of Performance Appraisal System


Mean

Std.

Deviation

Rank

Score

1. PA system delivers a chance for helpful superior-

subordinate communication to facilitate job performance

3.5867 1.24343 1st

2. PA goes for fortifying common comprehension and

connection among manager and subordinates

3.5533 1.35378 2nd

3. PA causes me to pick up understanding into qualities and

shortcomings

3.5400 1.25655 3rd

4. PA reduce stress at work 3.4467 1.29292 4th

5. Performance appraisal offers scope for expression on their

developmental needs

3.3667 1.29748 5th

6. PA improves me comprehend what ought to be finished 3.2867 1.29748 6th

Valid N (listwise)


The mean mark of (M=3.58; SD=1.24; RS=1st), (M=3.55; SD=1.35; RS=2nd), and (M=3.54;

(SD=1.25; RS=3rd) was related with participants who strongly agreed that ‘performance

examination framework gives a chance to steady better subordinate correspondence than

encourage work performance'. Likewise, 'performance evaluation goes for fortifying common


41

comprehension and connection among director and subordinates' and 'performance examination

causes me to pick up knowledge into qualities and shortcomings. However, a mean of (M=3.44;

SD=1.29; RS=4th) was recognized for the item “performance appraisal reduce stress at work”.

However, the lowest prevalent measure of the mean mark of (M=3.36; SD=1.29; RS=5th) and

(M=3.28; SD=1.31; RS=6th) was totaled for the item, “Performance appraisal provides scope for

expression on their developmental needs” and “Performance appraisal makes me better

understand what should be done” in this 6-item element.

Again, the implication was that per the mean, standard deviation and rank score marks

correspondingly, the usefulness of the PA systems on worker’s performance includes; PA system

affords an occasion helpful superior-subordinate communication to ease job performance, PA

intended at firming common understanding and association amongst supervisor and

subordinates; and PA aids employees to gain insight into strengths and weaknesses.

4.1.4 Employee’s Perception of Appraisal System

The study sought to examine the perception of employees of the appraisal system. Similarly, the

participants were mandated to utilize a 5-point Likert scale fixed on Strongly Disagree (5),

Disagree (4), Neither Agree nor Disagree (3), Agree (2) and Strongly Agree (1). The means,

standard deviations and rank score are offered in Table 4.5 below.

Table 4.5: Perception of employees of the appraisal system


Mean Std.

Deviation

Rank

Score


42

1. Performance appraisal is job related 3.5933 1.97330 1st

2. Suitable training and data regarding performance

appraisal system is offered to raters (Managers

3.5800 1.28110 2nd

3. The appraisal system used is impartial in terms of

work relationship between me and the rater

3.3800 1.32437 3rd

4. The appraisal system used at the ministry is objective

and practical in terms of procedure

3.3533 1.30120 4th

5. The appraisal system used is practical in terms of

clarification of information regarding expectations and

standards, feedback received, explanation and

justification of decision

3.3000 1.38424 5th

Valid N (listwise)


According to Table 4.5, all the perception of employees of the appraisal system recorded average

mean and standard deviation scores. Eventually, “Performance appraisal is job related” recorded

the highest mean of (M=3.59; SD=1.97; RS=1st). Furthermore, the other highest mean was

“Suitable training and data regarding performance appraisal system is offered to raters

(Managers)”, “The appraisal system used is impartial in terms of work relationship between me

and the rater”, “The appraisal system used at the ministry is objective and practical in terms of

procedure” and “The appraisal system used is practical in terms of clarification of information

regarding expectations and standards, feedback received, explanation and justification of

decision” (M=3.58; SD=1.28; RS=2nd), (M=3.38; SD=1.38; RS=3rd), (M=3.35; SD=1.30;

RS=4th) and (M=3.30; SD=1.38; RS=5th); respectively.

The highest mean value showed that the perception of employees of the appraisal system were;

suitable training and data regarding performance appraisal system is offered to raters

(Managers); performance appraisal was job related; the appraisal system used was practical in

terms of clarification of information regarding expectations and standards, feedback received,

explanation and justification of decision; the appraisal system used at the ministry was objective


43

and practical in terms of procedure; and the appraisal system used was impartial in terms of work

relationship between an employee and the rater.

4.1.5 Challenges of Performance Appraisal

The study sought to identify the challenges of performance appraisal. In the same way, the

participants were mandated to utilize a 5-point Likert scale fixed on Strongly Disagree (5),

Disagree (4), Neither Agree nor Disagree (3), Agree (2) and Strongly Agree (1). The means,

standard deviations and rank score are presented in Table 4.6 below.

Table 4.6: Challenges of performance appraisal


Mean Std.

Deviation

Rank

Score

1. Some performance appraisal activities are opposed by

employees in a bid to protect their jobs

3.5067 1.23564 1st

2. There is an inclination to emphases on the weaknesses

instead of strengths which creates conflicts among

manager and staff as well as a negative work

environment

3.4867 1.29395 2nd

3. Error in appraisal due to bias like stereotyping and

employee resistance owing to lack of clarity about the

purpose of appraisal

3.4800 1.15695 3rd

4. Performance appraisal system is inappropriately open

to bias ratings on employees

3.3933 1.31535 4th

5. Sometimes the managers are not correctly trained and

the feedback is stalled due to subjectivity

3.3667 1.35318 5th

6. Appraisal embarked on by managers lead to the

tendency of employees being dependent on them

3.3667 1.28186 5th

Valid N (listwise)


The fallouts of the descriptive statistics of the mean and the standard deviation for each variable

of the challenges of performance appraisal are provided in Table 4.6. The table above shows all

the 6 challenges of performance appraisal which recorded average mean, standard deviation and


44

rank scores respectively. The findings show that “Some performance appraisal activities are

opposed by employees in a bid to protect their jobs”, “and there is an inclination to emphases on

the weaknesses instead of strengths which creates conflicts among manager and staff as well as a

negative work environment” which attained a mean (M=3.50; SD=1.23; RS=1st) and (M=3.48;

SD=1.29; RS=2nd) as shown in Table 4.6. Consequently, “Error in appraisal due to bias like

stereotyping and employee resistance owing to lack of clarity about the purpose of appraisal” and

“Performance appraisal system is inappropriately open to bias ratings on employees” attained the

topmost (Mean=3.48; SD=1.15; RS=3rd), and (Mean=3.39; SD=1.31; RS=4th), respectively.

The mean mark of (M=3.36; (SD=1.35; RS=5th) and (M=3.36; SD=1.28; RS=6th) was related

with participants who strongly agreed that “Sometimes the managers are not correctly trained

and the feedback is stalled due to subjectivity” and “Appraisal embarked on by managers lead to

the tendency of employees being dependent on them”.

Based on the mean and rank criteria scores respectively, challenges of performance appraisal

were; some PA activities are opposed by employees in a bid to protect their jobs; there is an

inclination to emphases on the weaknesses instead of strengths which generates fights amid

manager and staff as well as a negative work environment; error in appraisal due to bias like

stereotyping and employee resistance owing to lack of clarity about the purpose of appraisal; and

performance appraisal system was inappropriately open to bias ratings on employees.

4.1.6 Discussion of Results

The conversation of the outcomes of the study was done in relation to the research objectives in

order to answer the research questions. Based on that, the aim of the study was to examine the


45

impact of performance appraisal system on employee’s performance, a study of the MoFA. From

the first objective, the study examined the impact of the performance appraisal systems on

employee’s performance. The research revealed that, performance appraisal provided the scope

for expressions on developmental needs; appraisal impacts by helping employees to better

understand their job, skills, and a platform for self-reflection. It was gathered that, the appraisal

system gives the chance to communicate employees’ concepts, worries and prospects for the

general objective of the organisation; appraisal aids in the recognition of growth needs which

intensify communication and mutuality between employees and management; the system was

used to decide on promotions and salary rewards; and performance appraisal helped employees

to get response on performance and assess their impacts to the shared objective of the

organisation.

The findings of this study were consistent with Muchinsky (2012) who indicated that

performance review is a technique where job performance of a worker is appraised and assessed

and goes about as a major aspect of profession improvement which comprises of standard

questionnaires of officeholder's performance inside the organisations. However, Armstrong

(2010) also posited that in performance evaluation, exactness and reasonableness in estimating

worker performance is significant in that performance audit ought to be a control measure used

to agree deviations of work undertakings with a viewpoint on making restorative move and

furthermore to consider past performance as the organisation prepares. Arrangement of input on

the prerequisite corrective job is basic all the while.

From the second objective, the study examined the extent to which employee’s awareness on

appraisal system leads to employees’ performance. The study deduced that the performance

appraisal tool that was used is clearly understood and created a participative environment;


46

employees were up-to-date in advance of when to be appraised; the ministry has strategies,

measures and directions on how to institute the appraisal system; the aims of PA are made clear

to workers; and they take active part in performance evaluation deliberations. The finding agreed

with David (2013) who emphasized that performance analysis must be directed intermittently to

assess a representative's exhibition estimated against the activity's expressed or assumed

necessities. For him, it is huge that people from the association know unequivocally what is

foreseen from them, and the gauges by which their exhibition and results will be estimated.

David (2013) substantiated the need of a powerful appraisal plan by saying that it can recognize

a person's qualities and shortcomings and demonstrate how such qualities may best be used and

shortcomings survive.

From the objective three, the study sought to establish the usefulness of the PA systems on

employee’s performance. It was found that PA system provided an opportunity for supportive

superior-subordinate communication to facilitate job performance, performance appraisal aimed

at strengthening joint understanding and association amid administrator and assistants; and that

PA facilitated employees to gain understanding into strengths and weaknesses.

The fallout of the study corroborates with Gennard and William (2004) who said that the

purposes for performance appraisal are to evaluate performance; for worker training and

improvement (Ovando & Ramirez, 2007; Aguinis, 2009); for distinguishing objectives, setting

them and accomplishing them (Ikramullah et al, 2012). Appraisal is a framework that gives

imperative information to consistent, targets and equipped decision-making for recovering

performance, recognizing training needs, overseeing jobs and setting levels for remuneration and

for lawful purposes (Aguinis, 2009).


47

From the objective four, the study examined the perception of employees of the appraisal system.

Results from the study indicated that suitable training and data regarding performance appraisal

system is offered to raters (Managers); performance appraisal was job related; the appraisal

system used was practical as regards to explanation of data regarding prospects and values,

response received, clarification and defense of choice; the appraisal system utilized at the

ministry was objective and practical in terms of procedure; and the appraisal system used was

impartial in terms of work relationship between an employee and the rater. The finding is

supported by Mensah and Seidu (2012) who argued that it relies upon how the employees feel

about the reasonable technique for appraisal in the organisation; regardless of whether it gives a

positive or negative effect on them. This demonstrates whether the employees get inspired to

improve performance or if the criticism they get makes them less enthusiastic for the job.

Jawahar (2006) accepts that the fulfillment employees get from performance appraisal input

cultivates work fulfillment and organisational duty. Denisi and Pritchard (2006) perceived

investment of employees in appraisal process as forerunner to employees' work inspiration since

they will feel a feeling of decency all the while. Additionally, Brown and Benson (2003) affirms

that employee react all the more positively to reasonable performance appraisal frameworks

while Pettijohn et al (2001) realizes it in a comparable light and emphasizes that the cooperation

is extremely fundamental to workers and prompts the view of job fulfillment and responsibility.

From objective five, the study identified the challenges of performance appraisal. It was found

that, some PA activities are opposed by employees in a bid to protect their jobs; there was an

inclination to emphases on the flaws instead of strengths which creates conflicts among manager

and staff as well as an undesirable work environment; error in appraisal due to bias like

stereotyping and employee resistance owing to lack of clarity about the purpose of appraisal; and


48

PA system was inappropriately open to bias ratings on employees. The finding is supported by

Saffie-Robertson and Brutus (2014) who feature that most performance evaluation exercises are

opposed by workers in an offer to secure their employments. Proceeding, they accept that the

arrangement of performance assessment as a show of tolerance for workers so as to support them

represents a noteworthy danger to the honesty of execution evaluation frameworks in different

associations. Selvarajan and Cloninger (2011) also mentioned that, there are various issues

related with the performance appraisal process and these incorporate poor plan, absence of

thoughtfulness regarding the hierarchical culture, and reluctance to defy issues of terrible

showing, just as time weight.


49

SECTION FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.0 Introduction

In this chapter, the study summarizes the key findings obtained from the study, as well as

conclusion for consideration in order to guide policy. Thus, the Section is summarized under

three themes to imitate the above.

5.1 Summary of Findings

The aim of this study was to examine the impact of performance appraisal system on employee’s

performance, a study of the Ministry of Food and Agriculture (MoFA). The study had five

specific objectives, thus; firstly, to examine the impact of the performance appraisal systems on

employee’s efficiency; secondly, to examine the extent to which employee’s awareness on

appraisal system leads to employees’ performance; thirdly, to establish the usefulness of the

performance appraisal systems on employee’s performance; fourthly, to examine the perception

of employees of the appraisal system; and lastly to ascertain the challenges of PA. In this regard,

the study adopted descriptive survey design and quantitative research approach using

questionnaire. The coding and analysis were implemented using the Statistical Package for

Social Sciences where descriptive statistics, such as pie chart and bar chart, frequency

distribution table, mean, standard deviation and rank score in the presentation and analysis of

results. The analysis and discussions were presented following the order in which the specific

objectives of the study were stated. The following sections provide a summary of findings of the

study in respect of the objectives.


50

The first objective sought to examine the impact of the PA systems on employee’s performance.

The results showed that PA provided the scope for expressions on developmental needs; and

appraisal impacts by helping employees to better understand their job, skills, and a platform for

self-reflection. Also, the appraisal system gives the chance to communicate employees’ ideas,

concerns and prospects for the overall goal of the organisation; appraisal aids in the recognition

of growth needs which intensify communication and mutuality between employees and

management; the system was used to decide on promotions and salary rewards; and PA help

employees to receive feedback on performance and evaluate their contributions to the common

goal of the organisation.

The second objective of the study sought to examinee the extent to which employee’s awareness

on appraisal system leads to employees’ performance. In relation to this objective, the study

found that, the PA tool that was used was clearly understood and created a participative

environment; employees were informed in advance of when to be evaluated; the ministry has

arrangements, methods and guidelines on the best way to execute the evaluation framework; the

goals of execution examination are clarified to representatives; and they take dynamic part in

performance audit discourses.

The third objective of the study sought to establish the usefulness of the PA systems on

employee’s performance. Results obtained from the study revealed that execution examination

framework gives a chance to strong better subordinate correspondence than encourage work

execution, execution evaluation goes for reinforcing shared comprehension and connection

among director and subordinates; and execution evaluation causes representatives to pick up

knowledge into qualities and shortcomings.


51

The objective four of the study was to examine the perception of employees of the appraisal

system. The data revealed that suitable training and data regarding performance appraisal system

was offered to raters (Managers); PA was job related; the appraisal system used was practical as

far as explanation of data in regards to desires and norms, input got, clarification and avocation

of choice; the examination framework utilized at the service was objective and pragmatic as far

as strategy; and the evaluation framework utilized was fair as far as work connection between a

representative and the rater.

The objective five of the study identified the challenges of PA. The outcome showed that some

PA activities are opposed by workers in an offer to ensure their occupations; there is a tendency

to accentuations on the shortcomings rather than qualities which makes clashes among

supervisor and staff just as a negative workplace; mistake in examination because of

predisposition like stereotyping and worker obstruction inferable from absence of lucidity about

the reason of appraisal; and performance appraisal system was inappropriately open to bias

ratings on employees..

5.2 Conclusion

The success of an organisation largely depends on how human resource is developed, managed

and maintained in the organisation. Based on the findings of the study, it can be concluded that

PA is practiced in the Ministry of Food and Agriculture (MoFA) and that the appraisers and

appraisees know that their presentation is assessed in the service. This is finished to guarantee

successful human asset improvement, arranging and evaluation of execution. The workers have

clear thought of what explicit conduct, attributes or results expected of them, despite the fact that

they are not associated with the setting of execution focus in the Ministry since the objectives are


52

pre-controlled by the human asset division. The study can infer that all workers engaged with the

exhibition rating procedure must be included all through the procedure. All the more especially,

the raters in the Ministry of Food and Agriculture (MoFA) should esteem and mean to treat the

ratees with nobility and decency. The relational treatment got is a significant supporter of

generally speaking framework achievement. To guarantee rater precision, the raters should

evacuate subjectivity and predisposition in execution assessment. It very well may be presumed

that the exhibition evaluation ought to be an adequacy-based framework whereby 'objective'

results are given, speaking to the estimation of a worker's commitment into the activity, not on

representatives' exercises or practices. Both raters and ratees at the Service should hold visit

gatherings for creating activity plans. During these gatherings, matters, for example, execution

desires ought to be talked about just as looking into worker execution on errands that have been

enough cultivated and any zones that need improvement.

5.3 Recommendations

In view of the findings, the following recommendations are provided:

It is recommended that every employee be permitted to take an interest in intermittent

sessions to survey execution and explain desires. Both the boss and the worker ought to

perceive these sessions as helpful events for two-way correspondence.

It is recommended that staff at the Ministry know precisely what is anticipated from them,

and the measuring sticks by which their exhibition and results will be estimated.

It is recommended that execution assessment framework ought to give the chance to the

Ministry to assess and check out its human resource. It likewise gives data with the goal that

significant choices can be taken and gives input for further advancement of staff.


53

It is recommended that workers must be given explicit guidance on how execution can be

improved and should have short and long haul objectives set to indicate gradual

enhancements. The management desires ought to be reasonable and not expect that

representatives become star entertainers in only weeks.


54

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APPENDIX

UNIVERSITY OF GHANA

RESEARCH TOPIC

THE IMPACT OF AN APPRAISAL SYSTEM ON EMPLOYEES PERFORMANCE IN

GHANA: A STUDY OF THE MINISTRY OF FOOD AND AGRICULTURE (MoFA)

Dear Participant,

My name is DORCAS PRAH, a post-graduate student at University of Ghana. This

questionnaire seeks to solicit your views on the topic, The Impact of Performance Appraisal

System on Employees Performance. Please note that the strictest confidentiality is assured with

respect to answers given as facts are needed for academic purposes. Please tick the alternative

information that is most appropriate. It will take 5-10 minutes to respond to this questionnaire.

Thank you for participating in my research.

Demographic Data


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1. Gender?

a. ( ) Male b. ( ) Female

2. Age of respondents?

a. ( ) Below 25 years b. ( ) 26-30yrs c. ( ) 31-35yrs d. ( ) 36-40yrs e. ( ) Above 41

years

3. Level of education reached? a. ( ) Diploma b.( ) O’/A Level c. ( ) HND d.( ) First Degree

e. ( ) Professional Certificate f. ( ) Master’s Degree

Others (please state) …………….......................................................................................

4. How many years have you worked with the Ministry

a. ( ) Less than 1 years or less b. ( ) 1-3 years c. ( ) 4-6years d. ( ) 7years and above

Instructions

Please indicate the extent to which you agree or disagree with the following statements which

examine impact of the performance appraisal systems on employee’s performance. Answer by

ticking (√) only one answer in each case. Use the scales below as a guide for all the questions

stated below where;

1- Strongly Agree (SA) 2- Agree (A) 3- Neutral (N) 4-Disagree (D) 5- Strongly disagree (SD)

Impact of performance appraisal SA A N D SD

1. The Appraisal System gives the chance to communicate my ideas,

concerns and prospects for the overall goal of the organization

1 2 3 4 5

2. Performance appraisal provides the scope for my expressions on

developmental needs

1 2 3 4 5

3. The system is used to decide on promotions and salary rewards 1 2 3 4 5

4. Appraisal impacts by helping me to better understand my job,

skills, and a platform for self-reflection

1 2 3 4 5

5. Appraisal aids in the recogntion of growth needs which intensify

communication and mutuality between me and management.

1 2 3 4 5

6. Performance appraisal help me to receive feedback on 1 2 3 4 5


68

performance and evaluate their contributions to the common goal

of the organization

Section C: Awareness of Appraisal


examine the extent to which employee’s awareness on appraisal system leads to employees’

performance. Answer by ticking (√) only one answer in each case. Use the scales below as a rank

guide.

1- Strongly Agree (SA) 2- Agree (A) 3- Neutral (N) 4-Disagree (D) 5- Strongly disagree (SD)

Employee’s Awareness on Appraisal System SA A N D SD

7. I am informed in advance of when I will be evaluated 1 2 3 4 5

8. The ministry has policies, procedures and instructions on how to

implement the appraisal system

1 2 3 4 5

9. The performance appraisal tool that is used is clearly understood

and creates a participative environment

1 2 3 4 5

10. The objectives of performance appraisal are made clear to me 1 2 3 4 5

11. I take active part in performance review discussion 1 2 3 4 5

12. I am allowed to appeal against appraisal results 1 2 3 4 5

Section D: Usefulness of Performance Appraisal System

Please indicate the extent to establish the usefulness of the performance appraisal systems on

employee’s performance. Use the scales below Where (1- Strongly Agree (SA) 2- Agree (A) 3-

Neutral (N) 4-Disagree (D) 5- Strongly disagree (SD)

Performance Appraisal System and Employees Performance SA A N D SD

13. Performance appraisal provides scope for expression on their

developmental needs

1 2 3 4 5

14. Performance appraisal makes me better understand what should be

done

1 2 3 4 5

15. Performance appraisal system provides an opportunity for supportive

superior-subordinate communication to facilitate job performance.

1 2 3 4 5

16. Performance appraisal reduce stress at work 1 2 3 4 5

17 Performance appraisal helps me to gain insight into strengths and

weaknesses

1 2 3 4 5

18. Performance appraisal aims at strengthening mutual understanding

and relationship between supervisor and subordinates

1 2 3 4 5


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Section E: Employee’s Perception of Appraisal System


examine the perception of employees of the appraisal system. Answer by ticking (√) only one

answer in each case. Use the scales below as a guide for all the questions stated below where;

Where (1- Strongly Agree (SA) 2- Agree (A) 3- Neutral (N) 4-Disagree (D) 5- Strongly

disagree (SD)

Perception of Employees SA A N D SD

19. The appraisal system used at the ministry is objective and practical

in terms of procedure

1 2 3 4 5

20. The appraisal system used is impartial in terms of work

relationship between me and the rater

1 2 3 4 5

21. The appraisal system used is practical in terms of clarification of

information regarding expectations and standards, feedback

received, explanation and justification of decision

1 2 3 4 5

22. Performance appraisal is job related 1 2 3 4 5

23. Suitable training and data regarding performance appraisal system

is offered to raters (Managers)

1 2 3 4 5

Section F: Challenges of Performance Appraisal

Where 1- Strongly Agree (SA) 2- Agree (A) 3- Neutral (N) 4-Disagree (D) 5- Strongly

disagree (SD)

Problems produced by Appraisal System SA A N D SD

24. Some performance appraisal activities are opposed by employees

in a bid to protect their jobs

1 2 3 4 5

25. Performance appraisal system is inappropriately open to bias

ratings on employees

1 2 3 4 5

26. There is an inclination to emphases on the weaknesses instead of

strengths which creates conflicts among manager and staff as well

as a negative work environment

1 2 3 4 5

27. Appraisal embarked on by managers lead to the tendency of

employees being dependent on them

1 2 3 4 5

28. Sometimes the managers are not correctly trained and the

feedback is stalled due to subjectivity

1 2 3 4 5


70

29. Error in appraisal due to bias like stereotyping and employee

resistance owing to lack of clarity about the purpose of appraisal

1 2 3 4 5

Thank you, I really appreciate your participation.


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