THE IMPACT OF EMPLOYEE PERFORMANCE APPRAISAL ON THE ACHIEVEMENT OF ORGANIZATIONAL GOAL

ABSTRACT

 

The study tends to examine The Impact of Employee Performance Appraisal on the achievement of organizational goal using Diamond Bank plc, Uyo metropolis as case study. The main objective of the study was to determine whether performance appraisal has any impact on job performance of employees and the extent of such impacts. In service industries e.g. Banks, the service is fast, more efficient, and product are delivered on time leading to customer satisfaction and more profit are achieved. The researcher adopted the primary method of data collection through the use of structured questionnaire. Research show that performance appraisal has positive impact on employees’ job performance.

 

 

 

 

 

 

 

 

 

                                     CHAPTER ONE

                                   INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Performance appraisal is one of the basic tools that make workers to be very effective and active at work. A critical look out on this may bring about the need for motivation, allowances, development, training and good human relationship in an organization.

Performance appraisal is defined as “a structural formal interview between subordinate and supervisor, that usually takes the form of periodic interview (annually or semi-annually), in which the work performance of the subordinate is examined and discussed, with the view of identifying the weaknesses as strengths as well as opportunities for improvement and development” Decenzo and Robbins, (1995: 358).

The essence of performance for most organizations is delivering products and services that meet or exceed customer expectations, thereby creating a competitive advantage so that customers are retained and market share is increased (Sasson, Alvero & Austin, 2006). Another view is that a performing business is one that maximizes shareholder value, thus maximizing the difference between input costs and revenue (Copeland, 1994). This is often a controversial statement since organizations in Europe and Japan expect a balance between all the stakeholders (Copeland, 1994:97), and is supported by the view of Neely, Adams and Kennerley (2002) as part of their Performance Prism which includes all the stakeholders and not only the shareholders.

Two more general definitions of “performance” are that performance is a “…particular action, deed or proceeding / the execution or accomplishment of work, acts, feats, etc.” or “the manner in which or the efficiency with which something reacts or fulfils its intended purpose” (Dictionary.com, 2010). These definitions show that it is about performing work in an efficient way. This compares with the very simple but clear definition provided by Dunnette and Fleishman (2000) that performance is “…the results or outcomes of work”, thereby opposing it to behaviour. They state that “… performance is the end result and behaviour is the means to that end” therefore performance is an accomplishment or output. Two fundamental dimensions of performance is efficiency (or resource utilization) and effectiveness (the meeting of requirements) (Neely et al., 2002). In these two dimensions lies the essence of productivity, namely that productivity is normally calculated as output divided by input (Productivity = Output/Input) (Latham & Wexley, 1994), such as number of products delivered in relation to resources used.

1.2 STATEMENT OF THE PROBLEM

Low productivity is usually the negative effect of lack of performance appraisal, absence of performance appraisal brings about staff low job performance.

Labour union always get into the matters of employees wellbeing at work and also in their personal lives so that they can give their full at work. But some time it has a negative impact on performance appraisal and the management to give promotion or rise in the salary on the bases of seniority.

The basic aim of every business organization is to achieve its objectives, goals or targets successfully. Goals set by organization will only be in vain if much attention is not paid to employees’ effort or performance for successful accomplishment. In other to achieve set goals and objectives successfully, there is the need to focus on performance appraisal. Performance Appraisal should be linked to attractive incentive to employees, enabling workers to demonstrate higher productivity.

Most organizations in the competitive market fail since their workers perform below standard for they are not encouraged to work harder. Managers and employees are the life blood of every business organization. If management does not invest much into the welfare of their workers, problems are bound to rise leading to industrial strike actions, low commitment to work, low morale and low productivity of goods and services.

Attractive appraisal systems are established by some business organizations to help motivate their employees to strike hard to be recognized and rewarded. Once employees are motivated, their performance reflects on productivity. Employees strive hard by pooling together skills, knowledge and efforts to achieve maximum output. Hence the essence of this paper is to find out the part played by performance appraisal.

1.3 OBJECTIVES OF THE STUDY

The main objective of this study is examine the impact of employee performance appraisal on the achievement of organizational goal, the researcher intend to arrive at the following sub-objectives in the course of the study;

1. To examine the relationship between performance appraisal and employees’ productivity
2. To examine the ways in which performance appraisal has impacted employee’s performance in achieving organizational goal.

• To help managers review past performance and improve current performance.

1. To provide employees with necessary information pertaining to recognition of their work.
2. To know if performance appraise enhances productivity.

1.4 RESEARCH HYPOTHESIS

H₀: Effective performance appraisal does not influence employee performance.

H₁: Effective performance appraisal influences employee performance.

H₀: There is no significant relationship between performance appraisal and job outcomes.

H₂: There is a significant relationship between performance appraisal and job outcomes.

1.5 SIGNIFICANCE OF THE STUDY

The findings of the study will not only be beneficial to the personnel of the chosen organization for the study, which is Diamond Bank Plc, Uyo metropolis, but also to every individual. It will also;

Help managers in other organizations in setting goals and targets for employees to achieve through proper supervisory control by line managers.

Aid in identifying and improving the training and development needs of workers.

Assist in motivating employees who contribute effectively to the attainment of organizational goals and objectives.

1.6 SCOPE AND LIMITATION OF THE STUDY

This research work is limited to the impact of employee performance appraisal on the achievement of organizational goal, using Diamond Bank Plc, Uyo metropolis, Akwa Ibom State as the study area. This therefore means that the study area in which data were obtained is First Bank Plc, Benin City.

This project research would have been easier if not for these militating factors:

Time factor: time was not on the researchers to consult various sectors of the economy to review employees or given out questionnaire to various institutions on the effect of government revenue policies.

Finance: this is another barrier that limited the researcher’s work.

1.7 DEFINITION OF TERMS

Appraisal: A formal assessment, typically in an interview, of the performance of an employee over a particular period.

Human recourses: These are human beings used in the production process. They could still be called employees or provide of labour.

Compensation: This is the reward or payment gain to the provider of labour.  A labourer disserves his wages.  Compensation could also be retired to as remuneration.

Separation: This is a process whereby an employee is returned to the wider society from where he was taken from, probably as a result of old age, non-performance or misconduct

Job evaluation: This is the systematic method of appraising the work of each job in relation to other jobs in the organization.

Effectiveness: Effectiveness is the capability of producing a desired result. When something is deemed effective, it means it has an intended or expected outcome, or produces a deep, vivid impression.

Efficiency: A level of performance that describes a process that uses the lowest amount of inputs to create the greatest amount of outputs. Efficiency relates to the use of all inputs in producing any given output, including personal time and energy.

Exploitation: The process of being able to use a company’s natural resources such as adverts, covering of event, publicity of event for the attainment of profit maximization.

Management: Is the effectiveness and optimum used of human and material resources to achieve a goal.

Responsibility: Is a person who is reliable and able to carry out various duties imposed on him/her by the establishment.

Evaluation: Evaluation is a systematic determination of a subject’s merit, worth and significance, using criteria governed by a set of standards. It can assist an organization, program, project or any other intervention or initiative to assess any aim, realizable concept/proposal, or any alternative, to help in decision-making; or to ascertain the degree of achievement or value in regard to the aim and objectives  and results of any such action that has been completed.

1.8 ORGANIZATION OF THE STUDY

This research work is organized in five chapters, for easy understanding, as follows Chapter one is concern with the introduction, which consist of the (overview, of the study), statement of problem, objectives of the study, research question, significance or the study, research methodology, definition of terms and historical background of the study. Chapter two highlight the theoretical framework on which the study is based, thus the review of related literature. Chapter three deals on the research design and methodology adopted in the study. Chapter four concentrate on the data collection and analysis and presentation of finding.  Chapter five gives summary, conclusion, and recommendations made of the study.

 

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