CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The concept of employee Performance Appraisal also referred to as Performance Evaluation dates back to the formation of organization. To manage an organization effectively, there should exist a proper hierarchical structure to clarify organizational lines of responsibility. This structuring is necessary for the purposes of knowing:
a. Where to fit an employee;
b. When his capabilities have out-lived such placements;
c. When to train and develop new skills for other placements and move responsibility;
d. What to pay the employee as salary etc.
What then should be the criteria for determining this structure? Different organizations have different criteria, one of which is the performance of an employee. If the performance of an employee is of such importance, then there must be a method(s) of measuring or evaluating performance. Such method(s) of measuring performance should be scientific and empirical so that attitudes of personalization, favouritism, tradition, tribalism, etc of superior peers and subordinates alike does not influence or affect it.
Performance Appraisal as it relates to the employee and the organization is high of importance because it can have far-reaching effects on the overall productivity of any given Enterprise.
There is really no direct way of measuring productivity using performance appraisal. However, there exist an indirect relationship between the two. The relationship between the two stems from the fact that productivity is determined by the input of each employee in Enterprise among other factors.
According to Torrington (1995:56), he gave performance as one of the reasons why all of us may wish to be appraised To him “Ones ability to do the job may be enhanced by a process which identifies and emphasizes ones strengths and develops an understanding of which changes are needed to overcome any problem(s) so that there is a greater sense of control over what one is doing and confidence in achievement”.
Performance Appraisal identifies the strengths and invariably the weaknesses of the employee in performing his job. The process helps to take care of the shortcomings and build on the strengths hence increase in the ability to perform. This will mean greater and increased productivity on the part of the employee and to the organization in general.
Performance Appraisal if properly carried out as proposed by Power Holding Company of Nigeria Plc will show exactly how an employee is performing on the job i.e. his competence and ability on the job. The employee gives as input his skills, expertise, etc this will definitely determine the output. In other words, the Employee’s Performance Rating is determinant to his productivity; since performance rating is realized through performance appraisal it invariably means that the productivity of that particular employee and the general productivity of the Enterprise is looked upon from the aspect of group productivity.
Also performance appraisal can be linked to productivity when we look at the motivation the appraisee gets from an outfit that is deregulated. Motivational theorists have made us to believe that an employee must have a reason (motivator) to act or behave in the manner in which he/she does. Powerful motivators like Recognition, Praise, Self-Actualization, are brought to bear on performance appraisals. If the performance rating resulting from the Appraisal is low and affects the general morale of the worker, you do not expect anything good from the worker. This will definitely affect his input and hence productivity.
But if on the other hand, the employee is told he is doing fine and shown the way o improve more, his morale becomes high and he puts in his best in the job, this will show increased productivity. As Torrington et al puts it “reassurance that one is coping and clarification of how one could do better can increase the level of enthusiasm and commitment to the job”. An increased enthusiasm and commitment to the job will definitely result in greater input and this will among other factors affect productivity positively. Also the pay packet of an employee is determined by a proper review and assessment of their performances. The pay packet is supposedly the answer to the basic physiological needs within the hierarchy of needs (Maslow’s Hierarchy of Needs). No employee can be motivated to work efficiently if his performance is not rewarded with high pay.
A performance appraisal in almost all Enterprises is used as an effective tool for salary placement. Here, we can see how performance appraisal is linked to productivity. The employee works, he is appraisal and recommended for high pay. The recommendation is implemented and he is placed on higher pay, he gets motivated to work, his efficiency and input increases, ultimately given rise to increase in productivity.
As earlier stated, performance appraisal reveals the level of performance of an employee. That will show the level of his skills, expertise, know-how, etc. The Enterprise is usually set up with the achievement of certain objective in mind. Every employee’s job is therefore defined to achieve certain set objectives. That means the organization has certain expectations for every employee. If his skills are below the expectations that will give the desired productivity within the Enterprises in terms of quantity, quality, standard, etc the appraisal will be used to recommend such employee for training. It is expected that after the training period, the employee’s skills, know-how, expertise etc will improve and hence meet the required productivity level of that Enterprise as it constitute the employee contribution to the overall productivity of the Enterprise.
From the foregoing it can be seen that an indirect relationship exists between employee performance Appraisal and productivity within an Enterprise. To enable an empirical assessment of the Effects of Performance Appraisal on workers productivity, the Appraisal Process must be looked at, from wider perspective, the view of its effect on the general enterprises objectives and the benefits to be derived by - the organization, the appraiser and the appraisee alike. According to Martin Fisher
| Project details | Contents |
|---|---|
| Number of Pages | 119 pages |
| Chapter one | Introduction |
| Chapter two | Literature review |
| Chapter three | methodology |
| Chapter four | Data analysis |
| Chapter five | Summary,discussion & recommendations |
| Reference | Reference |
| Questionnaire | Questionnaire |
| Appendix | Appendix |
| Chapter summary | 1 to 5 chapters |
| Available document | PDF and MS-word format |
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