Professional Documents
Culture Documents
Introduction
According to Khan (2009) the essence of management system of an organization
lies in the system of performance appraisal adopted in that organization. This, in turn,
reflects the extent of the individual contributions and commitment of the employees in
different hierarchical levels towards the achievement of organizational goals. Generally, it
is admitted that an effective performance appraisal can lead an organization to take
strides towards marked success and growth. Conversely, an ineffective performance
appraisal system can seal the fate of an organization by creating chaos and confusion
from top to bottom in the administrative hierarchy. As a consequence, the chances of
success and growth of that organization are doomed.
The practice to formally appraise workers has existed for centuries, but the
interest in the area has grown rapidly in the last forty years. The first recorded appraisal
system in industry was Robert Owens use of character books and blocks in New Lanark
mills in Scotland around 1800. The character book recorded each workers daily report.
The character blocks were colored differently on each side to represent an evaluation of
the worker ranging from bad to good and they were displayed in each employees
workplace. Owen was quite impressed by the way the blocks improve the behaviours of
workers (Cardy & Dobbins 1994).
Dechev (2010) contends that the social environment around organizations today
has changed considerably since Owen developed his system. Although most
organizations have standardized control systems for managing other types of resources
and monitor their use, the system for managing human resources has been typically
neither a standardized nor a generally accepted part of organizational life. This is a
residue of large scale economic shifts. When the economy was primarily based on
manufacturing the evaluation of performance was simple. A manager could evaluate a
worker by only counting the number of units produced.
In a service economy, however, output is not so easily measured and the
evaluation of performance is much more subjective and less clearly defined process.
Often then, there is a serious conflict not only over how evaluation should be conducted
but also over whether it should be conducted at all.
Many researchers and reputable sources criticize the importance of the process.
They have expressed debates about the authenticity of the process. Some of them, such as
Daniels (1999), even called it useless and evil. He couldnt see how the appraisal
2
.The question is: should that be the case? Should staff appraisal cause undue
punishment and discomfort among staff members of an organisation? This study would
seek to find answers to the questions.
Research Objectives
3
Research Questions
1. How does the staff appraisal process affect the performance of the men and
woman of the Ghana Police Service-Dansoman Police Station?
2. How clearly do officers understand the purpose and outcome of the performance
appraisal process?
3. How effective is the performance appraisal of the Dansoman Police Unit of the
Ghana police service?
4. What are the challenges encountered during the performance appraisal process?
Performance appraisal study would help the employer know what the staff
members perceptions are regarding the appraisal process and how to improve upon it.
This study would demystify the appraisal process to help the employee appreciate the
essence of the process.
CHAPTER TWO
LITERATURE REVIEW
INTRODUCTION
6
The magnitude of research work done on performance appraisal across the world
and the quantum of data available on the topic on the Internet is phenomenal and is
outside the scope of this chapter to incorporate it all. However an effort has been made to
select a few closely related dissertations, reports and articles on the topic for review
purpose, the brief sketch of which is given in the following pages. This chapter is
discussed under the following sub-topics;
Definition of Performance Appraisal
Performance appraisals: an overview
Phases of performance management
Advantages of performance appraisal
Limitations of performance appraisal
Concerns and challenges of the performance appraisal
Steps in preparing and conducting a performance appraisal
Essence of employee participation in the performance appraisal process
Role of supervisors in delivering performance evaluations
Empirical review
Fey, Morgoulis-Jakoushev, Park and Bjrkman (2007) noted that a large body of
research has documented that the way in which a firms human resources are managed is
important for its competitiveness. This is especially important since it has been asserted
that collectively a firms employees can provide one of the most important sources of
competitive advantage. Hence it is vital that whatever tool is adopted to appraise their
performance, the bottom-line should be to help enhance their performance.
It is worthy to note that performance management is an important process that
provides the basis for improving and developing performance and is part of the reward
system in its most general sense. It must be clarified that for the purpose of conducting
review of relevant literature on the topic, the researchers were obliged to browse through
Internet and to find relevant material.
Hansen (1984) conducted a study know whether a company called Corporation,
has been using performance appraisal as a tool for organizational development, employee
career development or both. The study indicated that the performance appraisal has been
found to place a great deal of emphasis on the employee as an individual, although the
performance appraisal has been found to deal with only current job performance.
The appraisal has a development plan, but no reference to the employees career
development. The study further indicated that there was no reliable data to show that the
use of performance appraisal for developmental purposes enhanced the effectiveness
level of the employees at the Corporation. The Corporation based its developmental plans
on the subjective data collected from the internal surveys of employees attitude. The
Corporation's internal surveys showed that employees were more satisfied with an
appraisal that had a developmental plan.
In a related, Rajbhandari (1989) concentrated on the level of implantation of
performance appraisal criteria with regard to professional growth and development
criteria of the selected banks. He noted that performance appraisal criteria and
professional growth and development stimuli are multifaceted tool which focuses on
ability performance, motivation performance- intrinsic and extrinsic outcomes,
technical /functional competency and managerial competency- interpersonal, analytical
and emotional. The research investigated the profile of the respondents in terms of
position of banks employees into the evaluators and the evaluatees in terms of position of
bank employees and location of the banks.
According to Rajbhandari (1989) the findings of research revealed that the
performance appraisal criteria, ability performance and motivational performance and
professional growth and development stimuli, technical/ functional competence and
managerial competence-interpersonal, analytical and emotional are often implemented in
the selected banks in Banguio City and La Trinidad. The research further demonstrated
respondents grouped by position exhibited significant differences with regard to ability
performance, motivation performance intrinsic outcomes and managerial competenceinterpersonal. Differences in the respondents were noted in terms of motivation
performance- extrinsic outcomes, technical / functional competence and managerial
competence- analytical and emotional.
Winardi (2009) argues that conversely, grouping of the respondents by location
showed no marked differences in ability performance whereas respondents differed in
9
motivation
performance,
technical/functional
competencies
and
managerial
the scope of employees job. Job Satisfaction Enhancement is aimed at boosting the
employees motivation level. Performance Enhancement is to increase the employees
work performance. Emotional Maturity Enhancement relates with flourishing employees
emotional competence. Coordinating Performance Appraisal takes into account
improving the level of implementation of performance tool.
Burns (2003) in a different study attempted to assess employees satisfaction with
regard to performance appraisal system and to ensure perceptions of fairness to the main
ingredients of the system. Her results showed that employees overall reactions to the
performance appraisal system were favourable demonstrating that the system possessed
the potential as a viable management tool for use.
Haywards study (2005) indicated existence of a weak, mildly significant negative
linear relationship between employee performance and transformational leadership. This
was revealed when he conducted research on the topic of relation between employee
performance, leadership and emotional intelligence in a South African Parastatal
organization. The study found that there was a significant weak, negative linear
relationship between employee performance and transactional leadership. Furthermore, it
was found that there is a significant weak, negative linear relationship between employee
performance and emotional intelligence.
Johnson (2003) was cited by Khan (2009) as conducting a research to find as to
how employees perceptions regarding the fairness of their performance appraisal
systems (e.g., the performance ratings, the appraisal process, and interpersonal
interactions with raters had direct and interaction effects on work-related attitudes and
behaviours. The other purpose of the study was to find out as to what extent
11
organizational justice perceptions reflect its impact on these relationships. The findings of
the dissertation study revealed that employees perceptions of distributive justice,
procedural justice, and interactional justice facets pertaining to their performance
appraisals were positively related to perceptions of overall organizational justice and
overall team justice. Moreover, research further indicated that work related attitudes and
job performance behaviours were significantly influenced by the overall perceptions of
organizational justice and overall team justice.
effective appraisal can improve the human performance in the organization, which also
means increased employee motivation. Performance appraisal can and should be linked to
performance improvement process and can also be used to identify training needs and
potential, agree future objectives, support a career development and solve existing
problems.
Dechev (2010) continue that performance appraisal process is part of the
performance management system. The term performance management was first used in
the 1970s, but it did not become a recognized process until the latter half of the 1980. The
most appropriate definition in the context of the research is that, performance
management represents a strategic and integrated approach to delivering organizational
success by improving the performance capabilities of both individuals and teams
(Armstrong and Baron, 1998).
Determinants of Performance
Job Performance
13
Capacity to Perform
Opportunity to Perform
Capacity: The capacity relates to the degree to which and individual possesses
task relevant skills, abilities, knowledge and experiences.
the outcome of the interaction of two types of factors: individual and environmental
(Vecchio, Hearn and Southey, 1996).
14
15
resulting from the interrelationship among effort, abilities and role perceptions (Khan,
2009).
Effort: Effort, which results from being motivated, refers to the amount of energy
(physical and / or mental) an individual uses in performing a task.
Role: Role (task) perceptions refer to the direction (s) in which individuals
believe they should channel their efforts on their jobs. The activities and
behaviours, people believe are necessary in the performance of their jobs, define
their role perceptions. To attain an acceptable level of performance, a minimum
level of efficiency must exist in each of the performance components.
Performance
Management/Appraisal:
Good
Practice
Guide
(1993),
NHS
in
Types of Appraisal
17
Bowes (2009) explain that companies adopt and employ different performance
appraisals depending on the needs and nature of the job, work, and of the company.
Bowes (2009) summarized the common types of a performance appraisals used in
different companies:
1. The 360-degree Appraisal In this method, employees are allowed to evaluate
their specific co-employees and illustrate their experiences with them. The
feedback gathered may be analysed by the managers and may be considered in
doing their own evaluations.
2. General Performance Appraisal
This
appraisal
involves
continuing
18
19
in the planning stage will help them realise and understand the goals of the organisation
and how they may be achieved.
2. Monitoring In most successful organisations, the leaders and the members continuously
monitor their assignments and projects. It is necessary that there is a consistent measuring
of performance and constant giving of feedback to employees and groups while they are
in the process of achieving the goals of the organisation. This may involve progress
reviews with employees where their performance is compared with the standards set
during the planning stage.
3. Developing The developmental needs of employees are evaluated and addressed
accordingly by management. This includes giving training, introducing new tasks that
could develop new skills or giving higher responsibilities, improving the processes in
working and other methods. Employees are motivated when they see that they are given
training and developmental opportunities.
4. Rating Usually, rating is done at the end of the year to summarize the performance of
every employee. Comparisons between the previous and current performance of the
employees are made to determine whether there is an improvement and the respective
performances of employees are then compared at this stage. The evaluation should be
based on the standards and elements set for employees and their actual output during the
period evaluated upon. This may have an effect on their salary increase and other
emoluments.
5. Rewarding This is where recognition of the efforts exerted by the employees to achieve
the organisational objectives is done. Recognition may give to individual employees or
given as a group. Rewarding does not always entail monetary rewards but may also be
mere expressions of recognition, such as saying thank you for a job well done. These
20
could go a long way. However, formal rewards may still be the best form of reward for
employees (e.g. salary increase, bonus, promotions, etc.) (Neely 1998).
22
3. Horn Effect: The tendency of a superior to rate a subordinate lower than his
performance justifies due to some recent/earlier failures.
4. Lack of Uniform Standards: The standards used by different departments in the
organisation may not be the same, hence, rating becomes unscientific and employees
suffer. Some rates are too liberal while others are too strict causing lack of uniformity.
5. Appropriate Appraisal Technique: Selection of appropriate appraisal technique is
important to give the correct result. Some of the techniques are time-consuming and
costly and so avoided. If wrong techniques are applied performance appraisal results
may prove defective.
6. Wrong Appraisal by Superior : Superiors have continuous and daily relations with
the subordinates, giving accurate ratings may lead to spoiling relations with them
which the superiors may want to avoid, hence higher rating to the subordinates.
7. Stress on Individual and not on Performance: Performance Appraisal must lay
stress on the performance of the individual and not on his individual and not on his
personal characteristics. Many a times this is overlooked and the personnel
characteristics come in the way of his performance appraisal.
8. Central Tendency: Many a times to be on the safer side the rater would put the ratee
on average scores. This happens because of 2 reasons first of all if the rater does
not want low scores to the ratee. Secondly, if he himself is not competent and would
not like to show his incompetency.
9. Lack of Importance to Self-Development: Performance Appraisal is not for witch
hunting but for finding out strengths as well as weaknesses. The strengths can be
consolidated upon and the weaknesses too be removed through appropriate training.
However, this aspect is not given importance and so the main objective of
performance appraisal is neglected.
10. Lack of Communication and Participation with Employees: Performance
appraisal is not complete without communicating to the employee the results of the
23
appraisal and also give him a chance to give his opinion, otherwise it is a one-sided
affair without participation of employee and will not lead to their development.
11. Time-Consuming and Huge Paperwork: Performance appraisal is a continuous job
for the superiors. There is need to continuously observe the subordinates, keep
records, fill documents, write reports, hence time-consuming and costly.
24
Performance Appraisal process can also be a bitter process which can create
emotional pressures, stress and sometimes can adversely affect the morale and lead to
demotivation.
Performance appraisals are often time consuming and use incorrect methods to
measure performances. They are generating false results and the decisions taken can be
politically influenced. An example to support the points mentioned above would be the
case of a call centre employee. The appraisal of a call center employee is based on the
amount of work they do, the number of calls they receive, the amount of revenue they
collect, the average time they spend on each call. But if analyzed, all these factors depend
on other factors like the response of the callers, the availability of the information asked
for, the nature of the calls etc. which are often not considered during appraisals. When an
employee is being aware of all these secondary factors that have not been considered
when they are assessed, the situation can create stress and dissatisfaction.
Walters (1995) as cited by Dechev (2010) outlined the main Performance
Appraisal challenges in the performance appraisal process:
1. Determining the evaluation criteria. Identification of the appraisal criteria is one of
the biggest problems faced by the top management. For the purpose of evaluation, the
criteria selected should be in quantifiable or measurable terms.
2. Lack of competence. Evaluators should have the required expertise and the
knowledge to decide the criteria accurately. They should have the experience and the
training necessary to carry out the appraisal process objectively.
3. Errors in rating and evaluation. Many errors based on the personal bias like
stereotyping, halo effect (i.e. one trait influencing the evaluators rating for all other
25
traits) etc. may creep in the appraisal process. Therefore the rater should exercise
objectivity and fairness in evaluating and rating the performance of the employees.
4. Resistance. The appraisal process may face resistance from the employees because of
the fear of negative ratings. Therefore, the employees should be communicated and
clearly explained the purpose as well the process of appraisal. The standards should
be clearly communicated and every employee should be made aware of what exactly
is expected from them
STEPS IN PREPARING AND CONDUCTING A PERFORMANCE APPRAISAL
According to a white paper submitted by the New Media Learning Centre (2007)
performance evaluation is a process, not an event. Even the isolated incident normally
referred to as giving a performance evaluation should involve a number of steps.
Conducting performance evaluations in a timely and thorough manner is one of the most
underplayed but important duties of a supervisor. Often, late appraisals are often the
norm, not the exception. According to the paper late performance evaluations can reduce
the supervisors and organizations credibility in the employees eyes, especially if the
organizations policies and procedures specify evaluations will be conducted at specific
time intervals (once a year, or on the employees anniversary date).
Well in advance of actually writing up an employees performance evaluation, the
supervisor should determine what documentation he or she needs from other departments
and request that information. Some of the documents that might be necessary are
attendance and punctuality records, sick leave records, sales records, daily or weekly call
records, output reports, etc. The supervisor should not review the employees workers
compensation or medical files, because basing a performance evaluation on workers
26
all be kept out of performance appraisals, and performance evaluation meetings. The
supervisor must focus only on the employees job performance clearly and objectively
outlining deficiencies as well as areas in which the employee excels. Following are some
specific tips for drafting better performance evaluations:
Focus on what you want the employee to do, not what you want them to be. A
performance evaluation is not the time to detail all of the employees personality
flaws or weaknesses. A supervisor cannot change the employees basic personality
traits in a performance evaluation. Supervisors should objectively state exactly what
is expected of the employee. For example, instead of using the phrase be a friendlier
person, a much more constructive, useful phrase would be reduce customer
complaints by 50% in the next three months.
Use concrete details such as names, numbers and dates. Be specific regarding
exactly what is expected from the employee and the date it is expected. For
documenting performance issues, get as detailed as possible instead of merely using
28
Use active verbs, not passive verbs. A statement such as deadlines will be met is
meaningless. Rather, the employee will meet 90% of his deadlines this quarter is
more action-oriented, concrete and measurable.
Be realistic. Set only a limited number of objectives. More than seven is excessive.
HR Professionals often use the term SMART when defining performance
objectives:
Measurable: There must be some way of determining whether the employee met the
goal.
Applicable: The goal must fit within the organizations strategic plan.
Relevant: The goal must be relevant to what the employee and the department are
trying to accomplish.
Time sensitive: There must be a time limit on how long the employee has to
accomplish the goal.
29
Employee collaboration is the key to successful goal setting. If the employee helps to
create the goals, chances are that she or he will genuinely want to meet them. As
supervisors evaluate and coach employees during the year, they should refer to the
performance evaluation regularly to ensure the employee is on track to meet the specified
standards. At the end of the year, the appraisal can also be instrumental in answering the
essential question for any evaluation: Did the employees performance live up to these
standards and goals?
Cox (2000) adds that these positive effects are especially generalizable to the
design and implementation of pay systems. She suggests that systems implemented
following meaningful consultation with employees are more effective than those which
are implemented unilaterally by managers or with less employee involvement. Positive
impacts where found on a number of factors, including absence and labour turnover rates,
throughput and productivity.
Even more important she argues that some of these potential failure factors can be
diminished by consultation of employees. First, beside increasing the chance of resolving
problems of the current system, seeking information from employees may ensure that the
rewards offered are commensurate in timing and kind with the kind that of rewards
employees desire. Second, the consultation process may allow the opportunity to identify
any individuals or groups likely to be adversely and unfairly affected and to take action to
prevent this before the scheme is implemented. Third, involving as many parties as
possible in the development of a payment scheme makes them more committed to its
success and makes them more likely to accept the system.
The participation of employees functions most effectively in an atmosphere of
trust, open communication and equal employee treatment. Therefore, it requires
conceptual, affective and experiential education which can be reached by means of
training (Roberts 2003). But Roberts (2003) also points at the need to execute regular
employee attitude surveys and focus groups to systematic evaluate performance system
participation effectiveness.
In summary, it can be concluded that, given the appropriate atmosphere and
culture in an organisation, employee participation will enhance motivation, feelings of
31
fairness and overall acceptance of the performance appraisal process. Thus, to attain these
positive effects it must be determined if employees in a certain organisation would
actually perceive participation as an enriching factor.
32
33
EMPIRICAL REVIEW
According to the Equal Employment Opportunity Commission (EEOC), the
Commission received over 7% more employment discrimination and unlawful
harassment charges in 2010 than it did the previous year an unprecedented 99,922 as
compared to 93,277 in 2009(New Media Learning,2011). According to the white Paper
by New Media Learning (2011) significantly, the number of charges filed increased in
every category. Such statistics likely reflect the large number of layoffs that occurred in
2010, coupled with the difficulties terminated employees had in finding new employment
in a down economy.
The paper admits that New Media Learning (2011) HR Professionals have many
tools in their arsenal to prevent, and, if necessary, defend legal charges, lawsuits,
government investigations, adverse findings, etc. Performance evaluations are one of the
most powerful weapons HR can use to demonstrate that the organization had legitimate,
non-discriminatory reasons for termination or other adverse action against an employee
or unsuccessful job applicant. In fact, most management side employment lawyers will
tell you that performance evaluations can make or break the attorneys successful defence
of an employer against employee claims, charges and lawsuits.
However, as most HR professionals know all too well, supervisors are loathe to
prepare and conduct performance appraisals, especially in a timely manner, often merely
from a lack of understanding of the critical nature of the performance appraisal process.
Supervisors need on-going instruction in how to prepare and present a performance
appraisal that is legally defensible as well as an effective management and coaching tool.
34
CHAPTER THREE
METHODOLOGY
INTRODUCTION
This chapter considers the methods adopted by this study in collecting and
analysing the data for this research. The research method describes the method and
techniques involved or the procedure to be followed to achieve the objectives of the
research. In writing the project, the researcher, the study is subdivided into the following
subsections;
i. Research design
ii. Population size
iii. Sample and Sample procedures
iv. Types and sources of data
v. Data gathering instrument-Research Questionnaire
vi. Data collection procedure
vii. Data presentation and analysis
RESEARCH DESIGN
Research design is an overall framework of a research that explains the direction
and method to be used in the study to gather the information needed, either from primary
or secondary sources (Malhotra, 2007).According to Neuman (2006), quantitative
approach has the characteristic of measuring objective facts using variables where data is
separated from theory, statistically analyzed and emphasized with its reliability.
35
POPULATION
The population of the study describes the totality of the observations in which the
study is concerned (Asamoah, 2012). It is the researchers opinion that the population for
this study consist of the entire staff of the Ghana Police service in Accra. The Ghana
Police Service as it is now called has as its motto Service with Integrity has a
population of 32,684(www.ghanapoliceservice.com: date accessed 13/11/2013). The
functions of the Ghana Police Service as stated in the Police Service Act, 1970 [Act 350]
of Ghana are as follows;
i. Crime detection and prevention
ii. Apprehension (arrest) and prosecution of offenders
iii. Maintenance of law and order
iv. Due enforcement of the law
36
37
The Ghana Police Service is divided into twelve (12) administrative regions, namely,
Accra, Tema, Ashanti, Eastern , Brong Ahafo , Volta, Western , Central , Northern , Upper
East, upper West, and Rarilways , Ports and Harbour Regions.
As part of the Ghana Police Service functions, the current online service portal helps
citizen and non-citizen residents of Ghana to connect with each other at a simple point
and share information of the service available online. Currently the on line service allows
the citizen of Ghana to post and track their application for obtaining the finger print or
Nominal Vetting certificate. Apart from the online service the portal also allows the
general public to abstain information from the service available at the Ghana Police
Service.
39
The respondents in the latter case were reliably informed before the
40
questionnaires were administered. The researchers used seven (7) working days to
achieve this objective.
41
CHAPTER FOUR
DATA PRESENTATION AND DISCUSSION
Introduction
The purpose of this chapter is to present the results of the findings of the field work
carried out by the researchers in an attempt to achieve the aims set for this study
Frequency
42
28
70
Percentage (%)
60
40
100
Table 1 displays the gender analysis of the officers of the police station who
participated in the study. The result shows that males form the majority of the
respondents; having a representation of 60% whilst the females represented 40%. The
implication is that majority of officers in the Ghana Police service were males. This ratio
is rather unusual in a country fairly dominated by the females in terms of statistics
(National Population Census, 2000)
42
50
40
Frequency 30
20
10
0
Male
Female
Gender
Frequency
15
22
16
11
6
70
Percentage (%)
21
31
23
16
9
100
Table 2 measures the ages of respondents. According to the result, most of the
respondents (31%) fall between the ages of 26-35 years followed by those between the
ages of 31-35 (23%) and 21% were between 20-25 years. There were 11 respondents who
indicated their ages as being between 36-45 years whilst the oldest age range of above
40years formed just 9% of the total number of respondents who participated in the
survey.
44
10
5
0
20 25
26 30
31 35
Age
36 35 Above 40
Frequency
48
22
70
Percentage (%)
69
31
100
Axis Title
50
45
40
35
30
25
20
15
10
5
0
No education J.H.S
S.H.S
Tertiary
Others
Educational Status
representing 31% are holders of other educational backgrounds such as diplomas and
professional certificates combination of more than one educational training.
The educational level depicts that the police service requires people who have
received more than basic education to join the service. This in way does not only boost
the image of the service but also aids them in being vocal when they attend courts with
victims or culprits.
Frequency
33
47
Percentage (%)
47
Middle
Senior
Total
Source: Field Survey 2014
21
16
70
30
23
100
With regards to the rank of the officers who took part in the survey, it was
revealed that a majority of 33 formed 47% of the total number of respondents. Next were
21 middle officers who formed 30% of the respondents. Finally the senior officers who
were 16 respondents formed 23% of the total number of respondents. This is not unusual
since as the hierarchy goes up the number of people reduces. Whilst the junior officers
are the first line of contacts when civilians come to report the middle one are those who
these junior officers report the cases to or daily operations. The middle officers also take
effect an arrest and process culprits to court. Meanwhile the senior officers are those who
plan operations and approve strategies and set targets as well.
20
15
10
5
0
Junior
Middle
Level
Senior
Perception of Occupation
Sujoya and Mazumdar (2012) note that researchers are constantly striving to
investigate causal relationships between performance appraisal practices and desirable
employee outcomes such as job satisfaction, organizational commitment and enhanced
productivity. Thus this section attempted to assess the perception of officers with regards
to how they consider their work.
Table 5.0: Perception of Respondents
Perception
Tedious
Satisfying
Challenging
Normal
Total
Source: Field Survey 2014
Frequency
16
12
16
26
70
49
Percentage (%)
23
17
23
37
100
It was found that only 17% considered their job as being satisfying whilst a
whopping 23% affirmed that their job was tedious with an equal number of 23%
satisfying that their jobs were challenging. The table above further shows that 37% of the
officers consider their jobs as being normal.
This findings support the assessment of Sujoya and Mazumdar (2012) the
perception of staff members with regards to their jobs does not only reflect in their output
but also they were they considered both their employers and the significance of their jobs.
Adding that the culmination of this attitudes formed the image of the public with regards
to the business or entity. Hence, it is thus not surprising that the police service is not held
much in high regards by the Ghanaian public in general.
Figure 5.0: Current Occupation of Respondents
Perception of Nature of Job
30
26
25
20
16
16
Frequency 15
12
10
5
0
Tedious
Satisfying Challenging
Response
Normal
Frequency
19
20
17
14
70
Percentage (%)
27
29
24
20
100
The table depict the views of 20 respondents as saying that performance appraisal
was important in their line of work. This may largely be due to their experience with the
performance appraisal process at the unit. Closely following these respondents were 19
officers who claimed that performance appraisal was very important.
A critical observation by the researchers showed that all 16 out of the 19
respondents were senior officers with the rest being middle officers. 17 of the
respondents decided to remain neutral whilst a significant 14 considered it as being
unimportant. Dipboye and Pontbriand (1981) found that employees were more satisfied
and had greater acceptance of the performance appraisal when employee development
and performance improvement were emphasized in it.
51
10
5
0
Neutral
Ratings
Unimportant
The study further sought to know from the respondents if the appraisal encourages
them to work. This was to know if the appraisal process influenced the officers of the unit
to work hard as a result of being aware that they will be appraised before being promoted
or rewarded.
Table 7.0: Motivation from Appraisal Awareness to Work Hard
Motivation
Very well
Does not
Somewhat
Do not know
Total
Source: Field Survey 2014
Frequency
18
22
13
17
70
Percentage (%)
26
31
19
24
100
The study indicated that 22 (31%) of the respondent asserted that the appraisal
dose not motivate them to work any harder than they are currently doing. According to
the respondents whether appraisal or not they go and discharge their duties as they have
been charged by law. However, 18 (26%) respondents affirmed that the notion of being
appraised motivates them to work very well. It was the view of 17 (24%) respondents that
they did not know if the appraisal process motivates them or not hence this group may be
considered as being neutral to the above question.
The failure of appraisal to motivate staff members to give their best alone suggest
dissatisfaction with both the appraisal system and the employer (Sujoya and Mazumdar,
2012). Banjoko (1982) asserts that there is probably no program in the arsenal of
personnel management that is difficult to effectively implement and yet so fundamental
to individual and organizational growth than performance appraisal.
Mikkelsen (2005) suggested that employees have higher job motivation when
they perceived their performance appraisal as fair and trustworthy. An organizations
performance appraisal system can be a practical tool for employee motivation and
53
development when employees perceive their performance appraisal as accurate and fair
(Paul & Laurel 2009). Lawler (1994) have asserted that appraisal reactions likely play a
key role in the development of favorable job and organizational attitudes and enhance
motivation to increase performance. Rusli and Azman (2004) defined performance
appraisal is also being seen as having direct influence on job satisfaction and motivation
of workers.
Figure 7.0: Motivation from Appraisal Awareness to Work Hard
Motivation from Appraisal Awareness to Work Hard
25
20
15
Axis Title
10
5
0
Very well
Does not
Motivation
Frequency
14
54
Percentage (%)
20
Fair
Bias
Neutral
Total
Source: Field Survey 2014
14
32
10
70
20
46
14
100
Responses in the table showed that 32 (46%) of the respondents considered the
appraisal process as being bias. They were distantly followed by 14 (20%) respondents
who affirmed that it was very fair with an equal number of 14(20%) respondents
asserting that it was fair. Again, 10(14%) of the respondents remained neutral to the
question.
Jawahar (2006) is cited as reporting that satisfaction with appraisal feedback was
positively related to job satisfaction and organizational commitment and negatively
related to turnover intentions. If employees feel that the system provides developmental
support and enables correct evaluation of performance, it can be assumed that they will
accept the system and harbor a general feeling of satisfaction towards it.
Figure 8.0: Respondent Description of the Appraisal Process
Respondent Description of the Appraisal Process
35
30
25
Frequency
20
15
10
5
0
Very fair
Fair
Bias
Description
55
Neutral
Frequency
8
16
8
18
20
70
Performance
11
23
11
26
29
100
There were 20 (29%) respondents who strongly disagreed to the notion that
reporting officers possess the required skill and experience to effectively evaluate any
performance. They were closely marked by 18 (26%) respondents who further disagreed
56
to the notion. It was the view of 16 (23%) respondent that their reporting officers had the
required skill and experience to effectively evaluate any performance. Meanwhile 8
(11%) respondents strongly agreed to it whilst 8 respondents decided to remain neutral.
Asamu (2013) argues that Organizational performance and its resultant efficiency
and effectiveness can only be achieved when individuals are continuously appraised and
evaluated. The inability of organization to install an effective performance appraisal
strategy has hindered them from achieving competitive advantage which they require
more now than ever before. Banjoko (1982) asserts that there is probably no program in
the arsenal of personnel management that is difficult to effectively implement and yet so
fundamental to individual and organizational growth than performance appraisal.
Figure 10.0: Rating Officers Skill and Experience to Effectively Evaluate
Performance
Rating of respondents Officers Skill and Experience to Effectively Evaluate Performance
Disagree ; 26%
Neutral ; 11%
Frequency
6
21
10
13
20
70
Performance
8.5
30
14
18.5
29
100
subjects as receiving positive or negative feedback and did not measure satisfaction with
feedback.
Strongly agree; 9%
Strongly disagree ; 29%
Agree ; 30%
Disagree ; 19%
Neutral ; 14%
Frequency
59
Performance
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
Source: Field Survey 2014
6
13
12
19
20
70
8.5
18.5
17
27
29
100
60
Strongly agree; 9%
Strongly disagree ; 29%
Agree ; 19%
Neutral ; 17%
Disagree ; 27%
Frequency
6
4
10
61
Performance
9
6
14
Disagree
Strongly disagree
Total
Source: Field Survey 2014
15
35
70
21
50
100
A majority of 35(50%) affirmed that the appraisal process was not invasive. These
respondents who supported by 15 (14) other respondent who also disagreed that it was
invasive. Six (6) (9%) respondents however strongly averred that it was invasive with an
additional 4 agreeing to the same statement.
There were 10 (14%) respondents who again maintained neutrality. A critical
observation showed that these group of respondents were actually junior officers.
Strongly agree; 9%
Agree ; 6%
Neutral ; 14%
Disagree ; 21%
Frequency
6
6
8
27
23
70
Percentage (%)
8.5
8.5
11
39
33
100
(33%) added their views that their supervisors do not consider their working conditions
and restraints before finally appraising their work. Only 6 (8.5%) respondents strongly
agreed with an equal number of 6 (8.5%) agreeing to the notion as well.
Those who decided to remain neutral were 8 (11%) respondents who were even
more than those who strongly agreed. It was argued by Asamu (2013) that appraisal
processes are not systematic and regular and often characterized by personal influences
occasioned by organizations preoccupation to use confidential appraisal system which
hinders objectivity and fairness. It was added that failure to recognize the limitation of
staff in appraisal limits the ability of the appraisal to achieve a universal objective and
that is directly impact on productivity.
Asamu (2013) continues that often organizations ignore management by
objectives, critical incidents to personal prejudices. This is retrogressive as it affects the
overall performance of the individuals.
Figure 13.0: Superiors takes into Account Problems and Potential Problems on Job
Which Negatively Affects my Performance
Superiors takes into Account Problems and Potential Problems on Job Which Negatively Affects my Performance
Strongly agree; 8%
Agree ; 8%
Neutral ; 11%
Disagree ; 39%
64
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION
Introduction
The purpose of this chapter is to present the summary of major findings in the
previous chapter. In addition the study makes recommendations as to how appraisal can
be improved to impact on productivity and then finally this chapter draws conclusion.
Summary of Major Findings
The findings indicated that males dominated the police force, in addition there
were more young people in the force now than it was generally assumed. Also, the police
unit has well educated officers who among their tasks to effect an arrest and process a
culprit to court, provide security for both individuals and the community among other
unstated functions.
The findings further indicated the respondents in general considered their jobs to
be tedious (23%) and challenging (23%) with only 17% affirming that it was satisfying.
The officers in general further exhibited their knowledge of appraisal by stating that it
was very important(27%) or simply important (29%) that everyone is appraised for either
the betterment of the firm or reward for the individual for a good work done.
The study showed 31% however did not see being appraised as being a
motivational factor to work hard. However 26% indicated that it serves as a motivational
factor plus 19% adding that it somewhat encourages them to do so. Even though they
were positive towards the appraisal process 46% of the total number of respondents
65
claimed that the process was bias with 14% remaining neutral as to whether it was bias or
not.
The findings also revealed that 45 %( strongly disagree 29% and disagree 26%) of
the respondents did not believe that their supervisors possess the requisite skill to
effectively evaluate them. This was however in contradiction to the views of 34% who
asserted that their supervisors possessed all it takes to effectively evaluate them.
The discussions suggested that 47.5% did not consider their supervisor as being
generous and being able to remain neutral during the appraisal. Only 6% strongly agreed
with 30% of the remaining further agreeing.
It was also discovered in the previous chapter that 29% and 27% of the officers
strongly disagreed and disagreed to the notion that their supervisors may penalize them if
their rating were poor. Nineteen (19) (27%) however believed that their supervisors may
do so.
About 50% strongly agreed that the appraisal process was invasive even though
56% considered the appraisal as being imperative in question 6 above. Additional 21%
also considered it as being invasive. A marginal 15% however contended that it was not
invasive.
It was the view of 39% that their supervisors did not take into account their work
limitation and challenges before appraising. 33% of the rest of the respondents strongly
supported the assertion of the previous 30%. 17% however strongly agreed and agreed
equally that their supervisors considered all their limitations before proceeding to
evaluate them.
Conclusion
In conclusion the study has identified that staff appraisal is significant and has the
ability to positively influence productivity. However, the manner in which it is carried out
may defeat this function if it is presented as if the purpose is to hunt down non-
66
performing staff. Attention should be paid to both the staff and the working condition as
before such an endeavor is embarked on.
Recommendations
Based on the forgone discussions the researchers present the following
recommendations:
First of all, staff appraisal should be integrated into the culture of the police
service. Specific time should be devoted to it whilst at the same time being aware of the
work and political challenges that the force encounter in discharging their duties.
According to the certain challenges which are significant are ignored by supervisors.
Further reasons or source of ratings should be made open to for all concerned
Secondly, working conditions has to be improved to help enhance delivery of the
service. In doing so, the concerns of the officers should be sought to know the issues that
hinders their ability to perform. Whether it is logistics, technical, administration of
finance wise.
A third implication which is relatively easy to implement should be that raters
receive more or better training in the development of objective and relevant objectives.
What the exact reasons for this problem are must be analyzed by further research. The
training material and-task should be investigated as well as the amount of time which is
spent with training. At the moment, this part of the performance appraisal process is only
one of three learning objectives for the first training day.
The fourth idea for improvement concerns the frequency of feedback. Informal,
each rater can also easily implement more feedback. A solution could be that raters
67
integrate so called achievement updates on a weekly basis which then touch upon good
and bad issues, while so called achievement assessments take place bi-monthly, are more
formal and aim at getting a more clear depiction of issues troubling both sides. More
formally, it could be decided if quarterly a short performance review with objective
updating is integrated into the performance appraisal process.
Finally an avenue should be set for officers who have enough believe that they
were poorly rated to report their ratings or supervisors to an appropriate authority without
fear of being isolated or made a scorn of. The identity of the one who reports should be
kept as confidential as possible. Meanwhile all supervision should be devoid of personal
or political conflicts to help officers have faith in it in order to give their best.
Reference
Asamoah, M. (2012) Research Made Easy. Dela Publications
Armstrong, M. (2004): A Handbook of Human Resource Management Practice, Kogan
Page Lt. New Delhi, Ed: 9th 2004. P- 478
Armstrong, M & Baron, A (1998) Performance management: The new realities
London: Institute of Personnel and Development
Bernardin, H & Klatt, L (1985) Managerial Appraisal systems: Has practice caughtup with the state of the art? Personnel Administrator, 1985, 30-79-86
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Lawrie, J (1990) Prepare for a performance appraisal Personnel Journal Vol. 69 pp.
(132- 136
Maroney, B & Buckley, M (1992) Does research in performance appraisal influence the
practice of performance appraisal: Regretfully Not! Public Personnel
Management vol.21
Mir Muhammad Ali (1980), Technical Education in Pakistan, A Study of Issue and
Strategies, National Book Foundation Karachi, 1980, P-7
Neely, A (1998), Measurement of business performance why, what and how, The
Economist, London
New Media Learning Centre (2007
New Media Learning (2011): Performance Evaluations: More Important than Ever in
2011 in white paper.
Newman, K.L. (2006) Culture and congruence: the fit between management practices
and culture, Journal of International Business Studies 27 (4): 753-779
Performanceappraisal.com. Available at: www.performanceappraisal.com. Accessed [1
March
2009]
Roberts, G.E. (2003). Employee Performance Appraisal System Participation: A
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71
Appendix
METHODIST UNIVERSITY COLLEGE
LONG ESSAY QUESTIONNAIRE
PURPOSE: This is purely an academic work in partial fulfillment for a degree in Bachelor of
Business Administration (Human Resource Management Option). We will appreciate if you
could kindly take some time off your busy schedule to fill this questionnaire.
Topic: THE EFFECT OF PERFORMANCE APPRAISAL ON EMPLOYEE PERFORMANCE:
A CASE OF ABLEKUMA WEST DIVISIONAL HEADQUARTERS, DANSOMAN
a. Male [
b. Female [
b. 26-30 [
]
72
c. 31-35 [ ]
d. 36-40 [
b. Married [
c. Divorce [
d. Spinster/Widow [
} b. J.H.S {
} e. Others(specify)_________________
] b Middle Staff
} c. S.H.S {
d. Normal [
b. Satisfying[
7. How would you describe the importance of performance appraisal to your work?
8. Very important [
b. Important [ ]
c. Neutral [
d. Unimportant [ ]
9. Does being aware that you will be appraisal motivate you to work hard?
10. Very Well [
b. Does not [
c. Somewhat [ ]
d. Do not know [
11. How would you describe the appraisal process? a. Very fair [
Bias [ ]
d. Neutral [
b. Fair [
]
]
c.
Please indicate the extent to which you agree or disagree otherwise to the following
statement (10-15)
12. I believe my reporting officers posses the required skill and experience to effectively
evaluate any performance.
Strongly agree [
disagree [
b. Agree [
c. Neutral [
d. Disagree [
e. Strongly
13. My supervisor is able to remain generous and neutral through the appraisal process.
Strongly agree [
disagree [
b. Agree [
c. Neutral [
]
73
d. Disagree [
e. Strongly
b. Agree [
c. Neutral [
d. Disagree [
e. Strongly
c. Neutral [
d. Disagree [
e. Strongly
b. Agree [
16. My supervisor takes into account the problems and potential problems on the job which
negatively affect my performance during the evaluation.
Strongly agree [
disagree [
b. Agree [
c. Neutral [
d. Disagree [
e. Strongly
16. Please recommend how performance how performance appraisal can be effectively
conducted in your unit?
74