Professional Documents
Culture Documents
1.4 Methodology
The study will be based on extensive literature review using secondary data; articles,
journals, books, Government publications, analysis of the APER forms, and
outcomes of unstructured interview conducted with officials of Federal civil service
Commission, which is the agency saddled with the responsibility of appraising
Federal civil servants in Nigeria. There is no definite theory to the literature review,
rather it is used as an aid to gather and analyze data for conceptual framework in
answer to the research questions. Furthermore, some of the information will be
based on personal work experience, having been in the public sector for the past five
years presents participant observation based on first- hands experience in the
performance appraisal process.
civil service. It will also discuss limitations for the research and need for further
additional study.
Chapter: Two
LITERATURE REVIEW/CONCEPTUAL
FRAMEWORK
2.1.1 Introduction
This chapter reviews literature based upon the research objectives and builds the
foundation of a theoretical framework by answering the research questions. It begins
with the historical background of performance appraisal, how the appraisal process
was introduced. It then elaborates on the definition of performance appraisal and
why it is conducted. This is followed by a literature review of the participants
involved in the process and how the evaluation is conducted. It further seeks to
examine the appraisal process in the Nigeria's civil service and the challenges facing
the system. Finally, the information generated will lead to the building of a
conceptual model.
has been several analysis and wide criticisms of the effectiveness and use of PA
within the organizational context but up to recent times the issue is still being
debated among scholars, academicians and professionals and NO system has been
successful in meeting the desired goal.
Moreover, Seidan, Sally and Jessica E. Sowa (2011) believed that the ultimate
objective of any evaluation procedure is aligning individual goals and objectives with
organizational objectives and priorities while individual performance should be
reflected in how they contribute to organizational growth and development.
According to Bassey, Esu and Inyang (2009), performance appraisal system is a
Approaches
What it focuses on
Outcomes
Developmental
Individual capacity; value addition & exploring hidden abilities
Training, Rewards and improvement opportunities
Judgmental
Interpersonal and relational skills & command-control model of authority
Enhancing effective administrative decisions
Combination of judgmental and developmental
Decision making and mentorship
General leadership and personal effectiveness development opportunities
Table. 1 Objectives of Appraisal
performed by the direct supervisor while the judgment role carried out by other team
managers (Daley, 2002).
Outsourcing of the appraisal process or participation of outsiders whereby experts
are brought in to evaluate employee performance is an infrequent approach.
Employees are evaluated based on their traits and characteristics which is basically a
job analysis approach that can possibly lead to litigations (Mohrman, Resnick-West,
and Lawler 1989; Daley, 2002; Condrey, 2012). In addition, clients or customers can
also be incorporated in the appraisal process because they are the receivers of service
hence they can provide adequate information about employee performance and
relationship. This approach is more familiar in public organizations and can depict
transparency and accountability.
The combination of supervisor, subordinate, peer and self-ratings are the basis of
360-degrees performance measures. This measure which seeks to provide a more
balanced form of appraisal has lately ignited significant interest among public
administrators and scholars. Similar to other techniques, 360-degree appraisal is
only useful when focused on job-related components and is likely to be effective
when employed for developmental purposes rather than into a judgmental system.
Focusing on improving the value of employees, the impact of 360-degree feedback
can be highly successful due to its participative technique (DeNisi and Kluger, 2000;
Ghorpade, 2000).
In conclusion, if the participants are not adequately trained on the appraisal process,
then there will be errors in the result. Evaluators often do not possess the necessary
skills needed to conduct the appraisal (Vinson, 1996;Grote, 1996; Fletcher, 2001;
Kondrasuk 2012). Hence most appraisals are not free from errors and it is not a
surprise that the results tend to be less than ideal while the process most often than
not fails to succeed.
Participants
What is appraised?
Why they appraise
Direct Supervisors
Personality traits and effective delivery of Job responsibilities
Behaviors are mostly used in the public sector due to the nature of the organization
which encourages and incorporates teamwork. Ultimately, organizational culture,
organizational climate and nature of the job influence the direction of the appraisal
procedure (Murphy and Cleveland, 1995; Daley, 2002; Condrey, 1994 & 2012).
On the contrary, performance appraisal systems tend to measure extreme
performances accurately while failing to differentiate middle-range performance,
hence individual behaviors may not be accurately evaluated (Gote, 196; Kondurasuk,
2011). Many appraisal systems are ineffective and highly unreliable due to rating
errors (Roberts, 1998).
most preferred. Hence, behaviorally anchored rating scales (BARS) and management
by objective (MBO) approaches are most often used in place of subjective essays,
graphic rating scales, forced choice checklist and forced distribution interpersonal
comparison (Daley, 1997 & 2002).
Behaviorally Anchored Rating Scales: Behaviorally anchored rating scales are a
modernized or extended version of the subjective graphic scale. They are an apparent
attempt to transform the graphic rating scale into an objective appraisal in terms of
level of performance and performance objectives. In other words, they are corrective
measures for many of the subjective concerns that cloud the validity and hinder the
use of graphic rating scales (Daley 2002; Condrey, 2010).
Even though BARS have received much attention in the private sector, they are also
relevant to governmental settings because it is process-oriented rather than resultoriented. This is perhaps even more characteristics of public sector than private
organizations. Teamwork and conditions of fragmented authority which are more
likely to occur in government agencies are factors that inherent in the BARS
approach to performance appraisal.
This technique specifies definite computable, quantifiable and observable job
behavior on a range and the employee is rated on the basis of his/her behavior along
the continuum. The scales combine elements of critical incident and graphic rating
approach. In anchoring behaviors with specific examples BARS has two main options
to choose from- behaviorally expected scales (BES) which represents managements
judgment call as to what can be done and the behaviorally observed scales (BOS)
which anchors its behaviors firmly in the reality of the situation (Latham and Wexley,
1994; Daley 2002; Condrey 2010).
Furthermore, the BARS represent a passive application of participatory leadership
where employees are incorporated in decision making process. For the approach to
work it must be accompanied by bureaucratic immunity and structural
accommodation. Bureaucratic immunity prevents ordinary standards procedures
and control process which can thwart change and success. Structural accommodation
employs a high degree of autonomy in terms of decision making and resource
allocation (Thompson, Hochwarter, and Mathys, 1997; Daley, 2002; Condrey, 2010).
Management by Objective Appraisal system:- The management by objective
approach originated as a process whereby managers can transform their strategic
plans into implementable action (Daley, 1992; 2002). In this approach, participation
is central; goals and objectives are worked out based on mutual understanding. This
enhances teamwork and relationship building among the supervisors and the
employee. In addition, there is constant communication between the participants,
prior notice is given before scheduling the evaluation process and at the end of the
process "performance review or rating" is discussed and analyzed.
The MBO is a result-oriented and objective approach which often decentralizes
power to lower-level decision makers and tailors each individual's performance with
job responsibilities. Employee participation in work-related decision making gives
him/her a sense of belonging which increases performance and productivity.
Furthermore, MBO is a means of setting precedence and resource allocation for
achieving them. However, the public sector often works in ambiguity due to the
political environment that dominates it. This has the potential to undermine the
implementation of MBO in that sector. Hence, organizations resort to using the
BARS format for those positions that involve numerous incumbents.
Techniques
Strengths
Weaknesses
Subjective technique
-Relatively faster and easier to administer
- Since is not based on measurable inputs, low performers can be rated as high
performers. This has the capacity to motivate them.
-Bias assessment,
-Lack of communication
-Demoralizes performers
-Inefficient allocation of human resources
Behaviorally Anchored Rating Scales
-Teamwork and relationship building
-Process oriented
-Use of quantifiable & measurable rating scale
-High degree of autonomy
-Need for bureaucratic immunity
Management by Objective
-All inclusive participatory process
-Result oriented
-Constant communication
-Use of quantifiable rating approach
-Mutual understanding among supervisors and employees
-good feedback mechanism
-increase performance and productivity
-Ambiguous political environment and complex structure of public service
-Complexity
Table. 3 Strengths and weaknesses of techniques
Consequently, raters can also award everyone an average rating thereby exhibiting
central-tendency error or awarding extremely good or bad ratings which exhibit
restricted-range. This occurs partly due to perceive resentment by the supervisors or
fear of de motivating employees from lower rating and when supervisors are required
to justify high or low ratings (Murphy and Cleveland, 1995; Daley, 2002; Condrey,
2010).
Interpersonal biases can also occur due to the need to maintain harmonious
relationship, worksite politics, external preferences vis--vis politics, religion, sex,
ethnic preference, and race may introduce intentional distortions and manipulations
into the appraisal process (Robinson, Fink and Allen, 1996).
Appraiser Evaluation
Communication
Rewards
Development needs & training
Effective job & Personal skills
Communicate Measurement criteria
Discussion & Clarification of employee role & responsibility
Continuous evaluation
Establish measurement criteria based on job description
Well articulated Organizational Goals
Training Raters
Fig. 3: Proposed Conceptual model for performance appraisal improvement
The proposed conceptual framework utilizes input and output approach. The input
component comprises of five jobs dependent interrelated activities that will lead to
improving the appraisal system. Civil servants performance is difficult to assess due
to vague and complex goals which are hard to evaluate. Hence it is necessary for each
government agency to set well articulated organizational goals which are realistic and
attainable. These goals should be well internalize within the organization through
campaigns, town hall meetings, pamphlets and constant reminder about the mission
and vision of the agency. Subsequently, departmental and team goals should be tied
to the pre-defined organizational goals. Furthermore, employees' responsibilities
should also be drawn and tied to the overall departmental and or team deliverables.
They should be made to understand their roles and what is expected of them. These
defined roles should be discussed between superior and subordinate in order to
establish whether employee possess the required personal effectiveness and job skills
to deliver the responsibilities. On the other hand, it will aid in establishing clearly
defined tasks of each individual and quantifiable targets which can lead to time
dependent delivery of assignments. This has the capacity to minimize the subjectivity
associated with the current appraisal system in Nigeria.
Once responsibilities are agreed upon and resources are allocated for delivery of
tasks and bridging skill gaps where necessary, results will be observed by the
superior for a period of six months. At the end of this period, appraisal exercise that
will lead to observe outcomes will be conducted. This will define and set the output
component of this model into effect. As enumerated in previous sections, lack of
training and skills of superiors on how to appraise subordinates is a key challenge
impacting negatively on the credibility of the current appraisal system. Hence,
supervisors should be trained on the appraisal process, how it should be conducted
and for whom the system was designed. They should be made to understand the logic
behind the process and the need for objective measurement to motivate employees,
reward hard work, and excellence in service to increase organizational contribution
to the sect oral performance. To enhance objectivity in the appraisal rating,
measurement criteria should be established based on job description. This criterion
should be communicated to the entire public servants and also incorporated in the
organizational culture. By communicating the established criterion, employees will
know what it is actually measured and how their performance will affect the
evaluation outcomes.
At the appraisal stage, employees should be given chance to appraise themselves
before their superior does. This is to give the superiors an insight into the employees'
perception about his personal development, skills and job delivery. Appraiser
evaluation should then be conducted between the supervisor and employee in form
of a discussion session. During this session, employee performance and future career
plans should be discussed. Where inconsistencies are observed, the two parties
should deliberate on the possible causes and remedies of such deficiencies thereby
setting an action plan to bridge gaps for future development and training needs. This
will also provide room for feedback on areas of improvement and also encourage
performance. Conversely, if performance is adjudged to be excellent, reward should
be administered to motivate performing staffs and encourage low performers.
Depending on organizational capabilities, rewards could take monetary incentives,
awards or both.
In conclusion, evaluation should be a continuous process which should be done twice
yearly for effective performance monitoring, evaluation and feedback.
Chapter: Three
ANALYSIS OF PERFORMANCE APPRAISAL
SYSTEM IN NIGERIA
In your own opinion, what are some of the challenges you are currently facing in
terms of being appraised?
Do you have any suggestions in making the present system more effective?
appraisal errors occur due to misunderstood goals or lack of clarity of goals and
objective appraisal can only be achieved if there are realistic goals to compare the
result with. (Dressler 2000). Hence, failure to align performance standards with job
description leads to misunderstandings, lack of satisfaction, ineffectiveness, and
confusion in the appraisal process (Daley, 2002; Condrey 2012).
Similarly, it has been observed that supervisors are not well equipped on the
appraisal process. As confirmed by Gilbert (2006) & Mustapha (2008) in the
literature review, that the appraisal process is ineffective in Nigeria's civil service due
to lack of understanding and inadequate training. It is important for supervisors to
acquire skills on how to evaluate present and past performance and also how to
coach employees on future improvements. Without clear understanding of the
process, the system tends to be misused and hence it is used as a means of authority
and power rather than for development purposes.
Moreover, if the appraisal process is conducted for employee improvement then
there is need for a continuous evaluation process. Quite the opposite, the appraisal in
the civil service is done on a yearly basis hence supervisors tend to forget past
performance thereby evaluating appraisee based on recent events, performance and
character traits. Furthermore, the appraisers fail to consider the process as part of
the job responsibility rather they see it as a yearly burden. This arises because the
appraisal process is conducted once a year.
Despite this fact, the system also fails to develop employee's career. Even though the
APER form has a provision for training needs, it is merely theoretical rather than
practical. According to available literature, one of the objectives of appraisal is for
development, adding value to employees. Hence is the system fails to recognize and
assess employees needs then one wonders why the system was set up in the first
place. In several cases, it has been observed that, employees are nominated for
training based on personal relationship with supervisors rather than on good
performance or need for training. This fails to motivate employees because they
believe training is independent of the process, in other words even with the appraisal
process their needs are not considered.
In conclusion, all the challenges elaborated leads to subjectivity in appraisal
assessment. As summarized by Banjoko, "In Nigeria, performance appraisal is being
used in many organizations today as a political tool for helping to advance the course
of favorites or for obstructing and thwarting the career path and progress of 'villains'
whose faces the appraiser would not like to see. Thus subjectivity and favoritism by
Chapter: Four
CONCLUSIONS/NEED FOR FURTHER
RESEARCH
4.1 Conclusions
The performance appraisal system for civil servants in Nigeria has proved not being
effective in ensuring transparent and objective assessment of civil servants. Much
work and planning waits to be done to ensure its success.
In this research, we have reviewed scholarly literature on the definition of
performance appraisal system in general; its objectives and the criteria for
conducting the process. It is evident from the review that performance appraisal is an
important management tool which is used for measuring employee's achievements in
the job over a period of time and his/her potential for development. Furthermore,
most scholars agreed on the need to align individual's goals and objectives to
organizational goals in order to achieve maximum productivity. However, the
purpose for which the appraisal is conducted dictates the direction of the evaluation.
In addition, the best standard for appraisal involves objective measurement criteria
and participatory workforce attitude. Ultimately, for any appraisal system to be
effective, it must be determined by performance standards which have to be
established according to individual job description.
In answering the question of how the current appraisal system is working in Nigeria,
it can be concluded from the research that there is not effective hence need for
improvement. Even though the system is functioning but its failure overrides its
success as mentioned in the issues and challenges. The challenges arose due to focus
on short term achievements rather than long-term goals of