TABLE OF CONTENTS
Title Page
Certification
Dedication
Acknowledgement
Table of Contents
Abstract
Chapter One
Introduction
1.1
Background
of the Study
1.2
Statement
of the Problem
1.3
Objective
Of The Study
1.4
Relevant
Research Question
1.5
Research
Hypothesis
1.6
Methodology
of the Study
1.7
Scope,
and Delimitation of the Study
1.8
Significant
of the Study
1.9
Historical
Background of Wema Bank Plc.
1.10 Definition of Relevant Terms
References
Chapter Two
Literature Review
2.1
Review
of Relevant Literature
2.2
Theoretical
Framework of the Study
2.3
Appraisal
Principles and Methods
2.4
Need
for Performance Appraisal
2.5
Job
Design and Performance
2.6
Determining
Appraises and Reducing Individual
2.7
The
States of Performance
2.8
Performance
Appraisal in Wema Bank Plc.
Reference
Chapter Three
Methodology of the Study
3.1
Restatement
of the Research Questions and Hypothesis
3.2
Research
Design
3.3
Study
Population
3.4
Methods
of Data Collection
3.5
Limitations
References
Chapter Four
Presentation and Analysis of Data
4.1
Respondents
Characteristics and Classification
4.2
Identification
of Variables and Summary of Data
4.3
Data
Representation and Analysis According to Test of Hypothesis
References
Chapter Five
Summary, Conclusion and Recommendation
5.1
Summary
5.2
Conclusion
5.3
Recommendation
Bibliography
CHAPTER ONE
1.0 THE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The origin of performance appraisal
could be traced to the Armed Forces since world war. It and I gained more
importance after the World War II, which was then tailored only toward salary
and promotion, which is based more on personality traits other than the
results, which the individual produces for the organization.
Since industry or organization has now
grown into more complex entity there is need to relate performance appraisal to
productivity usher in behaviourally anchored rating scales to be used to
appraise employees such as co-operative initiative and reliability, but due to
subjective descriptive approach of this method, its functionality does conform
to the present day needs of most organizations.
It is no longer a gain saying that any business
organization, be it small scale, or public corporation needs an annual
performance appraisal in order to determine the input and efficiency of the workers
and use the result for both developmental and administrative purposes.
Appraisal it is concerned with the assessment of the value of activity and
nature of the personnel thereof, performance appraisal
would a great extent help the form to determine the working capacity
capability of the workers which in return have effect on productivity.
Recently, organization now adopts a new
technique termed, “performance appraisal system” which is aimed at improving
the ability of the subordinate and identifying obstacles that distort
productivity.
Before decision can be made within an
organization concerning the efficiency of the personnel and how to enhance a
better job performance there must be performance appraisal, which would seek to
evaluate the workers; workers generally have a need to know how well they are
performing in relation to what was expected of them. Performance provides both
the information mechanics for letting people know how well they are doing and
what this means to their future productivity.
Conclusively, it is however the aim of
this research work to really look at the effect of performance in the
organization used as a case study.
1.2 STATEMENT OF PROBLEM
Performance appraisal has been the focus
of debate among managers and management scholars for many years. One of the
attendance which deserve to be solved includes the problems of improper job
appraisal design, poor communication flow between supervisors and employees and
inadequate employee follow up.
Also in many organizations, employees
have not been provided with the necessary wherewithal, the enabling resources
in term of materials, tools, equipment and money labour they require for
effective productivity. This has given rise to criticism of performance
appraisal in that there can be no realistic appraisal for such workers.
1.3 OBJECTIVES OF THE STUDY
The main objective of the research work
includes:
·
To
determine the attitude of workers to their job after performance appraisal
·
To
analyze and evaluate the effect of performance appraisal on productivity.
·
To
analyze the role of performance appraisal on organization effectiveness
·
To
make appropriate recommendations
1.4 RELEVANT RESEARCH QUESTIONS
For the
purpose of this study, the fundamental research questions raised are:
·
Does
performance appraisal have any relationship with productivity?
·
Do
workers rate the performance appraisal techniques as an objective procedure for
tracing and rewarding performance?
·
Does
the result of performance appraisal influence the individual’s reward and
compensation?
1.5 RESEARCH HYPOTHESIS
H0: The
result of performance appraisal does not have significant effort on worker’s
performance.
H1: Performance
appraisal does not have significant effect on the effective management of an
organization.
H0: There
is no positive aftermath effect of performance appraisal on the attitudes and
behaviours of workers.
H1: There
is positive aftermath effect of performance appraisal on the attitudes and
behaviours of workers.
1.6 METHODOLOGY OF THE STUDY
The data that will be used ion the
course of this study shall come from both primary and secondary sources of the
data collection. The primary sources of data compromise the data generated with
the aid of questionnaire that will be administered in the course of this study.
The questionnaire shall comprise of open -ended statements and this
questionnaire shall be distributed to the Staff of Wema Bank Plc., Marina.
The secondary source of information
comprises of information and facts extracted from textbooks, journals, and reports
of Wema Bank Plc., magazines both local and international and other relevant
lecture notes and seminar papers on the topic at hand.
The procedures for analyzing the data
collection shall be through the use of simple tables and simple percentages while
chi square analysis will be employed to analysis, explain and test the
hypothesis on the impacts of performance appraisals on productivity.
1.7 SCOPE AND DELIMITATION OF THE STUDY
This study will unveil the effect and
importance of performance appraisal of productivity in Wema Bank PIc. The case
study is restricted to Marina
branch of the bank as a selected sample size for this research work.
More so, this shall be based on the
methods of performance appraisal used in the bank along with the problem
envisaged on the performance appraisal, our research work will be limited to
the rating to performance appraisal used by the bank.
1.8 SIGNIFICANCE OF STUDY
This research work will serve as a basis
for helping organizations in general and Wema Bank Plc. In particular to
improve on the ways and methods of how employees could be adequately appraised
in enhance productivity. This study will also go along way in improving
employees could be adequately appraised in enhance productivity. This study
will also go along way in improving employee’s development as regards their job
performance.
Liability Commercial Banking Company
with an Authorized share capital of 15,000 fully paid jointly owned by Chief
M.A. Okupe and Mr. A.A. Alade. The bank was floated with the objective of
provision of efficient and modern banking services to Nigerian businessmen,
traders and craftsmen at a reasonable price among others.
In order to withstand the test of time,
the bank increase its authorized share capital to 2,500 aid the Western Nigeria
Government come to the rescue of the bank by making a deposit of N100,000 of
which N80,000, was capitalized.
However, in 1968 when the Federal
Military Government promulgated a Decree, which increases the minimum share
capital of an indigenous Commercial Bank to N300,000 and this resulted in a
marked difference in the ownership and control structure of the bank.
Owing to the ability of minority itself
to single - handedly raise the new share capital and this action by then saved
the bank from being closed down.
The name of the bank has to be changed
from Agbonmagbe Bank Ltd. To Wema Bank Ltd. to restore the much-needed public
confidence necessary for continuous customer’s patronage.
With the creation of Oyo, 0gun and Ondo
States in 1975 out of Western State, Oodua Investment Company Ltd. was formed
by the governments of these states to oversee their interests al the companies
jointly owned by them of which Wema Bank is one.
The share capital of the companies later
stood at N40m with the public holding 60% of the equity while Oodua Investment
Company Ltd. Hold the balance of 4o%. The bank was listed in the stock exchange
in January 199 1. To achieve the bank’s objectives, it embarked in 1989 on a
policy of branch establishment all over the country. Presently, the bank has
close to 100 branches located in almost all the states of the federation.
1.10 DEFINITION OF RELEVANT TERMS
Administration
This is the management techniques that
deal with the management of resources from achievement of goals/objectives.
Appraisal
This is a management technique designed
to evaluate performance of workers relating to a given task.
Efficiency
This refers to the ability to achieve a
maximum desired result using minimum resources.
Input
This is defined as material needed to be
able to operate in an organization which includes materials human efforts and
equipment.
Job
This relates to a given task that must
be performed for the achievements of designed objectives.
Productivity
The rate of efficiency of work; the end
result of this application of efforts.
Performance
This connotes one’s achievement that
need to be attained in the course of performing a given task.
Performance
Appraisal
This is a process of reviewing an
employee’s performance and progress in a job and assessing his/her potentials
for the future promotion.
Workers/Personnel
This means any person who has entered
into or works under a contract with an employer, whether the contract is for
manual labour or clerical work is expressed or implied oral written and whether
is a contract of service or a contract personally to execute any work or labour
or a, contract of apprenticeship.
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