ABSTRACT
Personal department is one of the challenging forces
in our organization today. The function of the department include employment of
staff, wages and salaries administration, health and safety of staff, staff
appraisal and other personal functions.
We are emphasizing on staff appraisal and about the
strong effect it has on a personnel performance.
Staff appraisal is the undiluted procedure whereby
every organization takes stock of its human resource with regards to its present performance; the likes and dislikes
of each individual, his or her strengths and failures.
Staff appraisal has its objectives that has to be
achieved, its limitations that can affect the study, scope of the study and
relevance of the study, which will be discussed in the topic.
This study makes personnel department an inevitable
department in an organization because it sees to the welfare of the employees
by ensuring that they are fairly and equitably compensated, which include
employee classification, rate determination and also by correcting the attitude
of subordinates who have violated rules and regulations.
It also sees to the welfare of the organization by
ensuring that competent personnel fill all positions in order to maintain a
stable labour force and good performance.
TABLE OF CONTENT
Title page ………………………………………………………… i
Certification……………………………………………………… ii
Dedication ………………………………………………………. iii
Acknowledgement……………………………………………… iv
Abstract ………………………………………………………….. v
Table of content ………………………………………………… vi
Chapter One
1.0 Introduction
……………………………………………….. 1
1.1 Background of the study ………………………………. 3
1.2 Objective of the study ……………………………………. 5
1.3 Importance of the study………………………………… 6
1.4 Statement of problem …………………………………… 7
1.5 Scope of the study……………………………………….. 9
1.6 Limitation of study ………………………………………. 10
1.7 Research question ……………………………………….. 10
1.8 Definition of terms ………………………………………… 11
Chapter Two
2.0 Introduction
……………………………………………… 13
2.1 Objective of the study………………………………….. 14
2.2 The performance appraisal process ……………….. 15
2.3 Responsibility of the study …………………………… 17
2.4 Importance of the study ………………………………. 18
2.5 Procedures for implementing staff performance
Appraisal…………………………………………………… 18
2.6 Method of staff appraisal………………………………. 19
2.7 Laying foundation effective performance appraisal… 22
2.8 Types of appraisal …………………………………………. 23
2.8.1Development and evaluation appraisal chart …….. 25
2.8.2Criticism of performance appraisal method …………. 26
2.9 Performance appraisal interview ……………………… 29
Chapter Three
3.0 Summary …………………………………………………… 32
3.1 Recommendation ………………………………………… 33
3.2 Conclusion ………………………………………………… 35
References………………………………………………………. 36
CHAPTER ONE
1.0 INTRODUCTION
An organization with a good regulation in business
and holds customer’s satisfaction at heart must have department in order to
ensure progressiveness and continuity of the business.
There are various types of department in an
organization but we are emphasizing on personal department. The department is
charged with the management of people for the success of any organization. The
department has evolved over the years due to the realizations that the people
employed in an organization are collectively a resource that should be utilized
to its full extent.
One of the function of a personnel department is
appraising staff which is also known as staff performance appraisal, staff
evaluation, merit rating etc.
The moment an employee is hired into an organization
either as a secretary or C.E.O. of the organization, some one begins a
performance appraisal.
In today’s ever competitive economy characterized by
risk taking, organization must survive and the key to such survival is a
revitalized human resource. Employees who do have what it takes; Skills,
talents, capabilities, experience, qualification and genuine work culture and
who are problem solvers are not readily available. It is necessary that
organization nurture, nourish and develop its staff through performance
appraisal.
Performance appraisal is designed to meet the needs
of the organization by providing systematic judgments to back up salary
increases, transfer, demotions or terminations and to meet the needs of the
individual by telling him or her how they are doing and suggesting needed
changes in his or her behaviour, attitudes, skills and creativity.
1.1 BACKGROUND OF THE STUDY
A sound staff’s performance appraisal must be the
major goal of every organization. In doing so, the head of department (H.O.D)
or personnel department must be in consultation with the other departmental
heads in order to prepare recommendations and suggestions on a wider view on
performance appraisal.
In recent years, performance appraisal has been
attracting significance attention in the world of management. Emphasis is no
longer on personality traits and abilities but more on present performance,
future potentials and goals.
Killen (1977) defined performance appraisal as a
planned evaluation of an employee’s job performance and also the term used for
a variety of techniques by which superiors, peers, subordinates and the
individual i.e. employees themselves rate, rank or describe their work
effectiveness.
According to Richard A. Enion, appraisal of the
subordinate’s job performance is written by the Supervisor and the superior
submits the written appraisal to a committee which reviews and approves, this must
not be forgotten when implementing performance appraisal.
Stalz (1966) writes that the process of performance
appraisal follows a set of pattern like a man’s performance is periodically
appraised by his superior.
Willima F. Laide indicated that personnel manager is
responsible for designing and overseeing the appraisal programme. The person
who conducts the appraisal varies from company to company.
However, direct
participation by the line manager in the operation of the programme is
necessary for successive progressiveness and expansion of the business.
In most companies, the primary responsibility for
the performance appraisal falls on the immediate superior or supervisor. The
best approach is to combine the appraisal from several sources, the time period
is either annually or semi – annually.
1.2 OBJECTIVES OF THE STUDY
1. To help improve communication line between the
superior and their subordinates in work environment.
2. To acknowledge high performance and motivate high
performance.
3. To be able to tell the employees how well they are
performing. A good appraisal system provides employees with the desired
feedback and helps to guide their general environment, growth and improvement.
4. To provide the employer with the data that could be
used for staff deployment to serve in greater capacity.
5. To present an excellent opportunity for both
parties, the employee’s supervisor and the employee themselves, to express
their opinions on job performance.
6. To point out employee’s specific needs for
additional educational, training and development which will lead to their
improved performance and of the overall organizational performance.
7. To guide management or organizations to take major
decision on transfer, promotion, career planning and termination.
8. Performance appraisal helps to remove or adjust the
waywardness of an individual in the organization.
1.3 IMPORTANCE OF THE STUDY
1.
It brings
uniformity in evaluation process so that employees with the capabilities could
secure the same rating.
2.
It creates an
opportunity for self – appraisal and renewal.
3.
Record keeping
about ratings will enable management and individual argue their cases of any
double talk or sharp practices on the part of the organization.
4.
Information
provision for controlling and carrying out important manpower planning
sub-systems like training promotion, selection, transfers, lay-off etc. This
aspect could help in tackling problems emanating from instant decisions or
judgment if advance information is available as a result of performance
appraisal outcome.
5.
It helps
management or supervisors in taking decisions regarding his or her
subordinates.
6.
the waywardness
of an individual in the oragnisation could be contained or removed by helping
him or her through performance appraisal to adjust or shoved out.
1.4 STATEMENT OF PROBLEM
1.
There is a
serious misconception that managers and other participant charged with the
conduct of performance appraisal have already mastered the skills required in
the process. This can be misleading as many evaluators have been found to lack
skills, training and ability to handle performance appraisal procedures and
techniques effectively.
2.
Many of the performance appraisal methods lack
objectivity. To emphasize objectivity, employee appraisal must reflect job
related factors more than personal characteristics.
3.
Many evaluators
could possibly have biased feelings against certain employees about anything
while some evaluators may also display partiality towards a member of certain
tribe, ethnic group, religion and sex.
4.
Evaluators
deliberately rate employees near the average, or middle of the scale, for fear
of sticking their necks out or to avoid controversy criticism over their
action.
5.
Many managers
have been accused of “high handedness” with their employees. In this case, the
rating supervisor virtually take undue advantage of the appraisal to victimize
their “perceived enemies”. The prejudicial approach to appraisal usually
arouses hostility, tension, suspicion and loss of faith in the appraisal.
6.
The performance
appraisal system is a control device designed to measure employee’s achievement
based on the standard and goals set agreed upon between the employer and the
employee.
However, experiences have shown that in many
organizations, employees have not been provided with the necessary wherewithal,
the enabling resources in terms of materials, tools, equipment, money, labour
they require for effective performance appraisal
1.5 SCOPE OF THE STUDY
Of the numerous statement offered about staff
appraisal, it is seen and discovered that they aim at improving workers talent,
skills, capabilities and creativity in order for the smooth running of the
organization. The more attention a manager or supervisor pays to counseling his
subordinates the more time he is likely to gain in the long run as a result of
the improved capabilities of his subordinates.
The employee themselves realize the importance of
performance. Appraisal because of the improvement of their capabilities and
where they stand i.e they will know whether they will be demoted, promoted or
transferred because the appraisal makes them aware of their performance in the
organization. It is obtained that performance appraisal is incomplete unless
the appraisee is aware of what is going on.
Staff appraisal is typically seen as the process of
monitoring an employees work, behaviour, attitudes and making sure of the
result which brings about the success of the organization.
Monitoring an employee involves focusing on the
entire performance i.e task and behaviour during his or her stay in the
organization and counseling the employee, the counseling needs to be immediate
and continuous because of the good effect it has on employees.
1.6 LIMITATION OF THE STUDY
Time constraint: This research write up was done
under limited time and together with demanding academic work.
1.7 RESEARCH QUESTIONS
1.
What do
employees feel about staff appraisal?
2.
What do managers
feel about performance appraisal?
3.
Are rewards
misplaced in performance appraisal?
4.
Are the
objectives of the appraisal system very clear to all employees?
5.
Does performance
appraisal provides an opportunity for a discussion between the appraiser and
appraisee on the expectations, achievement, failures, constraints and
improvements required?
6.
Does performance
appraisal system provides an opportunity for a discussion i.e open
communication between each appraisee – appraiser pair through performance
review discussion?
7.
Is performance
appraisal used for other development activities like job- rotation and job
enrichment.
8.
Is management
serious with performance appraisal.
1.8 DEFINITION OF TERMS
(i)
Organisation: This is the process of arranging an organized group
of people with a shared purpose.
(ii)
Staff appraisal/
performance appraisal: This is the
undiluted procedure whereby every organization takes stock of its human
resource with regards to the present performance; the likes and dislikes of
each individual, his or her strengths and failures.
(iii)
Personnel
department: This is the department charged with the
management of people for the success of any organization.
(iv)
Personnel
manager: Is someone who has control over others in
order to get work done.
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