ABSTRACT
The study assessed the effect of performance appraisal on employees’ productivity,using Africa Independent Television (AIT) Abuja, as a case study. Using Taro Yamani formulae, 79 sample size was drawn from the population of 98 employees of the media organisation. The study adopted survey research method to administered 30 structural questions (five-Likert scales) questionnaire to obtain the primary data from the sample.60 representing 76% of sample responded to the questionnaire. The regression statistical tool, with the aids of E-view, was used to analyze the sourced data for the three formulated hypotheses. The study found that management by objective and behavioural anchored rating scale is in practice in AIT Abuja while 360-degree feedback is not in practice. The study also found the management by objective and behavioural anchored rating scale have a significant and positive impact on the productivity of AIT employees.The study, therefore, recommended, among others that organisation should adopt mixed methods in performance appraisal and such appraisal should be done regularly, the performance appraisal system in place should be made known to the employees in the organisation, and performance appraisal outcome should be used in assigning news beat in various news desk in the organisation.
Keywords:Management by Objective, 360-Degree Feedback, Behavioural Anchored Rating Scale, Employees’ Productivity
TABLE OF CONTENTS
Title page…………………..………………………………………………………………….I
Declaration…………………………………………………………………………………….II
Approval page……………………………………………………………..…………………III
Dedication………………………………………………………………………….…………IV
Acknowledgement………………………………………….………………………..…………V
Abstract………………………………………………………………………………………VII
Table of Contents……………………………………………………………………..…….VIII
List of Tables……………………………………………………………………..…………..XI
List of Figures…………………………………………………………………………………XII
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study……………………………………………………………….….1
1.2 Statement of Problem………………………………………………………………….…..4
1.3 Research Gap………………………………………………………………….…………..4
1.4 Research Question……………………………………………………………….……..….5
1.5 Objective of the Study ……………………………………………………….……….……6
1.6Statement of Hypothesis ………………………………………..………………….………6
1.7 Significant of the Study…………………………………………………………….………6
1.8 Justification of the Study…………………………………………………………..………7
1.9 Scope of the Study…………………………………………………………………………7
1.10 Definition of Terms………………………………………………………….……………8
CHAPTER TWO: REVIEW OF RELEVANT LITERATURE
2.1. Conceptual …………………………………………….……..……………………………9
2.1.1 The Concept of Performance Appraisal ……………………..…………………………..9
2.1.2 Management by Objectives (MBO)…………………………………………………………………….14
2.1.3 360 Degree Feedback…………………………………………………………………………………………16
2.1.4 Behaviorally Anchored Rating Scale…..………………………………………………18
2.2 Employee Productivity….………………………………………………….………….…..20
2.3. Theoretical Review………………………………………………………………………………………………22
2.3.1 Cognitive Appraisal Theory……………………………………………………….……22
2.3.2 Vroom’s Expectancy Theory……………………………………..……….……….……23
2.3.3 Social Comparison Theory………………………………………………..….….……..….24
2.4. Theoretical Framework………………………………………………………………………………………..26
2.5 Empirical Review.………………………………………..……………….………………27
CHAPTER THREE: METHODOLOGY
3.1 Research Design…………………………………………………………………………32
3.2 Sources of Data…………………………………………………………….…………….32
3.2.1 Primary Data …………………………………………………………….…………….33
3.2.2 Secondary Data……………………………………………………….….…………….33
3.3 Methods of Data Collection………………………………………………………………32
3.4 Population of the Study………………………………………………………………….34
3.5 Sampling Technique(s)…………………………………………………………….…….36
3.6 Sampling of Size……………………………………………………………………….…36
3.7 Methods of Data Analyses……………………………………………………………….36
3.8 Study Variables and Measurement …………………………………………………….37
3.9 Validity and Reliability of the Research Instruments……………………………………37
3.10 Limitation of methodology………………………………………………………………38
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS OF DATA
4.1 Response Rate……………………………………………………………………………………………………..39
4.2 Data Analysis……………………………………….…………………………….………39
4.2.1 Analysis of Demographic Variables…………………………………………………….40
4.2.2 Analysis of Structural Questions ………………………………………….…………….41
4.2.2.1 Management by Objective………………………………………………………….….41
4.2.2.2 360 Degree feedback…………………………………….…………..…………….….43
4.2.2.3 Behavioural Anchored Rating Scale………………………………………………….45
4.2.2.4 Employees’ Productivity………………………………………….………………….47
4.3 Testing of Hypotheses ……………………………………………………………..…….50
4.3.1 Testing of Hypothesis One……………………………………………….…………….50
4.3.2 Testing of Hypothesis Two…………………………………………………………….51
4.3.3 Testing of Hypothesis Three……………………………………………..…………….53
4.4 Discussion of Findings ………………………………………………………….……….54
4.4.1 Management by Objective and Employees’ Productivity………………..…………….54
4.4.2 360 Degree feedback and Employees’ Productivity………………………..………….55
4.4.3 Behavioural Anchored Rating Scale and Employees’ Productivity…………………….56
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary……………………………………………………….………………………….58
5.2 Conclusion…………………………………………………………………………………………………………..59
5.3 Recommendations…………………………………………………………….………….59
5.4 Suggestions for Further Research………………………………………………………60
References………………………………………………………………………………………………………………..62
Appendix………………………………………………………………………………………………………………….66
List of Tables
Table 3.1: Population of Africa Independent Television (AIT), Abuja……..………………..34
Table 3.2: The sample size ………………………………………………………………..….35
Table 4.0: Response Rate…………………………………………………………………………………………39
Table 4.1: Age ……….…………………………………………………………..………….40
Table 4.2: Gender..…………………………………………………………………………….40
Table 4.3: Academic Qualifications…………………………………………………………..40
Table 4.4: Marital Status ……………………………………………………………….…….41
Table 4.5: Department …….………………………………………………………………….41
Table 4.6: Responses to question 6………………………………………………………..….41
Table 4.7: Responses to question 7………………………………………………………..….42
Table 4.8: Responses to question 8………………………………………………………..….42
Table 4.9: Responses to question 9………………………………………………………..….42
Table 4.10: Responses to question 10……………………………………………………..….43
Table 4.11: Responses to question 11……………………………………………………..….43
Table 4.12: Responses to question 12……………………………………………………..….44
Table 4.13: Responses to question 13……………………………………………………..….44
Table 4.14: Responses to question 14……………………………………………………..….44
Table 4.15: Responses to question 15……………………………………………………..….45
Table 4.16: Responses to question 16……………………………………………………..….45
Table 4.17: Responses to question 17……………………………………………………..….45
Table 4.18: Responses to question 18……………………………………………………..….46
Table 4.19: Responses to question 19……………………………………………………..….46
Table 4.20: Responses to question 20……………………………………………………..….46
Table 4.21: Responses to question 21……………………………………………………..….47
Table 4.22: Responses to question 22……………………………………………………..….47
Table 4.23: Responses to question 23……………………………………………………..….47
Table 4.24: Responses to question 24……………………………………………………..….48
Table 4.25: Responses to question 25……………………………………………………..….48
Table 4.26: Responses to question 26……………………………………………………..….48
Table 4.27: Responses to question 27……………………………………………………..….49
Table 4.28: Responses to question 28……………………………………………………..….49
Table 4.29: Responses to question 29……………………………………………………..….49
Table 4.30: Responses to question 30……………………………………………………..….50
Table 4.31: Regression Result for Management by Objective and Employees’ Productivity.51
Table 4.32: Regression Result for 360 Degree Feedback and Employees’ Productivity…….52
Table 4.33: Regression Result for Behavioral Anchored Rating Scale and Employees’ Productivity…………………………………………………………………………………..53
LIST OF FIGURES
Fig. 2.1: Theoretical Framework…..……………………………………………………………..….…27
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
The primary objective of every business organisation is maximization of profit, and to achieve that is to remain sustainable and competitive. The organisation policy makers and the human resources managersneeds to collaborate more intensely in designing strategies, planning, organizing, directing, and controlling the operations to achieve set targets (Mello, 2015). The Human Resource Management is concerned with the management of an organization’s workforce. They are responsible for the recruitment and retention of competent employeesand alsothe training and development of employees to boost their productivity, efficiency, they are to motivate them for the overall success of the organization (Mohammed & Abdulahi,2019). Targets and goals set by organizations serve as yardsticks for measuring success. HRM practitioners, via the use of performance appraisals, evaluate their employees’ performance since their performances are vital totheir productivity and the entire organizational success (Onyije, 2015).
Desirable performance of employees which an organization needs, however, is dependent on positive job attitudes like job satisfaction and commitment. Thus, negative job attitudes pose a threat to the attainment of organizational goals. Performance appraisals are indispensable for organizations in the light of making their employees cognizant of their performance improvements and growth, their abilities and their potentials as well (Hayford,Boakye &Ovusu, 2016). Performance appraisal system has a substantial impact on other aspects of HR and the strategy of an organization in entirety. It’s the effectiveness of performance appraisals that lays bedrock for ensuring the success in matters relating to employees such as selection, training, and employee motivation practices (Mollel-Eliphaz, Mulongo& Razia, 2017).
Performance appraisal has to do with staff performances and results objectively against previously agreed standards and targets. It is based on guidelines given to the employees by the management of what is expected of them in terms of organization’s objectives(Sheahan, 2017).Goals should be set for the employees and appraisal be based on these goals. These opportunities should include economics, social and cultural settings of the environment. The supervisor must let his subordinates know what is expected of them, what constitutes good performance and unsatisfactory performance (Onyije, 2015).
The importance of performance appraisal is to identify area(s) where corrective measures should be adopted and guide management to understanding its staff strength and weakness. This understanding should be used to build on the strength and determination of the employees which helps to determine the type of development needed for effective productivity (Jamil, 2012).
Employees should be made to know their strength and weakness to enable them improve where they are found wanting (Khawaja & Nadeem, 2013).Actual appraisal should not just reflect the staff punctuality and attendance to the job and problems but also communication of these findings to the employees for the purpose of improvement. This approach assists the management on job placement and training.
Performance appraisalof employees gives management a guide for salary reviews, which they may also use to judge future job assignment, compensation and in the selection of candidate for promotions. Promotion may not be the best reward for outstanding performance but actually it is a way of acknowledging personal contribution towards the achievement of organizational productivity and goals.According to Ong and Yip (2012) the best reward for outstanding performance applied to countries varies due to informal factors such as cultural differences and preference of the employee.
However, it should not be misconstrued (misinterpreted) that performance appraisal has to do with appraisal of subordinate or junior employees only (Liza, 2012). It also involves the appraisal of the performance of managers themselves to see how well they have performed their roles as managers. Managerial appraisal is referred to as the key to the management development and productivity, because if a manager’s strength and weakness are not known, it would only be accidental that development efforts would be aimed in the right direction. If a business or an organization is to reach its goals effectively and efficiently – ways of accurately measuring management performance must be found and implemented (Denisi&Murphy, 2017). Managerial appraisal should measure performance of a manager in meeting goals for which the manager is responsible.
No organization would want a manager who will not carry out his/her managerial role properly, most especially when he could not turn in good record of profit making, marketing, controlling and whatever the order of responsibility might be. This means that they should be appraised on the basis of how well they understand and undertake the managerial functions of planning, organizing, staffing, leading and controlling.
