Table of Contents
Cover i
Title Page ii
Dedication iii
Certification iv
Acknowledgements v
Abstract ix
Appendices x
List of Tables xii
List of Figures xiii
Chapter One
Introduction
- Background of the Study 1
- Statement of the Problem 3
- Objectives of the Study 5
- Research Questions 5
- Research Hypotheses 6
- Significance of the Study 6
- Scope of the Study 8
- Limitations of Study 8
- Operational Definition of Terms 9
Chapter Two
Literature Review
2.1 Introduction 14
2.2 The Concept of Performance Appraisal 14
2.2.2 Productivity Management and Measurement 16
2.3 Objectives of Performance Appraisal 19
2.4 Steps in Performance Appraisal 20
2.5 Methods of Performance Appraisal 23
2.5.1 Instruments of Performance Appraisal 25
2.6 Errors in Performance Appraisal 26
2.6.1 Overcoming Errors in Performance Appraisal 27
2.7 Legal Aspect of Performance Appraisal 28
2.8 Theoretical Framework 28
2.9 Summary of the Chapter 29
Chapter Three
Research Methodology
3.1 Introduction 31
3.2 Research Design 31
3.3 Population of Study 33
3.4 Sample Size and Sampling Techniques 33
3.5 Data Collection Instrument 34
3.6 Validity of Data Collection Instruments 38
3.7 Reliability of Data Collection Instruments 38
3.8 Data Analysis 39
Chapter Four
Data Presentation, Analysis and Interpretation
4.1 Introduction 43
4.2 Respondents Characteristics and Classification 43
4.3 Presentation & Analysis of Data According to Research Questions 47
4.4 Presentation & Analysis of Data According to Test of Hypotheses 57
4.5 Discussion of Findings 62
Chapter Five
Summary, Conclusion and Recommendations
5.1 Introduction 66
5.2 Summary of Findings 66
5.3 Conclusion 67
5.4 Recommendations 68
References 70
Appendix I: Specimen of Letter of identification and Questionnaire 74
List of Tables
Table 1: Sex Distribution of Respondents 44
Table 2: Age Distribution of Respondents 44
Table 3: Marital Status of Respondents 45
Table 4: Respondents Length of Service 45
Table 5: Official Status of Respondents 46
Table 6: Educational Qualification of Respondents 46
Table 7: Grade Levels of Respondents 47
Table 8: Opinion on level of CBN Performance 48
Table 9: Views on Utilization of Performance Appraisal System 48
Table 10: Opinion on Conduct of Performance Appraisal 49
Table 11: Opinion of Result Oriented Appraisal 49
Table 12: Opinion on Performance rating Efficiency 50
Table 13: Relationship between Appraisal and Productivity 50
Table 14: Productivity dependent on Effective Appraisal 51
Table 15: Opinion on Training and Development 51
Table 16: Correlation between Appraisal and Attitude 52
Table 17: Views on Internal Environment 52
Table 18: Views on In-Service Training 53
Table 19: Opinion on Factors Impeding Effective Appraisal 53
Table 20: Opinion on Incentives for Hard work 54
Table 21: Views on Labour-Management Relations 54
Table 22: Opinion on Productivity and Employee Satisfaction 54
Table 23: Opinion on Superiors Communication 55
Table 24: Views on Awareness of Skill gaps 55
Table 25: Opinion on Individual and Corporate Objectives 56
Table 26: Opinion on Increased Motivation 56
List of Figures
Table I: Observed and Expected Frequency for Hypothesis One 58
Table II: Observed and Expected Frequency for Hypothesis Two 59
Table III: Observed and Expected Frequency for Hypothesis Three 61
CHAPTER ONE
INTRODUCTION
1.1 Background of Study
In every business organization, the performance of the employees is important in achieving organizational goals. The success of every business organization can therefore be attributed to performance appraisal. Performance appraisal is one of the basic tools that make workers to be very effective and active at work. A critical look out on this may bring about the need for motivation, allowances, development, training and good human relationship in an organization.
The output of every organization depends on how well and how much the performance of the employee is appraised and evaluated. Productivity can therefore be defined as “quality or volume of the major product or services that an organization provides”. In short, productivity is what comes out of production. Managers of every business organization are charged with the responsibility to motivate their employees to achieve organizational goals. The efficiency and effectiveness of any work place whether the private or the public sector, largely depend on the caliber of the workforce. The availability of competent and effective labour force does not just happen by chance or accident but through an articulated recruitment exercise (Peretomode and Peretomode, 2001) and performance appraisal.
The whole essence of the management activities of an organization culminates into 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 toward the achievement of organizational objectives. It goes without saying that an effective performance appraisal system can lead an organization to take strides towards success and growth by leaps and bounds. 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 Nigerian economy has been plunged into a state of economic decline since the early 1980’s, following the introduction of Structural Adjustment Programme (SAP), by Babangida’s Administration. Since then, productivity improvement has become a major challenge facing all work and business organizations and the Nigerian economy as whole. It has therefore become imperative for government and all stakeholders to evolve adequate measures that would improve productivity in Nigeria. It is on account of this, that most, if not all of the past leaders, have tried in one way or the other to carry out at least one reform measure in the public sector in order to enhance employee performance and productivity.
The nonchalant attitudes of public sector workers towards their duties and responsibilities have become a matter of great concern to the government at all levels and other well meaning Nigerians. There has been a persistent public outcry in the mass media indicting public sector employees for their negative attitude to work which has lead to low productivity and declining revenue.
Igbokwe-Ibeto (2011) observed that “people do not take their work seriously in many instances because people do not like what they are doing”. This nonchalant attitude to work is independent of geo-political zones, rural-urban residence, religious affiliation, sex or age. This opinion if properly examined suggest that in many cases, they see themselves as birds of passage, such notion and feeling is even worsened by the fact that performance appraisal and productivity management is not taken serious in most organizations.
A segment of Nigerian scholars such as, Okoro (2003), Oko (2004) and Arhuidese (2006)well tutored in Nigerian history have traced the genesis of the negative attitude to work prevalent among Nigerian to the event of colonial era. They argued that during the struggle and fight against colonialism, many nationalist using various approaches and strategies tended to give the impression that government as an institution and its agencies should be impoverished and vandalized. The public sector for example, was seen as a “white man’s job” and anything done to frustrate its operations is well intended. The notion, they argued have spread into all spheres of work in the present day Nigeria.
Some Nigerian scholars such as, , Mustafa (2006), Nwachukwu (2008) and Fatile (2010), emphasized the issue of poor performance appraisal and motivation at work as the some of the causes of this national slide. They argued that poor performance and low productivity is a direct consequence of inadequate motivation and performance appraisal. In line with this proposition, Enyinta, (2001) noted that, “there is general apathy on the side of the employers of labour to reward a worker who is conscientious and dedicated to his duties”. Workers more often than not go on strike resulting to loss of man-hours before they get their due rights.
Afam (2003) contributing to the above subject matter, believes that the Nigerian worker has become a pawn in the hands of exploitative capitalist. He went further to observe that workers are subjected to all kinds of ill treatments like reduction in ranks, removal of fringe benefits, pay cuts, late payment of salaries and wages and the prevalent retrenchment with or without benefits. He concluded by saying that a situation where a worker is not adequately rewarded for the cake he has painstakingly toiled to bake, is disheartening and left much to be desired, as it amounts to killing the goose that lays the golden egg.
1.2 Statement of the Problem
