38-54 Relationship Between Performance Appraisal and Employee Performance at The University of Education
38-54 Relationship Between Performance Appraisal and Employee Performance at The University of Education
38-54 Relationship Between Performance Appraisal and Employee Performance at The University of Education
Francis Andoh-Mensah
([email protected])
Chief Library Assistant, University of Education Winneba
Introduction
Performance appraisal has become a strategic tool for improving organizational
effectiveness. Performance appraisal is often used interchangeably with performance
assessment, evaluations, and performance review or employee appraisal. The significant
role of performance appraisal in any establishment or organization has become
indispensable to organizational success. Thus, the successes of organizations are
dependent on how well the performance of every employee is effectively appraised and
managed (Caruth & Humphreys, 2008). Performance appraisal is an important aspect of
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career development. This entails a regular review of the performance of employees in an
organization with a feedback function or mechanism to the employees. Performance
appraisal, as a broad concept, covers quite a number of activities regarding the review of
employees and improving their capability, skill, abilities through training and adequate
rewards (Grote, 2002). Managers can only satisfy employees on a job if they give
employees what they deserve for their performance without making an attempt to
exploit employees and pay them lower than expected.
Employees perform well when they are productive, with productivity connoting both
concern for effectiveness and efficiency. Effectiveness on the other hand refers to being
goal oriented. There is need to stress on the efficiency in productivity which is born out
of the fact that what the latter does is silent on the cost incurred in attaining the goal.
Efficiency evaluates the ratio of inputs consumed to outputs achieved, the greater the
output for a given input, the greater the efficiency (Askenazy, 2001). In addition to
productivity as measured in terms of effectiveness and efficiency, performance again
includes personnel data such as measures of accidents, turnover, absences, and
tardiness. This means that a good employee is one who does not only performs well in
terms of productivity but also minimizes problems for the organisation by reporting to
duty on time, not missing days, and minimizes the number of work-related accidents.
Debrah (2004) has noted that in most Ghanaian organisations, performance appraisals
are based on supervisory ratings and are used primarily for such personnel decisions
such as promotions and transfers. In his view, the absence of a systematic planning
makes it difficult to set performance goals and consequently performance criteria also
gets vaguely defined. This shows that ineffective appraisal systems can be very
expensive. Though the actual costs may be difficult to estimate, some of the costs are low
morale among staff, high turnovers, low productivity, and de-motivation. When
performed correctly, performance appraisals are a valuable management tool in
developing employee skills (Martey, 2006).
Even though performance appraisal is a widely researched area, not much work has
been done to investigate the phenomenon in academic libraries in Ghana. This study,
therefore, was intended to investigate the relationship between performance appraisal
and employee performance in academic libraries with specific reference to UEW
libraries. Performance appraisal is always done at UEW libraries, but there is still some
work to be done in improving the system and making it more effective, successful and
rewarding. There are a few elements of the current system that are limiting the
effectiveness of the appraisal process, also some of the vital elements that are needed in
an effective performance appraisal process is missing. It is against the foregoing that this
research was initiated with the aim of exploring the appraisal system at the UEW library
to ascertain its effectiveness and also to determine the relationship between the existing
appraisal system and staff performance.
ii. investigate how staff performance appraisal practices influence staff performance at
UEW library.
iii. helping managers to assess subordinates’ effectiveness and take actions related to
hiring, promotions, demotions, training, compensation, job design, transfers, and
terminations.
These perspectives exposed by Wayne (2013) and Shelley (2015) collectively establish
performance appraisal as a clear and concise, regular and unbiased system of rating an
employee’s performance in her current position, which can also be used to determine
how far the employee can go in career development. The benchmarks of such an
appraisal, according to Khan (2007), are usually the job description in tandem with
stated company objectives, and often includes rewards and incentives. An organization
engages a person for the purpose of employing his skills to achieve certain goals and
objectives. Ever so often, employers need to take stock and determine the value of each
employee, his/her potential, and what his/her future in the company is likely to be. In
the researcher’s opinion this is accomplished through the practice of performance
appraisal.
Methodology
This study used the analytical approach which sought to explain how performance
appraisal at UEW libraries leads to improved staff performance. The mixed concurrent
method of data collection was used in order to validate the quantitative data with the
qualitative data and to transform the data for comparison (Creswell & Plano Clark,
2007). In this cases the same individuals provided both qualitative and quantitative data
so that the data can be more easily compared.
The UEW Library System consists of the Osagyefo Library (South Campus) and North
Campus Library at Winneba Campus, College of Technology Education (COLTEK)
library at Kumasi campus, College of Agriculture Education, Nana Afia Serwah Kobi
Ampem II (NASKA II) Library at Mampong campus, Ajumako Campus Library,
SACOST, and IEDE Libraries in Winneba. The library has professionally trained
librarians and library assistants who see to the day to day activities of the library. Each
campus library is headed by a qualified librarian with at least a Master’s Degree in
Library Studies and assisted by professionally trained library assistants who have either
Bachelor Degrees in Information Studies or Diplomas in Librarianship, and other
supporting staff with SSCE or other certificate.
The population was made up of all library staff within the four campuses of UEW
library system giving a population of 86 library staff. This population was chosen for the
research because of the assurance of obtaining the relevant information regarding
performance appraisal and the performance of UEW library staff for the study. The
census sampling technique was used to select all the 86 library staff drawn from the four
For the qualitative aspect, one supervisor and two library assistants from each of the
campuses were selected from the sample with convenience and purposive sampling
methods respectively. In all 12 respondents were selected for the interview. Two
instruments were used to collect data for the study. These are questionnaire and
interview guides. These instruments were used to provide two data sets that
complemented each other. The questionnaire used in this study comprised of both open–
ended and close ended items. The open–ended items allowed free responses from
respondents and the close- ended items sought to limit responses and to ensure
uniformity in responses. The questionnaire also comprised close response questions in
the form of a 3 point Likert scale where respondents were required to choose from
options such as ‘Agree’, ‘Undecided’, and ‘Disagree’. Each option was assigned a
numerical value, 3, 2 and 1 respectively. In all 86 questionnaires were administered and
80 were retrieved, giving a response rate of 93%. In addition, an interview guide was
used for interviewing heads of department in the library and some library staff who
were not in any leadership position to get a balance view for the study. The appraisal
scores of respondent and result from the questionnaires were analysed descriptively.
This technique basically used words, numbers, graphs or charts to show existing pattern
or relationship. Inferential statistics such as correlation was also used to determine the
relationship between performance appraisal and staff performance. The data from the
interview was analysed into themes.
The data presented in this section sought to provide answers to research question one
which states, ‘what is the nature of performance appraisal practices in UEW libraries?’ The
rationale behind this research question was to find out the nature of staff performance
appraisal (PA) practices adopted by the UEW libraries. The views of the respondents in
reference to this research question are presented in Table 1
Annually 78 97.5
Biannually 0 0.0
Total 80 100
Results from Table 1 show that 78 (97.5%) of the respondents indicated that performance
appraisals are done annually, while 2 (2.5%) indicated that it is done within intervals of
less than a year. None indicated either biannually or quarterly. This means that the UEW
libraries conduct performance appraisal for their staff annually. This finding is
supported by the responses from the interviews conducted, when all the respondents
indicated that appraisal is done annually. Resker (2012) is of the view that if the
performance appraisal is done just once per year it is likely that the reviewer will
remember only the most recent information unless stellar performance records were
maintained. There should be a full record of the employee’s activities for an effective
performance appraisal.
Research Question 2: Who are responsible for appraising performance of UEW Library staff?
Results in Table 2 show that 76 (95%) of the respondents indicated that their immediate
superiors are responsible for the conduct of the appraisal process, 2 (2.5%) indicated
subordinates, while 2 (2.5%) said they do that themselves. It can thus be inferred that
majority of the respondents were appraised by their superiors. This finding confirms the
responses from the interview schedule when respondents #3 said that
“The University Librarian in collaboration with the Heads of Section are responsible for
conducting the appraisal.”
Another respondent also indicated that, “the appraisal forms are given to staff to fill and the later
Research Question 3: What appraisal methods are used to appraise performance of UEW
Library staff?
Self-appraisal 16 20%
Total 80 100
Table 3 illustrates the responses of the respondents on the methods that libraries in UEW
use to appraise them. Eighteen (18) junior staff were of the view that appraisal is done
via essay method whereas 2 senior staff claimed it was done through that method.
Graphic rating scale saw 12 junior staff selecting it as a method of appraisal while 2
senior staff selected that method. For ranking method as a means of appraisal, 18 senior
staff selected that method whereas 12 junior staff also selected that method. Self
appraisal saw 12 senior staff selecting the method as a means of appraisal while 4 junior
selected it. This means that UEW libraries use different methods of appraisal for the
various categories of staff they have. Dressler (2012) is of the view that different
appraisal methods have their strengths and weaknesses and depending on the
organizational context, the choice and use of one particular method may be appropriate
than the other.
HR professionals 2 5%
Total 80 100
Table 4 shows that 42 (52.5%) of the respondents indicated that the appraiser and the
appraisee sets goals together during performance appraisal meetings, 18 (22.5%)
indicated unit heads, 16 (20%) said the university librarian does that, while 2 (5%)
indicated that the human resource (HR) professionals does that. The data reveal that
performance appraisal goals are usually set by both the appraiser and appraisee during
PA meetings. Effective performance appraisals include a high level of employee
participation. Meenakshi (2012) has stated that performance management systems are
effective when they are based on goals that are jointly set and are driven by an
organisation’s business strategy. Rankin and Kleiner (1988) have agreed that effective
performance appraisals include elements of the supervisor and employee working
together to identify goals. To ensure that employees have a connection with the
procedure and feel involved in the appraisal is vital for the effectiveness of the process.
The data in Table 5 show that 68 (85%) of the respondents sampled for the study selected
review performance as what performance appraisal strive to achieve, 56 (70%) said, to
determine upgrading and promotion, 52 (65%) said to determine training and
development needs, 48 (60%) said to set targets for future performance, 8 (10%)
indicated payment and rewards, while 4 (5%) said to provide basis for disciplinary
actions. Of the numerous reasons regarding when performance appraisal can be used,
Research Question 5? What is the influence of staff performance appraisal on staff performance
at UEW libraries
The intent of this research question was to find out the influence of staff performance
appraisal on staff performance in the UEW libraries. The responses from the respondents
sampled for the survey are shown in Table 6.
f % F % f %
Table 6 shows that 77 (96.25%) of the respondents agreed that performance appraisal
enhances performance by improving employees’ areas of deficiencies, while the
remaining 3 (3.75%) disagreed. Concerning performance appraisal providing the
opportunity to set targets for future performance, 72 (90%) of the respondents agreed, 4
(5%) were undecided, while 4 (5%) disagreed. This result is supported by the response
from the interviews as one of the respondents said:
Another respondent also said this; “If it is motivation they work harder otherwise they may
approach their work lackadaisically” (Interview data, Respondent #5).
One library staff said this; “Some library staff are really motivated by the remarks and
comments given them by their sectional heads to work harder” (Interview data, respondent #
3).
This means that positive feedback motivates employees to put up their best at the
workplace. According to Kurt (2004) using several different techniques enables
managers to measure both behaviour and results and to set goals for employees to
improve their performance and to increase their motivation.
Hypothesis
There is no statistically significant relationship between performance appraisal and staff
Performance at UEW Library
The result of the hypothesis in presented in Table 7. Data under this section sought to
test hypothesis which was formulated to guide the study. Thus, “There is no statistically
significant relationship between performance appraisal and staff performance at UEW
libraries.
N 80 80
N 80 80
Conclusions
In conclusion, the study has shown that performance appraisal in UEW libraries is done
annually. Further, staff at UEW libraries are appraised by their superiors who use
Recommendations
Based on the outcome of the study, it is recommended that heads of sections (appraisers)
in UEW libraries should ensure that performance appraisal process is extracted from an
up-to-date job description, well defined goals and reasons for the appraisal process.
Performance of every employee in an organization contributes to higher productivity
and growth. It is therefore important that Management of UEW libraries should improve
upon all the necessary structures to make the appraisal process a success. Also, the
University Librarian should encourage supervisors to make special efforts to help poor
performers improve upon their performance. Also, rewards should be given to staff
whose performance meets the desired performance standards to motivate them do more.
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