APPRAISAL OF PERFORMANCE APPRAISAL TECHNIQUES ON EMPLOYEE MOTIVATION
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APPRAISAL OF PERFORMANCE APPRAISAL TECHNIQUES ON EMPLOYEE MOTIVATION
BACKGROUND OF THE STUDY
PA can boost motivation and performance, but when utilised incorrectly, it can be disastrous (Fisher et al, 2003). To be effective, PA must be based on the performance criteria that have been established for the position. Riggio (2003) defines performance criteria as the means by which successful or failed work performance is determined.
They are one of the outcomes of a thorough work analysis. Performance criteria define the specific characteristics of a job and facilitate the development of methods for assessing degrees of successful or unsuccessful job performance. As a result, an assessment system that is not based on this critical criterion cannot be considered suitable or fair,
especially to the individual whose work is being reviewed. Indeed, one of the main claims of those who reject performance appraisal is that, most of the time, the incorrect items are graded and the wrong methodologies are used (Deming, 1986; Gilliland and Langdon, 1998).
There are times when only a few job parts are examined or given preference or greater scores than others in which the employee was equally involved during the assessment period. This necessitates
The appraisal system’s fairness and ability to generate the desired results are called into question. Mickerney (1995) emphasised the complexities of PA by identifying it as a challenging and complex activity that is frequently underutilised by many organisations. As a result, it achieves the exact opposite impact that was intended (Coleman, 1995).
1.2 STATEMENT OF THE PROBLEM
Because of the general state of poverty in Nigeria today, economic compensation is a very key reason why people go out to work, making money a critical motivator (Muo, 2007).Because of this,
Nigerian workers must pay close attention to human resource (HR) practises, which have a direct impact on their financial incentives and social position. Performance appraisal (PA), which is the centre of this study, is one of these HR activities.
Promotion and the associated increase in financial advantages, as well as better professional and social standing, are key outcomes of PA (Tessema and Soeters, 2006; Shahzad, Bashir, and Ramay, 2008). The outcomes of performance appraisals have a high motivational influence and are a major driver of employee performance.
It should be emphasised that a successful performance appraisal system considers all aspects of an employee’s job performance rather than focusing on a few.
PA can boost motivation and performance when utilised correctly, but when used incorrectly, it can be disastrous (Fisher et al, 2003). For PA to be effective, it must be founded on the performance standards that have been established for the position,
which is sometimes disregarded. Riggio (2003) defines performance criteria as the means by which successful or failed work performance is determined. They are one of the outcomes of a thorough work analysis.
Performance criteria define the specific characteristics of a job and facilitate the development of methods for assessing degrees of successful or unsuccessful job performance. As a result, an assessment system that is not based on this critical criterion cannot be considered suitable or fair, especially to the individual whose work is being reviewed.
Indeed, one of the main claims of those who reject performance appraisal is that, most of the time, the incorrect items are graded and the wrong methodologies are used (Deming, 1986; Gilliland and Langdon, 1998)
As a result, the difficulty confronting this study is determining the impact of performance appraisal approaches on employee motivation.
1.3 RESEARCH QUESTIONS
What is the nature of the performance evaluation technique?
1 What exactly is the nature of employee motivation?
2 How does the performance appraisal technique affect employee motivation?
3 What is the nature of the performance appraisal technique on employee motivation in Akwaibom State Civil Service?
1.4 OBJECTIVES OF THE STUDY
1 Determine the nature of performance evaluation methodologies
2 To ascertain the nature of employee motivation
3 To ascertain the impact of performance appraisal techniques on employee motivation.
4 To assess the impact of performance appraisal techniques on employee motivation in the Akwaibom State Civil Service.
1.5 SIGNIFICANCE OF THE STUDY
The research will give a conceptual and analytical evaluation of performance appraisal techniques and their impact on employee motivation.
It will be a valuable resource for managers and human resource experts.
1.6 HYPOTHESIS STATEMENT
1 Ho Performance appraisal is unimportant in Akwaibom state civil service.
Hi, performance evaluation is important in Akwaibom state public service.
2 HoEmployee motivation is poor in the Akwaibom state civil service.
Hello, employee motivation is high in the Akwaibom State Civil Service.
3 Ho Employee motivation and the performance appraisal technique
Civil service is scarce in Akwaibom State.
Hi Employee motivation and the performance appraisal technique
Civil service is highly valued in Akwaibom State.
1.7 HYPOTHESIS
The research focuses on the evaluation of performance appraisal techniques.
Employee motivation, using an example from the Akwaibom State Civil Service.
1.8 Definitions of terminology
APPRAISAL OF PERFORMANCE
Performance appraisal (PA) is a component of the performance management process that evaluates an employee’s contribution to the organisation over a defined time period. According to Mullins (2002), the basic goal of PA is to improve the performance of the individual employee, which leads to an improvement in the overall performance of the organisation.
PA is one of the tools that may be used to efficiently manage performance because it gives data that feeds into other aspects of the performance management process. According to Mathis and Jackson (2008), a PA system is frequently the link between higher pay and benefits received by employees and their job performance.
Motivation
Motivation, according to Armstrong (2012), is the force that energises, directs, and sustains conduct. It is concerned with the strength and direction of behaviour, as well as the elements that influence people’s behaviour. Motivation, according to Mathis and Jackson (2008), is the desire within a person that leads that person to act in order to achieve a goal.
Robbin (2000) defined motivation in the workplace as the readiness to apply high amounts of effort towards organisational goals, conditioned by the effort and ability to meet some individual need. Work motivation, according to Roy (2001), is the process of energising employees to work goals through a specified path.
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