IMPACT OF PERFORMANCE APPRAISAL ON THE ORGANIZATION EFFICIENCY
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IMPACT OF PERFORMANCE APPRAISAL ON THE ORGANIZATION EFFICIENCY
Chapter one
INTRODUCTION
1.1 Background of the Study.
The institutionalisation of performance appraisal dates back to the industrial revolution, when it was employed to measure organisational efficiency.
When (1994) stated that performance began when Robert Owen employed modern coloured blocks to monitor the achievement of cotton workers as a disciplinary mechanism for punishing performance (Kennedy and Dresser, 2001). This resulted in a negative marking of the evaluation method, which was validated by Robert and Pregitzer (2007).
“Performance appraisal is a yearly rite of passage in organisations that triggers dread and apprehension in the most experience bauble hardened manager” . The preceding comment summarises how much the evaluation dislikes the appraisal procedure.
Following that, organisations attempted to develop the approaches by integrating it to other administrative methods such as reward, promotion, training, and so on, believing that employee achievement should be evaluated and managed rather than simply measured (Kennedy and Dresser, 2001).
Despite the universal, there have been numerous analyses and criticisms of the effectiveness and use of performance appraisal within the organisational context, but the issue is still being debated among scholars, academicians, and professionals, and no system has been successful in meeting the desired goals.
Performance assessment is the process of monitoring or assessing an employee’s achievements over a set period of time using trustworthy measurement criteria, with the ultimate purpose of providing information to superiors on how to improve the employee’s effectiveness. There is an abundance of literature on performance appraisal.
The phrase has been used interchangeably with performance management, performance review, and evaluation. During the course of the book “strategic performance management”
the author referred to performance evaluation as “a systematic and holistic process of work, planning monitoring and measurement aimed at continuously improving the terms and individual employees contribution to contribution to achievement of organisational goals” . (Akatsu, 2003).
The shown performance appraisal is used to set future goals, monitor employees’ processes based on stated job descriptions, and measure performance, teamwork, and successes based on tasks that can be linked to organisational goals and objectives.
Furthermore, performance appraisals are utilised to formally assess employees’ effectiveness and contributions (Ikranmullah et al, 2011). Furthermore, Fleteha (2001) viewed performance appraisal as a tool for organisations to develop competencies, improve employee motivation, and promote equitable resource allocation.
In essence, performance appraisal serves various goals, including measurement, motivation, and resource allocation. According to Cleveland, Murphy, and William (1989), performance appraisal systems can be used to incentivize employees to apply their skills, competencies, and knowledge.
Furthermore, performance assessment can be defined as a process of quantifying employees’ contributions that, when done correctly, benefit both the suf and the organisation as a whole.
Furthermore, Seiden sally and Jessica E. Sowa (2011) feel that the ultimate goal of any evaluation technique is to connect individual ambitions and objectives with their contribution to organisational growth and development.
According to Bassey Esu and Inyang (2009), a performance appraisal system is a method of investing employee achievements over a set period of time in order to attain organisational goals.
As a result, performance appraisal is a method of sharing knowledge between subordinates and superiors in order to appropriately measure employee processes and aid in making strategic human resource decisions.
In addition, Atiomo (200) agrees with Fajana (1997) that performance appraisal is a means of analysing human resource capabilities and skills, as well as identifying areas for improvement.
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