PERFORMANCE APPRAISAL OF JUNIOR STAFF IN PUBLIC ORGANIZATIONS
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PERFORMANCE APPRAISAL OF JUNIOR STAFF IN PUBLIC ORGANIZATIONS
ABSTRACT
Every manager in an organisation makes decisions that influence people.
Most of the time, he may generate or avoid issues, encourage or inhibit creativity, inspire or frustrate his punishment of human organisations.
It becomes even evident when seen from the perspective of evaluating the performance of his subordinates. As a result of most organisations’ inability to appropriately evaluate their employees’ performance, productivity has suffered.
Relevant literatures were reviewed, revealing the perspectives of diverse researchers on performance appraisal. The data gathering procedures included questionnaires and oral interviews. Respondents were selected using the stratified random sampling method.
The analysed data revealed that the findings of the yearly performance evaluation were mostly used as the foundation for personal decisions. As a result, the assessment system appears to have a significant impact on the promotion, termination, and salary increases of junior staff at the National Electric Power Authority (NEPA).
It was advised, among other things, that junior employees’ performance appraisals not be the sole basis for promotion, increments, and other rewards.
Chapter one
INTRODUCTION
1.1 Background and Need for the Study.
Ducker (970:80) remarked that the primary purpose of any organisation is survival, from which all other objectives flow. Thus, if a profit is required for survival, profits are the goal; if survival is dependent on development, growth becomes a target, and so on.
In the pursuit of this survival, there are certain discrepancies between the organization’s purposes and means and the goals and ideals of individual personnel. These differences can sometimes cause friction, which tends to centre on hazy conceptions of control. That is, the control human element in the enterprise.
Human performance control is a safety measure that focuses on three different roles.
Selection, supervision, and incentives. In this context, it is part of the people manager’s responsibility to secure the labour force required by the enterprises / organisations to accomplish their objectives. Different methods have been developed to make this more trustworthy.
Once obtained, there is still the need to cannot (supervision and incentive) in order to hold the selected staff to the right causes of action defined by those objectives. Supervision and incentives are dependent on their efficacy and fairness
as well as the organization’s ability to measure employee performance against some theoretical benchmark of performance generated from the objectives.
The understanding and admiration for performance rating systems may be traced back to the sixteenth century, when Saint Ignatius of Loyola created the Jesuit Society. In order to present a thorough portrayal of Jesuit activities and potentials, he combined reporting and grading systems.
This system allowed each member of the organisation to give a safe rating, each supervisor to prepare reports on his subordinates’ performances, and any Jesuit who had information about his or her colleague’s performance that he or she thought the father general might not receive.
In 1842, the United States Congress passed a law requiring department heads to submit annual reports stating, among other things, whether each clerk had been carefully employed and whether the removal of some to allow for the appointment of others would result in a better dispatch of public business.
Of course, this step had an impact on performance appraisal. Among the many assessment methods developed and tested at the time was one created by Carl Scharz for the pension office in 1987, which was used to judge employee performance by simply counting the number of errors they committed in a year.
Performance appraisal is a constant examination of a subordinate’s performance in relation to the organization’s goals. Evinma C., Nwandu E. Nnenna B. Ani, and Ojemba B. Agbo (2003) define it as the regular formalised and record assessment of an individual’s job performance. There are two types of appraisal systems: formal or conventional, and informal or unorthodox.
In any circumstance when an organisation has established a formal mechanism for appraising its employees, the conventional appraisal system is applied. It could be either confidential reporting or an open appraisal system.
The confidential reporting system is one in which the supervisor conducts a private appraisal of the subordinate’s work without allowing them to see any comments or remarks made against him or her.
This system has garnered a great deal of criticism due to its flaws. Nonetheless, some organisations employ this approach and capitalise on its potential depending on the circumstances.
The open report system is the exact opposite of the confidential system. It applies when an employee is given the opportunity to review his or her appraisal form and provide feedback on his or her supervisor’s assessment.
This allows the employee to understand his or her supervisor’s thoughts on his or her performance in the sport. This system has been recommended by various writers and authors, including the renowned “Udoji Public Service Review Commission of 1972-1974.”
The significance of a performance appraisal programme, particularly in this era of emphasis on productivity, efficiency, and profitability, is that it can be used to achieve organisational goals while also assisting individuals within the organisation to achieve their personal goals, making it a formal system.
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