A STUDY ON THE EFFECTS OF EMPLOYEE WORK PERFORMANCE APPRAISAL SYSTEM AT THE NRA OF SIERRA LEONE
Keywords:Employee work performance appraisal, Organizational performance, Employee motivation, NRA, Sierra Leone
AbstractThe National Revenue Authority (NRA) of Sierra Leone has implemented employee work performance appraisals to enhance employee motivation and organizational performance. However, little research has been conducted to determine the effectiveness of these performance appraisals. Consequently, the purpose of this study was to establish the impact of fairness of manager’s recent appraisal, completeness of the appraisal and the extent of evaluation feedback of the appraisal system on employee motivation and the overall organizational performance. An online survey was conducted on a sample of 150 staffs at NRA. Structural Equation Modeling (SEM) technique was used in analyzing the statistical data. Findings from the research show evidence that although employees are concerned about the extent of evaluation feedback of the appraisal system; the proposed model is adequate for evaluating the possibility of EWPA system in influencing employee motivation and organizational performance. The study recommends that feedback should involve discussions of strengths and weaknesses of the employees and actionable. Further, rewards should be given to employees whenever feedback is positive.
Aguinis, H., Joo, H., & Gottfredson, R. K. (2011), Why we hate performance management — and why we should love it. Business Horizons, 54(6): 503─507.
Aguinis, H. (2009), Performance management. Upper Saddle River, NJ: Pearson Prentice Hall, 2009.
Ahmad, R. & Bujang, S. (2013), Issues and challenges in the practice of performance appraisal activities in the 21st century. International Journal of Education and Research, 1(4): 1─8.
Akuoko, K. O. & Kanwetuu, V. (2012), Performance appraisal as employee motivation Mechanism in selected financial institutions in Kumasi, Ashanti Region of Ghana. International Journal of Multidisciplinary Research, 2(6): 20─37.
Armstrong, M. (2006) Performance management: Key strategies and practical guidelines, 2006.
Armstrong, M., & Baron, A. (2005), Managing performance: performance management in action. CIPD publishing, 2005.
Ashford, S. J. and Cummings, L.L. (1983). Feedback as an Individual Resource: Personal Strategies of Creating Information. Organizational Behavior And Human Performance, 32, 370-398.
Ayers, R. S. (2015), Aligning Individual and Organizational Performance: Goal Alignment in Federal Government Agency Performance Appraisal Programs. Public Personnel Management, 44(2): 169─191.
Bartol, K. M., Durham, C. C. and Poon, J. M. (2001). Influence of Performance Evaluation Rating Segmentation on Motivation and Fairness Perceptions. Journal Of Applied Psychology, 86, 6, 1106-1119.
Bawole, J. N., Hossain, F., Domfeh, K. A., Bukari, H. Z., & Sanyare, F (2013) Performance
appraisal or praising performance? The culture of rhetoric in performance management in
Ghana civil service. International Journal of Public Administration, 36(13): 953─962.
Bies, R. J. and Shapiro, D. L. (1987). Interaction Fairness Judgments: The Influence of Causal Accounts. Social Justice Research, 1, 199-218.
Bigoness, W. J. (1976). Effects of Applicant's Sex, Race and Performance on Employer's Performance Ratings: Some Additional Findings. Journal Of Applied Psychology, 61, 80-84.
Boachie-Mensah, F., & Seidu, P. A. (2012), Employees’ perception of performance appraisal system: A case study. International Journal of Business and Management, 7(2) 73.
Bricker, G. A. (1992). Performance Agreements: The Key to Increasing Motivation, Sales and Marketing , 144, 69-70.
Brockner, J. (2002). Making Sense of Procedural Fairness: How High Procedural Fairness Can Reduce or Heighten the Influence of Outcome Favorability. Academy Of Management Review, 27, 1, 58-78.
Chin, W.W. (1998), “The partial least squares approach for structural equation modeling”, in Marcoulides, G. (Ed.), Modern Methods for Business Research, Lawrence Erlbaum Associates Publishers, Mahwah, NJ, pp. 295-336.
Coens, T. and Jenkins, M. ( 2000). Abolishing Performance Appraisals, San Francisco, CA, Berrett-Koehler Publishers, Inc.
Daley, D. M. (2012).Strategic human resources management. Public Personnel Management,
Danku, L. S., Soglo, N. Y., Dordor, F. & Bokor, M. J. (2015), Performance appraisal in the
Ghana Education Service, the case of basic school teachers in Ho Municipality, International
Journal of Managerial Studies and Research, 3(6): 117─133.
Davis, B. L and Mount, M. C. (1984). Design and Use Of Performance Appraisal Feedback
Systems. Personnel Administration, 3, 91-107
DuBrin, A. J. (2012), Essentials of management. Mason, OH: Cengage South-Western.
Girma, T., Lodesso, S. L. & Sorsa, G. (2016) The effect of performance appraisal on employee
performance: A survey on administrative staff of Hawassa University. Journal of Business and
Management, 18(3): 36─44
Gruman, J. A., & Saks, A. M. (2011) Performance management and employee engagement, Human Resource Management Review, 21(2): 123─136.
Horgan, C., Garnick, D., Renner, P., & Mardon, R. (2004), Performance Measures for Substance
Abuse: First-Year HEDIS Results. Paper presented at the Addiction Health Services Research
Conference, Philadelphia, PA., (2004, October 7).
Kellough, J. E., & Selden, S. C. (1997) Pay for performance in state government: Perceptions of state agency personnel managers. Review of Pubic Personnel Administration,17(1): 5─21.
Khan, A. S., & Rasheed, F. (2015) Human resource management practices and project success, a moderating role of Islamic Work Ethics in Pakistani project-based organizations. International Journal of Project Management, 33(2)
Kooij, D. T., Guest, D. E., Clinton, M., Knight, T., Jansen, P. G., & Dikkers, J. S. (2013). How the impact of HR practices on employee well‐being and performance changes with age. Human Resource Management Journal, 23(1): 18─35.
Lawler, E. E., & Boudreau, J. W. (2012), Effective human resource management: A global
analysis. Palo Alto, CA: Stanford University Press, 2012.
Lee, Y.C., Li, M.L., Yen, T.M., & Huang, T.H. (2010). Analysis of adopting an integrated decision making trial and evaluation laboratory on a technology acceptance model. Expert Systems with Applications, 37: 1745-1754.
McGlynn, E. A. (1998)Choosing and evaluating clinical performance measures. Jt Comm J Qual Improv, , 24(9): 470─479.
Mugenda, O. M & Mugenda, A. G. (1999). Research Methods:Quantitative and Qualitative Approaches. Nairobi: Acts Press
Ohemeng, F. L. K. (2011), Institutionalizing the performance management system in public organizations in Ghana: Chasing a mirage? Public Performance & Management Review, 34(4): 467─488
Omusebe, J. M. S., Gabriel, K. & Douglas, M. (2013), Effects of performance appraisal on employee productivity: A case study of Mumias Sugar Company Limited. International Journal of Innovative Research and Development, 2(9): 51─57.
Onyije, O. C. (2015). Effect of performance appraisal on employee productivity in a Nigerian University. Journal of Economics and Business Research, 21(2): 65─81.
Thurston Jr, P. W., & McNall, L. (2010). Justice perceptions of performance appraisal practices. Journal of Managerial Psychology, 25(3): 201─228.
Scanlon, D. P., Darby, C., Rolph, E., & Doty, H. E. (2001), The role of performance measures for improving quality in managed care organizations. Health Services Research, 36(3): 619.
Sesay Brima, Abdulai Salia Brima, (2017). Monetary Policy Effects on Private Sector Investment: Evidence from Sierra Leone. International Journal of Economics and Financial Issues, 7(1), 476-488.
Swanepoel, B., Barney E., Van Wyk, M. & Schenk, H. (2003), South African Human Resource Management: Theory and Practice [B]. 3rd Edition, Cape Town: Juta & Co. Ltd., 2003.
Tippet J., & Kluvers R. (2010). Employee Rewards and Motivation in Non Profit Organizations: Case study from Australia. International Journal of Business and Management, vol. 4, No. 3, 1 – 8.
Vance, C.M. (2006), Strategic Upstream and Downstream Considerations for Effective Global Performance Management. International Journal of Cross Cultural Management, 6(1): 37─56.
Venkatesh, V., M. G. Morris, G. B. Davis, F. D. Davis, (2003).,“User acceptance of information technology: Toward a unified view,” MIS Quarterly, Vol. 27, No. 3: 425-478
Venkatesh, V. and X. Zhang, (2010),. “Unified theory of acceptance and use of technology: U.S. vs. China,” Journal of Global Information Technology Management, Vol. 13, No. 1: 5-27
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).