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Full Project – PROMOTION APPRAISAL SCHEME AND ITS IMPACT ON WORKERS PERFORMANCE IN PUBLIC SECTOR

Full Project – PROMOTION APPRAISAL SCHEME AND ITS IMPACT ON WORKERS PERFORMANCE IN PUBLIC SECTOR

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Full Project – PROMOTION APPRAISAL SCHEME AND ITS IMPACT ON WORKERS PERFORMANCE IN PUBLIC SECTOR

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CHAPTER ONE

INTRODUCTION

 1.1 Background to the study

In every business organization, the performance of the workers is important in achieving organizational goals. The success of every business organization can therefore be attributed to Promotion Appraisal Scheme. Promotion Appraisal Scheme is one of the basic tools that make workers to be very effective and active at work. A critical look out on this may bring about the need for motivation, allowances, development, training and good human relationship in an organization (Atiomo, 2000). Alo (1999) defines Promotion Appraisal Scheme as a process involving deliberate stock taking of the success, which an individual or organization has achieved in performing assigned tasks or meeting set goals over a period of time. It therefore shows that Promotion Appraisal Scheme practices should be deliberate and not by accident. It calls for serious approach to knowing how the individual is doing in performing his or her tasks.

Atiomo (2000) agrees with Fajana (1997) that Promotion Appraisal Scheme is a system which provides organizations with a means of identifying not only what people’s performance levels are but which areas those levels need to be improved if maximum use is to be made of human resource. Banjoko (1982) explains that in many Nigerian organizations, Promotion Appraisal Scheme is viewed and conducted solely in terms of its evaluative aspect thereby overlooking its use for facilitating growth and development in workers through training, coaching, counseling and feedback of appraisal information.

According to Banjoko (1982), Promotion Appraisal Scheme is accorded a lesser role in Nigerian organization as more emphasis is given to selection, training, development and salary administration. This means that organizations are putting the cart before the horse and are in turn stifling genuine individual and organizational growth. It would be foolish for organizations to emphasize more on training without paying special attention to Promotion Appraisal Scheme as Bratton and Gold (2003) writes that it is the outcome of Promotion Appraisal Scheme that would reveal training needs. There should be a change-over on the part of organizations to start paying special attention to their Promotion Appraisal Scheme practices and approaches.

According to Atiomo, every organization should ensure that the individual is clearly aware of what his functions and responsibilities are to make Promotion Appraisal Scheme effective. Rao (1990) writes that Promotion Appraisal Scheme is the process through which organization takes stock of its manpower in terms of its present performance, the aptitude and interest of each person, his strengths and weaknesses and his potential for growth. The data emerging from such an exercise constitutes the primary database for individual development and should be communicated to the subordinate.

The above comment of Rao (1990) is revealing because one of the major issues in Promotion Appraisal Scheme is communication. If one’s performance is not communicated to him or her, there would be no way the person’s performance would improve in the subsequent future, which would definitely defeat the purpose of Promotion Appraisal Scheme. In an industrial organization, if a supervisor fails to communicate to his subordinate in terms of strengths and weaknesses, the subordinate’s future performance would be in jeopardy. In a university system, the heads of departments, should communicate the performance of their subordinates to them at the end of every appraisal exercise and discuss the outcome of the appraisal exercise with the subordinates during performance counseling exercise in order to improve their performance in the future.

Cumming (1972) writes that the overall objective of Promotion Appraisal Scheme is to improve the efficiency of an enterprise by attempting to mobilize the best possible efforts from individuals employed in it. Such appraisals achieve four objectives including salary reviews, development and training of individuals, planning job rotation and assisting in promotions. Mamoria (1995) and Atiomo (2000) agree that although Promotion Appraisal Scheme is usually thought of in relation to one specific purpose, which is pay. It can in fact serve for a wider range of objectives which are; identifying training needs, improving present performance of workers, improving potentials, improving communication, improving motivation and aids in pay determination.

Promotion Appraisal Scheme has been considered as a most significant and indispensable tool for an organization, for the information it provides is highly useful in making decisions regarding various personnel aspects such as promotions and merit increases. Performance measures also link information gathering and decision-making processes, which provide a basis for judging the effectiveness of personnel sub-divisions such as recruiting, selection, training and compensation (Abdulkadir, 2012).

 

1.2 Statement of the Problem

Most organizations in the competitive market fail because workers perform below standard for they are not encouraged to work harder. Managers and workers are the life blood of every business organization. If management does not invest much into the welfare of their workers, problems are bound to rise leading to industrial strike actions, low commitment to work, low morale and low performance of goods and services.

Again, workers of most organization complained over the years of lack of motivation, ill treatment, poor worker welfare scheme by employers, which have resulted in higher labour turnover rate and termination of employment contracts as well as low performance on the part of the workers.

Furthermore, the fact still remains that machines no matter how sophisticated they are, it cannot effectively be utilized in the absence of human factor which is the human resources that possess skills, knowledge, techniques of its operation. This makes it important for a vibrant, quality and professional human resources to be adopted. Hence the approach human resources management becomes paramount.

 

1.3 Aims and Objectives of the study

This research work examines promotion appraisal scheme and its impact on workers performance in public sector and the objectives of this study include to:

  1. examine the effect of Promotion Appraisal Scheme in organizational performance.
  2. measure the Promotion Appraisal Scheme of human resource management in an organization.
  3. review the strategic steps taken by human resource management in enhancing organizational performance.
  4. examine the challenges encountered by human resource management in the process of Promotion Appraisal Scheme.

 

1.4   Relevant Research Questions

The relevant research questions are buttressed below:

  1. How does Promotion Appraisal Scheme affect worker performance?
  2. How can the Promotion Appraisal Scheme of human resource management be measured in an organization?
  3. What are the strategic steps taken by human resource management in enhancing workers performance?
  4. What are the challenges encountered by human resources management in the process Promotion Appraisal Scheme?

 

1.5   Relevant Research Hypotheses

The following hypotheses were developed for the study:

Hypothesis 1:

Ho: There is no significant relationship between Promotion Appraisal Scheme and worker performance.

H1: There is significant relationship between Promotion Appraisal Scheme and worker performance.

 

Hypothesis 2:

Ho: Human resource management does not contribute to organizational performance

H1: Human resource management contribute to organizational performance

 

1.6 Scope and Limitation of the Study

The work examines promotion appraisal scheme and its impact on workers performance in public sector and the objectives with a view to explore University of Lagos, Yaba Lagos. In addition, the study covers what human resources management is, its components, functions, objectives as well as how it Promotion Appraisal Scheme.

 

Some perceived constraints may be encounter by the researcher in the course of carrying out the research work. The limitations are as follows:

  1. Inadequate material: Inadequate material constituted one of the limitations of the research work. The non-availability of materials like journals, textbooks etc the research study.
  2. Finance: The researcher also may encounter some financial constraints which will contribute in limiting the work in the sense that fund available was not enough to carry out the research to a logical conclusion.

iii. Time: Time is also another factor or limitation that may affect the research work. The limited time may not give the researcher enough opportunity to do more rigorous work.

 

1.7 Significance of the Study

When performance standards are clearly articulated by management, workers know what is expected, what is considered unacceptable performance, and how organizational standards should be achieve. This research work is useful and relevant to the entire society, as it helps organizations and other sectors of the economy in knowing and appreciating the roles performed by human resources in enhancement of organization efficiency as well as how best to manage these human resources.

 

To this end it therefore serves as a benchmark for financial researchers to further evaluate the effect of employer-worker relationship, and how it ultimately effects the performances and growth of the tertiary institutions in Nigeria.

 

Consequentially, it aids the Government, policy makers and stakeholders to properly articulate critical areas in human resources that needs to be improved on so as to forge a stronger workforce via the implementation solid Promotion Appraisal Scheme.

  • Definition of Terms

Promotion Appraisal Scheme: A Promotion Appraisal Scheme is a systematic and periodic process that assesses an individual worker’s job performance and performance in relation to certain pre-established criteria and organizational objectives.

Organization: An organization is a social group which distributes    tasks for a collective goal.

 

Environment: Environment (systems), the surroundings of a physical system that may interact with the system by exchanging mass, energy, or other properties.

 

Human recourses: These are human beings used in the production process.

 

Influence: Influence is the action or process of producing effects on the actions, behavior, opinions, etc., of another or others.

 

Management: This is defined as the rational process if combining and utilizing the physical material and financial resource in an efficient and effective manner in order to achieve set objectives of the organization.

 

Performance: A performance, in performing arts, generally comprises an event in which a performer or group of performers behave in a particular way for another group of people, the audience. Choral music and ballet are examples.

 

Performance: Performance is a measure of the efficiency of production. Performance is a ratio of production output to what is required to produce it (inputs). The measure of performance is defined as a total output per one unit of a total input.

 

Resources: These are things that a country or an organization or individual uses especially to raised the level of output or wealth.

 

Workforce: This has to do with the sum-total of individuals that works in a particular organization

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