University of Ghana http://ugspace.ug.edu.gh UNIVERSITY OF GHANA THE IMPACT OF AN APPRAISAL SYSTEM ON EMPLOYEES PERFORMANCE IN GHANA: A STUDY OF THE MINISTRY OF FOOD AND AGRICULTURE BY DORCAS PRAH (10702034) THIS LONG ESSAY IS SUBMITTED TO THE UNIVERSITY OF GHANA, LEGON IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTER OF ARTS IN MANAGEMENT AND ADMINISTARTION DEGREE JULY 2019 University of Ghana http://ugspace.ug.edu.gh DECLARATION I, Dorcas Prah hereby declares that, except for references to other people’s work which have been duly acknowledged, this write-up, submitted to the University of Ghana Business School, Legon - Accra is the result of my own original research and that this project work has not been presented for any degree elsewhere. ….…………………… ………….………….. DORCAS PRAH DATE (10702034) i University of Ghana http://ugspace.ug.edu.gh CERTIFICATION I hereby certify that this long essay was supervised in accordance with procedures laid down by the University. ………………………………… …………….……… DR. JAMES BABA ABUGRE DATE ii University of Ghana http://ugspace.ug.edu.gh DEDICATION This thesis is dedicated to my husband, my children, my mum, my siblings and also to all my friends, for their love, support, and sacrifices that has enabled me to complete this thesis. iii University of Ghana http://ugspace.ug.edu.gh ACKNOWLEDGEMENT I am grateful to the Almighty God for numerous blessings, divine protection and direction throughout my studies. My profound gratitude also goes to Dr. James Baba Abugre, my supervisor for his valued and constructive suggestions and corrections which have helped me greatly in preparing my dissertation. I am highly indebted to the Directors and staff of these technical Directorates within the Ministry of Food and Agriculture; Crop Services, Agricultural Extension Services, Statistic and Research Information, Women in Agriculture and the Policy Planning, Monitoring and Evaluation. Thank you for your cooperation in responding to the questionnaires. I wish also to express my sincere thanks to my family, most especially, my awesome husband, George Prah, my children (Nyamedea, Nhyira and Adom), my mother Elizabeth Annan and my sister Lady Angela Hutchful for their support throughout my studies. To the management and staff of Adam Smith International – Ghana, I am most grateful for the support. Nana Ampratwum, Kwakwa Sampson and Sulemana Abubakar, you were very supportive in my research work and I am grateful. God richly bless you all iv University of Ghana http://ugspace.ug.edu.gh TABLE OF CONTENTS DECLARATION............................................................................................................................ i CERTIFICATION ........................................................................................................................ ii DEDICATION.............................................................................................................................. iii TABLE OF CONTENTS ............................................................................................................. v LIST OF TABLES ..................................................................................................................... viii LIST OF FIGURES ..................................................................................................................... ix ABSTRACT ................................................................................................................................... x SECTION ONE: INTRODUCTION........................................................................................... 1 1.0 Background of the Study ....................................................................................................... 1 1.1 Statement of the Problem ...................................................................................................... 3 1.2 Main Objective ...................................................................................................................... 5 1.3 Specific Objectives ................................................................................................................ 6 1.4 Research Questions ............................................................................................................... 6 1.5 Scope of the Study................................................................................................................. 6 1.6 Significance of the Study ...................................................................................................... 7 1.7 Limitations of the Study ........................................................................................................ 7 1.8 Organisation of the Study ...................................................................................................... 7 SECTION TWO: LITERATURE REVIEW ............................................................................. 9 2.0 Introduction ........................................................................................................................... 9 2.1 Theoretical Framework ......................................................................................................... 9 2.1.1 Hierarchy of Needs Theory ................................................................................................ 9 2.1.2 Expectancy Theory ........................................................................................................... 10 2.2 Performance Appraisal ........................................................................................................ 11 2.3 Performance Appraisal Systems on Employee’s Performance ........................................... 13 v University of Ghana http://ugspace.ug.edu.gh 2.4 Employee’s Awareness on Appraisal System and Employees’ Performance .................... 16 2.5 Usefulness of the Performance Appraisal Systems on Employees Performance................ 18 2.6 Perception of Employees of the Appraisal System ............................................................. 20 2.7 Problems of Performance Appraisal Systems ..................................................................... 23 2.8 Empirical Review ................................................................................................................ 25 SECTION THREE: METHODOLOGY .................................................................................. 28 3.0 Introduction ......................................................................................................................... 28 3.1 Research Design .................................................................................................................. 28 3.2 Population............................................................................................................................ 29 3.3 Sampling Technique ............................................................................................................ 29 3.4 Sample Size ......................................................................................................................... 29 3.5 Sources of Data ................................................................................................................... 30 3.6 Data Collection Instrument ................................................................................................. 30 3.7 Data Collection Procedure .................................................................................................. 31 3.8 Data Analysis ...................................................................................................................... 31 3.9 Ethical Considerations......................................................................................................... 32 SECTION FOUR: ANALYSIS AND DISCUSSIONS OF RESULTS ..... Error! Bookmark not defined. 4.0 Introduction .......................................................................... Error! Bookmark not defined. 4.1 Socio-demographic characteristics of respondents .............. Error! Bookmark not defined. 4.1.2 Awareness of Appraisal .................................................... Error! Bookmark not defined. 4.1.3 Usefulness of Performance Appraisal System .................. Error! Bookmark not defined. 4.1.4 Employee’s Perception of Appraisal System .................... Error! Bookmark not defined. 4.1.5 Challenges of Performance Appraisal ............................... Error! Bookmark not defined. 4.1.6 Discussion of Results ........................................................ Error! Bookmark not defined. vi University of Ghana http://ugspace.ug.edu.gh SECTION FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS ................ 49 5.0 Introduction ......................................................................................................................... 49 5.1 Summary of Findings .......................................................................................................... 49 5.2 Conclusion ........................................................................................................................... 51 5.3 Recommendations ............................................................................................................... 52 REFERENCES ............................................................................................................................ 54 APPENDIX .................................................................................................................................. 66 vii University of Ghana http://ugspace.ug.edu.gh LIST OF TABLES Table 4.1: Gender of respondents .................................................. Error! Bookmark not defined. Table 4.2: Impact of the performance appraisal systems on employee’s performance ......... Error! Bookmark not defined. Table 4.3: Employee’s awareness on appraisal system ................. Error! Bookmark not defined. Table 4.4: Usefulness of Performance Appraisal System .............. Error! Bookmark not defined. Table 4.5: Perception of employees of the appraisal system ......... Error! Bookmark not defined. Table 4.6: Challenges of performance appraisal ............................ Error! Bookmark not defined. viii University of Ghana http://ugspace.ug.edu.gh LIST OF FIGURES Figure 4.1: Age of respondents ...................................................... Error! Bookmark not defined. Figure 4.2: Educational Levels of Respondents ............................ Error! Bookmark not defined. Figure 4.3: Tenure/Years of Service of Respondents .................... Error! Bookmark not defined. ix University of Ghana http://ugspace.ug.edu.gh ABSTRACT The aim of the study is to examine the impact of performance appraisal system on employee’s performance, at the Ministry of Food and Agriculture (MoFA). The study adopted the descriptive survey design and employed the quantitative research approach. The population of the study was staff at the Ministry of Food and Agriculture. Convenience sampling technique was used to select the respondents. The study used questionnaire to collect data from the respondents. Data processing was done by Statistical Package for Social Sciences (SPSS) and descriptive statistics including mean, standard deviation and rank score. The study found that performance appraisal provided the scope for expressions on developmental needs; and appraisal impacts by helping employees to better understand their job, skills, and a platform for self-reflection. The study also revealed that the performance appraisal tool used was clearly understood and created a participative environment in which employees were informed in advance of when to be evaluated. The study found that performance appraisal system provides an opportunity for supportive superior-subordinate communication to facilitate job performance. Additionally, the finding revealed that the appraisal system used was practical in terms of clarification of information regarding expectations and standards. Some performance appraisal activities are opposed by employees in a bid to protect their jobs. This study recommends that each employee should be allowed to participate in periodic sessions to review performance and clarify expectations. Both the supervisor and the employee should recognize these sessions as constructive occasions for two-way communication. x University of Ghana http://ugspace.ug.edu.gh SECTION ONE INTRODUCTION 1.0 Background of the Study The achievement of all companies hinges on the openness and eminence of well-inspired human asset. Organisations are presently increasingly alert on the need to get more from their workers on the off chance that they are to accomplish organisational result. Performance appraisal (PA) is pivotal component for holding employees answerable. As indicated by Ojukuku (2013), PA is that segment of the performance management practice where a worker's responsibility to the organisation, during a specific time is assessed. For Mathis and Jackson (2008), a PA framework is regularly the connection amid extra salary plus incentives that workers get, and their work performance. Whenever utilized adequately, PA can expand inspiration and performance, yet whenever used inappropriately, it can have lamentable effects. Fisher, D., & Torbert, W. R. (1995). To ensure efficient PA, it must fundamentally be tied down on the performance values that have been laid down for the activity. Riggio (2003) portrays performance criteria as the approaches for deciding productive or unproductive job attainment. Performance principles spell out the specific mechanisms of a job and make it simpler to build up the methods for evaluating dimensions of productive or insufficient employment execution (Dessler, 2011). According to an examination conducted by researchers, for instance, Torrington and Hall (1998), they demonstrated that performance appraisal is utilized to advance up-to-date performance, give reaction, enhance inspiration, recognise training needs, distinguish possibilities, let people comprehend what is anticipated from them, emphasize on job advancement, grant pay enhances, xi University of Ghana http://ugspace.ug.edu.gh and take care of job issues. They included that performance appraisals support in a realistic approach to deal with a company’s staff productively. Dessler (2011), Mondy (2002), and Tompkins (1995), also stated that PA is one of the HRM (Human Resource Management) instruments expended to assess the work performance of workers. They expressed that an ultimate purpose of performance assessment is to ensure improved performance through reassuring employees' inspiration, which would rely on the conditions in the working setting, for instance, remunerate framework, principles and guidelines among others. PA can fill in as an objective arranged device to direct worker performance at work and to perceive performance at all dimensions of employment. In this way, it is intended to empower organisations to perceive and reward top employee performance. PA energizes discussion among workers and their managers, concentrating on the two outcomes and altogether, on the qualities and standards in the organisation. Occasional observations, checking, training, advising, criticism and record keeping by rater are urgent. PA systems are most normally embraced to tell a member of staff how his/her performance contrasts and the manager's desires, regardless of whether they are moving in the direction of hierarchical aims/objectives and to distinguish zones that require training and advancement (Levy & Williams, 2004). Mary and Johnson (2000), the performance of the workers might be normal, evaluated via PA, and empowered. The performance supervision affects the workers since it presses towards the company improvement achieved over the enhanced worker's performance (Dessler, 2011). Subsequently, PA frameworks should be successful in improving or continuing worker performance and improvement else they are an enormous exercise in futility and assets spent on advancement and usage (Zingheim & Schuster, 2007). An organisation’s reason is to attain its objectives, and the four elements that makes up the organisation’s resources: Man, money, 2 University of Ghana http://ugspace.ug.edu.gh materials and machines. Man is considered the most noteworthy since he is accountable for the accomplishment or frustration of the company (Abedi, 2004; Pulakos, 2004). Performance testing is the most predominant tool for organisational marshalling of employees to attain the organisation’s imperative objectives. Beforehand, scholars like Bartlett and Kang (2004); Schuler, Farr and Smith (2008) and Seifert posited that performance evaluation is the place the administration finds how practical it has been at contracting and connecting with workers. Official evaluation has transformed into a broad instrument of human resource management. As shown by Schuler, Farr and Smith (2008), every company should ensure that the individual is clearly liable of what his abilities and commitments are to make performance appraisal suitable. In addition, PA can fill in as an objective arranged device to manage employee performance at work and to perceive performance at all dimensions of employment. Where PA is coordinated suitably, the two; administrators and assistants have declared the practice as helpful and beneficial. PA gives significant opportunity to concentrate on job operations and targets, to recognize and deliver prevailing issues and to stimulate improved future execution. Subsequently, the accomplishment of the entire company is improved, when the P.A framework is successful. 1.1 Statement of the Problem PA program is associated in organisations to distinguish the brilliant and best performers of the organisation. This is to build their reward and additional benefits to be fulfilled from the job, yet now and again the greater part of workers are not fulfilled from the PA and thus not from the job. There is wide-ranging agreement amid PA scholars and experts that appraisal of performance responses is significant (Keeping & Levy, 2000). It is recurrently contended that all together for 3 University of Ghana http://ugspace.ug.edu.gh PA to emphatically impact worker conduct and future improvement, employees must receive favorable performance assessment reactions. If not, any framework for performance assessment will be a disappointment (Cardy & Dobbins, 1994; Murphy & Cleveland, 1995). Poor administration impacts performance supervision since it neglects to start the activities which can engage the workers (Muriithi, 2011). The managers have the obligation to put resources into the compelling and proficient frameworks, for example, training, acknowledgment and compensating frameworks through performance management, along these lines, boosting the commitment of the employees. Ineffective worker appraisal in an organisation adds to low quality client’s services. Moreover, workers are demotivated because of absence of productive employee appraisal. The greater part of them have an inclination that they are overburdened by their work and that their adherence is not being completely esteemed. Besides, PA is concurred a lesser job in numerous establishments as more accentuation is given to determination, training, improvement and compensation administration. This implies organisations are having things in the wrong order and are thus smothering authentic individual and hierarchical development. It would be hasty for organisations to accentuate more on training without giving exceptional consideration to performance assessment. Work choices that depend on wrong appraisals would be hard to legitimize if legitimately tested. Similarly, employees will generally lose their confidence in the structure when assessments do not accurately reflect their level of performance, and this is why there are good and turnover problems, as well as preventing their opportunity of progress. There is an assortment of experimental research that proposes powerful PA leading to various significant work results, for example, improved worker efficiency and quality, work fulfillment, responsibility and trust (Pettijohn, Pettijohn, & Taylor 1999; Omusebe., et al., 2013). Pettijohn et 4 University of Ghana http://ugspace.ug.edu.gh al. (1999) analyzed the connection between performance evaluations and sales representative performance and deduced that fittingly coordinated performance examination can influence performance. Correspondingly, Daley (1993) embarked on an investigation on North Carolina Civil Government workers, investigating general performance examination rehearses and focusing on the use of unequivocal performance principles and found a strong association between performance evaluation structures that have been held onto as strategies for realizing pay-for-performance plans and the effectiveness helpers that these systems give. On the other hand, Omusebe et al. (2013) established that there was a helpful and important effect between accomplishment examination and worker efficiency in Mumias Sugar Organisation in Kenya. The accomplishment of each organisation hinges on the worth and responsibility of its human resources. Sustained productivity and practicability of employees' can be ensured when every institution once in a while, needs to attempt worker PA to hold workers under tight restraints and supplant, persuade, reinstruct or make some extra appropriate change. At the moment, in Ghana, public institutions have comparative method of PA. The framework expect managers to embrace yearly PA of their staff. Despite the routine with regards to yearly appraisal performance, there has been limited amount of research to evaluate the effect of PA methods at Ghana public sector ministries. In order to fill this gap, the current research is to assess the impact of PA system on workers’ performance, using the Ministry of Food and Agriculture (MoFA) as a case. 1.2 Main Objective Based on this research gaps, the researcher seeks to examine the impact of performance appraisal system on employees’ performance, while focusing on the Ministry of Food and Agriculture (MoFA), Accra as a case. 5 University of Ghana http://ugspace.ug.edu.gh 1.3 Specific Objectives The purpose of the study is to: I. Examine the level to which worker’s awareness on appraisal system leads to employees’ performance. II. Establish the usefulness of the PA systems on employees’ performance at MoFA. III. Examine the perception of workers on the appraisal system at MoFA IV. Identify the problems related to the performance appraisal systems used at MoFA. 1.4 Research Questions Based on the above objectives, this study should result in providing responses to the following questions: i. To what extent does employees’ awareness of the appraisal systems lead to employees’ performance at MoFA? ii. How useful are the PA systems on worker’s performance at MoFA? iii. What is the effect of the PA systems on employee performance at MoFA? iv. What is the perception of employees of the appraisal systems at MoFA? v. What are the problems related to the performance appraisal systems used at MoFA? 1.5 Scope of the Study The study was limited to employees at MoFA, with emphasis on the impact of PA system on employees. The research covered a sample of the employees. MoFA as public sector ministry was chosen as case owing to its responsibility for implementing organisational change. 6 University of Ghana http://ugspace.ug.edu.gh 1.6 Significance of the Study This study provides information on PA at the organisations. Also, the result of the investigation aids the organisations to recognise how workers respond to performance appraisal and the shortcoming of the PA techniques utilized. By this, employees can be increasingly opened to PA rehearses by actualizing achievable, proactive, imaginative methodologies and frameworks to bring the best out of their workers. This research contributes to the scholarly literature, fills the literature gap and serve as a foundation for additional investigation into PA practices in Ghana. In furtherance to these, the data picked up would likewise fill in as an auxiliary information hotspot for scholars and students that may wish to attempt additional investigation. 1.7 Limitations of the Study As regular in all research works, there were certain constraints in the pursuit of the study. The investigation was restricted because of various imperatives and difficulties, for example, foreseen reluctance of respondents to impart data to the researcher with respect to their performance appraisal at the organisation. Besides, a number of respondents were not cooperative in responding to the questionnaires. Further to this, the researcher tried as much as possible to seek their collaboration for the study. 1.8 Organisation of the Study The study was in (five) distinctive Sections. Section one gives the introduction, problem statement, research objectives, significance of the study, scope and limitation of the study, outline of the research methodology and organisation of the study. Section Two discusses the relevant literature and outlines theoretical considerations that were used in discussing the 7 University of Ghana http://ugspace.ug.edu.gh empirical findings of this study. Section Three highlights the research methodology and Section Four presents analysis of the data gathered and interpret it to reflect the situation examined. Section Five summarizes the findings, conclusions, and proposed recommendations. 8 University of Ghana http://ugspace.ug.edu.gh SECTION TWO LITERATURE REVIEW 2.0 Introduction This section discusses issues that address each literature review of the study. This includes current research studies and findings identifying to the variables of this study. 2.1 Theoretical Framework This section presents the theoretical framework that is related and suitable for Performance Appraisal upon which the current study is hinged. 2.1.1 Hierarchy of Needs Theory Maslow's pecking order of requirements theory (1954) affirms that people will not be sound and formed aside from in the event that their needs are met. Specifically, Maslow recommended that all people hope to satisfy five major sorts of prerequisites: mental requirements, security needs, belongingness needs, regard needs and self-realization needs. Maslow suggested that these necessities contain a movement of prerequisites, with the most principal or persuading physiological and security needs at the base. Maslow proposed that these significant measurement needs ought to be met before an individual will attempt to satisfy needs higher up in the movement, for instance, confidence needs. At the point when a need is satisfied, he proposed, it stops to fill in as a wellspring of motivation. The most diminished element of disregarded needs in the dynamic framework is the prime assistance of lead; if and when this measurement is satisfied, needs at the accompanying biggest sum in the levels of leadership goal direct. This concept applies to examination in light of the way that an individual advancement is the key vehicle for various leveled accomplishment. Managers must undertake to separate 9 University of Ghana http://ugspace.ug.edu.gh particular worker needs and empower satisfaction. If they do in that capacity, workers will progress toward self-acknowledgment and enabling the organisation to be all that it might be. In an organisation, the performance evaluation targets set at the beginning of an examination period may be viewed as a part of the workers need to satisfy the evaluation time allotment (Maslow, 1954). 2.1.2 Expectancy Theory Vroom's (1964) theory depends on the belief that the worker’s strength will incite performance and performance will incite prizes. Prizes are either beneficial or not beneficial. The more significant the reward, the more likely the worker will be motivated. Then again, the more negative the reward, the more dubious the worker will be influenced. Expectancy theory focuses on motivation as a mix of valence, instrumentality and hope. Valence is the estimation of the alleged result. Instrumentality or Expectancy is the point of view of an individual whether the individual being referred to will really get what they need. It exhibits that productive show will over the long-haul give the perfect result. Expectancy suggests the particular component of wants similarly as conviction concerning one's capacity (Vroom, 1964). Expectancy theory of inspiration applies to this investigation since it focuses on the differences amid individuals and expect that each and every individual will be convinced by their very own prospects and remunerates similarly as their tendencies for the prizes. Vroom emphasized the fact that workers will in general accept that engaging exertion will prompt great performance and in like manner the great performance will be remunerated. In the event that the prizes are sure and inviting, employees will clearly be inspired, or disaster will be imminent in the event that they end up being negative or not alluring. At that point, the odds of workers to be dissuaded are high. The expectancy theory specifies that people change their conduct as indicated by their 10 University of Ghana http://ugspace.ug.edu.gh foreseen fulfillment in accomplishing certain objectives (Vroom, 1964). These hierarchy of needs theory and expectancy theory have incredible inferences for the structuring performance management rehearses. This theory adopts that employees at the work place want a few results over extra results and that staff are in position to settle on decisions among their activities. 2.2 Performance Appraisal As indicated by Islam and Rasad, (2006), PA has shifted from simply being a device for estimating performance to a device for self-advancement. Rivalry has been the main power in the remarkable enthusiasm for performance management. Organisations have additionally utilized these exercises to upgrade as a device for estimating performance (Bandura, 2014). However, at this point, it centers on employee advancement at the hierarchical dimension. This advancement comprising the development of business is evaluated by Grigoroudis, Tsitsiridi and Zopounidis (2013) as a feature of client gratification and non-stop enhancement idea. Dusterhoff, Cunningham and MacGregor (2014) accepts that there is a key connection amid worker conduct and the determined goals of organisation in the PA technique. Iles and Zhang (2013) just as Cheng (2013) said that PA is viewed as the foundation of key Human Resource Management (HRM) in light of the fact that it creates helpful information on performance for HR to settle on educated choices in the area of the region regarding position, advancement, job improvement, training and improvement and rewards for the reason for increasing the value of the staff. Gupta and Kumar (2012) just as Bratton and Gold (2003) underscore that human asset is an indispensable fragment of the organisation. Accordingly, it is basic to contemplate the job of appraisal in the powerful and proficient utilization of assets. This aids in utilizing individuals' capacities to achieve a competitive edge. 11 University of Ghana http://ugspace.ug.edu.gh According to Muchinsky (2012) performance audit, additionally alluded to as a PA, performance rating or worker evaluation is the place where work performance of a staff is evaluated and surveyed and goes about as a noteworthy part of profession advancement which contains standard audits of officeholder's performance inside the organisation (Manasa & Reddy, 2009). As indicated by Ojukuku (2013), performance appraisal is the fragment of the PA procedure wherein a member of staff responsibility to the company, throughout a specific time is assessed. As verified by Mathis and Jackson (2008), Performance appraisal framework is regularly the connection amid extra salary and rewards that workers get on the job. Whenever utilized adequately, PA can advance inspiration and performance, yet whenever utilized improperly, it can have lamentable impacts (Fisher, Schoenfeldt & Shaw, 2003). The performance can be viewed as the orderly portrayal of staff job pertinent strong point and feebleness aimed at settling on a choice about the staff (Ahmad & Bujang, 2013). It can consequently be understood that an assessment system can amazingly depend upon basic measures, neither appropriate nor rational, particularly to the agent, whose performance is being evaluated (Jan, Israr, Haq, Tariq & Jahangir, 2014). Youngcourt, Leiva and Jones (2007) agrees that PA tends to formative resolves by procedures, for example, self-evaluation and peer audit of people. Self-headway through self-examination has come as a strategy for improving the efficacy of PA as an administrative device. The endless improvement seen by PA was appeared in its usage to empower staff to propel their profession ways and clear route for workers to be evaluated by the board as well as by peers. Schraeder, Becton, and Portis (2007) conjoins that in practicality, appraisal ought to be directed officially and all the more much of the time; might be before a month and recorded two times per year. Taking note of that recurrence of performance assessment and their yield imparted are 12 University of Ghana http://ugspace.ug.edu.gh significant upon the idea of the job and qualities of the employee. For instance, laborers of day- to-day jobs where performance observing is the primary objective would pick up adequately from yearly PA contrasted with staff of progressively optional and non-repetitive jobs where target-setting is powerful thus space for improvement and continuous performance audit criticism (Katz, 2013). Generally non-prescribed performance analysis might be steered more frequently to keep the component of astonishment from the official assessment (Sudarsan, 2009). As indicated by Wolff (2008), is an established truth of a person's performance. It is specific and not extract but rather enables managers and people to investigate together at how performance can turn out to be improved in future. The procedure of PA practices in this way includes the recognisable proof of shared objectives between the appraisers and appraisees, and these objectives must correspond to the generally organisational objectives where if this procedure is directed adequately, it will build efficiency and eminence of yield. Armstrong (2010) says that in performance analysis, exactness and reasonableness in estimating worker performance is significant in that, performance audit ought to be a restrain measure utilized to choose abnormalities of work activities with a viewpoint on creating uplifting change and furthermore to consider past performance as the organisation prepares. Arrangement of input on the essential corrective job is basic in the procedure. 2.3 Performance Appraisal Systems on Employee’s Performance The essential premise of organisation improvement of performance of employees depends on Performance Appraisal (PA). In this manner, there is a solid linkage among management, and organisation results. The significant performance lift factor is the acknowledgment of human instinct: positive recognition impact performance positively; vis-à-vis is true. As indicated by 13 University of Ghana http://ugspace.ug.edu.gh Wanjala and Kimutai (2015) negative PA input demotivates employee performance. Workers with legitimate view of PA assessment just pay attention to analysis (Wanjiru, Abaja & Ochieng, 2013). Subsequently, the appraiser must be all around educated on the validity of the procedure, since employees are more uncertain with the performance appraisal result just in the event that they are allowed to discuss the outcomes. Additionally, the employees should likewise be familiar with the coworkers’ roles in the framework before they can adequately add to the whole organisation. Choice of the suitable framework to use in a PA procedure is crucial to the procedure. PA pointers must be utilized in performance appraisal process. The real factors in PA framework are input and clearness on employee performance (Ikramullah et al., 2012). The PA procedure must be participatory and open to help employee performance. Additionally, rewards must be connected to the procedure. The input given must be perceptible, convenient, and indifferent. PA impact the workers by helping them to more likely comprehend their jobs, aptitudes, and confinements, a stage for self-reflection. Further, it helps in the distinguishing proof of advancement needs, consequently expanding correspondence and commonality among employees and the board. Also, as indicated by Latham (2012), accomplishment and achievement are real employee performance markers. The achievement of an organisation is estimated with respect to proficiency and cooperation. Better performances are quantifiable from the most elevated outcomes got from the most elevated aims set. In this way, achievement is a factor in better performance. In any case, there is a solid linkage between worker observation on PA assessment, input, reasonableness, the dimension of correspondence, clearness in performance desire and 14 University of Ghana http://ugspace.ug.edu.gh recurrence or interim, and employee performance with respect to effectiveness and collaboration (Shield et al., 2015). Most importantly, employee responsibility and assessment, administrative norms and inspiration are the most widely recognized factors that influence worker performance. In any case, performance assessment is a method for evaluating and bantering on worker's performance of duties dispensed. The valuation is fixated on results accomplished by the employee on their job, not on the worker's persona. In any case, an assessment is a process by which the worker's job performance is appraised, dependent on cost, quality, time and amount. Performance assessment is finished by the concerning manager or supervisor (Wafula, 2015). As indicated by Pichler (2012), most businesses have embraced PA with the end goal of misuse and usage of their assets in order to keep up with competitive forces. According to Iqbal, Akbar and Budhwar (2015), PA involves rating the value of workers whose point is to segregate the basic leadership capacities of employees with respect to titles in an organisations, advancements and compensations. All together for PA to be fruitful in companies, workers inside a company ought to plainly be learned on the goals and the procedure of the administration. The systems and devices for PA ought to likewise be created in accordance with the company’s vision/objective. Generally, every single organisation has set up either casual or official strategies for PA to upgrade worker performance (Iqbal et al., 2015). The efficiency is regularly a proportion of the amount of yield regarding tones, weight and volume of work; then again it tends to be estimated as far as quality like excellence and performance of work done subsequent to spending hierarchical assets (Certo, 2015). Efficiency can likewise be estimated in a healthy way; hierarchical profitability as a collective endeavor or exclusively; employee efficiency. Efficiency of a worker is ordinarily dependent on their 15 University of Ghana http://ugspace.ug.edu.gh exertion, character, persistence and diligent work. Organisations however can upgrade and impact positive worker efficiency through inspiring them, making a decent workplace, high wages and compensations and remunerating great performance (Chadwick et al., 2015). Efficiency can be characterized as the yield per unit time. There are a few proportions of yield for instance the services, cash or units of production. Be that as it may, as a rule, performance of the employees is controlled by the dimension of inspiration, eminence and capacities (Elliott, 2015). 2.4 Employee’s Awareness on Appraisal System and Employees’ Performance In present-day time, the approach on every organisation necessitates a structure to evaluate their worker's performance. The administrative data, capacity, standards, duty and appraisal may impact the worker's performance (Ikramullah, Bahadar, Zaman, & Hamad, 2011). Research uncovers that PA system makes the relationship between strengthening pay and compensating skilled employees and improving their motivation and general obligations (Giangreco, Carugati, Sebastiabo, & Tamimi, 2012). This is verified by David (2013) who stated that performance at work necessitates self-adequacy, which is a multiplicative part of capacity and inspiration. Tsai and Wang (2012) expressed that PA needs to be tilted in the direction of self-improvement to upgrade exactness at work. They indicated that precision is a factor of self-recognition, which is thus upgraded by individual accomplishment and self-actualization. Furthermore, Golden, Barnes‐Farrell and Mascharka (2009) indicated that 360-degree feedback is likewise utilized for worker improvement in augmenting performance. Narcisse and Harcourt (2008) concurs that on individual dimension, it characterizes profession improvement needs with Nickols (2007) stressing that it decides the job ways of employees. 16 University of Ghana http://ugspace.ug.edu.gh This thusly demonstrates performance appraisal has made some amazing progress in expanding efficiency of the organisation and workers' self-advancement. Performance assessment should be coordinated once in a while to evaluate a worker's performance assessed against the activities communicated or accepted necessities (David, 2013). It is critical that people from the organisation know correctly what is foreseen from them, and the gauges by which their performance and results will be evaluated. David (2013) corroborated the necessity of a ground- breaking examination plan by indicating that it can perceive an individual's characteristics and deficiencies and exhibit how such characteristics may best be utilized and inadequacies endure. The performance examination procedure associated must be fragile in perceiving ground- breaking performers from insufficient performers. The performance evaluation system should be strong in that exceptional raters using a comparative methodology will rate a comparative representative similarly. The performance examination method should be viably understood by both raters and the workers (Fletcher, 2004). For an organisation to achieve its objectives, masterminding of the appraisal system is a significant subject which ought to be attempted to empower. It accomplishes the aims like work power advancement, including enhancements, advancements and assignments in administrative positions, influence and discipline, pay enhance, staff's performance input and deciding their instructive needs. Along these lines, an appraisal is considered a significant factor in distinguishing the general population's abilities and limits and its outcomes can make them answerable of headways, plans and objectives. An organisation, needs to distinguish the employee's proficiency to improve the workforce status, to build the volume of the creation and services and rolling out positive improvements in its pattern (Kavussi, 1999). 17 University of Ghana http://ugspace.ug.edu.gh Proficient evaluation of individual performance in an organisation serves to advance the over-all sufficiency of the substance. Kane and Lawler (2009) showed that, the three rule pragmatic domains of performance evaluation systems are administrative, instructive, and convincing. Appraisal influences the hierarchical in that, it serves the empowering activity of a proficient strategy for choosing remuneration improves and various rewards, and of selecting laborer and commitment to the most capable individuals. The enlightening limit is fulfilled when the appraisal structure supplies data to managers and evaluates about individual characteristics and deficiencies. Finally, the helpful activity involves making a learning material that goads workers to improve their exhibition. Right when effectively used, Performance evaluations help staff and managers to institute targets for the period before the accompanying appraisal. 2.5 Usefulness of the Performance Appraisal Systems on Employees Performance The existence of organisation is to accomplish upper hand through proficient performance of employees in such organisations. In this manner, it has turned into a recognized portion of organisation principle that there ought to be a path which performance must be estimated, checked and measured (Bratton & Gold, 2003). The reasons for PA is to assess performance (Gennard & William, 2004); aimed at worker training and improvement (Ovando & Ramirez, 2007; Aguinis, 2009); for distinguishing objectives, setting them and accomplishing them (Ikramullah et al, 2012). Assessment is a framework that gives imperative information to consistent, targets and equipped decision-making for recovering performance, recognizing training needs, overseeing jobs and setting levels for remuneration and for lawful purposes. Redman and Wilkinson (2009) recognised that, there are more basic parts of PA than being only a formative methodology. This guarantees that there is a move far from utilizing it for recognizing future potential, improving current execution, apportioning prizes and profession 18 University of Ghana http://ugspace.ug.edu.gh intending to performance appraisal utilized as a compelling device in distinguishing quality and shortcomings of employees and methods for utilizing the solidarity to the upside of the organisation so as to conquer the shortcoming. (David, 2013; Farndale & Kelliher, 2013). Malcolm and Jackson (2002) elaborated the advantages of PA to the organisation as the viable reason for maintenance of employees, compensate choices, directed training dependent on distinguished needs and future worker advancement choices. Schraeder and Lindsay (2006) suggested some extra advantages like distinguishing inefficient work practices, recognizing potential issues, which are preventing the development of the organisation and identifying capable employees and future managers of the organisation. Then again, Rancher and Van Dyne (2010), emphasized its requirement for refreshing work force records, returning to set of working responsibilities while Aldakhilallah and Parente (2002) examined PA benefits as far as exchanges. Behery and Benefactor (2008) asserted that PA causes the organisation to guarantee advancement and downgrade. Jønsson and Jeppesen (2012) mentioned the advantages of PA to full of feeling responsibility with respect to the workers. They opine that workers can impact the development of the organisation through responsibility utilized by compelling connection between people including boss subordinate connections. PA takes record of a worker's past performance and looks at it to the present and spotlights on the improvement of things to come (Bersin, 2008). By this, it offers workers the chance to convey their thoughts, concerns and prospects for the general objective of the organisation. Mullins (1999), indicated that in a perfect world, PA encourages the worker to get input for their performance and assess their commitments to the shared objective of the organisation. Likewise, Derven (1990) and Kuvaas (2006) assessed that PA adjusts worker performance to organisational objectives. Weise and Buckley (1998) affirmed that it additionally causes a 19 University of Ghana http://ugspace.ug.edu.gh worker to settle on individual choices with respect to his or her present performance and give procedures to future advancement. This is in concurrence with the attestations of David (2013) who accepts that self-viability is a significant factor for self-improvement and advancement at work. Then again, Nelson (2000) included that PA fundamentally causes the worker to have a reason and set methodology toward target objective expounding that appraisal framework acts like a helper for the worker who performs well in the present to keep the accomplishment up and later on. Malcolm and Jackson (2002) mentioned four distinct advantages for the organisation. These are focused on training approach dependent on recognized needs, future worker advancement choices, viable bases for remuneration choices and improved maintenance of employees. As per Mullins (2002), the basic aim of PA, is to improve the accomplishment of the every worker, subsequently stimulating improvement in the performance of a company overall. PA is one of the scopes of instruments that can be used to monitor performance effectively, in that it provides information which feeds into diverse modules of performance management procedure. 2.6 Perception of Employees of the Appraisal System The human asset framework in any organisation can be progressively powerful by embracing an appropriate appraisal framework in assessing the performance of staff (Armstrong, 2003). Mensah and Seidu (2012), consented to this, however mentioned that it additionally relies upon worker’s impression about the reasonable technique for appraisal in the organisation; regardless of whether it gives a positive or negative effect on them. This demonstrates whether the employees get inspired to advance performance or if the criticism they get do propel or make them less enthusiastic for the job. Jawahar (2006) accepts that, the fulfillment staff get from 20 University of Ghana http://ugspace.ug.edu.gh performance assessment input cultivates work fulfillment and organisational duty. Denisi and Pritchard (2006) perceived investment of workers in appraisal process as forerunner to workers' work inspiration since they will feel a feeling of decency all the while. Additionally, Brown and Benson (2003) affirms that employee react all the more positively to reasonable PA frameworks while Pettijohn et al. (2001) realizes it in a comparable light thus emphasizes that the cooperation is extremely fundamental to workers and prompts the view of job fulfillment and responsibility. Mullins (2007) demonstrated that if workers see an assessment procedure in an organisation as important wellspring of criticism to advance their performance, bring open door for advancement and self-improvement, they will be propelled to perform. Cheng (2013) discourses that it is significant for administrators to make assessment procedure exceptionally obvious to the employees. This is on the grounds that workers have a particular desire when they join the organisation, for example, development and the organisation anticipate a great deal from the worker also. However, the criticism they get from appraisal will either persuade or rouse the workers which will in any way influence the organisation performance. With this impact, it is significant for mangers to complete appraisal fittingly and perceive how to display data about progress and analysis too (Anthony et al., 1999). Tsai and Wang (2013) considers PA to be a standout amongst the most basic apparatuses for managers to evaluate the performance of staff. Likewise, Carrell et al. (2000) recognises that performance management is the beginning stage and view it as ''a container of instruments'' comprising of a scope of apparatuses which is utilized by management to steer, manage and advance performance of employees. Besides, such devices incorporate the reward frameworks, leadership, work configuration, while DeCenzo and Robbins (2007) bears witness to it and 21 University of Ghana http://ugspace.ug.edu.gh builds up its point that performance management in the part of PA as a device goes past evaluating what. The success of an organisation is realized with various contributions from every employee. Consequently, one of the important arrangements of managing human resource is to connect and drive workers towards achieving organisation's objectives and targets through target performance appraisal framework (Daoanis, 2012). Performance assessment framework, consequently, is a basic apparatus by which HR's administration rehearses this standard appraisal of workers' commitments as they measure up to the structure set by the organisation (Arogundad et al., 2015). As results, PA framework is intended to evaluate the performance of every employee occasionally with the goal that management can settle on suitable choices on advancement, training, development, and remuneration just as the arrival of workers importantly to endure the adequacy and productivity of the organisation (McMahon, 2013). PA framework basic roles are to rouse and guide improved work performance by partnering the employees' historical and contemporary performance with the principles of an organisation (Atteya, 2012). In any case, in the ongoing occasions, changes realized by globalization, information, communication and technology, and monetary recessions have prompted changes in employees' work disposition and hierarchical responsibility, particularly in the financial business. The appraisal systems are often developed in such a way, that they encourage standard criticism for the workers. Teaching of better execution from workers, there is need to have employees’ periodical updates on their performance about their expectation, current performance, and areas where there is the need for improvement. Such periodicals enhance employees’ performance (Leonard & Trusty, 2015). 22 University of Ghana http://ugspace.ug.edu.gh 2.7 Problems of Performance Appraisal Systems PA is generally rehearsed globally in companies. One of the best difficulties looked by appraisal forms in organisations is the irregularity prevailing among theory and down to earth performance. This is maintained by Saffie-Robertson and Brutus (2014) who underline that greatest PA exercises are opposed by workers in an offer to guarantee their jobs. Proceeding, they accept that the swelling of performance assessment as a show of mercy for workers so as to empower them represents a noteworthy danger to the uprightness of performance appraisal frameworks in different organisations. Selvarajan and Cloninger (2008) recommended that a few organisations are disappointed with their PA process. This infers the PA procedure is not a proper component for tending to employee inspiration. Be that as it may, PA is viewed as basic to make a constructive outcome workplace and improve the eminence of administration. Selvarajan and Cloninger (2011) contended that, there are various issues related with the PA process and these incorporate poor plan, absence of thoughtfulness regarding the hierarchical culture, and reluctance to defy issues of terrible showing, just as time weight. PA systems are regularly retrospective. A characteristic conventional appraisal as a rule happens a couple of times annually. There could be widened time holes of months between structure up goals and surveying them, and points that were set upon in the beginning of the year are commonly just pulled out during evaluation time (Afriyie, 2009). While performance examinations give the perfect opportunity to supervisors and staff to have a one-on-one talk, it is sadly open to uneven evaluations (Khan, 2013). For example, a couple of administrators will by and large be generous or demanding in their assessment of staff. Supervisors may moreover fall into the catch of the "ongoing performance sway" where they generally simply audit the 23 University of Ghana http://ugspace.ug.edu.gh continuous exercises of specialists at the period of the examination and award centers subordinate around later great or negative events relatively to whole long stretches of actions (Jones & Wright, 2007). There is similarly a penchant to focus on the weaknesses as opposed to characteristics, which makes conflicts among boss and staff similarly as a negative work environment (Okeyo, Mathooko &Sitati, 2010). What organisations don't comprehend is that capacities holes ought to be tended to quickly as it influences the fundamental concern (Afriyie, 2009). During the exhibition examination process, there are typical issues that create and they include: tendency, stereotyping, crown screw up, distributional mix-ups, closeness bumble, the evaluation conflicts, region botch, recency goof, separate error and attribution blunder. As indicated by Maroney and Buckley (1992) account, there is a huge gap among theory and practice. They additional revealed that human asset staff do not completely use the psychometric devices accessible and center administration contend that the procedure ought to be basic and simple to pursue if not it moves toward becoming tedious and cost incapable. Another analysis is the appraisal completed by supervisors lead to the propensity of employees being reliant on them and all the more so some of the time, the managers are not appropriately prepared and the input is thwarted because of prejudice and inclination which toward the end prompts mistaken and inconsistent appraisal of workers. Walters (1995) abridges a portion of the difficulties confronted by PA procedure in an organisation as topmost managements weakness to decide assessment benchmarks in a quantifiable term, absence of skill and mastery in completing assessment unbiasedly, mistake in assessments because of inclination like stereotyping and worker opposition because of absence of lucidity about the reason and the procedure of the appraisal. In the investigation of Hannay (2010) which cited Nickols (2007), determined number of apparent issues with PA, for example, 24 University of Ghana http://ugspace.ug.edu.gh decrease of performance as employees set "effectively reachable" objectives; production of passionate negative sentiments; against the requirement for group working; accentuation on undertaking as opposed to generally process results; cultivate a momentary view; encourage political game-playing; expensive practice requires for planning, getting ready and directing appraisals including training expenses and dealing with appraisal claims and potential issues. Iles and Zhang (2013) talked about the test of social contrasts in PA as far as disposition of extraneous prizes, bunch performance, explicit official assessment strategies, and worker contribution. They recommended that it can represent a test since workers in a collectivist culture lean toward collaboration as opposed to singular appraisal and are awkward with direct up close and personal inputs or analysis. An organisation that undertakes PA framework can be incapable on the off chance that it is not led well. A few dispositions of managers may cause these insufficiencies, for example, absence of readiness to acknowledge responsibility to assess individuals, absence of acknowledgment of the way that appraisal ought to be a half-yearly or yearly stock taking action and absence of aptitude concerning setting performance principles against which to evaluate. Then again, Gupta (2006) indicates various restrictions of PA. Among them are mistakes in rating. He included that PA may not be a legitimate marker of performance and capability of workers because of the propensity to rate an employee reliably high or low based on general impression and stereotyping based on his age, sex, or religion. 2.8 Empirical Review Farrell (2013) directed an appraisal to research the adequacy of PA amongst customer service organisations in Ireland. The research revealed that employees were excessively upbeat as they 25 University of Ghana http://ugspace.ug.edu.gh needed to finish the PA. Notwithstanding, a great deal must be done to improve the frameworks to make them all the more fulfilling and effective. Hardly, any components of the present framework exist, that, points to the confinement of successful appraisal forms. Besides, indispensable components required in a proficient PA procedure are still not set up. Mani (2002) likewise found from her investigation at the East Carolina University that numerous workers are persuaded by elements that do not identify with the PA systems. As indicated by her, many are self-persuaded or roused by the satisfaction in their work, and pay, an outward reward, positioned third among the things that propelled these employees. Be that as it may, she cautioned that, this self-inspiration and pleasure in work will stop if employees' compensation is not satisfactorily expanded, as enhancement in pay was likewise observed as an image of acknowledgment. Assessing the PA framework in the Bank of Botswana was another appraisal led by Migiro and Taderera (2010). A qualitative research configuration was utilized. The example for the appraisal was drawn from a populace of 417 workers, all from nine offices. Proportionate stratified sampling was utilized to choose representative units of estimation. Questionnaires were then dispersed to the arbitrary example of 79 respondents yet seventy of them came back with 88% reactions accordingly adding to the general capacity of the discoveries. Experimental outcomes demonstrate that the framework is utilized to recognize employees for advancement and to settle on pay grants. Nyaoga (2010) directed an appraisal research on the viability of PA frameworks in private Universities in Kenya, Kabarak University specifically. His appraisal demonstrates that PA framework is the main unmistakable metric route by which an organisation can know the dimension of performance of its differing workers. Albeit most workers knew about the kind of 26 University of Ghana http://ugspace.ug.edu.gh PA framework utilized in the private colleges. Such frameworks did not depend on any genuine formal reason for which they were planned. The adequacy of performance assessment structure in private schools was based solely on training of staff connected with the evaluation method and multi-rated system. In any case, it was likewise discovered that the reward results did not generally demonstrate a positive impression of the PA results, and that the framework was not steady. Sigei (2013) conducted an investigation to decide the degree to which 360-degree PA is embraced in the banking sector in Kenya. The discoveries of the appraisal showed that the financial area in Kenya has put in self-assessments and appropriation of criticism by quick director. In any case, the dependence on experts and assistants to go about as wellsprings of assessments in the 360-degree input appraisal has not usually been taken up. 27 University of Ghana http://ugspace.ug.edu.gh SECTION THREE METHODOLOGY 3.0 Introduction The section on methodology examines how the study was completed and justification of each selected technique used in the study. It comprises the strategy that will be utilized to gather the information on the research theme. In particular, this section provides details on the research design, population of the study, sampling and sampling procedure, sources of data, data collection instrument and data analysis. Issues of ethical concerns was also addressed. 3.1 Research Design A descriptive survey design as well as quantitative research approach were used in this study. A descriptive survey design is what gives a quantitative or numerical depiction of certain portions of a populace by means of gathering procedure of posing inquiries important to the exploration just as the sort of research that is being embraced. Using descriptive survey design is an effective method for gathering quantifiable data. Together with exact supposition it gives clarifications that look to upgrade the comprehension of the exploration questions (Malhotra, 2010). The descriptive survey design approach is picked on the grounds that the researcher needed to sample views from moderately enormous number of respondents at a specific period. The decision of a descriptive survey design is additionally notified by the fact that the survey method empowers a more extensive inclusion territory whiles allowing respondents the chance to investigate their individual commitments and recognize various hindrances existing in the midst of the different populace sub-gatherings. More particularly, the descriptive survey was considered the most appropriate research design because it enables a specific coverage area. 28 University of Ghana http://ugspace.ug.edu.gh 3.2 Population Populace is the particular gathering significant to the appraisal venture, the gathering that has the relevant data to the study (Malhotra, 1996). The population of this study consists of staff at MoFA. An inquiry undertaken by the researcher from the organisation indicates that the total number of staff at the Ministry is estimated to be 3,223. 3.3 Sampling Technique Convenience sampling method was employed in the choice of respondents which involved giving out the questionnaires based on accessibility and convenience on the part of both the researcher and the respondents. This method was used because it empowers the appraiser to access respondents who could without much of a stretch be included in the research work. The use of this sampling technique ensured that respondents who could provide the required information and who were more available to participate in the study were selected. 3.4 Sample Size Gathering information from such countless people was tedious and a stretch of spending plan for the thesis. Saunders et al. (2009) recognized that utilizing populaces for such enormous information gathering and investigation will prompt poor information appraisal and arrangement of blunders because of duplication of information and the inaccessibility of certain members. It is thusly important to locate a representative (or subset) of this populace. Out of a population of 3,223 at MoFA, the sample size of the study was 150 selected staff from various departments. The justification for this sample size is to guarantee that there will be reasonable portrayal of the sampled populace. The requirement for this number is because of time boundary just as the constrained accessible assets. 29 University of Ghana http://ugspace.ug.edu.gh 3.5 Sources of Data So as to answer the goals and research inquiries of this investigation, there was the need to get sufficient data from different sources to help accomplish the appraisal targets just as research questions. Two sources of data were used, namely the primary and secondary. Questionnaires were administered to gather primary data. 3.6 Data Collection Instrument The study used questionnaire to gather information from the respondents. The benefits of the questionnaire as information gathering apparatus will make it a suitable research instrument for gathering the information from the members. According to Creswell (2012), the utilization of questionnaires in research of this manner accompanies numerous focal points, which framed the premise of its utilization in the present study. A portion of the benefits of utilizing a questionnaire to gather information incorporates; the questionnaires are viable as they are structured and conveyed to the members to reply, they gather a much bigger data for investigation, the information from the questionnaires can be effectively evaluated in this way, turning out to be essential in the equating and opposing the factors (Creswell, 2012). The questionnaire contained only close-ended questions to potential answers out of which the respondents were required to choose answers which mirror their perspectives. This was meant to limit and control the reactions of respondents. On the other hand, the questionnaire is divided into four segments. Section A which covers enquiries on demographic characteristics of respondents. Section B questions focuses on the impact of PA systems on employee’s efficiency. Section C of the questionnaire addresses questions on the extent to which employee’s awareness 30 University of Ghana http://ugspace.ug.edu.gh on appraisal system leads to employees’ performance. Section D entails questions on the usefulness of the performance appraisal systems on employee’s performance. Additionally, Section E of the questions involves the perception of employees of the appraisal system while section F contains the questions on the problems produced by the performance appraisal systems used. The closed-ended questions in a five-point Likert scale was utilized with implications as appeared: (5) Strongly Agree (SA), (4) Agree (A), (3) Uncertain (U) (2) Disagree (DA) and (1) Strongly Dis-agree (SD). 3.7 Data Collection Procedure The respondents of the investigation were reached and consented to take an interest in the filling of the questionnaires with no intimidation. In carrying out this study, permission was sought from the administration of the organisation. The approval of participants was also sought before questionnaires were delivered to them for completion. During the dispersion of the instruments, the reason for the appraisal was clarified. The conveyance of questionnaire to the populace sample was self-administer on one-to-one basis to the respondents by myself, and collected back from them when completed around the same time. The essential information gathered was looked into to guarantee most extreme exactness, culmination, consistency and to decrease vagueness. To every questionnaire, a participant utilized around 8-15 minutes for answering. 3.8 Data Analysis The study treated each questionnaire as a novel case after the accumulation from the participants. Statistical Package for the Social Science (SPSS) was used to analysing the data from the questionnaires. Prior to the analyses, the data gathered from the field was edited and coded to 31 University of Ghana http://ugspace.ug.edu.gh ensure consistency. Discussion for the obtained results were also made, as well as conclusions and recommendations of research. Descriptive statistics (frequencies and percentages), mean, standard deviation and rank scores were utilized to decide the respondents' perspectives on every one of the investigation factors. From these, appropriate recommendations were made on the findings of the research whereas the results to be obtained from the study are presented in section four of the study. 3.9 Ethical Considerations To manage the model of behavior which is socially acknowledged, study permit was a noteworthy outline of the study. The reason for the investigation was clarified to the respondents with the goal that they do not get confounded and know their job in the appraisal. It was anticipated that the respondents accept my composed assent and therefore volunteer to participate in the appraisal without pressure. The information of the respondents is secret and, in this way, would not be uncovered without their assent. SECTION FOUR ANALYSIS AND DISCUSSIONS OF RESULTS 4.0 Introduction This Section brings to the fore the data presentation, analysis and discussion of results of the field work carried. The analysis is guided by the research questions and the objectives of the study. The data for the research was gathered from 150 respondents using both open and close- ended questionnaires. In analyzing the research data, the Statistical Package for Social Sciences 32 University of Ghana http://ugspace.ug.edu.gh (SPSS) was employed. Descriptive statistics including mean, standard deviation and rank score were used in the presentation and analysis of results of the four specific research objectives. Again bar charts, pie charts, tables and frequencies as well as percentages were used in the analysis where appropriate. The Section begins with the demographic characteristics of the research participants, followed by answers to the other main research questions. 4.1 Socio-demographic characteristics of respondents Demographic characteristics of the respondents such as their gender, age, educational levels and how long they have been in the current Ministry were elicited by the researcher. This is shown in the consequent table and charts below: Table 4.1: Gender of respondents Frequency Percent Male 99 66.0 Female 51 34.0 Total 150 100.0 Source: Field Data (2019) According to the gender distribution of respondents, both males and females were denoted by (99, 66.0%) and (51, 34.0%) respectively. This implied that most of the respondents from MoFA for this study were males. Accordingly, the males outnumbered the females in this study. Figure 4.1: Age of respondents 33 University of Ghana http://ugspace.ug.edu.gh Source: Field Data (2019) Per the age distribution of the respondents, the study results presented in figure 4.1 reveals that most of the respondents (65, 43.3%) were within the ages of 36-40years, (20, 13.3%) of the responding participants fall within the ages of 26-30 years and (23, 15.3%) between 31-35 years. The respondents who were above 41years scores (30, 20%) whiles (12, 8%) of the respondents were below 25 years. The outcome showed that, respondents between the ages 36- 40 years were in the dominant group. The study managed to comprise respondents that were at diverse age brackets in the various departments of MoFA. These representations could reinforce the study given the findings will reflect the thoughts and belief from different groupings of respondents. Figure 4.2: Educational Levels of Respondents 34 University of Ghana http://ugspace.ug.edu.gh Source: Field Data (2019) Results in Figure 4.2 display that a most of the participants (56, 37.3%) had a first-degree level of education compared to the respondents with Master’s degree (25, 16.7%). Again, only (9 ,6%) of the respondents had O’/A Level of education, (16, 10.7%) of the respondents had certificate/diploma and professional certificate as their highest level of education which was followed by (25, 16.7%) of the respondents who were HND holders. This implies that large proportion of the surveyed respondents at MOFA were First Degree and Master’s Degree holders and thus understood the data required by this research. This indicates that the population under deliberation was well informed to give appropriate and up-to-date information. 35 University of Ghana http://ugspace.ug.edu.gh Figure 4.3: Tenure/Years of Service of Respondents Source: Field Data (2019) The length of service/employment in an organisation determines the extent to which one is aware of the issues sought by the study. According to the results, as shown in Figure 4.3, (17, 11.3%) of the respondents indicated that they had an experience of less than 1 year; whiles (23, 15.3%) of the respondents had an experience of 1-3 years, again (39, 26%) of the respondents indicated that they had an experience of 4-6 years, while (71, 47.3%) of them had served for 7 years and above. This shows that 73.3% of the respondents had worked in the organisation for a period of over 11years which means that they had the necessary knowledge with regard to the subject matter under study. Accordingly, this result nevertheless indicates that the study involved individuals with enough experience who could give relevant data based on the experience they have. The main objective sought to examine the impact of the PA systems on employee’s efficiency. Furthermore, the participants were mandated to utilize a 5-point Likert scale fixed on Strongly 36 University of Ghana http://ugspace.ug.edu.gh agree (1), Agree (2), Neither Agree nor Disagree (3), Disagree (4) and Strongly Disagree (5). The means, standard deviations and rank score are offered in Table 4.2 below. Table 4.2: Impact of the performance appraisal systems on employee’s performance Descriptive Statistics Std. Rank Mean Deviation Score 1. Performance appraisal provides the scope for my 3.6667 1.19094 1st expressions on developmental needs 2. Appraisal impacts by helping me to better understand my 3.5533 1.30326 2nd job, skills, and a platform for self-reflection 3. The Appraisal System gives the chance to communicate 3.5067 1.24106 3rd my ideas, concerns and prospects for the general objective of the organisation 4. Appraisal aids in the recognition of growth needs which 3.4533 1.33405 4th intensify communication and mutuality between me and management 5. PA is used to adopt on promotions and salary rewards 3.3933 1.31024 5th 6. Performance appraisal help me to receive feedback on 3.3200 1.32260 6th execution and assess their commitments to the shared objective of the organisation Valid N (listwise) Source: Field Data (2019) According to Table 4.2, all the 6 impact of the performance appraisal systems on employee’s performance recorded average mean and standard deviation scores. Ultimately, “Performance appraisal provides the scope for my expressions on developmental needs” and “Appraisal impacts by helping me to better understand my job, skills, and a platform for self-reflection” recorded the highest mean of (M=3.66; SD=1.19; RS=1st), and (M=3.55; SD=1.3-; RS=2nd) respectively. Additionally, the other highest mean was “The appraisal system gives the chance to communicate my ideas, concerns and prospects for the overall goal of the organisation”, “Appraisal aids in the recognition of growth needs which intensify communication and mutuality 37 University of Ghana http://ugspace.ug.edu.gh between me and management”, “The system is used to decide on promotions and salary rewards”, and “Performance appraisal help me to receive feedback on performance and evaluate their contributions to the common goal of the organisation” (M=3.50; SD=1.24; RS=3rd), (M=3.45; SD=1.33; RS=4th), and (M=3.32; SD=1.32; RS=5th). The highest mean value showed that impact of the performance appraisal systems on employee’s performance were that; performance appraisal provided the scope for expressions on developmental needs; and appraisal impacts by helping employees to better understand their job, skills, and a platform for self-reflection. In the same vein, the appraisal system gives the chance to communicate employees’ thoughts, concerns and prospects for the general objective of the organisation; appraisal aids in the recognition of growth needs which intensify communication and mutuality between employees and management; the system was used to decide on promotions and salary rewards; and performance appraisal help employees to receive feedback on execution and assess their commitments to the shared objective of the organisation. 4.1.2 Awareness of Appraisal The study sought to examine the extent to which employee’s awareness on appraisal system leads to employees’ performance. Also, the participants were mandated to utilize a 5-point Likert scale fixed on Strongly Disagree (5), Disagree (4), Neither Agree nor Disagree (3), Agree (2) and Strongly Agree (1). The means, standard deviations and rank score are presented in Table 3 below. Table 4.3: Employee’s awareness on appraisal system Descriptive Statistics 38 University of Ghana http://ugspace.ug.edu.gh Std. Rank Mean Deviation Score 1. The ministry has strategies, methodology and guidelines 3.5800 1.26528 1st on the most proficient method to actualize the examination framework 2. The objectives of performance appraisal are made clear to 3.5333 1.28839 2nd me 3. I am informed in advance of when I will be evaluated 3.4600 1.32417 3rd 4. I take dynamic part in execution survey dialog 3.5667 1.22636 4th 5. The PA tool that is used is clearly understood and creates 3.4133 1.30145 5th a participative environment 6. I am allowed to appeal against appraisal results 3.3733 1.31867 6th Valid N (listwise) Source: Field Data (2019) The fallouts of the descriptive statistics of the mean and the standard deviation of the extent to which employees’ awareness on appraisal system leads to employees’ performance are provided in Table 4.3. The table shows all the 6 extent to which employees’ awareness on appraisal system recorded average mean, standard deviation and rank scores. The findings show that “The ministry has policies, procedures and instructions on how to implement the appraisal system”, “The objectives of performance appraisal are made clear to me” and “I am informed in advance of when I will be evaluated” which attained a mean (M=3.58; SD=1.26; RS=1st); (M=3.53; SD=1.28; RS=2nd) and (M=3.46; SD=1.32; RS=3rd) as shown in Table 4.3. Accordingly, “I take active part in performance review discussion” and “The performance appraisal tool that is used is clearly understood and creates a participatory environment” attained the topmost (Mean=3.41; SD=1.30; RS=4th), and (Mean=3.40; SD=1.34; RS=5th), respectively. The mean mark of (M=3.37; SD=1.31; RS=6th) was related with participants who strongly agreed that “I am permitted to appeal against evaluation results. The suggestion according to the mean, standard deviation and rank scores demonstrated that, the degree to which representative's mindfulness on examination framework prompts representatives' 39 University of Ghana http://ugspace.ug.edu.gh exhibition that; the service has arrangements, methods and guidelines on the best way to actualize the examination framework; the destinations of execution examination were clarified to specialists; workers were educated ahead of time of when to be assessed; they take dynamic part in execution audit discourses and the presentation evaluation instrument used was clearly understood and created a participatory environment. 4.1.3 Usefulness of Performance Appraisal System The study sought to establish the usefulness of the performance appraisal systems on employee’s performance. Likewise, the participants were mandated to utilize a 5-point Likert scale fixed on Strongly agree (1), Agree (2), Neither Agree nor Disagree (3), Disagree (4) and Strongly Disagree (5). The means, standard deviations and rank score are presented in Table 4.4 below. Table 4.4: Usefulness of Performance Appraisal System Descriptive Statistics Std. Rank Mean Deviation Score 1. PA system delivers a chance for helpful superior- 3.5867 1.24343 1st subordinate communication to facilitate job performance 2. PA goes for fortifying common comprehension and 3.5533 1.35378 2nd connection among manager and subordinates 3. PA causes me to pick up understanding into qualities and 3.5400 1.25655 3rd shortcomings 4. PA reduce stress at work 3.4467 1.29292 4th 5. Performance appraisal offers scope for expression on their 3.3667 1.29748 5th developmental needs 6. PA improves me comprehend what ought to be finished 3.2867 1.29748 6th Valid N (listwise) Source: Field Data (2019) The mean mark of (M=3.58; SD=1.24; RS=1st), (M=3.55; SD=1.35; RS=2nd), and (M=3.54; (SD=1.25; RS=3rd) was related with participants who strongly agreed that ‘performance examination framework gives a chance to steady better subordinate correspondence than encourage work performance'. Likewise, 'performance evaluation goes for fortifying common 40 University of Ghana http://ugspace.ug.edu.gh comprehension and connection among director and subordinates' and 'performance examination causes me to pick up knowledge into qualities and shortcomings. However, a mean of (M=3.44; SD=1.29; RS=4th) was recognized for the item “performance appraisal reduce stress at work”. However, the lowest prevalent measure of the mean mark of (M=3.36; SD=1.29; RS=5th) and (M=3.28; SD=1.31; RS=6th) was totaled for the item, “Performance appraisal provides scope for expression on their developmental needs” and “Performance appraisal makes me better understand what should be done” in this 6-item element. Again, the implication was that per the mean, standard deviation and rank score marks correspondingly, the usefulness of the PA systems on worker’s performance includes; PA system affords an occasion helpful superior-subordinate communication to ease job performance, PA intended at firming common understanding and association amongst supervisor and subordinates; and PA aids employees to gain insight into strengths and weaknesses. 4.1.4 Employee’s Perception of Appraisal System The study sought to examine the perception of employees of the appraisal system. Similarly, the participants were mandated to utilize a 5-point Likert scale fixed on Strongly Disagree (5), Disagree (4), Neither Agree nor Disagree (3), Agree (2) and Strongly Agree (1). The means, standard deviations and rank score are offered in Table 4.5 below. Table 4.5: Perception of employees of the appraisal system Descriptive Statistics Mean Std. Rank Deviation Score 41 University of Ghana http://ugspace.ug.edu.gh 1. Performance appraisal is job related 3.5933 1.97330 1st 2. Suitable training and data regarding performance 3.5800 1.28110 2nd appraisal system is offered to raters (Managers 3. The appraisal system used is impartial in terms of 3.3800 1.32437 3rd work relationship between me and the rater 4. The appraisal system used at the ministry is objective 3.3533 1.30120 4th and practical in terms of procedure 5. The appraisal system used is practical in terms of 3.3000 1.38424 5th clarification of information regarding expectations and standards, feedback received, explanation and justification of decision Valid N (listwise) Source: Field Data (2019) According to Table 4.5, all the perception of employees of the appraisal system recorded average mean and standard deviation scores. Eventually, “Performance appraisal is job related” recorded the highest mean of (M=3.59; SD=1.97; RS=1st). Furthermore, the other highest mean was “Suitable training and data regarding performance appraisal system is offered to raters (Managers)”, “The appraisal system used is impartial in terms of work relationship between me and the rater”, “The appraisal system used at the ministry is objective and practical in terms of procedure” and “The appraisal system used is practical in terms of clarification of information regarding expectations and standards, feedback received, explanation and justification of decision” (M=3.58; SD=1.28; RS=2nd), (M=3.38; SD=1.38; RS=3rd), (M=3.35; SD=1.30; RS=4th) and (M=3.30; SD=1.38; RS=5th); respectively. The highest mean value showed that the perception of employees of the appraisal system were; suitable training and data regarding performance appraisal system is offered to raters (Managers); performance appraisal was job related; the appraisal system used was practical in terms of clarification of information regarding expectations and standards, feedback received, explanation and justification of decision; the appraisal system used at the ministry was objective 42 University of Ghana http://ugspace.ug.edu.gh and practical in terms of procedure; and the appraisal system used was impartial in terms of work relationship between an employee and the rater. 4.1.5 Challenges of Performance Appraisal The study sought to identify the challenges of performance appraisal. In the same way, the participants were mandated to utilize a 5-point Likert scale fixed on Strongly Disagree (5), Disagree (4), Neither Agree nor Disagree (3), Agree (2) and Strongly Agree (1). The means, standard deviations and rank score are presented in Table 4.6 below. Table 4.6: Challenges of performance appraisal Descriptive Statistics Mean Std. Rank Deviation Score 1. Some performance appraisal activities are opposed by 3.5067 1.23564 1st employees in a bid to protect their jobs 2. There is an inclination to emphases on the weaknesses 3.4867 1.29395 2nd instead of strengths which creates conflicts among manager and staff as well as a negative work environment 3. Error in appraisal due to bias like stereotyping and 3.4800 1.15695 3rd employee resistance owing to lack of clarity about the purpose of appraisal 4. Performance appraisal system is inappropriately open 3.3933 1.31535 4th to bias ratings on employees 5. Sometimes the managers are not correctly trained and 3.3667 1.35318 5th the feedback is stalled due to subjectivity 6. Appraisal embarked on by managers lead to the 3.3667 1.28186 5th tendency of employees being dependent on them Valid N (listwise) Source: Field Data (2019) The fallouts of the descriptive statistics of the mean and the standard deviation for each variable of the challenges of performance appraisal are provided in Table 4.6. The table above shows all the 6 challenges of performance appraisal which recorded average mean, standard deviation and 43 University of Ghana http://ugspace.ug.edu.gh rank scores respectively. The findings show that “Some performance appraisal activities are opposed by employees in a bid to protect their jobs”, “and there is an inclination to emphases on the weaknesses instead of strengths which creates conflicts among manager and staff as well as a negative work environment” which attained a mean (M=3.50; SD=1.23; RS=1st) and (M=3.48; SD=1.29; RS=2nd) as shown in Table 4.6. Consequently, “Error in appraisal due to bias like stereotyping and employee resistance owing to lack of clarity about the purpose of appraisal” and “Performance appraisal system is inappropriately open to bias ratings on employees” attained the topmost (Mean=3.48; SD=1.15; RS=3rd), and (Mean=3.39; SD=1.31; RS=4th), respectively. The mean mark of (M=3.36; (SD=1.35; RS=5th) and (M=3.36; SD=1.28; RS=6th) was related with participants who strongly agreed that “Sometimes the managers are not correctly trained and the feedback is stalled due to subjectivity” and “Appraisal embarked on by managers lead to the tendency of employees being dependent on them”. Based on the mean and rank criteria scores respectively, challenges of performance appraisal were; some PA activities are opposed by employees in a bid to protect their jobs; there is an inclination to emphases on the weaknesses instead of strengths which generates fights amid manager and staff as well as a negative work environment; error in appraisal due to bias like stereotyping and employee resistance owing to lack of clarity about the purpose of appraisal; and performance appraisal system was inappropriately open to bias ratings on employees. 4.1.6 Discussion of Results The conversation of the outcomes of the study was done in relation to the research objectives in order to answer the research questions. Based on that, the aim of the study was to examine the 44 University of Ghana http://ugspace.ug.edu.gh impact of performance appraisal system on employee’s performance, a study of the MoFA. From the first objective, the study examined the impact of the performance appraisal systems on employee’s performance. The research revealed that, performance appraisal provided the scope for expressions on developmental needs; appraisal impacts by helping employees to better understand their job, skills, and a platform for self-reflection. It was gathered that, the appraisal system gives the chance to communicate employees’ concepts, worries and prospects for the general objective of the organisation; appraisal aids in the recognition of growth needs which intensify communication and mutuality between employees and management; the system was used to decide on promotions and salary rewards; and performance appraisal helped employees to get response on performance and assess their impacts to the shared objective of the organisation. The findings of this study were consistent with Muchinsky (2012) who indicated that performance review is a technique where job performance of a worker is appraised and assessed and goes about as a major aspect of profession improvement which comprises of standard questionnaires of officeholder's performance inside the organisations. However, Armstrong (2010) also posited that in performance evaluation, exactness and reasonableness in estimating worker performance is significant in that performance audit ought to be a control measure used to agree deviations of work undertakings with a viewpoint on making restorative move and furthermore to consider past performance as the organisation prepares. Arrangement of input on the prerequisite corrective job is basic all the while. From the second objective, the study examined the extent to which employee’s awareness on appraisal system leads to employees’ performance. The study deduced that the performance appraisal tool that was used is clearly understood and created a participative environment; 45 University of Ghana http://ugspace.ug.edu.gh employees were up-to-date in advance of when to be appraised; the ministry has strategies, measures and directions on how to institute the appraisal system; the aims of PA are made clear to workers; and they take active part in performance evaluation deliberations. The finding agreed with David (2013) who emphasized that performance analysis must be directed intermittently to assess a representative's exhibition estimated against the activity's expressed or assumed necessities. For him, it is huge that people from the association know unequivocally what is foreseen from them, and the gauges by which their exhibition and results will be estimated. David (2013) substantiated the need of a powerful appraisal plan by saying that it can recognize a person's qualities and shortcomings and demonstrate how such qualities may best be used and shortcomings survive. From the objective three, the study sought to establish the usefulness of the PA systems on employee’s performance. It was found that PA system provided an opportunity for supportive superior-subordinate communication to facilitate job performance, performance appraisal aimed at strengthening joint understanding and association amid administrator and assistants; and that PA facilitated employees to gain understanding into strengths and weaknesses. The fallout of the study corroborates with Gennard and William (2004) who said that the purposes for performance appraisal are to evaluate performance; for worker training and improvement (Ovando & Ramirez, 2007; Aguinis, 2009); for distinguishing objectives, setting them and accomplishing them (Ikramullah et al, 2012). Appraisal is a framework that gives imperative information to consistent, targets and equipped decision-making for recovering performance, recognizing training needs, overseeing jobs and setting levels for remuneration and for lawful purposes (Aguinis, 2009). 46 University of Ghana http://ugspace.ug.edu.gh From the objective four, the study examined the perception of employees of the appraisal system. Results from the study indicated that suitable training and data regarding performance appraisal system is offered to raters (Managers); performance appraisal was job related; the appraisal system used was practical as regards to explanation of data regarding prospects and values, response received, clarification and defense of choice; the appraisal system utilized at the ministry was objective and practical in terms of procedure; and the appraisal system used was impartial in terms of work relationship between an employee and the rater. The finding is supported by Mensah and Seidu (2012) who argued that it relies upon how the employees feel about the reasonable technique for appraisal in the organisation; regardless of whether it gives a positive or negative effect on them. This demonstrates whether the employees get inspired to improve performance or if the criticism they get makes them less enthusiastic for the job. Jawahar (2006) accepts that the fulfillment employees get from performance appraisal input cultivates work fulfillment and organisational duty. Denisi and Pritchard (2006) perceived investment of employees in appraisal process as forerunner to employees' work inspiration since they will feel a feeling of decency all the while. Additionally, Brown and Benson (2003) affirms that employee react all the more positively to reasonable performance appraisal frameworks while Pettijohn et al (2001) realizes it in a comparable light and emphasizes that the cooperation is extremely fundamental to workers and prompts the view of job fulfillment and responsibility. From objective five, the study identified the challenges of performance appraisal. It was found that, some PA activities are opposed by employees in a bid to protect their jobs; there was an inclination to emphases on the flaws instead of strengths which creates conflicts among manager and staff as well as an undesirable work environment; error in appraisal due to bias like stereotyping and employee resistance owing to lack of clarity about the purpose of appraisal; and 47 University of Ghana http://ugspace.ug.edu.gh PA system was inappropriately open to bias ratings on employees. The finding is supported by Saffie-Robertson and Brutus (2014) who feature that most performance evaluation exercises are opposed by workers in an offer to secure their employments. Proceeding, they accept that the arrangement of performance assessment as a show of tolerance for workers so as to support them represents a noteworthy danger to the honesty of execution evaluation frameworks in different associations. Selvarajan and Cloninger (2011) also mentioned that, there are various issues related with the performance appraisal process and these incorporate poor plan, absence of thoughtfulness regarding the hierarchical culture, and reluctance to defy issues of terrible showing, just as time weight. 48 University of Ghana http://ugspace.ug.edu.gh SECTION FIVE SUMMARY, CONCLUSION AND RECOMMENDATIONS 5.0 Introduction In this chapter, the study summarizes the key findings obtained from the study, as well as conclusion for consideration in order to guide policy. Thus, the Section is summarized under three themes to imitate the above. 5.1 Summary of Findings The aim of this study was to examine the impact of performance appraisal system on employee’s performance, a study of the Ministry of Food and Agriculture (MoFA). The study had five specific objectives, thus; firstly, to examine the impact of the performance appraisal systems on employee’s efficiency; secondly, to examine the extent to which employee’s awareness on appraisal system leads to employees’ performance; thirdly, to establish the usefulness of the performance appraisal systems on employee’s performance; fourthly, to examine the perception of employees of the appraisal system; and lastly to ascertain the challenges of PA. In this regard, the study adopted descriptive survey design and quantitative research approach using questionnaire. The coding and analysis were implemented using the Statistical Package for Social Sciences where descriptive statistics, such as pie chart and bar chart, frequency distribution table, mean, standard deviation and rank score in the presentation and analysis of results. The analysis and discussions were presented following the order in which the specific objectives of the study were stated. The following sections provide a summary of findings of the study in respect of the objectives. 49 University of Ghana http://ugspace.ug.edu.gh The first objective sought to examine the impact of the PA systems on employee’s performance. The results showed that PA provided the scope for expressions on developmental needs; and appraisal impacts by helping employees to better understand their job, skills, and a platform for self-reflection. Also, the appraisal system gives the chance to communicate employees’ ideas, concerns and prospects for the overall goal of the organisation; appraisal aids in the recognition of growth needs which intensify communication and mutuality between employees and management; the system was used to decide on promotions and salary rewards; and PA help employees to receive feedback on performance and evaluate their contributions to the common goal of the organisation. The second objective of the study sought to examinee the extent to which employee’s awareness on appraisal system leads to employees’ performance. In relation to this objective, the study found that, the PA tool that was used was clearly understood and created a participative environment; employees were informed in advance of when to be evaluated; the ministry has arrangements, methods and guidelines on the best way to execute the evaluation framework; the goals of execution examination are clarified to representatives; and they take dynamic part in performance audit discourses. The third objective of the study sought to establish the usefulness of the PA systems on employee’s performance. Results obtained from the study revealed that execution examination framework gives a chance to strong better subordinate correspondence than encourage work execution, execution evaluation goes for reinforcing shared comprehension and connection among director and subordinates; and execution evaluation causes representatives to pick up knowledge into qualities and shortcomings. 50 University of Ghana http://ugspace.ug.edu.gh The objective four of the study was to examine the perception of employees of the appraisal system. The data revealed that suitable training and data regarding performance appraisal system was offered to raters (Managers); PA was job related; the appraisal system used was practical as far as explanation of data in regards to desires and norms, input got, clarification and avocation of choice; the examination framework utilized at the service was objective and pragmatic as far as strategy; and the evaluation framework utilized was fair as far as work connection between a representative and the rater. The objective five of the study identified the challenges of PA. The outcome showed that some PA activities are opposed by workers in an offer to ensure their occupations; there is a tendency to accentuations on the shortcomings rather than qualities which makes clashes among supervisor and staff just as a negative workplace; mistake in examination because of predisposition like stereotyping and worker obstruction inferable from absence of lucidity about the reason of appraisal; and performance appraisal system was inappropriately open to bias ratings on employees.. 5.2 Conclusion The success of an organisation largely depends on how human resource is developed, managed and maintained in the organisation. Based on the findings of the study, it can be concluded that PA is practiced in the Ministry of Food and Agriculture (MoFA) and that the appraisers and appraisees know that their presentation is assessed in the service. This is finished to guarantee successful human asset improvement, arranging and evaluation of execution. The workers have clear thought of what explicit conduct, attributes or results expected of them, despite the fact that they are not associated with the setting of execution focus in the Ministry since the objectives are 51 University of Ghana http://ugspace.ug.edu.gh pre-controlled by the human asset division. The study can infer that all workers engaged with the exhibition rating procedure must be included all through the procedure. All the more especially, the raters in the Ministry of Food and Agriculture (MoFA) should esteem and mean to treat the ratees with nobility and decency. The relational treatment got is a significant supporter of generally speaking framework achievement. To guarantee rater precision, the raters should evacuate subjectivity and predisposition in execution assessment. It very well may be presumed that the exhibition evaluation ought to be an adequacy-based framework whereby 'objective' results are given, speaking to the estimation of a worker's commitment into the activity, not on representatives' exercises or practices. Both raters and ratees at the Service should hold visit gatherings for creating activity plans. During these gatherings, matters, for example, execution desires ought to be talked about just as looking into worker execution on errands that have been enough cultivated and any zones that need improvement. 5.3 Recommendations In view of the findings, the following recommendations are provided: It is recommended that every employee be permitted to take an interest in intermittent sessions to survey execution and explain desires. Both the boss and the worker ought to perceive these sessions as helpful events for two-way correspondence. It is recommended that staff at the Ministry know precisely what is anticipated from them, and the measuring sticks by which their exhibition and results will be estimated. It is recommended that execution assessment framework ought to give the chance to the Ministry to assess and check out its human resource. It likewise gives data with the goal that significant choices can be taken and gives input for further advancement of staff. 52 University of Ghana http://ugspace.ug.edu.gh It is recommended that workers must be given explicit guidance on how execution can be improved and should have short and long haul objectives set to indicate gradual enhancements. The management desires ought to be reasonable and not expect that representatives become star entertainers in only weeks. 53 University of Ghana http://ugspace.ug.edu.gh REFERENCES Abedi, M. (2004). Indexes of performance evaluation on teachers. 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APPENDIX UNIVERSITY OF GHANA RESEARCH TOPIC THE IMPACT OF AN APPRAISAL SYSTEM ON EMPLOYEES PERFORMANCE IN GHANA: A STUDY OF THE MINISTRY OF FOOD AND AGRICULTURE (MoFA) Dear Participant, My name is DORCAS PRAH, a post-graduate student at University of Ghana. This questionnaire seeks to solicit your views on the topic, The Impact of Performance Appraisal System on Employees Performance. Please note that the strictest confidentiality is assured with respect to answers given as facts are needed for academic purposes. Please tick the alternative information that is most appropriate. It will take 5-10 minutes to respond to this questionnaire. Thank you for participating in my research. Demographic Data 66 University of Ghana http://ugspace.ug.edu.gh 1. Gender? a. ( ) Male b. ( ) Female 2. Age of respondents? a. ( ) Below 25 years b. ( ) 26-30yrs c. ( ) 31-35yrs d. ( ) 36-40yrs e. ( ) Above 41 years 3. Level of education reached? a. ( ) Diploma b.( ) O’/A Level c. ( ) HND d.( ) First Degree e. ( ) Professional Certificate f. ( ) Master’s Degree Others (please state) ……………....................................................................................... 4. How many years have you worked with the Ministry a. ( ) Less than 1 years or less b. ( ) 1-3 years c. ( ) 4-6years d. ( ) 7years and above Instructions Please indicate the extent to which you agree or disagree with the following statements which examine impact of the performance appraisal systems on employee’s performance. Answer by ticking (√) only one answer in each case. Use the scales below as a guide for all the questions stated below where; 1- Strongly Agree (SA) 2- Agree (A) 3- Neutral (N) 4-Disagree (D) 5- Strongly disagree (SD) Impact of performance appraisal SA A N D SD 1. The Appraisal System gives the chance to communicate my ideas, 1 2 3 4 5 concerns and prospects for the overall goal of the organization 2. Performance appraisal provides the scope for my expressions on 1 2 3 4 5 developmental needs 3. The system is used to decide on promotions and salary rewards 1 2 3 4 5 4. Appraisal impacts by helping me to better understand my job, 1 2 3 4 5 skills, and a platform for self-reflection 5. Appraisal aids in the recogntion of growth needs which intensify 1 2 3 4 5 communication and mutuality between me and management. 6. Performance appraisal help me to receive feedback on 1 2 3 4 5 67 University of Ghana http://ugspace.ug.edu.gh performance and evaluate their contributions to the common goal of the organization Section C: Awareness of Appraisal Please indicate the extent to which you agree or disagree with the following statements which examine the extent to which employee’s awareness on appraisal system leads to employees’ performance. Answer by ticking (√) only one answer in each case. Use the scales below as a rank guide. 1- Strongly Agree (SA) 2- Agree (A) 3- Neutral (N) 4-Disagree (D) 5- Strongly disagree (SD) Employee’s Awareness on Appraisal System SA A N D SD 7. I am informed in advance of when I will be evaluated 1 2 3 4 5 8. The ministry has policies, procedures and instructions on how to 1 2 3 4 5 implement the appraisal system 9. The performance appraisal tool that is used is clearly understood 1 2 3 4 5 and creates a participative environment 10. The objectives of performance appraisal are made clear to me 1 2 3 4 5 11. I take active part in performance review discussion 1 2 3 4 5 12. I am allowed to appeal against appraisal results 1 2 3 4 5 Section D: Usefulness of Performance Appraisal System Please indicate the extent to establish the usefulness of the performance appraisal systems on employee’s performance. Use the scales below Where (1- Strongly Agree (SA) 2- Agree (A) 3- Neutral (N) 4-Disagree (D) 5- Strongly disagree (SD) Performance Appraisal System and Employees Performance SA A N D SD 13. Performance appraisal provides scope for expression on their 1 2 3 4 5 developmental needs 14. Performance appraisal makes me better understand what should be 1 2 3 4 5 done 15. Performance appraisal system provides an opportunity for supportive 1 2 3 4 5 superior-subordinate communication to facilitate job performance. 16. Performance appraisal reduce stress at work 1 2 3 4 5 17 Performance appraisal helps me to gain insight into strengths and 1 2 3 4 5 weaknesses 18. Performance appraisal aims at strengthening mutual understanding 1 2 3 4 5 and relationship between supervisor and subordinates 68 University of Ghana http://ugspace.ug.edu.gh Section E: Employee’s Perception of Appraisal System Please indicate the extent to which you agree or disagree with the following statements which examine the perception of employees of the appraisal system. Answer by ticking (√) only one answer in each case. Use the scales below as a guide for all the questions stated below where; Where (1- Strongly Agree (SA) 2- Agree (A) 3- Neutral (N) 4-Disagree (D) 5- Strongly disagree (SD) Perception of Employees SA A N D SD 19. The appraisal system used at the ministry is objective and practical 1 2 3 4 5 in terms of procedure 20. The appraisal system used is impartial in terms of work 1 2 3 4 5 relationship between me and the rater 21. The appraisal system used is practical in terms of clarification of 1 2 3 4 5 information regarding expectations and standards, feedback received, explanation and justification of decision 22. Performance appraisal is job related 1 2 3 4 5 23. Suitable training and data regarding performance appraisal system 1 2 3 4 5 is offered to raters (Managers) Section F: Challenges of Performance Appraisal Where 1- Strongly Agree (SA) 2- Agree (A) 3- Neutral (N) 4-Disagree (D) 5- Strongly disagree (SD) Problems produced by Appraisal System SA A N D SD 24. Some performance appraisal activities are opposed by employees 1 2 3 4 5 in a bid to protect their jobs 25. Performance appraisal system is inappropriately open to bias 1 2 3 4 5 ratings on employees 26. There is an inclination to emphases on the weaknesses instead of 1 2 3 4 5 strengths which creates conflicts among manager and staff as well as a negative work environment 27. Appraisal embarked on by managers lead to the tendency of 1 2 3 4 5 employees being dependent on them 28. Sometimes the managers are not correctly trained and the 1 2 3 4 5 feedback is stalled due to subjectivity 69 University of Ghana http://ugspace.ug.edu.gh 29. Error in appraisal due to bias like stereotyping and employee 1 2 3 4 5 resistance owing to lack of clarity about the purpose of appraisal Thank you, I really appreciate your participation. 70