PERFORMANCE APPRAISAL AS A TOOL FOR ACHIEVING HIGHER EFFICIENCY AND PRODUCTIVITY IN NATIONAL STEEL RAW MATERIALS EXPLORATION AGENCY, KADUNA

PERFORMANCE APPRAISAL AS A TOOL FOR ACHIEVING HIGHER EFFICIENCY AND PRODUCTIVITY IN NATIONAL STEEL RAW MATERIALS EXPLORATION AGENCY, KADUNA

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ABSTRACT

This project work is on the Performance Appraisal as a tool for achieving higher efficiency and productivity in National Steel Raw Materials Exploration Agency, Kaduna the problem investigated by this study focus on the performance which is not up to the expectation. The Aim of the study is at analyzing the impact of performance appraisal as a tool for higher efficiency in the performance of staff of the Agency, which is geared towards the objectives of How?, what are urgency and need for performance appraisal, examining the reaction of staff toward the appraisal and finally making suggestion on how to improved the performance of the staff. However, the data for the study were generated from both primary and secondary sources which includes; observation, interview, journals, questionnaire etc. the instruments employed for the analysis of the data collected were quantitatively, qualitatively using simple Percentage. It was realized after the analysis of the data that performance appraisal has a strong impact on the efficiency and higher productivity of staff in NSRMEA, Kaduna. However, it was recommended that the Agency should ensure that performance appraisal assessing be carried out with due process so as the future training and development programmes will be done with care and diligence, selection process for training should be based on merit and related to the problem on ground and there should be a level of consistency in the rate of determining the yardstick for performance appraisal this is all to ensure higher productivity and efficiency.

TABLE OF CONTENT

CHAPTER ONE – General Introduction

1.0       introduction      ——————————————————————–              1

1.1       Background of the Study ———————————————————             1

1.2       Statement of the General Problem ———————————————              4

1.3       Objective of the Study  ———————————————————                7

1.4       Statement of Hypothesis ———————————————————             8

1.5       Significance of the Study ———————————————————             8

1.6       Scope and Limitation of the Study         ————————————–              9

1.7       Historical Background of NSRMEA, Kaduna ———————————–             10

CHAPTER TWO- Literature Review

2.0       Introduction    ———————————————- ———————-             21

2.1       Concept of Performance Appraisal————————————————-           21

2.2       Elements Of Performance Appraisal————————————————          25

2.3       Role of Performance Appraisal   ————————————————  —          26

2.4       Stages of Performance Appraisal            ————————————————-            28

2.5       Method of Performance Appraisal ————————————————-           30

2.6       Purpose of Performance Appraisal ————————————————           33

2.7       What an organization Appraises in its Employees           —————————–            34

 

CHAPTER THREE – Research Methodology

3.0       Introduction     ———————————————————————-            46

3.1       Research Design ——————————————————————-             46

3.2       Research Population ————————————————————–  –           47

3.3       Sample Size and Sampling Techniques —————————————–           47

3.4       Method of gathering data ——————————————————–              48

3.5       Justification of Methods used    ———————————————-                 49

3.6       Method of data Analysis            ——————————————————                   49

3.7       Justification of instrument used ———————————————-                 49

 

CHAPTER FOUR- Presentation of Data and analysis

4.1       Introduction     ———————————————————————             50

4.2       Section A (Biodata)      ————————————————————–          50

4.3       Section B (Data Presentation & Analysis) —————————————         54

 

CHAPTER FIVE _ Summary, Conclusion and Recommendations

5.1       Summary ————————————————————————–                71

5.2       Conclusion        ——————————————————————–              72

5.3       Recommendation ——————————————————————              75

  1. Bibliography ——————————————————————–              77


CHAPTER ONE

 

1.0    INTRODUCTION

1.1    BACKGROUND OF THE STUDY

One of the universals of organizations is objectives or goals. Every organization is characterized with the following features: people and structure and all this are geared towards the attainment of its stated goals. Chis Argyris defines an organization as “Intricate human strategies designed to achieve certain objectives” also, Blake and Mouton identified seven (7) characteristics of an organization. These are purpose, structure, financial resources, know-how, human interaction organizational culture and result.

 

However, the wheel of the organization is therefore steered towards achieving certain goals that is every worker is involved and mobilized in the process of goals attainment. ‘Human resources’ this constitute the ultimate dignity of an organization, after all, it is the interactions of people with natural resources that institute the development process, the people according to Gant “are the human resources for the supply of physical labour, technical and professional skills, which are germane to effective and efficient planning and implementation of developmental policies, programme, projects and daily activities.

 

The various definitions however, concur on one basic thing, and that is, the need for human resources and its development for the development of personnel in any enterprises, whether public or private, is one of the essential functions of the human resources manager. This is because, of all resources available to the organization the human resources are perhaps, the most vital in its usage, so that without them, all the other form of innovation such as technological innovation computers would just lie there unattended to, due to the unavailability of skills man power to manipulate them. This required managerial functions such as planning, organizing, staffing, directing, coordinating, reporting or reviewing, and budgeting (POSDCORB).

 

In large and complex organization, the managerial functions become very cumbersome and difficult. This is so because; the manager finds it almost impossible to have direct contact with every individual worker let alone knowing what the worker does. To achieve this fact, the manager, who performs the functions of planning, organizing, controlling, directing, etc, as identified by Knootz and O. dinnel, must make use of tools that would aid him in sanitizing and appraising th

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