Journal of Business and Economic Development

| Peer-Reviewed |

Examining the Essence of Performance Appraisal to Zoomlion Ghana Limited in Tamale

Received: 6 February 2017    Accepted: 27 February 2017    Published: 22 March 2017
Views:       Downloads:

Share This Article

Abstract

This study examined the essence of performance appraisal to Zoomlion Ghana Limited in Tamale Metropolis. A quantitative approach was adopted and both descriptive and inferential statistical tools were used in analysis of data. The research sought to examine the essence of PA to Zoomlion Ghana Limited, a waste management company in Tamale Metropolis. Also, challenges associated with the PA system were also research on. A sample of 100 respondents were research on and a questionnaire was used to collect data from the respondents. It was found that PA results is a means of determining the employees’ remuneration; discover employees’ strength and weaknesses; achieve relevant feedback for monitoring. The PA systems challenges were identified as; appraise bias towards appraises; transfer of sentiments by the appraisers; variations in appraises results; and appraisers becoming too generous or too critical. The company can use meetings, regular for a as means of communicating the essence of PA in the organization. Appraisers also need be made to undergo refresher courses to enhance their capacities and also get them imbued with best practices in PA.

DOI 10.11648/j.jbed.20170203.14
Published in Journal of Business and Economic Development (Volume 2, Issue 3, August 2017)
Page(s) 161-169
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Employees, Performance, Appraisal, Performance Appraisal

References
[1] Kumari, S. (2012). A study on performance Appraisal Errors of Telecom Managers in Navi Mumbai Region. SIES Journal of Management. SIES College of Management Studies. September 2012 8(2).
[2] Tripathi, P. C. (2001). Personnel Management and IR Sultan Chan & Sons: New Delhi. 163-200.
[3] Selvarajan, T. T., and Cloninger, P. A. (2009). The Influence of Job Performance Outcomes on Ethical Assessments. Personnel Review, 38, 4, 398–412.
[4] Boohene, R. & Asuinura, E. L. (2011). The Effect 0f Human Resource Management Practices on Corporate Performance: A Study of Graphic Communications Group Limited. International Business Research, 4(1), 266-272.
[5] Warokka, A., Gallato, C., & Moorthy, T. (2012). Organisational Justice in Performance Appraisal System and Work Performance: Evidence from an emerging markets. Journal of Human Resource Management Research, 2012 (2012).
[6] Bellfield, R. C. & Addison, T. J. (2008). The Determinants of Performance Appraisal Systems: A Note (Do Brown and Heywood’s Results for Australia Hold Up for Britain?). An International Journal of Employment Relations. Blackwell Publishing Limited.
[7] Cravens, K. S., E. G. Oliver & J. S. Stewart. (2010). Can a positive approach to performance evaluation help accomplish your goals? Business Horizons 53: 269-279
[8] Singh (2008). Benefits of Performance Appraisal. [Online] Retrieved in November 2015 from www.appraisals.naukrihub.com.
[9] Cascio, W. F. (2008). Applied Psychology in Personnel Management. New Jersey: Prentice Hall. Perspectives, Cincinnati, OH: South-Western.
[10] Judge, T., and Ferris, G. (1993). Social Context of Performance Evaluation Decisions. Academy of Management Journal, 36, 1, 80–105.
[11] Cardy, R. L. & Dobbins, G. H. (1994); Performance Appraisal: Alternative Perspectives. Cincinnati, OH: South Western Publishing Co.
[12] Selvarajan, R., & Cloninger, P. A. (2008). The Importance of Accurate Performance Appraisals for Creating Ethical Organizations. Journal of Applied Business Research (JABR), 3rd quarter, 24, 3, 39–44.
[13] Guest, D. E. (1997). Human Resource Management and Performance: A Review and Research Agenda. International Journal of Human Resource Management, 8, 3, 263–276.
[14] Hartog, D., Boselie, P. & Paauwe, J. (2011). Performance Management: A Model And Research Agenda, Applied Psychology, an International Review, vol. 53, issue 4, pp. 556-569.
[15] Harris, M. (2009). Human Resource Management: A Practical Approach (2nd Ed), London: Dryden press, pp .211-224.
[16] Heneman, R. L. (2006). The Relationship between Supervisory Ratings and Result Oriented Measures of Performance: A Meta-Analysis. Personnel Psychology, 39, 811-826.
[17] Murphy, K. R., & Cleveland, J. N. (1995). Understanding Performance Appraisal: Social, Organizational, and Goal-Based Perspectives, Thousand Oaks, CA: Sage.
[18] Kinicki, A. J., McKee-Ryan, F. M., Schriesheim, C. A., & Carson, K. P. (2002). Assessing the Construct Validity of the Job Descriptive Index: A Review and Meta-Analysis. Journal of Applied Psychology, 87, 1, 14–32.
[19] Carroll, S. J., & Schneier, C. E. (1982), Performance Appraisal and Review Systems: The Identification, Measurement, and Development of Performance in Organizations, Glenview, IL: Scott, Foresman.
[20] Jiing-Lih, F., Werbel, J. D., and Bedeian, A. G. (1988), ‘An Empirical Investigation of Self-appraisal- Based Performance Evaluation,’ Personnel Psychology, 41, 1, 141–156.
[21] Roberts, G. (1992). Linkages Between Performance Appraisal System Effectiveness and Rater and Ratee Acceptance: Evidence from a Survey of Municipal Personnel Administrators. Review of Public Personnel Administration, 12, 19–41.
[22] Lam, S. K., and Schaubroeck, J. (1999). Total Quality Management and Performance Appraisal: An Experimental Study of Process Versus. Journal of Organizational Behavior, 20, 4, 445–457.
[23] Roberson, Q. M., and Stewart, M. M. (2006). Understanding the Motivational Effects of Procedural and Informational Justice in Feedback Processes. British Journal of Psychology, 97, 3, 281–298.
[24] Nathan, B. R., Mohrman, Jr., A. M., and Milliman, J. (1991). Interpersonal Relations as a Context for the Effects of Appraisal Interviews on Performance and Satisfaction: A Longitudinal Study. Academy of Management Journal, 34, 2, 352–369.
[25] Taylor, M., Tracy, K. B., Renard, M. K., Harrison, J., and Carroll, S. J. (1995). Due Process in Performance Appraisal: A Quasi-Experiment in Procedural Justice. Administrative Science Quarterly, 40, 3, 495–523.
[26] Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., and Ng, K. Y. (2001). Justice at the Millennium: A Meta-Analytic Review of 25 Years of Organizational Justice Research. Journal of Applied Psychology, 00219010, June, 86, 3, 425–445.
[27] Latham, G. & Wadley, K. (2008). Increasing Productivity through Performance Appraisal. Reading: Addison-Wesley.
[28] Noe, R. A., Hollenbeck, J. R., Gerhart, B. and Wright, P. M. (2009). Human Resource Management- Gaining Competitive Advantage, (2nd Ed.), Irwin\McGraw-Hill Companies, pp. 195-227.
[29] Locke, E. A. & Latham, G. P. (2012). Building a Practically Useful Theory of Goal Setting and Task Motivation. Chicago.
[30] Cloninger, A. P. & Selvarajan, T. T. (2012). Can Performance Appraisals Motivate Employees to Improve Performance? A Mexican Study. The International Journal of Human Resource Management. Routledge-Taylor and Francis. (23)15, 3063-3084.
[31] Smither, J. W., & London, M. (2009). Best Practices in Performance Management,’ in Performance Management: Putting Research into Action, eds. J. W. Smither and M. London, San Francisco, CA: Jossey-Bass.
[32] Narcisse, S., & Harcourt, M. (2008). Employee Fairness Perceptions of Performance Appraisal: a Saint Lucian Case Study,’ International Journal of Human Resource Management, 19, 6, 1152–1169
[33] Armstrong, M. & Baron, A. (2010). Managing Performance: Performance Management in Action. London: Chartered Institute of Personnel and Development.
[34] McEvoy, G. M. & Buller, P. F. (2008). User Acceptance of Peer Appraisal In An Industrial Setting, Personnel Psychology, p.40.
[35] McHale, J. (2013). Performance Appraisal: Getting It Right. People Management, vol.9, issue 13.
[36] Jacobs, R., Kafry, D., & Zedeck, S. (2010). Expectations of Behaviorally Anchored Evalating Scales. Personnel Psychology, 33, pp. 595-640.
[37] Meyer, H. H., Kay, E. & French, J. R. P. (2006). Split Roles of Performance Appraisal, Harvard Business Review, 43, 123-129.
[38] Sudhir, D. (2010). Human Resources Development and Personnel Management, 1st Ed., New Delhi: Radha Publications, pp. 331-357.
[39] Debrah, K. & Kamoche, D. (2010). Managing Human Resources in Africa: Compensation and financial performance. Academy of Management Journal, vol. 33, issue 4, pp. 663-691. Retrieved in December 2015 from http/books.google.com.gh/books.
Cite This Article
  • APA Style

    Abdul-Razak Abubakari, Dasana Salifu Wumbei. (2017). Examining the Essence of Performance Appraisal to Zoomlion Ghana Limited in Tamale. Journal of Business and Economic Development, 2(3), 161-169. https://doi.org/10.11648/j.jbed.20170203.14

    Copy | Download

    ACS Style

    Abdul-Razak Abubakari; Dasana Salifu Wumbei. Examining the Essence of Performance Appraisal to Zoomlion Ghana Limited in Tamale. J. Bus. Econ. Dev. 2017, 2(3), 161-169. doi: 10.11648/j.jbed.20170203.14

    Copy | Download

    AMA Style

    Abdul-Razak Abubakari, Dasana Salifu Wumbei. Examining the Essence of Performance Appraisal to Zoomlion Ghana Limited in Tamale. J Bus Econ Dev. 2017;2(3):161-169. doi: 10.11648/j.jbed.20170203.14

    Copy | Download

  • @article{10.11648/j.jbed.20170203.14,
      author = {Abdul-Razak Abubakari and Dasana Salifu Wumbei},
      title = {Examining the Essence of Performance Appraisal to Zoomlion Ghana Limited in Tamale},
      journal = {Journal of Business and Economic Development},
      volume = {2},
      number = {3},
      pages = {161-169},
      doi = {10.11648/j.jbed.20170203.14},
      url = {https://doi.org/10.11648/j.jbed.20170203.14},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20170203.14},
      abstract = {This study examined the essence of performance appraisal to Zoomlion Ghana Limited in Tamale Metropolis. A quantitative approach was adopted and both descriptive and inferential statistical tools were used in analysis of data. The research sought to examine the essence of PA to Zoomlion Ghana Limited, a waste management company in Tamale Metropolis. Also, challenges associated with the PA system were also research on. A sample of 100 respondents were research on and a questionnaire was used to collect data from the respondents. It was found that PA results is a means of determining the employees’ remuneration; discover employees’ strength and weaknesses; achieve relevant feedback for monitoring. The PA systems challenges were identified as; appraise bias towards appraises; transfer of sentiments by the appraisers; variations in appraises results; and appraisers becoming too generous or too critical. The company can use meetings, regular for a as means of communicating the essence of PA in the organization. Appraisers also need be made to undergo refresher courses to enhance their capacities and also get them imbued with best practices in PA.},
     year = {2017}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - Examining the Essence of Performance Appraisal to Zoomlion Ghana Limited in Tamale
    AU  - Abdul-Razak Abubakari
    AU  - Dasana Salifu Wumbei
    Y1  - 2017/03/22
    PY  - 2017
    N1  - https://doi.org/10.11648/j.jbed.20170203.14
    DO  - 10.11648/j.jbed.20170203.14
    T2  - Journal of Business and Economic Development
    JF  - Journal of Business and Economic Development
    JO  - Journal of Business and Economic Development
    SP  - 161
    EP  - 169
    PB  - Science Publishing Group
    SN  - 2637-3874
    UR  - https://doi.org/10.11648/j.jbed.20170203.14
    AB  - This study examined the essence of performance appraisal to Zoomlion Ghana Limited in Tamale Metropolis. A quantitative approach was adopted and both descriptive and inferential statistical tools were used in analysis of data. The research sought to examine the essence of PA to Zoomlion Ghana Limited, a waste management company in Tamale Metropolis. Also, challenges associated with the PA system were also research on. A sample of 100 respondents were research on and a questionnaire was used to collect data from the respondents. It was found that PA results is a means of determining the employees’ remuneration; discover employees’ strength and weaknesses; achieve relevant feedback for monitoring. The PA systems challenges were identified as; appraise bias towards appraises; transfer of sentiments by the appraisers; variations in appraises results; and appraisers becoming too generous or too critical. The company can use meetings, regular for a as means of communicating the essence of PA in the organization. Appraisers also need be made to undergo refresher courses to enhance their capacities and also get them imbued with best practices in PA.
    VL  - 2
    IS  - 3
    ER  - 

    Copy | Download

Author Information
  • Department of Accounancy, Tamale Technical University, Tamale, Ghana

  • Human Resources and Administration, Zoomlion Ghana Limited, Tamale, Ghana

  • Sections