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EFFECT OF PERFORMANCE APPRAISAL IN IMPROVING PRODUCTIVITY

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EFFECT OF PERFORMANCE APPRAISAL IN IMPROVING PRODUCTIVITY

CHAPTER ONE
INTRODUCTION

1.1    BACKGROUND OF THE STUDY
In any evaluation of the condition necessary for the growth and survival of an organization, the role of performance appraisal is a strategic factor. It is believed that both the individual and the organization need to know how well actual performance is contributing to the accomplishment of the job plans, the staffing plan, and ultimately the overall strategic plan of the organization. In addition, the individual employee requires feedback relative to his or her own goals development, as well as that relative to management’s expectations.
Performance appraisal is a formal and systematic assessment of an employee to determine the degree to which the employee is performing his/her job effectively. It is usually made in a prescribed manner of specific intervals such as quarterly, bi-annually or even annually. Each employee at one time or the other wants his immediate boss or more still his employer to assess his on-the-job performance, and where necessary give him guidelines or advice for improving his efficiency.
An effective performance review system serves these general purposes. In other words, as Nwachukwu (1985) puts it, “the essence of performance appraisal is to give information for the promotion, demotion, transfer, pay increase, training and development and discharge of an employee”.
Secondly, it provides employees with constructive on how they are performing in their jobs as viewed by their managers, thus leading to increased productivity.
Therefore, in any organization, manpower remains the most prominent and the most valuable assets among other factors of production. It is this reason performance appraisal is given recognition as a tool to improve organizational activities.
1.2    STATEMENT OF THE PROBLEM
Since the study seeks to examine performance appraisal as management tool for increased productivity in Union Bank Nig Plc. It therefore attempts to identify various employee appraising techniques, some common appraisal problems and how proper performance appraisal can enhance increased productivity in Union Bank Nig Plc.
1.3    OBJECTIVES OF THE STUDY
The purpose of writing this project is to investigate into how performance appraisal can enhance increased productivity in Union Bank Nig Plc. The study will among other things try:
                 i.            To find out the various performance appraisal techniques used.
               ii.            To examine the implications of performance and productivity.
             iii.            To provide bases for reward employees in relations to their contribution to the organization.
             iv.            To identify some common appraisal problems of employees and how proper appraisal can enhance increased productivity.
               v.            To make some used recommendations to management.

1.4    STATEMENT OF HYPOTHESIS
A hypothesis is a conjectural statement of relationship between two or more variables. They are always in declarative sentence form, and they relate either generally or specifically, variable or variables. They are particularly necessary in the studies of this nature where cause and effect relationships are to be discovered.
H1:    Performance appraisal techniques provide formal management procedure used in the evaluation of work performance in the organization.
H0:    Performance appraisal techniques do not provide formal management procedure used in the evaluation of work performance in the organization.
1.5    SIGNIFICANCE OF THE STUDY
              i)              The study is of vital importance to organization’s effectiveness, hence the result will be useful to the organization in developing effective and efficient performance appraisal plans and programmes to aid the organization in its goals attainment.
             ii)             The importance of this study therefore is to research into those benefits that performance appraisal could bring to the organization, employer and the employees alike.
            iii)            The study could also be valuable as source of reference to students of management studies who mighty carry out similar or further research in this area.
             iv)             The study will help the researcher to fulfill the requirement for the award of HND in management studies.

1.6    SCOPE OF THE STUDY
The study would squarely concentrate in analyzing performance appraisal techniques in Union Bank Nig Plc. The researcher has related the study only to the areas that are related to the topic such areas are: performance appraisal, techniques for performance appraisal.
1.7    LIMITATION OF THE STUDY
In a developing country like Nigeria, students are normally faced with grave shortage of relevant facts necessary for their research work and mine is not an exception.
However, confidence and ability are best assets every human being must possess. The following are some of the constraints encountered during this project work.
1.           Insufficient Textbooks and High Price Tags: In Nigeria nowadays, in purchase good and comprehensive textbooks for reading to further research on a typical issues. It will cost an average of three thousand naira and an average student cannot lay their hand on it as a result of the economic situation.
2.           Time Factor: In this part of the country and due to classroom lecturers, it often hinders someone to concentrate more one it project writing because part of the time are used in classrooms and to further participate in classroom group discussion and assignments.
3.           Finance: This project work involves huge financial expenses such as photocopy, typing and movement from one point to another to gather information. The financial problems not only hindered movement but also discourse ones enthusiasm in learning.
4.           Personal Limitations: Personal time available for recreation resting and washing are partly engulfed by this study in attempt to beat the expiration time for submission.
1.8    HISTORICAL BACKGROUND OF THE CASE STUDY
Union Bank is one of the five leading banks in Nigeria, ranking with the First Bank Plc, UBA Plc, Zenith Bank and Guaranty Trust Bank before and after recapitalization of banking industry. Union bank plc is a commercial bank that has been existing from 1917 as the then Barclays bank DCO, New Union Bank of Nigeria Plc came into the country. Barclays bank is a subsidiary of Barclays International was incorporated in Nigeria when the banking decree of 1969 was promulgated. It changed its name to Union Bank of Nigeria Limited in March 1972, when the indigenization decree came into existence.
The federal government held 52% of the banks share 40% for the Barclays international which sold 30% of its share to Nigerian in 1979, ten years later they sold the remaining 20% to Nigerian making it a wholly indigenes bank.
When the banking reforms introduced by Central Bank Governor Prof. Charles Soludo, that all banks operating in Nigeria to shore up their shareholders funds by sum 1150 percent from N2 billion to N25 billion (equivalent of 192 million dollars) before December 2005, the Union bank go into merger and acquisition with the following banks for consolidation. The bank merged and acquired Broad Bank Plc, where the capital base rose over N25 billion.
The staff strength of the bank is about 1000 people of various professional backgrounds well trained and carefully selected to attend to customers need with the highest standard of personal attention, confidentially and competence.
Union Bank is active in all Commercial Corporation and investment banking as well as international transaction. The bank operations are varied with specialized products for different aspects of banking. The bank also involve within the same industry. The stock in which the bank trade in is banking services and currency as its major raw materials.
The bank has a tradition for responsive and quick decision making her service delivery is backed with the latest technology including computer system and software are constantly updated to ensure that all transactions are handled with speed and efficiency.
The corporate vision of Union Bank Nigeria Plc is to be the most strong and reliable bank and most profitable banking the commercial bank and most profitable bank in the commercial industry.
These dreams are already being unmanifested through volume of assets, merger and acquisition of various commercial banks that cannot meet the mandatory N25 billion capital base laid down by the Apex bank (CBN). Her impact on the economy and society in general employment roll have felt nationwide.
1.9    DEFINITION OF TERMS
Ø    Performance Appraisal: It is a process or series of formalized discussions with an employee about performance over a specified period of time.
Ø    Manager: A person with the task of planning, organizing, directing, coordinating and controlling organization’s resources to attain the objectives of the organization.
Ø    Productivity: It is the “quantity or volume of the product or service that an organization provides” (Decenzo and Robbins, 1989).
Ø    Effectiveness: This is concerned with the art of getting the right things done, in the right way, at the right time and for the right purpose.
Ø    Efficiency: It is concerned with achieving an objective or producing product at the least cost to enhance organization achieves the main objective.
Ø    Organization: An enterprise established by a person or group of individuals; government in order to provide goods and services for the satisfaction of human needs.
Ø    Management: This is the process of planning, organizing, directing and controlling both human and non-human resources effectively and efficiently towards the attainment of organizational goal.


CHAPTER TWO
REVIEW OF RELATED LITERATURES
2.1    INTRODUCTION
Studies have shown that no organization can develop without the existence of systematic appraisal. A good performance appraisal is the one that helps employee to know his or her stand in the company.
Performance is the degree of accomplishment of the tasks that make an individual’s job. It is often confused with efforts which refers to energy expended. However, performance is measured in terms of results and combination of three factors – efforts, ability and direction makes the quality of performance.
According to Rue and Byars (1982: 13), effort refers to how hard a person works, that is, the amount of energy (physical or mental) used by an individual in performing a task, while ability is concerned with personal characteristics used in performing a job. And direction refers to how well the person understands what is expected of the job.
Peter Drucker (1983:41) in his book, Management: Tasks, Responsibilities and Practices, opined that it is the “test of an organization to make ordinary human beings perform better than they seem capable of”. Wendell French (1979:7) in discussing performance appraisal, observed that it is an attempt to provide data about past, present and expected future performance so that appropriate decision can be made. He also argued that although appraisal tends to be taken place somewhere within the organization at any moment in time. Systematic performance appraisal of an individual employee are likely to occur at intervals throughout the person’s employment.
According to Rue Byars (1982:161) performance appraisal is a “process that involves communicating to an employee how he is performing the job and ideally involves establishing plan for improvement”. He viewed the use of performance appraisal in organization as promotion and demotion, transfer, layoffs, discharge, counseling with employee, human resource planning and wage and salary administration.
Decenzo and Robins (1989: 358) viewed performance appraisal as designed for three purposes. First, it can be used as a basis for reward allocations. Decisions as to who get salary increases, promotion and other rewards are determined by their performance evaluation. Secondly, these appraisal can be used for identifying areas where development efforts are needed. Management need to spot those individuals who have specific skill or knowledge deficiencies. Performance appraisal is major tool for identifying those deficiencies. Finally, it can be used as a criterion against which selection devices, and development programs are validated. Thus, developing a valid, reliable and bias-free performance appraisal system can establish a satisfactory standard.
Unfortunately, environmental factors like inadequate work facilities, poor working conditions, lack of cooperation in the department affects the performance of the employees. The above factors should be eliminated by the Supervisor and what is expected of the employees must be effectively communicated to them.
2.2    PRINCIPLES GUIDING PERFORMANCE APPRAISAL
One ailment that is constantly riddled in Nigerian companies is the issue of godfatherism or man-know-man. The element of patronage relationship has jeopardized any meaningful attempts at objective evaluation of performance. This factor has led to nepotism in different companies in Nigeria. It follows from what is said above that appraisals should focus purely on the level of performance of the employee on the job, rather than on his patronage and ethnic origin. In Nigerian companies, the allocation of post is based on quota or the federal character principle has negated the merit system of administration. One is recruited to his state of origin.
Closely linked to this is personal prejudice. An effective appraisal system should be devoid of any traces of bias, or hostility. To ensure this fairness, it has been suggested that appraisal should if possible be reviewed by the peers of colleagues of the appraisee as well as his appraiser’s boss.
A.K. Ubeku (1984) in his book “Personnel Management in Nigeria” is of the view that nationality is achieved if every individual worker is made to realize the target that he is expected to meet and the time limit and then appraise him or his performance without bias.
2.3    CONCEPT OF PERFORMANCE APPRAISAL
The idea behind performance appraisal is not merely to find out what someone’s performance is worth, but equally to find ways of making it worth more. In the organizations that make up our complex and fast changing economy, nothing counts more than what people do at work. Helping them to do it better is what performance appraisal is all about.
Effective performance involves confrontation. It requires facing up to disagreement and conflict. Many supervisors have trouble managing confrontation. Others do not even try to manage it, they simply squelch any views that differ from their own. Effective performance appraisal takes time because it cannot be done in 10 or 15 minutes. So many impatient superiors do slapdash appraisals that may do more harm than good. Effective performance appraisals requires skills, and many appraisals are messed up by appraisers who know little or nothing about appraising.
In every organization, some managers do a good job of appraising the performance of their subordinate by discussing the evaluation with them as a means of helping them to improve their work and their changes for promotion. Often, there is no uniformity among divisions and departments. Therefore, the company desired to appraised management performance and identify individuals who show greatest potential for higher managerial positions.
For instance, performance appraisal is not confined to management positions only, it is used by many firms in evaluating the performance of non-supervisory employees (Pigor and Myers (1983:77).
Indeed, performance appraisal systems vary considerably. There has been disagreement over the most effective approach to stimulating improved managerial performance. This controversy reflects different personnel concepts of management. Under management by centralized direction and control, appraisals are made by higher-level manager, sometimes in consultation with other superiors at the same or higher level and communicated to subordinate managers. However, there is little opportunity for two-way communication on managerial performance. Managers are told where they stand and what they must do to move ahead.
2.4    OBJECTIVE OF APPRAISAL
The main purpose of performance appraisal is to improve the overall efficiency of an organization by trying to get the best of the individuals working for it. Within these concept therefore, performance appraisal schemes are used for specific purposes:
1.           The scheme provides an opportunity for the managers and his subordinates to review the latter’s work in the light of set objectives. The employee is, thus told how well he has performed on the job (Luthans, 1986:245).
2.           According to Pigers and Myers (1981:289), appraisals have been frequently used as a basis for selecting candidates for promotion to better jobs and for making ‘merit increase in hourly rates or salaries”.
3.           Performance appraisal is also used as a check on the success of recruitment, selection, placement and training procedures. Appraisal of probationary employee can help determine if they should be retained or not at the end of 30 to 60 days period for new employees. It is also used as a means of assessing how much increment in salary a worker is to get in comparison to his colleagues. The belief here is that output level varies directly with increment in salary and fringe benefits.
4.           Another aim is to satisfy the individuals needs; by knowing what the organization thinks of the employee. To have guidance for self-development; to discuss his or her performance with superiors and seek ways of improving it, to be satisfied that future development and career potential are given proper consideration.
5.           Performance appraisal indirectly aims at bringing the manager close to his subordinates. The worker thus acquires a sense of belonging and consequently is more committed to the organization. It is an established principle of management that the supervisory manager must know his subordinates intimately; not just part of him but the whole him. Therefore, continuous contact, observation and discussion between managers and appraisees are encouraged.
6.           The continuous nature of the appraisal scheme makes for the employee’s optimum performance since the employee can now tell when his efficiency rises or drops. Therefore, managers must not wait for twelve months before writing reports in December.


2.5   APPRAISAL PROCESS
According to Decenzo and Robbins (1989:361), appraisal process begins with the establishment of performance standards. These should have evolved out of job analysis and job description. The performance standard should also be clear and objective enough to be understood and measured. And there must be a clarification of the expectations of the workers. Underlying the system is the belief that one cannot evaluate performance objectively without knowing exactly what performance levels are required and expectd of the workers. It becomes essential, therefore, to figure out and write down in specific language the kind of performance and types of results that are expected. Actual performance can then be measured against them.
For instance, Decenzo and Robbins (1989:361) observed that once performance standard are established, it is necessary to communicate these expectations. It should not be part of the employee’s job to guess what is expected of them. It is unfortunate that too many jobs have vague performance standards. The problem is compounded when these standards are not communicated to the employee. It is important to know that communication is a two-way street. Communication only takes place when the transference of information has taken place and has been received and understood by the subordinate. Therefore, feedback is necessary from the subordinate to the manager. Satisfactory feedback ensures that the information communicated by the manager has been received and understood in the way it was intended.
Appraisal Process Chart
1.           Establish performance Standard
2.           Communicate performance          expectation to employee
3.           Measure actual performance
4.           Compare actual performance with standard
5.           Discuss the appraisal with the employee
Source: Decenzo and Robbins, p. 362.
The third step in the appraisal process is the measurement of performance. To determine what actual performance is, it is necessary to acquire information about it. The company should be concerned with how it measure and what it measures.
However, to measure actual performance certain information are used by managers and some common sources of information are personal observation, statistical reports, oral reports and written reports. Each of these has its strength and weaknesses, a combination of them increases both the number of input sources and the probability of receiving reliable information. What we measure is probably more critical to the evaluation process than how we measure, since the selection of wrong can result in serious dysfunctional consequences. And what we measure determines, to a great extent, what people in the organization will attempt to excel at. When we tell an employee that she will be evaluated on criterion X and appraise her performance base on criterion Y, we can expect to do a good job to decline.
The fourth step in the appraisal process is the comparison of actual performance with standards. The attempt in these steps is to note deviation between standard performance and actual performance.
The final step in appraisal process is the initiation of corrective action when necessary. Correction action can be of two types – one is immediate and deals predominantly with symptoms. The other is basic and delves into causes. Immediate corrective action is often described as “putting out fires”, whereas basic corrective action gets to the source of deviation and seeks to adjust the difference permanently (Decenzo and Robbins, 1989:364).
They further argued that immediate action corrects something right now and get things back on track. Basic action asks why and how performance deviated. In some instances, managers may rationalize that they do not have the time to take corrective action and therefore must be content to “perpetually put out fires”. Good managers should recognize that they must find the time to analyze deviations and, in situations where they benefit justify such action, permanently correct significant differences between standard actual performance.
2.6    ADMINISTERING AN APPRAISAL PLAN
Piger and Myers (1983:289) viewed performance appraisal as ultimately a responsibility of line management, to be met with the assistance of the personnel administrator and his or her staff. Almost any plan will be worthless if it lacks the support of management, or if supervisors are poorly trained in systematic appraisal or unconvinced of its value or equally if discussion of results with employees is boldly handled, or if appraisal are not honesty used for the purpose intended.
These and other difficulties often prevent the successful operation of a systematic programme. Pigor and Myers assert that these may be avoided if the personnel administrator helps management by taking the following steps:
1.           Secures full agreement of line management on the need for a formal performance appraisal plan on the purposes for which it be used. A choice has to be made among several types of appraisal plans:
a.           Point system the weights for each other;
b.           Non-point system with a chart or form describing the factors to be appraised;
c.            The rank-order, paired comparison, or forced-distribution method, in which each supervisor ranks employees on overall performance or divides them into groups, such as the top 10%, the next 20%, etc;
d.           The field review method in which the performance of each employee is reviewed in detail by supervisor with the help of the personnel department;
e.           Appraisal by results of objectives.
2.           Study plan of other companies and existing literature on the subject to develop a plan best suited to the needs of the particular organization. Complicated plans should be avoided, in our judgment, point system are open criticism because of their complexity. Ratings in not more than four categories for each factor (example outstanding, good, satisfactory, unsatisfactory) are preferable, because points numerical weights suggest a degree of accuracy that is not possible in subjective employees performance appraisal. Much depend, however, on how the appraisal plan has been developed and how carefully the rater have been trained.
3.           Enlists the cooperation of supervisors in drawing up the appraisal form, including discussion to the approach to be used and uniform descriptions or instructions to be followed.
4.           Provide or secure careful training of the supervisors, in order to get unbiased, uniform appraisals of the employees. Progress in rating will be almost directly proportionate, at least in the early stages of the programme to the amount of intelligent effort expended to improve the ability of the individual raters.
5.           Achieve link and staff coordination and mutual checking of the employee performance appraisal, in order to get consistency and uniformity within and between departments. In a large metal-trade company, there was much employee dissatisfaction because in one department, a point rating of 75 was “excellent” whereas took 90 in another department to be considered. Coordination of appraisals through group discussions between the personnel administrators and superintendents can help to minimize each discrepancies.
6.           Arrange for periodic discussion of performance appraisals by the supervisor with each subordinate. Good points should be stressed, difficulties pointed out, and better performance encouraged. All employees have the right to know from their supervisors on how they are getting along, and good supervisor will let them know more frequently than at the formal appraisal review. The appraisal discussion should be in the nature of a progress review with an opportunity for employees to respond if they feel differently about their job performance.
All in all, a systematic appraisal plan helps supervisors to review the performance of their employees. This is probably the greatest value to any organization. Management should participate from the start in the development of the programme, for it is management responsibility to evaluate employee performance. The personnel officer should clearly remain in a staff capacity.
2.7    METHODS OF APPRAISAL
There are many methods of performance appraisal. There is no general method appropriate for all purposes. The problem of management is to determine what kind of performance appraisal method is adequate, given the purposed to be served.
a)           Trait Checklist
Here the rater uses a list of behavioural description and check off behaviours that apply to the employee.

Sample of Checklist Item in Appraisal
1.           Are supervisors’ orders usually followed? Yes/No
2.           Does the individual approach customers promptly? Yes/No
3.           Does the individual lost his or her temper in public? Yes/No
4.           Does the individual keep busy when not serving customers? Yes/No
5.           Does the individual volunteer to help the employee? Yes/No
Once the checklist is complete, it is usually evaluated by the staff personnel department, not the manager doing the checklist. Therefore, the rater does not actually evaluate the employee’s performance, he or she merely records it. An analyst in the personnel department then scores the checklist. The final evaluation can then be returned to the rating manager for discussion with the subordinate. The example of trait, according to Luthan et al, that frequently appear on such forms are neatness, ingenuity, initiative, ability to follow instructions promptly, and ability to get along with co-workers.
Advantages
Checklist method reduces some bias. It is easy to install and administer since relatively few forms are commercially available. In fact, all employees are rated on the same factors and on the same scale. Checklist method is suited to anniversary date.
Disadvantages
The trait checklist is general and not related specifically to job performance. In this method, they are particularly susceptible to varying standards of comparison being used by various raters. The tendency of those using this method is to focus on personal characteristics rather than job performance results. And the factors rated are general, there is a tendency for ratings to reflect the “halo effect”.
b)           Graphic Rating Scale
Graphic rating scale is the most popular method of appraisal. It is used for assessing factors such as quantity and quality of work, job knowledge, cooperation, loyalty, dependability, attendance, honesty, integrity, attitudes and initiative. However, this method according to Decenzo and Robbins (1989, p. 367) is most valid when abstract traits like loyalty or integrity are avoided unless they can be defined in more specific behavioural terms. The assesses goes down the list of factors and notes the point along the scale that best describes the employee. This is often rated alongside the tradition method. The advantage of scaling is that there is more flexibility.
Graphic Rating Scale
Employee’s Name:                         Date:
Evaluator’s Name:                        Period of Evaluation:
Directions:          Circle the point on each scale which best approximates the employee’s performance.




Poor
Below Average
Above Average
Excellent
Job knowledge




Quality of work




Quantity of work




Co-operation




Company loyalty




Customer courtesy




Ability to learn




Dependability




Safe habits




 Ability to follow direction





c)            Forced Choice
Luthan, et al (1979:48) looks at force choice as a process whereby the supervisor evaluate an employee’s performance on the basis of the categories of traits listed under the trait method, but the supervisor is forced to make a yes or no judgment.
In this checklist, the rater has choice between two or more statements, all of which may be favourable or unfavourable. The appraiser’s is to identify which statement is most descriptive of the individual being evaluated.
Decenzo and Robbins (1989:368) gave advantages of forced choice method by viewing that since the appraiser does not know the right answers, it reduces bias and distortion. The appraiser may, for example, like a certain employee and intentionally want to give her favourable evaluation, but this becomes difficult if one it not sure which responses is most preferred.
On the negative side, this method tends to be disliked by appraisers. Many do not like being forced to make distinctions between statements that are difficult to differentiate amongst them. Raters may also become frustrated with a system where they do not know what represents a “good” or “bad” answer.
Forced Distribution of Employee
Department…………………………        Supervisor…………………
Date…………………………………..       Period of Evaluation……..
Directions:          Begin with the excellent classification then processed to the above average, etc. List names of the employees who fall into the classification; the total number within each category may not exceed the percentage allowance for the classification.
         
Poor
Below Average
Average
Above Average
Excellent
10%
20%
40%
40%
10%
-       Ward
-       Johnes
-       Lickting
-       Ehlercoe
-       Elbert
-       White
-       Jones
-       Tyan
-       Sharbrough
-       Dean
-       Brown
-       Alexander
-       Henderson
-       Meeham
-       Smith
-       Nelson
-       Vahaly
-       Wilber

d)           Essay Appraisal
Decenzo/Robbin viewed essay appraisal method as the simplest of appraisal where the rater rights a narrative description of an employee’s strength, weaknesses, past performance, potential and suggestions for improvement.
The strength of the essay appraisal lies in its simplicity, it requires no complex forms. It can be a letter written by former employers, teachers or associates concerning an individual’s qualifications and past performance. However, the essay appraisal can provide considerable information, which can be fed and assimilated by the employee.
e)           Critical Incident Appraisal
Here, the rater’s attention is focused on those critical behavoiurs that make the difference between doing a job effectively and doing it effectively. They write down little anecdotes that describes what the employee did that was especially effective or ineffective. The strength of the critical incidents on a given employee provides a rich set of examples from which the employee can be shown which of his or her behaviours are desirable and which one call for improvement.
Its disadvantage is that appraisers are required to regularly writes this incidents down, but doing this on a daily or even weekly basis for all of their subordinates is time consuming and burdensome for managers. Secondly, critical incidents suffers from problem of comparison and ranking of subordinates.
f)            Paired Comparison
According to Carmel and Kuzmits (1982:250), paired Comparison is where each employee is being given a positive comparison total and a certain percentage of the total positive evaluation. This percentage of positive comparison gives the paired comparison technique an advantage over the ranking forced distribution methods like the ranking and forced distribution technique, paired comparison is quick if few employees are involved and fairly easy to use. However, supervisors prefer paired comparison to ranking or forced distribution because they compare only two employees to each other.
The disadvantage of paired comparison is that employee are simply compared to each other on total performance rather than specific job criteria.
g)           Management By Objective
According to John Humble (1979:36) management by objective has induced a move to result-oriented approach to assessment stemming from the basic axiom that managerial effectiveness is the extent to which he achieves the output requires of his position. In favour of MBO is the fact that such systems are based on facts about what he appraiser actually did and the target objectives he is assessed on are the ones which have been agreed between himself and the assessor at the start of the assessment period. The difficulty lies in deciding what yardsticks to use a measure of performance and upon which to set objectives. In banking, many of the agreed targets and key tasks are not within the absolute control of the appraiser. Time changes circumstances and in turn the agreed targets – it is consequently difficult to disentangle the two. Moreover, quantitative targets are of doubtful value in service department where quality standards are obtained.
Assessment centres have a further role to plan in this connection where the employee assemble in other to undertake group task under observation. These lay greater emphasis on assessing potential rather than past performance.
Studies now observed that it is necessary to give a clear idea of where they stand in the organization’s opinion and this is not easy; research has shown that interviews tend to leave interviewees with an over-optimistic view, especially of their promotion prospects.
Advantages
Management by Objective (MBO) focus directly on the achievement of business results, not the personal characteristics that may contribute to results. The annual establishment is agreed plan business and personal objectives adjusts the programme to changing business needs and personal development requirement.
Disadvantages
In Management by Objective, each employee is rated on different factors and on different scales. Furthermore, the system in susceptible to the use of varying standards to establish performance objectives. The MBO approach is very difficult to install in goal setting and subject to all the difficulty of forecasting.


2.8    APPRAISAL INTERVIEW
Appraisal interview is an important aspect in assessing employee. In this context, it is important that both supervisor and employee communicate their perception of the employee’s performance. They should look at the job and the future rather than personality and the past. The emphasis should be on development rather than on appraisal.
According to Luthan (1978), the decision a supervisor has to make in the appraisal interview is whether to be participative or directive. In any interview, the participative style encourages the employee to take part. In general, the participative interview technique has proved more effective than the directive technique in increasing the employee’s motivation and improving performance.
During a directive type of interview, the supervisor tells the employee about his or her performance. Researchers have viewed that the more directive the appraisal, the less effective it is in improving performance. Luthan’s et al (1979:254), recommended that the participative style be used in most circumstances. However, during the interview the employee may review his or her own performance and offer suggestions for improvement and development.
In fact, any successful appraisal interview should look at the following points:
              i)              The purpose of the interview should be well understood by both parties;
             ii)             Thorough preparation is undertaken by both parties;
            iii)            A favourable setting for the interview is arranged;
             iv)             The interview should follow a pattern;
              v)              A “problem solving” approach should be adopted.
What Distort Performance Appraisal
Performance appraisal process and technique presents an objective system in which the evaluator is free from personal bias, prejudices and idiosyncrasies.
In spite of our recognition that a completely error-free performance appraisal can only be an idealized model, with all actual appraisals being something less than this optimum, we can isolate a number of factors that significantly impede objective evaluation.
Leniency Error
Every evaluator has his or her own value system which acts as a standard against which is appraisals are made. Relative to the true or actual performance an individual exhibits, some evaluators mark high and others low. When evaluators are positively lenient in their appraisal, an individual performance becomes overstated that is rated higher than it actually should. Similarly, a negative leniency error understate performance, giving the individual a lower appraisal.
According to Decenzo and Robbin (1989:376), if all individuals in an organization were appraised by the same person, there would be no problem. Although there will be an error factor it would be applied equally to everyone. The difficulty arises when we have different leniency errors making judgments. Assume a situation where both Jones and Smith are performing the same job for a different supervisor, but they have absolute identical job performance. If Jone’s supervisor tends to err toward positive leniency while Smith’s supervisor err towards negative leniency, we might be confronted with two dramatical different evaluations.
Halor Error
According to Bernadin and Beatly (1987:140), the Halo Effect or Error is a “tendency to rate high or low on all factors due to the impression of a high or low rating on specific factor”. For example, if an employee tend to conscientious and dependable, we might become biased toward that individual to the extent that we will rate him or her high on many desirable attributes.
People who design teaching approval forms for College students to fill out in evaluating the effectiveness of their instructor each semester must confront the Halo Effect. Students tend to rate a faculty member as outstanding on all criteria when they particularly appreciative of a few things he or she does in a classroom.
Similarity Error
When evaluators rate people in the same way that the evaluators perceive themselves, they are making a similarity error. Based on the perception that evaluators have of themselves, they project those perceptions onto others. For example, the evaluator who perceives himself or herself in aggressive may evaluate others by looking for aggressiveness. Those who demonstrate this characteristic tend to benefit, while others are penalized.
Low Appraiser Motivation
What are the consequences of the appraisal? Bernadin and Beatly (1987:270), viewed that if the evaluator knows that a poor appraisal could significantly hurt the employee’s future particularly opportunities for promotion or salaries increases, the evaluator may be reluctant to give a realistic appraisal. There is evidence that it is more difficult to obtain accurate appraisals when important rewards depend on the result.
Thomas Decotilis and Adre Petit (1987:635), argued that performance appraisals are used as the determinants for rewards may be viewed as analogous to the proverbial forward pass in football.
Ongoing Feedback
Employees like to know how they are doing. The “annual review” where the manager shares the subordinate’s evaluations with them may become a problem. In some cases, it is a problem merely because managers out off such reviews. This is particularly likely if the appraisal is negative. But the annual review is additional trouble if the manager “save up” performance-related information and unloads it during appraisal review. This creates an extremely trying experience for both evaluator and employee. In such instances, it is not surprising that the manager may attempt to avoid confronting uncomfortable issues which even if confronted, may be denied or rationalized by the subordinate (Henderson, 1989:284).
The solution lies in having the manager share with the subordinate both expectations and disappointments on a day-to-day basis. By providing the employee with frequent opportunities to discuss performance before they reward or punishment. Consequences occur, there will be no surprises at the time of the annual formal review.
2.9    RESPONSIBILITY FOR DECREASED AND INCREASED PRODUCTIVITY IN RELATION TO PERFORMANCE
          Employees are performing well when they are productive. Yet productivity itself implies both concern for effectiveness and efficiency.
“Productivity is the quantity or volume of the major product or service than an organization provides” (Robbins, 1983:22). In other words, it is the amount of work that is being performed in the organization… in terms of how much and how well. According to Decenzo and Robbins (1989:9) high productivity is what makes an organization thrive. Without a good product or service to sell, problems in an organization are sure to arise. Accordingly, productivity improvement programmes are becoming more popular with organizations.
Productivity is contingent on an employee motivation, the best trained employee, one who not only has the ability but has access to the most advance piece of equipment, will not be productive if he or she is unwilling to be so. Attitude plays an important role as whether individual as the propensity to work. Accordingly, to increase productivity we must, in fact, chance an employee’s attitude or in academic terms, increase his or her morale. According to Walker (1980), employees are motivated to perform, to develop personal capabilities and to improve performance and productivity.
While productivity improvements can be achieved through a series of events – proper equipment, increase motivation – one common threat exists. That threat is a worker’s ability to accept and implement changes. High performance depends on both ability and motivation. Many employees with extra-ordinary talents do not perform satisfactorily because they will not exert the necessary effort.
Therefore, we desire to have capable employees who are highly motivated. If a person is to perform effectively, extrinsic factors such as job design, working conditions, job security and supervision must be seen as satisfactory. Many people also look for intrinsic factors such as achievement, recognition and responsibility from their work. For individuals who place high value on intrinsic factors, the absence of this factors can reduce one’s willingness to exert high degree of effort.
The greater the output of a given input, the more efficient is the production process. Similarly, if output is given, the lower input consumed to get that output results is greater efficiently. It is most desirable to have objective measures of productivity, this consists of efficiency as well as effectiveness. Performance also includes personnel data such as measures of accidents, turnover, absences and tardiness.
That is a good employer is one who not only performs well in terms of productivity but also minimizes problems for the organization by going to work on time, by not missing days and by minimizing the number of work related accidents. More widespread, but possibly less effective in eliciting employees participation in productivity improvement are the profit-sharing movement, employee stock purchase plans, and employee suggestion systems.
Genuine employee interest and participation in increasing productivity are probably not achievable through any specific technique or system. When any system is successful, the common goal of a productive enterprise or organization.
2.10  IMPLICATION OF PERFORMANCE AND PRODUCTIVITY IN MANAGEMENT
The challenging opportunities that are inherent in every industrial organization for people to assume responsibility, achieve status, acquire new skills, learn, develop and exercise creativity become apparent once this area of collaboration is carved out. The idea that workers are paid to do what they are told and management is paid to tell them not only to prevent effective collaboration but automatically creates the feeling of psychological failure. It leaves either to indifferent positivity or to active hostility. Genuine participation problem solving removes the causes of these common reactions (Douglas McGregor, 1988:92).
As productivity has increased, gained have been shared with employees through general wage and salary increases, pay incentive systems and other methods. But how to share these gains in a way that will develop an enthusiastic and willing workforce is a persistent problem for management. Should all gains go to employees, or only some proportion? How can we measure the gains in productivity? What approaches and what methods of gain sharing will encourage employees towards higher productivity? These are among the perplexing questions which continue to face management. Members of line management and staff specialists, such as personnel administrator and the industrial engineer, need to be informed on possible approaches in dealing with these continuing problems.
Employee interest in higher productivity does not develop without some stimulation by management, either directly or through the creation of an atmosphere in which the employees want to contribute their best efforts to the job. Too often in the past, employees (and their unions) had felt that higher productivity benefited someone than themselves. Often, they have not been convinced that there is a direct relationship between higher productivity, and lower costs and increased on the one hand and more job security and higher wage or salary incomes on the other hand.
The measurement of labour productivity is the increase in output resulting from all factors that contribute to the reducing balour input per unit of output better and more efficient machinery, better work-flow, reduced waste, improved processes, more skilled workers, and increased efficiency and efforts by workers of the same skill. The latter may be relatively less important, because historically the largest increases in the output per production employee hour have occurred because more and better machinery that is capital was introduced by management in the capital labour mix.
When productivity measurements are available for a particular industry, there are good reasons for not precisely adjusting wage and salary charges in that industries to charge in the industry’s labour productivity index. If these were done for each industry wages and salaries would be increased when an industry productivity was unchanged or falling. It is true that wages and salaries are higher in those industries which have experienced the greatest increases in labour productivity, such as air transportation, utilities, telephone communications, and petroleum refining, among others. Thus, management and unions have tended to negotiate agreements that share some of the increased productivity gains in such industries with the employees of such industries.
If higher productivity industries are also expanding industries and need to attract more labour, then economists would agree that higher wages and salaries are necessary for optimum allocation of labour. But this allocation function is not always involved in wage decisions.
Process affecting Individual Productivity
LOW
Pressure from Foreman
Desire to do four days work
Desire for promotion
Fears for loss of job
Egostic drive to accomplish
HIGH
·        Resentment of management
·        Social pressure of group set rate
·        Fear of rate change
·        Reluctant to work too hard
·        Fear of working self out of work

Management and stockholders have benefited from lower costs, better ality and less need for supervision. Management’s job under a plan of this sort is not easy, but it is different. Management official must “keep on their toes” to plan work ahead and arrange for an adequate flow of orders and materials to the workplace. Thus, the planning function of management is increase. Directing the workforce and giving orders are less difficult, since real teamwork and self-discipline have developed.
Success is usually not due to hardwork from any group of employees. Savings results from suggestion to eliminate wastes to reduce the number of operations required, or to coordinate the work of groups of employees.
For example, in a book publishing plant, a press room worker found that some ink companies would process waste ink and return it in usable form at a cost of N10 to N15 as compared with N50-N95 for row ink. His suggestion in a committee meeting resulted in considerable saving. A bindery who was a member of a production committee suggested stacking word in a different manner in order to save floor space in an outside warehouse. This space was worth N50 a square foot.
In another firm, that did machine shop and sheet-metal machine operations on a job-shop basis, new methods of cooperation and cost reduction developed. Each mechanic agreed to pool his own figs and fixtures (formally jealously guarded) and to share his ideas with fellow mechanics to reduce the time necessary to complete orders.
Critics may say than an efficient manager would have made these changes without the benefit of employee suggestions through a joint labour management committee. But the fact is that the actual level of efficiency in many firms is below the optimum level. This is so partly because employees are neither motivated to produce as a part of work group nor convinced that higher output will be to their benefit as well as to the company.


CHAPTER THREE
RESEARCH METHODOLOGY
3.0    INTRODUCTION
In order to find solution to any problem or issue at any point in time, there is need of gathering relevant information which will form the basis for conclusion.
3.1    RESEARCH DESIGN
In carrying out a study of this kind, a lot of information has to be put together and analyzed, extensive research is very necessary and importantly this is because the success of the research work depend largely on how well, the instrument used in gathering data were being design.
According to Kelinger (1966) defined research design as the plan, structure and strategy of investigation concerned to obtained answer to research questions and to control variance. Thereby, the format employed to accomplish the systematic application of the scientific method of investigation problem are:
Random sampling via the questionnaire which was used for data collection from the respondents in order to confirm hypothesis.
3.2    RESEARCH POPULATION
The population of the study refers to the total number of staff of First Bank Plc, Kaduna branch the size of the population is relatively large, is said to be about 360 including senior and junior staff respectively. This population would provide the most authentic and dependable data necessary for the research, this is the generalization from the study can be validly applied.
3.3    SAMPLE SIZE AND SAMPLING TECHNIQUES
This is the selection part of an aggregate population to represent the whole aggregate in view of the large size of population of the study.
The method used in that of Roscoe (1975) who seems to use 10% as rule of ‘thumb’ acceptable levels.
Therefore, the researcher used the sample size of fifty six (56) questionnaire which were administration but only fifty (5) were returned.
Random sampling techniques were employed in the selection o avoid bias in the courses of carrying out the research.
3.4    METHOD OF GATHERING DATA
The source and method of collection of data was approached from different angles, which include primary data obtained through structural questionnaires for analytical purpose, secondary data which consist of relevant textbooks, journals and other publishing work to supplement the primary data.
3.5    JUSTIFICATION OF METHOD USED
The method used for data collection is questionnaire method. Questionnaire is simply a formalized schedule to obtain the record specified and relevant information in with tolerable accuracy and completeness. However, it advantage are as follows:
·                    It permits wider coverage at minimum cost
·                    It can be documented and kept for reference purpose
·                    It promotes much time for thought and careful study of the questions before answering the question.
·                    It has high possible way of gathering the truth most especially form the employees.
The disadvantages are considered as follows:
·                    Problem of non-return of questionnaire
·                    It is difficult for the researcher to follow-up the greater insight from replies.
3.6    METHOD OF DATA ANALYSIS
The techniques used by the researcher in this study for analyzing data were based upon the use of percentage and scaling to extensively enable a clear understanding and to indicate the comparison of certain figures or responses. From this percentage and scaling system, one can deduce the result from the highest respondents which signifies and shows the current trend and alternative to its multiple answers provided. Therefore, the method of data analysis adopted in this work or study are the percentage tabulation scaling method and descriptive method.

3.7    JUSTIFICATION OF INSTRUMENT USED
The percentage tabulation, scaling method and descriptive method were used because the instrument makes it easier for the tabulation of the alternative response of each choice and also the respondents are all literate.
Also the researcher employed chi-square for the test of hypothesis. This is because the study aims to analysis the impact of human relation in banking industry.
The chi-square is a statistical calculation used to test how well the distribution of a set of observed data matches a theoretical probability distribution in the formula.
Where:      c2 = Chi-square
                   O = Observed frequency
                   E = Expected frequency

                   ∑ = Summation



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