PERFORMANCE APPRAISAL AS A TOOL FOR ACHIEVING HIGHER EFFICIENCY AND PRODUCTIVITY IN NATIONAL STEEL RAW MATERIALS EXPLORATION AGENCY, KADUNA
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PERFORMANCE APPRAISAL AS A TOOL FOR
ACHIEVING HIGHER EFFICIENCY AND PRODUCTIVITY IN NATIONAL STEEL RAW MATERIALS
EXPLORATION AGENCY, KADUNA
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.
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 the human resources in that organization, that tool has been
identified as “Performance Appraisal”.
Performance
Appraisal, According to Ngu (1994) “is usually referred to as integrated approach
to management for more productivity or efficiency in organization”. Through
this technique, activities of individual, unit, section, division, department
or a workers are monitored, measured and possibly with the aim of according
reward or some form of motivation. This very tool of management is a form of
communication, that is, it transfers information, ideas and values from one
person to another; employer and vice-versa.
This
information system (Performance Appraisal) aids management to see the loop-holes
or gaps in the employees performance and this give them the enlightenment on
how to introduces training of this man power to aid the development process.
Therefore the training and development of these categories of people should be
undertaken on a continuous basis in order to provide new skills in the dynamic
sector.
1.2
STATEMENT OF THE PROBLEM
Staff
training and development is very necessary to any organization be it private or
public, such training has benefited most organization in achieving their goal,
which is the aim of the study. More so, it is suppose to make the Agency more
efficient especially on how to motivate their personnel to increase their
performance.
Though
the Agency is among the oldest steel exploration industry in the steel sector,
most of their customers observed that their mode of operation is slow. For
example to drill a borehole it takes the Agency more time frame compare to
their counterpart in the drilling industry. It was observed also that most of
their workers are not really expose to new technique or modern operating system
that will enhance efficient and effective modern training of staff to give new
technological development. The Agency does not really have the flare of
employing young and capable staff with sound knowledge that could help it to
improve its operation.
Dickerman
(1974) noted that to improved personal performance, the individual himself had
to be motivated. He must see that the caring management attitudes are there,
that he can contribute his experiences, that the environment suits him and that
the results encourage, but involvement through the devolution of responsibility
is the major force. Training must be based on the specific needs of both the organization
and in individual.
This
situation made it pertinent to raise the following statement of problems:
1.
There were no measures put in place to
evaluate trained staff
2.
Inefficient control mechanism, policies
and procedure of Performance Appraisal
3.
There are no any strong effects of training
and development on staff of NSRMEA’s performance?
4.
There are no strong measures to
identify deficiencies and practice within the organization which adversely
affect the personal performance of individual or the successful operation of
departments.
5.
No room for individual to develop and
implement their own solutions to problems and deal with constrains which
restrict their personal contribution.
Despite
this inherent problems, the NSRMEA has done its best to see that training and
development remains a vital policy and also takes its course because the
important of training and development cannot be over emphasize as to motivate
staff to perform effectively to achieve the organizational goals and
objectives. But the management finds it almost impossible to have direct
contact with every individual worker let alone knowing what the worker does. To
achieve this fact, the management, 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 the
human resources in that organization, that tool has been identified as
“Performance Appraisal”.
1.3
OBJECTIVES OF THE STUDY
This
study aims at analyzing the impact of performance appraisal as a tool for
higher efficiency and productivity in National Steel Raw Materials Exploration
Agency, Kaduna and. The research work would therefore be geared towards the
achievement of the following:
1. How
performance appraisal affects the attainment of organizational goal.
2. Making
NSRMEA, Kaduna sees the urgency and need for performance appraisal in the
development of their human resources.
3. The
Various obstacle hindering the effective and efficient application of
performance appraisal in NSRMEA, Kaduna
4. Also,
to examine the reaction of the staff towards performance appraisal.
5. Finally
making suggestion on how to improve the performance of the staff of NSRMEA,
Kaduna.
1.4
STATEMENT OF HYPOTHESIS
The
hypothesis which this study seeks to test is as follows:
Ho -
Performance appraisal does not enhance the attainment of
higher efficiency and productivity in NSRMEA, Kaduna.
Hi -
Performance appraisal enhances the attainment of higher efficiency and
productivity in NSRMEA, Kaduna.
1.5
SIGNIFICANCE OF THE STUDY
This
study will be of benefit to National Steel Council, Kaduna. That the urgency and need for performance
appraisal will be appreciated in the area of development of their human
resources. And also, just as communication is bedrock in the achievement of
organizational goals, the study will served as
another major tool (a guide) in
aiding management in its functions of planning, organizing, staffing,
directing, coordinating, reporting or reviewing, and budgeting (POSDCORB) in
order to achieve the organizational goals.
More
so, the study will be of benefit to the staff of NSRMEA, Kaduna as a
motivational factor. Because the staff will be rest assured that they can only
be promoted, placed, paid, commended etc. in accordance with their work done,
target achieved, due process etc.
Finally,
it is a contribution to the achievement and development of knowledge, as a
secondary source of data and a reference material to other organizations,
researches etc.
1.6
SCOPE and LIMITATION OF THE STUDY
The
scope of the study covers National Steel Raw Materials Exploration Agency,
Kaduna as the primary source of data for the topic, while the secondary data
are materials from textbooks, journals, periodicals, internet materials,
prospects etc. It is to be noted that this study is greatly faced with
shortcomings by the poor management of information on performance appraisal
activity in NSRMEA, Kaduna. However, other inability factors to the research
work include:
1. Time
constrain: the time provide for the work execution of the study is rather too
short for a thorough and detailed research on the topic. This is because
NSRMEA, Kaduna has Six (6) other branches (Bases/Campsites) that are not situated
in Kaduna.
2. Lack
of maximum cooperation by respondent: some of the respondents who are in
position to give maximum relevant information refused doing so. While some did
not give full information believing that such information is secret to them and
should not be disclosed.
3. late
returning of questionnaire: some of the respondents did not return the
questionnaire given to them and some returned theirs very late.
4. Finance:
it was difficult for me to cover all the Agency’s Bases/Campsites due to
financial constraints.
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