STAFF PERFORMANCE APPRAISAL

Introduction
 Performance appraisal is the assessment of the performance
of an individual in relation to the objectives, activities,
outputs and targets of a job over a specific period of time.
 It is an administrative tool used for the following purposes:
- Providing improvement for the worker
- Means of assessing the worker’s suitability for
promotion to the next grade.
- Means of assessing the worker’s suitability for
movement to another more challenging position or
place within the organisation.
- Means of assessing the worker’s suitability for
undergoing further training.
 Good performance appraisal practice is beneficial to the
organisation and the individual.
 Most people particularly people of ability, want to know
how well they are doing
 An officer who had a low rating the previous year on a
certain aspect is expected to improve the following year. If a
worker fails to improve or deteriorates, it may mean there is
something wrong with that worker and there is need for a
face-to-face interview with his/her boss.

Objectives of performance assessment

 To determine the extent to which set targets are achieved
 Recognise the strengths of the appraisee
 Identify areas of weakness of the appraisee with a view to
helping him/her to overcome them.
 Identify other issues, which affect performance.

Tools required for staff performance appraisal

 Group judgement, i.e. seeking other people’s opinions

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 Periodic appraisal i.e. evaluation done regularly
 Trial on a series of jobs, i.e. practical work and observation
 Guidelines for managers and staff on performance appraisal
 The performance appraisal forms
 Last year’s completed performance appraisal forms.
 Other documents which may necessary in obtaining facts e.g
reports and minutes.

Basic principles of performance appraisal

 The performance objectives against which the individual is
to be assessed must be jointly agreed and wherever possible
measurable.
 The appraisal report must be brief and concise and conclude
with a jointly agreed action plan to improve performance.
 The process must be open and interactive to allow for the
full involvement of the person being appraised.
 The system must also include an assessment of job
competencies i.e. the skills and qualities required in meeting
the performance objectives.
 The appraisee must be given an opportunity to assess
himself/herself.

Benefits of performance appraisal

 It enables the appraiser and the appraisee to review past
performance and plan for the future.
 It is possible to measure how an individual has performed
against a pre-determined set of activities and outputs.
 Barriers between the appraisers and appraisees are
minimised and commitment to work increased because of
the full involvement by both in the process.
 It is possible for ministries, local governments and NGOs to
identify current skills and actual performance training needs.

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 Appraisees can openly discuss with the appraiser their
training and development requirements and other areas
where they need further assistance.

Conducting the appraisal meeting

 The appraiser must ensure that:
- The meeting is a two-way discussion by encouraging the
appraise to talk.
- Past performance, future action plan for objectives and
training and development needs of the appraisee are discussed.
- Appraisee’s achievements are acknowledged.
- Incomplete activities and outputs are discussed
Note: After the appraisal interview the appraiser should
complete the appraisal form and give it to the appraisee to read
and sign.
The appraisee should actively participate in the appraisal
meeting and ask questions on issues he/she is not clear about.
He/she should be committed to all agreed training and
development objectives.

Setting objectives, outputs and targets

 At the appraisal interview, the appraiser and the appraisee
should review performance in light of the objectives, outputs
and targets which were agreed for the period in question and
clearly identify the strengths that enabled the objectives to
be met or the weaknesses that hampered their attainment.
 The identified strengths and weaknesses should be taken into
consideration while setting outputs and targets for the next
review period.
 Set objectives which are specific, measurable, achievable,
realistic and time bound (SMART). The objectives however,
should not be weak but challenging.

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 Identify in the simplest way, the type of resources that will
be required to attain the objectives and making an effort to
avail them.

Reference
Ministry of public service. Performance appraisal in the public
service. Guidelines for managers and staff. Kampala Uganda.