THE ROLE OF PERFORMANCE APPRAISAL IN HUMAN RESOURCES

MANAGEMENT:

A CASE STUDY OF UNITED BANK FOR AFRICA

MAHATMA GANDHI KASHI VIDYAPEETH

Shri Ram p g college of commerce And education

Submitted by
Name . Wazada Tabassum

Class M com 1 semester

Roll no . 14523685054
APPROVAL PAGE

Sign……………………….. Date……………….

Head of department

Public administration

Director of sch Sign……………………… Date…………………

External Examiner Sign……………………….. Date…………………

DEDICATION

This project work is dedicated to Almighty God, and my parents for

their supports and contribution towards my academic pursuit.
 ACKNOWLEDGEMENT

What we are is the sum total of what God and our families have made
us and that which we have learnt from all who have taught us, both
small and great.

I acknowledged in no small measures the effort of my parents and

brothers for their contributions and financial support during this
period of my academic race.

I thank specially my project supervisor.

my head of department and my friends who have contributed in one
way or the other to the success of this work.

Finally, I am deeply indebted to God Almighty for seeing me through

TABLE OF CONTENT
COVER PAGE………………………………………………………………………i
TITLE PAGE………………………………………………………………………..ii
APPROVAL PAGE…………………………………………………………………iii
DEDICATION……………………………………………………………………….iv
ACKNOWLEDGEMENT…………………………………………………………v
TABLE OF CONTENT……………………………………………………………..vi
ABSTRACT…………………………………………………………………………..vii
CHAPTER ONE
INTRODUCTION
1.1 Background of the study/overview……………………………….
1.2 Statement of problem…………………………………………………….
1.3 Objective of the study……………………………………………………..
1.4 Significance of the study…………………………………………………
1.5 Scope of the study………………………………………………………….
1.6 Research hypothesis…………………………………………………………
1.7 Research Questions …………………………………………………………
1.8 Limitation of the study……………………………………………………
1.9 Definition of terms…………………………………………………………...
References
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction…………………………………………………………………….
References
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research design……………………………………………………………..
3.2 Method of data collection……………………………………………...
3.3 Sampling size/sampling techniques………………………………..
3.4 Data analysis techniques…………………………………………………
References
CHAPTER FOUR
DATA ANALYSIS AND PRESENTATION
4.1 Introduction……………………………………………………………………………..
4.2 Data presentation/Analysis from the respondent……………………..
4.3 Research findings………………………………………………………………………
References
CHAPTER FIVE
5.1 Summary……………………………………………………………………………….
5.2 Conclusion…………………………………………………………………………..
5.3 Recommendation………………………………………………………………….
References
Bibliography
Appendix 1
Appendix ii
ABSTRACT

Due to the important role played by human resources in the

achievement of organizational objectives and also the insufficiency
and lack of effectiveness in achieving goals, the researcher interest
prompted the need to investigate into the role of performance
appraisal in human resources management in the united Bank for
Africa. The study covers management staff, supervisor, clerks,
messenger. The researcher also made use of various authors
knowledge with those whose initiative relates to the problem under
study which includes textbooks and journals for the literature review.
Questionnaires were provided with various questions which covered
the two hypothesis that were provided in the research work, the
percentage formula was used in analyzing the data obtained.
CHAPTER ONE

INTRODUCTION

1.0 BACKGROUND OF STUDY/OVERVIEW

In every organization effective use of human resources require

a complete knowledge of employees capabilities and effective record
system. To achieve this objective, it has become necessary to regularly
take stock of the experience and exposure levels of employment. This
could be done with the aid of performance appraisal. Performance
appraisal could be defined as the process of measuring necessary level
performance of organization members. It is one of the delicate issues
in human resources management because an employee overall
success in an organization depends largely on the outcome of
performance appraisal. It is pertinent to state that some bosses take
advantage of this to undermine the prospect of employees they line.
Thus a proven performance appraisal system linking organization and
employees goals is of paramount important because it can serve
development tool to counsel and motivate employees.

Furthermore, it could as well assist employees to understand

what is expected of them in a job and where they fit into an
organization. The fact is that the scarcely few employees who would
not like to know what exactly their manager thinks of their
performance makes performance appraisal a controversial subject. In
small organization with few employees, the level of interaction
between the manger and the employees is close that employees
generally know how their boss thinks of them.

However, in large organization such as “UNITED BANK FOR

AFRICA”, the degree of interaction is remote. Many employees find it
difficult to precisely know what their manager thinks of them. In
contemporary atmosphere of world wide recession and especially in
Nigeria, of down right economic growth characterize by massive
unemployment and increasing number of employee redundancy, this
organization (including united bank for Africa PLC) which are holding
their own are likely to be much more interested in maximizing the
effective use of existing personnel than having new staff. It follows
therefore, that if performance appraisal is properly utilized. It could go
a long in assisting in the management of the bank in human resource
planning and development.
1.2 STATEMENT OF THE PROBLEM

Most organization are quite interested in determining the

quality and level of performance of their employee in assessing the
potentials they demonstrate for future development, and in
identifying areas of weakness that may require assistance and
training. The process of appraising the performance of employees is
made difficult by the fact that criteria of effective and ineffective
performance and frequently difficult to define, the areas of
performance for which an individual is responsible is often unclear
and evaluation tends to be base not in measurement of actual
performance, but on the perception and judgment of immediate boss.

Some of these vague, ambiguous and judgment characteristics of

performance appraisal in an organization are unavailable because of
the complexity of managerial jobs and the difficulties inherit to clearly
concrete criteria of effective performance. At the same time,
vagueness ambiquity. Associated with the appraisal process can be
attributed to inadequate attention being paid by organization to the
design and functioning of its performance appraisal doubtful of the
extent to which the employees UBA are usually satisfied after the
appraisal exercise.
 This is because instances abound where a staff has spent
over nine (9) years or one past without promotion. One is tempted
therefore to conclude that; performance appraisal is not so effective
in assisting management in selecting the first people for
advancement.

Further, it appears that general feeling among the UBA staff is that
performance appraisal is not achieving the desired objective. This
implies that all is not well with the way performance appraisal is being
conducted in UBA. Beaming in mind that the instable nature of human
beings and the fact that they constitute the most difficult variables for
managers to predict and control, the researcher study will endeavor
to examine the performance appraisal system of its pros and cons will
assist the management to define effective and result oriented
performance

1.3 OBJECTIVE OF THE STUDY

1) Evaluate the strength of performance appraised in supply data

that could help the UBA management to make an effective use of its
human resources
2) Find out how effective the use of performance appraisal as a tool
for determining promotion, salary increase and training.
3) Find out whether the employees of the bank are usually satisfied
with the way they are being appraised by the supervisors.

1.4 SIGNIFICANCE OF THE STUDY

The whole process of performance appraisal exercise is
reviewing the past to enable proper project to be made of the future.
The study therefore is as important as the objective and growth of any
business organization. Business as we know cannot operate without
employees, and in order for organization to make profits, both
employees and employers must work in an understanding and
satisfactory atmosphere so that one will not be seen as an obstacle to
the other. The study therefore will therefore expose of reducing
frication that many union as well as managers and subordinates
following the outcome of every appraisal exercise in order to usher in
a peaceful industrial harmony in the organization. The UBA will find
the study particularly useful in human resources planning of the
organization. The study will also serve as an insight for management
on the proper use of performance evaluation on their subordinate
Finally, the study can motivate other interesting researchers in this
subject there by giving them impetus to venture into a fresh field
study.
1.5 SCOPE OF THE STUDY
The study covers the total performance of employees of the
UBA from managers, clerks, security guards, cleaners etc. the study
will develop into such sensitive areas of promotion, salary increase,
training and regard for hardwork.

1.6 RESEARCH HYPOTHESIS

The hypothesis to be tested in the study are:
1. HO: the suitability for promotion and salary increment does not
fit significantly to the performance appraisal scheme of the
organization.
2. Hi: the suitability for promotion and salary increment fits
significantly to the performance appraisal scheme of the organization

1.7 RESEARCH QUESTIONS

Recognizing the fact for the best and worst level of employee
performance, a manager is ever inclined to make comments, the
researcher is curious to ask some striking questions which is hoped
would bring chant to some doubt on the validity of performance
appraisal as a tool for measuring employees performance
THE QUESTIONS ARE
1) Should an employee be rewarded based on his or her scores in
performance appraisal report?
2) In what areas has the banks performance appraisal scheme
created an impact on employees?
3) Do bosses influence performance appraisal report?
4) Are the employees aware of the method of approach to the
performance evaluation being used by management?
1.8 LIMITATION OF THE STUDY
The major limitation is the short period within to complete this
project. Furthermore, to cover nearly 200 branches of the bank all
over the country will be uphill task for the researcher. Also the fund
needed to conduct and implement to the research study especially
now that the cost for research material is very exorbitant.
1.9 DEFINITION OF TERMS
In other to achieve clearly and misconception and attempt will
be made here to define some terminologies in this study.
MOTIVATION: - this refers to the process of limiting and directing
behaviour. An individual produce and sustain behaviour who he/she
finds it rewarding to do so, that is when the behavior accomplishes
and objectives which satisfies a need
SUPERVISOR AND SUBORDINATES: - the term “supervisor’’ is used to
demote the person doing the appraisal and the term “subordinate’’ is
used to refer to the employee whose performance is being appraised.
VALIDITY: this refers to the degree to which the measuring instrument
measures what is intended to be measured. A valid performance
appraisal system must specify performance criteria that are job
related and important as well as being easily determined through job
analysis so that employees contribute to the degree to which perform
those criteria and attain those result specified in the job analysis.
HUMAN RESOURCES MANAGEMENT: this refers to all activities that
are undertaken by organization to influence individual employees and
the abilities and motivation of employees with requirement and of the
job.
REFERENCE
1) Feldman D.C Arnold High JC. (1983) Managing individual and group
behaviour in an organization, Japan: MC Graw Hill bole Company
2) Ogunniyo, O. (1985) practical guide to staff performance appraisal,
Nigeria: folio Nig.co.Ltd
3) Ohiri A.U (2002) personal management principles and Application
in the Nigeria environment, Kaduna: Lupton management service
 CHAPTER TWO

LITERATURE REVIEW
Performance appraisal is not only regarded as inevitable but
also a highly interested and provocative topic within a choice as per
whether or not it should formally or informally employees and their
performance.
According to Varney (1972: 16) observed that in a survey of
approximately one hundred (100) firms, 80% have type of formal
evaluation system, the may only of which were started since the
1960s.
According to Cameroon (1981) performance appraisal and review is a
process in which bosses regularly evaluate and report on the
performance, attainment abilities, potential for future development
and other qualities of their organizational subordinates.
According to Ranadall (1984) his work lays emphasis on a formal
appraisal system, although he remarks that employees may learn
about how well they are performing through informal means, such as
co-workers telling them what a great-job they are doing or supervisor
giving them an occasional “part on the back’’, he went further to give
a broader definition of performance appraisal as formal structured of
system of measuring, evaluating and influencing of an employee, the
organization and the society can all benefit.
According to Stoner (1982) in his study noted that although the
performance of organization as a while come from organization as a
whole will be assessed his focus in individual appraisal. In his own
definition he sees performance appraisal as the process collecting,
analyzing and evaluating data related to job behaviour out result of
individuals like Randall, he also pointed out that performance
appraisal can calculated by stating that while uses of formal discuss an
employees performance informal appraisal after just chance
statement made in passing about employee performance.
According to Oguniyi (1985: 15) in his own submission view,
performance appraisal as a process of systematically evaluating an
individual with respect to his past performance on the job and his
potential for development. In his opinion, the process of systematic in
order to arrive at a rational judgment, which is not dependent on
 whims and caprices of the appraiser looking at performance appraisal
as measuring instrument.

PURPOSE OF PERFORMAMNCE APPRAISAL

The primary goal a performance appraisal is valid
information regarding the behaviour and performance of members of
the organization. The more accurate and valid the information
generates by the system, the greater its potentials value to the
generation.
Feldman and Arnold observed that while all organization share basic
primary goal or their performance appraisal system, a tremendous
amount of variety existing in the information on performance
generated by their appraisal systems. The authors however
categorized use or purpose of performance appraisal into three.
They are:
I.INDIVIDUAL EVALUATION AND MOTIVATION

According to the authors, the results of performance appraisal

frequently serve as the basis for the regular evaluation of the
performance of members of the organization. They argued that
 whether an individual is judged to be competent, effective or
ineffective, promotable or un-promotable and so on is base upon the
information generated by performance appraisal system. With
particular emphasis on employees motivation they further attempted
to influence the motivation of the further performance of their
member by trying the administration of various such as salary increase
and promotion to the relating generated by the appraisal system.

II.INDIVIDUAL DEVELOPMENT
In addition serving as a basis for the administration of
organizational reward punishments, the author’s content that the
information generated by an appraisal system can also be employed
to facilitate the personal development of organization members. In
their view a sound appraisal system can generate valid information
regarding the areas of personal strength and weakness of individual
employees.
With respect to this they affirmed that if such information is
feedback to individual in clean, unambiguous, and won treating
manner the information can serve a two valuable purpose:
First if information indicates that the person is performing effectively,
the feedback process is itself can be reforming and rewarding to the
recipient y increasing feeling of self esteem and personal completive.
 Secondly if the information identifies an area development in order to
overcome the weakness identified.
III.ORGANIZATION PLANNING
Besides proving the basis for the evaluation, motivation and
development of individual organization member, the authors noted
further that an effective performance appraisal also generates
information in planning its significant value to the organization in
planning its future human resources needs and policies.
PROCEDURES FOR PERFORMANCE APPRAISAL
According to manager, many supervisors are uncomfortable
about judging someone and acting out the role of an evaluator.
The above statement is clear indication of the difficult and
procedures, despite all problems, Gibson Iwancoich and Donnely
noted in their study that managers usually attempt to select a
performance evaluation procedure that will minimize conflict with
rates (subordinates) provide relevant feedback to rate, and contribute
to the achievement of organizational goals, the author further
observed that as is the case with most managerial procedure and
applied organizational evaluation that fit every purpose, person or
organization.
 Viewing the above statement critically it means therefore that
what is effective in UBA for instance, will not necessary work in union
Bank. In the same vein what is effective within one particular
organization will not necessary being right for another unit or group
within the same company. Concluding the author added that the only
important print agreed by managers and organizational research is
that some type of measuring device or procedure to be record reward
decisions is minimized,
OBJECTIVE AND SUBJECTIVE APPRAISAL
Whether managers appraises performance in terms of traits
behaviour or result, they information, they assess is either objective
or subjective
Objective appraisal are based on facts and are likely to be numerical,
the number of car sold, the number of audience completed, managers
often use objective appraisal when results are being appraised,
because results tend to be easier to qualify than traits or behaviour.
However when “how’’ workers perform their jobs are important more
subjective behaviour appraisal are more appropriate than results
appraisal.
Subjective appraisal are based on managers perception of
traits, behaviour or results subjective appraisal test on managers
perception, there is always the chance that are in accurate, it is for
this reason that birth researchers and managers have spent
considerable time and effort to develop reliable and valid subjective
measures of performance. Some popular subjective measures, such as
the graphic ration scale, the behaviorally anchored rating scale (BARS)
and the behaviour ostentations scale is assessed along a continuum,
with specified intervals. While BARS performance is assessed along
scale with clearly defined scale. Points containing example of specific
behaviour many managers use both objective and subjective
appraisal. For example
PERFORMANCE APPROVAL METHOD
Performance approval method are numerous and varied,
however four methods approaches to performance appraisal will be
discussed in the study.
They are:
i) The secret appraisal
ii) The essay method
iii) Forced choice rating
iv) Management by objective
THE SECRET APPRAISAL
 This is probably the most common approach to performance
appraisal because so many managers are uncountable in candidly
describing their concerns and critical about an employees
performance. Therefore appraisal takes place in the secret.
Specifically the manager will fill out performance appraisal from for
submission to his/her personal offices, but never discuss it with the
employee. Sometimes. The employee’s mainly suspect that he/she is
being appraisal formally but the first remaining that the unfortunate
employee does not have the opportunity to know the boss’s feeling
about him or her. Further more the employee is in a distinctly
disadvantageous position regarding personal development needs
from his/her manager another form of secret appraisal is on in which
a manager discussing performance with an employee, but fills out a
form with a comment quite different from the appraisal actually
discuss with the employee.
Conclusively, it is necessary to add here that supervisors
should by as much as possible to avoid appraising subordinate secretly
by as this will not encourage a strong motivational force to effective
job performance on the part of the appraises

THEY ESSAY METHOD

 The essay method involves an evaluation written support
appraising on employees performance, usually in terms of job
behaviour or results. Stoner observe that the subject of essay
appraisal is often justification of pay, promotion are large extent
unstructured and open ended lack of standardizations is a major
problem that argues further that the open ended unstructured nature
of the essay appraisal makes it highly susceptible to the evaluator
which may in same cases be discriminatory. By not having to report on
all job related behaviour or respect favorably or unfavorably n an
employee, he noted.
FORCED CHOICE RATING
There are many variation of forced choice rating method but
the most commonly used ones requires the rater to choose from
several seminally equal group of statement those that are most or
best application to the person being reviewed the statement are then
weighted or scored. Generally, the weight or scales that are assigned
to each statement are not known to themselves, this in theory, they
are not likely to pay favorites. After the reviewed has described the
individual some are in the personal department applies the weight
and develops a score. Forced choice rating is however, not without
drawback. Winston Obery reported that the forced choice method
tends to irritate rulers who feel they are not being trusted.
MANAGEMENT BY OBJECTIVE (MBO)
Under this appraisal method employee and his supervisor agree
on common goals to achieve measuring progress towards goal to
taking action to assured goals and attainment
Jack Halloran (1978: 375) outline four (4) rules in application of
management by objective (MBO) as:

1) Both the supervisor and the subordinate jointly determine the

critical element of the position
2) Both joint decide how the perform appraisal will be measured.
3) Bothe jointly develop short-term target to be accomplished before
the next evaluation.
4) The appraisal focuses on the result that has been achieved in
accomplishing these goals
The problem of MBO is how to measure it, especially work involving
managers and professionals. Over commonly used performance
appraisal methods include, field review, check list, work standard
approach assessment.
PERORMANCE APPRAISAL INTERVIEW
Regarding of how individual job information is collected,
whether by rating scales method or by MBO. The rater must provide
formal feedback to the rater. Feldman and Arnold on the performance
appraisal interview states that if they perform to process into
potential whatsoever for improving the level of performance of
organization member, it is obviously that they results the appraisal
process be feedback to the individual being evaluated. There is need
to point out here that a general observation has being made to the
fact that rulers often feels uncomfortable about hard, subordinate
weakness or problem. On the other hand, subordinate often become
defensive when personal weakness or failure are pointed out by a
rater the authors assumed that since most ruler first appraised then
criticize and finally praise to and feedback session rate become
condition to his sequence. In discussing and praising those strengths
only in this way, does the appraised process help the subordinates to
understand exactly which areas of behaviour performance are those
most value by organization and therefore which areas should continue
to receive attention and emphasis. Consequently, the performance
appraisal process is to achieve its potentials for facilitating individuals
development, organization must consider it necessary, for the
 development to behavioral skills among their manager to enable them
conduct appraisal interview in constructive positive fashion.

PROBLEM ASSOCIATED WITH PERFORMANCE APPRAISAL

In addition to the problems already highlighted in our

discussion of various performance appraisal techniques, there also
exist a number of fairly common errors to which others. Some of
these problems are:
I.STRUCTURES AND LENIENCY
Some individual when filling out rating scales on their employees,
have the tendency to prate everyone quite strictly or harshly. All of
the nation the lower or more strict subordinates warrants individual
who their employer in such a manner are harshness in their rating.
II.CENTRAL TENDENCY
 On the other hand, some raters are somewhat timid scales, they
dislike being to anyone by giving an extremely low rating and the are
enough to get the highest possible in about the same way all the
employee under him and tell all the employees come out about
average. Agency, ideally rating of employees performance should be
based on systematic observation of an employees performance over
the entire rating period (usually a year). Unfortunately, it is often the
cause that a supervisor rating a subordinate is strongly influenced by
the most recent events and observation of the subordinate’s
performance.
III.PERSONAL BIAS

Some individual are unfortunately prove to be personally based

toward others. Regardless of its basis or cause, personal bias is a
source of error in a performance appraisal system to serve the
organization purpose for which it was designed.

IV.CONTRAST EFFECT
Managers are frequently involved in appraising several subordinate
within a fairly short-term, when this is the case be influenced by the
evaluation of the proceeding subordinate. This can occur As a result of
the contrast created in mind of the person doing the appraisal
between the very poor performer and the average performer. Exactly
the opposite effect could occur, if the average performance levels the
misfortune to be valuated immediately after a truly outstanding
performer.

SOME PROPONENTS ON THE SUBJECT MATTER

Randall (1984) in his work lays emphasis on formal
appraisal system, although he remarks that employees may learn
about how well they are performing through informal means, such as
co-workers telling them what a great job they are doing or supervisor
were giving them occasional part on the back. He went further to give
a broker definition of performing appraisal evaluating and influence
an employees job related attributes, behavior and out comes to
discover what the employer is presently performing on the job.
Stoner (1982) like Randall, he also pointed out that performance
appraisal can either be formal or informal and concluded by stating
 that while users of formal systems schedule regular sessions in which
to discuss and employees performance.
REFERENCE
I.Schuler, Randall s. (1984) personal and Human resources
management, New York: west publication
II.Feldman D.C Arnold high J. (1983) managing individual and behavior in
organization, Japan: mc graw Hill Book Company.
III.Jamieson B.D “behavioral problem with management by objective
Academy of management Journal, 1973, 496-505.

CHAPTER THREE

RESEARCH METHODOLOGY
Data collection from this study are mainly from interview and
trey use of questionnaire research techniques. The collection of this
study would be analysized using table statistical analysis will be
carried out on each of the research question based on the data
entreated from the completed questionnaire using simple percentage
(%) and the test of hypothesis formulated for the study would be
carried out using simple percentage.
3.1 RESEARCH DESIGN
 The researcher adopted survey method of research, this is
because of the type of research study embarked upon. The researcher
adopted this method by visiting the respondents at the area of study n
person.

3.2 METHOD OF DATA COLLECTION

The study used properly prepared questionnaire so as to have

handful of data for the study. Te method posses close ended pattern
of questionnaire.

3.3 SAMPLING SIZE/ SAMPLING TECHNIQUES

Owuamalam (2012) has it that sample of study is the segment of the

population which the researcher studies in order to ascertain a proper
information to study.

Therefore the researcher adopted Taroyameres method in the selecti

on of the required and accurate sample for this study (Nwodu, 2006).
The researcher adopted cluster sampling techniques with which each
of the clusters is equal to branch of UBA in Awka (Owulamalam, 2012)
the sampling goes like this
S/No Cluster/BRANCH POPULATION SAMPLE
1 Awka 1 zik Avenue 17 10
2 Awka II onisha Enugu 20 12
Expressway
3 Awka II secretariat 15 9
4 Awka iv Unizik 14 8
Total 4 Branch 66 39

SOURCE: FIELD SURVEY 2012

This is to say that the researcher come out with 39 workers as the
study sample size from 66 worker of the study area.

3.4 DATA ANLYSIS TECHNIQUES

The researcher analyzed the data collection through simple

interpretation then presented in the table using simple percentage
method. The simple percentage formular goes this way

P=n x 100

N1

Where : P= percentage

N = obtained frequency or number in the considered category.

N = total number or value of all categories (Owulamalam, 2012. 136)

REFERENCES

Kay E, mayer H. French, J.T.P “effect of threats in performance

appraisal interview, journal of applied psychology (1965) 311-317

UBA handbook, Awka 2012

Anukam, I.A (2012), research methodology and seminars, Owerri:

ultimate printing and publishing company.

CHAPTER FOUR

4.1 INTRODUCTION

The analysis and discussion in the section will be based on the

responses to statement of research question in “B” of the
questionnaire. For purpose of clarity, some of the questions posed to
the respondents would be presented followed by discussion on the
response question.

4.2 DATA PRESENTATION/ ANALYSIS FROM THE RESPONDENT

Should an employee be rewarded based on his or her score in

performance appraisal report?

Table 4.1 employee reward base on performance appraisal

RESPONSE NO OF RESPONDENT % OF RESPONDENT
Strongly agree 17 42.5
Strongly disagree 23 57.5
Total 40 100

As could be seen in table 4.1 above, 17 respondents strongly agree, 23

strongly disagree that reward should be based on his or her score in
performance reports.

Is the present appraisal scheme appropriate for evaluating suitability

for promotion and salary increment.

Table 4.2 the appropriate of the appraisal scheme for promotion and
salary increment.
RESPONSE NO OF RESPONDENT % OF RESPONDENT
Agree 26 656
Undecided 14 35
Total 40 100

Table 4.2 shows that only 26 of all respondents agreed to the

appropriate suitability for promotion and salary increment while 14
were undecided

What method of approach to performance evaluation is being used by

management?
Table 4.3 management approach to performance appraisal.
METHOD RESPONDENT NO OF % OF
RESPONDENT RESPONDENT
Essay Strong 21 52.5
Appraisal Agreed
MBO Agreed 19 47.5

Table 4.3 above shows that 21 strongly agreed while 19 agreed that
method of approach to performance is MBO.

In what areas has the bank’s performance appraisal scheme created an

impact on employee?
AREA RESPONSE NO OF % OF
RESPONDENT RESPONDENT
REALITY Agree 24 60
STAFF
IDENTIFYING Disagree 16 40
TOTAL 40 100

The response to question 4 above, realizing staff 24 agreed while in

identifying needs 16 disagreed.

Are performance appraisal leads to employee motivation?

Table 4.5 determining employee strength and weakness through
performance appraisal
RESPONSE NO OF RESPONDENT % OF RESPONDENT
Agree 12 30
Disagree 28 70
Total 40 100

From 4.5 above, 12 agreed on the opinion that performance appraisal

reports are usually time reflection of employee strength and weakness.
In the other hand 28 disagreed to the opinion.

Do bosses influence performance appraisal lead to employee

motivation?

Table 4.6 bosses influence on performance appraisal

RESPONSE NO OF RESPONDENT % OF RESPONDENT
strongly agree 31 77.5
strongly disagree 9 22.5
Total 40 100

The above question was posed with a view to finding out

whether or not bosses do influence performance appraisal reports.
Fromm table 4.6,m 31 strongly agreed on the view that bosses do
influence performance appraisal reports, while 9 strongly disagreed
that bosses do not influence appraisal reports.

Could proper use of performance appraisal lead to employee

motivation?

Table employee motivation through performance appraisal.

RESPONSE NO OF RESPONDENT % OF RESPONDENT
Agreed 30 75
Disagreed 8 20
Undecided 2 5
Total 40 100

As could be seen in table 4.7 above, 30 respondents agreed, and 8

respondent disagreed while 2 were undecided.

Do you think that performance appraisal as presently in practice has

yielded unsatisfactory and disappointing result among employees of
the bank?

Table 4.8
RESPONSE NO OF % OF RESPONDEMNT
RESPOMNDENT
Strongly agree 29 72.5
Strongly disagree 10 25
Undecided 1 2.5
Total 40 100

Question 8 above, the respondent of 29 strongly agreed on the

opinion that the scheme of presently in practice has produced
unsatisfactory and disappointing expectation among the rank and file
of staff in the bank. Only 10 were strongly disagreed and I undecided.

Should performance appraisal be measured?

Table 4.9
ANSWER RESPONSE NO OF % OF
RESPONDENT RESPONDENT
Provide system Strongly agree 30 75
metric Strongly 6 15
judgment to disagree 10
back up salary undecided 4
increase
promotion
Total 40 100
Table 4.9 shows that 30 of all respondent strongly agreed that
performance appraisal should be measure based on the answer that is
provide systematic judgment to back up salary increase promotion,
transfer etc. while 6 strongly disagree and 4 undecided.

4.3 RESEARCH FINDINGS

The findings of this study attest in the fact that there are
defects in the UBA appraisal system.

In table 4.2, 14 respondents feel that the present appraisal scheme is

not appropriate for evaluating suitability for promotion and salary
increment while 26 are of the opinion that her present scheme is
appropriate.

In view of the above revelation, it is obvious that the employee of UBA

have doubt as to the adequacy of the bank’s appraisal scheme in
satisfying their needs and aspirations.

In table 4.2, while 65% took an extreme view that performance

appraisal should be promoted, 35% undecided felt the need for the
scheme to be scraped. Table 4.5 serves as an eye opener to the
seriousness of the problem at hand, as 28 of all respondents are of the
opinion that the bank’s appraisal report are not usually a true
reflection of employees relative strengths and weaknesses. Thus, in
table 4.7, 31 respondents believe that appraisal reports are often
influenced by bosses.

Generally, the research study has clearly pointed to the fact that there
is nothing wrong with the performance appraisal scheme itself but the
problem is with actors (implanters)

REFERENECE

Ezeadi O.E (2006) Quantitative data in politics analysis and Research

methods, Owerri: career publisher
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 SUMMARY

In this chapter, attempt will be made to summarize subject of

the important findings that have been on the subject matter of this
research work. The primary aim of the whole exercise was to find out
how performance appraisal can minimize, unutilized in order to assist
the management of the bank in its human resources planning and
development.

As indicated in chapter 4, performance appraisal system has

many purposes. However, these many purpose are often condensed
into two general tools. An effective appraisal system should identify
employees with potential who are putting in their best services for the
organization and encourage could be in the form of salary increment
or promotion to a position of higher responsibilities.

In the same vein, those employee found to be performing below

expectation are action could be taken on them.

As a development tool, an effective performance appraisal

system is used to identify employee training and development needs.
These needs could be in form of improvement course. However, the
findings of this study attest in the fact that there are defect in the UBA
appraisal system in table 4.2, 14 respondents feel that the present
appraisal scheme is not appropriate for evaluating suitability for
promotion and salary increment while 26 is of the opinion that her
present scheme is appropriate.

In view of the above revelation, it is obvious that the employees of

UBA have doubt as to the adequate of the bank’s performance
appraisal scheme in satisfying their needs and aspirations. For
instance, work consists good for up to 8 10 years while others are
promoted within 5years and below. Like wise, these staff without
attending a single training and development course. Hence in table 4.2
while 65% took an extreme view the performance appraisal should be
scraped , 35% undecided felt the need for the scheme to be promote.

Table 4.5 serve as an eye opener to the seriousness of the problem at

hand as 28 of all respondents are of the opinion that the bank
appraisal reports are not usually a true reflection of employees relative
strengths and weakness. Thus, in table 4.7, 31 believe that the
appraisal reports are often influence by their bosses.

Generally the research study has clearly pointed to the fact that there
is nothing wrong with performance appraisal in itself but the problem
is with actors (implanters).

5.2 CONCLUSION

The purpose of the above summary of findings was to assist n

drawing valid conclusions to this research work.

These conclusion rewards for employees should not be totally

dependent on high score in performance appraisal as a measuring
instrument. Performance appraisal reports should know the only yard
stick for determining suitability for promotion, salary increment as well
as training and development of employees. This conclusion is reached
based on respondent view that performance appraised reports are
sometimes influenced by bosses who must ensure that a few
employees who are favorably disposed to them are promoted.

The UBA performance appraisal scheme lies a considerable but

diverse impact on the employees of the bank. However, the areas of
motivation to work should be given serious attention by management.

Finally majority of the bank’s employees have no confidence in

yearly appraisal exercise, because of it’s inadequacies to satisfy the
needs and aspirations.

5.3 RECOMMENDATION

In other to revamp the scheme for a positive result the

following recommendation based on the above conclusion are
proposed.

Firstly, management should organize course for managers on

how to carry out a successful evaluation of subordinates. This could be
accomplished with “Behaviour modeling training”, which is a method
of training where by individuals learns new interpersonal skills.

Secondly, it is recommended that management should embark

on enlighten campaign in order to put employees in greater awareness
that the purpose of the bank performance appraisal exercise is not
only for determining employees promotion and salary increment but
also for the overall interest of all employees.

It is also recommended that management should urgently

constitute a panel to assess the feeling and behaviour of members of
staff towards the appraisal scheme.

Thirdly, the management is advised to set up a committee to

carryout the modification to the present appraisal scheme. In setting
up such a committee, management should ensure that all categories of
staff are fully represented.

Finally, it is suggested that the modification committee should

not be dissolved after the exercise but should be made function on a
continues basis as performance appraisal monitoring include
employees development planning and advancement.

REFERENCES

Ezeadi O.E (2006) Questionnaire data in politics analysis and research

methods, Owerri: career publishers.

Lochert A.J Tell K.N (1981) Improving productivity through

performance appraisal, Wesley: Reaching mass edition
Tenbe O. Kayode M.O (2000) industrial development in Nigeria
patterning problems and prospects, Ibadan: University press Ltd.
 BIBLIOGRAPHY

Edward E Lawler; John W. Boudreau (2012) effective human resources

management, A global analysis, Stanford: business books.

Ken N Kamoche (2001) understanding human resources management,

open university press.

Ronald R. Sims (2002) organizational success through effective human

resources management, Westport CT: Quorum Books.

Ronald J. Burke (2005) reinventing Human Resources management:

challenges and new directions, London: Routledge.

Monir H. Tayeb (2005) international Human Resources management:

a multinational perspective, England: oxford university press.

Randell S. Schuler (2004) international Human Resources management: policy

and practice for the Global enterprise, London: Routledge.
 APPENDIX 1
Department of Commerce,
Shri Ram P.G College
Varanasi,

Sir,
I am a First year student of Mahatma Gandhi Kashi
Vidyapeeth
As part of the requirement for the 1st year Semester Project, I
am conducting a research project on the Role of Performance
Appraisal in Human Resources (A case study of United Bank for
Africa)”.
The questionnaire hereby attached is intended to obtain
information and data for this research work. You are please
requested to supply necessary as required.
Please be assured that such information(s) will be treated in
strict confidence and used for academic purpose only.
I solicit for your assistance and co-operation
Yours faithfully
Wazda Tabassum
 APPENDIX II

QUESTIONNAIRE

Please respond by ticking the box that signifies your opinions having in
mind that they are no correct, no wrong answers

Sex

A. Male B. Female
Age
Age
A. 15-24 B. 25-30 C. 31-35 D. 36-40 E.
41-45
Education qualification
A primary B WASC/OL C. OND/NCE D.
post graduate qualification E. full professional qualification
Thick the column that is most applicable to you
A. SA - strongly agreed
B. A - Agreed
C. SD- Strongly disagreed
D. D Disagreed
1) Should an employee be rewarded based on his or her scores in
performance appraisal report?
A B C D
2) Is the present appraisal scheme appropriate for evaluating
suitability for promotion and salary increment?
A B C D
3) What method of approach to performance evaluation is being
used by management?
A B C D
4) In what areas has the bank’s performance appraisal scheme
created an impact on employees
A B C D
5) Are performance appraisal report lead to employee motivation?

A B C D

6) Do bosses influence performance appraisal lead to employee

motivation?

A B C D

7) Could proper use of performance appraisal lead to employee

motivation?

A B C D