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Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/7719

Title: An evaluation of employees satisfaction with performance appraisal system: A case study of Vodafone Ghana (Kumasi-Adum and Accra-Head Office)
Authors: Frimpomaa, Pearl
Issue Date: 28-Jul-2014
Abstract: Performance appraisal seems to be one of the most important tools in Human Resource Management. Organizations design appraisal systems to assess and enhance employees performance, develop their competence and distribute rewards. Because of this, it is now viewed as a mechanism for developing and motivating people hence the general consensus among performance appraisal researchers and practitioners that assessment of appraisal reactions is important. For instance, it is frequently argued that in order for performance appraisal to positively influence employee behavior and future development, employees must experience positive appraisal reactions. The key to experience this positive reaction is an answer to the question ' are employees satisfied with the performance appraisal system?'. The purpose of this paper is to evaluate employee satisfaction as the most important reactions with performance appraisal systems. The aim is to analyze findings in the light of existing literature theories. The knowledge from the theoretical part of this paper combined with the results of the research can be useful for managers/ supervisors who deal with employees and for HR professionals who make decisions based on appraisal results. The research was based on the questionnaires distributed to the sample of 120 respondents from Vodafone Ghana (Accra - Head Office and Kumasi - Adum). The respondents were asked both open ended questions which they provided their own answers to and closed ended questions which they provided answers based on the researchers options. With the use of the SPSS software, the data analyzed showed that employees clearly understood the criteria used for appraisal assessment and employees were invited for discussions about their performance before they append their signatures on the assessment sheet. The findings from the study also suggested that the appraisers may not have direct or adequate knowledge of the job specification of employees in other to give a profound assessment and also the type of appraisal system in place gave the appraiser a greater influence over the final results. It was therefore recommended that management should employ well positioned appraisers who have adequate knowledge of the job or better still have some training for appraisers before they carry out the appraisal exercise. Management was also advised to have a review process or committee for employees who were not satisfied with their results to seek redress.
Description: A thesis submitted to the department of Managerial Science, Kwame Nkrumah University of Science and Technology in partial fulfillment for the degree of MASTERS OF BUSINESS ADMINISTRATION (HUMAN RESOURCE MANAGEMENT OPTION). 2014
URI: http://hdl.handle.net/123456789/7719
Appears in Collections:College of Arts and Social Sciences

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