2.2.1 the essentials of organising performance appraisal for employees
PRESENTED
BY:
DECLARATION
I, hereby declare that this dissertation titled, “an examination of the influence of employees’ performance appraisal on productivity at MTN Ghana” apart from the references to the work of other researchers which have been appropriately cited, the outcome of this research is my original work and that this research has neither in entirely nor in parts been presented for another degree elsewhere.
Victoria Donkor …...………………… ……………
DEDICATION
ACKNOWLEDGEMENTS
I am extremely grateful to Dr. Patrick Tandoh-Offin, my supervisor for his expertise, fruitful suggestions and contributions to produce this academic work. My appreciation again, goes to my lovely mother, Madam Afua Fofie for her encouragements in completing my course. Again, thanks to all faculty and staff of GIMPA School of Public Services and Governance for their support during my course. Finally, I sincerely thank all colleagues in the 2021 Graduate Class of GIMPA School of Public Administration for their cooperation throughout the course. God bless you all!
ABSTRACT
Today, employee performance has become a major complex situation in the world of organisational accomplishments. Performance assessments allow an organization to tell its employees something about growth rates, capabilities and potential. Lack of effective performance evaluation is the root cause of low production of working staff. To this end, the study explores the influence of employees’ performance appraisal on productivity at MTN Ghana. Anchoring on key objectives driving the research includes (i). to identify the available steps in conducting appraisal for MTN Ghana staff, (ii). investigate the methods for evaluating employees at MTN Ghana, and (iii). to assess the criteria for creating employee performance. Placing a focus on qualitative study design through descriptive research approach, the study revealed that employee performance appraisal offers the opportunity to subordinates to evaluate themselves as the process provides the management with the idea to look back into their achievements and weaknesses. Further, the study concludes with recommendations to adopt the use of multiple evaluation methods to further encourage objectivity and eliminate partiality in the evaluation processes.
TABLE OF CONTENTS
1.2 Statement of the Problem 3
1.8 Organisation of Chapters 7
2.1.1 Perception and Performance of Appraisal 11
2.1.2 Factors Determining the Performance 13
2.1.4.1.4 The Central Tendency Error 22
2.1.4.1.5 The Regency Effect 22
2.1.5.2 Performance Appraisal Rewards Top Performers 25
2.1.5.3 It Boosts Employee Morale and Motivation 25
3.4 Documentary Data Approach 43
PRESENTATION OF DATA AND RESULTS 51
4.2.2 Definition of Evaluation Criteria 52
4.2.3 Designing of the Evaluation Programme 52
4.3.1 Management By Objectives 55
4.4 Criteria for Evaluating Employees Performance 58
4.4.6 Problem solving Ability 60
4.4.7 Teamwork and Leadership Skills 60
LIST OF FIGURE
2:1 Showing the diagramme of models employed in the study…………………………………. 35
LIST OF ABBREVIATIONS
AMA American Management Association
MBO Management By Objectives
NCA National Communication Authority
CHAPTER ONE
GENERAL INTRODUCTION OF THE STUDY
1.0 Introduction
Maximizing the efficiency of organizations is the primary concern of every organization (Cardy & Leonard, 2011), as good organizational performance relates to the performance of the employee. Satisfactory employee performance is not automatically achieved; but requires leadership standards, knowledge and skills, engagement and employee performance. However, this study focuses on one of such tools - performance evaluation. Its roots can be traced back to Taylor's pioneering studies of time and movement in the early 20th century, as it was launched primarily in the 1940s. This has made merit evaluation to be used for the first time near World War II as a way to justify employee wages (Lillian & Sitati, 2011). Both public and private organisations use appraisal to measure employee performance to either reward or increase wages, and even to pubic employee. It has become an important tool and system utilized by management of firms to increase efficiency and effectiveness.
The key detail is that the assessment focuses on the important characteristics that have an impact on the effective execution of the work. This method is more pragmatic, because it is related to work and is based on personal performance rather than characteristics. The main responsibility of the system is to measure individual performance based on events and special events that occur during work performance. Mooney (2009) suggested that performance is related not only to results, but also to the actions and behaviours employees take to achieve their goals. Dessler (2012) sees this system as "comparing an employee's current and past performance to his / her performance standards." Grubb (2007) says that performance appraisal is a procedure for assessing how individuals perform and improve their performance and contribute to the overall performance of an organization. When employers review the performance of these employees, it makes them decisive and yield more outcome to enhance the firms image. Through this, the study is conducted to investigate the influence of employee performance appraisal on productivity of MTN Ghana.
1.1 Background of the Study
1.2 Statement of the Problem
Okpe (2012) conducted a study to investigate the annual performance evaluation questionnaires administered by various academic institutions in Nigeria. Research shows that different departments of the researched institution are responsible for carrying out annual performance evaluations and discussing the purpose and value of performance evaluations. He suggested that librarians should conduct assessments based on their work specifications, and that the planning and execution of the assessment process can be done within the library system. It has been found that in most cases, the performance appraisal system that has been implemented is conventional, and sometimes there are many reasons making employees not to pay attention to it.
In Debrah (2004) study’s, the author found that performance appraisals in most Ghanaian organizations are based on supervisory reviews and are mainly used for such personnel decisions as promotions and transfers. In his view, the lack of systematic planning makes it difficult to set performance targets and, as a result, performance criteria are also vaguely defined. This shows that ineffective rating systems can be very expensive. While the real cost is difficult to estimate, some of the costs include low work ethic, high turnover, low productivity, and demotivation. When properly conducted, performance reviews are a valuable management tool in developing employee skills (Martey, 2006). Martey’s study reported the procedures adopted for staff evaluation at the University of Ghana Library for 16 years, and examined a total of 650 evaluation forms completed by 25 evaluators at the University of Ghana's Balm Library. However, the conclusions drawn indicate that the performance procedures used did not provide the information needed for management decision-making. In other words, when evaluating the evaluation form, there was a lack of information needed for the evaluation. Martey's research was that performance procedures needed to be more effective and efficient, as the procedures utilized were weaker.
1.3 Aims of the Study
1.4 Research Objectives
To investigate the criteria for evaluating the workers of MTN Ghana.
For policy recommendations
1.5 Research Questions
1.6 Significance of the Study
The study seeks to explore influence of employee performance appraisal on productivity at MTN Ghana. This is because performance appraisal has become a strategic tool for management of corporate environments employed to assess the performance of employees, and to know their inherent and learnt skills in completing tasks assigned to them. The practice of applying performance appraisal is considered to sharpen the skills of employees. Thus, this study is conducted to improve the productivity of the organization. Also, knowing the various methods of performance appraisal helps to measure the productivity of the members of the organization - MTN Ghana.
The study would also offer management to redesign the modes and methods for evaluating their employees, as this contributes to the success of the organization. Though it is relevant to point that some organisations management uses the evaluation to narrow or underestimate the efforts of workers they dislike, but over the years MTN Ghana utilizes this evaluation to strengthen their output.
1.7 Scope of the Study
1.8 Organisation of Chapters
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
In all, the chapter is structured under the following sections. Section 2.1 presents concepts of study review on definitions or terminologies of other concepts. This includes concepts on employee performance and appraisal. The conceptual review places the work in the context for easy understanding of the research problem being studied. Section 2.2 focuses on the empirical review of employee performance and appraisal from previous scholarly works. Section 2.3 reviews the theories considered for the discussion, and the final section, 2.4 highlights the conceptual framework of the study.
2.1 Review of Study Concepts
This section of the study reviews all the concepts and key terminologies on the subject-matter under investigation.
Self-Assessment : This refers to the process of assessing self-ability that can rise or fall depending on an individual's behaviour (Fleming & Dew, 2017).
Employee Productivity : A measure of an organization's employee efficiency in converting input into useful output (Guler, Larkin & Pierce, 2017).
2.1.1 Perception and Performance of Appraisal
2.1.2 Factors Determining the Performance
Gardner (2008) predicts that in the coming decades there will be a number of significant job performance issues. The ongoing situation focuses on increasing community pressure on organizational effectiveness, productivity, and quality of service to draw attention to the relationship between individual and corporate performance. These pressures require a much clearer and more strategic approach to performance management. Performance management, on the other hand, helps set agreed performance goals and positively changes organizational culture, systems, and processes by informing managers to review or change the direction of current policies or programs. Defined as the use of informational performance measurement to bring about change by sharing the results of one’s achievements in achieving and pursuing these goals (Saeednia, 2011).
Job performance refers to the expected behaviour in line with the goals of the organization and the objectives under the control of individual employees (Campbell et al, 1993). Sahoo & Mishra, (2012) pointed out that job performance is of interest to the organization and the importance of high productivity in the workplace. Samarakone (2010), on the other hand, states that performance is an intensive action or intentional task. According to Bue and Byars (2005: 393), "job performance is the net effect of employee effort, altered by competence, role awareness, and effort." This means that performance in a particular situation can be seen as the result of an interrelationship between abilities, effort and awareness of roles.
Studies show that there are many approaches in assessing employee behaviour and performance with respect to job and organizational culture. As a result, many managers find the employee evaluation process confused and frustrated by the various applications of performance evaluation (Gurbuz & Dikmenli, 2007). This situation seems to negatively impact the popularity of rating systems in many organizations. As Grote (1996) opined, "Performance rating systems are so much like that most people believe they are needed, but they do not like using them."
Grote further pointed out that most people support the concept and purpose of performance evaluation, even though they express concern or conceal the management’s process and application of evaluation results. In support of this view, Bersin (2008) believes that in many organizations, the performance appraisal (PA) system itself is not a complete and consistent process, as the manager decides for himself. He further reports that the biggest complaint of managers was that they did not get enough guidance to evaluate personnel; and the biggest complaint of employees was that the process was not "fair and justice." Bersin further argues that performance appraisal pays great attention to assessing past behaviours of employees, and some managers’ use this situation to "harm" unwelcome employees. Therefore, in most organizations, performance evaluation is a "work in progress." According to a study by Scullen, Mount and Judge (2003), the evaluation process can be divided into the following categories:
However, there were problems with these early person-based rating systems. As a result, there is still a transition to job-related performance assessments. Thus, performance assessment is modified from person-centered to behaviour-centered, with an emphasis on the tasks or behaviours associated with a particular person's performance (Wellbourne, Johnson & Amir, 1998). With regard to the purpose of performance appraisal, it is important to distinguish between organizational goals, evaluation goals, and evaluation goals. Cleveland, Murphy & Williams (1989) described four types of application of performance evaluation: between-person, within-person, system maintenance, and documentation. Interpersonal uses are so-called administrative purposes, which consist in the recognition of a person's contribution to decision-making regarding payroll management, promotion, retention, dismissal, temporary dismissal, etc. Some personal uses have been identified by a management by objectives (MBO), including feedback on performance strengths and weaknesses to identify training needs and determine assignments and transfers.
Performance assessment also helps in achieving organizational goals called system maintenance utilization. Examples of this type of goal are personnel planning, identifying the training needs of the organization, assessing the achievement of a goal, identifying the development needs of the organization, helping to define the goal, assessing the human resource (HR) system, and strengthening the authority structure. Finally, the purpose of documentation is to meet legal requirements by documenting HR decisions and conducting validation studies of PA tools. In a study entitled "Effects for Performance Evaluation Objectives," Jawhahar and Williams (1997) found that assessments collected for administrative purposes are actually more generous than assessments collected for research or development purposes discovered. In addition, they identified key moderators for this relationship, including study settings, evaluator types, feedback directions, and the type of rating scale used.
• Dominance is bosses who are poorly processed in meetings and tend to use one-way communication.
• There are few or no constructive suggestions for improvement during the interview.
Since 1995, researchers have shown considerable interest in variables related to the individual making the assessment. One of the most studied evaluator variables is evaluator influence (Levey & Williams, 2004). There is no consistent formal definition of effect in performance assessment, but a good general definition includes preference or positive consideration for subordinates (Lefkowitz, 2000). Forgas and George (2001) develop an emotional infusion model that suggests that emotional states influence judgment and behaviour, and that emotions or moods play a major role, especially if the task requires some cognitive processing. For example, in performance evaluation, a good-humoured evaluator tends to remember more positive information from memory and positively evaluate performance (Sinclair, 1988). (Lefkowitz, 2000) reported that emotional consideration was often associated with high ratings, a reduced tendency to punish subordinates, improved relationships between superiors and subordinates, and increased greater halo, and less accuracy.
Several recent studies have investigated the role of personality similarity and emotional level similarity between evaluators and found that similarity is associated with evaluation (Bates,). 2002). Antonioni and Park (2001) found that emotions were more strongly associated with upward and peer generosity assessments than traditional top-down assessments. This effect was enhanced when the evaluator had time to observe with his subordinates. From this, it concludes that the evaluator pays so much attention to positive consideration for his subordinates that increased observation results in the awareness (or construction) of more specific behaviours that are in line with emotion-driven tendencies.
Finally, practitioners also called for the use of accountability as a means of improving the accuracy of assessments, increasing the acceptance of the assessment system, and improving the effectiveness of the HR system. For example, many companies are applying pressure on accountability of their managers to improve coaching as well as diversify initiatives. Through this, multi-national companies such as Motorola, Proctor and Gamble, Sara Lee, Texaco, and Steelease have introduced accountability pressures to advance their own diversity initiatives (Digh, 1998).
2.1.4 Sources of Biases or Errors in Performance Appraisal
In effect, there may be many errors or deviations in the performance appraisal process. Most of these errors are usually attributed to the evaluator. These errors have a negative impact on the objectivity of the evaluation. The most common errors in the assessment include:
2.1.4.1 The Halo and Horn Effects
2.1.4.1.2 The Leniency Error
2.1.4.1.3 The Error of Strictness
Some evaluators or managers want to describe themselves as reliable and well-grounded managers.
As a result, they avoid giving high marks, even if the performance of an employee is worthy.
2.1.4.1.4 The Central Tendency Error
2.1.4.1.5 The Regency Effect
2.1.4.1.6 The Contrast Effect
As explained before rating should be done on the basis of standards that are established before the rating process. The contrast error is the tendency to rate people relative to other people rather than the performance standards. If the raters appraise many employees in a short time, it is unavoidable that they do the appraisal by comparing the ratees. In other words, appraisal grade of a ratee might be affected by the grade of the ratee who is appraised just before her or him. For example, if everyone else in a group is standing poor performance, a person performing somewhat better may be appraised as perfect due to contrast error. The vice- versa is also possible. This error could be minimized but not grouping employees as “successful” or’ “unsuccessful’’. Thus, according to this source, all employees must be appraised randomly (Uyargil, 1994: 80).
2.1.4.1.7 The Similarity Effects
It is argued that some appraisers ignore the actual performance of the evaluator; on the other hand, such evaluators tend to give better evaluations to subordinates who are similar in behavior, character, or background to them (Pulakos and Wexley, 1983). The assessee may also cause this error. Because some raters try to prove that their behavior, taste, and tendencies match those of their superiors or hide those that do not match their superiors in order to please the superiors and thus, obtain higher ratings.
2.1.5 Benefits of Performance Appraisal to Organisations
2.1.5.1 Performance Appraisal Improves Communication
2.1.5.2 Performance Appraisal Rewards Top Performers
2.1.5.3 It Boosts Employee Morale and Motivation
In general, as Lockett (1992) believes, an effective appraisal system has many benefits to the segments of the firm: to organisations, this includes employees themselves and to the managers.
1. Benefits to the organization: The system motivates employees by learning which skills can be used to improve their overall performance and determining how they may need to train or develop employees to meet organizational goals before problems arise.
2.2 Empirical Review
2.2.1 Employee Performance and Appraisal
Odunayo et al. (2014) examined a model of the relationship between organizational performance and performance measurement in corporate government departments in Nigeria. The authors demonstrate a positive and meaningful relationship between performance measurement and performance. Jiqiuxi et al. (2014) conducted a study of supermarkets in the city of Nkuru, Kenya. They found that employee productivity has a significant impact on performance standards, feedback, and frequency. Further, Onyije (2015) explored the concepts associated with Nigerian universities once again. He saw a significant and positive relationship between performance measurement and employee performance. However, Omusuebe and Kimcnichege (2013) jointly covered topics related to Mumias Sugar Company Limited. They found that there was certainly a link between a company's performance evaluation and employee performance. Next, Ajayi et al. (2011) explored topics related to faculty at universities in southwestern Nigeria. They found a positive and meaningful relationship between performance evaluation and employee performance. Obiora (2002) investigated this topic in connection with Avka's University of Nnamdi Azikiwe and concluded that there was a link between organisational evaluation and employee performance.
2.2.1 The Essentials of Organising Performance Appraisal for Employees
In Andoh-Mensah et al., (2019) study on the relationship between performance appraisal and employee performance at University of Education, Winneba, the authors observe that performance appraisal helps to identify potentials for promoting staff to higher positions with assigned responsibilities. According to the authors, when a firm conducts appraisal, it opens space to identify staff who needs training to be trained to improve their output. Again, the authors believe that when managers engage in assessment of their employees, the process addresses the areas of deficiency and remedial measures that are put in place to address them accordingly.
2.2.2 Relationship Between Employee as an Assessor and External Assessor
2.3 Theoretical Review
In Silvermann’s (2000) opinion, theory consists of plausible relationships established between concepts that offers a framework for a critical understanding of the phenomena under investigation, and as a foundation for thinking about how unknown could be known or restructured. Researchers assert that theories provide a knowledge base on the topic being explored, identify areas of previous work to avoid duplication and recognize the achievements of other researchers, identify the need for additional investigation, and distinguish how it creates a relationship in a context, and or how it can contradict other works. In that case, the theory adopted for this study composed of two (2). These includes goal-setting theory and the theory of expectancy. Below offers explanation of the theories considered in the study.
2.3.1 Goal-Setting Theory
A goal-setting theory aims that an individual strives to attain an achievement in an assigned task (Lucke & Latham, 1984). Goal-setting theory, according to (Latham & Locke, 2007) states that goals are the immediate regulators of behaviour. As a theory, it was developed as a framework for predicting, explaining, and influencing an individual’s motivation, and assigned performance in workplace. The theory states that: (i) a specific high goal leads to high performance than an easy goal, no goal or a vague goal, (ii). given a goal commitment, the higher the goal, the higher the performance; and (iii). variables such as feedback or knowledge of’ results, participation in decision-making, competition, and incentives only after an employee’s performance to the extent that they lead to a specific and committed to a high goal.
In Vroom’s fundamental book entitled “Work and Motivation”, the author describes the expectancy theory. According to Vroom (1964) book, expectancy is defined as the subjective probability of an individual’s expectation that an action will lead to a specific result (because individuals have different estimates of the relationship between action and result) (Vroom, 1964), and as an individual’s expectation of this performance followed by success or failure (Atkinson, 1957). For Suciu et al. (2013), the expectation is "an instantaneous belief about the possibility that a specific behaviour follows a specific result". To further describe the idea is that if a person wants to be given a result (potency), the result is related to other desired results (tools) they want, and if they also think that their efforts are likely to bring the initial result (expected).
Essentially, Vroom's theory holds that the strength of the tendency is to act in a certain way depends on the expected strength that a particular result will follow the behaviour and the attractiveness of the result to the individual (Robbins, 1993). Therefore, behaviours can be oriented toward expected and personalized goals. More importantly, expectations are what people wait for and are related to personal efforts. So, expectation indicates that the chance of success depends on the individual's ability to achieve performance. If a person believes that his efforts will help him achieve performance, he will be more willing to participate in the work. In the context of performance evaluation, Suciu et al. (2013) believe that the supervisor must make a cognitive decision on how accurately he or she completes the performance evaluation process outlined in the organizational performance evaluation plan. The basis for this decision is the importance that the superior assesses employees during the performance evaluation. Through this, if the manager considers the performance appraisal to be extremely important (high value), it is likely that the manager is going to accurately complete the performance appraisal.
2.4 Conceptual Framework
Source: Author’s Construct, 2021
Next is self-assessment. This is described as a way for people to see themselves. This is a continuous process used to determine an individual's progress and growth and can be reduced or increased by the psychologically close individual (Fleming & Daw, 2017). Self-assessment metrics are effectiveness, and are in line with an organization's goals. In the context of this study, the third level is the task-based evaluation. This is a rating based largely on the outcome of the task being performed, but not on the accuracy of a particular form of speech (Barker et al., 2016). Connecting this, measurable indicators of task-based evaluation include effectiveness, accomplishment of target set, and personal growth and improvement areas. Undoubtedly, putting in the skills, knowledge and abilities together precipitate employees’ performance; effectiveness complying to the vision, mission and objectives of the firm result in self-evaluation, and task - based evaluation such as effectiveness, accomplishment of target set, yields task assigned to be evaluated.
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction
3.1 Organisational Profile
Ghana, a sub-Saharan African country hosts different telecommunication providers due to the country’s expansion of network coverage infrastructure. This paved way for MTN Ghana to fully operate as a global telecommunications group with 21 operating countries/regions (including Africa, Asia and the Middle East) (www.mtnghana.com). However, Scancom, which was legally registered in Ghana and authorized to operate as the GSM system, was established in 1994. From 1996 to the then, when MTN entered the field of full operation, Scancom has played a role in improving the empowerment of the transitional economy through MTN.
According to National Communication Authority 2021 March Report, MTN Ghana possessed a market share of mobile voice subscription review stands at 41,083,073 representing 133.14%, making it the most subscribed network with bigger market share in Ghana. More so, similarly, the report indicates that MTN Ghana leads in market penetration with majority of subscribers making it the giant of the telco business in Ghana. Its main mission is to become a carrier of Ghana's economic growth and development, and to provide world-class telecommunications products and services through innovative methods to help enhance Ghana's strong development agenda. The coverage of MTN was very wide, covering 16 regional capitals, major cities, towns and rural communities.
3.2 Research Design
3.2.1 Qualitative Research Approach
However, Liamputtong (2013), argue2that qualitative2research has been2critiqued as being2problematic, a term2used intentionally to2imply it as2unscientific, and characterized with subjective2approach in research2work. As opined by Merriam & Tisdell (2016), “qualitative study places a focus that would be on the2essence or structure2of an2experience (phenomenon)”. Thus, this2research is based on2the fact that existing literature has been reviewed to understand the steps and the tools of evaluation that ought to be adopted as the most appropriate evaluation method for MTN Ghana. Hence, it2is believed that2these provides best input and alternatives2to deepen the2understanding of the subject in discussion so that where necessary the firm under study would amend the necessary changes to their evaluation process to suit the modern Human Resource (HR) practices.
3.2.2 Descriptive Research
For Salkind (2017), descriptive2research studies are2designed to obtain2information concerning the2current status of a situation - employees’ performance and appraisal on productivity. This is2directed towards determining2the nature of a2situation as it exists at the time of the study. This type2of research frequently2aims to describe2characteristics of2occurences based on previous research, previous evaluation reports, organizational annual reports and projects report based on2data collected. Therefore, the2design type adopted2for this study is2descriptive approach which2is meant to collect2fact to obtain an accurate2description of existing2status, and to2establish the fact that provides a deeper2insight into the subject-matter.
3.2.3 Case Study Research
3.3 Sources of Data
3.3.1 Secondary Data Usage
3.4 Documentary Data Approach
To complement the secondary data usage in the second chapter of the thesis, the researcher falls on documentary data to enhance an understanding of the subject-matter. Document analysis is a form of qualitative research in which researchers interpret documents to give opinions and meaning on evaluation topics (Bowen, 2009). According to Robson (2011), it refers to various steps related to the analysis and interpretation of data generated from the examination of documents and records related to a particular study. In other words, the documentary work involves reading a lot of written material. Document analysis incorporates coding content into the theme, similar to how focus groups and interview transcripts are analyzed (Bowen, 2009).
3.4.1 The Advantages of Documentary Analysis
There are many reasons influencing researchers choose to use documentary analysis. First, because documents are a manageable and practical resource, document analysis is an efficient and effective way to collect data. Documents are common and come in a variety of formats, making them a very accessible and reliable data source. Document acquisition and analysis are often much more cost-effective and time-efficient than soliciting for primary data from respondents on the field of area of study research (Bowen, 2009). Documents are also a stable "non-reactive" data source. This means that the document can be read and reviewed many times and remains unchanged by the influence of the researcher and the research process (Bowen, 2009, p.31).
3.4.2 Disadvantages in the Use of Documentary Data
3.4.3 Justification on the Use of Documentary Analysis
3.4.3.1 Credibility
Credibility refers to whether the evidence is free from errors and distortions. According to Scott (1990), the question of credibility should involve the degree of sincerity of the observer in choosing a point of view and trying to record an accurate narrative from the selected point of view. On the issue of credibility, whether the referenced documents are not distorted, the researcher obtains data from a credible sources including academic databases, and highly recognized human resources databases to answer the set out research questions.
3.4.3.2 Authenticity
Authenticity refers to whether the evidence is true and reliable, and whether the source is authentic. The authenticity of analytical evidence is the basic criterion of any research. Therefore, researchers have the obligation and responsibility to ensure that the documents reviewed are true and complete. This imposes a huge responsibility on the researcher to convince himself that the document being analyzed is not forgery, and that it is indeed valid to enhance the realization of the research questions. Therefore, the obtained documents, that is the documentary data are authentic and allow MTN Ghana management to understand the employee evaluation and productivity.
3.4.3.3 Meaning
3.5 Reliability and Validity
3.6 Data Analysis Procedure
3.6.1 Content Analysis
Documentary analysis is a form of qualitative research in which researchers interpret documents to give opinions and meaning on evaluation topics (Bowen, 2009). Document analysis incorporates coding content into the theme, similar to how focus groups and interview transcripts are analyzed (Bowen, 2009). After cleaning, the collected secondary data is manually analyzed and results are produced. Documentary analysis is a form of qualitative research in which documents are interpreted by the researcher to give voice and meaning about the subject matter of the evaluation (Bowen, 2009). Bowen continues to note that documentary analysis is an important social research technique and research tool in its own right, and is an invaluable part of most triangulation schemes, a mixture of methodologies in the study of the same phenomenon. Bowen summarizes the overall concept of documentary analysis as the process of "evaluating a document in a way that produces empirical knowledge and develops understanding" (2009, p. 33). It is not simply a process of building a collection of passages that convey whatever the researcher desires. Based on the material presented by Bowen, the researcher maintains a high level of objectivity and sensitivity to ensure that the results of documentary analysis are valid and reliable.
Before starting the analysis, the researcher performs a detailed planning process to ensure reliable results. To agree with the eight steps of O'Leary (2014), this study adopts five (5) of the planning process for the purposes of this discussion that the researcher adopts and execute for the analysis includes: (i). creates a list of texts to explore (eg., population, sample, respondent, participant), (ii). develops appropriate skills for research, (iii). considers and guarantee strategies to ensure credibility through the use of the documentary data, (iv). knows the data you are searching for, and (v). considers ethical issues (eg., confidential documents.
3.6.2 Categorisation of Themes in Content Analysis
CHAPTER FOUR
PRESENTATION OF DATA AND RESULTS
4.0 Introduction
4.1 Presentation and Analysis
4.2 Available Steps in Conducting Employee Appraisal
This sub-section presents the step by step process in conducting employees’ appraisal. Below outlines and explains the process based on human resource criteria.
4.2.1 Define the Evaluation Objectives
The first basic step of an effective and systematic evaluation system MTN Ghana uses is to identify and define the evaluation objectives itself. Evaluation is used for different purposes, from motivating the employees through to controlling their behaviour. In each case, the emphasis falls on different aspects of the evaluation being undertaken. For example, incentive assessments such as salary adjustments or promotions are different from training and development assessments.
4.2.2 Definition of Evaluation Criteria
4.2.3 Designing of the Evaluation Programme
4.2.4 Implementation of the Evaluation Plan
In the implementation of the evaluation plan, the evaluation is conducted by the evaluators, and if the evaluation system provides them the needed help, they can extend it also to conduct interviews. Here, the evaluation results are communicated to the human resource department (HRD) so that follow-up actions can be taken against the evaluation goals.
4.2.4 Evaluation Feedback
Perhaps, the evaluation feedback is the most critical stage in the evaluation process, especially when the higher-level evaluation does not match the evaluator's expectations, even if this expectation may be based on the wrong premise. When it happens, they tend to like it. When it does not, they do not. If it is not good for employees, providing performance feedback is an ethical consideration. Many managers feel that employees often encounter a deep face problem as these same superiors end up hearing that their actual performance is not as good as they thought. Thus, managers always ask the question - is it ethical to share their honest perception of employee performance at the risk of hurting them? This issue may be overcome to some extent by objective evaluation and feedback.
4.2.5 Post-Appraisal Assessment
4.3 Available Methods in Conducting Employee Performance
4.3.1 Management By Objectives
4.3.2 360-degree Feedback
The self-evaluation provides employees with the opportunity to look back on their achievements and understand their strengths and weaknesses, but this step does not require a formal or structured procedure, as this makes it capricious and prejudiced. Management review is performed as part of the traditional basic format which normally includes individual basic rating awarded by the manager or team conducting the evaluation. While this is conducted by senior management, the peer review expands beyond organisational picture to include colleagues gain a unique view of employee performance, making them the most appropriate evaluators. Also, the subordinate assessment manager (SAM) is a bottom-up evaluative 360-degree feedback that is delicate and important (Armstrong, 2001). Under the 360-degree feedback, response from customers or client may include internal customers, such as product users with the organization, or eternal customers who are not part of the company but regularly interact with the particular employee and this method is good for the private sector.
4.3.3 Assessment Center Method
This step was introduced in early 1930, according to Kuvaas, (2006) and has enabled employees to clearly understand how others observe them as its impact on their performance. The advantage ascribe this is to this is that it cannot only asses an individual’s current performance, but also predicting future work performance. With regards to this approach, employees are asked to take part in decision-making, role-playing, and other exercises to ensure successful completion of roles. This step is best acceptable by the manufacturing organizations, and consulting firms to identify future leaders and managers.
4.3.4 Behavioural Anchored Rating Scale
4.3.5 Psychological Appraisals
4.3.6 Human Resources (cost) Accounting Methods
4.4 Criteria for Evaluating Employees Performance
4.4.1 Quality of Work
According to the workforce, one of the most important criteria for determining employee performance is overall work quality. How are the daily employees performing? Work quality is a comprehensive category that includes aspects such as teamwork, communication skills, and productivity (Mayer, 1999). It may also contain details about employee goals. Management or superiors can evaluate the entire category and provide specific measurements of the criteria contained in this category. For Weitzel, (1972), considering both the big picture, and the details when assessing the quality of work. It provides examples of assessments such as the amount of company goals that employees have achieved. It also includes specific details about projects that employees have succeeded in and meetings that need improvement.
4.4.2 Goals and Targets Achievements
Criteria for determining employee performance should include quantitative factors such as set out goals and achievement of goals. While many performance assessments are qualitative and subjective, goals and achievements are objective and measurable with clear numbers.
4.4.3 Level of Productivity
4.4.4 Initiative and Motivation
4.4.5 Problem-solving Ability
4.4.6 Problem solving Ability
4.4.7 Teamwork and Leadership Skills
Leadership skills are important whether or not an employee has a leadership position or otherwise (Mayer, 1999). In line with leadership, employees also need to be able to work effectively with their colleagues. As performance assessments describe how well employees can demonstrate leadership in projects and meetings, they are in-charge and good at getting the team on track (Ali, 2008). Through this, they inspire other team members to succeed. It also identifies whether employees are helping their colleagues by providing guidance and answering questions.
4.4.8 Written and Verbal Communication Skills
Another criterion necessary for evaluating employees is written and communication skills. Scholars such as Torrington & Hall, (1998) have expressed that performance metrics should include the ability of employees to communicate with managers, colleagues, customers, partners, and other stakeholders. As employees know how to provide feedback with all their heart, listening then becomes an important part of effective communication. Therefore, the frequency an employee listens to, and implement leadership instructions from their superiors’ shows the commitments employees are paying to their superiors and colleagues.
4.2 Discussion
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.0 Introduction
5.1 Summary of Findings
The study assesses the influence of employee performance appraisal on productivity of MTN Ghana. The following are some of the findings identified based on the presented data.
The study found that for employees and subordinates to be measured with productiveness, superiors or evaluators conducts periodic assessments to establish their effective and efficiency or otherwise.
Whiles effective evaluation seeks to rekindle performance, the study observes that performance rating calls for accountability, as both staff and supervisors are aware of the subordinates’ productivity at the end of year. However, the study sees the duration set aside for performance assessment on yearly basis to be relooked to make both supervisors and employees accountable.
5.2 Conclusion
This study has explored the influence of employee performance appraisal on productivity as a case of MTN Ghana. It has been reported that performance evaluation has become part of strategic plan or a guide in covering a variety of activities that require an organization to evaluate and develop employees, improve performance, and increase salary to aid promotion and lay-offs. Using MTN Ghana as a case, the study utilizes only secondary data to respond to the research questions set out in the first chapter of the research. Dwelling a strong focus on a qualitative design through a descriptive research approach, the study found that employee evaluation renders the opportunity for subordinates to evaluate themselves as this provide the best to look back into the achievements and weakness. Additionally, the study shares with readers that MTN Ghana uses the modern steps, methods and criteria as a private sector to evaluate its workers. Hence, it should be stated that performance evaluation improves productivity of the workers as a firm in focus – MTN Ghana. To a large extent, performance assessments improve staff performance, and it can be said that some MTN Ghana staff are really motivated by assessments to encourage hard work. Thus, performance assessments are done to provide growth and development opportunities, address areas of deficiency, provide employee feedback on the degree of efficiency, and serve as a management tool. Through this, it can also help organisations arrange employees in the most suitable tasks so that productivity are lifted to expectations.
5.3 Recommendations
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