APPRAISAL OF EMPLOYEE'S PERFORMANCE AND ITS IMPACT ORGANIZATIONAL GROWTH
- Project Research
- 1-5 Chapters
- Quantitative
- Chi-Square
- Abstract : Available
- Table of Content: Available
- Reference Style: APA
- Recommended for : Student Researchers
- NGN 3000
Background to the study
In recent years, there has been an increase in interest in performance assessment in both practical and theoretical fields. Beyond the confines of management accounting literature, various fields, including organizational theory, operations and production management, strategic management, and finance, have contributed to the advancement of current understanding. However, the majority of these places have been examined in isolation, yielding fragmented and diverse results. Since the advent of organizational theory, one of the most researched problems has been organizational effectiveness (OE) (Mwema. and Gachunga, 2015). Despite considerable agreement, there is still a major lack of agreement on how to define and execute this notion. Management accounting, a relatively modern area of study, depends on these unstable underpinnings to construct performance measuring models. The goal of this study is to bridge the gap between OE models produced in organizational theory and performance measurement models available in management accounting literature. Organization has no stance on whether or not to review its staff and their performance. Just as training is required following acquisition, so is personnel appraisal. As a result, someone will have to evaluate the performance of the hired people. It has been established that the manager's task is to attain the desired outcome through the use of his or her personnel. This was a collaborative and long-term effort on the part of the managers and employees under him.
According to Leisink and Knies (2017), the ability of an organisation to produce value sufficient to compensate for the burden put on resource providers is the litmus test for its success. There are two types of assessment: formal appraisal, which is relational and hierarchical in nature, and informal appraisal. It is an evaluation of a planned approach; planned approaches may be split into systems in which the supervisor can appraise on a person comparative basis (ranking person list, etc.) and those in which there is combined superior subordinate establishment and appraisal to position target achievement. The formal assessment is dependent on a training supervisor to grade objectively by modifying faults such as leniency, harshness foundation, and central tendency. The informal, on the other hand, is a continuous assessment of an individual's performance by his manager in his normal course of work. It is of an adhoc nature and is primarily determined by inactive felling as a fact of evidence of result. It is normally a native product of the manager ad subordinate relationship.
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