0

EMPLOYEE PERFORMANCE APPRAISAL

SYSTEMS AND PRODUCTIVITY
ENHANCEMENT IN SERVICE DELIVERY

A CASE STUDY OF KIGALI UNIVERSITY TEACHING

AND REFERRAL HOSPITAL (CHUK)

BY

RUGIRA Jean Baptiste

08/M/KAB/MHRM/161/W

KABALE UNIVERSITY

A DISSERTATION SUBMITED IN PARTIAL FULFILLEMENT OF

REQUIREMENTS FOR AWARD OF A MASTER OF ARTS
DEGREE OF KABALE UNIVERSITY IN HUMAN RESOURCE
MANAGEMENT.

SUPERVISOR: PROFESSOR GEORGE ALIBARUHO

September, 2011
 i

DECLARATION

I, RUGIRA JEAN BAPTISTE declare that this work entitled ―Employees

‗performance appraisal and productivity enhancement in service delivery: Case study of
Kigali University Teaching and Referral Hospital (CHUK): is my own work and that all
sources of materials used for the study have been duly acknowledged. I have produced it
independently except for the guidance and suggestion of the supervisor. This work has
not been submitted for any degree in this University or any other University.

By:
Rugira Jean Baptiste
Signature____________________________
Date_______________________________
 ii

APPROVAL

This dissertation was submitted for examination with the approval of

Professor George ALIBARUHO

Supervisor

Signature: ____________________

Date: _______________
 iii

DEDICATION

To my beloved Wife and son.

 iv

Acknowledgements
This document wouldn’t have been completed without the help of Almighty God and a great
many people. First and foremost, my heartily thanks go to Almighty Father God, for his
graciously provision of knowledge, wisdom, inspiration and diligence required for the successful
completion of this paper and for bringing my dreams into reality. To Kabale University
authorities and lecturers, I am grateful for your providing me the necessary knowledge, support
and opportunity to make the masters degree in Human Resource Management (MHRM) a
reality.
I am also greatly indebted to my supervisor PROFESSOR GEORGE ALIBARUHO for his
countless suggestions, assistance, guidance, encouragement and invaluable advice.
I highly appreciate and thank the staffs of Kigali University Teaching and referral Hospital,
who were cooperative and helpful; especially, workers who participated actively and consciously to
the written questions and interview
To my family, without whom I would be lost, and whose love and unwavering support brought
me comfort and warmth and a place to call home, thank you immensely.
To my friends, my classmates in Masters Program of HRM at Kabale University, especially
Niyonsaba Veronique, Musana Serge, Ndayisaba Egide and Birara Jean Pierre, by association
precious friendship, whose faith in me pushed away self-doubt and made me smile all the times,
thanks a million. To other colleagues, whose touch added shine to the presentation of this
manuscript, God bless you.
Lastly but not the least, my warmest appreciation and thanks go to Ngaboyera Valens , who
supported and encouraged me to succeed in my academic progress and to Nsengiyumva Cleophas
who could always be counted on for his support, courage and motivation
 v

TABLE OF CONTENTS
APPROVAL.................................................................................................................................... ii
TABLE OF CONTENTS .............................................................................................................. v
LIST OF TABLES ....................................................................................................................... vii
ABSTRACT ................................................................................................................................... ix
ABBREVIATIONS AND ACRONYMS ...................................................................................... x
CHAPTER I. INTRODUCTION AND BACKGROUND ........................................................ 1
1.1. Context, Definition, Concepts and Indicators ................................................................... 1
1.1.1. Context ................................................................................................................................. 1
1.1.1.1. Critical Criteria of Developing a PAS ........................................................................... 1
1.1.1.2. What to Evaluate? ........................................................................................................... 1
1.1.2 .Definition of key concepts ................................................................................................. 3
1.1.3. Indicators and Appraisal Modalities................................................................................. 4
1.4. Background and importance of the research ...................................................................... 7
1.4.1. Background of the study .................................................................................................... 7
1.5. Problem statement and research questions ........................................................................ 8
1.6. Objectives of the study .......................................................................................................... 9
1.6.1. General objective ................................................................................................................ 9
1.3.2. Specifics objectives ............................................................................................................. 9
1.3.3. Research setting, ............................................................................................................... 10
1.3.4. Characteristics of the research ........................................................................................ 11
1.3.5. Forms of health service delivery ..................................................................................... 11
CHAPTERII: LTERATURE REVIEW AND CONCEPTUAL FRAMEWORK ................. 13
2.1. PA as tool to enhancing productivity. ............................................................................... 13
2.1.2. Approaches and methods in PA process, ....................................................................... 15
2.1. 3.Why and how do we motivate employees? .................................................................... 19
2.1.3.1. Motivation and Performance ........................................................................................ 19
2.1. 4.Obstacles to put PA into practice ................................................................................... 19
2.1.5. How to overcome appraisal problems? , ........................................................................ 20
CHAPTERIII.RESEARCH METHODOLOGY ...................................................................... 30
3.1. Procedure for data collection ............................................................................................. 30
3.2. Research design .................................................................................................................... 30
3.3. Study population .................................................................................................................. 30
3.3.1. Sampling techniques and Sample Size ............................................................................ 30
3.4. Information sources ............................................................................................................. 31
3.5. Methods of data analysis ..................................................................................................... 32
3.5.1. Descriptive method........................................................................................................... 32
3.5.2. Statistical method ............................................................................................................. 32
3.6. Data processing .................................................................................................................... 32
4.1.1. Demographic Information of the Respondents ............................................................. 33
4.1.2. Distribution by job category or occupation .................................................................. 34
4.1.3.1. Work quality improvement and productivity ............................................................ 36
4.13.1.2. Motivation in the workplace ...................................................................................... 40
Types of ..................................................................................................................................... 41
 vi

4.3.3.6. Organizational commitment ......................................................................................... 50

4.1.3.6. Types of feedback from the PA .................................................................................... 51
4.1.3.7. Conflict management and negotiation ........................................................................ 54
4.13.8. Professional internal customer service (P I C S) ........................................................ 56
4.1.3.9. Work behaviour analysis through PA ......................................................................... 57
4.1.3.10. The PA discriminate quality of work and initiative in job performance.............. 59
4.1.3.11. Job adaptation to organizational change.................................................................. 60
4.1.3.12. Dependability as tool to exchange experiences ....................................................... 62
4.1.3.4.1. Effectiveness of the PA .............................................................................................. 64
4.1.4.2. Variables influencing the satisfaction of the employees towards the PAS ............ 65
4.1.4.3. Rating errors in PA ....................................................................................................... 66
4.1.4.4. PA problems and possible solutions essays ................................................................ 68
4.1.5. Managers and supervisors perceptions on the PA ........................................................ 70
4.1.5.1. Defining objectives of the PA in CHUK ..................................................................... 70
4.1.5.2. Related factors to the PA effectiveness ...................................................................... 72
4.1.5.2. Attributes to evaluate employees ................................................................................ 73
4.1.5.2.1. Personal values employers seek in employees......................................................... 74
4.1.5.2.2. Demonstrated qualities of managers toward employees ....................................... 75
4.1.5.3. Traits, behaviors, and outcomes to improve the workers competences through
PA .................................................................................................................................................. 77
CHAPTERV: DISCUSSING OF STUDY FINDINGS, REMEDIAL MEASURES,
CONCLUSIONS AND RECOMMENDATIONS..................................................................... 80
5.1. Productivity of PA ............................................................................................................... 80
5.1.2. Work quality improvement and productivity ............................................................... 81
5.1.3. Types of workers „motivation‟ in the quality improvement ........................................ 81
5.1.4. Types of decisions taken to the performance improvement ....................................... 82
5.1.5. Timeliness achievement ................................................................................................... 83
5.1.6. Organizational commitment ............................................................................................ 84
5.1.7. Characteristics of Effective Feedback gained from the PA......................................... 85
5.1.7.1. Conflict management and negotiation ........................................................................ 85
5.1.7.2Professional internal customer service (PIS) ............................................................... 86
5.1.7.3. Positive and negative Attitudes drive performance .................................................. 87
5.1.7.4. Relationship between quality of work and initiative in job performance............... 88
5.1.7.5. Job adaptation to organizational change .................................................................... 88
5.1.7.6. Dependability as tool to exchange experiences ......................................................... 89
5.1.7.7. Productive behavior of the PA ..................................................................................... 89
5.1.7.8. Variables influencing the satisfaction of the employees towards the PA............... 90
5.1.8. Take kid of potential bias and error of the PA ............................................................. 91
5.1.8.1 Measures to remediate poor performance review....................................................... 91
5.1.8.2. Defining objectives of the PA in CHUK ..................................................................... 92
5.1.8.3. Related factors to the effective the PA ....................................................................... 93
5.1.9. Remedial measures and their outcomes ......................................................................... 96
5.1.9.2 Conclusion and Recommendation ................................................................................. 98
Annex 1 Research budget ......................................................................................................... 102
Annex 2: Implementation timeline.......................................................................................... 103
Annex3: Questionnaire of survey............................................................................................. 104
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LIST OF TABLES
Table 1.1.Matrix of independent PA variables and performance indicators and output/outcomes
................................................................................................................................................................ 22
Table2. 1. Matrix of CHUK before and after the PA indicators relationship to the employees‘
productivity enhancement ............................................................................................................... 26
Table 4.1 .Demographic Information of the Respondents ...................................................... 33
Table4. 2.Distribution of respondents by job category or occupation ................................. 34
Table4. 3. Functions served by the PA ........................................................................................ 35
Table4. 4.Work quality improvement and productivity ......................................................... 37
Table 4.5.Motivation in the workplace ........................................................................................ 41
Table4. 6.Types of decision taken to job knowledge development....................................... 44
Table4. 7.Performance improvement process ............................................................................ 48
Table 4.8.Timeliness achievement ................................................................................................ 49
Table4. 9.Organizational commitment ........................................................................................ 50
Table 4.10.Types of feedback from the PA ................................................................................. 52
Table4. 11.Conflict management and negotiation .................................................................... 55
Table 4.12.Indicators of professional internal customer service ........................................... 56
Table 4.13.Indicators of work behaviour analysis through performance appraisal .......... 57
Table4. 14.Indicators of quality of work and initiative in job performance ....................... 59
Table4. 15.Indicators of job adaptation ....................................................................................... 60
Table4. 16.Indicators of dependability as tool to exchange experiences............................. 63
Table4. 17.Indicators of effective PA ........................................................................................... 64
Table 4.18.Variables influencing the satisfaction of the employees towards the Performance
Appraisal System ............................................................................................................................... 65
Table 4.19.Indicators of related problems of the PA in CHUK............................................. 66
Table4. 20.Performance appraisal problems and possible solutions essays........................ 69
Table4. 21.Objectives of the PA in CHUK ................................................................................. 71
Table4. 22.Related factors to the PA effectiveness ................................................................... 72
Table4. 23.Attributes to evaluate employees ............................................................................. 73
Table 4.24. Personal qualities for evaluating employees......................................................... 74
Table 4.25.Demonstrated qualities of managers toward employees .................................... 76
Table 4.26.Traits, behaviors, and outcomes of the PA in CHUK. ........................................ 78
 viii

LIST OF FIGURES
Figure1 .1.Structure of Rwanda health insurance ...................................................... 10
Figure2. 1.Performance typology map, ......................................................................... 23
 ix

ABSTRACT
The Performance Appraisal System (PAS) is meant to be mutually beneficial to employees and to the
organization in that it should raise productivity and job satisfaction, among other things. Yet there is
controversy about PAS. This research was conducted with the objective to study how employees
‘performance appraisal practices can enhance productivity in service delivery, taking Kigali University
Teaching and Referral Hospital as a case study. Specifically the study sought to discover how the
performance appraisal process is implemented, including its appraiser- appraise feedback loops; to discuss
factors that can render ineffective appraisal system in our institutions; to suggest measures to help enhance
the success and effectiveness of AS at CHUK and in the Rwandan health sector institutions; and to
propose modalities for extending the results and recommendations of this study to other hospitals outside
Kigali City.
On the basis of data collected through questionnaires which are designed on the basis of a conceptual
framework and assessment of related literature, a methodology was developed to link in the field and
collect data on selected indicators of performance appraisals and their relationship to productivity
measures based on the opinion of the ratees and ratters at CHUK.
On the basis of the data obtained from the respondents and analysis of it, the study identified seven
indicators of PA- productivity such as quality, quantity, job knowledge, timeliness, initiative, adaptability
and dependability. Besides these indicators, the study established the relationship between dependent
(Productivity) and independent (PA rating reference) variables based on thematic analysis of employees
response.
This research report provides the findings of different views of the employees in connection with the
conduct of the PA in the organization. The findings showed that there are many factors related to the
effectiveness of PA implementation, such as traits, behaviors, and outcomes to improve the workers
competences through performance appraisal effectiveness. Other factors are purpose for which performance
appraisal is done, methods for conducting performance appraisal, the process itself, the appropriate rater’s
feedback, setting measurable indicators and performance standards, rewards and pay, and the most
important is the support from the top management. To be successful in designing and implementing the
PA effectively, the strategies to link the objectives of the PA to the culture of the organization, and
motivation to realize the organization’s mission are important. To be effective, the support from the top
management to show their commitment and to translate organizational goals and objectives into
personalized employee specific objectives needs to be ensured.
 x

ABBREVIATIONS AND ACRONYMS

AC: Affective commitment

AS: Appraisal system
Ag: agree
CC: Continuous commitment
CHK: Centre Hospitalier de Kigali or Kigali Teaching Hospital
CHUB: Centre Hospitalier Universities de Butare or the Central University Teaching
Hospital.
CHUK: Centre Hospitalier Universitaire de Kigali or the Central University Teaching
Hospital of Kigali
CHU: Centre Hospitalier Universitaire or University Teaching Hospital (Kigali and
Butare)
Dis: disagree
F: Female
Fig.: figure
M: Male
MBO: Management by Objective
MMI: Military Medical Insurance
PA: Performance Appraisal
OC: Organizational commitment
PAS: Performance Appraisal system
PI: Performance indicators
SWOT: Strengths, Weaknesses, Opportunities, and Threats
 1

CHAPTER I. INTRODUCTION AND BACKGROUND

1.1. Context, Definition, Concepts and Indicators
1.1.1. Context1
Performance appraisal (PA) is one of the important components in the rational and systematic
process of human resource management. The information obtained through PA provides
foundations for recruiting and selecting new hires, training and development of existing staff, and
motivating and maintaining a quality work force by adequately and properly rewarding their
performance. Without a reliable performance appraisal system (PAS), a human resource
management system falls apart, resulting in the total waste of the valuable human assets a
company has.2
There are two primary purposes of PA: evaluative and developmental. The evaluative purpose is
intended to inform employees of their performance standing. The collected performance data are
frequently used to reward high performance and to punish poor performance. The developmental
purpose is intended to identify problems in employees performing the assigned task and to design
remedial measures.

1.1.1.1. Critical Criteria of Developing a PAS

In order for PA information to be useful, the PAS must be able to consistently produce reliable and
valid results. Measurement items in the PAS must be designed in such a way that the results of
rating are consistent regardless of the raters and the timing of the assessment.Another critical
criterion in developing a PAS is the validity of the measurements. It is important to make sure that
the appraisal items are really measuring the intended performance or target behavior. If they are
not, the PAS encourages the wrong kind of work behaviors and produces unintended, frequently
negative, organizational outcomes.

1.1.1.2. What to Evaluate?

The first important step in developing a PAS is to determine which aspects of performance to
evaluate. The most frequently used appraisal criteria are traits, behaviors, and task outcomes.

1
http://www.enotes.com/buseness-finance-finance-encyclopedia/performance-
appraisal: online on 11/06/2011
 2

 Traits:

Many employees are assessed according to their traits, such as personality, aptitudes, attitudes,
skills, and abilities. Traits are relatively easy to assess once a rater gets to know ratees. But traits
are not always directly related to job performance. Trait-based assessment can lack objectivity and
thus frequently raises legal questions.

 Behaviors:

For many jobs, performance is so broadly defined or so conceptual in nature such as ensuring
public safety in the police department that it is hard to come up with reliable performance
measures. In such cases, desirable behaviors can be identified and assessed in the belief that such
behaviors lead to successful performance. Such behavior-focused assessment encourages employees
to adopt desirable behavioral patterns in the workplace.

 Task outcomes:

When information about task outcomes is readily available, it is the most appropriate factor to use
in evaluating performance. When an organization has a clear and measurable goal as in the case of
a sales force, this approach is recommended. However, it has its own pitfalls. There a problem if
employee behaviors are not directly related to the task out-come. Too narrow a focus on measuring
outcomes only sometimes results in unintended negative consequences.

1.1.1.3. Who Evaluates?

The most common raters of performance are employees' immediate supervisors, who are usually in
the best position to know and observe the employees' job performance. They are also responsible
for employees' work. Their evaluation is a powerful tool in motivating employees to achieve
successful and timely completion of tasks. However, as a result of working together over a long
time with the same employees, the immediate supervisor may build up a fixed impression about
each employee and use it every time he or she has to evaluate performance.

Some companies find that subordinates are in an excellent position to observe and evaluate their
managers' performance, especially when it comes to measuring effective management of their
department. While there is merit in asking subordinates to evaluate how they are managed, such
 3

evaluation may turn into a popularity contest. Accurate and objective assessment may not be
obtained if employees are fearful of possible retribution from their supervisors. Anonymity of the
evaluators is key to the successful use of subordinates for objective evaluation.

Other raters who are frequently used in some companies include peers, customers, and the
employees themselves. Peer evaluation is particularly useful when teamwork and collegiality are
important to successful task performance. Peer pressure is sometimes a powerful motivator in
encouraging teamwork among members. Customer satisfaction is vital to a company's success and
can be used in PA. Many companies systematically collect performance information from
customers, typically through anonymous surveys and interviews. Self-assessment is also a useful
means, especially when the PA is intended to identify the training and development needs of
potential employees.

1.1.2 .Definition of key concepts

Barton and David (1991) defined performance as‖ the process of defining expectations for employee
performance, measuring, evaluating and recording employee‘s performance related to those
expectations, and providing feed mark to the employee.3
PA has also defined as the result of the application of mental or physical effort performance levels
can be stated in different ways in terms of quantity or quality and may reflect some subjective
judgments by a manager. A particular level of performance may be judged as ―high‖ by one
manager while another at the same level may consider that performance to be ―satisfactory‖ or
―unsatisfactory‖ (Tosi L.H.et.Al.1993).4
Beer (1981) pointed out that a common output of an effective PA process is employees‘ learning
about themselves, employees‘ knowledge about ‗what management values.5 According to Stephan
and Dorfman (1989) outcomes of effective PA are improvement in the accuracy of employee
performance and establishing relationship between performance on tasks and a clear potential for
reward. Dobbins, Cardy and Platzvien (1990) provided five outcomes 6i.e. use of evaluation as

3
Barton P. Miller, Mark D. Callaghan, Jonathan M. Cargille, Jeffrey K. Hollingsworth, R. (1995)Special issue on
performance evaluation tools for parallel and distributed computer systems.
4
Henley L. TOSI, JW. 1972. Make performance appraisal relevant. Harvard Business Review.
5
. Beer, M. (1981). Performance appraisal: dilemmas and possibilities. Organizational

6
Dobbins, G. H., Cardy, R. L., & Platz-Vieno, S. J. (1990, September). A contingency approach
to appraisal satisfaction
 4

feedback to improve performance, reduced employee turnover, increased innovation, existence of

feeling of equity among employees, linkage between performance and rewards.
Steel et al (1991) defined PA as the extent to which an individual succefully accomplishes a task or
achieves goal.7 Performance as a concept includes not only the product of certain tangible output,
such as effectively supervising others, but also thinking in creative way, investing and inventing a
new product.
More generally, output of PA is defined as the appraisal results used to identify the better
performing employees who should be rewarded.
In many organizations but not all appraisal results are used, either directly or indirectly, to help
determine reward get the majority of available merit pay increases, bonus, and promotion. PA
systems began as a simple method of income justification. That is, appraisal was firmly linked to
material outcome. If the employee‘s performance was found less than the ideal, a cut in pay would
follow. On the other hand, if their performance was better than the supervisors expected, a pay s in
order.
By the same token, appraisal results are used to identify the poorer performers who may require
some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. Whether
this is an appropriate use of PA the assignment and justification of rewards and penalties-is a very
uncertain and contentious matter.
In summary, PA is a set of tools, processes and personnel decisions that assess and affect the status
of employees regarding their retention, termination, promotion, demotion, transfer, salary increase
or decrease or admission into a training program.
1.1.3. Indicators and Appraisal Modalities
The analytical and empirical exercise is to assess the role of employee PA system in productivity
enhancement in service delivery taking Kigali referral hospitals as a case study.
In this regard, variables whose indicators need specification are: ―PA components as a set of
independent variables‖, and ―productivity and service delivery outputs and outcomes‖ as dependent
variables.

1.1.3.1. Indicators8,9,10

7
Steel, R. P., & Mento, A. J. (1986). Impact of situational constraints on
Subjective and objective criteria of managerial job performance.
Organizational Behavior and Human Decision Processes.
8
http://www.fao.org/docrep/W7505E/w7505e06.htm
 5

David Hakala (2008) pointed out that performance measurement, which should be an ongoing
activity for all managers and their subordinates, uses the following indicators of performance.

Quantity: the volume of work produced by the employee, along with his or her speed, accuracy and
consistency of output. This variable can be observed as; accomplishes assigned work in an
organized, timely manner; Produces necessary results in spite of unforeseen changes; Alerts
appropriate team member if deadlines need to be re-negotiated to accomplish work with higher
priority.11

Quality: The quality of work performed can be measured by several means.

The ability to set high standards for own personal performance; strive for quality work; put forth
extra effort to ensure quality work; it can develops and implements new solutions, procedures and
concepts; Demonstrates accuracy, thoroughness, and reliability; shows organization and
completeness; Pays attention to detail; consistently delivers what is required when required.

.Dependability: the extent to which an employee effectively and enthusiastically accomplishes

assignments with minimal supervision. This independently contributes ideas and projects; adapts
to change; follows-through on work assignments; demonstrates eagerness and positivism; shares
ideas and suggestions; takes on new responsibilities; willing to assist co-workers.

Job knowledge: The demonstration of technical, administrative, managerial, supervisory, or other

specialized knowledge required to perform the job. In light of job knowledge, an employee is able
to answer difficult questions; effectively learns new skills; maintains up-to-date job related
information.

Initiative: The degree to which the employee independently performs and accomplishes
assignments. This is observed as, requires minimal supervision; sees and acts upon opportunities;
independently contributes ideas and projects promptly undertakes problems and devises solutions;
acts independently within established guidelines.

9
http://www.hr.arizona.edu/05_prf/ratingfactors.php
10
David Hakala (2008), 16Ways to measure employee’s performance
 6

Adaptability: Efficiency with which employee works under stress and responds to change. This
produces receptive to change or new ideas‘; shows poise and/or courtesy in tough situations;
demonstrates ability to modify behavioral style and approach to goal.

Timeliness: How fast work is performed is another performance indicator that should be used
with caution. In field service, the average customer‘s downtime is a good indicator of timeliness. In
manufacturing, it might be the number of units produced per hour.
Performance indicators must be assessed by some means in order to measure performance
itself.11111111
1.1.3.2. Modalities12

360-Degree or “Full-Circle” Appraisal:

The employee‘s performance is appraised by everyone with whom he or she interacts, including
managers, peers, customers I In light of appraisal‘s indicators, David Hakala (2008) own us the
following appraisal‘s modalities13:
Manager Appraisal: A manager appraises the employee‘s performance and delivers the appraisal
to the employee. Manager appraisal is by nature top-down and does not encourage the employee‘s
active participation. It is often met with resistance, because the employee has no investment in its
development.
Self-Appraisal: The employee appraises his or her own performance, in many cases comparing the
self-appraisal to management's review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. In light of appraisal‘s indicators, David Hakala
(2008) owns us the following appraisal‘s modalities.
Peer appraisal: Employees in similar positions appraise an employee‘s performance. This method
is based on the assumption that co-workers are most familiar with an employee‘s performance. Peer
appraisal has long been used successfully in manufacturing environments, where objective criteria
such as units produced prevail. Recently, peer appraisal has expanded to white-collar professions,
where soft criteria such as ―works well with others‖ can lead to ambiguous appraisals. Peer
appraisals are often effective at focusing an employee‘s attention on undesirable behaviors and
motivating change:

13
David Hakala (2008), 16Ways to measure employee’s performance
 7

Team Appraisal: Similar to ―peer appraisal‖ in that members of a team, who may hold different
positions, are asked to appraise each other‘s work and work styles. This approach assumes that the
team‘s objectives and each member‘s expected contribution have been clearly defined.
.
Assessment Services Center: a center is located outside the organization. The employee is
appraised by professional assessors who may evaluate stimulated or actual work activities.
Objectivity is one advantage of assessment centers, which produce reviews that are not clouded by
personal relationships with employees.
360-Degree or “Full-Circle” Appraisal: The employee‘s performance is appraised by everyone
with whom he or she interacts, including managers, peers, customers and members of other
departments. This is the most comprehensive and expensive way to measure performance and it is
generally reserved for key employees.14

1.4. Background and importance of the research

1.4.1. Background of the study15

Historical context
Since the 1980s, the government of Rwanda has been implementing primary health care as the key
strategy for improving the health of the population. In February 1995, the Ministry of Health
began making reforms in the health sector according to the Lusaka declaration, which were later
adopted by the government of national unity in March 1996. The declared goal of this policy was
to contribute to the well being of quality health services that were acceptable and accessible to the
majority of people and provided with their participation. The policy was based upon three main
strategies: the decentralization of the health system using the health district as the basic
operational unit of the system, the development of the primary health care system through its eight
core components, and the reinforcement of community participation in the management and
financing of services.
Health system performance
The performance of health services over the course of the last five years is rather mixed.
Utilizations of curative services in health centers have declined between 1997 and 2003. The
country has achieved, however, high levels of vaccination coverage above 80%. In the reproductive

14
http://www.hr.arizona.edu/05_prf/ratingfactors.php
15
http://www.google.rw/webhp?client=context+historical+background+of+health+system+in+rwanda&oq=context+histo
rical+background+of+health+system+in+rwanda
 8

health area, the proportion of women who had at least the recommended four prenatal
consultations is only 10 per cent; the attendance rate for assisted deliveries has improved 14 per
cent in 1997 to 31 per cent in 2000; but too few pregnancies are ultimately referred to hospitals
where adequate care can be provided.
1.4.2. Importance of the research in Rwanda
Today Rwanda has a vision to develop different sectors based on competition at workplace, as key
to achieve said‖2o2o vision‖ in this case our attention is attracted by medical institutions where
appraisal system is clearly practiced. Kigali city hospitals were chosen because there is a large
population and data source. We have to observe to both the AS and its outcomes. Therefore we will
be able to conclude the role of PA on the employees‘ motivation so far to increase productivity of
an organization.16
The present research is motivated by the need of helping managers and employees of health care
institutions to increase the AS effectiveness.
It will help also other researchers related to the same field and it will also help students who
complete their studies in Department of Human Resource Management be able to present their
research projects in order to finish their studies.
It is known that the PA is a vital component of the process of managing human resources with the
aim of achieving system employee and organizational goal.
1.5. Problem statement and research questions
The real problems in PA system at Kigali City referral hospital are linked to the following aspects:
little agreement on what aspects of performance to measure the unrealistic expectation that
measures be objective and quantifiable standards that ignore personal characteristics and individual
behaviors that determine success; and the failure to use the results of appraisal as a basis for
training, compensation and promotion.
It has been agreed that an effectively designed, implemented, and administered PAS can provide
the organization, the manager, and the employee a myriad of benefits. But many organizations fail
to establish an AS that is valid and reliable. The problem comes perhaps from different parameters:
what are the appraisal objectives of the organization? It may be the appraisal purpose, appraisal
basis, factors that should be considered. Therefore, the reasons are so much; they include
employees‘ fear of being evaluated, manager‘s fear of the role of the judge, poor performance
measures, inadequate communication skills, few rewards for high ratings, and no accountability for

16
http://www.usaid.gov/rw/our_work/for_partners/images/rwandahealthsectorstrategicplanii.pdf
 9

effective accurate appraisals, among numerous others.

Both managers and employees are faced such problems about implementation and maintenance
appraisal system. May be private or public institutions, employees‘ acceptance of an organization‘
PAS is perceived to be critical factor in appraisal effectiveness. Employees accuse appraisal system
(AP) subjectivity, and unacceptable. Some of them are frequently met during interview on both
interviewee and interviewer there is a case of hello effect, legacy error, personal bias, strictness
leniency error, insufficient evidence, and central tendency error…
In light of the above problem statement and research objectives (etc …), the researcher accordingly
seeks to find answers to the following related research questions:
-How can PA in Kigali city Hospitals be made a key instrument for develop employee motivation
and enhancing productivity?
-In light of common problems known to have been encountered by managers and employees
regarding PA in Kigali City, how can the design and process aspects of the AS be enhanced to
improve implementation and effectiveness in Kigali City Hospitals?
1.6. Objectives of the study
1.6.1. General objective
A considerable number of employees often view the PAS as one in which managers simply
complete the form, after considerable prodding, and forward them to the personnel department to
be filed.
The general objective of the study is to research, discuss and help design effective PA and
productivity enhancement tools in Rwandan institutions, focusing on Kigali City referral Hospitals.

1.3.2. Specifics objectives

PA is important in organization because of the numerous purposes for which it is employed and its
impact on individuals as well as the organization.
The following objectives are chosen as specific aims of the study:
-To discover how important the PA is and how feedback in the PA process is communicated to
employees at CHUK.
-To discuss factors that can render ineffective appraisal system in CHUK.
-To suggest measures to help enhance the success and effectiveness of AS at CHUK and generally
in the Rwandan health sector institutions
To propose modalities for extending the results and recommendations of this study to other
 10

hospitals outside Kigali City.

1.3.3. Research setting17,18
The study will focus on one of health care service delivery operating in Kigali city which is located
in Nyarugenge District.
Relative to health care delivery, the central level has three national referral hospitals including the
Central University Teaching Hospital of Butare or Centre Hospitalier Universitaire de Butare
(CHUB); Kigali University Teaching hospital of Kigali or Centre Hospitalier Universitaire de
Kigali (CHUK EX-CHK) and Ndera University Hospital, which together make University
Teaching Hospital or Centre Hospitalier Universitaire (CHU).
CHUK is one of the Referral hospitals in the country. Its mission is to provide education and
clinical training for medical professionals, to deliver high quality medical care for all categories of
people and to develop research.
According to our research, CHUK is lucked to be chosen because it is one referral hospital which is
well placed to fit different characteristics of different parameters includes our research. For
example, CHUK as one referral hospital is which is owned to receive different case comes from
different part of the country. These are illustrated by the figure bellow:

Figure1. 1.Structure of Rwanda health insurance19

17
http://www.chk.org.rw/
18
http://rwanda.usembassy.gov/medical_information.html
19
http://www.google.rw/webhp?client=Structure+of+Rwanda+health+insurance&btnG=Google+Search
&oq=Structure
 11

1.3.4. Characteristics of the research

The researcher designed a survey questionnaire for managers and operatives CHUK referral
hospital located in Kigali city. However, in data collection, only purposeful statements based upon
research objective and research questions have been included.
Closed questions, opened questions and semi-closed questions have been used to respondent to
elicit from them diversified sources of information. Medium of communication were English with
focus on use of conventional language.
Wording of survey questions/statements has been kept simple and unbiased and questions of
trivial nature have been avoided. Instructions/legends were also given at the start of every set of
questions having same format
For expeditious response, survey questionnaires have been be administered through referrals.
Nominal scales have also been used for few personal information questions.
The researchers focused mainly on descriptive statistic to describe facts that has been found in
data, tools of descriptive statistics were also used.
Data has been prepared for application of statistical treatments for further descriptive and
confirmatory analysis.

1.3.5. Forms of health service delivery20

There are private and public health service delivery options available private health services are
rendered by individuals or private organizations while public health services are rendered by
government through public hospitals and other health facilities manned by public servants
including medical doctors and other health- care giving professionals.
 Values and guiding principles.
The Ministry of Health adheres to a number of values in its effort to fulfil its mission: solidarity,
equity, ethics, cultural identity, and gender-specific respect. The Ministry of Health is also guided
by a number of principles: acceptability and quality of health care, effectiveness and efficiency,
inter-sectoral coordination, community participation, decentralisation, and integration.
 Characteristics of health care and services.
In recognition of the values and principles stated above, the Ministry of Health has identified
desirable characteristics of health care and service provision that are necessary to fulfil its mission.

20
http://www.google.rw/webhp?client=context+historical+background+of+health+system+in+rwanda&o
q=context+historical+background+of+health+system+in+rwanda
 12

Characteristics of health care include continuity, integration, social awareness, and relevance of
health care. Characteristics of services include decentralization, continuous provision, flexibility,
and efficiency of health services.
 Historical Background.
Rwanda‘s health sector has undergone a fundamental transition in the last century: in the time
before colonial era, health care consisted of traditional African healing methods. The German and
later Belgian colonial period saw the emergence of faith-based health care and with it the
introduction of modern treatment methods.
th
In the second half of the 20 century, before the war and genocide, Rwanda‘s health system was
characterised by a high degree of centralisation and free provision of services. Most of the
country‘s infrastructure was destroyed in the tragic events. The first years following the war were
spent with rebuilding basic health care and human resources; now the health system is ready for
the next phase of its development.

 Mission statement.
The global vision of the Government of Rwanda set out in Vision 2020 is to guarantee the well
being of the population by increasing production and reducing poverty within an environment of
good governance. As part of this vision, the Government seeks to overcome the illnesses linked
with poverty and ignorance, and to develop a proactive and well performing health system capable
of anticipating and appropriately responding to the health needs of the population. Within this
context, the mission of the Ministry of Health is to ensure and promote the health status of the
population of Rwanda.
 13

CHAPTERII: LTERATURE REVIEW AND CONCEPTUAL FRAMEWORK

2.1. PA as tool to enhancing productivity.21

The concept of productivity has existed for a long time, and the idea has many different
applications. This discussion addresses the meanings that refer to work and economics. One basic
way of defining productivity is ―output divided by input‖. For example, if Company X uses
100units of input to produce 100 units of output, their productivity ratio is 1. It is clear that both
technological and market elements (as output quantities and prices, respectively) interacts to
determine economic productivity standards are programs aimed at determining how much various
segments of the organization produce and means to simplify and increase productivity level. These
signify means to increase the skills of potential manpower in the company, such as, structural
reforms, training and provision of required equipment like machines and computers.
Performance and productivity are closely linked words yet, in many firms, they are neither treated
nor understood in the same way. In subtle ways they are very different indeed.
In a professional practice leaders who focus on performance rather than productivity will often be
able to establish rapport with their collegiate workforce to a higher degree. Our studies show that
performance is listened to as being ―more professional‖ and encompasses individual‘s aspirations
along with that of the organization. Productivity on the other hand is often associated with a top
down autocratic style that which was sometimes successful in the last century. Still, productivity
needs to be understood in the culture of professional practices.
The language and style of communications leaders used is important and differentiates the most
motivated work forces from those sliding behind their peers. High performance and productivity
are seldom listed as core values in professional practices.
2.1.1. What is the process of PA?22,

Craig, Beatty and Baird (1986) further suggested an eight-stage PA process23:

 Establishing standards and measures

21
http://www.jstor.org/pss/3379942
22
http://www.humanresources.hrvinet.com/performance-appraisal-procedure/

23
. Craig, S. E., Beatty, R. W., & Baird, L. S. (1986),Creating a performance management system.
Training and Development Journal,
 14

The first step is to identify and establish measures, which would differentiate between successful
and unsuccessful performances. These measures should be under the control of the employees
being appraised. The methods for assessing performance should be decided next. Basically,
management wants to know the behavior and personal characteristics of each employee; and assess
their performance and achievement in the job. There are various methods available for assessing
results, behavior and personal characteristics of an employee. These methods can be used according
to the particular circumstances and requirements.

 Communicating job expectations

The second step in the appraisal process is communicating to employees the measures and
standards which will be used in the appraisal process. Such communication should clarify
expectations and create a feeling of involvement.

 Planning

In this stage, the manager plans for the realization of performance expectations, arranging for the
resources to be available which are required for attaining the goals set. This is an enabling role.

 Monitoring performance

PA is a continuous process, involving ongoing feedback. Even though performance is appraised

annually, it has to be managed 'each day, all year long.' Monitoring is a key part of the PA process.
It should involve providing assistance as necessary and removing obstacles rather than interfering.
The best way to effectively monitor is to walk around, thus creating continuous contacts, providing
first-hand information, and identifying problems, which can then be solved promptly.

 Appraising

This stage involves documenting performance through observing, recalling, evaluating, written
communication, judgment and analysis of data. This is like putting together an appraisal record.

 Feedback

After the formal appraisal stage, a feedback session is desirable. This session should involve verbal
 15

communication, listening, problem solving, negotiating, compromising, conflict resolution and

reaching consensus.

 Decision making

On the basis of appraisal and feedback results, various decisions can be made about giving rewards
(e.g., promotion, incentives, etc.) and punishments (e.g., demotion). The outcome of an AS should
also be used for career development.

 Development of performance

The last stage of PA is 'development of performance,' or professional development, by providing

opportunities for upgrading skills and professional interactions. This can be done by supporting
participation in professional conferences or by providing opportunities for further study. Such
opportunities can also act as incentives or rewards to employee.

2.1.2. Approaches and methods in PA process24,25

PA is a multistage process involving several activities, which can be administered using a variety of
approaches. Some of these approaches are considered below, based on Einstein and LeMere-
Labonte, 1989; and Monga, 1983:

 Approaches of PA

 Work standard approach

In this technique, management establishes the goals openly and sets targets against realistic output
standards. These standards are incorporated into the organizational PAS. Thus each employee has
a clear understanding of their duties and knows well what is expected of them.
 Intuitive approach In this approach, a supervisor or manager judges the employee based
on their perception of the employee's behavior.
 Self-appraisal approach: Employees evaluate their own performance using a common

24
. Monga, M. L. 1983. Management of Performance Appraisal. Bombay: Himalaya Publishing House.

25
http://www.fao.org/docrep/W7505E/w7505e06.htm
 16

format.
 Group approach: the employee is evaluated by a group of persons.
 Trait approach: This is the conventional approach. The manager or supervisor evaluates
the employee on the basis of observable dimensions of personality, such as integrity, honesty,
dependability, punctuality, etc.
 Appraisal based on achieved results: in this type of approach, appraisal is based on
concrete, measurable, work achievements judged against fixed targets or goals set mutually by the
subject and the assessor.

 Methods of PA26,27,28,29
 Behavioral method: This method focuses on observed behavior and observable critical
incidents.

As far as techniques in PA are concerned, there are several techniques of PA, each with some
strong points as well as limitations. Oberg (1972) has summarized some of the commonly used PA
techniques.

 Essay appraisal method

The assessor writes a brief essay providing an assessment of the strengths, weaknesses and
potential of the subject. In order to do so objectively, it is necessary that the assessor knows the
subject well and should have interacted with them. Since the length and contents of the essay vary
between assessors, essay ratings are difficult to compare.

 Graphic rating scale

A graphic scale 'assesses a person on the quality of his or her work (average; above average;
outstanding; or unsatisfactory).' Assessment could also be trait centered and cover observable

26
http://www.openlearningworld.com/olw/courses/books/Performance%20and%20Potential%20Appraisal/PerformanceA
ppraisal.html
27
http://www.humanresources.hrvinet.com/performance-appraisal-methods/
28
http://appraisals.naukrihub.com/modern-method.html
29
http://www.explorehr.org/articles/Performance_Appraisal/Performance_Appraisal_Methods.html
 17

traits, such as reliability, adaptability, communication skills, etc. Although graphic scales seem
simplistic in construction, they have application in a wide variety of job responsibilities and are
more consistent and reliable in comparison with essay appraisal.

 Field review method

Since individual assessors differ in their standards, they inadvertently introduce bias in their
rating. To overcome this assessor-related bias, essay and graphic rating techniques can be
combined in a systematic review process. In the field review method, 'a member of the HRM staff
meets a small group of assessors from the supervisory units to discuss each rating, systematically
identifying areas of inter-assessor disagreement.

 Forced-choice rating method

Unlike the field review method, the forced-choice rating method does not involve discussion with
supervisors. Although this technique has several variations, the most common method is to force
the assessor to choose the best and worst fit statements from a group of statements. These
statements are weighted or scored in advance to assess the employee. The scores or weights
assigned to the individual statements are not revealed to the assessor so that she or he cannot favor
any individual. In this way, the assessor bias is largely eliminated and comparable standards of
performance evolved for an objective.

 Critical incident appraisal method

In this method, a supervisor describes critical incidents, giving details of both positive and negative
behavior of the employee. These are then discussed with the employee. The discussion focuses on
actual behavior rather than on traits. While this technique is well suited for performance review
interviews, it has the drawback that the supervisor has to note down the critical incidents as and
when they occur.
 Management by objectives
The employees are asked to set or help set their own performance goals. This avoids the feeling
among employees that they are being judged by unfairly high standards. This method is currently
widely used, but not always in its true spirit. Even though the employees are consulted, in many
cases management ends up by imposing its standards and objectives. In some cases employees may
 18

not like 'self-direction or authority.' To avoid such problems, the work standard approach is used.
 Ranking methods
Some of the important forms of ranking for PA are given below, based on Oberg, 1972; and
Monga, 1983: 30
Alteration ranking method:
The individual with the best performance is chosen as the ideal employee. Other employees are
then ranked against this employee in descending order of comparative performance on a scale of
best to worst performance. The alteration ranking method usually involves rating by more than
one assessor. The ranks assigned by each assessor are then averaged and a relative ranking of each
member in the group is determined.
Paired comparison:

The paired comparison method systematizes ranking and enables better comparison among
individuals to be rated. Every individual in the group is compared with all others in the group. The
evaluations received by each person in the group are counted and turned into percentage scores.
The scores provide a fair idea as to how each individual in the group is judged by the assessor.

Person-to-person rating:

In the person-to-person rating scales, the names of the actual individuals known to all the assessors
are used as a series of standards. These standards may be defined as lowest, low, middle, high and
highest performers. Individual employees in the group are then compared with the individuals used
as the standards, and rated for a standard where they match the best.

Checklist method:

The assessor is furnished with a checklist of pre-scaled descriptions of behavior, which are then
used to evaluate the personnel being rated (Monga, 1983). The scale values of the behavior items
are unknown to the assessor, who has to check as many items as she or he believes describe the
worker being assessed. A final rating is obtained by averaging the scale values of the items that
have been marked.

30
Oberg (19670), Implementation and Evaluation. Bureau of Industrial Relations, University of Michigan
 19

2.1. 3.Why and how do we motivate employees?31

2.1.3.1. Motivation and Performance

Motivation is the combination of a person's desire and energy directed at achieving a goal. It is the
cause of action. Influencing people's motivation means getting then to want to do what you know
must be done (Military Leadership, 1993).

Motivation can be intrinsic, such as satisfaction and feelings of achievement; or extrinsic, such as
rewards, punishment, and goal obtainment. Not all people are motivated by the same thing and
over time their motivations might changes.32

 Motivational Issues

Often an employee knows how to perform correctly, the process is good, and all resources are
available, but for one reason or another, chooses not to do so, which normally means it is a
motivational issue. While many jobs have problems that are inherent to the position, it is the
problems that are inherent to the person that normally cause us to lose focus from our main task of
getting results. These motivational problems could arrive from family pressures, personality
conflicts, a lack of understanding on how the behavior affects other people or process, etc. 33

2.1. 4.Obstacles to put PA into practice34

The design is blamed and the evaluation is worth nothing, example different supervisor Arthur
P.Brief (2000) gave out the following problems:
 Opposition to evaluation: most employees fear performance evaluation, the most
common fear is that of rater‘s subjectivity.
 System design and operating problems: If the criteria for evaluation are poor, the
technique used is would probably define good, air performance, differently.
 Standards of evaluation problems: the problem of standards in evaluation arises due to
perceptual differences in the meaning of the words used to evaluate. Some teachers are easy,
as others never give excellent qualifications.

31
http://en.wikipedia.org/wiki/Motivation
32
http://en.wikipedia.org/wiki/Motivation
 20

 The hallo effect: This is the influence of rater‘s general impression on rating of specific
rated qualities. In the practice, it means that your rating of a subordinate on one major trait
biases how you rate that person on other traits.
 Central tendency: Many supervisors have central tendency when filling in rating scales.
For example, if the rating scale ranges from1 to 7,they tend to avoid highs of (6 and 7) and (1
and 2) and rate most of their people between 3 and 5.If you use a graphic rating scale, this
central tendency could mean that all employees are simply rated ―average‖, this distorts
evaluation.
 Leniency or strictness: Some supervisors tend to rate all their subordinates consistently
high or low, just as some instructors are notoriously high graders while others are not.
2.1.5. How to overcome appraisal problems? 35,
There are four ways to minimize the impact of appraisal problems such as bias and central
tendency (Arthur P.Brief 2000). First, be sure to understand problems as just discussed and the
suggestions like clarifying standards given for each of them.

Second, chose the right appraisal tool. Each tool, such as graphic rating scale or critical incident
method, has its own advantages. For example, the ranking method avoid central tendency but can
cause ill feelings when employee‘s performances are in fact all high.

Third, train supervisors to eliminate rating errors such as hallo and leniency. In a typical training
program, program, raters are shown a videotape jobs being performed and are asked to rate the
worker. Ratings made by each participant are then placed on a flipchart, and the various errors
such as leniency and halo are explained. The trainer gives the correct rating and then illustrates
the rating errors the participants made.36
2.2. Integrating the Conceptual framework
A large number of companies use formal PA to measure, recognize and reward employee
performance. How frequently an appraisal is administered has little influence over whether desired
outcomes in employee performance and behavior are achieved. The key to a successful PA is clear
communication, accurate information and flawless execution. Table1is a matrix illustrating the
relationship between independent variable ―PA‖ system components and dependent ―productivity‘‘
variables. In the same vein, Fig 2 shows these relationships.

36
http://www.qurtuba.edu.pk/jms/default_files/JMS/1_2/7_ayaz.pdf
 21

2.2.1. Performance appraisal „variables

Performance appraisals are a very useful tool for managing people. However, the first requirement
is to be able to adequately discriminate performance. A performance map that can discriminate
between all levels of performance measures and relate various linked performance appraisal
indicators in the PA plan agreed with employees(independent variables)to performance targets
(outputs/outcomes)—the dependent variable
 22

Table 2.1.Matrix of independent PA variables and performance indicators and

output/outcomes
 23

2.2.2. Linkage of PA variables37

The successful managerial system within an organization is a combination of the three levels of
performance needs and nine performance variables which builds performance typology map
(Figure2).
The three performance needs that must be met at each of the three levels are:

 Goals , specific standards or expectations that customers have for products or services
 Design ,configurations that enables goals to be met efficiently
 Management , practices that ensure goals are up to date and are achieved
 Combining the three levels of organizations with the three performances needs results in
nine performance variables (see the above matrix). Failure to manage these nine
performance variables will lead to a failure to manage the business holistically. Thus, every
performance improvement effort must be viewed through t his matrix.

The majority of managers simply do not understand the variables that influence organization and
individual performance. They are not aware of the 'performance levers' that they should be pulling
and encouraging others to pull.

Fig 2.Performance typology map38

37
http://www.nwlink.com/~donclark/performance/motivation.html
38
http://www.nwlink.com/~donclark/performance/performance_typology.html
 24

From these matrixes, CHUK is committed to provide quality health care state according to the
value statement such as:
o Accountability
o Integrity
o Professionalism
o And excellence.
This will be achieved with competent and motivated staff, and in collaboration with all
stakeholders within available resources.
2.2.3. Analysis model of real PA indicators observed in CHUK
The PA indicators of CHUK will be observed through a set of questionnaire which is organized in
the annex of this work.
25
 26

Table2.2. Matrix of CHUK before and after the PA indicators relationship to the employees‟
productivity enhancement

Variables Performance indicators Outcomes /outputs

1. 2. 3. 4. 5. 6. 7. %
CHUK PA Motivation Meet Adhere to Profession Recepti Team Respec Increased
Indicators deadlines instructions alism ve to worki ting organizational
and change ng timetab productivity
organization le
al policy
Effect 1 1 1 1 1 1 1 7 100
1.Quality Quality Accuracy Stamina Strengthen Exceed Cons Mainta Improving
improvement and ing work s ensus ins and
reliability standards expecta on regular increasing
of work tion the attenda quality of
quality stand nce produced
ards unity
Effect 1 1 0 1 1 1 1 6 85.7
2.Quantity Increased Accomplis Quantify Mentoring Buildin Incre Finish Meet 1
produced hed tasks dearly g ased assigne expected
unity in timely activity custom volu d tasks productivit
manner er me of on time y
satisfac work
tion. done
Effect 1 1 1 1 0 1 1 6 85.7
3.Initiative
Take Maintainin Works Stress Worki intent Determ Reaffirmed 1
initiative g assigned steadily and tolerance ng ion ination commitmen
eagerly work actively under and t to
schedules. pressur belief professiona
e to l service
remai
n at
work

Effect 1 1 1 1 1 1 1 7 100
4.Jobknow Creativity Forecast Strong work Profession Develo Devel Gain Performanc 1
ledge and job and ethic al ping oped social e
performance discount knowledge talent comp skills improveme
training etenc nt
needs es
Effect 0 1 1 1 1 1 1 6 85.7
5.Adaptabi Ability to Adapt Patience Maturity Tenaci Com Exchan Increased 1
lity modify work habit and problem ty mitm ge confidence
behavioural solving ent experie and
style nces knowledge
and to resolve
positiv problems
e
attitud
es
Effect 1 1 0 1 1 1 0 5 71.4
 27

6.Dependa Cooperation Follows- Performs Takes on Discus Shari Interpe Regularly 1

bility through duties with new sing ng rsonal leads work
on work minimum of responsibil and exper relation teams to
assignmen instructions. ity sharing iences the
t ideas accomplish
ment of
their
assignment
s.

Effect 1 1 1 1 1 1 0 6 85.7
7.Timeline Forecasting Punctualit Cases are Develop Attend maint Cases Time 1
ss y usually the ance ainin are managemen
completed individual g usually t
correctly and plan assig comple
and for future ned ted
in a timely performan work correctl
fashion. ce sched y and
ules in a
timely
fashion.
Total and 87.4%
%
CHUK Far exceeds Exceeds Meets Job Needs Need No Routine
before PA job job Requirement Needs some s strong productitiv
plan requirement requireme Some improv some commit ity
nt Improvem ement impro ment
ent veme
nt
Effect 0 0 0
1.Quality Actions Expected
limited on productivit
expectations y
not on
standards
Effect 1 1 100
2.Quantity Produced Producing
unity assigned
limited on unity
routine
Effect 1 1 100
3.Initiative Depended Subordinat
on only es
instructions conformity
or loyalty on
and the regulations
supervisor is and
routinely managers
satisfied are
routinely
satisfied
Effect 1 1 100
 28

4.Jobknowl Depended Developed

edge on training competenci
and es and
professiona productive
l subordinat
experience es
Effect 1 1 100
5.Timeline Depen Customer
ss ded on inquiries
timetab are
le or routinely
plannin addressed
g timely.
Effect 0 0 0
6.Adaptabi The Serves as
lity syste task force
m leader or
chan Project
ge is coordinato
withi r.
n the
scope
of
contr
ol.
Effect 1 1 100
7.dependa Cooper Improveme
bility ation nts exceeds
the
cost of the
implement
ation
Total and 71.4%
%
29
 30

CHAPTER III.RESEARCH METHODOLOGY

Methodology is defined as set of methods and principles that have been used when studying a
particular kind of work. This part sets out to describe the methodology that has been used; it
includes a detailed description of research design, sources of data, methods and techniques
that has been used in data collection
3.1. Procedure for data collection
In trying to get the required data, the following instruments were be used during the process
of data collection
 Direct individual questionnaire with the health personnel;
3.2. Research design
The research design includes the following decisions:
. What information was collected?
.What techniques of data collection have been made?
. How much were the study cost?
. How the data has been collected?
. How long has been data collection take?
. When and where the information has been collected?
3.3. Study population
A study population of the research were included the personnel of CHUK located in Kigali
city.
3.3.1. Sampling techniques and Sample Size
 Sample
The sample size of this study has been organized by taking a proportion of 25% of workers in
each department of CHUK.
 Sample size
A sample size is part of the population that is selected to respond to the survey. In this
research; the sample size were calculated by using ―stratified random sampling”. It refers to
a type of sampling where the population is divided into mutually exclusive and no over-
lapping groups or strata and then a sample random sample is obtained from each strata. The
major purpose of stratifying our population is to unsure that various population
characteristics are represented in the sample. Example of our pupation study, is designed by
workers of CHUK, strata are formed by different department offering different health
 31

services. In each stratum (department), we took an equal proportion (25%) of workers; the
total of proportion calculated from stratum gave us the sample of the population. In next, in
CHUK there are 707 workers distributed in different department.

 Data collection and procedures

Considering the total number of workers, we have the sample size equal to: 707×25%=177
This sample size is distributed in 35 departments, the number of participant in each
department depend on the total number it has. By using nominal and ordinal scales researcher
obtained respondents from the list of workers that were checked in 35 departments of CHUK;
systematically candidates were shortlisted by considering ascending order on the list of
workers in each department without forgetting considering gender issues. It means that,
respondents have to be chosen starting on the number one at the list and stop on relative
number of participants shifted to interviewee in each department. For example, department
number one were ‗‘administration‟‘ and the last one were emergency‘‘. List of workers were
found in each department to the head of department; respondents were selected considering
the number one to the last one on the list of each department. However, gender issues were
also made in consideration during short listing respondents. The number of male and female
in each department were a mixture, to get it, researcher proceeded with nominal and ordinal
scales where he has had to start on the number one .A questionnaire to be filled is divided into
two series: The number one for all respondents (including head of department and
subordinates), number two belongs only to head of department or managers; both all were
given to them in writing and has been answered also in writing. A type of questions is, closed
questions, opened questions and semi-closed questions. These have been given to respondent
to elicit from them diversified sources of information. Medium of communication were
English language with focus on use of conventional language. Wording of survey
questions/statements were kept simple and unbiased and questions of trivial nature have been
avoided. This questionnaire has been distributed to the staff to be completed by them, they
were first trained on how to respond, and then it was left with them and has been collected
later.
3.4. Information sources
 Documentation
Documentation of the research were directed by reading books and other documents from the
 32

library; consult many books related to the subject of the research to get literature review.
 Technique of Questionnaire
Questionnaire to our research as defined as data gathering technique ,it helped to gather
attitude, beliefs, behaviors, and Characteristics from several key people in the institutions
chosen to get the study population.
 Observation technique
Researcher used personal observation; personal observation is explained as an indispensable
part of the study of any social observation institutions; Observation is the primary technique
of data collection on non-verbal behaviors.
This technique helped us to make the behavioral study of respondents whereby it became the
part of them by participating in their daily activities which helped us to acquire more
information from the population of study.
3.5. Methods of data analysis
A method is defined as group of organized principles, rules and intellectual operations that
helps to make analysis in order to achieve results.
For this study to be done in clarity and conciseness, different methods have been used.
3.5.1. Descriptive method
This method helped in carrying out this study, we described people, situations, and events,
Information that has been obtained helped in decision making and problem solving to our
problem statement.
3.5.2. Statistical method
This method gave us the means of exploiting the statistical data. It has been used for
presentation of results in form of tables in order to help the synthetic work that facilitated the
analysis of data and it helped us to quantity the results of the research.
3.5.3. Analytical method
This is a continuation of descriptive method where we have gone beyond merely describing
the characteristics, to analyzing and explaining why or how it is happening. Thus, it will
facilitate to understand phenomena by discovering causal relations among them.
3.6. Data processing
In order to be presented in a more comprehensive form, data collection is not an end itself,
unless data is processed, analyzed and converted into information in format that can be
helpful to the user
 33

CHAPTER IV: STUDY FINDINGS, DISCUSSIONS, POLICY IMPLIMENTATIONS

AND RECOMMANDATIONS
Up to this research, we compared its results with existing knowledge in order to draw
conclusions, possible measures and recommendations accordingly. Collected information and
data have been be analyzed manually by means of coding, i.e. assigning a numerical value to
each response category. Different codes have been be assigned to different themes and we
counted how often each has occurred.

In the next, the researcher tried appropriate obtained results to look at their possible
applicability to the whole country PA situation in service delivery. These have been done
from a statistical and methodological point of view.

4.1. Professional profile of the respondents

4.1.1. Demographic Information of the Respondents

The first part of the questionnaire consists of the demographic information of the participants.
This part of the questionnaire requested a limited amount of information related to personal
and professional demographic characteristics of respondents. Accordingly, the following
variables about the respondents were summarized and described in the subsequent table and
diagram. These variables includes: number of years the worker worked with the organization,
number of years worked on the current job, age, sex, and the highest educational level
achieved.

Table 4 .1.Demographic Information of the Respondents

Educational qualification
Number of years
B.A/BSc MASTERS Total
experience in job
M F M F
0-4 11(6.8%) 9(5.6%) 4(2.5%) 6(3.7%) 30(18.5%)
5-9 20(12.3 34(21%) 5(3.1%) 2(1.2%)
61(37.7%)
%)
10-19 44(27.2 12(7.4%) 1(1.2%) 0
57(35.2%)
%)
20-30 6(3.7%) 7(4.3%) 0 1(6.2%) 14(8.6%)
Total 81(50%) 62(38.3%) 10(6.2%) 9(5.6%) 162(100%)
 34

4.1.2. Distribution by job category or occupation

The research sample is made up of respondents from different profiles according to their
occupation in their respective healthcare facilities. Their distribution is done in order to
ascertain the quality and representative nature of the data from the survey. Table 1 indicates
this distribution.

Table 4.2.Distribution of respondents by job category or occupation

Number of workers Number of

Departments Relative share %
per department respondents
Administration 25 5 83.3
Gynecology 78 15 93.7
Hygiene 1 1 100
Kinesitherapy 9 2 100
Laboratory 33 8 100
Internal medicine 69 15 88.2
Ophthalmology 21 5 100
ORL 5 1 100
Pavilion 20 5 100
Pediatric 73 18 100
Quality insurance 3 1 100
Rean 28 7 100
Pharmacy 17 4 100
Radiology 14 6 100
Reception 7 2 100
Appareilla 3 1 100
Social service 11 1 33.3
Stomatology 5 1 100
Technical service 16 4 100
ICU 30 5 83.3
Feeding 5 2 100
Finance 28 7 100
ICT 3 1 100
Statistics 3 1 100
Procurement 3 1 100
 35

Store 4 1 100
Sterilization 9 1 50
Archives 3 1 100
Neuron –synergic 13 3 100
Operation room 40 9 90
Synergic 43 9 81.8
Clinic 11 2 100
Dermatology 6 1 50
Polyclinic 11 1 33.3
Emergency 57 13 92.8
Overall respondents: 707 162

4.1.3. Functions served by the PA39

PI allows managers to gauge how effectively their staff is working and how close they are to
meeting mandatory objectives. AS a result, managers can use the information gathered by PI
to work with their employees, help them develop professional goals and encourage employee
career advancement.
Table4.3. Functions served by the PA
Degree of agreement Agreed Disagreed

Functions
145 17
Quality 89.5% 10.5%
139 23
Quantity
85.6% 14.2%
133 29
Initiative
82.1% 17.1%
Timeliness 129 33
79.6% 20.4%
Job knowledge 131 31
80.9% 19.1%
Adaptability 126 36
77.8% 22.2%
123 39
Dependability
75.9% 24.1%
Mean 81.6% 18.4%

39
http://www.uchastings.edu/hr/docs/performance-appraisal.pdf
 36

Employees‟ perceptions about functions served by PA

Performance indicators (PI) vary from institution to another and from company to company
and there are different methods that companies follow in computing PI. According to findings
of the research, we have listed some indicators practical in goal-oriented of CHUK; underlined
indicators are quality with the proportion of 89.5% of respondents, quantity is agreed at
85.6%% of respondents, initiative has82.1% %of respondents, job knowledge takes80.9% %
of respondents, adaptability is agreed at 77.8% of respondents, timeliness occupy 79.6% and
dependability has75.9% of respondents.
PI often reviews productivity, or how much of something an employee produced. Supervisors
can measure productivity by incorporating indicators on evaluations that focus on capturing
measurable data. Productivity-related indicators may examine quantity of projects that an
employee has versus what the production outcomes are. Productivity indicators typically link
back to targeted objectives or mandates, and supervisors use them to perform comparison
studies between employees. From this information, supervisors can find out which employees
are more productive than others. Ultimately, how productive an employee is can impact the
final outcome of his performance evaluation.40

4.1.3.1. Work quality improvement and productivity41

Work quality is based on a staff person‘s ability to complete their tasks on time, in a
measurably effective way. Productivity is based on staff completing all tasks related to their
positions in the required time.

With respect to the work quality, the data from the survey shown in the table below can lead
one to declare that work quality is typical for the health sectors within CHUK under study,
regardless their respective quality improvement.

40
Andrey Kiselev (2007) the Effect of Performance Appraisal on Productivity and
Employees
41
http://www.evasinitiatives.com/EVAsToolKit/CHP-12/chapt_12-1_4.htm
 37

Table4.4.Work quality improvement and productivity

Degree of agreement Quality improvement

Strongly agree Agree Disagree Strongly

Indicators disagree
121 40 4 3
Motivation
72% 23.8% 2.4% 1.8%
111 41 10 6
Meet expected productivity
66.1% 24.4% 5.9% 3.6%
99 64 4 1
Timeliness
58.9% 38.1% 2.4% 0.6%
Commitment 93 62 10 3
55.4% 36.9% 5.9% 1.8%
Planning 112 48 6 2
66.6% 28.6% 3.6% 1.2%
Work habit 109 40 10 9
64.9% 23.8% 5.9% 5.4%
Customer service 111 42 9 6
66.1% 25% 5.3% 3.6%
Feedback 120 39 8 1
71.4% 23.2% 4.8% 0.6%
Accuracy 98 42 19 9
58.3% 25% 11.3% 5.4%
Ability to meet standards 96 47 16 9
57.1% 28% 9.5% 5.4%
Mean 63.75% 27.7% 5.7% 2.9%

At this point, the question was to know any types of improvement quality provided by the PA
in the healthcare institutions; results from this survey indicate that there are several types of
improvement quality such as;

Motivation: This was strongly agreed on 72% and 23.8 % agreed with respondents .For
them; it indicates the degree to which the employee pursues goals with commitment and takes
pride in accomplishment. In term of assertiveness, it strives to employees the quality of taking
initiative eagerly; demonstrating orientation to achieve results, behavioral reflects a desire to
excel on the job, working steadily and actively, demonstrating self-confidence and positive
 38

attitude towards self and others. In the next, only 2.4 %disagreed about this point, the same
1.8 was strongly disagreed.

Timeliness: 58.9% of respondents strongly agreed and 38.1% agreed on this. It addresses
how quickly, when or by what date the work unit is expected to produce the
work.Nevertheless, 2.4%ofrespondents disagreed and 0.6% strongly disagreed. Those who
don‘t understand yet how well timeliness can help them consistently to meet expectations of
attendance,
Punctuality, use of sick leave and rest periods are wrong. Without, time management within
an organization, employee are faced such case of time mismanagement toward organizational
goals to be achieved in an amount of time.

Expected product: This was strongly mentioned by 66.1%of respondent and 24.4% was
agreed with it. Service quality, which always involves the customer as part of a transaction, is
therefore always a balance: the balance between the expectations that the customer had and
their perceptions of the service received. A 'high quality' service is one where the customer's
perceptions meet or exceed their expectations.
Expectations are measured in term of Reliability known as the ability to provide a service as
expected by the customer; assurance which implies the degree to which the customer can feel
confident that the service will be correctly provided; tangibles which indicate the quality of
the physical environment and materials used in providing the service.; responsiveness which
is the ability of the service provider to respond to the individual needs of a particular
customer; empathy is the courtesy, understanding and friendliness shown by the service
provider etc.

Commitment: OC is the measure of an employee's attachment to, or involvement in, an

organization. It is important because a committed employee contributes to the success of the
organization and is less likely to move on.

This was strongly agreed with respondents on 55.4% of respondent and agreed on
36.9%.For them; OC refers to some form of attachment and loyalty to the organization. It is
contended that the OC of managers and other employees is essential for survival and
effectiveness of large work of an organization because the fundamental responsibility of
management is to maintain the organization in state of health necessary to carry on its work.
 39

Planning: 66.6% of interviewees were strongly agreed and 28.6 %was agreed the extent, to
which the employee plans, organizes and implements tasks or programs. Therefore, they are
lucked to demonstrate effective use of time and facilities subject to their control; to meet
deadlines; to maintain a clear grasp of daily tasks; prioritize duties in a manner consistent
with organizational objective; effectively to manage tasks or program assignments including
follow-through and delegation etc.

Work habits: Consider whether the employee's overall work style is effective and productive
in terms of time management, setting objectives and priorities, adhering to standards and
guidelines, and following up on commitments across a variety of work challenges.42

Work habits are a very large part of the overall performance of every employee. It is the
workplace behavior, the very ways we do things, from the time arrive at work until we leave,
that demonstrates our level of professionalism, and our understanding of our employer‘s
standards of performance.‖ These things, coupled with our ability to complete tasks correctly
and on time, is what increases our value as an employee. These was confirmed by 64.9% of
respondents who strongly agreed on it and 23.8% agreed .Both accepted the universal
standards of good work habits on the following the checklist below:

 Attendance and punctuality helps them to be on time, or early if possible. If arrival

times are a problem, try changing their route to work, eating breakfast earlier, or
preparing their clothes on the night before. Take only their allotted time for lunch.
 Teamwork under which the person in the story above mentioned the ability to
complete assignments early, freeing up leisure time at the end of the month. This
sounds like them, try pitching in to see who needs help getting things done, or what
other projects are waiting to be started.
 Customer Service: Customer service as defined as the degree to which the employee
represents the university community in a positive, professional manner; this was
confirmed by 66.1% of respondent who strongly agreed on it and 25% of them agreed
the fact that customer service serves customers in a manner that it increases their
confidence and knowledge to resolve their own problems; acknowledges shortcomings
when appropriate reaffirms commitment to professional service; uses a "Socratic" style

42
http://www.google.rw/webhp?client=firefox-a&rls=org.mozilla
 40

of assistance asking probing questions that elicit the facts and help the customer
through some of the decision-making process; uses customer contacts as opportunities
for education to increase customer independence; advises in a manner consistent with
the complexity and nature of the customer's need; etc.

Accuracy: Accurate ratings reflect the employees' actual job performance levels. Employment
decisions that are based on inaccurate ratings are not valid and would thus be difficult to
justify if legally challenged. Fortunately, accurate ratings seem to be rare. Inaccuracy is most
often attributable to the presence of rater errors, such as leniency, severity, central tendency,
halo, and regency errors.58.3% of respondents confirmed accuracy to be respected during PA
process and 25% of respondent agreed as confirming the same.

The rating errors occur because of problems with human judgment. Typically, raters do not
consciously choose to make these errors, and they may not even recognize when they do make
them.

Ability to meet standards: Standards describe the conditions that must exist before the
performance can be rated satisfactory. Research findings revealed that,57.1% strongly agreed
the fact that they meet standards or consistently meets all job standards and exceed
performance expectations or objectives;28% also agreed the fact that performance appraisal
helps them to exceed all of performance expectations or objectives. Therefore they
demonstrates excellent ability to coordinate work and set priorities, with very willing to
cooperate with others; inspires positive work relations, and work is of exceptionally high
quality; virtually error free.

4.13.1.2. Motivation in the workplace

Findings on work motivation are supported by McClelland (1988) that work motivation is
strongly correlated with employees‘ performance in the workplace.
Because of motivation's role in influencing workplace behavior and performance, it is key for
organizations to understand and to structure the work environment to encourage productive
behaviors and discourage those that are unproductive.
 41

Table 4.5.Motivation in the workplace

Degree of agreement Motivational issues

Behaviour oriented to Works steadily and Self –confident
Types of perform well on the job actively
Motivation Agree Disagree Agree Disagree Agree Disagree
142 20
Takes initiative eagerly
87.7% 12.3%
Demonstrates orientation to 143 19
achieve results 88.3% 11.7%
Positive attitude 136 26
84% 16%

Role of initiative and behavior in job performance: Taking initiative doesn't always mean
taking on a task before being asked; it can also be changing the procedure of an everyday task
we do to make it more efficient.
It implies the degree to which the employee independently performs and accomplishes
assignments. This requires minimal supervision, sees and acts upon opportunities,
independently contributes ideas and projects promptly undertakes problems and devises
solutions, acts independently within established guidelines…

It most commonly refers to whether persons perform their job well. Despite the confusion
over how it should be exactly defined, performance is an extremely important criterion that
relates to organizational outcomes and success does. According to behavior based on job
performance, 87.7% of interviews, are designed to enable interviewers to gather information
about how well they previously performed tasks, solved problems and used competencies that
are similar to tasks and problems they encounter and competencies they will need mastery of
in order to perform well in the job for which they had been interviewed; while12.3% disagreed
the effectiveness of the PA as results of motivation. Preferred behavior to them is observed on
how they take initiative as for example:
-To look around to see what needs to be done and do it, or to wait for duties to be assigned to
them,

-To ask questions to try to learn more, or stick to what they already know and have been told
to them…etc.
 42

Strong Work Ethic: Employers value employees who understand and possess a willingness
to work hard. In addition to working hard it is also important to work smart. This means
learning the most efficient way to complete tasks and finding ways to save time while
completing daily assignments. This was observed up this research where 88.3% of
respondents agreed that they work actively and steadily as their dearly orientation to achieve
results while only 11.7% doesn‘t

This is very important to care about their job and complete all projects while maintaining a
positive attitude. Doing more than is expected on the job is a good way to show management
that they utilize good time management skills and don‘t waste valuable company time
attending to personal issues not related to the job.

Employee Attitude: The attitude of the employee affects job performance. When employees
arrive at work, they bring with them their moods, their emotions, their opinions and their
problems at home or with life in general. Since employees may have the need to cooperate
with each other to get the work done, their attitude will have great influence on productivity,
their relationships with each other and productivity on the job. In the next, results of the
research shows that 86% of respondents have positive attitude and are self-confident while
16% of respondent are not. However, Working with someone who has a negative attitude
can make work life very unpleasant. The focus can become the negative employee rather than
doing a good job for the company. Employees may dread coming to work if there is someone
negative in their department or on their team. There may be more absences and employees
who are normally in a good mood may become negative as well. Conflict may arise as a result
of a negative attitude which may cause disruption and lack of teamwork in the company.

Self-confidence cannot be faked. It needs to emanate from a well-grounded belief in which

you are; those who don‘t will come across as loud and shallow. In a workplace environment,
confidence helps to build commitment, create trust among colleagues and ultimately lead to
high standards in terms of the products or services your business specializes in. A confident
work force uses its initiative and makes decisions that support organizational goals.
 43

4.1.3.3. Types of decision taken to job knowledge development

Many organizations face the challenge of developing greater confidence, initiative, solutions-
finding, and problem-solving capabilities among their people. Organizations need staff at all
levels to be more self-sufficient, resourceful, creative and autonomous. This behavior enables
staff can operate at higher strategic level, which makes their organizations more productive
and competitive.
 44

Table4.6.Types of decision taken to job knowledge development

Degree of Decision to performance improvement

agreement Hiring, transfer, Professionalism, Feedback and Cooperation, team
promotion, job capacity building Counselling working, customer
analysis, and Creativity service, communication
terminations, etc skills, attendance and
punctuality
Ag Dis Ag Dis Ag Dis Ag Dis
Type expectations

140 22
Planning and organizing
86.4% 13.6%

Managing skills, talent, nature 134 28

and values ,training ,coaching
and mentoring 82.7% 17.3%

Monitoring evaluation 147 15

90.7% 9.3%
workforce development 133 29

82.1% 17.9%

Performance appraisals are supposed to evaluate the performance of a worker, reward good
performance with promotions and pay raises and set goals to help employees continue to
improve. According to research, 86.4% of respondents agreed the extent, to which the
employee plans, organizes and implements tasks or programs t in order to get decisions such
as hiring, transfer, promotion, job analysis, terminations, etc , While 13.6% of respondents
disagreed. These are demonstrated on how long they demonstrate effective use of time and
facilities subject to their control, meet deadlines, maintains clear grasp of daily tasks,
prioritizes duties in a manner consistent with organizational objectives, and effectively
manages tasks or program assignments including follow-through and delegation. In the next,
82.7%of respondent agreed the complementarities between training, coaching, mentoring,
capacity building and creativity in spite of 17.3% disagreed.
Coaching brings to them more humanity into the workplace. Effective coaching in the
CHUK delivers achievement, fulfillment and joy from which both the individual and
organization benefit. Effective coaching delivers achievement, which is sustainable.
 45

Achievement means "the delivery extraordinary results, organizational and goals achieved,
strategies, project and plans executed. It suggests effectiveness, creativity, and innovation.
Coaching and mentoring are popular capacity-building tools, especially in the leadership
development of CHUK. They are mentioned in this research and reviewed as key elements of
good capacity-building practice.

Training also helps them significantly in identifying the training needs. Performance
appraisal helps to reveal their differences and discrepancies in the desired and the actual
performance. The causes of the discrepancies are also found whether they are due to the lack
of adequate training or not.

Training people, especially graduates, young rising stars and new recruits, is commonly
linked to the veiled promise of or allusion to management opportunity. But what happens
when the organization is unable to offer a management promotion at the end of the training
program? This is a familiar pattern and challenge in many organizations. How can we
encourage workers of CHUK into a management development programs, with no assurance of
a promotion into management at the end of it?

The degree of difficulty in measuring training time per person depends on what we define as
training; training time per person on training courses is relatively easy to measure, but on-
the-job coaching, informal mentoring, personal reading and learning - these are less
quantifiable - we'd normally need to get this data from these employees via a survey or other
special report.

It is possible to manage 'training time per person' aims and data via annual appraisals, when
training past and future could be quantified - this could be a relatively simple add-on to
whatever appraisal system you are using currently, and could relatively easily be cascaded via
managers.

Creativity can explains to them the extent to which their generates workable and innovative
ideas, concepts and techniques.

The concept of capacity building, Capacity building efforts can include to them a broad
range of approaches, e.g., granting operating funds, granting management development
 46

funds, providing training and development sessions, providing coaching, supporting

collaboration with other nonprofits, etc.
Capacity Building is much more than training and includes the Human resource
development, the process of equipping individuals with the understanding, skills and access
to information, knowledge and training that enables them to perform effectively.

It includes also, organizational development, the elaboration of management structures,

processes and procedures, not only within organizations but also the management of
relationships between the different organizations .etc

Monitoring, evaluation, feedback and counseling: Monitoring means consistently

measuring performance and providing ongoing feedback to employees and work groups on
their progress toward reaching their goals.
Within the context of formal performance appraisal requirements, rating means evaluating
employee or group performance against the elements and standards in an employee's
performance plan and assigning a summary rating of record.
Observing the above prepositions, results of research shows that 90.7% of respondents are
convinced how long monitoring and evaluation are linked to the feedback and counseling as
keys rating factors of performance appraisal; whereas only 9.3% of respondent prove the
difference.

Both counseling and feedback is to provide your staff with the information, advice and
assistance they need to contribute fully to the achievement of your organization‘s objectives
and, where a person fails to make the required contribution, to demonstrate that you have
made an appropriate effort to assist them.

Many situations involve a combination of feedback and counseling, or a progression from

feedback to counseling. For example, when assessing how a probationer is performing, you
are expected to provide feedback. If, however, despite having given the probationer an
appropriate level of advice and assistance, you identify a problem with their work performance
or conduct, you may also need to initiate counseling.

Workforce development: It focuses on a broad range of human resource management

strategies that are designed to promote a workforce management system that meets both the
 47

needs of an organization, job seekers, and employees in an overriding quest to fulfill an

organization's strategic mission.
Performance development process automates employee development planning to improve
employee performance and retention. Individual development plans are dynamically
generated based on employee competency scores. These plans may include activities to
address a competency gap or to further develop strengths that have been identified in the
assessment process. According to the respondents,82.1% have listed workforce development
they face in usually as for example; cooperation, team working, customer services,
punctuality, attendance, and communication skills; while only 17.9% disagreed .
Cooperation and team working: can helps them putting the group's success ahead of
personal goals; sharing information and resources with others; giving timely response to
requests
Customer service: can helps them understanding the needs of internal and external
customers; making special effort to be responsive in meeting their needs and in building
customer satisfaction.
Communication skills : is beneficial to them in speaking clearly, concisely, and using words
easily understood; exchanging ideas with others; listening to understand meaning or oral
material; writing reports, memos, letters, etc.; using appropriate style, format, spelling, and
grammar; writing in a clear, concise and appropriate manner.
Attendance and punctuality: can motivate them coming to work regularly without
excessive absences; maintaining assigned work schedules
4.1.3.4. Performance improvement process43
Employees are expected to meet the performance expectations established for their positions.
When an employee's performance deteriorates to such an extent that work is deemed
unacceptable by his or her supervisor, the supervisor must partner with Human Resources to
initiate the performance improvement process.

43
http://hr.osu.edu/policy/resources/perfimproveguide.pdf
 48

Table4.7.Performance improvement process (PIP)

Degree of Communicating expectations

agreement
Hearing, self-controland Reaching agreement and
feedback empathy
Types of Agree Disagree Agree Disagree
expectations

Verbal communication and 129 33

written communication 79.6% 20.4%
Negotiation 100 62
61.7% 38.3%

The PIP may include a number of steps designed to alert the employee to performance or
other deficiencies and encourage improvements in performance. These steps are: verbal
communication, written communication, hearing, and feedback, and negotiation, empathy,
reaching and reaching agreement. These were agreed by 79.6% of respondents while 20.4% of
respondents disagreed.

Verbal communication indicates to the employee specific areas requiring improvement and
describes what must be done to meet performance expectations. Employees must be told that
their jobs ―may be in jeopardy‖ and, when applicable and that failure to make the necessary
improvements may lead to termination. Respondents‘ agreement is the same up to written
communication.44
A written warning or a more detailed performance improvement plan usually outlines
specific problems, describes what must be done to meet performance expectations, tells
employees how and when they will be given feedback on performance, outlines assistance and
support to be given and gives a time frame within which the deficiencies must be corrected.45

The productivity of negotiation of PA faced the population of this study, we have found that
the majority of interviewees I mean 61.7% out of 38.8% disagreed the fact that it contributes

44
http://www.dummies.com/how-to/content/employee-appraisal-phrases-communication-
skills.html
45
http://www.dummies.com/how-to/content/employee-appraisal-phrases-communication-
skills.html
 49

in achieving organizational goals. The negotiation to be more effective, they must know
however and how why they negotiate and what to achieve through the negotiation, what their
main issues, interest, and limitation.

4.1.3.5. Timeliness achievement46

One common performance indicator is the measurement of time. Time-related performance
indicators evaluate such things as project completion deadlines, time management skills and
other time-sensitive expectations. By examining timeliness indicators, supervisors can
interpret how an employee's efficiency scores based on what the expected timeliness outcomes
were. For instance, if an objective is to complete a project in two months, but it takes the
employee four months to complete it, this will serve as an indication to the supervisor that
something went awry. If timeliness indicators reflect negative scores on performance
evaluations, then supervisors may examine the issue further to see if the employee could
benefit from supplemental training or mentoring

Table4.8.Timeliness achievement

Degree of Timeliness achievement

agreement
Time Respecting timetable Stress tolerance
management
Timeliness
Agree Disagre Agree Disagree Agree Disagree
Indicators
e
126 36
Forecasting
77.7% 22.2%
Respecting deadlines 145 17
89.5% 10.5%
Working under 95 67
pressure 58.6% 41.4%

Management system, have daily, weekly, and monthly reports that must be run in timely and
accurate manner, and they are given tasks, which must be met on time. They work with
multiple data sets to ensure complete and accurate data in a given period .These was

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confirmed by 77.7% of respondents out of 22.2% disagreed, on how long forecasting helps
them Time management, respecting timetable and achieve adaptability in stress tolerance.

Respecting timetable as indicated in the above paragraph, was confirmed by 89.9% of

respondents out of 10.5%.It means that impairment assessments depend on the quality and
timeliness of performance forecasts. , strengthening controls over the forecasting process in
respecting deadlines and allowing adequate time for management to review performance
forecasts can improve impairment testing. Regular evaluation of controls and processes in this
area are essential for effective impairment compliance.

In one side, CHUK study as many as 58.6% of workers described their jobs as very stressful.
While not a scientific gauge and not measuring serious stress health problems, this gives
some indication as to how prevalent work-related stress is. The other side we have only 41.4%
of respondents which are not most affected by work-related stress.
An employer provides a stress-reduction work environment, recognize where stress is
becoming a problem for staff, and take action to reduce stress. Stress in the workplace reduces
productivity, increases management pressures, and makes people ill in many ways evidence of
which is still increasing. Workplace stress affects the performance of the brain, including
functions of work performance; memory, concentration, and learning. Stress at work also
provides a serious risk of litigation for all employers and organizations, carrying significant
liabilities for damages, bad publicity and loss of reputation.

4.3.3.6. Organizational commitment47

Based on this approach, commitment is considered as an affective or emotional attachment to
the organization.There is three types of organizational OC: affective, continuance and
normative.
Table.4.9.Organizational commitment
Degree of agreement Sharing commitment
Involved and remained on Regular and relevant
Types of
the job feedback on employee
Commitment
Strongly Agree Disagree Strongly
agree disagree
Affective and normative 122 40
commitment 75.3% 24.7%

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Continuance 98 64
Commitment
60.5% 39.5%
Affective commitment is defined as employee emotional attachment to, identification with,
and involvement in the organization and its goals while normative commitment is induced
by a feeling of obligation to remain with an organization.75.3% of respondents are involved in
the job while 24.7% are not. It means that employees identifies strongly and shares goals and
objectives of the organization. It means also that they stay in the organization in conformance
of the other social pressure.
Continuance commitment is defined as willingness to remain in an organization because of
personal investment in the form of nontransferable investments such as close working
relationships with coworkers, retirement investments and career investments, acquired job
skills which are unique to a particular organization, years of employment in a particular
organization, involvement in the community in which the employer is located, and other
benefits that make it too costly for one to leave and seek employment elsewhere. This is a
practical case confirmed by 60.5% out of 39.5% of respondents disagreed the fact that CC
denotes that the individuals stays with the organization and is convinced that he/she cannot
afford to leave since it would be costly to do so. Meyer and Allen (1991) viewed that same as,
it is contended that the OC of managers and other employees is essential for the survival and
effectiveness of large work organizations because the fundamental responsibility of
management is to maintain the organization in the state of health necessary to carry on its
work. Effective management thus presupposes a proprietary concern, a sense of responsibility
for and dedication to sustaining the well-being of the organization.CC may be as results of
length of work experience and the associated financial benefits like terminal pay, gratuity or
pension accruals, which the employee may lose if He/ She were to leave. It is equally possible
that another job position may be lower in status or available in an organization with a lower
standing.48

4.1.3.6. Types of feedback from the PA

Feedback is a system for assessing individual and team performance against defined
competencies. It is also used for appraising individual performance and feeding back the

48
Meyer, John P., Allen, Natalie J. & Smith, Catherine A. 1993. Commitment to
organizations and occupations: Extension and test of a three-component
conceptualization. Journal of Applied Psychology,
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results to those people. It is a powerful tool and, if used well, it will lead to improved
performance for both individuals and the organisation.
Table.4.10.Types of feedback from the PA

Degree of Acting feedback from the PA

agreement Meet deadlines Know strengths Transfer, Decision making and
and weakness promotion problem solving
opportunity and rewarding,
threats(SWOT) of retention and
Feedback job performance recruitment.
indicators Ag Dis Ag Dis Ag Dis Ag Dis
125 37
Effective use of time
71.2% 22.8%
Self –control 128 34
79% 21%
Training, development 111 51
and recognition 68.5% 31.5%
Consensus 115 47
71% 29%

The time management review49

The ability to use time effectively is key to being able to accomplish goals in a reasonable
period of time. It is important for employees to be able to manage time effectively and to
continually improve upon the techniques that are used in order to better their overall work
performance. Tasks involving time management can include being on time when arriving or
coming back from breaks, meeting deadlines, managing a schedule, estimating a project
outcome, or balancing the time needs of work with private life. According to interview, 71.2%
of them agreed the fact that time management review help them to achieve effective us of time
and meet deadlines; whereas 22.8 of them prove the difference. Managing employee
performance every day is the key to an effective performance management system. Setting
goals, making sure your expectations are clear, and providing frequent feedback help people
perform most effectively.

Measure SWOT analysis: It is a strategic planning method used to evaluate the strengths,
weaknesses, opportunities, and threats involved in an organization. It involves specifying the

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objective of the business venture or project and identifying the internal and external factors
that are favorable and unfavorable to achieve that objective. One way to measure strengths
and weaknesses is through job performance. Everyone has a set of abilities and talents they
can bring to each job. Yet, once inside the workplace, employees usually fall on different sides
of a performance line. Rarely is any employee perfect in every area of his duties. It takes much
observation to verify job performance.50 Once revealed, PA can be used to measure the
strengths and weaknesses of each employee during an appraisal process. Observing
respondents position about role of PA in self-control, 79% are convinced the manner in which
it helps supervisors feel more honest in their relationships with their subordinates and feel
better about themselves in their supervisorial roles; Subordinates are assured clear
understanding of what's expected from them, their own personal strengths and areas for
development and a solid sense of their relationship with their supervisor. Only 21% disagreed
role of PA to employees discovering their strengths and weaknesses to improve job
performance. May is a manager, employee or human resource professional assisting
employees with their career management. Or they may be looking for career change to
advance their own career.
Compensation and rewarding system:68.5% of respondents agreed existing role plays
employees ‗performance appraisal to link development, training, recognition with employees‘
promotion, transfer, and retention; but 31.5% disagreed .We can see that the staff gave the
important motivating factors to promotion. It is observe that the higher level of training and
development gives more meaningful to the staff for their future career.
The most important things that motivate employees are promotion, transfer, retention,
training, development, and recognition by the management. It can be analyze that employees
always see for their long-term benefits and advantages like promotion, where they can hold
higher post, through training and development, they can increase their knowledge, so that
they can always stay up-to-date with new environment. Whereas year-end-bonus is just
temporary benefits as such all the employees has rated very low, while promotion can result
to more important role and greater salary increase and also as a ladder for future career.
Reaching consensus in decision making and problem solving: in a systematic manner, it
identifies all resources available for help and involves peers and subordinates as necessary.
Assures proper documentation and follows up to ensure problem does not reoccur. Decisions

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are well thought out and made in a timely and logical manner. This an example of our
research where we have 71%of respondents who believe the role PA to reach consensus in
decision making and problem solving; while 29% don‘t believe so.
Problem solving and decision-making are important skills for business and life. Problem-
solving often involves decision-making, and decision-making is especially important for
management and leadership. There are processes and techniques to improve decision-making
and the quality of decisions. Decision-making is more natural to certain personalities, so these
people should focus more on improving the quality of their decisions. People that are less
natural decision-makers are often able to make quality assessments, but then need to be more
decisive in acting upon the assessments made. Problem-solving and decision-making are
closely linked, and each requires creativity in identifying and developing options, for which
the brainstorming technique is particularly useful.
Good decision-making requires a mixture of skills: creative development and identification of
options, clarity of judgment, firmness of decision, and effective implementation. For group
problem-solving and decision-making, or when a consensus is required, workshops help,
within which you can incorporate these tools and process as appropriate. Here are some useful
methods for effective decision-making and problem-solving: First a simple step-by-step
process for effective decision-making and problem-solving.51

4.1.3.7. Conflict management and negotiation

The term conflict refers to perceived incompatibilities resulting typically from some form of
interference or opposition. Conflict management, then, is the employment of strategies to
correct these perceived differences in a positive manner. For many decades, managers had
been taught to view conflict as a negative force. However, conflict may actually be either
functional or dysfunctional. Whereas dysfunctional conflict is destructive and leads to
decreased productivity, functional conflict may actually encourage greater work effort and
help task performance.

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Table4.11.Conflict management and negotiation

Degree of agreement Output of communicating feedback of

the PA

Reaching consensus, compromising,

Independent discussing and negotiation
Variable Agree Disagree
132 30
Conflict resolution process
81.5% 18.5%

Workers‟ perspective: standing of the term ―conflict management‖ in the context of Health
care institution. The respondents gave varied opinions in regard to the concept of conflict
management.
The sample workers were requested to give their understanding of the term ―conflict
management‖ in the context of CHUK. The respondents gave varied opinions in regard to the
concept. According to the findings, conflict management refers to: taking care of the
differences that may occur in between individuals e.g. employee-managers or peers themselves
setting and resolving misunderstanding or dispute between two people/parties in an
institution; resolving conflict/ disputes arising out of the hospital activities;
resolving/managing any misunderstanding/ problems that may arise in the institution and
can interfere with smooth running of the institutions; handling conflict between workers; the
ability to solve a problem amicably within the institution; the ability to solve a problem within
the institution or between individuals; how conflict is handled when it occurs and how it is
prevented; restoration of order and stability; bringing into control or curbing the
disagreement in the in the hospital by devising methods of avoiding conflicts and creating
peace amongst the students and the teachers; ability to effectively communication one
another; and approaches to control misunderstandings among managers -employees and
subordinate staff.
The findings indicate different alternative helpful in the process of conflict management such
as reaching consensus, compromising, discussing, and negotiation. The findings also
indicate that the process of conflict management can only be initiated after the root cause of
the conflict has been identified. The findings of table14 indicate that most workers
interviewed 81.1% experience different ways in conflict management with their peers, while
18.5% of them don‘t. These stylistic differences frequently distort the communication process.
 56

Faulty communication leads to misperceptions and misunderstandings that can lead to long-
standing conflict.

4.13.8. Professional internal customer service (P I C S)52

Employees must focused on delivering timely, effective, quality products and services to
employees in other departments, otherwise, service to external customers can suffer. The
latter impacts the organization‘s reputation, which ultimately affects the organization‘s ability
to hire, train, and provide income and benefits to its employees.
Table.4.12.Indicators of professional internal customer service
Custome Customer service outcomes
r service Increases Acknowledge Reaffirms customer Responds to Responds
confidence shortcomings commitment contacts customer consistently
and when to increases requests time the
knowledge appropriate professional customer complexity
to resolve service independence of customer‘s
Degree problems need
of Agr Dis Agr Disag Agr Disag Agr Disag Agr Disag Agr Disag
agreement ee agr ee ree ee ree ee ree ee ree ee ree
ee
Customer 121 41 98 64 111 51 123 39 102 60 109 53
service
Appreciation 74.7 25.3 60.5 39.5% 68.5 31.5% 75.9 24.1% 63% 37% 67.3 32.7%
s % % % % % %

Profile of the workers' sample

Customer service is the most important source of feedback for customer service performance.
The procedure of performance appraisal workers including managers and employees get
information necessary in job performance; whereby they develop feedback to be
communicated to appraise. Findings show how far they are probably right in both cases. Most
employees make an effort to be professional, project a positive image and to address the needs
and wants of their internal customers. The challenge is that their organization‘s systems,
policies and procedures often stand in their way
Table.4.12 shows on the above, presents respondents perceptions about customer service
they recognize role of PA to customer service. 74.7% of respondents are appreciating how fast
customer service increases their confidence and knowledge to resolve problems and 25.3%
disagreed; 60.5% interviewed agreed how long CS increases acknowledge shortcomings when

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appropriate, but 39.5% of them disagreed;68.5% of respondents out of 31.5% who disagreed
the contribution of reaffirms commitment to professional service customer service;75.3% out
of 25.9% who disagreed appreciate customer service the fact that customer contacts increases
customer independence;63% of interviewed out of 37% are motivated to respond to customer
requests time and 67.3% of respondents responds consistently the complexity of customer‘s
need while 32.7 don‘t.
The following benefits illustrate a more comprehensive view of the impact of P I C S on the
enterprise both big and small corporations and educational institutions. Note that these
benefits describe to P I C S as integrated with Knowledge management and performance
Support components. The emphasis is not merely on the use of technology, but on the
emergence of new organizational dynamics that are made possible when an enterprise utilizes
P I C S solutions.
They are probably right in such cases. They make an effort to be professional, project a
positive image and to address the needs and wants of their internal customers. The challenge
is that their organization‘s systems, policies and procedures often stand in their way.

4.1.3.9. Work behaviour analysis through PA53

Behavioural analysis is a science concerned with the behaviour of people at workplace.
Variations in behaviour, changes in the frequency or form of what we do or what we say, are
understood in terms of relations with real-world events. Understanding, describing, and
predicting behaviour does not require an appeal to non-objective or unscientific concepts.
Behaviour is analyzed in terms of interactions between behaviour itself and the environment
Table4.13.Indicators of work behaviour analysis through PA
Degree of agreement Positive attitude Negative attitudes
Punctuality ,time Use of rigid method of work, poor
management, positive flexibility to change management,
attitudes, individuality, indifference of some workers,
Independent professionalism and creativity judgmental, defensive, closed-minded.
variable
Agree Disagree Agree Disagree
121 41 35 127
work habit types
74.7% 23.5% 21.6% 78.4%

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Employees‟ perceptions to positive and negative work habit:

Workers‘ work habits both good and bad contribute significantly to individual and
organizational productivity. Based on CHUK survey of collected data, this study finds that
good management habits are significantly associated with higher performance. These was
proved by 74.7% under which PA feedback helps them to improve their work habit such as
punctuality , time management, positive attitudes, individuality, professionalism and
creativity ;while 23.5% are not convinced yet. Bad work habits are also significantly present,
too, and these can offset performance gains from good management habits are a highly
significant barrier to cultivating good management habits. Bad management habits are
significantly present in such case about 21.6%% of respondents, and most commonly involve
workers being overly indifference, judgmental, defensive, closed-minded or tardy in their
performance, poor flexibility to change management and rigid methods of work.
Habits can have positive or negative consequences. For example, when we see someone, we
may instinctively say ―how are you?‖ without being much aware of why we are saying that, or
even to whom we are saying it. Yet, doing so allows for social interaction and can help
provide for the necessary social linkages that are useful when subsequent collaborative work
needs to be done; these are positive consequences of this habit. Habits are also positive in that
they are a relatively efficient way of dealing with work and other aspects of life. By devoting
relatively little attention to most of our habits, people are able to focus their efforts on other
matters or situations that require some immediate or changed response. That is, until a habit
is seen as problematic or deficient in some way. In that case, Lise M. Saari and Timothy A.
Judge (2004) confirmed that it needs reflection, analysis and modification. Habits can have
positive or negative consequences, but they are never solely so. In the above example, saying
―how are you?‖ to the wrong person, at the wrong time, at the circumstances can have
negative consequences. Smoking is statistically associated with numerous illnesses, but in the
moment it also reduces stress, which is positive. The terms ― positive‖ and :negative‖ as
regarding habits are thus applied with regard to the balance of consequences; even if saying ―
how are you?‖ sometimes has negative consequences, it is still regarded as, on balance, a ―
positive‖ social habit, and smoking is, of course, generally regarded as decided negative habit
 59

4.1.3.10. The PA discriminate quality of work and initiative in job performance

What happens to workplace performance when line employees take on the role of production
supervisors and are required to monitor performance, product quality and worker attendance?
This workplace initiative is arguably comparable to the 'high performance' paradigm that
emphasizes the potential benefits of human resource practices aimed at encouraging increased
employee participation in workplace decision-making.
Table4.14.Indicators of quality of work and initiative in job performance

Degree of Quality of work

agreement Improving and Increasing Completes work Exceeds
increasing quality of quality of in a timely, expectation
produced unity produced unity capable and
reliable manner

Quality of work Agree Disagree Agree Disagr Agree Disagre Agree Disagr
ee e ee
Job performance 116 46
71.6% 28.4%
Strengthening work 119 43
standards 73.5% 26.5%
Maintains regular 134 28
attendance 82.7% 17.3%
Adheres to instructions 141 21
87% 13%

Employees „perceptions about quality of work gained form initiative in job

performance.
Findings up to this study revealed a positive relationship between quality of work and
employees ‗initiative in job performance.71.6% of respondents viewed an improvement quality
of work in job performance; 73.5% of respondents recognizes how long strengthening work
standards helps them increasing quality of produced unity; 82.7% of respondents maintains
regular attendance to complete their work in a timely, capable and reliable manner 87% of
respondents adheres to instructions to exceed expectations.
These research provided an evidence by the same talked by (Appelbaum et al. 2000), that
conscious efforts by employers to increase employee discretion and job autonomy resulted in
 60

improved job satisfaction for employees and higher levels of organizational performance.
Other quantitative studies into high performance work practices have also found support for
claims that employee work performance may be improved through the introduction of quality
circles, self-managing work teams, high-level investment in skills training, information
sharing and greater flexibility with the allocation of work tasks.

4.1.3.11. Job adaptation to organizational change54

Adaptability or flexibility is the ability to adapt to and work effectively within a variety of
situations, and with various individuals or groups. Adaptability entails understanding and
appreciating different and opposing perspectives on an issue, adapting one‘s approach as the
requirements of a situation change, and changing or easily accepting changes in one‘s own
organization or job requirements.
Always willing to listen to multiple perspectives; actively seeks input from relevant sources
when making decisions and openly encourages a diversity of opinions; possesses a variety of
strategies for solving problems, performing job duties, interacting with others, etc…
Consistently alters behavior to effectively respond to situational demands. Constantly solicits
feedback from others regarding their performance. Uses performance feedback to effectively
alter and improve subsequent performance. Views new challenges as opportunities for
improvement and embraces change enthusiastically.
Table.4.15.Indicators of job adaptation
Degree of Job adaptation
agreement
Receptive to change or Decision making Patience, courtesy and
adapt to change and problem poise in job situation
solving
Independent Agree Disagr Agree Disagre Agree Disagree
Variables ee e
Ability to modify 130 32
behavioural style and 80.2% 19.8%
approach to goal

Judgment 123 39
75.9% 24.1%
Managing emotions 141 21
87% 13%

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Workers „perceptions to organizational change

Employee conforms to new initiatives/policies; is willing to listen to a variety of opinions;
accepts performance feedback and demonstrates a willingness to apply such information to
improving performance; Demonstrates a willingness to learn from mistakes/failures in order
to adapt behaviour effectively.82.2% are convinced in such manner as an ability to modify
behavioural style being receptive or adapt to change.
It means that they effectively interact with a variety of individuals in an assortment of
settings. They can accurately assess situational demands and employ appropriate behavioral
response. Embraces new policies/initiatives and encourages others to do likewise. Willingly
accepts feedback regarding their performance and actively uses such information to adapt
behavior when necessary to improve performance and /or they appreciates a variety of
perspectives. In the contrast, 18.8% of respondents viewed the difference up the linking of job
adaptation as an adaptation to change. Consistently unreceptive to change initiatives and
unwilling to make an effort to conform to new policies/initiatives. Lacks ability to adapt
behavior in accordance with situational demands; Unwilling to accept feedback from others
regarding performance.
Analytical Skills and Problem Solving understand a situation, issue, problem, etc; by
breaking it into smaller pieces, or tracing the implications of a situation in a step-by-step way.
Analytical Skills and Problem Solving includes organizing the parts of a problem, situation,
etc., in a systematic way; making systematic comparisons of different features or aspects;
setting priorities on a rational basis; and identifying time sequences, causal relationships, or if-
then relationships. According to respondents, 75.9% of interviewed, are convinced there is a
linking of job adaption and judgment, with decision making and problem solving; for the
reason, it displays an employee ‗creativity in seeking solutions to problems and in making
decisions; is able to integrate new ideas with current approaches; effectively identifies
potential problems before they arise and acts on problems in the early stages. Once solved,
problems do not arise again and solutions do not create new problems. Makes good decisions
with limited but accurate information while working within schedule.
 62

Managing emotions for job adaptation in job performance: Lise M. Saari and Timothy A.
Judge (2004) 55experimented how long happy employees are productive employees ―happy
employees are not productive employees.‖ We hear these conflicting statements made by HR
professionals and managers in organizations. There is confusion and debate among
practitioners on the topic of employee attitudes and job satisfaction even at a time when
employees are increasingly important for organizational success and competitiveness.
According to respondents, the study explored the relationship between managing emotions
for patience, courtesy and poise in job situation. By 162 respondents, 87% of them agreed
existing relation to emotional management while 13% disagreed.
Job affects or emotions experienced on the job present a different set of conceptual and
assessment problems. Job affects and emotions are influenced by events that occur on the job.
Individual job events are likely to be infrequent and difficult to predict. Praise from a
supervisor, an overheard conversation in the hallway about a co-worker‘s evaluation, a just-
in-time delivery that was not-quite-in-time, a pilot being given an extensive holding
instruction to await departing traffic, or a surly customer are all job events and are generally
unpredictable. Yet they occur, and their occurrences often trigger job emotions. Assessments
of emotions on the job, carried out in near real-time several times during a work day, are
necessary to tap into event-affect-behaviour cycles and capitalize on the dynamic state nature
of affect.

4.1.3.12. Dependability as tool to exchange experiences

The extent, to which an employee effectively and enthusiastically, accomplishes assignments
with minimal supervision, or measures the degree to which employee can be relied upon to
work steadily and effectively; punctuality; regularity of attendance.

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Table.4.16.Indicators of dependability as tool to exchange experiences

Degree of Exchanging experiences

agreement
Shares ideas Follows-through on Performs duties with Working situation
,cooperation and work assignments minimum of improvement and
suggestions, instructions. problem solving
Types Agree Disagree Agree Disagree Agree Disagree Agree Disagree
experiences

Team working 137 25

84.6% 15.4%
Interpersonal 120 42
relations
74.1% 25.9%
Adapt to change 131 31
80.9% 19.1%
95 67
Takes on new
responsibility 58.6% 41.4%

Workers „perception on sharing information and experiences

Findings proved that exchange ideas and plan the activities to be done; are the performance
indicators that should have an important role to play in job performance. According to
interviewed, dependability is helpful in the following way:
-team working helps in sharing ideas, cooperation and suggestions was underlined by 84.6%
out of 15.4 % who are not satisfied;
- Interpersonal relations acts follow-through on work assignments under which 74.1% of
respondents agreed while25.9% disagreed;
- Adaptation to change helps them to perform duties with minimum of instructions, was
suggested by 80.9% of respondents out of 19.1%;
- Taking on new responsibility to the working situation improvement and problem solving
was agreed by 58.1% of respondent while 41.4% didn‘t so.
When an employee is dependable, his behavior reflects teamwork. Dependable behavior
includes coming to work on time, completing projects in a timely manner and representing
the company with an upbeat and positive attitude. When employees exhibit this behavior, a
company may be more successful and considered a positive environment in which to work.
Happy employees may be more productive and waste less time on negative issue
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4.1.3.4.1. Effectiveness of the PA

When thinking about having a performance evaluation or review, what is the first thing that
comes to our mind? For many people, however skilled and good they may be at doing their
job, the thought of an upcoming performance evaluation creates anxiety. Expecting the worse,
people tend to focus on the negative feedback, never hearing the positive feedback. When we
hiring an individual, be clear as to when and how he will be evaluated.56 This includes how
often we will conduct regular staff meetings to monitor the employee's performance, what
happens during and following his probationary period, when his annual performance
evaluation will be conducted, what evaluation tool will be used, and anything else you feel
would be helpful.

Table.4.17.Indicators of effective PA
Degree Appreciating PA effectiveness
Agreement
Levels Agree Disagree Agree Disagree
of appreciation
More productive 59

35.1%
Productive 87
51.8%
Less productive 7
4.2%
Weakened 5
2.9%
Neutral 10
6%

Employee consideration with at the effectiveness of the PA

A company's success often depends on its employees' performance. PA on employees needs to
be conducted regularly in order to improve quality of work. Inappropriately PA can lead to
employee dissatisfaction and decline in work performance.
The affective reactions of employees to their most recent PA, to the PAS, and to their
supervisor were measured through the use of four scales: More productive, productive, less
productive and weakened. The above table shows that the majority of respondents (51.8%)

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consider performance productive, 35.1 % of respondents PA is more productive, 4.2% of

respondents PA is less productive, 2.9% of respondents PA is weakened and 6% of
respondents are neutral.The table below shows factors that should influence employees
‗satisfactions and perceptions up to the PA.

4.1.4.2. Variables influencing the satisfaction of the employees towards the PAS
The study findings of 21rst table indicate that, on an average, the level of satisfaction among
the respondents towards the PAS is at 69.5 per cent, which implies, on our scale, that the
respondents are ‗satisfied‘ with the PAS of the CHUK firms for whom they are working at
present.

Table.4.18.Variables influencing the satisfaction of the employees towards the PAS

Degree of agreement Coefficients

Factors
Agree Disagree
Validity 111 51
68.5% 31.5
123 39
Expected knowledge to appraise
75.9% 24.1
122 40
Transparency
75.3% 24.7
Timeliness of the appraisal 112 50
69.1% 30.9
Employees participation in the appraisal 83 79
51.2% 48.7
Objectivity of the appraisal 114 48
70.4% 29.6
Recognition of special initiatives and efforts 110 52
at the time of appraisals 67.9% 32.1
PA accuracy 91 71
56.2% 43.8
Appraisal policies go in tandem with 113 49
promotion, reward and transfer policies 69.8% 30.2
Appraisal are mostly seen as a motivating 138 24
tool 85.2% 14.8
Cumulative mean 69.5% 30.5%
 66

A descriptive statistic analysis was made to identify the variables influencing the satisfaction
of the respondents towards the PAS of the CHUK firms under study (Table 21). A
significance level of ten items to be chosen was used for our analysis. Statistical results
shows that the variables of the objectivity in the appraisals (70.4%), the accuracy of the
previous appraisals (56.2% ) and viewing appraisals as a motivating tool (85.2%) are
significantly influencing the satisfaction of the respondents towards the PAS , The validity
(68.5%), transparency in the AS (75.3%), timeliness of the appraisals (69.1%), employee
participation in AS (51.2%),, recognition of special initiatives and efforts at the time of
appraisals (67.9%), and AS go in tandem with promotion, reward and transfer policies (69.8%)
have emerged as the significant variables.

4.1.4.3. Rating errors in PA 5758

PA is a critical HR process yet often yields unnerving experience for both employees and their
supervisors. Though several systematic methods and approaches are available to assess
employee performance, the element of subjectivity cannot be completely eliminated from the
process. Human judgment is far from perfect and this weakness is an important factor behind
the controversies associated with PA.

Table.4.19.Indicators of related problems of the PA in CHUK

Degree of Some problems which are obstacles to the PA
agreement
Hallo effect Leniency Standards Oppositio Centre Judgment System
error and of n to tendency problem design
strictness evaluation evaluatio and
error problem n operating
PA problems
problems A D A D A D A D A D A D A D
1 161 5 157 11 151 3 159 30 132 2 160 32 130
Potential 0.6% 99.4 3.1 96.9^ 6.8 93.25 1.9 98. 18.5 81. 1.2 98. 19. 80.
bias % % % % %% 5 1% 5% % 8% 8% 2%

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Employees „perceptions on potential bias met in PA processes

Human performance is largely a qualitative phenomenon and cannot be precisely measured

quantitatively. Though quantifying performance elements can make the overall process more
objective, but not exact or perfect. After all, human behavior is a complex phenomenon far
more perplexing than the measurement problems in Physics weight and length etc. High
precision in performance measurement for most of the jobs is a mere illusion.

Apart from the inexactness of measurement, a few cognitive and perceptive problems often
cause the raters to make significant errors in judgment. Being aware of these pitfalls can make
the process more objective and could also reduce the unpleasantness that is caused as a
consequence of a poorly administered PA. These common rating errors has been categorized
by respondents as follow; hallo effect according to respondents takes a proportion of
0.6%,leniency and strictness error have3.1%,standars of evaluation problem takes
6.8%,opposition to evaluation is 1.9%,centre tendency error is 18.5%,judgement problem is
occupy 1.2% and system design and operating system is 8%.

People differ in their tendency to evaluate people or performance. Some supervisors are very
strict or conservative in their ratings and generally give low scores in their evaluations. This
tendency may make high performers attain somewhat average ranking and average
performers appear as poor performers. Raters with such tendency are known to have a
strictness bias.

On the other hand, some supervisors demonstrate a leniency bias and rate their subordinates
very liberally which may make even average performers seem like star performers, attaining
very high performance scores.

And yet, others "play safe" by rating around the golden mean - the average. This may be done
to avoid the necessity to justify scoring across the two extremes as some systems expect
managers to specify additional comments as they give too high or too low ratings to
employees. This rating error is known as the central tendency bias.

Often however, recent events tend to overshadow the overall performance. People do have
"short memories". Thus a person who has worked very hard and excelled throughout the
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year, but for some inadvertent reasons had faced performance issues in the last weeks or
month may at times get a poor appraisal from the supervisor, showing a recency bias.

It is especially important to be aware and sensitive to possible biases, prejudices and

stereotypes while making judgments about employee performance. While many of the
prejudices operate covertly and unconsciously, others strike us through conscious thoughts
and feelings. Understanding common biases and being on guard while appraising can
significantly raise the objectivity of the evaluation process.

Unless Muhammad Ibal Malik (2007)condemn rating errors to be origin of with personal
bias that can affect PA, it includes a bias against a race, ethnicity, religion, age, sex, or
assuming that certain type or class of people are not suitable to perform a specific job or
function etc. If you believe for instance, that women are emotional and men are rational, then
chances are that you would not employ a female worker for a role that involves making
objective decisions. Similarly, an assumption that young workers are faster and more efficient
than old workers would make it more probable to give a higher efficiency rating to a younger
worker than an old worker.

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4.1.4.4. PA problems and possible solutions essays60
Poor PA can be demoralizing, especially if we have tried our best to do a good job. We may
feel tempted to stop trying or, worse still, quit our job. But it is not the end of the world or
our career. We can overcome a poor review and use the experience to improve our job
performance so take a deep breath and prepare to overcome this temporary setback.61

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LetsStartThinking.org. All rights reserved.

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Table4.20.PA problems and possible solutions essays

Degree of Possible measures to overcome observed problems
agreement
Keep the Not refuse to Recording Have A PA record Let a boss participate in
cool when sign the during positive to correct know taken a
received a appraisal appraisal attitude mistakes responsibilit performance
negative form process when y for being a improvemen
appraisal receive high- t plan, with
poor PA performing specific goals
employee. and
timelines
Measures Ag Dis Ag Dis Ag Dis Ag Dis Ag Dis Ag Dis Ag Dis
131 31 129 33 119 42 116 46 112 50 133 29 127 35

81% 19 79.6 20.4 73.5 25.9 71. 28. 69.1 30.9 82.1 17.9 78.4 21.6
% % % % % 6% 4% % % % % % %
Mean of 76.5%
agreement
Employees „perceptions about measures to remediate poor PA
When received negative feedback about job performance, no matter have a panic. The first
step to recovering is to digest the news with poise. While it‘s natural to feel defensive or
angry during a bad review, career coaches advise against acting on these emotions to avoid
making matters worse. Problems of PA in CHUK have been discounted with some measures
to be transmitted to workers for their point of view. As indicated below, problems was
leniency error, hallo effect, centre tendency error, strictness error, and judgment problem,
opposition to evaluation, system design and operating system; aside we joined some measures
and have been appreciated as follow;81% of respondents agreed Keeping the cool when
received a negative appraisal, 79.6% of them don‘t refuse to sign the appraisal form;73.5%
agreed recording during appraisal process;71% behaves positively when receive poor
PA;69.1% agreed the A PA record to correct mistakes ;82.1% agreed let their boss know
taken responsibility for being a high-performing employee;78.4% agreed to be participate in a
performance improvement plan, with specific goals and timelines.

There is a huge amount of frustration and dissatisfaction with existing methods of formal
employee performance management and appraisal. Regardless of whether the approach is
based on rating scales, competency assessments, objectives, key performance indicators, or
other performance standards, rankings. While they all appear to work well enough in theory,
to a greater or lesser extent they all tend to fail in practice. They just don't seem to measure
up to the expectations that managers, employees, and organizations alike have for them. This
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appears to be the case even when the implementation of a given method is well managed and
accompanied by proper training on how it should be used.

While it is difficult to quantify the negative effect that such a problem must have within an
organization, we know (at least intuitively) that it is probably staggering. For example, my
estimates indicate that, regardless of whether it is done formally or informally, only about
51.2 % includes employee‘s participation in the appraisal in an effective way. Since it is likely
that this population follows a normal statistical distribution it means that, for the remaining
49.8% per cent of managers, giving feedback and discussing performance with employees
remains a task that is easier said than done. This appears to be the case regardless of whether
or not they have previously received any training in how to do it properly.

Aside from the obvious negative consequences that a problem of this magnitude has on an
organization's productivity, the costs on a human level in terms of low morale and
demotivation may be equally devastating. While this cost is not necessarily quantifiable, it is
definitely reflected in the bottom line. Not being 'open and honest' with employees about their
performance, how they are perceived by management and what such a perception means for
the future, raises some important moral and ethical questions around an organization's
responsibility for, and often-stated commitment to, developing its employees.

4.1.5. Managers and supervisors perceptions on the PA

4.1.5.1. Defining objectives of the PA in CHUK

PA is a method of evaluating the job performance of an employee. It is an ongoing process of

obtaining, researching, analyzing and recording information about the worth of an employee.

The main objective of PA is to review employee performance over a certain period of time.
There are many other important objectives of PA as identify and close the gap between
current and desired performance, improve management's organizational control, improve the
working relationship between management and their subordinates, give insight into the
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necessary training and development, provide impartial information to base promotion or pay
raise decisions on, and clarify job responsibilities. 62

Table.4.21.Objectives of the PA in CHUK

Degree of Objectives of the PA
agreement Evaluate Audit Motivate Identify Develop the
training needs individual and
plan for future
performance
Ag Dis Ag Dis Ag Dis Ag Dis Ag Dis
Feedback
Performance 122 40 117 45 141 21 125 37 138 24
appraisal
feedback 75.3% 24.7% 72.2% 27.8% 87% 13% 77.2 22.8% 85.2 14.8%
%
Mean of 79.3%
agreement

Managers‟ perceptions about PA objectives

Findings of the study shows that there are important objectives of PA such as to identify and
close the gap between current and desired performance, improve management's
organizational control, improve the working relationship between management and their
subordinates, give insight into the necessary training and development, provide impartial
information to base promotion or pay raise decisions on, and clarify job responsibilities.
Among existing objectives, evaluate was chosen at75.3%, audit has 77.2%, motivate is at 87%
and identifying training needs to develop the individual and to plan for future performance
occupy 85.2%.

By the same token, appraisal results are used to identify the poorer performers who may
require some form counselling, or in extreme cases, demotion, dismissal or decreases in pay.
Whether this is an appropriate use of PA the assignment and justification of rewards and
penalties is a very uncertain and contentious matter.

Objectives of performance appraisal Perhaps the most significant objective of appraisal is that,
in the rush and bustle of daily working life, it offers a rare chance for a supervisor and

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subordinate to have "time out" for a one-on-one discussion of important work issues that
might not otherwise be addressed.

Almost universally, where performance appraisal is conducted properly, both supervisors and
subordinates have reported the experience as beneficial and positive.

Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and
correct existing problems, and to encourage better future performance.

4.1.5.2. Related factors to the PA effectiveness

PA is an important process for any organization, large or small. The effectiveness of a
company; PA efforts will depend on a number of factors, including how well documented and
communicated the process is, training for managers and supervisors, the evaluation and
analysis of results and ongoing improvement efforts.
Table.4.22.Related factors to the PA effectiveness
Degree of Related factors to the effectiveness of the PA
agreement Communication Training Follow-up Evaluation Performance
improvement
Feedback Ag Dis Ag Dis Ag Dis Ag Dis Ag Dis
Performance 120 42 112 50 136 26 125 37 139 23
appraisal feedback 74.1% 25.9% 69.1% 30.9% 84% 16% 77.2% 22.85 85.8% 14.25

Managers „perceptions about factors affecting the effectiveness of PAS

Findings of the study shows managers‘ positions about factors affecting PA as follow;
communication takes74.1%; training occupy 69.1%, follow-up is about 84% results evaluation
takes 77.2% and performance improvement has 85.8%.
Based on how they do, the employee can be rewarded or if need be, a corrective plan of action
can be implemented. Either way, PA set clear expectations for what is expected from an
employee.
Effective PA is formal and not left to chance. More than just asking supervisors and managers
to evaluate staff, effective systems provide step-by-step guidance and standardized evaluation
forms for all managers to evaluate all employees. This not only lends to consistency, but also
allows the results of the evaluations overall to be reviewed and compared to identify areas of
strength and areas where there may be opportunities for improvement. Making the process as
easy as possible for managers to follow will help ensure that PA is effective.
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4.1.5.2. Attributes to evaluate employees

There are many personality traits which could be considered when evaluating performance,
and methods to facilitate such consideration include scaling methods that differentiate
employees on a series of given traits. The important personality traits fall into two categories:
personal qualities and demonstrated qualities. Of course, one of main challenges is to
determine precisely what key qualities and personal attributes the interviewer or hiring
manager is looking for and being able to demonstrate managers‘ personal attributes as specific
work strengths.63

Table.4.23.Attributes to evaluate employees

Independent variable Attributes to evaluate employees
Personal qualities Demonstrated
performance
qualities
Dependent variables Ag Dis Ag Dis
Variables to be evaluated 131 31 141 21
80.9% 19.1% 87% 13%

Managers „perceptions about personality traits they ought to have to evaluate

employees.
Running or managing an adult learning set-up involves some basic principles of organization
that an adult educator has to keep in mind and follow while performing various functions.
When a job PA includes personal characteristics, employees sometimes wonder why. The
ways that personal attributes affect their work may not be obvious, but having the right
attributes for the job are important to success. Finds has proved that managers are informed
about personal qualities and demonstrated qualities necessary to manage employees
‗evaluation in two ways. One hand personal qualities takes 80.9% of respondents over19.1%
who disagreed, on the other hand demonstrated qualities which take a proportion of 87%over
13% who disagreed.

Meanwhile, all such department of CHUK have staff members who need to be trained,
motivated, satisfied and well-informed. Since running a learning resource setup is a
managerial task, it is essential that those running such department understand some basic

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principles of organizational behaviour and routine management principles so that they can
manage their respective centre in a better way.
As understanding personality is crucial for knowing behaviour of an individual in an
organization, we will discuss in this section of the unit the interface between personality and
organization. Personality refers to some qualities, characteristics skills and competencies of
behaviour of an individual in a defined situation. But there are certain uniform characteristics
which always emerge in a person on the basis of which certain inferences can be drawn.
Examples could be dominant or submissive nature, aggressiveness or politeness. Personality
consists of organization of feelings, thoughts, cognitions and visible behaviour. However
certain patterns of behaviour are not visible and are known only after proper testing.
Individuals along with certain other traits like grooming and attitude. Personality means very
specific patterns.

4.1.5.2.1. Personal values employers seek in employees

When we are looking for a job or thinking of getting a promotion, it would help if y we could
see our self from the employer point of view. All employers look for certain qualities or
personal attributes in addition to the skills that we are required to possess for that particular
job. 64
If we are a direct supervisor or boss, we may have difficulty in assessing the different areas of
an employee‘s job. Some of the areas to assess are for example, dependability, computer skills,
adaptability, people skills, personal qualities, dedication, creativity, personal development, and
organizational skills.

Table.4.24. Personal qualities for evaluating employees

Independent Personal qualities
variable Adaptability Appearance Decisiven Drive and Integrity Stamina, Verbal,
and and ess and determinati and tenacity written
dependabilit bearing ingenuity on loyalty and expression
y maturity
Dependent
variables Ag Dis Ag Dis Ag Dis Ag Dis Ag Dis Ag Dis Ag Dis

Personal 124 38 118 44 111 51 99 63 127 35 130 32 114 48

qualities
76.5% 23. 72. 27.25 68. 31. 61.1 38. 78. 21. 80. 19.8 70. 29.6
5% 8% 5% 5% % 8% 4% 6% 2% % 4% %

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Managers „perceptions about personal values employers seek in employees

Of equal importance to skills are the values, personality traits, and personal characteristics
that employers seek. Look for ways to weave examples of these characteristics into our
resume, cover research, and answers to written interview questions.76.5% of respondents
underlined adaptability and dependability as of personal qualities observed to their employees,
appearance and bearing was agreed at 72.8% of respondents, decisiveness and ingenuity
chosen at 68.5% of respondents, 61.1% of respondents agreed drive and determination,
integrity and loyalty takes 78.4% of respondents, stamina, tenacity and maturity was agreed
at 80.2% of respondents, by the end verbal and written expressions was agreed at 70.4%.
By Rana Sinha (2008), qualifies the above qualities as employability skills and personal values
are the critical tools and traits we need to succeed in the workplace and they are all elements
that we can learn, cultivate, develop, and maintain over our lifetime. Once we have identified
the sought after skills and values and assessed the degree to which you possess, they
remember to document them and market them for job search success.
Managers can‘t think of themselves as better than their workers, or more favored because
they have a higher rank. Becoming manager is not a coronation, it‘s a promotion. And the fact
of being manager can‘t do everything. The purpose of an organization is to combine the
efforts of many people to produce results no one on his or her own could achieve alone.
Managers must understand that; they must live the goals they espouse; they must understand
that everyone inside the organization is looking at them scrutinizing them, really and also
that every action of theirs is being watched and talked about

4.1.5.2.2. Demonstrated qualities of managers toward employees

In fact, the personality of managers has a significant impact on their behavior. Personality has
a significant influence on the way we think, feel and relate to other people. Extraverts and
introverts, for example, represent the opposite ends of key personality traits that affect how
people form and manage relationships with others and how they communicate- both at work
and in their personal lives.

Transformational leaders are those who develop a positive relationship with their
subordinates to strengthen the performance of the employees and thus the performance of the
organization. Transformational leaders help their subordinates look beyond their own needs.
 76

They let them focus on the interest of the group as a whole. Transformational leaders may
achieve their goals in one of the following ways: First, they may stimulate their employees
intellectually. Second, they may be charismatic to their followers and serve as role models.
Third, they may persuade their employees to believe in the mission and its attainability.
Fourth, they may meet the emotional needs of their employees.65
Table.4.25.Demonstrated qualities of managers toward employees
Dependent Demonstrated qualities
variables Professional knowledge Responsibility Delegation and Control and
and Administrative of staff Motivation Morale
ability development
and foresight
Independent
Variables Ag Dis Ag Dis Ag Dis Ag Dis
Number and 130 32 128 34 139 23 122 40
percentage 80.2% 19.8% 79% 21% 85.8% 14.2% 75.3 24.75
%

Managers‟ perceptions about their demonstrated qualities toward employees

Studying individual behaviour helps managers understand how perceptions, attitude and
personality influence work behaviour, motivation and their important work outcomes such as
satisfaction, commitment and learning. It helps also explain how organization structure work
and power relationships, how they use system for decision making and control how
organization culture affect behaviour, how organization learn and how they adapt to changing
competitive, economic, social and political condition. These are illustrated through
respondents ‗perceptions about demonstrated qualities. We take an example professional
knowledge and administrative ability which is agreed at 80.2% of respondents, responsibility
of staff development and foresight agreed at 79%, delegation and Motivation take 85.8%,
Control and Morale occupy 75.3%.
Robbins, S.P(2003)believe in organisational behaviour whether in healthcare or other type of
organization is concerned with the behaviour that occurs under conditions posed by the
organizational situation. While a specific organization setting may create unique challenges
or certain sets of problem, the behaviour of interest are similar to those of individual, groups
and often organization in other settings. In order to perform their jobs effectively, managers
must use a number of management skills. They should communicate with their subordinates

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and others, handle conflicts, coach and develop subordinates, delegate tasks, cope with varied
situations, use the time efficiently and analyze problems to reach appropriate decisions

4.1.5.3. Traits, behaviors, and outcomes to improve the workers competences through
PA

Domain competence describes the willingness and ability, on the basis of subject specific
knowledge and skills, to carry out tasks and solve problems and to judge the results in a way
that is goal-oriented, appropriate, methodological and independent.

Competence encompasses knowledge, skills, abilities, and traits. It is gained in the healthcare
professions through pre-service education, in-service training, and work experience.
Competence is a major determinant of provider performance as represented by conformance
with various clinical, non-clinical, and interpersonal standards. Measuring competence is
essential for determining the ability and readiness of health workers to provide quality
services. 66Although competence is a precursor to doing the job right, measuring performance
periodically is also crucial to determine whether providers are using their competence on the
job. A provider can have the knowledge and skill, but use it poorly because of individual
factors (abilities, traits, goals, values, inertia, etc.) or external factors (unavailability of drugs,
equipment, organizational supported)

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Table.4.26.Traits, behaviors, and outcomes of the PA in CHUK.

Dependent Technical competencies

variables Ability , Behavior Experience Performance Gain new social
Skills and changed level skills
competencies Talent and
nature
Independent
Ag Dis Ag Dis Ag Dis Ag Dis Ag Dis
Talent and nature 110 52
Behavior changed
67. 32.1%
9%

Attitude managed 112 50

69.15 30.9
% %
intention and belief 134 28
remain at work 82.7 17.3%
%
132 30
Motivation 81.5% 18.5%

Respecting social 98 64
values
60.5% 39.5%

Managers „perceptions about employees „behaviors, traits and outcomes owned

employees

Healthcare organizations need to assess individual and organizational performance

periodically to assess the efficacy of their services. The results help healthcare organizations
determine whether they need to design training and /or continuing education interventions
for improving provider performance. The findings relevant to these issues are observed in the
complementarities between employees ‗traits and behaviours acted to perform. For example,
there is extensive evidence from interconnection of different variable acting together as
follow: 67.9% of respondents underline ability, Skills and competencies to be produced by
talent and nature, 69.1% of respondents said that behavior changing is motivated by Attitude
management, 82.7% of respondents says that intention and belief remain at work increase job
experiences, 81.5% says that motivation implies performance level and 60.5% of respondents
perceive how long respecting social values helps them gaining new social skills.
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There are many good reasons for measuring competence. Ministries of health, professional
organizations, and healthcare organizations must ensure that appropriate expectations for
competence are set and that their staffs perform to standard.
Comparing assessments of competence and job performance may indicate the extent to which
the organization provides the support needed for quality care. High competency and low
performance may signal that an organization is not providing the needed resources, has not
clarified standards of care, or is not rewarding effective performance or correcting poor
performance.
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CHAPTER V: DISCUSSING OF STUDY FINDINGS, REMEDIAL MEASURES,

CONCLUSIONS AND RECOMMENDATIONS
This research focussed on workers in term of measuring employees ‗performance appraisal
and productivity enhancement in service delivery; precisely we took a case study of Kigali
Teaching University and referral Hospital. In data collection we used stratified random
sampling where we divided the population of study into clusters made of 35 departments of
CHUK. As illustrated in table 4.2 a sample of 177 of workers distributed in different
departments was obtained; both managers and employees were administered a written
questionnaire to be filled in writing whereby 162 out of 177 or 91.5% filled the questionnaire.
Key findings are as follows.

5.1. Productivity of PA
A PAS is a difficult and a challenge to human resource management, as it is linked with many
components i.e. purpose of the PA, the process, performance standard, culture of organization,
and how it impact employees productivity. The research has developed possible answer to the
research questions with partial support of respondents. The strong positive association
between PA comfort and PA we found the complementarily. We have listed seven functions of
the PA such as quality, quantity, initiative, job knowledge, timeliness, adaptability and
dependability. About the above functions, collected data indicates 91.5% of participants but we
have an assumed 81.6% confirmed said variable to be the key of productivity while only 18.8%
disagreed. For example,89.5%of respondents underlined the quality of work, according to
them it is appreciated its function played in defining the accuracy, skill, thoroughness,
professional presentation of work product; attention to detail;85.6% of respondents said that
the quantity of work produces for them required amount of work; 80.9% of respondents said
that job Knowledge establishes to them an understanding of required subject matter
relative to the position; comprehension of job procedures, department policies, work methods;
degree of supervision required; employee‘s efforts to keep abreast of changes impacting the
job and organization;82.1% said that initiative initiates and follow to them through on
relevant ideas to further the goals and mission of the department and the hospital;
independently identifies and completes work and projects; makes useful suggestions; 75.9% of
respondents said that dependability indicates to them the extent to which they effectively
and enthusiastically accomplish assignments with minimal supervision and 77.8% of
respondents appreciate adaptability to helps them an efficiency working under stress and
 81

responds to change. Andrey Kiselev (2007) replies how fast employees who receive good
scores on their appraisals are generally motivated to perform well and maintain their
productivity. Positive feedback on appraisals gives employees a feeling of worth and value,
especially when accompanied by a raise while employee may feel a loss of motivation in the
workplace; if a supervisor gives an employee a poor score on her appraisal consequently, this
can impact the employee's productivity and performance.
All these above factors have to take into consideration for developing the effective PAS. From
the survey findings, the present PAS of CHUK can view as the following:
5.1.2. Work quality improvement and productivity

If middle workers of CHUK behave this way, then they are not to be blamed but thanked. Top
management cannot expect quality to happen if it is introduced and promoted only through
motivation; meet expected product, timeliness, planning, commitment, work habit, customer
services, feedback, accuracy, ability to meet standards. These was proved by respondents at
63.7% who strongly agreed and 27.7% who agreed the fact that quality leading to
improvement in customer service will make it much easier for marketing to increase sales and
market share. Unless quality is deployed clearly for those who strongly disagreed 2.9% of
respondents and5.7% of respondents who disagreed the fact that improvement qualities will
reduce if not eliminate most of the problems and fire-fighting in the course of their normal
work. Quality is the solution to their problems, and not a hindrance to their work.

5.1.3. Types of workers „motivation‟ in the quality improvement

The level of performance of employees relies not only on their actual skills but also on the
level of motivation each person exhibits (Burney et al., 2007). Motivation is an inner drive or
an external inducement to behave in some particular way, typically a way that will lead to
rewards (Dessler, 1978). Over-achieving, talented employees are the driving force of all firms
so it is essential that organizations strive to motivate and hold on to the best employees
(Harrington, 2003).
For the participants in the quality improvement process to perform to the best of their
capabilities and in the best interests of the organization, they need to be motivated to work
consistently and enthusiastically. For them, they confirmed motivation as the backbone of
quality improvement efforts for example; 88.3% of respondents recognize strong work ethic,
87.7% orient their behavior to perform well on the job, and 84% of respondents are self-
confident to manifest positive attitudes.
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5.1.4. Types of decisions taken to the performance improvement

Pa is a process by which organizations evaluate employee performance based on preset
standards. The finds of the research indentify main purpose of appraisals as to help both
managers and employees effectively staff companies and use human resources, and, ultimately,
to improve productivity. When observed results of the PA properly, they take different types
of decision to remediate weakened area underlined by the PA and stimulating best performers
for example ; they take actions related to hiring, promotions, organizing ,planning, training,
coaching, mentoring, creativity, capacity building job analysis, transfers, terminations,
monitoring evaluation, feedback and counseling, workforce development, Cooperation, team
working, customer service, communication skills, attendance and punctuality etc.
Individual also attributes the performance improvement process the fact it includes a number
of steps designed to alert their performance or other deficiencies and encourage improvements
in performance. Finds illustrate performance improvement process through
Implementing different types of communication where respondents suggested both managers
and employees a multidirectional feedback communication; so that they take different types of
communication as for example, verbal communication and writing communication was agreed
at 79.6%.
Edward G. Wertheim, Ph.D (2006) commented that Use of several media is more effective
than the use of just one, people can become comfortable in the fact that they have taken by it,
face-to-face communication or verbal communication has a greater impact than any other
single medium. The impact of a face-to-face medium may be due to its immediacy but the
interactive potential of it, if realized, is what works. The two-way give and take encourages
involvement in the process. It also clarifies ambiguities, and increases the probability that the
sender and the receiver are connecting appropriately. It is the best way that feedback can be
used to correct deficiencies immediately in the communication process a reasonably full
understanding of the personal implications of the change irrespective of their attitudes
towards the change itself. Because the organization would like to institutionalize the change
make it is a way of life, it may be necessary to create mechanisms that can ferret out the
inevitable misunderstandings as they develop and then deal with these misunderstandings in
terms that are easily comprehended by the workforce.
We are convinced now that a different communications strategy could have helped for
precisely the reasons offered by management at the time. We say this because the attitude
 83

slide, although not as pronounced among employees not covered by the work measurement
process as among those who were plant wide in every instance. Most people did not fully
comprehend the necessity for the change or how it ultimately might affect them. Rumours,
mostly negative, abounded, despite the company's communication effort.
Negotiation which occupy 61.7% of agreement to interviewees, are among the most
important of communication useful in CHUK to communicate the feedback, they negotiate
when they want to allocate resources or they negotiate because they want something and are
willing to offer something in exchange. For example, negotiation is great full, when they want
to take job, hire an employee, set wage, discussing PA, etc.

5.1.5. Timeliness achievement

By examining timeliness indicators, we can discuss how both managers and employee‘s
efficiency scores based on what the expected timeliness outcomes were. Timeliness
achievement have been observed in the manner in which they use forecasting in time
management is proved at 77.7%,respecting deadlines to respect the timetable take 89.5% and
accept working under pressure as stress tolerance was agreed at 58.6%.
For instance, dealing with stress-related claims also consumes vast amounts of management
time. So, there are clearly strong economic and financial reasons for organizations to manage
and reduce stress at work, aside from the obvious the complementarily of the following
variables so that, forecasting, respecting deadlines, working under pressure and time
management, respecting timetable and stress tolerance
Findings on time management also reveal a positive correlation with employees‘ performance
in this study. It has been revealed in some other studies (Wood, 2006; Webb, 2006) that there
is a strong relationship between time management and employees‘ performance. The resource
of time has to be properly managed for success to be achieved in the workplace. Heller and
Handle‘s (1998) study strongly supported these findings. If an individual is to use his time
efficiently to accomplish a task, all s/he needs to do is to be aware of the current habit and
attitudes which shape his use of time. This finding corroborates the study by Uwakwe (2002)
that time management improves job performance and that a person who performs efficiently
and effectively on the job has more time for personal life.
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5.1.6. Organizational commitment

Of more importance to this study is perhaps is the relationship that PA acts to motivate
workers to be a well of OC. It is interesting, for instance high degree of PA were associated
with increases affective and NC, this was agreed at 75.3% of respondents.NC leads to them to
stay in the organization due to a sense of loyalty or duty, and because they feel that this is the
right thing to do. NC develops out of internal pressures that result from norms that
encourage extended
Commitment to the organization; individuals derive these norms from socialization processes
in the family and surrounding culture, which include experiences that stress loyalty towards a
particular organization.
AC plays to them a role emotional attachment to their organization. They are affectively
committed to strongly identity with the goals of the organization and desire to remain a part
of the organization. These employees commits to the organization because he/she "wants to‖.
The study revealed that 60.5% of respondents recognize CC the fact that it gives to them
regular and relevant feedback. High level of commitment will also reduce the intention to quit
because there was found a significant correlation between all three types of commitment and
turnover intention.
The question was asked to identify the impact of affective AC, CC and NC on employees'
performance. Correlation analysis showed that all three dimensions of OC had a significant
relationship with perceived employees' performance in this study. Analysis also found that
AC and NC are strong predictors of perceived employees' performance. Many scholars have
found that AC and employees' performance are positively associated. For instance, Luchak. G
(2007) in their famous article named "A comparison of linear and nonlinear relations between
OC and work outcomes" found a significant positive correlation between OC and
performance.
Previous studies conducted in different settings have proved a positive association between
continuous and AC and employees' performance. For example Morrow, P. (1993); found a
positive relationship between CC, AC and performance. Muhammad et al (2010) in their
article titled "The Impacts of OC on Employee Job Performance" took a sample of 153 public
and private and public sector employees of oil and gas sector in Pakistan and found that CC
was positively correlated with employees' performance.
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5.1.7. Characteristics of Effective Feedback gained from the PA

Findings of this study proved that effective feedback is absolutely essential to organizational
effectiveness; because workers know where they are and where they go next in terms of
expectations, 71.2% of respondents gains time management review through the feedback of
the PA, 79% appreciate an opportunity offered to measure SWOT analysis, 68.5%recognize
the compensation and rewarding system gained, 71% are well placed to reach consensus in
decision making and problem solving.
Feedback taps basic human needs-to improve, to compete, to be accurate; people want to be
competent. Feedback can be reinforcing; if given properly, feedback is almost always
appreciated and motivates people to improve. But for many people, daily work is like bowling
with a curtain placed between them and the pins; they receive little information. Be aware of
the many reasons why people are .Unless there are others often reluctant to provide
Feedback in such case; for example time management review miss 22.8%,21% refused SWOT
analysis who disagreed, 31.5% refused compensation and rewarding system and 29% refused
reaching consensus in decision making and problem solving . Perhaps they are hesitant to
give feedback; they include fear of causing embarrassment, discomfort, fear of an emotional
reaction, and inability to handle the reaction. It is crucial that we realize how critical feedback
can be and overcome our difficulties; it is very important and can be very rewarding but it
requires skill, understanding, courage, and respect for ourselves and others. Withholding
constructive feedback is like sending people out on a dangerous hike without a compass. This
is especially true in today's fast changing and demanding workplace.

5.1.7.1. Conflict management and negotiation

Conflict is as inevitable in an institution environment as change seems to be. When institution
team members interact during the course of completing their tasks and responsibilities, there
is always a potential for conflict. In fact, it is virtually impossible for people with diverse
background skills and norms to work together; make decisions, and try to meet organizational
goals and objectives without conflict. 67
Project managers must identify, analyze, and evaluate both positive and negative values of
conflict and their effect on performance. They must learn how and when to stimulate conflict

67
Filippo A, De Waal FBM (2000). Natural Conflict Resolution; Berkeley, A: University of California Press:conflict resolution
 86

and how to use it to increase the performance of project team members. According to the
findings of the research, majority of respondents 81.5% identified different types of conflict
resolution process, for instance, reaching consensus, compromising, discussing and
negotiation; while minority of respondents 18.5%disagreed.
Conflict need not have destructive consequences. Attitudes and conflict management styles
play an important role in determining whether such conflict will lead to destructive or
mutually beneficial outcomes.

5.1.7.2Professional internal customer service (PIS)

This study shows that PIS may be important, but is clearly more complex and may involve
trade-offs between various service dimensions. This was an evident in this situation in the
tradeoffs that seemed to be occurring between reliability and responsiveness. Nevertheless,
the study findings showed that perceptions of internal customer service did matter. Based on
this, it appears that the majority of the debates on internal customer service are right.
Findings illustrate workers ‗perceptions about P I C S, 74.5% said that it increases
confidence and knowledge to resolve problems, 60.5% appreciate the fact that it helps them
gaining acknowledge shortcomings when appropriate, 68.5%reaffirm commitment to
professional service from PICT, 75.9% get customer contacts to increasing customer
independence, 63% respond to customer requests time and 67.3% respond consistently the
complexity of customer‘s need. We are, no doubt, aware that providing excellent customer
service is a strong component of successful company operations. We may not, however, be as
knowledgeable regarding the key strategic critical nature of offering superior internal
customer service.
We might believe that there is nothing more important than keeping our customers happy,
which improves our employer‘s operations, profit, and value. This, of course, should help us
enjoy higher compensation, better workplace conditions, and stronger job security.
In contrast those who don‘t believe the goodness of PICT P they refuse perhaps operating in
an organization as groups of internal customers; they may very well shift the focus and the
organizational goals in an undesirable direction, the purpose of developing the concept was to
bring to life the concepts of process management, continuous improvement, and forcing
individual subunits to demonstrate the value that they add to the process.
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5.1.7.3. Positive and negative Attitudes drive performance

A good attitude is one of the most important traits an employee could have. In additionLise
M. Saari and Timothy A. Judge (2004), shows how we will take a pleasant and good attitude
over almost anything else when hiring someone and would promote someone with a good
attitude over someone who has a poor attitude, yet better job skills. A good attitude is so
crucial to the job performance that focusing attention in this area is important for the
performance reviews we perform. If we‘re doing a self evaluation, make sure you select
phrases that match your attitude on the job. Schneider and his colleagues carried out the
groundbreaking studies in this area, showing how employee attitudes about various human
resources practices correlated with customer satisfaction measures, thus indicating key levers
to improve customer satisfaction. For example, they found that when employees reported
higher satisfaction with work facilitation and career development, customers reported higher
service quality Schneider. B (1985).

Findings of this study categorized these phrases into positive and negative attitude; one side
74.7% of respondents identify their positive attitude through punctuality, time management,
positive attitudes, individuality, professionalism and creativity while 25.3% of respondents
stay indifferent.

These workers who have positive are valuable asset to the institution and need to be
recognized and appreciated. Imagine an employee who comes to work each day with the goal
to do the very best job for the company, to be helpful and considerate to co-workers, and to be
respectful and helpful to the bosses is a huge benefit to the company. Some companies have
programs that recognize such behavior with nice lunches, letters of appreciation from senior
management, top performance awards and simple praise.
On the other side workers with negative attitude, 78.4% are condemned to use rigid method
of work, poor flexibility to change management, indifference of some workers, judgmental,
defensive, and closed-minded.

Shortell, S.M., kaluzny, A.D. (2000) reported that, negative attitudes may need to be
addressed by supervisors and managers. Any employee who is allowed to continuously exhibit
a negative attitude may bring down the morale of others. One way to address negative
attitudes is to meet with the employee and relay how the attitude is affecting others and work
 88

performance. Be specific with examples of poor productivity and behavior. Since attitude can
be somewhat hard to define, it needs to be broken down with descriptions of the employee's
behavior, comments and actions, along with impacts on job performance. It is important to
separate the deed from the doer as attacking the employee's character may do more damage
than good.

Promote a positive attitude is during the hiring process. Watch for signs of negativity during
the initial interviews and discuss the company's philosophy and policy on workplace behavior
during the new employee orientation (meeting with new employee regarding policies and
procedures of the company)

5.1.7.4. Relationship between quality of work and initiative in job performance.

Employees who feel a part of their workplace and can see evidence that they are making
meaningful contributions to the success of the organization will give extra effort to get the
job done. In a high-performance work environment, employees feel they are important to the
mission of the organization and that they are valued and recognized for their contributions.
They enjoy their work more. Something is different in a work environment like this! You can
feel it! Employees are excited about their work and put more energy into what they do. These
was revealed by findings in the case 71.6% of respondents viewed an improvement quality of
work in job performance; 73.5% of respondents recognizes how long strengthening work
standards helps them increasing quality of produced unity; 82.7% of respondents maintains
regular attendance to complete their work in a timely, capable and reliable manner 87% of
respondents adheres to instructions to exceed expectations.

5.1.7.5. Job adaptation to organizational change

Findings proved good relationship between job adaptation and organizational to

change.80.2% of respondents are receptive to change lucky an ability gained to modify
behavioral style and approach to goal, 75.9% of respondents are grateful toward judgment for
decision making and problem solving, 87% of respondents due to manage their emotions as
being patience, courtesy and poise in job situation or when receive negative or positive
appraise outcome. The fact that organizational interventions to change organizational design
and behavior lead them to improve their performance the view that behavior causes
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performance. Good performance could, however, also changes in behavior, given new lesson
and resources .Improving performance may, however, reinforce management‘s planed changes
efforts and provide resources which enable further investment in organizational development.

5.1.7.6. Dependability as tool to exchange experiences

Findings illustrate how long dependability guides workers to follow instructions and
appropriate procedures; to pay attention to detail; to keep applicable supervisor and other staff
informed of developments. It helps also Considering effectiveness in communicating with
colleagues, supervisors, subordinates, and effectiveness in handling interpersonal
confrontations/conflicts on various organization and/or job related issues .Let us take an
evidence of 84.6% of respondents who use team working through sharing ideas ,cooperation
and suggestions,74.1% of respondents use interpersonal relations to follow-through on
work assignments,80.9% of respondents Performs duties with minimum of instructions by
adaptation to change,58.6% of respondents takes on new responsibility when working
situation improvement and problem solving involves.
Instructions and procedures not adequately followed; does not respond in a timely manner to
request from one supervisor or other staff on progress of work. Weitzman, M. L. & Kruse, D.
L. (1990) appreciates employees ‗PA management in which supervisors and employees are
continuously in contact regarding employee performance. Supervisors are expected to act as
coach and manager. The supervisor and employee meet at least annually to discuss the
employee's performance, and to summarize the discussion in the form of a performance
report.68 The report evaluates the employee's performance along a variety of dimensions
including quantity and quality of results, teamwork, job skills, versatility and
communications. There are several ways that information from such a system can help with
the critical judgments necessary to decide on profit sharing.

5.1.7.7. Productive behavior of the PA

Productive behavior is defined as employee behavior that contributes positively to the goals
and objectives of an organization. When an employee begins a new job, there is a transition
period during which he or she is not contributing positively to the organization. According to
our study, findings proved that, one side PA‘‘ is likely both more productive ‗‘said 35.1% and

68
Weitzman, M. L. & Kruse, D. L. (1990). Profit sharing and productivity. In A. S. Blinder
(Ed.), Paying for productivity.
 90

―productive ―said 51.8%; on the other side, minority of respondents PA both ―less productive‖
or ―weakened‖ said 2.9% of respondents

In financial terms, productive behavior represents the point at which an organization begins
to achieve some return on the investment it has made in a new employee.[Industrial
organizational psychologists are typically more focused on productive behavior rather than
simple job or task performance because of the ability to account for extra-role performance in
addition to in-role performance. While in-role performance tells managers or researchers how
well the employee performs the required technical aspects of the job, extra-role performance
includes behaviors not necessarily required as part of the job but still contribute to
organizational effectiveness. By taking both in-role and extra-role performance into account,
industrial–organizational psychologists are able to assess employees' effectiveness (how well
they do what they were hired to do), efficiency (their relative outputs to relative inputs), and
their productivity (how much they help the organization reach its goals).

5.1.7.8. Variables influencing the satisfaction of the employees towards the PA

The study findings (Table 3) indicate that, on an average of 69.5% of respondents are satisfied
about the PA they face in their institution. This implies, on our scale, that the respondents are
‗satisfied‘ with the PA of the CHUK firms for whom they are working at present. The average
were calculated from the accumulative mean of ten variables such as validity take
68.5%,expected knowledge to appraise owns 75.9%, transparency have 75.3%, timeliness of
the appraisal occupy 69.1%, employees participation in the appraisal objectivity of the
appraisal perceived at 51.2%, recognition of special initiatives and efforts at the time of
appraisals were chosen at 70.4%, PA accuracy is at 67.9%, appraisal policies go in tandem with
promotion were agreed 56.2%, reward and transfer policies were accepted 69.8%% ,and
appraisal are mostly seen as a motivating tool takes 85.2%.
The researchers have been able to study and analyze the above variables influencing the
satisfaction of the employees towards the PA, where in the researchers have been able to
establish that all the ten variables being used in the assessment of the PA, all ten variables
have emerged as the significant variables and all these ten variables are positively associated
with the satisfaction of the respondents towards the PA.
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5.1.8. Take kid of potential bias and error of the PA

PA are always sticky for everyone. While managers make an effort to be as objective as
possible, there are always concerns about specific PA, and their accuracy. When evaluating
the staff, then it is wise to be aware of factors that may affect assessments; up to these factors
findings described related factors that can affect the PA as follow. 0.6% of respondents
claimed potential bias on hallo effect while 99.4% perceive the PA more objective, 96.9%of
respondents refused presence of leniency error and strictness error during the PA process
while 3.1% perceive it, 6.8%of respondents accuse the PA process problem of standards of
evaluation while 93.9% found it more objective, 1.9% of respondents find problem of
opposition to evaluation whereas 98.1% don ‗prove any problem, 18.3% of respondents
underlined centre tendency error during the PA process but 81.7% appreciate the PA more
objective ,1.2% of respondents accuse the PA judgment error while 98.8% of respondents
prove the contrary and 19.8% of respondents perceive system design and operating problems
in the PA conducting but 80.2% prove the contrary.

Moreover, employees tend to lose their trust in the system when ratings do not accurately
reflect their performance levels, and this causes morale and turnover problems. Fortunately,
accurate ratings errors seem to be rare according to this research, then inaccuracy is most
often attributable to the presence of rater errors, typically, raters do not consciously choose to
make these errors, and they may not even recognize when they do make them.
In short Kraiger, Kurtet al (1985) supported the same ideas on how both appraisees,
appraisers (managers), and companies all reap benefits from effective PA . Appraisees benefit
in a number of ways; for example, they discover what is expected of them and are able to set
goals. They also gain a better understanding of their faults and strengths and can adjust
behavior accordingly. In addition, appraisals create a constructive forum for providing
feedback to workers about individual behavior, and for allowing workers to provide input to
their managers. Finally, appraisees are (ideally) given assistance in creating plans to improve
behavior, and are able to get a better grasp on the goals and priorities of the company.

5.1.8.1 Measures to remediate poor performance review

It is indeed frustrating to see a bad performance review when not expecting to. Getting a bad
performance review is stressful and not something to be ignored and brushed under the
carpet. Howsoever rattled or tormented you are feeling now, it is time to plan diligently on
 92

what to do next. Do not take an unfair performance review lying down and feeling there is
nothing you can do about it; it is time to act but good planning must precede action. There is
always a possibility to change the decision in your favor. Here are some steps to help you
towards your next plan and action:

Findings has described errors based on the personal bias like , leniency error and strictness
error halo effect, central tendency error, standards of evaluation problem, Opposition to
evaluation judgment problem, system design and operating problems (i.e. one trait
influencing the evaluator‘s rating for all other traits) etc. may creep in the appraisal process.
Therefore the rater should exercise objectivity and fairness in evaluating and rating the
performance of the employees. Even when a performance evaluation program is structured
appropriately, its effectiveness can be diluted by the improper use of subjective, as opposed to
objective, measures. Findings have listed possible steps that can help an effective plan and
action of the PA: 81% of respondents agreed keep the cool when received a negative appraisal,
79.6% accept sign the appraisal form, 73.5% suggest recording during appraisal process,
71.6% have positive attitude when receive poor PA, 69.1% suggest a PA record to correct
mistakes, 82.1% are free let their boss know taken responsibility for being a high-performing
and 78.4% participate in a performance improvement plan.

Poor performance is an issue that worries managers and employees alike. It is of concern to
senior managers because it is a measure of how effectively the organization is led. But people
in organizations do not always feel their organization tackles poor performance appropriately
a hard nut to crack. Dealing with poor performance is an emotive issue. It is perhaps not
surprising; therefore, that many organizations fail to address it. In our research, we have a
cumulative mean 76.5% of employees ‗perceptions about seven steps workers shared their
perspectives on the issue.

5.1.8.2. Defining objectives of the PA in CHUK

Defining objectives is a critical component of effective performance evaluation, almost all

organizations practice PA in one form or another to achieve certain objectives. These
objectives may vary from organization to organization or even within the same organization
from time to time. Behind results of the research ,objectives of the PA identify a cumulative
mean of 79.3% may, evaluate, motivate, audit, Identify training needs and develop the
 93

individual and plan for future performance. Finally, talking about mutual goals, the emphasis
is on growth and development, harmony, effectiveness and profitability.

5.1.8.3. Related factors to the effective the PA

A PAS takes a standard approach to evaluating how employees do their jobs. Findings
proved that there are many factors that impact an AS's success rate, but five factors will help
employers focus on employee success.74.1% of respondents underlined communication, 69.1%
agreed with training, 84% suggested Follow-up,77.2% focused on evaluation and 85.8%
performance improvement perceived .PA are supposed to evaluate the performance of a
worker, reward good performance with promotions and pay raises and set goals to help
employees continue to improve. In reality, however, PA is affected by a wide range of
psychological factors. Even when supervisors are working with a well-defined guideline to
evaluate workplace performance, they can easily fall off track with results disadvantageous to
both the worker and the company.

To handle an employee after a PA, Helen Vella (2011) advices us use good communication,
document all agreements so that promises are kept, and manage deadlines. Make sure the
employee and the employer both know where they stand after an AS. There should be good
communication after, following up with an AS. Both of us should know the deadlines,
anything that was promised in there by party, the employer or the employee, should be
written down and deadlines should be met. There should be a system whereby we can track
what you've said and that both of us know exactly what's going on. Manage the deadlines
with their up line whoever that is and make sure we've got really good documentation. The
documentation is very important because when we're appraising our staff or we're receiving
and appraisal either way, both of us should keep good documentation because when
something is said then the promises have got to be kept and both of us know, have to know
what the promises were, so good communication is key.

5.1.8.4. Desired personality characteristics for effective managers

The managers were informed that the purpose of this study was to investigate how different
managers evaluate an employee‘s work performance. Obviously; there are some personality
predispositions, which are favorable "to managerial effectiveness and to the success of
 94

managers. Findings of the study distinguished both personal qualities and demonstrated
performance qualities.80.9% of respondents ‗some are personal qualities while 87% qualified
them demonstrated performance qualities. Personal qualities refer to the ways in which that
personal attributes affect workers, work may not be obvious. By the same token, results of this
research listed personal qualities that manager ought to have to conducting successful PA;
76.5% of respondents underlined adaptability and dependability ;72.8% perceived appearance
and bearing;68.5% agreed decisiveness and ingenuity; 61.1% chosen driving and
determination, 78.4% cry integrity and loyalty ; 80.2% agreed with stamina, tenacity and
maturity ;and 70.4% thought verbal and written expression . But having the right attributes
for the job are important to success, but demonstrated qualities are some of the personality
traits that may indicate the success of an employee in a position include agreeableness,
conscientiousness, extroversion, emotional stability and openness to new experiences. Here
are demonstrated qualities as shown the table no29; 80.2% of respondents believe professional
knowledge and administrative ability to conducting the PA, 79% recognize their
responsibility of staff development and foresight, 85.8% agreed with in delegation and
Motivation and 75.3% use control and moral. Employers and human resource managers
evaluate applicants for positions with a company to determine how well they will perform on
the job. Newstrom. Davis (1993) reported that personality traits are one of the factors that
may help managers determine the best worker for a position. Human resource departments
and managers can administer personality tests to job applicants to help in the hiring
decision.Popular characteristics or traits include shyness, aggressiveness, submissiveness,
laziness, ambition, loyalty, and timidity. This distinctiveness, when they are exhibited in a
large number of situations, are called personality traits. The more consistent the
characteristic and the more frequently it occurs in diverse situations, the more important that
trait is in describing the individual.

The worker's ability to be agreeable while performing a job also can indicate employee
performance. For example, a worker with an extroverted personality would be well suited in a
sales position, while an introverted worker may succeed in a research position or one with
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little interaction with others. Applicants determined to be conscientious through personality

assessments may be dependable and organized on the job. 69

5.1.8.6. Traits, behaviors, and outcomes to improve workers competences through PA

Findings of the study revealed that there is important behaviour ought to be to managers to
assess and to develop employees ‗competencies as result of effective performance appraisal.
That behaviour seemed to be qualified as ‗‘ grouped behaviours‘‘, one side, some are „‟technical
competencies‘‘the other side, other are ‗‘ behavioural competencies.‘‘ According to interview,
technical competencies technical competencies complies ability , Skills competencies , talent
and nature, experience, performance level, gain new social skills while behavioural
competencies refer to behavioural changed, attitude managed , intention and belief remain at
work, Motivation, respecting social values. By the interdependence of the above variables, it
has been proved that, 67.9% of respondents underline ability, Skills and competencies to be
produced by talent and nature, 69.1% of respondents said that behaviour changing is
motivated by Attitude management, 82.7% of respondents says that intention and belief
remain at work increase job experiences, 81.5% says that motivation implies performance
level and 60.5% of respondents perceive how long respecting social values helps them gaining
new social skills. Mount, M. K., Judge, et al (1998) agree with us the fact that most of us have
strong belief in the power of traits to predict behaviour; we know that people behave
differently in different situation but we tend to classify people by their traits, impose
judgement about those traits and make evaluation about people based on traits classification.
Managers often do this when they make hiring decision s or evaluating current employees.
After or if managers truly believe that situations determined behaviour, they would hire
almost at random and structure the situation to fit employees‘ strengthens. But the
employee‘s selection process in the most organizations places a great deal of emphases on
traits. We see this on the emphasis place on how applicant performs on the interview and on
tests. During interviews managers watch and listen to see if applicants have the qualities they
are looking for in ‗good employee‘‘. Similarly tests are often used to determine the degree to
which an applicant has ‗‘good employee traits.‘‘

69
Robbins, S.P(2003)Essential of organizational behavior Organizational Upper Saddle
River,NJ:Prentice Hall
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5.1.9. Remedial measures and their outcomes

In right of remedial measures and their outcomes Sharon L. Mikrut (2009),suggested six
steps to creating more productive staff performance evaluations whereby research findings
drawn a set of following measures to improve employees‘ effectiveness:
1. When hiring an individual, employee have to be clear as to when and how he will be
evaluated.
This includes how often he will conduct regular staff meetings to monitor the employee's
performance, what happens during and following his probationary period, when his annual
performance evaluation will be conducted, what evaluation tool will be used, and anything
else hi feel would be helpful.

2. Evaluate the employee after his probationary period. Probationary periods are generally six
months, but may vary depending on the organization. During this period, it is a good idea to
meet weekly or every other week with the employee to ensure that he has the knowledge and
skills to be successful, that he is learning and becoming proficient at his job, that he is a good
fit for the organization, and that following the probationary period, you will have sufficient
information to permanently employ or terminate him. Remember to document what is
discussed and agreed upon during these meetings. But evaluating employees won‘t be
productive when employees are not communicated the feedback. The PIP can help, because it
may include a number of steps designed to alert the employee to performance or other
deficiencies and encourage improvements in performance. These steps are: verbal
communication, written communication, hearing, and feedback, and negotiation, empathy,
reaching and reaching agreement. These were agreed by 79.6% of respondents while 20.4% of
respondents disagreed
3. Schedule regular meetings employees is also important, these meetings can be held
monthly, quarterly, or on some other predetermined schedule. During these meetings, discuss
the employee's goals and objectives, strengths and weaknesses, areas for improvement,
training needs, and any other issues that will increase the employee's productivity and
retention. Make sure which document what is discussed, areas that need to be addressed, and
deadlines for when improvements need to be made. This process will help eliminate any
unexpected surprises.
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4. Determine the type of evaluation tool employee'd like to use for the annual performance
review. He can use a standard evaluation tool, with only the supervisor evaluating the
employee, or he can conduct a 360 degree evaluation, where the employee's supervisor, peers,
subordinates, and stakeholders outside of the organization provide feedback regarding the
employee's performance. Whatever tool he use, he have to make sure that it is current,
designed to measure what he want it to, is applicable to the employee's position, and contains
the employee's annual performance goals and objectives.
In order to bring goal clarity and objectivity, the organization should strive to develop a
system whereby the performance evaluation criteria are jointly determined by both the rater
and the rate. In addition, effective two way communication must be part of the performance
planning process prior to any evaluation to set the standard by which employees‘ performance
will be judged.

5. Remind employee of his annual performance evaluation at least two weeks in advance, and
how the evaluation will be conducted. This will give employer and employee adequate time to
prepare. Some employers like to have the employee conduct a self-evaluation prior to the
actual performance review, to see how the employee evaluates himself in relation to the
achievement of his goals and objectives. During the actual review, the employer will discuss
his observations in comparison to how the employee rated himself.

By conducting regular meetings with your employee throughout the year, discussing progress
on his goals and objectives, training needs, and other job-related issues/concerns, this keeps
the communication channels open, eliminating any unexpected surprises. In addition,
remember to create a warm and safe environment to put the employee at ease during his
evaluation. All of the above steps should help facilitate a more productive and successful
performance review.

In this study as many as 58.6% of workers described their jobs as very stressful. While not a
scientific gauge and not measuring serious stress health problems, this gives some indication
as to how prevalent work-related stress is. Employers should provide a stress-free work
environment, recognize where stress is becoming a problem for staff, and take action to
reduce stress. Stress in the workplace reduces productivity, increases management pressures,
and makes people ill in many ways, evidence of which is still increasing. Workplace stress
 98

affects the performance of the brain, including functions of work performance; memory,
concentration, and learning. When recognize signs of stress in a staff member, especially if is
that person's manager, he shouldn‘t ignore it do something about it. It is his duty to do so. If
he does not feel capable of dealing with the situation, he should not ignore it; he must refer it
to someone who can deal with it. He must also look for signs of non-work-related stressors or
factors that increase susceptibility to stress, because these will make a person more vulnerable
to work related stressors.

5.1.9.2 Conclusion and Recommendation

The participants reported various experiences regarding PA. They reported experiences such
as an increase in motivation and performance, receiving training, coaching, mentoring,
promotion, retention, development, self-control, decision making and problem solving,
recognition, time management, recognizes the SWOT analysis, recruitment, consensus,
reward, decisiveness, ingenuity, adaptability, dependability ,drive ,stamina, ingenuity, loyalty,
integrity, tenacity, positive attitude, objectivity, initiative, maturity, verbal and written
expression, determination, customer service, transfer, gaining insight into their own
performance and being able to refer problems to supervisors as a result of PA etc. Even
thought they were minority, were also feelings of dissatisfaction such as performance
appraisal being seen as a threat, a lack of commitment, rating errors, personal bias or
stereotypes, subjectivity, negative attitudes, lack of feedback, poor appraisal skills, unreliable
instruments, no benefits, stress tolerance, unclear purpose and the poor administration of PA.
They also expressed their expectations regarding PA. Most of them would like the
organisations to clarify the purposes of PA and their involvement in them. Both appraisers
and appraisees should be trained in PA. The instruments should be reviewed, consistency in
the appraisal process should be ensured and organisational decisions should be based on the
results of the appraisal; the poor attitude and weak appraisal skills, inconsistencies in the
appraisal process, the unclear purpose, the inability of appraisers to provide feedback and do
follow-up should be rectified by management.
Recommendations were made by registered workers in view of their experiences and
expectations; they emphasized that the organisation should define and clarify the purpose and
the relationship between appraisal, performance and rewards, the results of the PA should be
analysed and used for making organisational decisions. The full involvement of appraisees, the
training of both appraisees and appraisers, more frequent appraisals throughout the year, the
 99

development and availability of standards of nursing care, the review and development of
appraisal instruments, and further research are needed.
 100

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Annex 1 Research budget

No Description Amount (rwf) Amount in USD

1 Building research proposal 372500 658

2 Communication 282000 499
3 Travel Rwanda-Uganda and 355000 621
accommodation
4 Research conducting per se 560000 992
5 Service of secretariat and binding 202000 358
6 Unforeseen events: 5% 96575 19315
7 National travels 160000 270
General total 2028075 4056

The estimated total budget amount at RWF.2028075 (Two millions twenty eight thousand
seventy five Rwandan franc or USD 4056(For thousand fifty six four US dollars Annex 2:
Implementation timeline
 103

Annex 2: Implementation timeline

Months June2011 July2011 Responsible

Activity Week1 Week2 Week3 Week4 Week5 Week6 Week7 Week8

Writing * *
research
proposal
* Researcher
Construction of
research
instrument
Data collection- * Researcher
survey
Data * * * Researcher+
processing supervisor
analysis
Writing * Researcher+
dissertation supervisor
first draft
Final Researcher
dissertation +supervisor
 104

Annex3: Questionnaire of survey

Section1: Biographical Data

1. Gender: Male
Female

2. Level of Education: A. High school graduate

B. Bachelor‘s degree
C. License degree
D. Master‘s degree

3. Age: A. 19-29
B. 30-49
C. 50- and older

4. What is your position CHUK Hospital?

A. Head of Department
B. Supervisor
C. Subordinate
5. How many years have you been in this hospital?
……………………………………………………………………………………………………………
………………………………………………

Section2: Questionnaire for managers, supervisors, head of department and subordinates

Tick the cross in case corresponding to your choice:

1. What are the functions do you believe are served by PA system in this hospital?
Quality Quantity Initiative Job knowledge Adaptability Dependability None Others

2. Does PA help you to improve quality of your job?

Strongly Agree Disagree Strongly
agree disagree

3. What type improvement quality do you recognize the PA met in this hospital? Work habit
Motiva Meet Timeli Commit Plann Wo Custo Feedb Accur Abilit No Oth
tion expecte ness ment ing rk mer ack acy y to ne ers
d hab servic meet
product it e standa
ivity rds
 105

4. What type of motivation does PA gives you?

Takes Demonstrates Behavior Works Demonstrates None Others
initiative orientation to reflects a desire steadily self-confidence
eagerly achieve results to exceed on the and and positive
job actively attitude towards
self and others

5. What are expectations did you get after PA in the last two years?
Organizin Plannin Trainin Coachin Counselin Creativit Monitorin Non Other
g g g g g y g e s

6. How does the PA communicate you your expectations?

Verbal communication Listening Negotiatio Empathy Reaching agreement None Others
n

7. How did PA help you in timeliness achievement?

Time Respecting Forecasting Avoid Stress Respecting None Others
management deadlines unity to produce absenteeism tolerance timetable
per week, moth,
year, etc

8. How does PA helps you to share commitment within your hospital?

Affecti Normative Continuance Regular and relevant feedback on employee None Others
ve commitment

9. How does PA help you planning requirement of your responsibility

Meet Know Demonstrate Decisio Maintain Self- Prioritizes Non Other
deadline strengthen s effective n s a clear contro duties in a e s
s s and use of time making grasp of l manner
weaknesses and facilities and dearly consistent
of job subject to proble tasks with
performanc their control m organization
e solving al objectives

10. How does PA communicate you the feedback?

Verbal Plannin conflict reaching conflict compromisin Non Other
communicatio g resolutio consensu resolutio g e s
n n s n
 106

11. Customer service is an improvement quality which can prove credibility of an institution; how is it
benefic to you as employees?
Serves Acknowledg Uses Respond Advises in Non Other
customers e Reaffirms customer s to a manner e s
in a shortcoming commitmen contacts as customer consistent
manner s when t to opportunitie requests with the
that appropriate professional s for on complexit
increases service education to contact y and
their increase date or nature of
confidence customer within the
and independenc 24hours customer‘s
knowledg e need
e to
resolve
their own
problems

12. Work habit as a manner in which an employee conducts his or herself in the working, how does the
PA help you developing it efficiently?
Displays Demonstrates Maintains Meets productivity None Others
professionalism effective time Shows regular standards
management positive attendance
skills attitude

13. How does PA discriminate quality and quantity of work?

Job Improving quality of produced Increased quality of Creativity None Others

performance unity produced unity

14. How does PA discriminates your initiative in job performance?

Job Improving Increased Completes Exceeds Adheres to Maintains None Others
performance quality of quality of work in a expectation instructions regular
produced produced timely, attendance
unity unity capable
and
reliable
manner

15. How does PA help you to perform well as result of job knowledge development?
Able to answer Effectively Management Maintains-up -to date job None Others
difficult questions learns new skills related information
skills
 107

16. How does the PA facilitate you to adapt to jobs ‗requirement?

Receptive Show Judgment Decision Demonstrates ability to None Others
to changes poise and making and modify behavioral style and
or new courtesy problem approach to goal
ideas in job solving
situation

17. Dependability as defined as Volunteers assistance to other personnel, how can PA help you in this
case?
Team Shares Interpers Attend Takes on Perform Follows Ada To N Oth
worki ideas onal ance new s duties - pt to improv on ers
ng and relations responsi with through chan e e
suggest bility minimu on work ge workin
ions m of assignm g
instructi ents situatio
ons. ns and
solve
proble
ms

18. Productivity as an indicator of degree to which employees produces the expected quality and
quantity of assignments, how the PA can help to set these variables?
Attains conclusive Maintains control Completes assignments on time None Others
measurable results and workplace and to specification

19. The following factors are related to the PA effectiveness; which of them is likely operational in
your hospital?
Cost Delegation Development Leadership Staff development Supervisin None Others
effectivenes and of g staff
s supervisory subordinates relation
skills
The extent The extent Employee‘s Employee‘s Degree to which The extent
to which to which the ability to ability to employees provide to which
employees employee evaluate direct the opportunities to the
use seeks shows the aptitude, operations, change employees
best use of ability to knowledge, activity and subordinate‘s oversees
materials effectively skills and performance capabilities and and
equipment, authorize interest of others develops the facilitates
and staff to work and knowledge and staff
maximize supervise skills necessary
efficiency subordinates for the career
and development
effectivenes
s
 108

20. Productivity as an indicator of degree to which employees produces the expected quality and
quantity of assignments, how the PA can help you to set these variables?
Attains conclusive Maintains control and Completes assignments on time None Others
measurable results workplace and to specification

21. How do you appreciate the PA do you meet in this hospital?

More productive Productive Less Weakened None
productive

22. What types of problems which are obstacles to the successful 0f the PA of your institution?
Hallo Leniency Standards of Opposition Centre Judgment System None Others
effect error evaluation to tendency problem design and
problem evaluation operating
problems

23. What are measures that should be defined to overcome those problems?
Keep Do not Keep a record Show up for Let your Ask to None others
your cool refuse to throughout the work every Ask for an boss know participate in
when sign the year that day with a opportunity that you take a
you appraisal documents your more to meet responsibility performance
receive a form accomplishments positive again the for being a improvement
negative when the and attitude correct any high- plan, with
appraisal. appraisal performance. than you perceptions performing specific goals
is had before or mistakes employee. and time
complete. you in your lines
received the performance
poor record.
performance
appraisal

24. What are for you indicators of work behaviour analysis did you observe to your employees through
the PA done in this hospital?
Punctuality Individuality professionalism rigid poor judgmental, indifference creativity Others
and time method flexibility to defensive, of some
management, of change closed- workers
work management minded
 109

25. What are variables that can influence the satisfaction of the employees towards the performance
Appraisal system?
Valid Expect Tran Timeline Employe Objectivi Recognit PA Appraisal Apprais othe
ity ed spare ss of the es ty of the ion of accurac policies go al are rs
knowle ncy appraisal participa appraisal special y in tandem mostly
dge to tion in initiative with seen as
apprais the s and promotion a
e appraisal efforts at , reward motivat
the time and ing tool
of transfer
appraisal policies
s
 110

Questionnaire to supervisors or staff of different department of CHUK

Tick the cross in case corresponding to your choice:

1. What should a performance appraisal cover?

Evaluate Audit Motivate Identify Develop the None Others

training needs individual and plan
for future
performance

2. What are techniques used to conduct PA process in your institution?

Essay Graphic Field Forced Critical Manageme Work Other
appraisal rating scale review choice incident nt by standards s
method method rating appraisal objectives approach
method method
It Asses a Assessor The A The Manageme
provides person on s differ in assessor superviso employees nt
an the quality of their bias is r are asked to establishes
assessmen his or her standard eliminated describes set or help and
t of the work s, it help and critical set their incorporate
strengths, them to comparable incidents, own s goals
weakness match standards giving performanc openly and
and them of details of e goals sets targets
potential uniforml performanc both against
of the y e evolved positive realistic
subject for an and
objective negative
behavior
of the
employee

3. What are attributes considered by your Hospital in evaluating performance?

Personal Demonstrated None Others
qualities performance
qualities
 111

4. What are personal qualities do you observe through PA done in this hospital?
Adapta Appea Decisiv Depend Drive Ingen Initia Integ Loy Sta tena Matu
bility rance eness ability and uity tive rity alty min city rity
and determi a
bearin nation
g

Verbal Writte One Others

expres n self None
sion expres clearly
sion concise
ly in
writing

5. What are demonstrated qualities do you observe from PA met in this hospital
Professio Administrat Responsibi Foresig Delegati Motivati Mora contr Non Othe
nal ive ability lity of staff ht on on le ol e rs
knowledg developme
e nt

6. As supervisor of a given service, what are qualities do you beneficiate from PA done in this
hospital?
Cost Delegatio Developme Leadersh Performan Staff Supervisi Non Othe
effectivene n and nt of ip ce developme ng staff e rs
ss superviso subordinat appraisal nt relations
ry skills e

7. What are traits, behaviors, and outcomes should the PA of your hospital consider to improve the
productivity of your institution?
Abi Atti Beha Bel Compe Perfor Engag Enviro Experi Feel Inte Motiv Nat
de lity vior ief tencies mance ement nment ences ings ntio ation ure
level n

Skil Soci Tale Val Results Others

ls al nt ues
pres
sure

8. How do you evaluate the productivity of this hospital in the period before and after
PA?.......................................................................................................................................................................................
..........................................