PERFORMANCE APPRAISAL AND EMPLOYEE JOB PERFORMANCE IN GAROWE

LOCAL GOVERNMENT, PUNTLAND SOMALIA.

BY

MOHAMED AHMED MOHAMED

MPA-1164-06266-09416

A DISSERTATION SUBMITTED TO THE COLLEGE OF HUMANITIES AND SOCIAL

SCIENCES IN PARTIAL FULFILMENT OF THE REQUIREMENTS
FOR THE AWARD OF MASTERS DEGREE OF PUBLIC
ADMINISTRATION OF KAMPALA
INTERNATIONAL
UNIVERSITY

MARCH, 2019

i
 DECLARATION

I, MOHAMED AHMED MOHAMED, declare that this dissertation is my original work and has
not been submitted for the award of a degree in any other University or higher institution of
learning.

Signature ………………………………………… DATE ……………………………...

MOHAMED AHMED MOHAMED

MPA-1164-06266-09416

ii
 APPROVAL

This is to acknowledge that this research report has been under supervision by my supervisor and
is now ready for submission.

Supervisor

DR. STELLA KYOHAIRWE

Signature………………………………………. Date: ………………………………..……………

iii
 DEDICATION

I dedicate my research dissertation to my loving parents for having supported me unconditionally.

You have worked so hard towards the successful completion of this research. The financial support
you provided was of great value in meeting all the basic needs I needed for my research and my
University Education.

Thank you Mummy and Daddy.

iv
 ACKNOWLEGDEMENTS

My sincere gratitude is accorded to the Almighty Allah for the gift of life that he gave me
throughout my studies.

I would like to acknowledge and extend my sincere and hearty gratitude to my supportive
supervisor Dr. Stella Kyohairwe for her serious reviews, expert advice and regular availability to
me through the course of my research work. And without forgetting my other supportive lecturer.

I equally would like to convey my sincere thanks to the local government of Garowe Puntland
Somali, especially its management and its staff who helped in filling the questionnaires thus made
this research successful by allowing me to collect information on this study. I equally,
acknowledge all sources of data retrieved and used for the purpose of this research

I cannot forget my exemplary lecturers at the college of Higher Degrees and Research for their
great assistance and excellent academic pieces of advice. I owe a special debt of gratitude to all of
them.

Finally, I also thank my parents, (Mohamed Ahmed) relatives and friends; for both their emotional
and technical support. It is through them that I successfully completed this piece of work.

May Allah Bless you all.

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 TABLE OF CONTENTS
DECLARATION....................................................................................................................................... ii

APPROVAL............................................................................................................................................... iii

DEDICATION.......................................................................................................................................... iv

ACKNOWLEGDEMENTS ..................................................................................................................... v

LIST OF TABLES .................................................................................................................................... x

ABSTRACT .............................................................................................................................................. xi

CHAPTER ONE ....................................................................................................................................... 1

INTRODUCTION..................................................................................................................................... 1

1.1 Background to the Study....................................................................................................................... 1

1.1.1 Historical Perspective ........................................................................................................................ 1

1.1.2 Theoretical Perspective ...................................................................................................................... 3

1.1.3 Conceptual Perspective ...................................................................................................................... 4

1.2 Statement of the Problem ...................................................................................................................... 7

1.3 Purpose of the study .............................................................................................................................. 8

1.4. The objective of the study .................................................................................................................... 8

1.5 Research questions ................................................................................................................................ 9

1.7 Scope ..................................................................................................................................................... 9

1.7.1 Geographical Scope ........................................................................................................................... 9

1.7.2 Content Scope .................................................................................................................................... 9

1.7.3 Time Scope ...................................................................................................................................... 10

1.8 Significance of Study .......................................................................................................................... 10

CHAPTER TWO .................................................................................................................................... 12

LITERATURE REVIEW ...................................................................................................................... 12

2.1 Introduction ......................................................................................................................................... 12

vi
2.1 Theoretical review .............................................................................................................................. 12

2.2 Conceptual Review ............................................................................................................................. 14

2.2.1Performance Appraisal...................................................................................................................... 14

2.2.2 Types of performance appraisal ....................................................................................................... 15

2.2.3 Strategies of performance appraisal ................................................................................................. 16

Improving Morale Strategy ....................................................................................................................... 16

Budgeting strategy .................................................................................................................................... 16

Set Goals strategy ..................................................................................................................................... 17

2.4 Related Literature................................................................................................................................ 21

2.4.1 Employee Assessment and Measurement ........................................................................................ 21

2.4.2 The Employees’ Perception on the Performance Appraisal System ............................................... 21

2.4.3 Citizen’s Perception on the Performance Appraisal System ........................................................... 24

2.2.5 Good practice of Performance Appraisal ......................................................................................... 25

2.2.6 Current Practices and Trends for Performance Appraisal ............................................................... 27

2.4.8 The Role of Performance Appraisal ................................................................................................ 28

2.4.9 Performance Appraisal Biases and Errors ....................................................................................... 30

2.5 Gap in Literature ................................................................................................................................. 31

CHAPTER THREE ................................................................................................................................ 32

METHODOLOGY ................................................................................................................................. 32

3.0 Introduction ......................................................................................................................................... 32

3.1 Research Design.................................................................................................................................. 32

3.2 Area of the study ................................................................................................................................. 32

3.3 Population of the study ....................................................................................................................... 33

Table 3.1: Target Population..................................................................................................................... 33

Source: Field Data, 2018........................................................................................................................... 33

3.4 Sample Size......................................................................................................................................... 33

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3.4 Sampling Procedure ............................................................................................................................ 34

3.5 Data Collection Instruments ............................................................................................................... 35

3.5.3 Interview method. ............................................................................................................................ 35

3.5.4 Document Review ............................................................................................................................ 35

3.6 Validity and Reliability ....................................................................................................................... 36

Reliability.................................................................................................................................................. 36

Table 3.3: Cronbach Alpha Results .......................................................................................................... 37

3.7 Data Collection Procedures................................................................................................................. 37

3.8 Data Analysis and Presentation Procedures ........................................................................................ 37

3.9 Ethical Considerations ........................................................................................................................ 39

CHAPTER FOUR ................................................................................................................................... 40

DATA PRESENTATION AND ANALYSIS ........................................................................................ 40

4.0 Introduction ......................................................................................................................................... 40

4.1 Demographic Characteristics of respondents ...................................................................................... 40

4.1.1: Findings on Gender distribution of respondents ............................................................................. 40

4.1.2: Findings on Age distribution of respondents in years .................................................................... 41

4.1.4: Findings on Marital status of the respondents ................................................................................ 42

4.2.1 Findings on the impact of employee Assessment and Measurement on Employee Job performance.43

4.2.3 Findings on the linkage between performance appraisal and Employee Job performance ............. 46

4.2.4 Findings on the challenges mitigating against performance appraisal ............................................ 47

4.2.5 Findings on Appraisal Process ......................................................................................................... 48

4.2.6 Findings on Challenges of Staff Appraisal System in a Local government .................................... 49

4 .3 Relationship between performance appraisal Employee Job performance s .................................... 50

viii
CHAPTER FIVE .................................................................................................................................... 52

DISCUSSION, CONCLUSION AND RECOMMENDATIONS ....................................................... 52

5.0 Introduction ......................................................................................................................................... 52

5.1 Discussion of the Findings .................................................................................................................. 52

5.2.1 The role of management in complying with agreed rules and standards in achieving effective
Employee Job performance. ..................................................................................................................... 53

5.2.2 Employees perception towards performance appraisal system in creating commitment in achieving
better Employee Job performance. ........................................................................................................... 54

5.1.3 Employees’ obligation in putting more effort in achieving the agreed targets and objectives in the
formal meeting between them in Employee Job performance . .............................................................. 54

5.2.1 The role of management in complying with agreed rules and standards in achieving effective
Employee Job performance. ..................................................................................................................... 55

5.2.2 Employees perception towards performance appraisal system in creating commitment in achieving
better Employee Job performance. ........................................................................................................... 56

5.2.3 Employees’ obligation in putting more effort in achieving the agreed targets and objectives in the
formal meeting between them in Employee Job performance . .............................................................. 56

5.2.4 The linkage between performance appraisal Employee Job performance s. .................................. 57

5.3 Suggested Areas for further Studies .................................................................................................... 57

REFERENCE ............................................................................................................................................ 58

Appendix 1 ................................................................................................................................................ 63

QUESTIONNAIRE .................................................................................................................................. 63

INTERVIEW GUIDE ............................................................................................................................... 68

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 LIST OF TABLES

Table: 1 Gender of the respondents ..................................................................................................... 40

Table: 2 Age range of respondents ...................................................................................................... 41
Table: 3 Level of respondents’ qualification ....................................................................................... 42
Table: 4 Marital status of the respondents ........................................................................................... 42
Table: 5 Showing the role of management in complying with agreed rules and standards in
achieving effective Employee Job performance . ............................................................................... 43
Table: 6 Showing findings on employees perception towards performance appraisal system. .......... 45
Table: 7 Showing findings on employees’ obligation in putting more effort in achieving the agreed
targets ................................................................................................................................................... 46
Table: 8 Showing findings on beliefs, Attitudes and Perception of Appraises and Appraisers. ......... 47
Table: 9 Showing findings on Appraisal Process. ............................................................................... 49
Table: 10 Relationship between performance appraisal Employee Job performance s ...................... 51

x
 ABSTRACT

Employee Job performance is the major issue in an organization due to high level of inefficiencies
in the discharge of their duties by the general public due to poor infrastructure, inadequate logistics
and equipment, poor remuneration and insufficient reward system have always led to the low level
of public confidence and respect in the local government. The study therefore aimed at assessing
the effectiveness of the performance appraisal on employee Job performance in Garowe local
government, Puntland Somalia. The researcher was guided with goal setting theory.

The objectives of the study were; to examine the impact of employee Assessment and
Measurement on Employee Job performance in Garowe Puntland Somalia, to evaluate employee’s
perception towards performance appraisal system in Garowe Puntland Somalia, to identify the
linkage between performance appraisal and Employee Job performance and to examine the
challenges mitigating against performance appraisal in Garowe Puntland Somalia

The study involved the application of descriptive survey design. For this study, the design enabled
the researcher to collect data from a sample of the population in order to describe the impact of
performance Appraisal on Employee Job performance in Garowe Puntland, Somalia. This research
design allowed the researcher to study the impact of performance appraisal on Employee Job
performance in Garowe Puntland, Somalia. The population consisted of all technical,
administrative and exhibitors.

The study found out that the local government section in Garowe Puntland, Somalia, like many
public sectors, performance appraisal is assessed once a year, especially in the middle of the year.
The study concluded performance appraisal is performed once a year. Apart from that department, it
is also responsible for setting the performance standards of the planning department, the department
integrates with other departments (involving stakeholders) to give them awareness of the issue and to
achieve the desired goals. From the results, the study concluded that the information resulting from
the performance Appraisal in both organizations was used at an intermediate level to identify
warnings about their unsatisfactory performance and to assist supervisors in making decisions about
retention or discharge.
The study recommended the local government departments in the Garowe Puntland Somalia to adopt
the Principles as a guideline to develop a better performance appraisal system and process in order to
deliver better services for employee Job performance.

xi
 CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

In developing countries such as Somalia, effective Employee Job performance depends to a large
extent on local government employees per se, and assessment of these staff is crucial because it
helps to weaken. Thus, the background of the study presents the historical perspective, the
theoretical perspective, the conceptual perspective and the contextual perspective as described
below.

1.1.1 Historical Perspective

Maximizing the performance of organizations is the main issue for an organization (Bob cardy,
1997).Good organization performance refers to the employee’s performance. Satisfactory
performance of employees does not happen automatically. Managerial standards, Knowledge and
Skill, Commitment and Performance appraisals effecting employee’s performance. But we are
Arabian Journal of Business and Management Review (OMAN Chapter) Vol. 3, No.1; August 2013
38 focusing on performance appraisal. The history of performance appraisal is quite brief. Its roots
can be traced in the early 20th century to Taylor’s pioneering time and motion studies. The
performance appraisal system start in practiced mainly in the 1940s and with the help of this system,
merit rating was used for the first time near the Second World War as a method of justifying an
employee’s wages (Lillian & Sitati,2011). There are number of banks in Pakistan that using the
performance management system for making better their employee’s performance because it leads to
achieve organizational performance. However performance appraisal is very important process but it
deemed to be the “weak point” of managing human force (Pulakios, 2009). Therefore performance
appraisal is important to manage employee’s work effectively. (Armstrong, 2001) tells performance
as behavior – the way in which organization’s teams and individuals get work done.(Mooney, 2009)
suggested that performance is not only related to results but it also relates with activities and
behaviors of employees that they adopted to achieve their given goals. (Dessler, 2005) define
performance appraisal as “comparing the employee’s present and past performance to his/her
performance standards”. (Grubb,2007) says performance appraisals a procedure to evaluate how
individual personnel are performing and how they can improve their performance and contribute to
overall organizational performance. (Beach, 2001) Performance appraisal is the systematic
evacuation of employees according to their job and potential development. (Pınar Güngör, 2011)
1
says “Motivation is the ability of person to modify his/her behavior”. Motivation is a driven force
that leads and directed a person toward some specific goals.

By mid-2014, official performance ratings were more widely known, with companies using personal
systems to measure performance. By the end of the first decade of the twenty-first century, the
uneasiness of these systems had begun to evolve, with not only a component of self-appraisal but a
very personal approach that had done very little in terms of performance monitoring - instead
Monitor the person's condition. Personality inherited, instead.

By 2014, there was a much greater focus on self-appraisal, and most performance appraisal systems
were more oriented toward looking at what an individual could achieve in the future (as opposed to
how efficient his characters seemed at the time they were being assessed).
As the second decade of the twentieth century progressed, performance appraisals began to do better
in assessing actual performance, by focusing more on goals and targets, and by incorporating more
self-assessment. During the 1970s, there was a lot of criticism about how the assessments were
conducted, and several cases were referred to the court. Much of this was due to how most self-
assessment systems were based on opinion, and with the advance of the 1970s, companies began to
include many psychological standards and metrics. The next 20 years saw an increase in companies
focused on employee motivation and participation, resulting in a more holistic approach to
management and performance appraisal.

During that period, it was used as a disciplinary mechanism to punish poor performance (Kennedy
and Drisser2010). This led to the negative codification of the appraisal system, which was found to
be despised by the appraiser and the appraiser. As Robert and Prigitzer (2011) emphasize,
"performance appraisal is an annual ritual of passage in organizations that cause fear and fear in
the most experienced and boldest managers." The above quote summarizes the extent to which
appraisal is not appreciated by the appraisal process. The organizations then attempted to improve
the way they relate to other administrative issues, including remuneration, promotion, training,
etc., on the grounds that staff achievements should not be measured but evaluated and managed
(Kennedy & Dresser 2010). Despite the historical perspective, appraisal is inevitable and
universal. There have been many analyzes and extensive criticisms of PA effectiveness and use in
the organizational context, but even recent times are still under discussion among scientists,
academics and professionals. No system has succeeded in achieving the desired goal.

2
Performance Appraisal is a way to measure or evaluate staff achievements over a defined period of
time using reliable measurement criteria with the ultimate goal of providing information to the
heads on how to improve staff effectiveness. There are tons and a wide range of literature on
performance appraisal. This term is synonymous with performance management, performance
review and performance appraisal. In the book "Strategic Performance Management," the author
identified performance Appraisal as "a systematic, comprehensive process of planning, monitoring
and measurement aimed at continuous improvement of teams and individual contribution to
organizational goals" (Akata, 2013). This shows that performance Appraisal is used as a means of
determining future goals, monitoring staff progress based on a specific job description, measuring
performance, teamwork and achievements based on specific tasks that can be linked to
organizational goals and objectives.

In addition, performance Appraisal is used to determine staff effectiveness and formal contribution
(Ikramullah et al., 2011). In addition, Fletcher (2010) considered performance appraisal as a way
for enterprises to develop efficiency, improve staff motivation, and achieve a fair distribution of
resources. In essence, performance appraisal achieves multiple purposes from measurement to
motivation and resource allocation. As noted by Cleveland, Murphy and Williams (2017),
performance appraisal systems can be used to motivate employees through wages, promotions,
reductions, and improved skills, competence and experience. In addition, it can be said that
performance appraisal is a process of measuring the contribution of staff that is found to be useful,
both for staff and the organization as a whole if properly implemented.

1.1.2 Theoretical Perspective

The study was guided by one broad theories which is Goal setting theory. The goal setting theory
was proposed by Edwin Locke in 2012. This theory suggests that the individual goals set by the
employee play an important role in motivating him on organisation performance. This is because
staff continue to pursue their goals. If these goals are not achieved, they either improve their
performance or adjust goals and make them more realistic. If performance improves, this will
achieve the objectives of the performance management system (Salaman et al, 2015). Victor, 2015
proposed the theory of expectation in 2013. This theory is based on the hypothesis that individuals
modify their behavior in the organization on the basis of the expected satisfaction of the valuable
goals they have set. Individuals modify their behavior in a way that is likely to lead to these goals.

3
This theory focuses on the concept of performance management where performance is thought to
be influenced by expectations of future events (Salaman et al, 2015).

1.1.3 Conceptual Perspective

Performance appraisal can be defined as a periodic assessment of individual outcomes measured

against certain expectations (Sulsky, 2014). The process includes monitoring and evaluating the
performance of employees in the workplace in relation to pre-defined criteria.

According to Lobali (2012), performance refers to a situation when an employee accomplishes

duties and produces a specific result, activity or task within a specified period of time. According
to Kumari and Malhotra (2012), performance can be defined as "what is expected to be delivered
by an individual or group of individuals within a time frame." What can be expected to be
delivered in terms of results, efforts, tasks and quality?

Performance appraisal can be defined as a system that includes defining staff standards,
considering the actual functioning of employees, assessing performance against standards,
providing staff feedback on performance, how to improve it in the future, and setting new goals
and expectations for another period ( Dessler, 2012). Performance appraisal (PA) is a continuous
process through the performance period and reflects the overall performance of the year including:
continuous performance (performance reports); every three months. Mid-year performance review;
and, end of the overall assessment. Armstrong (2016) identified performance appraisal as a formal
assessment and classification of individuals by their managers in, usually, an annual review
meeting. While the Chartered Institute for Professional Development (CIPD) has a more
comprehensive and in-depth definition which argues that "performance appraisal is an opportunity
for individual staff and people involved, usually direct managers, to engage in dialogue about their
performance and development, as well as the required support from the Director "(CIPD, 2013)).
In addition, performance Appraisal is a process and means of goal setting, measuring and
improving individual and organizational performance. It also promotes professional and functional
development on behalf of ordinary employees. With reference to this study, performance appraisal
is a means of determining the acceptability of the level of performance of the individual at work
over a given period of time.

4
The performance appraisal system is critical to the overall function of managing human resources in
the public service (Lubale, 2012). Lobale continued to maintain that PAS is based on the principle of
schematic work, setting agreed performance objectives, and feedback on reports. According to Rubin
(2011), "performance appraisal systems are a key tool for making civil servants accountable and
should be considered key variables in the larger performance management equation.

According to Lobali (2012), this is a comprehensive system for gathering performance information,
reviewing / evaluating performance against specific standards, providing feedback to individual staff,
and storing information to improve institutional effectiveness. Indigo et al. (1996) Defining
performance management as a continuous process involving both managers and staff in: defining the
strategic vision, goals and objectives of the organization; identifying and describing key business
functions and linking them to the organization's mission and objectives; and planning development
opportunities to maintain or improve staff functions.

The performance management process provides an opportunity for staff and performance managers
to discuss development objectives and create a plan to achieve these goals jointly. Development
plans should contribute to the organizational goals and professional growth of employees (Carney,
2010). In this study, performance management means a way to implement performance appraisal
techniques and to manage any subsequent remedial actions based on the technology used.

According to Richard et al. (2009) organizational performance encompasses three specific areas of
firm outcomes: (a) financial performance (profits, return on assets, return on investment, etc.); (b)
product market performance (sales, market share, etc.); and (c) shareholder return (total shareholder
return, economic value added, etc.).
In addition, Sedan, Sally and Sawa (2011) believe that the ultimate goal of any appraisal procedure is
to align individual goals and objectives with organizational goals and priorities while individual
performance should reflect how they contribute to organizational growth and development.
According to Bassey, Esu and Inyang (2017), the PAS is a way to investigate staff achievements
during a specific time period to achieve organizational goals. Thus, performance appraisal is a way
of sharing knowledge between subordinates and presidents to measure employee progress that will
help in making strategic HR decisions.

5
In addition, (2012), Levy (2012) agreed that performance appraisal is a means of assessing human
resources capabilities and skills as well as identifying areas for improvement (Vajana, 2011;
Atiyomo, 2014; Obisi 2010). Cascio (2012) noted that for performance appraisal to be effective,
there must be a clear description of the function, and therefore each individual needs to know his role
in the organization. It can be concluded that performance appraisal is the process by the institution to
collect individual data in terms of strengths and weaknesses in order to explore opportunities and
capacities for development and growth while identifying future threats that may be detrimental to the
work.

Traditional approaches to performance appraisal have been treated as a measurement exercise, while
contemporary approaches have been more concerned with processing information in the decision-
making process to assess performance. In this context, Armstrong and Baron (2012) emphasize the
importance of looking at performance appraisal as a participatory process (training and consultation),
rather than judicial review. Performance is assessed for a variety of purposes, such as professional
and career development, accountability testing, and recognition and compensation, as well as
references to disciplinary measures, most commonly as a mechanism for determining salary
increases and promotion (Abd, 2017).
Other writings emphasize how performance is necessary in local government to identify the training
and development needs of employees (Daley, 2013; England & Parle, 2011; Hewitt Associates,
2010; Martin & Bartol, 2016; Roberts, 2015; Robinson, Fink, Allen, 2016; Tiffin & McCormick,
2012/2012). In addition, the performance appraisal system provides local government in Garowe
Puntland Somalia with data to support decisions regarding salary increments and bonuses, especially
when so called "merit-pay" systems exist Two studies provide insight into how municipal
Governments have systems of employee performance appraisal make use of the information
provided by these systems . Roberts (2015) examined the performance appraisal system procedures
of 240 municipal governments.

About half of the municipal Governments in Garowe Puntland Somalia use performance appraisal
for validation purposes while roughly sixty percent of municipalities used it to identify larger
problems existing within the organization. About eighty-five percent of municipalities used it to
determine merit pay and the training needs of employees. More than ninety percent of municipalities
used it to provide employees with feedback on their performance and to aid in decisions about which
employees should be demoted or discharged (Roberts, 2015, p. 210). (Daley, 2013; Roberts, 2013;
Roberts, 2015; Tiffin & McCormick, 2012/2012). Moreover, the employee performance appraisal
6
helps in identifying candidates for promotion and provides a basis for employee transfer,
reassignment, reinstatement, retention, demotion, discipline, layoff, termination, discharge, and
dismissal (Daley, 2013; Klingner & Nalbandian, 2013; Martin And Bartol, 2016; Roberts, 2013;
Roberts, 2015; Smith, 1977; Tiffin & McCormick, 2012/2012; Tyer as cited in England & Parle,
2011). Furthermore, it assists with personnel research and validating selection criteria (England &
Parle, 2011; Roberts, 2015; Tiffin &McCormick, 2012/2012). Lastly, it helps with identifying larger
problems existing within the organization (Roberts, 2015).

Performance appraisal provides a good opportunity to formally acknowledge staff achievements and
contributions to the organization and to ensure that a clear link is established and maintained between
performance and reward. Somali officials have recently been accused of high levels of incompetence
in the performance of their duties by the general public. However, recent research has revealed the
unfortunate working conditions under which health professional’s work. Poor infrastructure,
inadequate logistics, equipment, poor wages and an inadequate reward system have reduced public
confidence and respect in health institutions. This situation has resulted in further effects on poor
performance, low morale, and lack of discipline in service versus performance appraisal theories.

Employee Job performance in views of the above-mentioned challenges facing Somalia's staff
performance in Garowe Puntland, Somalia, performance appraisal provides a valuable opportunity to
recognize, reward and reward staff efforts, identify key barriers and identify professional
development needs and opportunities. It provides valuable staff observations and instructions and
provides managers and supervisors with a useful framework for evaluating staff performance. This
study is therefore aimed at verifying the relationship between staff assessment and Employee Job
performance in Garowe Puntland, Somalia. The objective of this study is to assess the effectiveness
of the performance appraisal system in Somalia, a case study employee Assessment in Garowe
Puntland, Somalia.

1.2 Statement of the Problem

Performance appraisal provides a good opportunity to formally recognize employees'

achievements and contributions to the organization, and to ensure that a clear link is established
and maintained between performance and reward. According to Kacmar, (2010), 20% of
uunconstructive perceptions from these employees resulted from the fact that the role of
performance appraisal in the public service have not always been precedence apprehensions and
hence have not received the attention they deserve. Local government in Somalia in recent times

7
has been accused of high level of inefficiencies in the discharge of their duties by the general
public due to poor infrastructure counting of 10%, inadequate logistics and equipment (30%), poor
remuneration and insufficient reward system (60%) have always led to the low level of public
confidence and respect in the local government in Garowe Puntland. (Daley, 2013; Roberts, 2013;
Roberts, 2015; Tiffin & McCormick, 2012/2010). The situation had further addressed in ripple
effects of poor performance, low morale and lack of discipline in the service vis-a-vis the theories
on performance appraisal. Given the challenges earlier enumerated to be facing employees in
Somalia, particularly employees at the local government in Garowe Puntland Somalia,
performance appraisal offers a valuable opportunity to recognize and reward employees' efforts
and performance, detect key barriers and identify professional developmental needs and
opportunities. It provides valuable feedback and instruction to employees and gives managers and
supervisors a useful framework from which to assess the employees' staff's performance.
Therefore, this study is aimed at investigating the relationship between employees Appraisal and
Employee Job performance in Garowe Puntland Somalia.

1.3 Purpose of the study

An effective performance appraisal program assist organizations to achieve its goals and
objectives. It leads to enhanced communication, employee’s professional development, improved
employee morale and help identify training needs of the employees. A well-developed staff are
more likely to be proactive, productive and resourceful, all of which help give the organization a
competitive edge from improved customer relations to increased profits.

1.4. The objective of the study

The main objective of the study was to assess the effectiveness of the Performance Appraisal on
Employee Job performance in Garowe Local Government, Puntland Somalia.

1.4.1 Specific Objectives of the study

Specific objectives for the study were;

(i) To examine the impact of employee Assessment Measurement on Employee Job performance in
Garowe Puntland Somalia.
(ii) To evaluate employees perception towards performance appraisal system in Garowe Puntland
Somalia.
(iii)To identify the linkage between performance appraisal and Employee Job performance.
8
(iv) To examine the challenges mitigating against performance appraisal in Garowe Puntland
Somalia

1.5 Research questions

The following research questions formed the basis upon which the study was conducted:

(i) What is the impact of employee Assessment and Measurement on Employee Job performance in
Garowe Puntland Somalia?
(ii) What are employee’s perception towards performance appraisal system in Garowe Puntland
Somalia?
(iii) What is the linkage between performance appraisal and Employee Job performance?
(iv) What are the challenges mitigating against performance appraisal in Garowe Puntland Somalia

1.7 Scope

1.7.1Geographical Scope

This study was carried out within the local government of Gara Puntland in Somalia. The Garowe
area shares its borders with El County in the east. Danguranu district in the north-east; Bukami area
in the west; Talex district in the north. The Burtinle region in the south passes through a north-south
road linking the major cities of northern and southern Somalia. The Garowe area is one of the four
districts in the Nugal region of the Somali state of Puntland. The area consists of about thirty
villages. Garowe is the most important administrative city in the region.

The reasons that led me to choose this place are that the local government of Garowe gives an
overview of the current socio-economic conditions of the region. These include the region map,
social assessment and poverty, economic assessment, natural resources and management, service
providers and services, and key issues in the sector. The main purpose of the provincial profile is to
help the provincial authorities develop an understanding of the current situation in their province and
the ability to anticipate what the future situation may look like in the region.

1.7.2 Content Scope

The study concentrated on examining the impact of employee Assessment Measurement on

Employee Job performance

9
In Garowe Puntland Somalia, employee’s perception towards performance appraisal system in
Garowe Puntland Somalia, the linkage between performance appraisal and Employee Job
performance and the challenges mitigating against performance appraisal in Garowe Puntland
Somalia

1.7.3Time Scope

This study looked at assessing the effectiveness of the performance appraisal on employee Job
performance of Employee Job performance in Garowe Puntland Somalia in a period of 5 years
that is from 2013 to 2018. This period is chosen because it provided enough secondary and
primary sources needed for the research.

1.8 Significance of Study

This study is bound to benefit many stakeholders. These stakeholders are expected to benefit both
directly and indirectly as enumerated below.

Government. This is one of the main stakeholders in the local government. The findings of the
research will help to formulate better policies to help the local government help the Somali people
of Puntland improve their quality of life.

International organizations. Stakeholders who have had a big problem with unsuccessful
projects in the past will also face better days with the publication of the results of this study.

Researchers in the future. These people will also rejoice in the collection of information gathered
in this study while conducting further studies in the future. The direct information collected by the
researcher in this study is used as secondary data by these researchers in their quest to explore
relevant fields.

Stakeholders. The study is intend to facilitate an understanding of performance appraisal and its
effective roles in employee Job performance of Growe Local Government at the local level.

1.9 Operational Definitions of key terms

Major variables independents and dependents have been used in this research, and other concepts
thought necessary to be defined are stated bellow.

10
Performance: doing something; doing something successful, and using knowledge as distinct
from mere possession. Performance includes an event in which one group of people (performers or
performers) generally behaves in a certain way to another group of people.

Performance appraisal: The activity used to determine the employee's performance effectively.
Performance appraisal: The employee's systematic appraisals of the efficiency of performance and
other attributes necessary for job success.

The term "appraisal" can mean different things in different situations. Randall (2013), Chile
(2017), highlights formal and informal approaches that may have many purposes, including:
appraisal, audit, success planning, training, oversight, development and motivation.

Assessments regularly assess employee performance, needs and development. Appraisal is an

opportunity to take a comprehensive look at work content, workloads and size, to look back at
what has been accomplished during the reporting period and to agree on the goals of the past
(Bacal, 2017).

Organization performance. Organizational performance comprises the actual output or results of

an organization as measured against its intended outputs (or goals and objectives).

Organizational performance refers to how well an organization is doing to reach its vision, mission,
and goals. Assessing organizational performance is a vital aspect of strategic management.
Executives must know how well their organizations are performing to figure out what strategic
changes, if any, to make. Performance is a very complex concept, however, and a lot of attention
needs to be paid to how it is assessed.

Local government. Local government focuses on increasing benefits and decreasing negative
consequences. This can refer to citizens who receive direct services or individuals or businesses
affected by policy decisions or Employee Job performance.

11
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This section encompasses the works which were done by other researchers and authors concerned
the topic studied. The review covers theoretical, empirical and conceptual framework literature
review. In order to understand what others have already contributed to the existing body of
knowledge on the performance appraisal and employee job performance in a local government in
Somalia, the researcher read various literatures from internet, books, journals, and previous reports
of other researchers. Also this chapter provides some important definitions and concepts
concerning performance appraisal, theoretical review.
2.1 Theoretical review

The study is guided by one broad theoretical perspective which is the theory of goal setting. The
Goal Setting Theory was proposed by Edwin Locke in 2012. This theory suggests that the
individual goals set by the employee play an important role in motivating him on superior
performance. This is because staff continue to pursue their goals. If these goals are not achievable,
they either improve their performance or adjust goals and make them more realistic. If
performance improves, this will achieve the objectives of the performance management system
(Salaman et al., 2015).

The objective theory was adopted for this study. The theory suggests that humans are more
motivated to work when there is reward at the end of a task or behavior. Theories of motivation
and theories of need are all the theories that are presented in the light of understanding the basic
objectives that determine the type of behavior (Hendrickx, 2004).The goal theory suggests that
reward at the end of a task or behavior is a motivation to perform that task or behavior. However,
the reward must be clearly stated. The final situation can be the reward in itself. It is proposed that
the goal of efficiency was four elements: abundance, difficulty, quality, and feedback (Beaubien,
2002). The ideal goal is the goal in which time approaches between arrival and final status. From
moderate to difficult, not too easy, to make some challenge, not so difficult, so that success seems
possible. The target must be selected. The person must understand what is expected of him, to
begin to achieve the goal. A specific goal gives the direction of focus to that specific target and
away from deviations. Feedback is necessary to measure progress towards the goal. Observations

12
make it possible to know whether the level of effort is sufficient and in the right direction or
correcting needs (Wood, 2004).

By providing direction and a standard against which progress can be monitored, challenging goals
can enable people to guide and refine their performance (Latham, 2006). It is well documented in
the scholarly (Locke & Latham, 2002) and practitioner (Latham, 2004) literatures that specific
goals can boost motivation and performance by leading people to focus their attention on specific
objectives (Locke & Bryan, 1969), increase their effort to achieve these objectives (Bandura
&Cervone, 1983), persist in the face of setbacks (Latham & Locke, 1975), and develop new
strategies to better deal with complex challenges to goal attainment (Wood & Locke, 1990).

Through such motivational processes, challenging goals often lead to valuable rewards such as
recognition, promotions, and/or increases in income from one’s work (Latham & Locke, 2006).
Working to attain valued goals relieves boredom by imbuing work with a greater sense of purpose.
Even though setting high goals sets the bar higher to obtain self-satisfaction, attaining goals creates
a heightened sense of efficacy (personal effectiveness), self-satisfaction, positive affect, and sense
of well-being especially when the goals conquered were considered challenging (Wiese & Freund,
2005). By providing self-satisfaction, achieving goals often also increases organizational
commitment (Tziner & Latham, 1989), which in turn positively affects organizational citizenship
behavior (Organ, Podsakoff, & Mackenzie, 2006), negatively affects turnover (Wagner, 2007), and
increases the strength of the relationship between difficult goals and performance (Locke &
Latham, 1990, 2002).

Specific challenging goals do not, however, necessarily lead to such desirable personal and
organizational outcomes. Rather, the results from goal setting depend critically on issues
pertaining to goal commitment, task complexity, goal framing, team goals, and feedback. The
purpose of this paper is to discuss recent developments regarding how these five factors can be
managed to enable effective performance management (Vande Walle, 2008).

A statistical review of eighty-three studies revealed that goal commitment is a critical ingredient
for goals to lead to high performance, especially when goals are difficult (Vande Walle, 2005). A
study with rehabilitation counselors at a state agency found that feedback had a positive
relationship with work performance only for those individuals with high goal commitment; it had a
negative relationship with performance for those with lower goal commitment (Beaubien, 2002).
Thus, the well validated five-item scale for assessing goal commitment developed by (Keith,

13
2003), as outlined in Exhibit 3.1, is of practical value to organizational researchers and
practitioners alike. Responses are provided on a five-point Likert scale using strongly disagree to
strongly agree anchors (Hendrickx, 2004).

2.2 Conceptual Review

This chapter attempts to address the review of performance appraisal literature and organizations -
under the background of the study. Attempts were made to start with a brief introduction to human
resources management followed by general concepts of performance Appraisal such as purpose,
methods, relevance, time, schedule and other relevant information provided in a very precise
manner.

2.2.1Performance Appraisal

Before defining performance appraisal, one has to know what performance management is, so the
performance management, according to Armstrong (2017), is a systematic process to improve
organizational performance by developing individual and group performance. It is a way to get
better results by understanding and managing performance within an agreed framework of goals,
standards and planned efficiency requirements.

Performance management is concerned with: aligning individual objectives with organizational

objectives and encouraging individuals to support core institutional values; enabling expectations
to be defined and agreed upon in terms of role and responsibilities (expected), expected (expected)
skills and behaviors; providing opportunities for individuals to define their goals and develop their
skills and competencies. (Armstrong, 2017)

Performance appraisal is defined by various HRM scientists at a different time. Therefore, some of
the theories of these scholars were discussed as follows.

According to Longenecker, (2011) Performance Appraisal is a simple word that often evokes a
range of strong reactions, emotions and opinions, when combined in the organizational context of
the formal assessment. Most organizations worldwide regardless of whether they are large or
small, general or private, service or manufacturing, use performance appraisal, with varying
degrees of success, as a tool to achieve a variety of HRM objectives.

Organizations use different tools and have a number of performance appraisal objectives, often
leading to some confusion regarding the real purpose of performance appraisal systems.

14
However, the performance appraisal process in essence allows the institution to measure and
evaluate the employee's behavior and achievements over a specific period of time (Wiese and
Buckley, 2012).

Young (2016) defines performance appraisal as "an assessment and classification exercise
conducted by an organization on all its employees, both periodically and annually, based on
performance results based on job content, job requirements and personal behavior in the job."
Therefore, the development of human resources begins by directing new staff, training and
developing human resources, and includes the information necessary to accommodate
technological changes. It is essential to encourage the development of all staff, including
supervisors and managers, to prepare institutions for future challenges. Career planning determines
the paths and activities of individual staff as they develop within the organization. Assessing the
quality of staff performance is the focus of performance Appraisal (Mathis and Jackson 2011).
Furthermore, Gomez-Mejia et.al. Pp225 stated that "performance Appraisal is the process of
identifying, measuring and managing human performance in an organization".

Therefore, to make these effective organizations should develop a system that serve as a tool to
performance appraisal process.

Given the key role of coaching and goal setting in performance management (London, 2003), the
research have outlined key issues to keep in mind when coaching employees to improve their
performance. After discussing recent research developments related to these issues, he have
provided concrete recommendations for the effective application of goal setting to performance
appraisal. Latham and Locke (2006), as well as Latham and Mann (2006), discuss additional issues
and insights relevant to the shrewd use of goal setting in the context of performance appraisal.

2.2.2 Types of performance appraisal

Appraisal does not only involve managers. It is more like an exponentially growing curve – each
vertices are like self, peers, manager on the graph who add value to the employee appraisal process
and help them grow along the curve. Simply say, take a look at the following types (Stone, 2012).

Behavioral checklist: Behavioral checklist has a list of criteria that an employee should
workup to be a diligent worker (Herman, 2017). The behaviors differ according to the type
of job been assessed. This method is considered favorable as the evaluation is done on the
basis of individual employee performance without comparisons (Keown, 2012).
15
360 degree appraisal: 360 degree appraisal involves feedback of the manager, supervisor,
team members and any direct reports. In this method of appraisal, employee’s complete
profile has to be collected and assessed (Davis, 2017). In addition to evaluating the
employees work performance and technical skill set, an appraiser collects an in-depth
feedback of the employee (Carrol, 2015).

Management by objective: This is an objective type of evaluation which falls under

modern approach of performance appraisal. In MBO method of performance appraisal,
manager and the employee agree upon specific and obtainable goals with a set deadline.
With this method, the appraiser can define success and failure easily (Smither, 2012).

Psychological appraisals: This appraisal method evaluates the employee’s intellect,

emotional stability, analytical skills and other psychological traits. This method makes it
easy for the manager in placing the employees in appropriate teams (Taylor, 2013).

2.2.3 Strategies of performance appraisal

Improving Morale Strategy

Morale is an important factor in creating a productive workforce. According to the article "Performance
Appraisal" on the managerial resource Changing Minds, when performance appraisals are properly executed they
can improve company morale and create motivation for employees (Villanova, 2014).

By working with employees to identify the weak points in their job performance and then helping to create a plan
to combat that weakness, managers are setting a tone with employees that can create a positive feeling toward the
company and its goals. This is why it is a good idea to emphasize the positive in performance reviews, and then
turn negatives into positives by developing a course of action to assist employee development (Armstrong,
2013).

Budgeting strategy
According to the Food and Agricultural Organization of the United Nations, a performance appraisal should be
used as an important budgeting tool for a business (Bersin, 2012). Through the analysis of performance
appraisals, the company can determine which employees are due for a raise, and which employees are not. These
considerations need to be added to the following year's budget. Other performance appraisals may require the
termination of employees, and that causes two budgetary considerations to come into play (Bowman, J., West
J, & Van Wart, 2016).First of all, the money associated with having the terminated employees is put back into
the annual budget. However, there are also budget considerations for replacing terminated employees as well.

16
The company needs to decide if the employees will be replaced, and if there would be a benefit in paying a
higher salary to a more experience candidate, or if hiring a lower cost entry-level employee will better serve the
company's strategic goals (Baron, 2015).

Set Goals strategy

One of the important parts of strategic objectives is reaching company goals. These can be metrics established
for performance, or a percentage increase in revenue dollars. A performance evaluation should be a time for the
manager and employee to discuss the professional development of the employee, and establish strategic goals
that will be used to measure that development. The employee and manager can work together on the success of
the employee and raise the employee-manager relationship to a more effective working level (Bacal, 2010).

2.2.4 Organisational Performance

Organizational performance comprises the actual output or results of an organization as measured

against its intended outputs (or goals and objectives). According to Richard et al. (2009)
organizational performance encompasses three specific areas of firm outcomes: (a) financial
performance (profits, return on assets, return on investment, etc.); (b) product market performance
(sales, market share, etc.); and (c) shareholder return (total shareholder return, economic value
added, etc.) The term Organizational effectiveness is broader. Specialists in many fields are
concerned with organizational performance including strategic planners, operations, finance,
below is an explanation of the three main areas that comprise organizational performance (Seidu,
2012).

Financial performance

Financial performance refers to measuring a company’s operations and policies in monetary terms.
In other words, in terms of value in dollars, pounds, euros, etc. We can see how good a firm’s
financial performance is by looking at its return on assets and return on investment. We can also
gauge its financial performance by measuring value added (Snell, 2013).

Market performance

Market performance measures how well a company or product performs in the marketplace. In
other words, whether a product’s market share has risen, if product upgrades helped boost sales,
etc. When we are talking specifically about a product rather than the whole company, we say
‘product market performance.’ (Fowler, 2014).

17
Shareholder value

Shareholder value performance looks at how much a company enriches its shareholders. In fact,
many say it is the ultimate organizational performance measure. Shareholder value maximization
and shareholder value model mean the same as shareholder value.

2.2.5 Local government performance

In the recent years of international economic crisis, the local governments have come
under increasing pressure to accommodate severe economic restrictions while
maintaining (or even increasing) their provision of local public services. Over a period of 10
years local government has progressed from being a hierarchical tier of government to an equal,
autonomous sphere. The new local government system was stipulated by the South African
Constitution, which elevated local government as “distinctive, interdependent and interrelated” to
the national and provincial spheres. Following this, the 1998 White Paper on Local Government
laid out the vision and framework of new local government. This was legislated and bedded down
in the raft of legislation that followed, namely the Municipal Demarcation Act and the Municipal
Structures Act in 1998, and the Municipal Systems Act in 2000. The new local government
system succeeded in its goal of radically overhauling and transforming local government across
the country. Most importantly, the welding together of previously separate parts of localities,
ensuring that all those who live and work in an area share fairly in the wealth generated in the area.
A local vote ensures that all who live in a municipality are equally represented on the local
council. But this legally defined transformation marks an era of profound instability and
problematic service delivery. The greatest challenge facing local government is ensuring that the
ability to deliver services within the new system exists. The responsibility to deliver was left to the
actual municipalities themselves, using new and untested methods detailed in the Systems Act to
bring about the much-vaunted but overly ambitious “developmental” local government. This is
vitally dependent on local capacity to deliver and provide access to adequate resources. There is
also the issue of capacity problems in municipalities that needs to be understood.

18
2.3 Conceptual Framework:

Independent Variables Intermediate Variable Dependent Variables

Management commitment Employee Job performance in

Performance Appraisal Local Government
 Employee Assessment and
towards fair performance
 Help individuals cope with
Measurement change
appraisal
 Employees’ Perception  Develops realist attitudes
 Clients’ Perception  Understanding unique
abilities

 Provides up to date
occupational information

 Provides individual
Source: (Boland, T. & Fowler, A. (2014). “A Systems Perspective of Performance Management
in Public Sector Organizations,” International Journal of Public Sector Management
13(5): 417-446).

This study analysed three variables that has been used to ascertain the role of performance
appraisal in regard to effective Employee Job performance inGarawe Puntland Somalia local
government.
Figure 2.1 above shows the three types of variables that were obtained from literature review. The
model consists of independent variables such as Employee Assessment and Measurement,
Employees’ Perception. The intermediate variables include management commitment in
performance appraisal objectives. The dependent variable includes the effective achievement of
organisational targets in Employee Job performance such as passport, permit and visa and
accuracy attainment of organisational standards of Employee Job performance.

The conceptual framework utilizes input and output approach. The input component comprises of
three dependent interrelated activities that will lead to improving the Employee Job performance.
Civil servants performance is difficult to assess due to vague and complex goals which are hard to
evaluate. Hence it is necessary for the government agency to set well articulated organizational
goals which are realistic and attainable. These goals should be well internalize within the
organization through management meetings, meetings of workers’ council, departmental meetings,

19
pamphlets and constant reminder about the mission and vision of the Institution. Subsequently,
departmental and team goals should be tied to the pre-defined organizational goals.

Furthermore, employees’ responsibilities should also be drawn and tied to the overall
departmental/units’ deliverables. They should be made to understand their roles and what is
expected of them. These defined roles should be discussed between superior and subordinate in
order to establish whether employee possess the required personal effectiveness and job skills to
deliver the responsibilities. On the other hand, it will aid in establishing clearly defined tasks of
each individual and quantifiable targets which can lead to time dependent delivery of assignments.
Once responsibilities are agreed upon and resources are allocated for delivery of tasks and bridging
skill gaps where necessary, results will be observed by the superior for a period of six months. At
the end of this period, appraisal exercise that will lead to observe outcomes will be conducted. This
will define and set the output component of this model into effect. As enumerated in the reviewed
literatures, lack of training and skills of supervisors on how to appraise subordinates is a key
challenge impacting negatively on the credibility of the performance appraisal system. Hence,
supervisors should be trained on the appraisal process, how it should be conducted and for whom
the system was designed. At the appraisal stage, employees should be given chance to appraise
themselves before their superior does. This is to give the superiors an insight into the employees’
perception about his personal development, skills and job delivery. Appraiser evaluation should
then be conducted between the supervisor and employee in form of a discussion session. During
this session, employee performance and future career plans should be discussed. Where
inconsistencies are observed, the two parties should deliberate on the possible causes and remedies
of such deficiencies thereby setting an action plan to bridge gaps for future development and
training needs. This will also provide room for feedback on areas of improvement and also
encourage performance. Conversely, if performance is adjudged to be excellent, reward should be
administered to motivate performing staffs and encourage low performers.

Depending on organizational capabilities, rewards could take monetary incentives, awards or both.
In conclusion, evaluation should be a continuous process which should be done at agreed period
for effective performance monitoring, evaluation and feedback.

20
2.4 Related Literature

2.4.1Employee Assessment and Measurement

Performance, as suggested by Ainsworth et al. (2012), is an income, or as a result of individual

actions. Thus individual performance becomes a capacity and motivation function. Ainsworth et al.
Describes that the result of the capacity of (A) * the desire for (M) to pass mathematically as follows:
Performance appraisal (performance appraisal, appraisal and measurement) also makes a continuous
review of the achievements of job-related tasks or individual failures within the organization. A key
consideration in improving performance involves the establishment and use of performance metrics
or indicators; they are measurable characteristics of the products, services, processes and processes
used by the company to track and improve performance.

Bryman et al. (2013), has made use of appraisal and development approaches to appraisal in various
sectors. Development assessments focus on both training to address short-term issues and long-term
professional needs. In contrast, the appraisal approach focuses on administrative oversight and
governance. In Chile (2017), Fletcher (2013) discusses a range of assessment methods, from
behavioral behavior, administratively defined and performance criteria, to measurement versus
achievement of objectives, and sometimes to include other parties at more quantitative scales, such
as the counterpart and in the 360-degree appraisal.

2.4.2 The Employees’ Perception on the Performance Appraisal System

"The success of any HR intervention in the organization depends to a large extent on employees'
understanding of this intervention" (Rahman and Shah, 2012). In order for performance appraisal
to be effective and useful, it is important that participants, appraisers and evaluators benefit from it
and find action as a productive tool, because without it, it was impossible for the system to
function. Employee ideas for performance appraisal systems can be relevant to the continued
success of the system as credibility and health (Dipboye and Pontbriand, 2011). Staff perceptions
of the integrity of their performance Appraisal are useful in determining the success of
performance appraisal systems (Erdoğan, Kramer & Lin, 2010). Much literature looks at whether
performance Appraisal is successful based on the accuracy of the classification and the qualitative
aspects of the appraisal, but it is reasonable to assume that staff feedback on the appraisal system
can have the same effect on the success of the appraisal system. (Cawley, Keeping and Levy,
2011). FAO may develop a more accurate and sophisticated assessment system, but if staff do not
recognize the system, its effectiveness was limited. Fletcher (2013) listed the three things staff
21
searched for in performance appraisal: recognizing the appraisal as accurate and fair, the quality of
the relationship with the appraiser and the impact of the appraisal on their remuneration being
good.

According to Cawley et al (2011) subordinates feedback on performance Appraisal can be a way

to measure their perception towards the system. The main feedback that can be evaluated is their
satisfaction with the appraisal, the benefit, and whether they feel they have been fairly assessed
and how motivated they were from the assessment and the accuracy of the system.
Boachie-Mensah and Seidu (2012) recommend that employees are likely to embrace and actively
participate in the PAS if they recognize it as an opportunity for personal development, opportunity
to appear, demonstrate skills and abilities, and an opportunity to communicate with them.
Overseeing and controlling their tasks, they will not easily welcome the scheme.

“Performance appraisal isn't about the forms. The ultimate purpose of performance appraisal
is to allow employees and managers to improve continuously and to remove barriers to job
success, in other words, to make everyone better. Forms don't make people better, and are
simply a way of recording basic information for later reference. If the focus is getting the
forms "done", without thought and effort, the whole process becomes at best a waste of time,
and at worst, insulting”(Bacal, 2010).

As previously mentioned Rankin and Kleiner (2017) believed that effective performance appraisals
have six key factors. These six factors are:
(i) Performance goals must be specifically and clearly defined.
(ii) Attention must be paid to identifying, in specific and measurable terms, which computes the
varying levels of performance.
(iii) Performance appraisal programs should tie personal rewards to organizational performance.
(iv) The supervisor and employee should jointly identify ways to improve the employee's
performance, and establish a development plan to help the employee achieve their goals.
(v) The appraiser should be given feedback regarding his / her effectiveness in the performance
appraisal process.
(vi) The performance appraisal system, regardless of the methodology employed, must comply
with legal requirements (notably, Equal Employment Opportunities guidelines).

22
According to Boakie-Mensah and Sido (2012), performance appraisals are essential for effective
appraisal and staff management. Since concepts affect people's judgment and attitudes towards
certain phenomena, it is expected that staff of any institution will have a variety of views on the
institution's performance appraisal system. In today's competitive business world, it is understood
that organizations can only compete with their competitors through innovation, and organizations
can be innovative by managing their human resources well (Boachie-Mensah and Seidu, 2012).
The human resources system can become more effective through a proper and accurate assessment
system used to assess staff performance (Armstrong, 2013; Bohlander and Snell, 2013).
Unfortunately, the number of organizations using an effective performance appraisal system (PAS)
is limited (Hennessey and Bernadin, 2013).
Staff perceptions of PA objectives and results was useful based on a number of factors. For
example, staff are likely to be accepted and supported by a particular program of the PA if they
consider this process to be a useful source of feedback that helps improve their performance
(Mullins, 2011). Employees are likely to embrace and actively contribute to a particular PA
scheme if they consider it an opportunity for promotion, as a path to personal development
opportunities, an opportunity to show and demonstrate skills and abilities, and an opportunity to
connect with others in the organization (Boachie-Mensah and Seidu, 2012). On the other hand, if
staff consider the Palestinian Authority to be an unreasonable attempt by the administration to
exercise closer control over the functions performed by the staff, it may result in different
reactions. The effectiveness of the Palestinian Authority was effective if the appraisal process is
clearly explained to the people concerned (Anthony et al., 2010). Without proper explanation or
consultation, the Palestinian Authority can backfire. In addition, motivating staff, developing
attitudes and behavior, communicating and aligning individual and organizational goals, and
fostering positive relationships between management and staff are essential for successful
appraisal (Armstrong, 2013). Due to the difficulty of preparing an accurate checklist of
performance, personal opinions of managers are frequently asked. Many organizations use a
combination of personal and objective assessment of the actual PA. However, there are many
problems in assessing the actual performance of an employee (Corbett and Kenny, 2010). The
existence of such problems suggests that the performance appraisal system may be biased with
biases or errors, resulting in assessments of staff achievements and capabilities. The PAS of the
study institution may not be an exception.

23
For a PAS to be perceived as fair, it must be free of bias. It is known that appraisal errors can harm
perceptions of pay system fairness by confusing the relationship between true performance
differences (Miceli et al, 1991). The importance of effective PA in organisations cannot be over
emphasised as appraisals help develop individuals, improve organisational performance and feed
into business planning. An understanding of the phenomenon, therefore, in every sector of human
endeavour is imperative. This recognition has raised interest in studying people’s perceptions of
the quality of PA in organisations (educational institutions inclusive).

2.4.3 Citizen’s Perception on the Performance Appraisal System

In today's competitive business world, it is implied that organizations can only compete with
competitors if they are driven by the market. In order to be an organization operating in the market,
the enterprise must be innovative, customer focus, competitor intelligence, and the most important
involvement and support of the entire organization. Effective HR management helps the organization
achieve its goals at a given time. The HR system can be more efficient by having a proper and
accurate assessment system used to assess employee performance. Unfortunately, very few
institutions use an effective performance appraisal system. Traditionally, performance appraisal is
performed by direct supervisors because they are in the best position to monitor and evaluate their
subordinates (Kondrasuk, Riley, Hua, 2010; Daley, 2012; Kondrasuk, 2012). This method is widely
used and is estimated to occur in about 90 percent of cases (Daley, 2012). Performance appraisal is
seen as an instrument of the management system in the establishment of authority and authority and
on the other hand as a strategy to enhance the relationship of the supervisor employee through good
communication and knowledge sharing. In addition to the above-mentioned method, Daley (2012)
suggested that any organization could use the use of insiders (for example, self-appraisal, peer
review, sub-appraisal, multi-transactional) or employment of foreigners (for example, staff,
consultants Appraisal centers, customers and customers).
When designing an appraisal system, the question of who will conduct the assessment is a major
concern (Bayo-Moriones, et al., 2011). Often this person is directly responsible for the employee
(Murphy and Cleveland, 1995), but the manager at a higher level may also do the job. In
organizations with a formal HRM framework, an assessment can be made by a person from Human
Resources Management (HRM). In some contexts, subordinates, peers or even clients provide useful
information on certain aspects of worker performance: subordinates are well placed to note their
leadership abilities; peers may be able to assess personal relationships; and customers can assess the
quality of service.
24
The outsourcing of the appraisal process or the participation of outsiders where the experts are
brought to assess staff performance is an irregular approach. Staff are evaluated based on their
characteristics and characteristics, which are essentially a function analysis methodology that can
lead to lawsuits (Mohrman, Resnick-West, and Lawler 1989; Daley, 2012; Condrey, 2012). In
addition, clients or customers can also be integrated into the appraisal process because they are the
recipients of the service and thus can provide sufficient information about the employee's
performance and relationship. This approach is more familiar with public institutions and can capture
transparency and accountability.

In 1996, Taylor pointed out that it is essential that customers participate in the definition of
indicators, but that participation is still rare today. Van de Vaal (2012) discusses eloquently the
problems of identifying indicators in the public sector and concludes that the problems are not
technical, but conceptual (what is the role of the public sector and what is good performance),
although he acknowledges that there are problems with data quality.

Macpherson (2010) uses time to divide indicators into backward indicators (which announce results
after the event) and leading indicators (used to predict a future event; for example, employee
satisfaction can be used to predict customer satisfaction). Chang (2016) demonstrates that the key to
successful performance management is to ensure that all operational elements, including staff at all
levels in all departments, are matched, requiring full management commitment to teamwork, and
information systems integrated with those of customers and suppliers. According to the US Office
of Personnel Management (USOPM, 2010), performance appraisal programs can be used as tools to
support agency initiatives, such as focusing on results, improving customer service, and developing
teamwork. These initiatives often require changing organizational culture and employee attitudes to
be successful. Determining that changes in behavior and desired behavior may be indicative that the
appraisal program has had some impact. But again, it was difficult to determine only position
changes to the appraisal program.

2.2.5 Good practice of Performance Appraisal

There is now a wide range of knowledge on how to introduce and implement PA operations. This
refers to the importance of the PA as a tool for reward systems based on merit, but also as a
means of motivating employees in all aspects of their career and gaining ideas through staff
comments for the general good of the company. Employee appraisals show that their company
25
cares about their problems, aspirations and opinions. Well, appraisals enhance staff confidence and
help them focus on their individual and shared goals. Companies seeking to make the most of the
PA should do so by ensuring that the appraisal system is adopted by all major players, trade union
representatives, board members and any relevant external bodies. This is done purposefully to
establish objective ownership appraisal and sound personnel. Remove details such as gender, age
and birth date of all documents. Train all managers and supervisors on how to conduct appraisals.
This is an important part of performance appraisal because it achieves consistency during the
implementation phase. Give the employee adequate feedback on a regular basis so that no negative
points in the assessment are raised as a complete surprise. Timely feedback, makes the employee
familiar with any kind of changes that occur in the organization. Require the employee to complete
the self-assessment questionnaire before the appraisal meeting begins. Pay attention to the staff
and listen to them, in addition to giving them the opportunity to share their views. If we look at
performance criteria appropriately, it means that based on these factors, individuals are initially
informed (their final assessment, official memos or job description).

However, the relative weight placed on each performance criterion is opened and consistent. Do
not give too much weight to recent events, problems and achievements. Do not use the appraisal
process by managers to vent their own frustrations with subordinates, for example, not to use
misunderstanding between managers and subordinates as appraisal criteria. The PA should also
distinguish between hard (clearly measurable) performance data, soft performance data (value-
based), and soft data interpretation more carefully. Review all aspects of performance, such as
skills, competencies, learning abilities, goals, intentions, aspirations, attitudes, behaviors, and
perceptions of different actors of knowledge, skills or behavior.

After carefully preparing the corresponding tables containing accurate wording of the potential
sensitive questions and comment data. Is not positive or negative in a disproportionate manner
unless the situation is entirely worthy of the approach. Balance cash with constructive comments
and suggestions. Ensure that individuals are treated in a fair and consistent manner and corrective
measures such as training, retraining or redistribution are provided in a non-discriminatory
manner. However, explore alternative ways of working for underperforming staff, including
telecommuting teams, routing teams, and virtual teams (multitasking). A disability may affect an
employee's ability to perform his work and make reasonable adjustments to the work environment,
including the provision of technical or human assistance. Either work under clear guidelines on

26
how to deal with employees who are at a consistently inadequate level, including procedures to
avoid constructive or unfair dismissal. Do not confuse the normal assessment process with
disciplinary action or dismissal. If the formal procedure is required due to performance problems,
the employee should be given clear notice of a preliminary consultation.
In the event that the employee's behavior is seriously wrong or refuses to cooperate in any
necessary changes, immediate dismissal should be considered. Also set clear goals before the next
assessment and approve ways to achieve them. Write the performance appraisal report
immediately after the meeting and give a copy of it to the employee concerned. And documenting
and communicating the other key points emerging from the appraisal meeting to human resources
management and line management. The appeal procedure is run for staff who feel that any part of
the appraisal process was unfair.

2.2.6 Current Practices and Trends for Performance Appraisal

In many European countries, formal performance appraisal systems remain in place, although
there is widespread use of performance-related reward arrangements. In Germany, only 7% of
workers in small businesses with less than 5 employees are subject to the PA, in contrast to more
than 50% in companies with more than 2,000 employees. In France and workers in the UK on
fixed-term contracts are less likely to the Palestinian Authority. In France, full-time workers are
often evaluated more than part-time workers, and in Germany men are evaluated more than
women.
Performance Appraisal (PA) varies widely by industry and type of work. For example in Germany
usually practiced in financial services companies are less common in construction and agriculture.
In Eastern European countries such as Serbia and Macedonia, PA systems are limited to public
administration. In Ireland, the PA is mainly used by multinational corporations, which usually
enjoy a high level of PA discretion and payment policies. In addition, the Belgian Palestinian
Authority is applied to manual and non-manual workers in the Flanders region, but it is limited to
executive officers in French, especially in the Walloon region. The PA has a beneficial impact on
the organization's performance, taking an example of French companies with HRM practices
having a higher level of productivity. However, most trade unions do not favor the PA and are still
under fire from CGT, although CFTT and FO CFDs are more restorative about such approaches
(Armstrong and Baron, 2015).

27
In addition, general self-assessment methods are less common in Europe in the United States, and
only a few peer firms or clients use inputs to the assessment process. In some way, the Palestinian
Authority has linked the payment of reviews or promotional decisions. In Sweden, there is the
highest rate of PA in Europe, the link is particularly weak. In the Federation of Russia is still
reluctant to put too much pressure on individual accountability. Staff are therefore more valued for
teamwork and company performance than their separate contribution to achieving goals. In
Hungary, the PA is linked to the determination of wages from training and development. In
Romania, strong cultural sensitivities to negative feedback severely constrain the use of the PA as
a tool for performance management. For example, 60% of PA meetings are carried out by the
direct manager of the employee and only 23% by their manager. Most appraisals are done only
once a year, especially for those who are well established in their jobs. But are sometimes
performed in particular during the first year of employment of the staff member, or if their
performance is poor (Armstrong and Baron, 2015).

The Palestinian Authority has a long history that is widely used from an early date to ensure that
the individual and the group are mobilized to complete tasks to the required level and in a timely
manner. Today, a lot of evidence on the role management system of performance arises from
Japan and the USA. However, research conducted between 2013 and 2012 by the Institute of
Employment Studies and Employment Foundation found that the concentration of companies in
the UK in general on aspects of human capital. Remarkably increase profit through employee and
new employee-dependent technology to create profit in most companies.

2.4.8 The Role of Performance Appraisal

An efficient individual performance Appraisal in an organization or company improves the overall

effectiveness of the entity. McGregor in Moats (2017) describes the three main functional areas of
performance appraisal systems as follows: administrative, useful, and catalytic.

According to Edison-Wesley (2010), appraisals serve an administrative role by facilitating an

orderly way of determining increases in wages and other rewards, and by delegating authority and
responsibility to the most capable individuals. The information function is realized when the
appraisal system provides data to managers and evaluates individual strengths and weaknesses. In
effective use, performance appraisals was seen as playing a key role in helping staff and managers
set targets for the period prior to the next appraisal (Addison Wesley, 2010).

28
The objectives of the appraisal plan must be determined before the system is designed in detail.
The objectives will largely determine the methods and performance criteria of the appraisal so that
they should be discussed with employees, managers and trade unions to obtain their views and
commitment (Fletcher, 2013). The main objectives of the appraisal system are usually to review
performance and potential, and to identify training needs and career planning. In addition, the
appraisal system can be used to determine whether employees should receive an element of
financial reward for their performance (Derven, 2014).

Performance reviews provide managers and employees with opportunities to discuss how staff
advance (1), what type of improvements can be made, or assistance to build on their strengths and
enable them to perform more effectively (Grote, 2012). The review of potential and development
needs is expected to review the level and type of work that staff was able to do in the future and
how they can be better developed for their professional lives and maximize their contribution to
the Organization. Reward Review - Identify the "rewards" employees will receive for the previous
job. Rewards reviews are usually separate from the appraisal system, but information from the
performance appraisal is often used (Einstein, 2017).

Wesley (2013) also identifies some of the performance appraisal targets described below: 1)
Reviewing staff performance over a given period of time. 2) Judging the gap between actual
performance and desired performance. 3) to assist management in exercising regulatory control. 4)
Helps to strengthen the relationship between senior subordinates and management - staff. 5)
Diagnosis of the strengths and weaknesses of individuals to determine the needs of training and
development for the future. 6) Provide feedback to staff regarding their past performance. 7) Provide
information to assist in other personal decisions in the organization. 8) Provide clarity of
expectations and responsibilities of tasks to be performed by staff. 9) Judging the effectiveness of
other HR functions of the organization such as recruitment, selection, training and development. 10)
and last but not least to reduce staff complaints.

Assessments can help improve staff performance by identifying strengths and weaknesses and
determining how to maximize their strengths within the organization and overcome weaknesses
(Huston, 2017). Can help detect problems that may limit staff progress and cause inefficient labor
practices.
Some employers may speak with their staff regularly about their problems and performance at work,
and therefore may not see the need for a formal appraisal system. Of course, regular dialogue
between managers and their staff about work performance should be encouraged (Latham, 2014).
29
However, in the absence of a formal assessment scheme, much will depend on the position of
individual managers (Locke, 2012). Some will give regular feedback on their employees'
performance and potential while others will neglect this responsibility. The EVA can achieve greater
consistency by ensuring that managers and staff meet formally and regularly to discuss performance
and potential. Experience shows that this can encourage better employee performance (Martz, 2015).

Appraisals can also provide human resources planning information to help plan succession and
determine the appropriateness of staff to upgrade to certain types of employment and training
(Monga, 2013). In addition, they can improve communication by allowing employees to talk about
their ideas and expectations, and to tell them how to progress (Muchinsky, 2011). This process can
also improve the quality of working life by increasing mutual understanding between managers and
staff (Rush, 2013). Performance appraisal helps supervisors to challenge employee promotion
programs efficiently. In this regard, inefficient workers can be separated or downgraded in case.
Harbor (2011) states that some of the most important advantages of a successful PBAS are:

 Determine their location - that is, create an initial primary level "as is" the performance level.
 Setting targets based on their current performance.
 Identify the gap or delta between a set of desired goals and current performance levels.
 Track progress in achieving desired performance goals.
 Compare and measure the performance levels of their competitors with their own levels.
 Levels of control performance within predetermined limits.
 Identify problem areas and possible causes of the problem.

2.4.9 Performance Appraisal Biases and Errors

Managers commit mistakes during staff assessment and performance. Biases and judgment errors
of various kinds may corrupt the performance appraisal process. Bias, according to Shelley (2017),
indicate inaccurate distortion of the measure. Moats points out that even when an Appraisal
Program is properly organized, its effectiveness can be mitigated by the improper use of subjective
measures, as opposed to objective measures. The objective measures are easily included in the
assessment because they are quantifiable and verifiable whiles cannot measure self-measures, and
largely depends on the opinion of an observer.

These have the potential to reduce the quality of workers' appraisals because they may be affected
by bias or deformity as a result of emotion (Moats, 2017).
30
2.5 Gap in Literature

From reviewing the literature, there appears to be no one single best method of Performance
Appraisal, although there are certain common elements throughout all effective methods.
‘Effective performance appraisals are commonly associated with clear goals that are attached to
specific performance criteria and are well-accepted by both appraiser and appraise’ (Antonioni, &
Park, 2010). All effective performance appraisals include elements such as linking appraisal to
rewards, the supervisor and employee working together to identify goals, performance goals
clearly defined, feedback given to the appraiser on their effectiveness and compliance with legal
requirements (Rankin and Kleiner, 2012). Basing on the above literatures from different authors, it
is clear that a lot has been exposed and explained concerning performance appraisal in Garowe
Puntland Somalia and in the world in general. But no one has covered the issue of effective
performance appraisal in regard to employee Job performance in Garowe Puntland Somalia more
especially at the local government. Therefore, it is from this background; this research emerges to
assess the effectiveness of this performance appraisal with regards to employee Job performance
In Garowe Puntland Somalia local government.

31
 CHAPTER THREE

METHODOLOGY

3.0Introduction

This chapter provides a description of research design that was used to collect, process and analyze
data; sample size, study population, sample procedures, data collection methods and instruments,
data analysis procedure, validity and reliability and ethical considerations.

3.1 Research Design

A descriptive cross-sectional survey research design was adopted with both qualitative and
quantitative approaches. Amin (2005) observed that a descriptive cross-sectional survey research
design is a research plan that is concerned with systematic description of the characteristics of an
event, place, population or item being studied at a given time. This study is cross-sectional because
the researcher intends to pick a cross-section of respondents over short period of time and follow
up of the respondents were not necessary. A survey has been chosen because it allowed the
researcher to get a detailed description of the effect of employee appraisal on Employee Job
performance of a local government in Garowe Puntland, Somalia.

Both qualitative and quantitative approaches were used to collect, present and interpret data as a
way of enhancing the quality of the findings of the study. Amin (2005) opines that “…results from
one method can help develop or inform the other method or one method can be nested within
another method to provide insight into different levels of analysis”. Therefore, by using both
qualitative and quantitative research paradigms, the researcher attained methodological
triangulation that helped to enhance the validity and reliability of the study. The qualitative
approach was employed during the data collection, analysis, interpretation and presentation of
none numerical data while the quantitative approach was used in the collection, analysis,
interpretation and presentation of numerical data.

3.2 Area of the study

The study was carried out in Garowe Somalia. Garowe is located in northeastern Somalia, in the
heart of Puntland. Including the settlements near Jebelab (4.8 nm), northeast of Qalquluk (15.3
nm), north of Lips Secsay (2.5 nm), northwest of Gida Dibabu (12.2) and west of Bixin (5.9 nm)
South of Slaskly (5.3 nm) and to the southeast of Witten (9.7 nm). The largest cities in the country

32
closest to Garowe are Gardo (205 km), Galkayo (216 km) and Igravo (275 km). Shimbiris, the
highest peak in Somalia, lies 293 km northwest of the Cal Madu mountain range. The total
population of Garowe is 570,578 according to the population cencus of 2017.

3.3Population of the study

The study was carried out at the local governments in Garowe Puntland Somalia, which had a
population of 320 combined in local government. The population consisted of all technical,
administrative and exhibitors. (Amin, 2015) The Population Framework was accessed from the list
provided by local government managers. Staff were further tailored to two levels in their order. 10
and 310 of this rating was rated as managers and mid-level employees respectively with a total of
320 employees. The research study focused on both middle-level managers and staff. A large
number of staff was employed because local government outputs were measured by the
achievement of staff.

Table 3.1: Target Population

Respondents’ Category Number of Sampling Design Data Collection tools

Respondents

Local government officials 120 Purposive sampling Interview tool

Employees 200 Simple Random sampling Questionnaire tool

Total 320

Source: Field Data, 2018

3.4Sample Size

A subset of this population was selected for this research. Out of the total target population of 320
respondents, only 178 respondents were considered for the study. This included both genders, all
available age brackets and all levels of work positions. This numbers were arrived at empirically
by use of the Slovene’s Formula.

The researcher picked a sample size of 178 (one hundred and seventy eighty) employees. Yamane
scientific formula is used to get this sample size which was appropriate for the purpose of this
study.

33
Solvens’ formula;
N
n =
1+N (e2)
320
n =
1+320 (0.052)
320
n =
1+32 (0.8)

n = 177.7777
n = 178 respondents.

Where

N=320 population targeted for the study.

n= corrected sample size,

N = population size, and

e = Margin of error (MoE), e = 0.05 based on the research condition.

The study used questionnaires to collect data from the respondents.

A pilot study was carried out in order to establish the validity of research instruments whereby
employees and managers of the local government was piloted for the study.

3.4 Sampling Procedure

Sampling technique describes how the researcher was select, with reasons, the units and subjects
that made up his study sample population (Amin, 2005). According to Mugenda and Mugenda
(2003), sampling Procedure was very necessary in any social study because it helps in answering
questions pertaining to what type of respondents were called upon to give answers to the research
question, whether the selected group of respondents were adequately representative of the
population, how wide a coverage was acceptable and other questions that helped the researcher in

34
the selection of his sampling design. In this study, the researcher used simple random sampling to
select the Local government officials, Community members and Clients. This sampling technique
was preferred because it gives equal opportunity for each participant to be included in the study
without bias. This was achieved by the researcher writing the names of the participants in different
pieces of papers and placing them in one large bowels, papers will be shaken to randomize them.
The researcher then randomly selected the names of the respondents from the pieces of papers
until he was satisfied with the numbers of respondents that he needs. Furthermore, the researcher
used purposive sampling to select the local government officials from Garowe Puntland. This was
because they are considered knowledgeable of the research topic and could give the most
appropriate responses in the study.

3.5 Data Collection Instruments

These are the tools that the researcher employed in trying to fetch the primary data from the field.
Three tools had been selected to accomplish this goal, these tolls are; the Questionnaire,
Observation and Interview Guide.

3.5.1Questionnaire

Under this, close ended questionnaires were used to collect data. Questions were asked and a list of
valid responses were presented to the respondent for selection (Gibson, 2000). These responses
were in terms of the extent to which the respondent agreed to the statement in question. The
questionnaires were self-administered by the researcher.

3.5.3 Interview Guide

This method was used to seek for mostly qualitative data and structural data which required
explanation by the respondents. A form of questions were followed while conducting the
interview. The method was useful to respondents who did not know how to read and write,
problems and visually challenged individuals.120 respondents were interviewed using interview
tool because the method was purposive sampling that enabled the researcher to choose respondents
with a purpose.

3.5.4 Document Review

The main sources of secondary data included: books, web browsing, review of journals, newspapers,
reports, publications, public records and statistics. For guidance in this area, existing data sets such
35
as local government records in Somalia, census report, statistical summaries, and textbooks was
consulted. From these sources, the location of the study area, population characteristics and relevant
literature were obtained.

3.6 Validity and Reliability

Validity

Validity is described as the degree to which a research study measures what it intends to measure
(Amin, 2005). Content validity was ensured by subjecting the researcher devised questionnaires
and interview guide on training and work performance to evaluation by the content experts, who
endeavored to estimate the validity on the basis of their experience. For instance, employee and
employers in the local government evaluated the relevance, wording and clarity of questions in the
tool in relation to the objectives, hypotheses and conceptual frame work of the study.

The experts also scrutinized the clarity of instructions in the instruments. Basing on the expert
input, some items which appeared redundant or irrelevant were dropped from the instrument, while
those that seemed ambiguous were re-phrased. In addition the researcher adopted items that were
in conformity with the study conceptual framework.

Reliability

Reliability of the instruments refers to the consistency of an instrument in measuring what it is

supposed to measure (Sounder & Thornhill, 2007). Reliability of the questionnaires was tested
using the Cronbach alpha coefficient (α) provided by the Statistical Package for Social Scientists
(SPSS), version 21.

Cronbach’s alpha is regarded as one of the most important reliability estimates. It measures
internal consistency and the degree to which the instrument’s items are homogeneous and reflect
the same underlying constructs. The details for each component are alpha 0.768 for the thirty two
(43) items under “performance appraisal” and alpha 0.931 for the forty three (42) items under level
of “employee job performance”, as shown in Table 3.3.

36
Table 3.3: Cronbach Alpha Results

Variables Number of items Cronbach alpha value

Employee Appraisal 43 0.768

Employee job Performance 42 0.931

The Cronbach alpha for training was 0.768 which indicates that the instrument actually measures
the concepts aimed to be measured and signifies consistence. Cronbach alpha for Employee job
Performance was also acceptable, at 0.931. The results showed that the instruments had a high
degree of reliability, with all the Cronbach’s alphas for all items greater than 0.7; which, according
to Amin (2005), is the minimum Cronbach alpha required to declare the instrument reliable.

3.7Data Collection Procedures

Data were collected by using structured questionnaires and by interviews for those who could not
complete the questionnaires.

For some employees who did not have a permanent station, the researcher asked for their e-mails
from the administration and then sent the questionnaires with an explanatory introductory letter
through e-mail to the employees. Later, the researcher set an appointment with the mobile phone
staff where clarification is needed. For those in the regular workstation, the forms were delivered
with an enclosed introductory letter.

To ensure that no delay occurs, the researcher makes appointments with the respondents. This was
done in their most appropriate time so that participants could focus more and give accurate
information in the questionnaires. During the interview face-to-face, the researcher is sure to create
an environment conducive to communication by avoiding key questions. The researcher presented
the subject and briefly explained the importance of the study. The researcher explained questions
related to the questionnaire so that respondents feel comfortable. Responses from participants were
recorded. The interviews also provided an opportunity for the researcher to obtain personal views
on some of the responses that the respondent hesitated to place on paper.

3.8 Data Analysis and Presentation Procedures

After collecting the data, the researcher checked and edited the data to remove the errors. The data
was then encoded and compiled according to the study criteria. It was then analyzed using SPSS

37
and the use of a scientific calculator to obtain frequencies, correlations and percentages.
Descriptive statistics were used to check for frequency, method, mean, percentages and many other
parameters of central trends.

Target number one and two should be analyzed using frequency tables and central trend scales in
order to clarify the general characteristics of the parameter under analysis of the study.

The third objective was analyzed using correlation technique to verify the level and nature of the
relationship between the two variables. In this regard, Pearson correlation coefficient was used to
link variables. The regression tool was eventually used to derive the mathematical model to link
the variables for the purposes of computational analysis / scenario and prediction.

To assess the relationship between performance appraisal (independent variable) and employee job
performance (dependent variable) Pearson’s Linear Correlation Coefficient (PLCC) (r) was used in
testing the null hypothesizes at a significance level of 0.05. A correlation coefficient enabled the
researcher to quantify the strength of the relationship between the study variables and this could be
positive or negative. The coefficient of determination or regression coefficient (r2) takes on values
between zero and one.

Correlation coefficients (r) were calculated to measure the existence and strength of the statistical
relationship between the research variables (Amin, 2005; Kothari, 2004). r=1 indicates a perfect
positive relationship whilst r=-1 indicates a perfect negative relationship (Sounders & Thornhill,
2007).The sign of the correlation coefficient serves to indicate the direction of the relationship and
usually correlations higher than zero but less than 1.00 are found (Amin, 2005).

Ability correlations are typically positive although often low. A negative score would normally be
as a result of the type of expression of the scores. Coefficients as low as 0.30 are of practical value.
Although far from a perfect prediction, it is not typical to find validity coefficients of 0.60. Far
smaller validity coefficients are normally reported, yet the reporting of a positive validity
coefficient still provides a measure of predictive power that would be absent without the use
thereof (Amin, 2005) and therefore, requires consideration.

Correlation assists in determining the degree of relationship between the dependent and
independent variables but does not enable the prediction of one set of scores from another set of
scores. For this purpose, regression analysis was utilized.

38
3.9 Ethical Considerations

Before the study, the researcher sought permission from the organizations’ management before
confronting the employees. The respondent’s permission was also sought before introducing the
subject of the research study.

The respondents also were made to know that they were free to show up for or turn down the
invitation if they wished so.

At unit level, permission was sought and at all levels assurances were given for privacy and
confidentiality.

The purpose of the study was explained to the concerned persons at all levels to keep them
informed about the study.

39
 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.0 Introduction

This Chapter presents findings of the study on the effectiveness of the performance appraisal on
Employee Job performance in Garowe Puntland Somalia according to the data collected. The
findings are analyzed, interpreted and presented according to the important variables, objectives of
the study and the research question.

4.1Demographic Characteristics of respondents

The researcher identified the respondents’ demographic characteristics in respect of gender, age,
level of education and the duration they have been in Garowe Puntland Somalia in order to
appreciate the reliability and the accuracy of the research findings. Karlinge (1973) argues that, the
analysis of data and information does not by itself provide answers for research questions, thus it is
necessary to interpret the data for proper understanding of the findings.

4.1.1: Findings on Gender distribution of respondents

Under this section, the researcher was interested in finding out the demographic characteristics of
the respondents. The character of the respondents included aspects of gender, age, marital status
and level of education filled on the questionnaire and the results are presented and analyzed in
figures below.

Table: 4. 1Gender distribution of the respondents

Frequency Percent Valid Percent Cumulative Percent

Valid Male 107 60.1 60.1 60.1

Female 71 39.9 39.9 100.0

Total 178 100.0 100.0

Source: primary data

The above table indicates that (60.1%) were males while 39.9% were females. This means that the
majority of respondents were men because of societal beliefs that they were more capable than
their female counterparts in dealing with performance appraisal and employee job performance.

40
This gives the impression that the performance employee Assessment in Garowe Puntland Somalia
is attended to both male and female. Although data analysis shows that males outnumber females,
this does not mean that males are more cooperative than females because the distribution pattern of
the questionnaire is not provided for the checklist. The results of these results show that both sexes
have been given the opportunity to express their point of view, with the results above showing
both groups of respondents.

4.1.2: Findings on Age distribution of respondents in years

As far as part of the respondents was the clients, also the researcher was interested to find out their
age groups. Analysis was done and presented in the Table 4.3.

Table: 4. 2Age distribution range of respondents

Frequency Percent Valid Percent Cumulative

Percent

Valid 20-35 years 73 41.0 41.0 41.0

36-49 years 69 38.8 38.8 79.8

50 years and above 36 20.2 20.2 100.0

Total 178 100.0 100.0

Source: Primary Data, 2018

The findings summarized in table 4.6 shows that 41.0% of the respondents were aged between 20-
35 years, while 38.8% of the respondents were aged between 36-49 years of age and 20.2% were
aged above 50 years of age. These respondents were distributed in this range as it separates youths
from adults. So in general the analysis shows that almost all of the respondents attain the age of
maturity, majority which gives much confidence on the data obtained.

4.1.4: Findings on educational qualification of respondents

The staff was also asked to mention their education backgrounds to see their knowledge level.

41
Table: 4. 3Level of respondents’ qualification

Frequency Percent Valid Percent Cumulative

Percent

Valid Primary level 38 21.3 21.3 21.3

Secondary 40 22.5 22.5 43.8

Certificate level 25 14.0 14.0 57.9

Diploma 25 14.0 14.0 71.9

Degree 20 11.2 11.2 83.1

Master’s degree 30 16.9 16.9 100.0

Total 178 100.0 100.0

Source: primary data

The analysis shows that majority of them are from secondary as this constitute 22.5% of the
respondents, 21.3% of the respondent in this group were primary level, 16.9 % were master’s
degree, 14.0% had diploma and certificate respectively as shown in the Table 4.3. Although the
majority of participants were from secondary, this did not have any negative impact on the results
of the study. The question of the respondent's level of education was to ensure that staff from
different levels of education were included in the research study to make the results representative
of the entire local government. However, an increasingly good knowledge is associated with the
process of performance Appraisal and implementation of the level of education. It is always
assumed that educated staff will often contribute positively to the performance appraisal and
appraisal process, due to the level of education and experience.

4.1.4: Findings on Marital status of the respondents

Table: 4. 4 Marital status of the respondents

Frequency Percent Valid Percent Cumulative

Percent
Valid Single 19 10.7 10.7 10.7
Married 58 32.6 32.6 43.3
Separated 27 15.2 15.2 58.4
Widows 70 39.3 39.3 97.8
Windowed 4 2.2 2.2 100.0
Total 178 100.0 100.0
Source: primary data

42
 Table 4.2.5 findings showed that 10.7% of the respondents were single, 32.6% were married,
15.2% were separated, 39.3% were Widow and 2.2% were Windowed. This shows that
respondents of different marital status were freely willing to contribute towards performing
organization duties in their different communities.

4.3 Descriptive Statistics

4.2.1 Findings on the impact of employee Assessment and Measurement on Employee Job
performance.
Knowledge of the respondents about the role of management in complying with agreed rules and
standards in achieving effective Employee Job performance were obtained as the results in the table
below indicates.
Table: 4. 5Showing the impact of employee Assessment and Measurement on Employee Job
performance.

N Min Max Mean Std.

Dev
Employee Assessment in Garowe Puntland Somalia has got an 178 1 5 3.11 1.365
appraisal system in place.
The purposes of the employee Assessment are clearly outlined, 178 1 5 2.81 1.448
understood and accepted.
Key performance criteria (i.e., competencies, behaviors, results / 178 1 5 3.06 1.274
outcomes) have been clearly identified.
The criteria have been developed in consultation with workers and 178 1 5 3.01 1.398
appraisers.
The human resource system can be more efficient by having a 178 1 5 3.43 1.495
valid and accurate appraisal system used for rating employee’s
performance

Ensuring that the appraisal system is approved by all the key 178 1 5 3.07 1.380
players’ management, trade union representatives, works council
members

Valid N (list wise) 178

Source: primary data

Table 4.3.1, the descriptive statistics indicate that the stated variables were normally distributed. The
findings show that 4 items had mean >3.5 while the rest had a mean<3.5 which showed that
respondents were indifferent with the statements. The study used a 5-likert scale, mean >3.5
43
indicated that employee Assessment in Garowe Puntland Somalia has got an appraisal system in
place with mean value of (3.11), and standard deviation of 1.365, it is also conducive in that he
purposes of the performance appraisal are clearly outlined, understood and accepted.(Mean=3.01),
that the criteria have been developed in consultation with workers and appraisers. (Mean=2.81), and
key performance criteria (i.e., competencies, behaviors, results / outcomes) have been clearly
identified (mean=3.01). On the other hand respondents were indifferent with the statements that
human resource system can be more efficient by having a valid and accurate appraisal system used
for rating employee’s performance with men = 3.43 and ensuring that the appraisal system is
approved by all the key players’ management, trade union representatives, works council members
with a mean of 3.07 and stranded deviation of 1.380. This implies that performance Appraisal in
local governments in Garowe Puntland, Somalia, has developed client charters to provide
commitments to their clients on the services to be provided, quality of services, timing of delivery
and government responsibilities.

This is the cornerstone of accountability. In order to improve transparency, performance Appraisal in

local governments in Garowe Puntland Communications Strategy in Somalia requires local
governments to present information on financial issues, contracts, salaries and budget
implementation. Council sessions are open to the public and civil society participation in local
government affairs in Garowe Puntland is high. Regular elections are held for local council
employees with legal provisions to represent special interest groups such as women, youth, persons
with disabilities and the elderly.

4.2.2 Findings on employee’s perception towards performance appraisal system

Knowledge of the respondent’s employees perception towards performance appraisal system in

creating commitment in achieving better Employee Job performance were obtained as the results
in the table below indicates.

44
Table: 4. 6Showing findings on employee’s perception towards performance appraisal system.

N Min Max Mean Std.

Dev
Competitive business world, it is implicit that organizations can 178 1 5 3.07 1.380
only compete with their rivals

When designing a system of appraisal, the issue of who will 178 1 5 3.27 1.118
perform the appraisal is a key concern

Outsourcing of the appraisal process or participation of outsiders 178 1 5 3.25 1.347

whereby experts are brought in to evaluate employee performance
is an infrequent approach

Are the results of performance appraisal a true reflection of your 178 1 5 2.88 1.462
ability?
Is the appraisal system pertinent in identifying employee strength and 178 1 5 2.94 1.358
weaknesses?
Has attitude towards work changed as a result of the performance 178 1 6 3.57 1.266
appraisal?
Valid N (listwise) 178

Source: primary data

Table 4.3.2, the researcher used descriptive statistics which indicated that the stated variables were
normally distributed. The findings show that 3 items had mean > 3.5 while 2 items had a
mean<3.5. The study used a 5-likert scale, mean >3.5 indicated that the respondents agreed with
the statement that competitive business world, it is implicit that organizations can only compete
with their rivals with mean=3.07 and standard deviation of 1.380, When designing a system of
appraisal, the issue of who will perform the appraisal is a key concern with mean=3.27 and
standard deviation of 1.118, and outsourcing of the appraisal process or participation of outsiders
whereby experts are brought in to evaluate employee performance is an infrequent approach with
mean=3.25 and 1.347. However respondents were indifferent about the statement that there are the
results of performance appraisal a true reflection of your ability with mean=2.88 and standard
deviation of 1.462, Is the appraisal system pertinent in identifying employee strength and
weaknesses as reviewed with mean=2.94 standard deviation of 1.358. According to Gomez-Mejia
(2010), techniques for measuring the performance employee Assessment employees in Garowe
Puntland Somalia include a wide range of appraisal formats from which to choose. Here we
discuss the most common formats that can be legally defended. These formats can be classified in

45
two ways: (1) the type of rule required (relative or absolute) and (2) the concentration of the scale
(attribute, behavior or outcome). (Auber, 2013).

4.2.3 Findings on the linkage between performance appraisal and Employee Job performance

Understanding of the respondents about eemployees’ obligation in putting more effort in achieving
the agreed targets and objectives in the formal meeting between them in Employee Job performance
.
Table: 4. 7Showing findings on the linkage between performance appraisal and Employee Job
performance

N Min Max Mean Std.

Dev
The performance appraisal system in employee Assessment in 178 1 5 3.80 1.014
Garowe Puntland Somalia is fair
The appraisal program is consistent with employee Assessment in 178 1 5 3.74 1.161
Garowe Puntland Somalia objectives and goals
The goals are set by negotiation 178 2 5 4.00 1.036
There is a clear agreement on performance objectives 178 1 5 2.48 1.307
The appraisal measures are individually tailored for each job 178 1 6 3.33 1.561
The assessment tools are structured with clear explanations about the 178 1 6 3.24 1.585
criteria to be assessed, and performance tandards
Valid N (listwise) 178
Source: primary data

Table 4.3.3, the descriptive statistics indicate that the stated variables were normally distributed.
The findings show that all items had mean > 3 indicating that respondents were in agreement with
the statements. The study used a 5-likert scale, mean >3.5 indicated that the respondents agreed
with the statements that the performance appraisal system in employee Assessment in Garowe
Puntland Somalia is fair (mean =3.80, standard deviation 3.80), it should be taken into
consideration that the appraisal program is consistent with employee Assessment in Garowe
Puntland Somalia objectives and goals(mean =3.74, standard deviation of 1.161), the goals are set
by negotiation, (mean=34.00 and standard deviation =1.036) There is a clear agreement on
performance objectives (mean=2.48 standard deviation=1.307), also the appraisal measures are
individually tailored for each job (mean=3.3), and the assessment tools are structured with clear
explanations about the criteria to be assessed, and performance standards with a mean of
3.24.Therefore, systematic appraisals are usually conducted once or twice a year. Assessments are

46
often made once a year, usually near the employee's anniversary in Garowe, Puntland, Somalia.
For new employees, the performance appraisal is 90 days after recruitment, again in six months,
and thereafter. According to interviews carried out in Garowe,although all performance appraisal
systems encompass both goals, the two are represented in the literature by two distinct, albeit
overlapping, lines of development in theory and research. In part the difference in approach to
performance appraisal reflects disciplinary orientation, in part historical development. One
approach grows out of psychometrics and the measurement tradition, with its emphasis on
standardization, objective measurement, psychometric properties (validity, reliability, bias, etc.).
The other comes from the more applied fields—human resource management, industrial and
organizational psychology, organization science, sociology—and focuses on the organizational
context and the usefulness of performance appraisal for such things as promoting communication
between managers and employees; clarifying organizational goals and performance expectations;
providing information for managers to guide retention, dismissal, and promotion decisions;
informing performance-based pay decisions; and motivating employees. Kacmar, (2010).

4.2.4 Findings on the challenges mitigating against performance appraisal

Knowledge of the respondents about beliefs, Attitudes and Perception of Appraises and Appraisers
as the results in the table below indicates

Table: 4. 8Showing findings on the challenges mitigating against performance appraisal.

N Min Max Mean Std. Dev

Is the exercise of an appraisal taken seriously by appraisers and appraises 178 1 5 2.01 1.289
There is the worker encouraged to participate in discussions 178 1 5 2.81 1.448
Employees have a negative attitude towards the appraisal process 178 1 5 3.06 1.274
Workers have misconceptions about the efficiency of the appraisal 178 1 5 3.01 1.398
system?
Misconceptions held by workers negatively affect the appraisal process? 178 1 5 3.43 1.495
Valid N (listwise) 178

Source: primary data

Table 4.3.4, the descriptive statistics indicate that the stated variables were normally distributed.
The findings show that 2 items had mean > 3.5 which indicated an agreement while the rest had a
mean<3.5. The study used a 5-likert scale, mean >3.5 indicated that the respondents agreed with
the statements that the exercise of an appraisal taken seriously by appraisers and appraises with

47
mean=2.01 and standard deviation of 1.289, employees have a negative attitude towards the
appraisal process with mean=3.6000.

However respondents were not sure with the statement that workers have misconceptions about the
efficiency of the appraisal system with mean=3.01, and misconceptions held by workers negatively
affect the appraisal process with mean=3.43.This regular time period is a feature of formal
performance appraisal and is distinct from informal performance appraisals. Local government
officials in Garowe Puntland, Somalia, recognize that performance was regularly reviewed and can
plan performance discussions. In addition, informal appraisals should be conducted whenever the
Director feels desirable. According to Park, (2010), the effects of appraisals on interpersonal
relationships have rarely been studied. Three of the respondents in Garowe Puntland Somalia have
examined how performance appraisal could influence local government. We tested for the
appraisal similarity effect in which perceived similarity in appraisals boosts local government. In
Experiment 1, perception of appraisal similarity led participants to express local government by
disclosing personal contact information. This effect was replicated with a self-report measure
employee Assessmentin Experiments 2 and 3. By independently manipulating attitude similarity,
the appraisal similarity effect was deactivated under perceived attitude dissimilarity. Likewise, the
robust attitude similarity effect was invalidated under perceived appraisal dissimilarity. In
Experiment 3, perception of validated personal beliefs mediated the appraisal similarity effect, and
this mediation effect was deactivated under perceived attitude dissimilarity in a moderated
mediation scenario.

4.2.5 Findings on Appraisal Process

Knowledge of the respondents about Appraisal Process were obtained as the results in the table
below indicates.

48
Table: 4. 9Showing findings on Appraisal Process.

N Min Max Mean Std. Dev

The appraisal system is strong enough to adequately reflect the 178 1 5 3.07 1.380
situation on the ground
There is supervisor-subordinate relations 178 1 5 3.27 1.118

There is appraisal interview 178 1 5 3.25 1.347

Perception about the Performance Appraisal System Fairness 178 1 5 2.88 1.462
There are challenges in the appraisal system that affects results 178 1 5 2.94 1.358
Valid N (list wise) 178
Source: primary data

Table 4.3.5, the researcher used descriptive statistics which indicated that the stated variables were
normally distributed. The findings show that all item had mean > 3.5. The study used a 5-likert scale,
mean >3.5 indicated that the appraisal system is strong enough to adequately reflect the situation on
the ground with mean=33.07, There is supervisor-subordinate relations which leads to Employee Job
performance with a mean of 3.27), There is also appraisal interview (mean 3.25), Perception about
the Performance Appraisal System Fairness (mean =2.88). Finally, there are challenges in the
appraisal system that affects results indicated by the mean of 2.94. This implies that the performance
review criteria must be balanced between: achievements in terms of objectives as supported by
Armstrong (2017), which emphasizes that the level of knowledge and skills possesses and applies
(competencies or technical competencies); behavior at work because it affects performance
(competencies); The degree of behavior support to the core values of the organization; day-to-day
effectiveness.

4.2.6 Findings on Challenges of Staff Appraisal System in a Local government

Knowledge of the respondents about challenges of Staff performance Appraisal System in a Local
government were obtained as the results in the table below indicates.

49
Table: 4. 10: showing the findings on the Challenges of Staff Appraisal System in a Local
government.

N Min Max Mean Std. Dev

Lack of commitment of authorities to SPA system 178 1 5 3.74 1.161

Lack of interest by employees 178 2 5 4.00 1.036

Failure to act on the appraisal results 178 1 5 2.48 1.307

Failure by appraisers to provide feedback to Appraises 178 1 6 3.33 1.561

Problems can be emanate from the system of appraisal which involves the 178 1 6 3.24 1.585
objective of the appraisal it wants to serve.
Valid N (list wise) 178

Source: primary data

Table 4.3.6, the descriptive statistics indicate that the stated variables were normally distributed.
The findings show that 4 items had mean>3.5 which indicated an agreement and the rest had a
mean<3.5. The study used a 5-likert scale, mean >3.5 indicated that the respondents agreed with
the statement that there is lack of commitment of authorities to SPA system mean= 3.74, there is
lack of interest by employees mean=4.00, also, there is failure to act on the appraisal results
mean=3.33, Failure by appraisers to provide feedback to appraises in local government service
performance mean=3.33. Problems can be emanate from the system of appraisal which involves
the objective of the appraisal it wants to serve, administrations system, forms used and procedure
used to make up the system with a mean of 3.24, and standard deviation of 1.585. This was
supported by Michael Perre (1987), who asserts that many problems in performance Appraisal
stem from the self-assessment system of the intended objectives of the service, the system in which
it is incorporated, and the models and procedures. Which form the system.

4 .3 Relationship between performance appraisal Employee Job performance

Findings on the relationship between performance appraisal and Employee Job performance were
determined by use of Pearson correlation coefficient and can be evidenced in the table below.

50
Table: 4. 11Relationship between performance appraisal Employee Job performance

Performance Local Government

Appraisal Performances
Performance Appraisal Pearson Correlation 1 .997 **
Sig. (2-tailed) .000
N 178 70
Local Government Pearson Correlation .997 ** 1
Performances Sig. (2-tailed) .000
N 178 178
**. Correlation is significant at the 0.01 level (2-tailed).

Table 4.5 above shows that there is a strong positive correlation between employee appraisal and
performance of the local government in Garawe with Pearson correlation coefficient r = 0.997 **, p
= 0.00. This means that if the performance of the assessments improves well, it will improve the
performance of the local government. On the other hand, with the deterioration of Employee Job
performance, performance appraisal is also worsening. Although there are substantial variations
among the countries, it might be fair to say that the performance evaluation system has been widely
introduced and government employees’ awareness on performance has been gradually improved
since the 1980s. However, a number of limitations are also salient for the time being. Recently,
performance appraisal and performance measures faced criticism from government employees for
various reasons.

51
 CHAPTER FIVE

SUMMARY, DISCUSSION, CONCLUSION AND RECOMMENDATIONS

5.0 Introduction

In the previous chapter, analysis and interpretation of the study was made based on the data
obtained through questionnaire distributed to and an interview conducted with employees of
Garowe Puntland Somalia. Based on the analysis and interpretation, conclusion and
recommendations of the study were made as follows based on research objectives.

5.1 Discussion of the Findings

The local government headquarters in Garowe Puntland, Somalia, had a performance appraisal
policy, although some staff were not aware whether the local government headquarters in Garowe
Puntland, Somalia had a performance appraisal policy. It was noted, however, that the
performance appraisal policy was not being properly applied in the organization, which made
some staff feel that they were not well recognized to make them do more to provide services to the
client. This means that the nature of the performance appraisal policy at the local government
headquarters in Garowe Puntland, Somalia, is attributed to a sense of non-recognition and
appraisal in the local Government of Garowe Puntland. This is due to the fact that the policy is not
applied correctly to achieve the desired results.
The findings show that management do take part in Goal Setting theory of performance appraisal,
hence the management is general machinery body in decision-making or any organization,
therefore it one of the management task to ensure objectives are reached. One of the ways to
ensure goals are reached is preparing performance.
The results show that management is involved in assessing performance, and therefore
management is a general mechanical body in decision-making or any organization, and therefore it
is one of the management task to ensure that the goals are achieved. One way to ensure that goals
are met is to prepare performance.

The study also showed that the performance appraisal is performed once a year. And that
performance appraisal is only good. The Department also sets out performance appraisal
objectives, criteria, rules and standards that can be used to assess its performance. Apart from that
department, it is also responsible for setting the performance standards of the planning department,
the department integrates with other departments (involving stakeholders) to give them awareness
52
of the issue and to achieve the desired goals. The relationship between the PNA and the increase of
functional satisfaction, and therefore the most effective performance leads to improved job
clarification and enhanced communication. There is also a link between the PA and the employee's
sense of loyalty. As well as the performance appraisal must be with the overall organizational
success.

Furthermore, it was found that staff viewed PAS as a fair system and were happy that the system
was acting in response to the work of the staff, thus making it easier for staff to take the necessary
measures to rectify any deficiencies that occurred during the performance of the General Staff. It
was revealed that the local government department in Garowe Puntland Somalia has no chance to
engage the client in the development of performance appraisal standards. This is due to the nature
of the process of establishing performance appraisal standards, which does not allow for the
participation of customers. In addition, customers were told that the services provided by the local
Somali government of Garowe Puntland are better off compared to previous services where one
might expect to obtain their request within a specified timeframe at least.

5.2Conclusion
5.2.1 The role of management in complying with agreed rules and standards in achieving
effective Employee Job performance.
From the results, the study concluded that the information resulting from the performance
Appraisal in both organizations was used at an intermediate level to identify warnings about their
unsatisfactory performance and to assist supervisors in making decisions about retention or
discharge. In an increasingly competitive world, improving performance appraisal is not optional;
it is necessary to enhance the effectiveness and competitiveness of the Government.

The results of the study indicated that most respondents were not familiar with the strategy of
assessing the performance employee Assessment. This means that some employees fail to
understand the true meaning and apply a performance appraisal strategy. The nature of the
organization of work can also contribute to this situation because staff are not present in the
Organization's performance appraisal strategy.

The user model is not allocated to evaluate the majority of employees' performance appraisal based
on the characteristics of their job.

53
Finally, the study indicates that the local government department in Garowe Puntland Somalia
does not have such an opportunity to engage the client in the development of performance
appraisal standards.

5.2.2 Employees perception towards performance appraisal system in creating commitment in

achieving better Employee Job performance.

From the results, although there are substantial citizen customer perception of the PAS, it may be fair
to say that PAS has been widely provided, and public officials' awareness of performance has
gradually been improved in achieving better Employee Job performance. However, a number of
constraints are currently prominent. Recently, performance appraisal and performance metrics have
faced criticism from government employees for various reasons. First, people do not like appraisal as
well as are generally evaluated. Second, the system of seniority may be prevalent in many
organizations so that it is difficult to change perception and behavior in the short term.

The criteria / instrument for measuring staff performance is clearly not defined and not goal-oriented
in both institutions.

The findings of the study indicate that the local government administration of Garowe Puntland in
Somalia has a performance appraisal policy, although some staff members were not aware of
whether the local government administration of Garowe Puntland in Somalia had a performance
appraisal policy. It was noted, however, that the performance appraisal policy was not being properly
applied in the Organization, which made some staff feel that they were largely unregistered to make
much effort to provide services to the client. This means that the nature of the performance appraisal
policy in the local government administration in Garowe Puntland, Somalia, attributes the sense of
non-recognition and appraisal in the local government administration in Garowe Puntland, Somalia.
This is due to the fact that the policy is not applied correctly to achieve the desired results.

5.1.3 Employees’ obligation in putting more effort in achieving the agreed targets and
objectives in the formal meeting between them in Employee Job performance.

The study indicates that both universities used performance Appraisal to motivate staff at the
intermediate level, indicating that their use for stimulus purposes was not at the required level, and
was very low, especially in the local government of Garowe Puntland. Instead, it consists of mixed
interest which is so mysterious that it harms the ethics of the staff and frustrates them from
54
competition and creativity. Thus, the staff without competition and creative was a cost to the
organization.

The information obtained through PA is at a moderate level in both organizations in providing

incentives and career upgrades for those employees whose performance is at the benchmark level
and above. In particular, Garowe Puntland Somalia, a local government, is used at a very low level
because it grants only promotion rather than other payments, while the local government makes
the payment (annual increase), promotion, training and development program.
The information obtained through performance Appraisal in both organizations is used at an
intermediate level to identify warnings about their unsatisfactory performance and to help
administrators make decisions about retention or discharge.

It is also difficult to say that the information resulting from the performance appraisal is used to
diagnose the problem of both staff and organizations in organizations.

5.1.4 The linkage between performance appraisal and Employee Job performance.

From the findings, there is a strong positive relationship between Performance Appraisal and
Employee Job performance at Pearson correlation coefficient r=0.997**, p=0.00. And therefore
this means that if Performance Appraisals are well managed Employee Job performance improves.
On the other hand therefore, as the Employee Job performance retards, Performance Appraisal also
worsens thus the analysis conducted in chapter four, performance appraisal is implemented in the
Employee Job performance in Somalia Puntland state at moderate level, where as it is
implemented in the private higher education institution at high moderate level to let employees
know where they stand at particular period of time in their performance.

5.2 Recommendations

5.2.1 The role of management in complying with agreed rules and standards in achieving
effective Employee Job performance.

This research study recommended that local government departments in the Garowe Puntland
Somalia should adopt the Principles as a guideline to develop a better performance appraisal system
and process in order to deliver better services to the citizens.
There needs to be understanding of the relationship between strategy, people, and organizational
design and performance systems in order for performance management to be achieved in the
performance of Garowe Puntland Somalia local government.
55
5.2.2 Employees perception towards performance appraisal system in creating commitment in
achieving better Employee Job performance.

Garowe Puntland Somalia local government should base the appraisal of their employees’
performance appraisal on their accomplishment and achievements like, and even better than private
organizations in Somalia.

Garowe Puntland Somalia local government should maximize giving feedbacks to the subordinate
employees, as it benefits both the organizations and the employees. Employees who knew where
they stand strive to improve their performance. As a result, if their performance is improved,
organization’s efficiency was improved.

5.2.3 Employees’ obligation in putting more effort in achieving the agreed targets and
objectives in the formal meeting between them in Employee Job performance.

There is a need to maximize the use of Performance appraisal in their respective managerial systems,
in order to correct the behavior of employees with low performance and make them more efficient
and effective. If this measure could not correct the behavior of their employees, the organization
should consider the question of retention or discharge in order to minimize cost and maximize
benefit of the organizations.

Garowe Puntland Somalia local government should review the policy if any, and refresh in the way
it brings change in the organizations behavior, to enhance effectiveness and efficiency in order to
improve their service quality, to satisfy their internal and external customers.

The criteria/form in use in Garowe Puntland Somalia local government is standardized and prepared
to measure all employees with similar variables, need to be customized in accordance with the
employees‟ jobs, and this also need to be supported by internal policy of the organizations, in order
to help the both organizations human resource management.

Garowe Puntland Somalia local government should formulate policy of managing such
organizational problems of employees creating positive impression in the mind of their subordinates
to reap unsought benefit.

56
5.2.4 The linkage between performance appraisal and Employee Job performance.

On the other hand, with the deterioration of Employee Job performance, performance appraisal is
also worsening. Consequently, on the basis of the analysis and its results, the following
recommendations were made:

There is a need to use performance Appraisal to strengthen the relationship between the president
and subordinate through the implementation of the incentive plan, create transparency, avoid bias,
improve staff attitude by giving training and development of staff in order to help avoid employees
"misconceptions.
Much needs to be done to reduce the risk of the current scenario of a weak relationship between
subordinates and supervisors arising from the PA problem. Creating transparency within the PA
system, attaching the PA to the drivers, and providing training for both the average and the modified
can create an attractive atmosphere of the work system.

The model employed by the Palestinian Authority should measure the achievements and
achievements of public officials. For this purpose, staff should participate in the preparation of the
performance appraisal, which can create transparency, reduce the form used by pastoralists and
enhance trust between the presiding officer and the supervisor.

5.3 Suggested Areas for further Studies

The researcher suggests that more researchers should be conducted in the following fields. First,
further study should be undertaken using the same methodology / strategy in other ministries and
regions to critically assess the role of performance Appraisal in the delivery employee Assessment
services among public sectors in Puntland, Somalia, or even in particular sectors using different
methodologies.
There is also a need for a detailed analysis of the impact of performance appraisal results in the
local government training or employment program for the Somali community. Finally, the
researcher recommends conducting a similar study in another public organization to investigate the
same phenomenon. This will enable the researcher to conduct a collaborative analysis, which will
lead to the formulation of national policies on how best to conduct and use performance appraisal
results to improve Garowe Puntland somalia’s conditions.

57
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 APPENDIX 1: QUESTIONNAIRE

Introduction: This is part of a study that is examining the effects of staff performance appraisal on
the achievement of organizational. Please select your preference from the options provided by
ticking in the appropriate box. Where the question asked is open-ended, kindly answer as
appropriate.

a): Background Information

PART 1: RESPONDENT’S PROFILE

1. Gender __________________
a Male
b Female
2. Qualification ____________
a Primary level
b Secondary
c Certificate level
d Diploma
e Degree
f Master’s degree

3. Age __________________
a 20-35 years
b 36-49 years
c 50 and above years

4. Marital status ----------------------------

a Single
b Married
c Separated
d Widows

Direction 1: Please write your rating on the space before each option which corresponds to your
best choice in terms of level of motivation. Kindly use the scoring system below:

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a) The role of management in complying with agreed rules and standards in achieving effective
Employee Job performance.
1. On a scale of 1 to 5, to what extent do you agree with the following statements about performance
appraisal in Local government in Garowe Puntland Somalia? (1=not at all, 5=to a great extent,)
The response scale for the questions is as below:
1=Strongly Agree, 2= Agree, 3= Uncertain, 4= Disagree, 5 = Strongly Disagree

Scale 1 2 3 4 5
1. Employee Assessment in Garowe Puntland Somalia has got an appraisal
system in place.
2. The purposes of the performance appraisal are clearly outlined, understood
and accepted.
3. Key performance criteria (i.e., competencies, behaviours, results /
outcomes) have been clearly identified.
4. The criteria have been developed in consultation with workers and
appraisers.
5. The human resource system can be more efficient by having a valid and
accurate appraisal system used for rating employee’s performance

6. Ensuring that the appraisal system is approved by all the key players’
management, trade union representatives, works council members

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b) Employees perception towards performance appraisal system in creating commitment in
achieving better Employee Job performance.
1 2 3 4 5
1. Competitive business world, it is implicit that organizations can only compete with their rivals

2. When designing a system of appraisal, the issue of who will perform the appraisal is a key
concern
3. Outsourcing of the appraisal process or participation of outsiders whereby experts are brought
in to evaluate employee performance is an infrequent approach
4. Are the results of performance appraisal a true reflection of your ability?

5. Is the appraisal system pertinent in identifying employee strength and weaknesses?

6. Has attitude towards work changed as a result of the performance appraisal?

4. How often are appraises communicated to on employee Job performance during the year?

Frequently Occasionally Never

c) Employees’ obligation in putting more effort in achieving the agreed targets and objectives
in the formal meeting between them in Employee Job performance
On a scale of 1 to 5, to what extent do you agree with the following statements about consistency
of appraisal process with GHS’s rules and regulations? (1=not at all, 5=to a great extent,)
Scale 1 2 3 4 5
1. The performance appraisal system in Employee Assessment in Garowe Puntland Somalia is
fair
2. The appraisal program is consistent with Employee Assessment in Garowe Puntland
Somalia objectives and goals
3. The goals are set by negotiation

4. There is a clear agreement on performance objectives

5. The appraisal measures are individually tailored for each job

6. The assessment tools are structured with clear explanations about the criteria to be assessed,
and performance standards

d) Beliefs, Attitudes and Perception of Appraises and Appraisers

1 2 3 4 5
1. Is the exercise of an appraisal taken seriously by appraisers and appraises?

2. Is the worker encouraged to participate in discussions?

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 3. Do employees have a negative attitude towards the appraisal process?

4. Do workers have misconceptions about the efficiency of the appraisal

system?
5. Do misconceptions held by workers negatively affect the appraisal process?

f) Appraisal Process
1.The appraisal system is strong enough to adequately reflect the situation on the Yes No No Idea
ground
2. There is supervisor-subordinate relations

3.There is appraisal interview

4.Perception about the Performance Appraisal System Fairness

5.There are challenges in the appraisal system that affects results

1.The appraisal system is strong enough to adequately reflect the situation on the
ground
2. There is supervisor-subordinate relations

g) Challenges of Staff Appraisal System in a Local government

On a scale of 1 to 5, to what extent do you agree with the following as challenges in the appraisal
system? (1=not at all, 5=to a great extent,)
1 2 3 4 5
1.Lack of commitment of authorities to SPA system
2.Lack of interest by employees
3.Failure to act on the appraisal results
4.Failure by appraisers to provide feedback to appraises

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 f) The linkage between performance appraisal Employee Job performance

On a scale of 1 to 5, to what extent do you agree with the following statements about the strengths
and weaknesses of staff performance appraisal system? (1=not at all, 5=to a great extent,)

Scale 1 2 3 4 5
1.The appraisal system is strong enough to adequately reflect the situation on the
ground
2. There is supervisor-subordinate relations

3.There is appraisal interview

4.Perception about the Performance Appraisal System Fairness

5.There are challenges in the appraisal system that affects results

Kindly indicate any suggestion(s) that in your opinion will improve the performance appraisal
system……………………………………………………………………………………
……………………………………………………………………………………………

…………………………………………………………………………………………….
…………………………………………………………………………………………….

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 INTERVIEW GUIDE

1. Which problems does your department facing in implementing performance appraisal

2. How several does the organization/department conduct performance appraisal system a year?
3. What type of performance appraisal method does your organization/department use and why?
4. What role does management play in complying with agreed performance standards?
5. To what extent does service delivery improved due to performance appraisal?
6. What obligation does management play in achieving agreed targets and objectives?
7. What are the perceptions of employee’s in relation to the methods used in conducting
performance appraisal?
8. What is the link between performance appraisal and an overall organizational performance?
9. How does employee get involved in the performance appraisal process more especially in setting
performance appraisal criteria?
10. How long does your department take to offer a passport to your client?
11. How does management recognize the best employees obtained from performance appraisal?
12. How the Immigration Department carries out Performance Appraisal?
13. How do the employees perceive the Performance Appraisal system implemented within the
Department?

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