Performance Appraisal and Employee Performance: Evidence From Sekondi-takoradi Metropolitan Health Directorate

Abstract

ABSTRACT Without a well-defined performance appraisal system, there is a tendency to judge others’ efforts without being bound by rules or regulations. Thus, this study aimed to explore the performance appraisal systems and the employees’ job performance at Sekondi-Takoradi Metropolitan Health Directorate (STMHD). To achieve this aim, the study adopted the descriptive design with a quantitative approach based on the positivist paradigm. Krejcie and Morgan’s (1970) Table of random numbers was used to sample 132 participants from a population of 202. Using proportionate and convenience sampling techniques, data was collected from the respondents using a structured questionnaire. Data were analysed using descriptive statistics (frequency counts, percentages, mean and standard deviations) with the help of the Statistical Product for Service Solutions (SPSS Version 26.0). It was found that the most commonly used performance appraisal system employed in STMHD is rating scale appraisal. Employees have positive perceptions of performance appraisal systems; however, they consider the appraisal process a waste of time. Finally, the rating scale performance appraisal has helped the employees to deal confidently and efficiently with top management and colleagues. In general, it was concluded that employees have positive perceptions of the performance appraisal system concerning their job performance. It was recommended that the management of the STMHD should holistically adopt the rating scale method for performance appraisal, and management should use the performance appraisal results for its intended purposes