Performance appraisal and employee performance in local governments

Abstract

This study was undertaken to assess the effect of performance appraisal on employee performance in local governments a case of Masaka Municipal Council. The general objective of the study was to assess the relationship between performance appraisal and employee performance and the specific objectives were; to examine the relationship between appraisal process and employee performance in Masaka Municipal council, to assess the relationship between appraisal tool used and employee performance in Masaka Municipal Council, to examine the relationship between appraisal challenges and employee performance. The study was guided by a cross sectional design and was carried out using a case study of Masaka Municipal Council. The study used both quantitative and qualitative approaches. The research population included respondents from administration, health, education and works department which toted to 515 with a sample size of 103 was selected. The sampling techniques included simple random and purposive sampling. In the examination of the appraisal process, it was found out that the majority of the employees are assessed by their respective heads of departments (70.9%) in an atmosphere of openness, guidance and mutual feedback. Most employees in the study (75.7 %) agree that this kind of assessment positively influence employee performance at the end of the appraisal process. This implies that major job activities and targets are achieved in a result-oriented framework as agreed by 76.8 % of the respondents, with a correlation value of r= 0.328 Therefore, appraisal is effectively done Masaka Municipality and by extension, the civil service of Uganda. About the appraisal tools used in evaluating employees of Masaka Municipality, it was found out that they take the appraisal process and tool seriously. The majority (67.9%) agreed that it is well explained as to its nature, expected outputs targets and indicators of performance before being ushered in, democratically applied as agreed by 66.1%). The scores and ratings are individually and later, jointly agreed upon (61.2%agree). The study also found out that the appraisal forms are genuinely filled out (60.2%) and that the tool and process of appraisal provide ample chances for feedback (76%) and the correlation value was r= 0.347 which was positive and significant. Regarding the major challenges affecting employee performance appraisal due to the appraisal process, the study found out that largely (69%), there are obstacles encountered. The correlation value was r= 0.507 implying a positive relationship and significant. From the findings, the following recommendation are therefore made; (i) proper feedback should be intensified with proper documentation and employees should be involved in the formulation of appraisal tool; (ii) give appropriate rewards to employees who have shown an exemplary performance; (iii) employees should be evaluated on the basis of the requirements of their job, their duties and responsibilities