A Comparative Analysis of The Impact of Performance Appraisal System in Ghana A Case Study of Ghanaian and Multinational Companies

International
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6510(Online), Volume 5, Issue 10, October (2014), pp. 40-50 IAEME
ISSN 0976-6502 (Print)
ISSN 0976-6510 (Online)
Volume 5, Issue 10, October (2014), pp. 40-50
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A COMPARATIVE ANALYSIS OF THE IMPACT OF

PERFORMANCE APPRAISAL SYSTEM IN GHANA:
A CASE STUDY OF GHANAIAN AND MULTINATIONAL
COMPANIES
Mr. Appiah Dwomoh
Ghana Immigration Service, Ghana-West Africa
Dr. Emmanuel Attah Kumah
All Nations University College, Ghana-West Africa
Mrs. Adelaide Konadu Amponsah
St.Dominic Hospital, Akwatia- Ghana (W/A)
ABSTRACT
Most modern business organizations have adopted performance appraisal system which is
essential in the performance management of employees. However, performance appraisal systems
have a common component in the workforce and Management of organizations has instituted a
performance evaluation system in which employees were rated annually against pre-established
performances objectives. Therefore a formal management procedure or system adopted for the
evaluation of work performance is Performance appraisal system. The objective of this research is to
measure employees satisfaction with performance appraisal systems in Ghanaian and multinational
company. Furthermore, the purpose of the study is to make initial analysis on numerous appraisal
system adopted by multinational and Ghanaian companies. The study made a comparative analysis
of employees satisfaction with performance appraisal system in National Investment Bank and
Fidelity Bank. However, a field study consisting of questionnaires were used as a tool for carrying
the investigation. The populations of the study area were 50 employees at both banks but base on
these 32 employees were sampled. Furthermore, the sample frame of the research was the Branch
Managers and the employees at the banks respectively. SPSS was used in the data technique. The
study revealed that performance appraisal is used for multiple purposes such as evaluation of
performance, determination of pay, promotion, etc in every organization (Cleveland et al, 2009 and
Ostroffs, 2010). In the recommendation for effective appraisal system; organization objectives
40
International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 5, Issue 10, October (2014), pp. 40-50 IAEME
should be well determined, decentralized and translated into departmental and finally to individual
positions. Actual measurement or grading system used to rate employees performance needs to be
designed carefully and fairly. The method of appraisal should be used consistency with clarity of
adopted standards as well as well defined incentive systems should be made available to ensure good
appraisal system in every organization.
Key Words: Performance, Appraisal, and Employee Satisfaction
1.0 INTRODUCTION
In the 21st Century, performance appraisal is essential in the performance management of
employees. However Markle (2010) suggests, performance appraisal systems have a common
element in the workforce and Management of organizations instituted a performance evaluation
system in which employees were rated annually against pre-established performances or objectives.
It is therefore deduced that, a formal management procedure or system adopted for the evaluation of
work performance is Performance appraisal system. Similarly, Armstrong (2010) stipulates, an
important part of performance management system and is one of the tools that can be adopted to
manage individual employees performance. Gregorio (2009) states, after employees selection,
performance appraisal is arguably the most important management tool an employer could adopt to
assess or evaluate employees performance. Besides, it could be seen that, performance appraisal
system when properly administered by organizations would supports the reward structure or scheme
and this could improve the performance employees. A survey conducted by Mount (2010) indicates,
determining factors of employees satisfaction with performance appraisal are the objectivity, equity
or fairness of the appraisal system in relation to bonuses, pay increases, promotion as well as its
alignment to organizational goals or objectives. Lastly, performance appraisal system rates
employees performance in relation to the set targets of the organizational goals and objectives.
Furthermore, performance appraisal process, when properly administered, high
performing
employees will be satisfied and contribute to the overall performance and support the corporate
objectives and goals of the organization, however, employees who could not meet the standards will
be motivated and challenged to meet the targets. It has been observed that employees generally
express dissatisfaction with an appraisal system when there is role incompatibility, role ambiguity,
and inequity or unfairness system as well as procedure injustice.
1.2 RESEARCH OBJECTIVE
A critical analysis of the objectives of this study will consequently result in the following:
To measure employees satisfaction with performance appraisal systems in Ghanaian and
multinational company;
To find out the extent to which employee satisfaction with performance appraisal affects the
attainment of organizational goals;
To identify the relationship between employees performance and performance appraisal
system.
41
1.3 RESEARCH QUESTIONS
What are the employees satisfaction with performance appraisal system in a Ghanaian
Company and a Multinational company?
What is the extent to which employees satisfaction with performance appraisal results affects
the attainment of organizational goals?
What is the reason if any, to ascertain the accounts for the differences of appraisal methods
between a Ghanaian company and a Multinational Company?
1.4 PROBLEM STATEMENT
The purpose of the study is to describe the current impact of Employee satisfaction with
performance appraisal system in Ghanaian and Multinational Company. Performance appraisal
sometimes falls short of providing employees with a positive identity and self-esteem even though
most people enter work place with the intention of achieving such needs. Instead, performance
appraisal sometimes causes employees to be alienated, or separated from it. Even though,
performance appraisal is widely studied, issues and problems with employees performance appraisal
continue to exist. In fact, there has been little effort to empirically study the performance appraisal
variable in Ghana. Several factors can contribute to poor performance appraisal. This study will
empirically investigate into what factors cause performance appraisal. This study will therefore help
to identify which variable contribute to employee performance appraisal. This will help policy
makers to consider those variables in decision-making process so that they can boost employees
morale
2.0 LITERATURE REVIEW
2.1 PERFORMANCE APPRAISAL SYSTEM
Armstrong (2011) stipulates performance appraisal, also known as employee appraisal, is a
method by which the job performance of an employee is evaluated and generally in terms of quality,
quantity, cost and time and it is part of career development process. Garry (2011) adds
performance appraisal is therefore a process of evaluating employees competencies in terms of how
well the employee is capable of applying skills and knowledge, how well the employee have
performed the current projects and also what kind of potential available for future projects.
Generally, performance appraisal is seen to be one of the performance management tools that could
be adopted to evaluate the performance of employees in an organization. In addition Crawford
(2010) indicates during the appraisal process primarily those work results are valued that creates
preconditions for the improvement in the future and enable differentiation between compensation,
rates and on the other hand, diminishing equalization and increasing fair compensation but
evaluators often tend to attribute too much importance to situational circumstances, regardless of
whether the evaluation is based on ones own activities or the activities of others, especially when
the results were not satisfactory. However, this research is able to measure employees satisfaction
with performance appraisal systems in Ghanaian and multinational company.
2.2 EMPLOYEES SATISFACTION WITH PERFORMANCE APPRAISALS
According to Prahalad & Hamel (2010), the importance of employees to organizational
performance has long been recognized, yet more than 80 percent of UK organizations surveyed in
the UK express some dissatisfaction with the performance appraisal system (PAS), perceiving that it
42
fails as a mechanism to develop and motivate employees. Moreover Bowles and Coates (2009)
report a figure of 68 percent dissatisfaction with the process in the sample of 48 UK organizations as
a result of these many systems. Mount (2010), and Pooyan and Eberhardt (2008) suggest may be an
intrinsic difference in the level of satisfaction with a Performance Appraisal System that is linked to
a persons role within the system and it has also been suggested that a lack of appraisal training in
the Performance Appraisal process may cause discrepancies between expected and actual
performance assessments which will contribute to dissatisfaction with the system. However, Bretz et
al., (2009) also explains the type of organization in which the Performance Appraisal System
operates may also be one of the influencing factors but Mounts (2011) a study was carried out in a
large multinational US corporation, while Pooyan and Eberhardt (2009) conducted the research in a
State University in the USA, furthermore all the researchers concluded that the results need to be
tested in the work environments in order to be validated. The contribution of this research is to fill in
the gap to measure employees satisfaction with performance appraisal systems in Ghanaian and
multinational company.
2.3 THE RELATIONSHIP BETWEEN EMPLOYEE PERFORMANCE AND
PERFORMANCE APPRAISAL SYSTEM.
The main purpose of this, studies the relations between employee performance and
performance appraisal system. It is assumed that performance appraisal is the same as performance
management but Dodd-McCue and Wright, (2010) argues there are significant differences and
further defined performance appraisal as the formal assessment and rating of individuals employees
by managers, an annual review meeting as well as feedback whilst performance management is a
continuous and much wider, more comprehensive and more moral process of management that
clarifies expected to act as coaches rather than judges, and focuses on the future. Performance
appraisal has been discredited because too often it has been operated as a top-down and largely
bureaucratic system owned by the Human Resource Department rather than line managers but it has
been perceived by Townley (2009) as solely a means of exercising managerial control and
performance appraisal tended to be backward, concentrating on what had gone wrong, rather than
looking forward to future developmental needs. In addition, Baron (2009) admits performance
appraisal schemes existed in isolation and there was no relation between the system and the needs of
the business whilst Line managers have frequently rejected performance appraisal schemes as being
time-consuming and irrelevant. Similarly Armstrong (2010) argues employees have resented the
superficial nature with which appraisals have been conducted by managers who lack the skill
required, tend to be biased and are simply going through the motions and performance appraisal
system too often degenerated into a dishonest annual ritual. This research helps us to identify the
relationship between employees performance and performance appraisal system which is very good
tool for identifying the roles of performance appraisal.
2.4 THE EFFECT OF APPRAISAL SYSTEM ON EMPLOYEE PERFORMANCE.
Townley (2009) suggests that such relation has proved indirectly in studies about appraisal
system on employee performance. In this regard results of this study show that if reflections which
are gained from performance appraisal satisfaction are invested in employees' development, then
employees will probably compensate it through increasing of effective commitment.. Poon, (2010)
states that Performance appraisal dissatisfaction will affect employees' tendency to quit job position
through decreasing of job satisfaction. Moreover, in the performed researches results demonstrate
that decreasing of organizational commitment results in employees' tendency to quit job position. By
considering the above results, we can conclude the existence of a positive relation between
Performance appraisal satisfaction and effective commitment and a negative relation between
43
Performance appraisal satisfaction and tendency to quit job position. This shows the importance of
paying attention to employees' motivation in order to enhance their level of performance in the
organization. In general, Arnold and Feldman (2011), appraisal system on employee performance
from the evaluation system of the organization's performance could have a positive effect on their
work performance and commitment to the organization and has a negative effect on their tendency to
quit job position. These findings put emphasis on this case that system of performance evaluation
affects employees' attitude and behavior; therefore, employees should experience positive reflections
of evaluation. Existence of a suitable system of performance evaluation in the organization and also
applying of motivational mechanisms and paying attention to the motivation level of employees
could result in employees' satisfaction of evaluation and such satisfaction will by itself resulted in
enhancing of work performance and effective commitment and employees' tendency to remain in the
organization. This research also find out the extent to which employee satisfaction with performance
appraisal affects the attainment of organizational goals.
3.0 METHODO LOGY
This section deals with research methods used in collecting data and analysing the data
collected. The research adopted a descriptive design as well as case study approach. A primary
source of data was adopted for the research. In order to obtain suitable data, questionnaires were
adopted. The research study adopted quantitative analysis. The population of the study was the
number of employees at National Investment Bank with fourteen (14) and Fidelity Bank with
eighteen (18) employees. However, the sample frame will include the staff at the National
Investment Bank and Fidelity Bank. The sample size to be adopted is 20 respondents. The study
adopted probability sampling. Analysis of Variance (ANOVA) test was used to run the Statistical
Package for Social Sciences software in analysing the data collected but tables were also used for
presentation of data.
4.0 DATA ANALSIS AND INTERPRETATION
4.0 INTRODUCTION
Responses to the questions were grouped under the stated objective of the study. For
objective one, five subgroups were obtained; four of these were referred to as an indirect measure
and the other as a direct measure. Responses to all major questions were judged on a scale of 1 to 10
and then weighed based on responses to sub-questions, explanations and other rated comments.
These were used to obtain a weighted average for each measure each performance
4.1 ANALSIS AND INTERPRETATION OF DATA COLLECTED
4.1.1
FIDELITY BANK: The type of appraisal system used by company

RESPONSES
Valid
Management by
Objectives
Easy Method
360 Degree Feedback
Total
Source: Field Data, 2013
Frequency
Percent
Valid Percent
Cumulative Percent
12
66.7
66.7
66.7
4
2
18
22.2
11.1
100.0
22.2
11.1
100.0
88.9
100.0
44
NATIONAL INVESTMENT BANK.

According to the data obtained from Fidelity Bank, 12 (66.7%) of the respondents insist
Management by objectives (MBO) is the type of appraisal system used in the company and also 4
(22.2%) of the respondents argued that easy method was the appraisal system which is used in the
company, the remaining 2 (11.1%) respondents argued that 360 degree feedback was the appraisal
system which was then used in the company. Moreover, the gathered data acquired from the National
Investment Bank indicate, 4 (28.6%) respondents claim that Easy Methods is the type of appraisal
system used in the company and 10 (28.6%) argue that 360 Degree Feedback was the appraisal
system used in the company. On the other hand, National Investment Bank adopted 360 degree
feedback according to the data results, the results proves that 4 respondents did not know the type of
appraisal system which was being used by the management
However, Greg and Kenneth (2012) reports, appraisal systems have to suit the nature of the
organizations and the employees as well. The data gathered in both companies shows the response of
each organization and the results also indicates that few of the employees did not know the type of
appraisal system the company is currently using, it can therefore be assumed that the management or
the company do not keep the employees informed or employees do not access information because
most of the colleagues know the appraisal system which was being used by the company.
Figure 4.1.2 Fidelity Bank: Evaluation of employees performance
Response
Frequency
Percent Valid Percent Cumulative Percent
Valid
Branch Manager
Missing
Representative from
Human Resource
Department
Total
System
Total
14
77.8
87.5
87.5
11.1
12.5
100.0
16
2
88.9
11.1
100.0
18
100.0
45
NATIONAL INVESTMENT BANK: Who evaluates your performance?
Valid
Response
Frequency
Branch Manager
Representative from Human
Resource Department
Total
13
92.9
92.9
92.9
7.1
7.1
100.0
14
100.0
100.0
Percent Valid Percent Cumulative Percent

According to data obtained from Fidelity Bank, it can be deduced that, 14 (87.5%)
respondents claimed that the Branch Manager is responsible for the evaluation of employees
performance; the remaining 2 (11.1%) respondents assumed the Human resource department was
responsible for the evaluation of performance. Based on the results of National Investment Bank it
was presumed that there were 14 responses, 13 (92.9%) assert that the Branch manager is responsible
for the evaluation of performance, the remaining 1 (7.1%) claim the Human resource department was
responsible for the evaluation of performance. In addition to the data collected, both companies,
Fidelity Bank and the National Investment, the evaluation of the employees performance is carried
out by the Brach manager. The evaluation of the performance of employees in the bank is therefore
necessary because it also brings about all forms of making the employees understand what the
evaluation of performance is about, so that employees can be efficient and effective.
4.1.3 Fidelity Bank: Should the organization maintain the current appraisal system?
Response
Valid
Would prefer current

system
Would prefer different
method
Not Sure
Total
Frequency
Percent
11.1
11.1
11.1
16.7
16.7
27.8
13
18
72.2
100.0
72.2
100.0
100.0

National Investment Bank
46
Valid Percent Cumulative Percent
However, the following represents data gathered from Fidelity bank, 2(11.1%) respondents
argue employees prefer the current system in which the company is operating, 3(16.7%) respondents
claimed employees prefer different method, the remaining 13 (72.2%)respondents claim that
employees were not sure if the organization should maintain the current appraisal system. More also,
results gathered from National Investment Bank indicate, represents data results from National
Investment Bank, 14 (100%) respondents also confirm employees prefer different method, meaning
all the employees preferred different method. Consequently, it can be construed, from the data
gathered that, both companies had various results regarding to this question. Fidelity Bank with the
highest respondents of 72.2% was not sure if the organization should maintain the current appraisal
system, this data results interprets that the respondents do not understand the management with the
appraisal system or had no knowledge of what appraisal system was about. However, Torrington et.
al (2009) state, employees should therefore predicts the existence of the appraisal system and this is
because the appraisal system was designed for employees.
4.1.4
Fidelity Bank: Are employees rated based on their personality rather than
performance?
Response
Valid
Most at times
Not at all
Total
Frequency
Percent
Valid Percent
1
17
18
5.6
94.4
100.0
5.6
94.4
100.0
Cumulative
Percent
5.6
100.0
National Investment Bank

According to the data results from Fidelity Bank, (5.6%) respondent argued that employees
are most at times rated on personality rather than their performance, 17(94.4%) respondents claim
employees are not rated on their personality rather than performance. Similarly, data gathered from
National Investment Bank indicate, 2(14.3%) respondent argued that employees are always rated on
personality rather than their performance and 10(71.4%) respondents insist employees are most at
47
times rated on personality rather than their performance, the remaining 2(14.3%) respondents claim
employees are not rated on personality rather than performance. Based on the critical data gathered,
both organizations have different views of rating employees. Besides, Armstrong (2012) also adds,
employees are to be rated with performance and nothing else, with this performance has to be used in
rating the employees in an organization. On the other hand, personality as being used in rating in the
National Investment Bank is not the best form of rating of employees. Employers of various
organizations rate employees with performance; this is because performance is the only way of
identifying and employees effectiveness and efficiency.
5.0 SUMMARY OF FINDINGS
The study revealed that performance appraisal was used for multiple purposes such as
evaluation of performance, determination of pay, promotion, from the questionnaire conducted, it
was found that the performance appraisal in both organizations was not only used for performance
evaluation purposes. For instance, in the multinational company the performance appraisal results of
the employees were used to determine the bonuses given to them. A similar thing was equally carried
out in the Ghanaian Company. They only differed in terms of the type of bonuses operated in both
organizations. The two tier bonus system operated by the Ghanaian company where employees were
given bonuses based on both their appraisal results and another bonus shared among all employees
when there is profit at the end of the year. With regards to the departmental use of performance
appraisals, employees in both organizations saw their performance appraisal systems as a tool that
helped to develop them by the way of giving them an opportunity to identify their weakness and
working on them. They therefore saw it as a tool to motivate them to work harder. The study also
show that people will only be satisfied with performance appraisal process if it fulfills the criteria of
fairness (Greenberg and Folger, 2011). In other words, when employees perceive their appraisal to
be fair, that is, completely free from bias, they tend to be more satisfied with it. From the figure 1,
fairness of the appraisal system as a measure of satisfaction scored the second highest in the case of
the public organization indicating that employees in that organization are more satisfied when they
perceive the performance appraisal system to be fair as compared to those of their counterparts in the
multinational Company.
5.1 RECOMMENDATIONS
ORGANIZATIONAL IMPLICATIONS
Based on the findings of this research or study we recommend the following to enhance the
level of satisfaction of employees in both organizations. These suggestions which when applied
diligently will afford the organization an opportunity to identify areas for remedy.
EFFECTIVENESS OF THE APPRAISAL SYSTEM: While the appraisal system in Fidelity
Bank was found to be highly effective, this was not the case in National Investment Bank as can be
revealed from the analysis in Chapter four. The effectiveness of an appraisal system goes a long way
both to affect employees satisfaction with the system and their ability to achieve organizational set
goals and objectives. For the effectiveness of the appraisal system in the public company the
following must be adhered to for an effective outcome.
The organizations objectives should be determined and translated into departmental and then
individual position objectives. This allows the employee to know up front the standards by
which his/her performance will be evaluated. It involves clarifying the job role, job description
48
and responsibilities, explaining how the role and responsibilities contribute to the wider goals,
why individual and team performance is important and just what is expected within the current
planning period.
A major aspect of developing an effective performance system is training for those individuals
involved as raters. This training should start with a focus on providing the manager with a
systematic approach to the practice of effective people management. These training needs to
focus on the process of managing, motivating and evaluating employee performance:
performance appraisal is only a part of this overall process and it is important that managers
see it within its wider context and not as a simple quick fix solution.
Employee reviews should be performed on a frequent and ongoing basis. The actual time
period may vary in different organizations and with different aims but a typical frequency
would be bi-monthly or quarterly. Another key to ensuring the effective use of a performance
appraisal scheme is keeping and maintaining accurate records of employees performance.
Carefully maintained, they establish patterns in an employees behavior that may be difficult to
spot by typical incident-by-incident supervision
The actual measurement or grading system used to rate employees performance needs to be
designed carefully. A performance appraisal system which ranks employees according to
numerical rating tends to a great deal of average performers. In developing a rating system, a
clear definition of each level of performance must be provided and disseminated to all
employees.
FAIRNESS OF THE APPRAISAL SYSTEM

Employees in National Investment Bank expressed satisfaction with the fairness of the
appraisal system whereas their counterparts in the Fidelity Bank showed otherwise. More must be
done by management in Fidelity Bank to ensure that the appraisal system is fair to all its employees.
The differences in the level of education found in both organizations also contributed to their
perceptions of fairness. While more employees in Fidelity Bank had at least a university degree, only
a few in National Investment Bank had university degree. We therefore recommend that employees
be well educated on the type of appraisal system in place, what is expected on their part and how
they can corporate with management to ensure that the entire appraisal process is successfully
implemented.
ATTAINMENT OF ORGANIZATIONAL GOALS

From the analyses it is realized that employees satisfaction with the appraisal systems
practiced in both organizations had a direct bearing to some extent to their overall attainment of
organizational goals and objectives. This stands to reason that if more input is made towards
designing and implementing an appraisal system which is effective, then there is a tendency for the
employees to be highly satisfied, thereby eventually leading to the overall attainment of
organizational goals.
5.2 CONCLUSION
In conclusion the study found out that fairness, method of appraisal and its consistency of
use, clarity of adopted standards as well as how incentive systems are shared based on appraisal
results has direct bearing on employees satisfaction with the system. The study also revealed that
49
attainment of organizational goals and objectives depends very little on employees satisfaction with
the appraisal system. Appraisal systems and practices are used in both organizations have very little
differences the study further showed. All in this study has shown that performance appraisal has
become an essential and perhaps an inevitable tool in the management of todays organizations, and
hence, tends to bring out the best out of employees and the organization as a whole when properly
administered.
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A COMPARATIVE ANALYSIS OF THE IMPACT OF

FIDELITY BANK: The type of appraisal system used by company

Source: Field Data, 2013

Percent Valid Percent Cumulative Percent

Source: Field Data, 2013

Would prefer current

Source: Field Data, 2013

Valid Percent Cumulative Percent

National Investment Bank

Source: Field Data, 2012

FAIRNESS OF THE APPRAISAL SYSTEM

ATTAINMENT OF ORGANIZATIONAL GOALS

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