A survey of preferred methods, raters and uses of performance appraisals by employees in selected tertiary public institutions in Nairobi

Abstract

While other studies have looked at Performance Appraisal, this is the first to do so in relation to employees' preferences in Kenya to the best of my knowledge. This research aimed at determining the preferred Methods, Raters and Uses or Performance Appraisal by employees in selected Tertiary Public Institutions in Nairobi. The rationale of the study arose from the fact that Performance Appraisal is central to effective management. However, there are many difficulties that are associated with its assessment, subsequent application of appraisal results as well as who should do the rating itself. The study required collecting information from Tertiary Public Institutions in Nairobi and 470 employees responded positively. Data was collected using structured and unstructured questionnaires, which were dropped and picked up later at an agreed date. The data was analyscd using descriptive statistics and through the use of the Statistical Package for Social Sciences (SPSS) Computer programme. Results following the analysis indicated that: • Most employees are currently rated by their supervisors (83.4%)), which incidentally they also prefer. They however, least prefer to be rated by subordinates (4.3%). • The respondents surveyed most preferred that the appraisal results be used for training (97.4%) and promotion (95.3[%) decisions but not for transfer (28.9%)) or discharge (27.7%)). • Such methods of appraisal as goal-setting (MBO) are more in use (71.1%) while Comparative Methods are used the least (57.9%). • Employees most prefer Category Rating Methods (48.9%) followed by those of Narrative (45.9%), Comparative (45.1(%) and Other Methods (24.5%). Generally, the findings obtainable in this study arc in agreement with those of other studies already done elsewhere, though in rather different conditions. Even then, however, it is suggested that further research may be undertaken to dctermine:- • whether employees are aware of what level of performance is expected of them. • whether organizations are genuinely interested in using the performance appraisal results. • why appraisals conducted by subordinates tend to be highly detested by other employees.