The role of performance appraisal system on job performance in the public sector: A Case Of Civil Servants In Kirinyaga Central District

Abstract

The evolution of Performance Appraisals is reflected in its changing terminology. At one time the appraisal was called a merit rating and was tied closely to salary increases. More recently, it was termed performance evaluation, but because the term evaluation implies that personal values are being placed on the performance review, that term is used infrequently. Some organizations continue to use both of the terms or others, such as competency assessment, effectiveness report, or service rating. However, nowadays most organizations prefer to use the term performance appraisal because this term implies an appraisal of how well employees perform the duties of their job as delineated by the job description. Job performance refers to whether a person performs their job well. Performance is an extremely important criterion that relates to organizational outcomes and success. Performance is something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance which are higher level variables. This study was carried out in Kirinyaga Central District to determine the role of Performance Appraisal System on Job Performance among civil servants in the public sector. The objectives of the study were: assess the training of personnel, assess feedback mechanism, explore the goal setting techniques and determine the role of leadership on PAS among civil servants in the public sector in Kirinyaga Central District. A descriptive survey was done. There were 600 civil servants in Kirinyaga Central District. A systematic random sample of 180 civil servants drawn from this population was used in the study. A semi- structured questionnaire was administered and data collected analyzed using descriptive statistics. The Scientific Package for Social Sciences (SPSS) program was employed in data analysis. The findings were that majority of civil servants had been trained, few of the civil servants received feedback on their performance, majority of the civil servants set goals and attain them and majority of the leaders of the civil servants were of quality. Various recommendations based on the study findings have been given in order to enhance job performance in the civil service.