The Impact of a Performance Appraisal and Reward System on Employee Workload Delivery (Published)
Performance appraisal and reward programmes are critical organisational strategies for improving employee performance. The goal is to ensure that employee productivity is sufficient to meet the company’s overall objectives. The performance assessment examines and evaluates an employee’s job performance on a regular basis, while the reward system motivates the individual to carry out his or her tasks. The study looks at how successful performance appraisal and incentive systems are at improving employee performance using both primary and secondary data. Enugu State Civil Service Commission, Enugu State Office of the Head of Service, Enugu State Ministry of Finance and Economic Development, and Enugu State Ministry of Labour and Productivity all contributed 100 participants to this study. A structured questionnaire was distributed to employees of the Enugu State Civil Service Commission, the Enugu State Office of the Head of Service, the Enugu State Ministry of Finance and Economic Development, and the Enugu State Ministry of Labour and Productivity. The data were analysed using SPSS software (Statistical Package for the Social Sciences). The findings show that employee workload delivery is influenced by performance evaluation and compensation (i.e. in the area of timely execution of the task, creating consciousness among employees that they are been watched, paying attention to details)
Citation: Etalong, Thomas Alama and Chikeleze, Francis Okechukwu (2022) The Impact of a Performance Appraisal and Reward System on Employee Workload Delivery, Global Journal of Human Resource Management, Vol.10, No.3, pp.51-58
Keywords: Employee, Performance Appraisal, incentive system, punctuality., workload delivery
Assessing the Human Resource Management Practices of Public Banks from Employees’ Perspective: Case Study of Selected Branches of Ghana Commercial Bank, Kumasi (Published)
Human Resource Management (HMR) Practices and their impacts on employees’ performance have received enormous cover in literature. This work took a look at five selected HRM practices and assessed their impact on employees’ performance. The main objective of the study was to examine the impacts of these HRM practices on the performance of employees in four selected branches of Ghana Commercial Bank (GCB). The sample for the study was 80 employees from the selected branches of the bank. Data for the study was collected through the administration of structured questionnaire. Descriptive statistics such as charts, tables and regression analysis were used to analyze and present the data collected. The study established a very important relationship among HRM practices and employees’ performance. The selected HRM practices which formed the independent variables are training & development, motivation, performance appraisal, internal communication, and reward/remuneration while employees’ performance stood as the dependent variable. It was found that, the independent variables together explained 98% of the variance in employees’ performance. Internal communication came in as having the strongest relation with employees’ performance in respect of all the independent variables. It contributes a high percentage of 41% to explain the variance in employee performance. Performance appraisal showed up taking the second slot in the rank of significance in terms of the individual contributions of the measurement dimensions. It accounted for 26.6% of the overall relationship among the selected HRM practices on employees’ performance. Motivation came in third place of significance accounting for 22.9% of the overall variance in employees’ performance considering the selected employees’ performance measurement variables for the study. Training & Development of employees took the fourth most significant slot among all the five (5) measurement dimensions employed in the research. It accounts for about 21% of the variance in the overall impact of the measurement dimensions on employees’ performance and lastly 15.1% of the employees’ performance is explainable by reward/ remuneration. Recommendations were then given in accordance with the research findings
Keywords: Employees’ Performance, Human Resource Management Practices, Internal Communication, Motivation, Performance Appraisal, Reward/ Remuneration, Training & Development