EMPLOYEE PERFORMANCE APPRAISAL PRACTICES OF WORLD VISION –GHANA RURAL WATER PROJECT (GRWP)

ABSTRACT

The study investigated the employee performance appraisal practices of the World Vision’s Ghana Rural Water Project (GRWP) and how effective the practices are. The problem under investigation was a fact-finding research so the appropriate research design used was exploratory. The study also used a descriptive survey because it involved collection of data, which informed the answers to the problem stated. The population for the study was the staff of the Ghana Rural Water Project and the total number was 70, which was further sub-divided into namely, senior management and junior staff. The sample size for the study was 40 and out of the 40 questionnaire that were distributed, 30 responded. The study relied on both primary and secondary source of data and the researcher solely collected the data for the study, through the administering of questionnaires to the respondents in both senior and junior staff categories. Interpretation of quantitative data was done mostly by the use of tables and the data gathered from the in-depth interviews were analysed in a narrative form using the research questions raised for the study in relation to the main sections of the interview guide and the questionnaire. Data were analysed with the use of Statistical Package for Social Sciences (SPSS). The study revealed that the current appraisal practices were not as effective as it was expected. The annual assessment, was the cause of disagreements between appraisee and appraiser. This is so because set targets were not discussed at the beginning of the assessment period.

Again, some of the respondents were of the view that the final assessment must be validated by an independent office to avoid victimization and personalization. It was also observed that, in an attempt to avoid negative feedback, superiors tend to distort their performance rating and some do not give any feedback at all. Another serious lapse identified was the absence of post-assessment interview, which is a very important aspect of the process. Based on the findings, it was recommended that clear-cut performance appraisal objectives should be set out and made known to all concerned. Objectives should be developed jointly between the supervisor and the employee. Once the objectives are determined, appraisal should be performed frequently to help build a good and direct relationship between the appraiser and the appraisee. Again, performance standards must be specific and should be based on job analysis. There is also the need to redesign the appraisal form to suit the needs of the various projects under World Vision.