Influence of Evaluation on Employee Performance at Tom Mboya University in Homa-Bay County

Jared Odoyo Malela; Hellen Araka

doi:10.37284/eajbe.6.1.1389

Jared Odoyo Malela Mount Kenya University
Hellen Araka, PhD Mount Kenya University

DOI: https://doi.org/10.37284/eajbe.6.1.1389

Keywords: Procurement, Appraisal, Appraisal system, Employee Evaluation, Manager

Share Article:

Abstract

This study investigated the influence of performance appraisal on employee performance at Tom Mboya University in Homa-Bay County, Kenya. The specific focus of the study was to determine the influence of evaluation, management by objectives, performance appraisal design and 360 degrees’ appraisal method on employee performance at Tom Mboya University. This design was considered appropriate because the study focused on a survey of employees in one organization. The study targeted a population of 117 employees in various job groups at Tom Mboya University. Stratified and systematic random sampling was used in this study, to select a sample size of 90 respondents. The primary data for the research was collected using a structured questionnaire. Validity of the questionnaire was assessed and confirmed using expert opinion from supervisors. A pilot study was carried out on ten randomly selected employees to support the test of reliability of the questionnaire. Reliability was tested through a test of internal consistency. In order to test reliability of the instruments, internal consistency techniques were employed using the Cronbach Alpha Coefficient of 0.7. Descriptive statistics was analysed using mean, standard deviation, and percentages. Similarly, inferential statistics were analysed using bivariate correlation and multiple regression analysis so as to confirm the relationship between the research variables. The results of analysis were presented in form of figures and tables. The study concludes that an increase in management by objectives practices such as setting objectives and plans, monitoring progress, rewarding according to performance, linkage: objectives and results/output and stakeholder participation significantly improves employee performance. Since it was revealed that performance appraisal design has a positive but not significant influence on employee performance, there is a need for the HR department of Tom Mboya University and other institutions to enhance adoption of this method in their appraisal in order to realise a significant influence on employee performance. This can be achieved by improving performance appraisal design such as rating scales, accurate appraisals, fairness/ lack of bias in appraisal, appraising verses current job description, goal-oriented appraisal, and regularity of conducting appraisals

Downloads

Download data is not yet available.

References

Agoi, L. F. (2017). Influence of Human Resource Management practices on employee satisfaction in Public Sugar Manufacturing firms in Kenya (Doctoral dissertation, COHRED, JKUAT).

Armstrong, M. (2010). A handbook of Human Resource Management practice, (11th Ed.). London: Kogan page.

Bakotic, D. & Babic, T. (2013). Relationship between working condition and job satisfaction: The case of Croatian ship building company. International journal of business and social sciences, 4(2), 206-213.

Bond, T. & Fox, C. (907). Applying the Rasch Model: Fundamental Measurement in Human Science (2nd ed), Mahwah, New Jersey.

Dessler, G. (2013). Human Resource Management. 13th Edition. Essex: Pearson Education Limited.

Harvard Business School Press. (2013). Performance Management: Measurement and improve the effectiveness of your employees. New York: Harvard Business School Publishing.

Ibeogu, P. H., & Ozturen, A. (2015). Perception of Justice in Performance Appraisal and Effect on Satisfaction: Empirical Findings from Northern Cyprus Banks. Procedia Economics and Finance, 23, 964-969.

Jalal, H. & Putri, R. (2015). Examining the effects of employee empowerment, teamwork and employee training on job satisfaction. Procedia Social and Behavioral Sciences, 21(2), 272-282.

Kariuki, A. & Murimi, C. (2015). Employee empowerment and organisational performance of Tata Chemicals, Magadi Limited, Kenya. European Journal of Business and Management, 7(8), 78-98

Karuja, E. & Mukuru, E. (2013). Effect of motivation on employee performance in public middle level technical training institutions in Kenya. International Journal of Advances in Management and Economics, 2 (4), 73-82.

Kelemba, J.K., Chepkilot, R. & Zakayo, C. (2017). Effect of Personal Attributes on Employee Performance in the Public Service in Kenya. Journal of Management and Business Administration, 2(8), 19-35.

Khuong, M. & Tien, B. (2013). Factors influencing employees’ loyalty directly and indirectly through job satisfaction. A study of banking sector in Ho Chi Minh City. International journal of current research and academic review, 1(4), 81-95.

Lee, C. & Chen, C. (2013). Relationship between employee commitment and job attitude and its effect on service quality. American Journal of Industrial and Business Management, 3(7), 196-308.

Lee, F. H., Lee, T. Z., & Wu, W. Y. (2010). The relationship between human resource management practices, business strategy and firm performance: evidence from steel industry in Taiwan. The International journal of human resource management, 21(9), 1351-1372.

Mwema, N.W. & Gachunga, H. G. (2014). The influence of performance appraisal on employee productivity in organizations: a case study of selected WHO offices in East Africa. International Journal of Social Sciences and Entrepreneurship, 1 (11), 324-337.

Nguata. W. (2013). Challenges of Implementing Workforce Diversity Policies in KenyanPublic Universities.