Assessing the Influence of Appraisal Techniques on Job Satisfaction among Police Service in Migori County, Kenya

  • Maureen Akinyi Orao Mount Kenya University
  • Simon Nyakwara, PhD Mount Kenya University
Keywords: Employee Performance, Employee Productivity, Performance Appraisal, Performance Management
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Abstract

Performance appraisal is a review and discussion of an employee's performance of assigned duties and responsibilities. A good appraisal system is so fundamental to the management of people in any organization. Data analysis began by identifying common themes from the respondents’ descriptions of their experiences. Frequency counts of the responses will then be obtained to generate information about the respondents and to illustrate the general trend of findings on the various variables that are under investigation. Qualitative data was analysed thematically along the objectives and presented in narrative forms whereas quantitative data was analysed descriptively using frequencies, percentages, mean and standard deviation and inferentially using ANOVA and coefficient correlation with the help of Statistical Packages for Social Science (SPSS Version 23). During the design of a performance appraisal system, the management should consider all factors of an effective system so as to achieve the goals upon which they designed. The major factors should include among others: Frequency of the appraisal, organizational objectives, training of the appraisers, accurate record-keeping system, employee’s performance measurement, self-appraisal approach, employee’s performance review, employee’s strengths and weakness, the system as an employee’s motivator, the system should be able to provide feedback to Police Service, the system should be void of biasness and the process and procedures for the systems should be rateable.

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Published
19 November, 2022
How to Cite
Orao, M., & Nyakwara, S. (2022). Assessing the Influence of Appraisal Techniques on Job Satisfaction among Police Service in Migori County, Kenya. East African Journal of Business and Economics, 5(2), 1-6. https://doi.org/10.37284/eajbe.5.2.969