Evaluation of the performance appraisal system of personnel of the headquarters of the Ghana Education Service (GES) Accra
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University of Cape Coast
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xii, 113p. : ill.
The study was to examine the basis for conducting performance appraisal at the GES Headquarters in Accra, what is appraised by the Directors in terms of knowledge of job, quality of work, dependability, etc. vis-Ã -vis the employees perception on the appraisal system. One hundred and sixteen (116) respondents drawn from the ten (10) divisions were interviewed and made to answer a questionnaire which were mostly close-ended and open-ended comprising mostly dichotomous and multiple choices. The study established that performance appraisal does not really evaluate the performance of the employees as they are appraised only when they are due for promotional interview. It also established that most of the directors have not undergone any training in the administration of Performance Appraisal. For effective appraisal therefore, the GES Headquarters need to set a target to be measured and accountable for by all personnel. It must also be mandatory for all staff to be appraised annually whether due for promotion or not. Since the development of a country is tied to what the individual does, it is important that Performance Appraisal Report (PAR) is submitted annually by Divisional Directors for administrative and development purposes. To achieve these, job specification processes must be set up for all categories of personnel so that they would know what target to achieve at the end of a given period. It was recommended that performance of appraisal report must be submitted on all employees whether due for promotion or not.
The study was to examine the basis for conducting performance appraisal at the GES Headquarters in Accra, what is appraised by the Directors in terms of knowledge of job, quality of work, dependability, etc. vis-Ã -vis the employees perception on the appraisal system. One hundred and sixteen (116) respondents drawn from the ten (10) divisions were interviewed and made to answer a questionnaire which were mostly close-ended and open-ended comprising mostly dichotomous and multiple choices. The study established that performance appraisal does not really evaluate the performance of the employees as they are appraised only when they are due for promotional interview. It also established that most of the directors have not undergone any training in the administration of Performance Appraisal. For effective appraisal therefore, the GES Headquarters need to set a target to be measured and accountable for by all personnel. It must also be mandatory for all staff to be appraised annually whether due for promotion or not. Since the development of a country is tied to what the individual does, it is important that Performance Appraisal Report (PAR) is submitted annually by Divisional Directors for administrative and development purposes. To achieve these, job specification processes must be set up for all categories of personnel so that they would know what target to achieve at the end of a given period. It was recommended that performance of appraisal report must be submitted on all employees whether due for promotion or not.
Keywords
Performance appraisal, Appraisal system, Performance evaluation, Employee appraisal