Employees’ Satisfaction with Recruitment and Selection, Performance Appraisal and Compensations in Rivers State Ministry of Sports (Published)
The study investigated the extent of employees’ satisfaction with recruitment and selection, performance appraisal and compensations in Rivers State Ministry of Sports. Three research questions and hypotheses guided this study. Cross sectional survey design was used for the study. The sample size for the study was 243 of the population in the study drawn through census sampling technique. A self-structured questionnaire titled “Employees’ Satisfaction with Human Resource Management Practices Questionnaire” (ESHRMPQ) was used. Mean, standard deviation and z-test were used for data analysis using SPSS version 23. The result shows that to a moderate extent employees are satisfied with recruitment and selection in Rivers State Ministry of Sports and to a high extent, employees are satisfied with perceived equality of the salary structure, remuneration commensurate with the obligation and benefits of the company are commensurate with the organizational norms. Also, there is a significant difference in the male and female employees’ satisfaction with performance appraisal, recruitment and selection in Rivers State Ministry of Sports. But, irrespective of gender, there is no significant difference in employees’ satisfaction with compensation and benefits in Rivers State Ministry of Sports. It is recommended that directors of various sports parastatals need to carry out performance reviews on a regular basis in order to set targets and to get input on progress towards those goals. Routine incentives and benefits should be given to enable workers to continue to contribute to the quality of their jobs and government should ensure a good recruitment and selection process, successful socialization strategies and enhanced individual participation.
The purpose of this study to check the impact of human resource management (HRM) practices on employee’s performance in the sports industry Sialkot, Pakistan. The techniques were used for collection of data is random sampling. A questionnaire was adopted and distributed to the employee’s of sport industry Sialkot, Pakistan. To create link the human resource management practices with employee’s performance. For analysing the data the correlation and regression was applied. At the end we have to see that human resource management (HRM) practices (compensation, training, employee involvement, and performance appraisal have positive impact on employee’s performance. Evidence showed that human resource management (HRM) practices (independent variable) contributed positive impact on employee’s performance (dependent variable).
Performance appraisal is regarded as an important tool that enhances improvement in staff performance and institutional efficiency and productivity. It has consequently become a routine practice for administrators and authorities of institutions. The study set out to examine teachers’ knowledge on rationales for performance appraisal, their perception of the practice, their attitude towards its implementation and their concerns about it. The descriptive study employed a questionnaire as a data collection tool. The data was analysed descriptively and the results are presented in means and standard deviations. The results showed that the teachers had little knowledge on the objectives for conducting performance appraisal. Again, they held a negative perception about it and also had an unfavourable attitude towards it. The study also unveiled concerns that the participants had about performance appraisal, which need to be addressed to enhance its implementation. Recommendations have been proffered for policy and practice.
Determinants that Influence an Effective Performance Management System in Public Health Institutions in Kenya: A Case of Coast Provincial General Hospital (Published)
The objective of this study was to establish the determinants of an effective performance management system in Public Health Institutions in Kenya. The study specifically investigated the case of Coast Provincial General Hospital (CPGH). Primary data was collected by use of a questionnaire which was distributed to a population constituting of 45 heads of departments. Data was analysed using descriptive statistical techniques. Multiple regression analysis technique was used to explain the nature of the relationship between the dependent variable and the independent variables in the study. The study found that no significant relationship existed between the variables strategic congruence, viability, reliability, acceptability and the performance of Coast Provincial General Hospital respectively. The study however found that a positive and significant relationship existed between specificity and performance of the employees of Coast Provincial General Hospital. It was concluded that, performance management system was an important tool to continuously monitor employees’ performance, identify skill gaps and develop required competencies.
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
PERFORMANCE APPRAISAL, TRAINING AND REWARD MANAGEMENT AS PREDICTORS OF JOB EFFICIENCY OF NON-ACADEMIC STAFF OF BABCOCK UNIVERSITY NIGERIA (Published)
This study examined the combined and relative effects of performance appraisal system, training and reward management on work efficiency of university non-academic staff. Two hundred and forty randomly selected non-academics from three universities in Ogun State, Nigeria took part in the study. The age range of the participants was between 23 and 57 years with mean age of 31.6 years while the standard deviation was 9.17. The data for the study were collected using a self-developed questionnaire with three subscales on performance appraisal, in-service training and reward management; while participants’ annual performance evaluation report was used in generating data for work efficiency. Two major hypotheses were formulated and analyzed using multiple regression statistical procedure tested at 0.05 alpha level. The results indicated that the predictor variables when combined accounted for 40.3% of the variation in employees’ work efficiency (R= .641; R2 = .411, Adj R2 = .403; F = 38.404; P = .000). Performance appraisal proved to be the most potent predictor of employees’ work efficiency (β= .458; t= 4.501; P < .05), followed by reward management (β = .321; t= 2.866; P < .05). In-service training has the lowest potency power (β = .390; t = 3.478, P < .05). Based on the findings of this study recommendations were made
PERCEPTION OF PERFORMANCE APPRAISAL AND WORKERS’ PERFORMANCE IN WEMA BANK HEADQUARTERS, LAGOS (Published)
Performance appraisal has increasingly become part of a more strategic approach to integrating human resource activities and business policies and may now be seen as a generic term covering a variety of activities through which organizations seek to assess employees and develop their competence, enhance performance and distribute rewards. The main objective of this study therefore, is to examine performance appraisal and worker’s performance. The study adopted the survey research design. A total of 150 research subjects were drawn from the target population using the stratified and the simple random sampling technique. However 120 copies of questionnaire were returned upon which the data analysis was based. This represents 85percent response rate. Chi Square method was used for testing the hypothesis. Some of the findings show that: there is a significant relationship between performance appraisal and worker’s performance; there is a significant relationship between performance appraisal and promotion exercise, and there is a significant relationship between performance appraisal and employees commitment to goals and objectives of the organization. The study recommends that for appraisals to yield the desired outcomes the Management should ensure that performance appraisal is carried out continuously, not only when it is time for promotion. The study also recommends that performance expectations and actual performance must be discussed often and regularly and raters must be adequately trained with modern techniques of rating periodically through organized workshops, debate and seminars.