English

Abstract

This study seeks to investigate the assertion that staff performance appraisal was not being effectively implemented in the Local Government Service of Ghana. The East Mamprusi District Assembly was used for the case study. The rationale was to ascertain the truth or otherwise of this assertion and to make appropriate recommendations where necessary since it is believed that there is some correlation between staff performance appraisal and productivity. The data for the investigation were collected using questionnaire and interviews. Two sets of questionnaire were used, one for the appraisers and the other for the appraisees. The data obtained from the questionnaire were analyzed using percentages because it lends itself to easy interpretation and also because figures can easily be presented either graphically or in percentiles. The study found out that generally, staff performance appraisal was not done regularly and systematically as should be the case at the Assembly. This was because while some members of staff were appraised in a particular year, others were not. According to the findings, only the members of staff, especially the senior staff, who were due for promotion interviews, were those who initiated appraisal for the purpose of the promotion interviews. Purposes such as target setting, performance review, training and rewards were all virtually ignored. The study recommends that management of district assemblies, organizations, decentralized departments and institutions should effectively administer and appraise employees regularly. Key words: Performance appraisal system (PAS), appraisers, appraisees, productivity.