Abstract
The study examined performance appraisal (PA) and employee development in the University of Education, Winneba. The concurrent triangulation strategy or design from the pragmatic perspective was adopted for the study. A multi-stage sampling technique such as simple random, stratified and purposive sampling techniques were used to sample of 159 from a population of 271 (comprising 61 senior members and 210 senior staff) administrative staff of the University of Education, Winneba. Data collection instruments were questionnaire and unstructured interview guide. Quantitative data was analysed with frequencies, percentages, means and standard deviations, and Pearson correlation matrix. Pattern matching was used to present the qualitative data after coding and thematic analysis. The study found that administrative staff of the University were not satisfied with the present ranking PA method or system in vogue. Respondents strongly endorsed the need for 360-degree feedback PA system because it provides feedback from multiple sources and had a statistically positive significant relationship with employee development and performance. It was recommended that the management of the division of the human resource of the university should gradually phase out the existing performance appraisal system and introduce the 360-degree feedback performance appraisal system.
Highlights
Providing feedback in the workplace has been a critical function of almost every organization that considered its employees as assets rather than liability
Lack of knowledge on the specific type of Performance appraisal (PA) system used was further corroborated by interview data gathered from one of the four senior members interviewed who indicated that: “The type of performance appraisal method that is adopted by UEW can’t spelt out, but for sure, there are some in existence
A senior member at the Division of Human Resource was emphatic and specific with regards to type of PA system used to appraise administrative of the university
Summary
Providing feedback in the workplace has been a critical function of almost every organization that considered its employees as assets rather than liability. It is for this reason that the entire process of evaluating employee performance is among the important human resource (HR) functions or practices that remains one of the most heavily researched topics human resource management (Fletcher & Perry, 2002). Performance appraisal (PA) has at least six main relevance to every organization that pays attention to it. Its key relevance is that it forms part of the salient activities and core functions that the human resource manager in an organization exists to perform. It means that appraisal provides a linkage between all other human resources functions
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
