Project Abstract

<p> The study was designed to assess the impact of the Staff Performance Appraisal<br>System of First Bank Plc, a case study of Uyo Branch. Specific goals of the<br>study cover measurement of employees understanding of the goals of the<br>appraisal system, its process and procedures. Also, the study measures<br>employees perception of the appraisal system, how it has been able to identify<br>employees strengths and weakness and finally finds out whether all set goals<br>are achieved. The study population was the entire staff of Uyo Branch totaling<br>221. The researcher used sample size of 52% and obtained data using a<br>eleven-sectioned self completed questionnaire and interviews. Data presentation<br>and discussions were supported with bar and line graphs, pie chart and tables<br>to make the whole work easy to read and understand by all and sundry. The study<br>revealed that the Staff Performance Appraisal exercise was not given the<br>seriousness it deserves. Again, majority of the staff have knowledge of the<br>performance appraisal system in the bank and agreed that the system establishes<br>key goals, so the researcher recommended improvement in communication and<br>introduction of training programmes highlighting the relevance of performance<br>appraisal and its structures. <br></p>

Project Overview

<p> </p><div><p><b>INTRODUCTION</b></p><p><b>1.1 Background of the Study</b></p><p>Performance Appraisal is a major subject of controversy in<br>management circles. While business leaders see the need for appraisal systems,<br>they are frequently disappointed in them. One of the responsibilities of<br>management is to ensure that an organization functions effectively and<br>efficiently. In order to achieve these goals, managers must be able to<br>determine and assess performance levels of both an organization and its<br>individual employees (Kurt 2004).</p><p>Modern businesses depend upon measurement and analysis of<br>performance. Measurements must derive from the company’s strategy and provide<br>critical data and information about key processes, outputs and results. Data<br>and analysis support a variety of company purposes, such as planning, reviewing<br>company performance, improving operations, and comparing company performance<br>with competitors’ or with ‘best practices’ benchmarks (Averson, 1998).</p><p><b>1.2<br>Statement of the problem</b></p><p>Performance appraisal provides a good opportunity to<br>formally recognize employees’ achievements and contributions to the<br>organization, and to ensure that a clear link is established and maintained<br>between performance and reward. Employees of First Bank Plc in recent times<br>have been accused of high level of inefficiencies in the discharge of their<br>duties by the general public. However, it was recently that research had revealed<br>the deplorable working conditions under which financial professionals’ work.<br>Poor infrastructure, inadequate logistics and equipment, poor remuneration and<br>inadequate reward system have always led to the low level of public confidence<br>and respect in the financial institutions.</p><p>The situation<br>had further resulted in ripple effects of poor performance, low morale and lack<br>of discipline in the service vis-a-vis the theories on performance appraisal.<br>Given the challenges earlier enumerated to be facing employees in First Bank<br>Plc, particularly employees of Uyo Branch in Nigeria.</p><p>pg. 13</p></div><div><p><b>1.4 Objectives of the Study</b></p><p>An effective<br>performance appraisal programme would assist an organization to achieve its<br>goals and goals. It would lead to enhanced communication, employees<br>professional development, improved employee morale and help identify training<br>needs of the employees. A well-developed staff are more likely to be proactive,<br>productive and resourceful, all of which help give the organization a competitive<br>edge from improved customer relations to increased profits.</p><p><b>1.4.0 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br></b>The<br><b>main objective</b>&nbsp;of the study was to assess the effectiveness of the<br>Performance Appraisal (SPA) system in First Bank Plc at Uyo Branch.<b></b></p><b><p><b></b></p><b><p><b>&nbsp;</b></p><p><b></b></p><b><p><b>&nbsp;</b></p><p><b></b></p><b><p><b>1.4.1 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br></b><b>Specific goals<br></b>for the study were to find out:<b></b></p><p><b></b></p><b><p><b>&nbsp;</b></p><p><b></b></p><b><p>1. &nbsp;<br>To<br>measure employees’ understanding of the goals of the appraisal system, its<br>processes and procedures at First bank.</p><p>2. &nbsp;<br>To<br>find out whether the appraisal system at First bank is achieving the goals.</p><p>3. &nbsp;<br>To measure employees perception of the<br>appraisal system at First bank.</p><p>4. &nbsp;<br>To<br>find out how the performance appraisal system has been able to identify<br>employees’ strengths and weaknesses and programmes put in place to address<br>weaknesses and reward performance.</p><p>pg. 14</p></b></b></b></b></b></b></div><b><b><b><div><p><b>1.5 Research questions</b></p><p>The following research questions formed<br>the basis upon which the study was</p><p>conducted:</p><p>1. &nbsp;<br>What<br>is the level of employees’ understanding of the goals of the appraisal system,<br>its processes and procedures at First bank?</p><p>2. &nbsp;<br>How is the appraisal system at First<br>bank achieving the goals?</p><p>3. &nbsp;<br>What<br>is the perception of employees of the appraisal system at First bank?</p><p>4. &nbsp;<br>Is<br>the performance appraisal system able to identify employees’ strengths and<br>weaknesses?</p><p><b>1.6 Significance of the study</b></p><p>This study would bring to light employees understanding and<br>appreciation of the performance appraisal system and the relevance of an goal,<br>systematic and effective performance appraisal. Also, it would contribute to<br>knowledge and literature because it would focus on how performance appraisal<br>can be more effective which would enable management to develop a broader<br>understanding of human resource management process. Further, it would provide<br>information for human resource practitioners on how rules and regulations<br>regarding performance appraisal work in banks and develop the necessary<br>programmes to address weaknesses and reward performance.</p><p>pg. 15</p></div><p><b>1.9<br>Limitation of the Study</b></p><p>The<br>researcher finds that the time span within which to complete this work may not<br>be enough to allow for a comprehensive study of the research area. Again the<br>study was constrained because of the researcher’s inability to access some<br>information he considers important for the study.</p><p><b>1.10 Organization of the Study</b></p><p>The study is divided into five (5) chapters. Chapter one<br>embodies the general introduction to the study, the goal of the study, specific<br>goals, statement of the problem, research questions, scope, organization of the<br>study and the significance of the study. In chapter two, the works of some<br>authors pertaining to the concept of appraisal are reviewed, bearing in mind<br>the goal of the study. Chapter three provides information on the methodology<br>for the study. It looks at the study design, the study population, and the<br>sampling techniques used. It also provides information on the data collection<br>methodology and analysis procedures.</p><p>The fourth<br>chapter reports on the findings obtained from the field study. It describes the<br>background of the respondents, the issues relating to effectiveness of<br>performance appraisal, the identifiable constraints that affected the appraisal<br>system in the service and how to solve them. The concluding fifth chapter<br>summarizes the salient trends and ends with suggestions and recommendations<br>necessary for the attainment of an effective</p></b></b></b> <br><p></p>