عنوان

360 Degree Appraisal for Performance Management Effectiveness and Accountability in the Public Sector of Kwara State, Nigeria

Number

TL53406

.Language of Text, Soundtrack etc

انگلیسی

Title Proper

360 Degree Appraisal for Performance Management Effectiveness and Accountability in the Public Sector of Kwara State, Nigeria

General Material Designation

[Thesis]

First Statement of Responsibility

Kamaluddeen, Habibah Kike

Subsequent Statement of Responsibility

Adeyemi, Kenneth

Name of Publisher, Distributor, etc.

Kwara State University (Nigeria)

Date of Publication, Distribution, etc.

2020

Text of Note

198 p.

Dissertation or thesis details and type of degree

Ph.D.

Body granting the degree

Kwara State University (Nigeria)

Text preceding or following the note

2020

Text of Note

There has been a growing interest in performance appraisal having realized its prominence in organisation management and accountability. The performance of employees must be effectively managed and measured for the purpose of evaluation as well as improvement. This has led to the global movement to 360 degree feedback appraisal for performance appraisal which improves the quality of information received in relation to an employee's performance with sources from supervisors, peers, subordinates, clients and self-evaluation. The relevance of this in Nigeria cannot be overemphasised, particularly in public sector organisations since responsibilities are performed on behalf of the public and thus, the performance of such agencies and its employees should be appraised with the customers in consideration and for them to be held accountable as such, to the public. This study assessed 360 degree feedback in relation to performance management efficiency and accountability in the Kwara State public sector. The study considered whether Stakeholder Participation (SP) and Appraisal Perception (AP), expressing Feedback Appraisal, have relationship or significant effect on Performance Management effectiveness expressed with Goal Setting (GS) and Employee Development (ED), and Accountability expressed in Responsibility (RS) and Answerability (AS). The study employed primary data, both quantitative and qualitative analysis for revalidation of results. Quantitative data was gathered from the perceptions of employees through questionnaire administered while qualitative data was harnessed from interviews conducted for top management staff of the selected 4 Ministries and 2 Parastatals in Kwara State. The sample size was constituted by the lower, middle and senior level staff at the selected organisations studied against the 4 hypotheses formulated. The results were analysed using both descriptive and inferential statistic techniques including tabulations, mean, and multiple regression with the aid of a Statistical Package for Social Sciences (SPSS). The results revealed that most respondents perceived the current state of Stakeholder Participation, Appraisal Perception, Goal Setting, Employee Development, Responsibility and Answerability at their organisations as satisfactory giving Means which were closest to 'Agree' on the Likert Scale. Information from the qualitative data however revealed that the positive disposition of employees on the current performance Management and Accountability systems was because it was easy to be manipulated to their favour. The inferential statistics through multiple regression showed significant relationships between Feedback on Goal Setting (GS), Employee Development (ED), Responsibility (RS) and Answerability (AS) (all at P < 0.05). Conclusively, the results revealed that the indicators considered have effect and hence, the adoption of 360 degree feedback improves Performance Management effectiveness and Accountability in Nigerian Public Sector. More specifically, having found that the current appraisal system is more susceptible to fraud and accommodates unethical behaviour, the implication is that there is need for change in appraisal system. Feedback Appraisal will enhance the integrity of performance appraisal and consequently, performance management. Also, in terms of Accountability, the study revealed that the notion that public servants are accountable to the public can be said to be only theoretical as this is not practiced or evident in their activities. Hence, appropriate stakeholder consultation from the agencies and demonstration of accountability through transparency, responsibility and answerability is paramount.

Subject Term

Entrepreneurship

Subject Term

Management

Kamaluddeen, Habibah Kike

Adeyemi, Kenneth

Kwara State University (Nigeria)

Electronic name

p

[Thesis]

276903

a

Y