Assessment of the Management of Result-Oriented Performance Appraisal System in Oromia Regional State
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Date
2007-08
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Addis Ababa University
Abstract
The purposes of this study were to assess the management of Resu lt Ori ented Performance Appraisal in
Oromia Regional State and to forward suggestions for its improvement. Management and subordinates
were the two categories of the study groups. There are 699 staffs, out of which 23 1 respondents (50
management 18 1 subordi nates) were selected on the basis of pu rposive and random techniques.
Questionnaire and in terview were used as data co llection instruments. Moreover, the data obta ined were
analyzed by employing statistical tool s such as: percentage, mean, variance, spearman's rank order
correlation coeffic ient, t-test and chi-sq uare. FCSC's and OCSC's guidelines (1997) were documents up
on which the study was based.
The resu lt of the study indicated that, individual /performance/ objectives were loosely related to
organizational strategic objectives. On the other hand, performance objectives were derived from
organ izational annual plan, as well as appraisers and appraisees agreed on the obj ectives. With regard to
management's capacity, the findings revealed that, due to inadequate training on ROPA techniques, most
managers lack the required sk ills to design and implement the system. Concerni ng the expected benefits of
ROPA, the fin dings of the study indicated that, promotion to hi gher position, sa lary increment, rewarding
the best performer, identifying training need and opp0l1unities were expected as the res ult of
implementing ROPA. But none of these were practical. With regard to criteria and standards, the study
showed that, both cr iteria and standards were estab li shed . Besides, performance was assessed on the basis
of pre-establi shed sta ndards. However, there was drawback in developing Specific, realisti c, resu lt based
criteri a and standards. Furthermore, incompetence of management (appraisers) to develop objective
standards and measures, emphasis only on results, lack of clarity of purposes, lack of commitment of top
management, resista nce from employees and absence of system of accountability were among the serious
problems identified by the study.
Final ly, integrati ng individ ual objectives with organi zat ional strategic objectives, building capacity of
management body and employees through training, and continuous communication, encouraging
involvement of employees in ROPA plan, estab lishing and im plementing monitoring and feedback system
were suggested. Furthermore, providing performance based rewards, designing and implementin g specific
and relevant criter ia and standa rds as well as deve loping a system of accountabi lity are indispensable for
the sustai nab ility of ROPA system in the region.
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Keywords
Management of Result oriented Performance Appraisal System