A Comparative Study of Employees Performance Appraisal Practices and Problems in Ethiopian Higher Education Institutions: The Case of Addis Ababa University and St. Mary University College

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Addis Ababa University


The present study aims at studying the practices and problems of performance appraisal in Ethiopian Higher Education Institutions: The case of Addis Ababa University and St. Mary University College. The reason for the study is the continuous complaints heard form internal and external customers of the AAU about the sluggish service of employees, and to make comparative analysis with that of SUC, if there is a one can learn from one another. The researcher employed simple random sampling techniques in selecting respondents, while informants were selected purposively for data generated through questionnaires and interviews conducted. As the findings of present study a show, PA is implemented in AAU at moderate level; while, it is implemented in the SUC relatively in a better way on the basis of the desired goals. However, the use of PA for motivational purposes is not at the desired level, and very low in AAU. Additionally, PA used by employees’ close supervisors is not such a motivational approach. Rather, it consists of mixed interests which is vague, particularly to be used for the purposes of determining warnings, retentions or discharging low performing workers. The study reveals that such mixed interests rather discourage workers from competitive workings and creativities. Hence, the primary purposes of performance appraisal are missing its direction, which is creating competitive working systems and giving balanced rewards for workers for their contributions to an organization. In the study, performance appraisal is seen to be implemented in a biased manner based on proximity and mixed interests as mentioned before for punishing employees performing at the lowest status. Thus, in order to create competitive working conditions and systems of balanced benefits for employees, performance appraisal should be understood very well particularly by heads of human resources and supervisors; and, should be implemented in the desired way for the desired purposes.



Employees Performance Appraisal Practices and Problems