Performance Appraisal System in the Public Sector: Perceptions and Challenges: A Case Study of Public Service Commission, Kenya

Mosoti, Jethro Momanyi (2017) Performance Appraisal System in the Public Sector: Perceptions and Challenges: A Case Study of Public Service Commission, Kenya. Masters thesis, The Open University of Tanzania.

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Abstract

The purpose of this study was to establish the perceptions and challenges staff of the Public Service Commission (Kenya) have towards the existing performance appraisal system as implementation has not met the expectations so far. The study was a cross-sectional deductive research and targeted the entire secretariat staff of the Commission stratified into four levels of senior management, middle level management, upper subordinates and other subordinates. Simple random sampling was used to select respondents from the two upper levels of staff. All staff from the two lower levels were selected for the study. Data for the study was collected by administering a questionnaire to 141 members of staff. The researcher used descriptive statistics where frequencies and percentage of responses were obtained through the use of SPSS. The findings were presented in tables and figures. The study found that employees like being rated by their supervisors on their performance and that the process was educative, objective, provided feedback, and helpful in improving performance. Further employees dislike the attachment of a list of evidence, being rated poorly and delayed appraisals. The study found that performance appraisal was hampered by ad hoc assignments, busy schedules staff and delayed feedback. The root-causes of the challenges were apathy, attitudes, busy nature of the Commission, duplication of appraisal questions, inadequate training and lack of clear direction from management. The study recommends that the template for performance targets be modified to include outcomes and review of the ratings. It is recommended that the appraisal process should be made friendly, simple and be used to reward employees and so as to enable the Commission to achieve its goals.

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