| dc.description.abstract | KEMRI like any other organization spend billions of Shillings yearly on
employee performance evaluation. Employees give their best if they perceive
to be working in an environment which is not contaminated by patronage,
maneuvering, when rewards are linked to performance promotions, based on
merit and complaints are addressed. The study sought to determine
employee‟s perception of performance appraisal practice at KEMRI.
The study used a descriptive survey approach in collecting data from the
respondents. Random sampling was then used to select the study population of
280 respondents who were employees of the Kenya Medical Research
Institute. Questionnaires were used to collect data. The questionnaires were
structured in such a way that they elicit specific information from the
respondents. The data was edited and coded before it was analyzed using
Statistical Packages for Social Scientists (SPSS). Frequency tables and charts
were used to present the results for easier understanding and interpretation.
The study found that appraisal process enabled the management in KEMRI to
identify areas of strength and opportunity, provide an indication of areas of
training need as well as direction for leadership development and performance
improvement and succession planning. The appraisal process was also faulted
on the basis that it failed to address the shortcomings such as lack of materials
and equipment necessary to carry out duties allocated to employees
effectively. It was indicated that it was too general as it should be made
depending on different level of job description.
The study concluded that processing performance appraisals must be done in
order to identify employee‟s rewards, provide an opportunity to set individual
development plan, encourage the individual work planning, develop
employee‟s professional and career, accountability check, recognize and
compensate, reference the disciplinary procedure as well as to determine
salary increment and promotion exercise. | en |
