Performance Appraisal On Employee Motivation; A Case of the Department of Social Services in Kajiado County
DOI:
https://doi.org/10.53819/81018102t2491Abstract
Employee motivation is a critical concern within the Department of Social Services in Kajiado County, where diminishing staff morale and commitment threaten organizational effectiveness and service delivery outcomes. This study examined the effect of performance appraisal on employee motivation in the Department of Social Services in Kajiado County, specifically, the objectives were to investigate how performance feedback, goal-setting practices, performance rating systems, and reward-linked appraisals influence employee motivation. The study was anchored on Goal-Setting Theory and Expectancy Theory, providing a theoretical framework for understanding the relationship between performance appraisal components and employee motivation. The research employed a descriptive research design. The target population was 235 employees across different employment levels in the department and Yamane's formula was used to derive a sample size of 148 respondents through stratified random sampling. Data was collected using structured questionnaires employing a 5-point Likert scale. The analysis utilized both descriptive and inferential statistics and analyzed using SPSS version 25.0. The study revealed that performance appraisal significantly influences employee motivation, explaining 73% of motivation variance, with performance feedback emerging as the strongest predictor (β=0.283), followed by goal-setting practices (β=0.245), reward-linked appraisals (β=0.209), and performance rating systems (β=0.143). Despite this positive relationship, the research identified significant implementation deficiencies, particularly in reward mechanisms and rating transparency, with employees expressing notably negative perceptions of how performance connects to rewards. The study recommended implementing structured feedback mechanisms combining formal quarterly reviews with informal check-ins, transitioning to participative goal-setting with adequate resource support, developing transparent rating systems using multiple information sources, and establishing clear connections between performance outcomes and meaningful rewards.
Keywords: Performance Feedback, Goal-Setting Practices, Performance Rating System, Reward-Linked Appraisals & Employee Motivation
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