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Title: Factors affecting effective execution of employee performance appraisals in organizations: a case of Plan International – Uganda
Authors: Mbabazi, Teddy
Keywords: Employee
Effective execution
Issue Date: Oct-2009
Publisher: Kampala International University, College of Humanities and Social Sciences
Abstract: The study Investigated the factors affecting effective execution of employee performance appraisals in organizations, using Plan International Uganda as a case study. The study was guided by the following main objectives: to find out how employee performance appraisal is done in Plan International Uganda; to establish the value employees of Plan International Uganda attach to employee performance appraisals; and to establish the factors affecting effective execution of employee performance appraisal In Plan International Uganda. The study employed a case study, descriptive as well as explanatory research designs; a self-administered questionnaire was used as the main method of data collection. The study found that: first, Plan International Uganda uses mainly two methods of employee performance appraisals, namely; essay method and 360 degree appraisal. Second, Employees of Plan International Uganda value employee performance appraisal highly because it is a dynamic and transparent system which enables them to link their Individual performance to their respective job descriptions, and thus, assist them to achieve their performance objectives. Management’s commitment to employee performance appraisals has contributed to enabling employees attach high value to the system. Third, despite the foregoing, lack of adequate interest by employees, lack of an established human resources system to effectively coordinate and harmonize employee performance appraisal Issues, unrealistic reward system, and inflexible management styles, were real factors affecting effective execution of employee performance appraisals in Plan International Uganda. To overcome the foregoing, the researcher recommends that Plan International Uganda should promote staff dialogue, enhance upward feedback, give adequate rewards basing on performance, and enhance employees’ opportunity to contributing and participating in performance reviews.
Description: A thesis submitted in partial fulfillment of the requirements for the Award of Master’s Degree in Human Resource Management of Kampala International University
Appears in Collections:Masters of Arts in Human Resource Management

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