Effectiveness of staff performance appraisals at the Lesotho Highlands Development Authority (LHDA)
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Date
2022
Authors
Sakoane, Bokang
Journal Title
Journal ISSN
Volume Title
Publisher
University of the Free State
Abstract
The Lesotho Highlands Development Authority (LHDA) operates from five distinct geographical locations. Five distinct divisions, each with its own set of branches. There are about 388 officials. Employees from the same or different geographical areas perform the same type of work but with varying sizes. Employees complain about an unclear evaluation policy (Performance Management and Development System) and unfair implementation, leading to disengaged employees with low morale, affecting the LHDA’s overall performance. The policy is said to be implemented differently in different sections; thus, it is not consistent with regard to all staff. This study aimed to assess the effectiveness of staff performance appraisals at the LHDA by identifying and determining the factors contributing to employee performance and evaluating the impact of performance appraisal on employee performance. A semi-structured interview was used, breaking down responses from different staff from different sections with varying experiences with policy implementation. It is necessary to have an evaluation policy in place to ensure that performance is monitored for the benefit of both the employee and the employer. However, it was discovered that staff believe the policy is unclear and applied differently and unfairly to staff from different sections, negatively impacting morale and performance. The following was also discovered: the LHDA had reported poor performers, but this was not addressed as per policy, staff had been victimised during policy implementation, and they simply filled out the form without evaluating it in order to comply because they did not want to have conflicts with the supervisors. Lastly, the reward contradicts the purpose as it is so little that it is incorrect or not aligned with the performance. Based on the study’s conclusions and findings, the recommendations are that it is critical to align individual and organisational goals with a clear policy for all, that implementation is effective through engagement by introducing moderation to all staff's performance, or to initiate the 360-degree-method of performance evaluation. Finally, LHDA should explore other ways to reward performance in real terms.
Description
Dissertation (MBA. (Business Administration ))--University of the Free State, 2022
Keywords
Performance evaluation, rewards, motivation, employee morale