The main problem of this study is to survey performance appraisal in private sector manufacturing companies so as to find out to what extent this sector adopts the open reporting system of appraisal.

Performance appraisal is now widely practiced in private sector but it’s purpose in mis-constructed as the whole exercise is geared towards salary administration. One main objective of performance appraisal should be to review the subordinate’s performance with him in order to identify his main strength and weakness, and where weaknesses are identified to find ways and means of removing such difficulties through training. Performance appraisal systems in private sectors have been characterized with non-disclosure of appraisal result to the employees. This apparent secrecy over performance appraisal results have to be in the mind of the supervisors and managers a potentials tool for cracking down at immediate subordinate with impunity.

Apart from safeguarding against irrational and biased evaluation, the feedback of the performance rating results to the employees through the open appraisal system has a motivational impact. Without the feedback system, the formal appraisal technique might not be able to effectively enhance improvement in individual performance.

The subject of the study is the staff of Hardis & Dromedas and Juhel Nigeria Limited. The researcher used survey method for data gathering and stratified method for data processing. The instruments used for collecting data consist of questionnaire and personal interview.

Three hypotheses were formulated. These were tested and analyzed by the use of decision rule method to either retain or reject the validity the hypothesis formulated.

The findings in this research revealed that majority of the employees under study did not view performance appraisal as a developmental tool but rather view it as a promotion and increase in remunerations. It was also discovered that what is fundamentally wrong with most organizations especially private sector is that job description which should form the basic for which employees performance can be measured is not usually provided on employment.

Employees are also discouraged when appraisal results are not implemented or when there is a discrepancy between the perceived performance and the actual result.

Based on these findings, it was therefore recommended that employees should be given feedback of the appraisal so as to improve their performance and develop them generally. The system should also be free of prejudice to increase staff morale. Also the system should provide necessary and adequate training as at when due after appraisal while consistency in rating should be maintained and strictly adhered to on a regular basis.

TABLE OF CONTENTS

Title page

Certification

Dedication

Acknowledgement

Abstract

Table of contents

CHAPTER ONE:

INTRODUCTION

1.1 Background of the study

1.2 Statement of the study

1.3 Purpose of the study

1.4 Scope of the study

1.5 Limitation of the study

1.6 Research questions/ hypothesis

1.7 Hypothesis research

1.8 Need for the study

1.9 Definition of terms

CHAPTER TWO:

LITERATURE REVIEW

2.1 objective of the study

2.2 Concept of performance appraisal

2.3 Advantage and disadvantage of confidential and open reporting system

2.4 Performance appraisal technique

2.5 General errors in rating

2.6 The evaluation process

2.7 Factors affecting performance appraisal

2.8 Performance appraisal in the selected companies

References

CHAPTER THREE:

RESEARCH DESIGN AND METHODOLOGY

3.1 Research design

3.2 Area of the study

3.3 Population of the study

3.4 Sample and sampling technique

3.5 Method of data collections

3.6 Validation of the instrument

3.7 Reliability of the instrument

3.8 Instrument of data collection

3.9 Method of data analysis

CHAPTER FOUR:

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

4.1 Presentation, analysis and interpretation

4.2 Testing of hypothesis

CHAPTER FIVE:

SUMMARY OF FINDINGS, RECOMMENDATION AND CONCLUSION

5.1 Summary of findings

5.2 Conclusion

5.3 Recommendations

Bibliography

Reference

Appendix - Sample of Questionnaires used in the study

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Appraising performance is very important and necessary in all aspects of life. For any type of endeavour that one ventures into, one tries to appraise one’s activities in one way or the other. In fact, it is imperative for progress to be accessed. Take for instance a businessman, the amount of profit he takes is the measurement of performance. The church on the hand, appraise itself by the rise and fall in the number of its congregation. For the farmer, how well he had done is measured by the yield of his crops. Also, in schools, student’s performances are evaluated through their tests or examination scares. Even the government as a body assesses it performance through the budget. During any budget speech, the president recalls on the precious year’s activities in terms of successes and failures. For civil servants also, performance rating is carried out from time to time.

Recently, management of organizations are placing increased emphasis upon the need to develop and put into greater use of the knowledge skills and expertise of their workers at all levels. As a result of this, the accountability for improving both the current performance and career potential of subordinates is assuming greater significance in the practice of management if the organization are to function well with formally defined roles and replaceable personnel, information must be available about the performance abilities and weakness of it measures.

In this turbulent working environment of ours therefore, the need for an understanding of performance appraisal sounds very obvious and unquestionable.

The forgoing observation is predicated upon the fact that some individuals perceive performance appraisal as an annual ritual having less meaning to them