EFFECTS OF EMPLOYEE APPRAISAL ON ORGANISATIONAL PERFORMANCE: A CASE OF KENYA REVENUE AUTHORITY HEADQUARTER
EFFECTS OF EMPLOYEE APPRAISAL ON ORGANISATIONAL PERFORMANCE: A CASE OF KENYA REVENUE AUTHORITY HEADQUARTER
Eric Kilonzo Nyamai - Master’s Student, Department of Public Policy and Administration, Kenyatta University, Kenya
David Minja - Lecturer, Department of Public Policy and Administration, Kenyatta University, Kenya
ABSTRACT
Performance appraisal plays a significant role in efficient utilization of human resources within an organization. It is mainly performed to measure how well employees have executed their duties as measured against the key performance indicators. The survey aimed to determine the effects of employee appraisal on organisational the case of the Kenya Revenue Authority. This was achieved through determining the effect of planning and target setting, on organizational performance at the KRA. The survey was grounded on Goal Setting Theory. The study used a descriptive design because of its ability to provide detailed information that helps build a profile on a subject of interest to a scholar. The design allowed the study to summarize the influence of employee appraisal and performance at KRA. The study targeted a total of 447 employees at KRA from whom a sample size of 103 Participants were selected through simple random technique. The survey gathered primary and secondary data. Secondary data was gathered from the audit reports and performance statements of KRA for the last five years. A questionnaire was used to collect primary data. Descriptive statistics including the mean and standard deviation were used for the analysis of quantitative data. Inferential statistics were done with the help of F and T tests. Correlation and multiple regression analysis were done to test the relationship that the variables have with each other and the strength of the association. For qualitative data, the study utilized content analysis. Charts and tables were utilized to display analyzed data. The findings reveal a positive connection between planning and target setting on performance of KRA.
