Factors Affecting Human Resource Performance Appraisal Process in International Organizations: A Case Study of United Nations Office at Nairobi, Kenya

Abstract

Several comprehensive reviews on UN performance appraisal have been conducted by the International Civil Service Commission (ICSC, 1980, 1989, 1993, 1997). These reviews have triggered implementation of new appraisal systems and adoption of an electronic performance appraisal system as documented by the International Civil Service Commission (ICSC, 2010).Nevertheless employees continue to raise concerns of appraisal not being a priority to employees and managers, some supervisors not conversant with the process and rebuttals against supervisor ratings. It is against this backdrop that this study sought to understand the factors affecting the human resource performance appraisal process in United Nations Office Nairobi. The objectives include determining how independent variables (employee attitude, top management support, training and organizational policies) affect the dependent variable (performance appraisal process).

The study adopted a descriptive survey design which is an attempt to collect data from members of a population in order to determine the current status of that population with respect to one or more variables as illustrated by Mugenda & Mugenda (2008).A sample of 50 respondents was used from the target population of 495. The researcher used questionnaire to collect primary data, a pilot test was done and, reliability and validity of the research instruments established. Hague (1993) states that questionnaires draw accurate information, give structure to the interview, provide a standard format and facilitate data processing. The researcher further adopted multiple regression model at 5 percent level of significance to study the strength and direction of the relationship between the variables.

The researcher found out that employee attitude significantly affects effectiveness of performance appraisal process, followed by top management support, training and organizational policies. The study concluded that perception of equity, effective communication between supervisors and employees, role clarity affect perceptions of appraisal effectiveness. According to Anderson (2002) the efficacy of a performance appraisal system should be considered effective if it produces desired result despite weaknesses in measurement and absolute accuracy should not be a determinant.The researcher recommends rebranding of the current appraisal system, continuous refresher training and putting in place policies that enforce measurable action points. Future research should consider developing knowledge on how information communication technology, appraisal methods and impact of organizational strategy and culture have on human resource performance appraisal process.