AN ASSESSMENT OF INDIVIDUALIZED SKILLS DEVELOPMENT AND PERFORMANCE APPRAISAL SYSTEM AT ZAMBART PROJECT, LUSAKA, ZAMBIA

Abstract

The main purpose then of this study was to test the theory of constraints if it would hold to explain Zambart’s non linkage of the performance appraisal system and individualised human resource development. The study adopted a mixed methods equal status research design enlisting 86 employees who answered a survey questionnaire and of whom others were interviewed informed this study. Following the appraisal in the last twelve months, only n = 34 (39.5%) of the employees were dared as high performers, n = 32 (37.2%) were medium performers and n = 20 (23.3%) were low performers. The distribution of performance suggests that all professional staff were high performers, technical staff were more of medium performers whereas other staff were low to medium performers. More than half of the respondents n = 46 (53.5%) were classified as not eligible for training following appraisal, n = 30 (34.9%) underwent general in house training that was not linked to performance appraisal whereas n = 10 (11.6%) under went away from job training that was also not linked to performance appraisal. It was not expected that employees would either undergo away from job training (n = 4) and undergo general in house training (n = 10) that were in both cases not linked to performance appraisal. In the medium category of performers, out of n = 32; n = 16 (50%), training was not considered as necessary following appraisal. In the medium category and surprisingly out of the low performers n = 10, training not considered as necessary following appraisal and yet another half, n = 16 under went away from job training and general in house training that were both not linked to performance appraisal. The reasons Zambart has not considered in house or away from the job training following a staff performance appraisal (SPA) included, An unwritten policy prevents the system from making it possible for staff to be trained, No value to an organisation in training employees, No reward to an organisation in training employees and No money to execute particular tasks to train employees.The present study has shown that performance appraisals are done at Zambart and there is a disconnect with human resource development. There are four notable constraints and these are an unwritten policy that prevents the system from making it possible for staff to be trained, none consideration of employees as a valuable asset to an organisation when it comes to training employees, the perception that there is no reward to an organisation in training employees and lack of money to execute particular tasks to train employees. Therefore, the present study is proposing the application of the theory of constraints in attempting to address the disconnect.