AN ASSESSMENT OF INDIVIDUALIZED SKILLS DEVELOPMENT AND PERFORMANCE APPRAISAL SYSTEM AT ZAMBART PROJECT, LUSAKA, ZAMBIA
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Date
2019-02-05
Authors
PHIRI, WILLIAMS DZIKO
Journal Title
Journal ISSN
Volume Title
Publisher
The University of 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.
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Thesis
Keywords
Performance appraisal system , Individualised human resource development.