EFFECTS OF PERFORMANCE APPRAISAL ON EMPLOYEE PERFORMANCE

Full text

EFFECTS OF PERFORMANCE APPRAISAL ON EMPLOYEE PERFORMANCE
Menza, N. C., & Njoroge, J. G.

- 182 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
Vol. 10, Iss.2, pp 182 – 197. April 21, 2023. www.strategicjournals.com, ©Strategic Journals
EFFECTS OF PERFORMANCE APPRAISAL ON EMPLOYEE PERFORMANCE
1 Menza, N. C., & 2 Njoroge, J. G.
1MBA Candidate, Department of public policy and administration, Kenyatta University, Kenya
2 Lecturer, Department of public policy and administration, Kenyatta University, Kenya
Accepted: April 11, 2023
ABSTRACT
The main objective of this study was to assess the influence of performance appraisal on employee
performance in Kenya. This study examined the present condition of performance assessment on employee
performance in Kenya, using Kilifii County as a case study. The impact of performance assessment on
employee work performance was highlighted in this study. The target population consisted all the
permanent workers in Kilifi County which included the doctors, nurses, support staffs, administrative and
management representatives and the researchers (KEMRI staffs working in Kilifii County Hospital). The
research adopted census technique in data collection and the researcher also used sampling for some groups
of respondents. The study involved 94 respondents for the study which includedi 4 doctors, 39 nurses, 27
support staffs and 18 researchers and 6 administrative and management representatives. Data collection
was done using a structured questionnaires and interview guide and the collected data was analyzed by
descriptive statistics which uses Statistical Package for Social Sciences (SPSS). The instruments reliability was
tested using correlation coefficient. The data was then analyzed using descriptive statistical analytical tools
like frequency distribution and multiple regression. The qualitative data was transcribed and arranged into
several topics based on the study's aims. Frequency tables were used to illustrate the data. The study results
indicated that training had a positive and significant effect on employee performance (β=0.170, p<0.05),
Feedback mechanisms had a positive and significant effect on employee performance (β=0.263, p<0.05),
Leadership style had a positive and significant effect on employee performance (β=0.231, p<0.05) and
compensation had a positive and significant effect on employee performance (β=0.213, p<0.05). The study
concluded that relevance of the objectives enables the health workers to attain the required level of
performance. Communication between staff and managers assists in tracking over all employee
performance. Employees prefer remunerative rewards asigood performance is observed and then rewarded,
the chances of it being repeated are increased, while poor performance is discouraged or even punished to
decrease the chance of it happening again. The study recommended that organizations should establish and
adopt performance appraisal systems that would enable effectively appraisal of the employees and therefore
providing opportunities to the management in identifying staff training needs, identify performance targets,
improve employees performance and helping employees on time management through planning and setting
of deadlines.
Key Words: Training, Feedback Mechanisms, Leadership Styles, Compensation, Performance Appraisal
CITATION: Menza, N. C., & Njoroge, J. G. (2023). Effects of performance appraisal on employee performance.
The Strategic Journal of Business & Change Management, 10 (2), 182 –197.

- 183 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
INTRODUCTIONi
Accordingi toi Veldkampi (2005),i performancei
assessmenti isi definedi asi thei improvementi
ofi workers'i efficacyi ini theiri taski
assignments,i asi welli asi thei discoveryi ofi ani
individuali employee'si potential.i Thei goali ofi
performancei appraisali isi toi increasei
productivityi ini publici affairsi managementi byi
encouragingi opennessi andi transparency.i Asi ai
result,i Kenyai institutedi performancei
appraisalsi ini orderi toi enhancei publici sectori
servicesi andi toi shifti publici officials'i mindsetsi
towardi achievingi outcomesi (Akoth,i
2009).However,i mosti firmsi preferi toi usei thei
phrasei performancei evaluationi sincei iti
impliesi ai reviewi ofi howi successfullyi
individualsi carryi outi theiri taski tasksi asi
outlinedi byi thei anticipatedi ai collectioni ofi
dutiesi Performancei evaluationi isi ai criticali
andi well-coordinatedi techniquei toi assistingi
firmsi ini achievingi long-termi successi byi
increasingi employeei performancei andi
strengtheningi teami andi individuali contributori
skillsi (Armstrongi &i Baron,i 2005).
Thei inclusioni ofi publici sectori performancei
criteria,i accordingi toi thei Governmenti ofi
Kenyai (2007),i isi ai significanti stepi forwardi
ini thei government'si embracei ofi thei
performancei contractingi process.i Iti goesi oni
toi sayi that,i despitei variousi challengesi suchi
asi conflictingi tacticali plansi withi fewi linksi toi
nationali aspirationsi andi goalsi andi thei
supremacyi ofi inputi asi welli asi procedurei
performancei pointersi thati faili toi relatei toi
expectationsi ofi citizens,i thei governmenti hasi
beeni powerfullyi committedi toi publici sectori
improvementsi sincei thei earlyi 1990s.i Asi ai
result,i citizensi havei struggledi toi connecti
withi performancei ratings.Sincei independence,i
thei governmenti hasi madei humani resourcei
developmenti ai topi priorityi ini itsi nationali
developmenti policy,i asi seeni byi thei trainingi
andi developmenti initiativesi ini existence.i
Furthermore,i publici servicei reformsi ini thei
1990si acknowledgedi thei importancei ofi
capacityi buildingi andi trainingi ini boostingi
publici servicei performancei (GOKi 2009).i
Oni thei basisi ofi ai Trainingi Needsi
Assessmenti (TNA),i thei ministryi providedi
resourcesi fori publici sectori trainingi andi
capacityi building,i asi welli asi conductedi andi
co-ordinatedi needsi ofi training.i Iti alsoi
evaluatedi thei efficacyi ofi trainingi packagesi
(GOKi 2009).i It'si uncleari whyi there'si ai
notioni thati thei publici sector'si performancei
isn'ti upi toi par,i despitei thei implementationi
ofi multiplei significanti reformsi aimedi ati
improvingi performancei management.i i Asi ai
result,i iti isi noti onlyi essentiali buti alsoi vitali
toi revisiti thei Performancei Appraisali Systemi
ini orderi toi establishi itsi impacti oni worki
performancei ini thei health-carei sector.i Staffi
trainingi isi ai processi thati helpsi themi obtaini
newi information,i developi newi abilities,i
polishi existingi skills,i andi eventuallyi increasei
theiri productivityi (Nzuve,i 2010).i Eachi trainingi
sessioni shouldi bei tailoredi toi thei
organization'si performancei objectives.i Thesei
trainingi objectivesi shouldi bei describedi ini
depthi andi ini wordsi thati cani bei measured.i
Newi workersi aren'ti thei onlyi onesi thati
needi toi bei trainedi andi developed.i Thei
changingi naturei ofi day-to-dayi lifei
necessitatesi thati alli employeesi bei effectivelyi
taught,i takingi intoi accounti technologyi andi
otheri changingi circumstances.i Asi ai result,i
trainingi musti providei employeesi ani
opportunityi toi puti theiri newlyi learnedi
informationi intoi practice,i resultingi ini ai
noticeablei performancei andi improvedi
production.i i
Thei governmenti alsoi paysi fori officersi toi
takei longer-termi coursesi ini andi outi ofi thei
nation,i rangingi fromi onei monthi toi threei
years.i Byi utilizingi informali influence,i
leadershipi mayi impacti thei politicali
atmospherei ini thei workplace.i Wheni peoplei

- 184 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
obeyi authority,i it'si difficulti toi telli whetheri
they'rei behavingi oni theiri owni freei willi ori
becausei they'rei afraidi ofi punishmenti fromi
theiri superiori (Gadoti 2007).i (Ibid).i Accordingi
toi Jurgens,i participativei leadershipi isi ai
leadershipi stylei thati helpsi employeesi feeli
empoweredi asi welli asi respected,i meaningfuli
toi thei business,i andi ai sensei ofi belongingi
viai theiri involvementi ini thei organization'si
processi (2011)Accordingi toi Tandohi (2011),i
thei focusi ofi moderni leadershipi theoriesi hasi
switchedi fromi individualsi toi situations,i ini
whichi thei leadershipi organizesi thei
importancei andi needi toi interacti toi followersi
basedi oni ai certaini scenarioi andi setting.i
Despitei thei risei ini leadershipi investigations,i
somei scholarsi thinki therei isi stilli ai gapi ini
leadershipi knowledgei (Kleini &i Salk,i 2013).i
Researchersi havei lookedi intoi howi differenti
organizationali leadershipi stylesi affecti survival,i
buti researchi oni whichi approachesi cani
enhancei employeei performancei isi lacking.
Manyi humani resourcei expertsi feeli thati
havingi ai well-articulatedi purposei toi influencei
ani employee'si worki isi critical.i Employeei
supervisioni andi coachingi ini conjunctioni withi
goalsi hasi beeni discoveredi toi increasei
employeei accountabilityi andi improvei worki
performancei ini healthi carei organizations.i
Employeei performancei isi directlyi affectedi byi
feedback.i Feedbacki isi describedi asi ai
managementi procedurei fori determiningi thei
degreei ofi efficiencyi andi productivityi thati ani
employee'si work-relatedi activitiesi havei
achieved,i asi welli asi thei typesi ofi resultsi
thati thesei actionsi havei produced.i Eveni
thoughi thei effecti ofi feedbacki mayi varyi
greatlyi basedi oni thei personality,i lifei
experiencesi feedbacki receiver'si culture,i andi
thei fundamentali concepti ofi receivingi
feedbacki isi extremelyi beneficiali (Bechtel,i Mci
Gee,i Huitemai &i Dicknson,i 2015).
Kilifii Countyi Hospitali isi alsoi calledi leveli fivei
hospital.i Iti isi ai referrali hospital.i Kilifii
Countyi hospitali isi ai governmenti healthi
Centrei locatedi ini hospitali sub-i location,i
townshipi locationi baharii divisioni coasti
province.i Kilifii Countyi hospitali offeri differenti
servicesi whichi arei underi 15i departments,i
somei ofi thei majori departmenti ini Kilifii
Countyi hospitali include:i maternity,i femalei
ward,i malei ward,i amenityi ward,i newi borni
uniti ward,i MCH,i CCRC,i labi amongi otheri
smalli departmentsi like:i Antiretrovirali
treatment,i Antenatal,i Basici obstetrici carei ini
ani emergencyi Curativei in-patienti andi out-
patienti therapiesi arei available.i Growth,i
supervision,i andi promotioni ofi thei family,i
HIVi testingi andi counselingi Carei ati home,i
Immunizationi Managementi ofi childhoodi
ailmentsi asi ai whole,i HIVi transmissioni
preventioni fromi motheri toi kidi X-rays,i
ultrasounds,i andi otheri radiologyi servicesi arei
available.i Tuberculosisi diagnosis,i treatment,i
andi youth-friendlyi treatmentsi arei alli
available.
Overi thei pasti yearsi performancei appraisali ini
Kilifii Countyi hospitali wasi onlyi seeni ini
papersi thati isi theyi neveri conductedi
performancei appraisali toi theiri employeesi
assumingi thati everythingi wasi fine.i Untili thei
yeari 2012i afteri thei introductioni ofi thei
devolvedi governmenti isi wheni thei
implementationi ofi performancei appraisali
amongi employeei started.i Sincei theni
althoughi therei isi veryi lessi efforti andi
supporti concerningi thei same.i Accordingi toi
thei policyi thei performancei appraisali wasi toi
bei conductedi twicei ai yeari thati isi mid-yeari
performancei appraisali whichi isi conductedi oni
Junei andi thei endi yeari performancei
appraisali whichi isi conductedi oni thei firsti
weeki ofi December.i Thei departmenti thati isi
concerni withi performancei appraisali (humani
resourcei department) doesi noti havei goodi
strategiesi oni conductingi performancei
appraisali systemi thati whyi it’si noti conductedi
mosti ofi thei timei andi ifi conductedi theyi doi

- 185 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
noti followi thei correcti protocolsi andi
procedures.i Thisi isi onei ofi thei biggesti
reasoni thati madei thei researchi toi conducti
thisi study.
Statementi ofi thei Problem
Onei ofi thei mosti commoni difficultiesi facingi
publici sectori companiesi isi decliningi
employeei performance,i whichi isi ai primaryi
driveri ofi publici sectori organizations'i lowi
performancei asi comparedi toi theiri privatei
counterpartsi (Shahi eti al.,i 2015).i Ai polli ofi
federali workersi fromi variousi agenciesi ini thei
Unitedi Statesi toi comparei theiri performancei
toi thati ofi private-sectori companiesi revealedi
thati thei performancei ofi federali employeesi
ini thei Unitedi Statesi lagsi belowi thati ofi thei
privatei sectori (Bravermani eti al.,i i
2010).Bermani (2015)i citesi ai lacki ofi
appropriatei workingi practices,i inadequatei
technology,i lacki ofi professionali management,i
overstaffing,i andi politicali interventioni asi
factorsi ofi poori performancei ini publici sectori
enterprises.i Academicsi havei advisedi thati
publici enterprisesi changei theiri cultures,i
technology,i servicei deliveryi methods,i andi
leadershipi effectivenessi ini orderi toi solvei thei
issuei ofi poori governmenti employeei
performancei (Risher,i 2011;i Budiarsoi &i Mir,i
2012).i However,i fewi studiesi havei beeni
undertakeni toi seei howi thesei changesi affecti
employeei performancei ini thei publici sector.
Thei impacti ofi thei performancei appraisali
system,i obstaclesi faced,i andi implementationi
techniquesi havei beeni thei subjecti ofi
previousi researchi oni performancei appraisali
(Ngoku,i 2011).i Otheri researchi havei focusedi
oni whati influencesi thei performancei
assessmenti system,i suchi asi thei elementsi
impactingi employeei performancei system.i Asi
ai result,i therei isi ai scarcityi ofi factuali
evidencei oni individuali performancei
assessmenti procedures. Withi ai five-yeari
experience,i thei researchi discoveredi thati noi
knowni researcheri hasi reportedi oni thei
impacti ofi performancei assessmenti oni staffi
performancei ini Kilifii Countyi Hospital.i
However,i thei performancei assessmenti systemi
shouldi havei generatedi sufficienti datai toi
allowi researchi intoi whetheri thei systemi hasi
hadi ai beneficiali ori negativei impacti oni thei
hospital'si performancei (Kilifii County).i Ini lighti
ofi this,i thei studyi seti outi toi determinei thei
impacti ofi performancei assessmenti asi ai
managementi controli tooli oni organizationali
performance.i Asi ai result,i thei purposei ofi
thisi studyi wasi toi determinei andi recordi thei
impacti ofi thei performancei assessmenti
methodi oni employeei performancei ini Kilifii
Countyi Hospital.
Objectives of the Study
Thisi studyi wasi guidedi byi thei followingi
objectives:
 Toi establishi howi trainingi influencesi
employeei i performancei ofi Kilifii
Countyi hospital.
 Toi establishi howi feedbacki mechanismi
influencesi thei i performancei ofi Kilifii
Countyi hospitali employees.
 Toi determinei thei influencei ofi
leadershipi stylesi oni performancei ofi
Kilifii Countyi hospitali employees.
 Toi establishi howi compensationi
influencesi thei performancei ofi Kilifii
Countyi hospitali employees.
LITERATUREi REVIEWi
Employeei Performance:
Employeei performance,i accordingi toi
Sarmientoi andi Bealei (2007),i isi thei resulti ofi
twoi factors:i thei abilityi andi workers'i abilityi
andi skillsi (naturali ori acquired)i toi usei theiri
skillsi andi abilitiesi toi doi ai betteri task,i andi
employees'i abilityi andi skillsi (naturali ori
acquired)i toi utilizei theiri skillsi andi abilitiesi
toi doi ai betteri task.i Employeei performance,i
accordingi toi Ahmadi'si research,i isi thei
consequencei ofi twoi factors:i workers'i abilityi
andi talentsi (naturali ori learned)i toi puti theiri

- 186 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
skillsi andi abilitiesi toi greateri use.i (2009),i
Althoughi therei isi noi significanti associationi
betweeni employeei agei andi education,i therei
isi ai positivei correlationi betweeni educationi
andi employeei performance.i Individual-relatedi
variables,i organizational-leveli issues,i andi
organizationali environmentali factors,i accordingi
toi Ahmedii (2009),i cani alli impacti employeei
worki performance.
Employeei performancei isi measuredi byi howi
welli theyi doi theiri assignedi tasksi andi fulfilli
deadlinesi andi objectives.i Anwar,i Iqbal,i andi
Haideri (2015).i McKinseyi conductedi ai surveyi
ofi governmenti employeesi fromi severali
agenciesi ini thei Unitedi Statesi toi findi thei
factorsi thati mosti influencei organizationali
performancei andi comparedi thei resultsi toi
private-sectori standards.i Accordingi toi thei
report,i thei federali governmenti ini thei Unitedi
Statesi lagsi belowi thei privatei sectori ini ai
numberi ofi keyi organizational-performancei
indicators,i includingi employeei engagement,i
talenti management,i andi accountability.i
Braverman,i Aaroni andi Schaninger,i (2010).i
Thesei findingsi werei ini linei withi thosei ofi
Madan,i Jasleen,i andi Bajwai (2016)i ini India,i
whoi discoveredi thati organizationali changei
managementi hadi ai substantiali impacti oni
employeei performance.
Staffi Trainingi andi Employeei i Performance
Trainingi hasi ai positivei impacti oni ani
employee'si performance.i Trainingi isi ai
motivationali factori thati increasesi ani
employee'si understandingi ofi theiri job,i
helpingi themi toi becomei morei effectivei ati
theiri tasksi andi providei betteri results.i
Trainingi hasi beeni ai cruciali rolei ini
increasingi organizationali efficiency.i Thei
majorityi ofi researchers,i includingi Colomboi
andi Stancai (2008),i Sepulvedai (2005),i andi
Kiningsi andi Vanormelingeni (2009),i concludedi
thati trainingi isi ai criticali andi effectivei tooli
ini achievingi ai company'si aimsi andi
outcomes,i resultingi ini increasedi performancei
andi productivity.
Managersi shouldi maintaini ani appropriatei
supplyi ofi workersi thati arei technicallyi andi
sociallyi competenti andi capablei ofi careeri
advancementi intoi specializedi areasi ori
managementi roles,i accordingi toi Afshan,i
Sobia,i Kamran,i andi Nasiri (2012).i Ini thei
workplace,i trainingi isi ai must. Managers,i
accordingi toi Farroqi andi Aslami (2011),i arei
doingi theiri besti toi improvei thei skillsi ofi
theiri employeesi and,i asi ai result,i createi ai
positivei workingi environmenti insidei thei firmi
throughi trainingi andi development..i Ani
effectivei trainingi programi assistsi employeesi
ini becomingi familiari withi desirablei newi
technologyi advancements,i asi welli asi
obtainingi completei commandi ofi thei
competenciesi andi abilitiesi necessaryi toi doi ai
certaini taski andi avoidingi taski blundersi andi
mistakesi (Robert,i 2016).i Trainingi alsoi refersi
toi thei processi ofi bridgingi thei gapi betweeni
presenti performancei andi thei intendedi level.
Feedbacki mechanismi andi employeei i
performance.i
Accordingi toi Hustoni &i Marquis,i (2006),i
Feedbacki isi ai methodi ofi assessingi howi
employeesi reacti toi ai newi changei ori systemi
byi solicitingi theiri ideasi andi reactions.i Ati
thei organizationali setting,i responsei boostsi
profitsi andi productivityi whilei alsoi
encouragingi vigorousi rivalry,i dedication,i andi
assistingi workersi ini makingi vitali connectionsi
betweeni theiri currenti objectivesi andi thosei
fori thei future.i Althoughi supervisor-to-
employeei feedbacki isi thei mosti significanti
typei ofi employeei feedback,i Accordingi toi
Boudreaui andi IIIi (2012),i suchi ai techniquei isi
eveni morei successfuli ifi thei workeri mayi
alsoi submiti responsei toi thei overseer.i Ani
efficienti workeri responsei instrumenti musti bei
ablei toi recompensei employeesi withi
recognitioni andi praisei whilei alsoi keepingi ai
carefuli eyei oni anyi outgoingi ori incomingi

- 187 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
paini signsi thati needi toi bei addressedi
(Harwood,i 2014).i Ai goodi feedbacki methodi
mayi helpi youi handlei problemsi beforei theyi
geti outi ofi hand,i whichi isi beneficiali toi
bothi thei companyi andi thei individual.i Wheni
thei processesi arei effectivelyi implemented,i
thei employees'i opinionsi arei likewisei
accuratelyi measuredi (Ruck,i 2010).
Althoughi previousi investigationsi havei focusedi
oni thei impactsi ofi feedbacki oni employeei
worki performance,i fewi havei lookedi explicitlyi
ati thei impacti ofi developmentali feedbacki oni
employeei performance. Ini ai studyi publishedi
ini Junei 2014i ini China,i researchersi
discoveredi thati developmentali feedbacki hadi
ai considerablei favorablei impacti oni worki
performancei asi welli asi intrinsici motivation.i
Furthermore,i theyi claimedi thati intrinsici
motivationi hadi ai substantiali positivei
associationi withi worki performancei andi
developmentali feedback. Performancei
evaluationsi nowadaysi aren'ti nearlyi asi
effectivei asi theyi mayi be.i Ini fact,i accordingi
toi Fasti Company,i 74%i ofi youngeri workersi
leavei performancei appraisalsi uncleari ofi whati
theiri superiorsi thinki ofi theiri task.i Accordingi
toi thei (2017)i employeei engagementi survey,i
79i percenti ofi employeesi don'ti thinki theiri
company'si review/i evaluationi processi isi alli
thati excellenti toi begini withi communication,i
whichi includesi bothi sendingi andi receivingi
messages.
Leadershipi stylesi andi employeei i
performance.
Accordingi toi Colei andi Kellyi (2011),i
leadershipi isi definedi asi thei processi ofi
directingi ori guidingi ai groupi ofi people.i Thei
manneri byi whichi ai leaderi providesi thei
plansi andi directivesi requiredi toi achievei thei
intendedi objectivesi andi goalsi isi referredi toi
asi leadershipi style.i Mr.i Mbogoi (2012).i
Accordingi toi Schmidti (2014),i differenti
leadershipi stylesi differi oni numerousi
characteristics,i rangingi fromi authoritariani toi
democratici toi participatory,i indicatingi thei
degreei ofi authorityi andi decision-makingi
poweri heldi byi leadersi andi employees.i Bothi
democratic,i autocratic,i andi participatoryi
leadershipi styles,i accordingi toi worldwidei
journalsi ofi accountingi researchi (2014),i
contributei toi thei executioni ofi seti tasks,i
meetingi deadlines,i andi attainingi departmentali
goals.i Andersoni andi Browni (2010)i foundi
thati thei autocratici approachi mayi providei
greati achievementsi ini ai shorti amounti ofi
time,i buti thati morei powerfuli authorityi
reducesi productivity.i People'si creativityi isi
stifled,i andi theyi arei motivatedi toi labori
againsti theiri will.i Thei manageri shouldi bei
explicit,i positive,i andi activelyi listeni
throughouti thei assessmenti interview,i whilei
alsoi encouragingi subordinatei involvementi
(Colei &i Kelly,i 2011).
Armstrongi (2005)i definesi performancei asi
"teami management,i worki teami assignments,i
organizationali goals,i andi missions."i Leadingi isi
thei processi ofi persuadingi peoplei toi achievei
certaini goals,i accordingi toi Tannenbaum,i
Zerpa,i andi Ramirezi (2013),i whoi definedi iti
asi interpersonali influencei exertedi ini ai
situationi andi directedi towardi ai certaini
objectivei throughi thei communicationi process.i
Theyi emphasizedi thati leadershipi isi alwaysi
abouti ai person'si (leader's)i attemptsi toi alteri
ori influencei thei behaviouri ofi thei followersi
ini ai scenario.i
Compensationi andi employeei i performance:
Humani resources,i accordingi toi abdulwahabi
(2016),i arei thei backbonei ofi everyi companyi
ori organization.i Thei organization'si
responsibilityi shouldi bei toi satisfyi itsi
employeesi byi providingi goodi workingi
conditions,i motivation,i financiali incentives,i
andi ai friendlyi connectioni betweeni superiorsi
andi subordinates.i Eveni thoughi employeei
performancei appraisalsi arei noti continuous,i
theyi arei influencedi byi ai varietyi ofi
circumstances.i Toi overcomei challenges,i thei

- 188 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
organizationi shouldi developi ai strongi andi
positivei relationshipi withi itsi employees,i
guidingi themi towardi taski completioni andi
assuringi taski satisfactioni (Fisher,i 2012).
Compensation,i accordingi toi Martocchioi
(2011),i stemsi primarilyi fromi thei facti thati iti
providesi revenuei toi employeesi andi isi ai
significanti expensei itemi fori thei company.i
Accordingi toi INUWAi (2015),i employeei
performancei refersi toi ani employee'si totali
performance,i whichi includesi achievingi thei
anticipatedi qualityi andi completingi tasksi
withini thei organization'si policyi andi timei
constraints.i
Indirecti compensationi ori employeei perks,i
accordingi toi Armstrongi (2009),i arei
componentsi ofi remunerationi giveni toi
differenti typesi ofi monetaryi pay,i andi cani
alsoi includei itemsi suchi asi yearlyi holidays.i
Tsai,i Kensey,i William,i Sharma,i Mukesh,i Wen-
Bin,i Wu,i Wen-Juni (2005)i arguei thati
compensationi aidsi ini thei recruitmenti andi
retentioni ofi high-qualityi employeesi whoi arei
viewedi asi strategici resources,i allowingi
businessesi toi gaini ai competitivei edge.i Asi ai
consequencei ofi thei benefiti offers,i onei mayi
anticipatei thei organization'si overalli
attractivenessi toi increase,i andi thosei workersi
affectedi toi experiencei morei loyaltyi andi
contentment.i Asi ai result,i therei wasi ani
increasei ini efforti andi production.i
Compensationi hasi ai beneficiali impacti oni
employeei productivity.i Ini additioni toi theiri
regulari income,i remunerationi ini thei formi ofi
overtime,i allowances,i andi achievementi
benefitsi helpsi employeesi enhancei theiri
employeei performance.i Indirecti pay,i suchi asi
sociali security,i workers'i compensation,i
retirementi programs,i andi paidi vacations,i alsoi
hasi ai substantiali impacti oni employeei
performance.
Theoreticali Framework
Thei institutionali theory
Thei institutionali theoryi ofi groupsi locationsi
establishmentsi oni thei centeri ofi thei exami
ofi ani company'si structurei andi behavior.i
Agencies,i ini thisi attitude,i arei smalli
manifestationsi ofi largei establishments.i
institutions,i describedi asi typicallyi heldi
thoughts,i regulations,i andi conventions,i havei
ani impacti oni thei improvementi andi
disseminationi ofi organizationali systems,i
designi characteristics,i andi practices.i Followingi
statutoryi prescriptionsi isi visiblei asi ai wayi toi
reapi legitimacy,i reduce ambiguity,i andi
improvei thei intelligibilityi ofi ani organization'si
movesi andi operations. Institutionali reasonsi
havei previouslyi beeni linkedi toi thei concepti
ofi resourcei reliance.i Businesses,i fori example,i
requirei sales,i venturei capital,i ori investments;i
schools,i oni thei otheri hand,i requirei studentsi
andi statei support;i NGOs,i oni thei otheri
hand,i requirei fundraisingi andi mediai
attention;i unions,i oni thei otheri hand,i
requirei membersi andi theiri dues,i non-
governmentali businesses,i ori tradei unions.i
fromi this angle,i efficiencyi isi vulnerablei toi
continual,i collaborativei redefinition.i
Institutionali reasonsi havei previouslyi beeni
linkedi toi thei concepti ofi resourcei reliance.i
Businesses,i fori example,i requirei sales,i
venturei capital,i ori investments;i schools,i oni
thei otheri hand,i requirei studentsi andi statei
support;i NGOs,i oni thei otheri hand,i requirei
fundraisingi andi mediai attention;i unions,i oni
thei otheri hand,i requirei membersi andi theiri
dues.i thisi techniquei isi nowi andi againi
called"new"i institutionalism,i becausei iti differsi
fromi previousi methodsi toi enterprisesi asi
entities,i whichi centeredi greateri oni questionsi
ofi strength,i politics,i andi change.i
contemporaryi works,i alternatively,i havei
harmonizedi eachi perspectives.i establishments,i
ini general,i arei thei onesi beliefs,i norms,i
roles,i andi symbolici additivesi capablei ofi

- 189 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
influencingi organizationali structuresi noi matteri
usefuli resourcei flowsi ori technologicali
constraintsi (scotti 1991:i 165).i Institutionali
reasonsi havei previouslyi beeni linkedi toi thei
concepti ofi resourcei reliance.i Businesses,i fori
example,i requirei sales,i venturei capital,i ori
investments;i schools,i oni thei otheri hand,i
requirei studentsi andi statei support;i NGOs,i
oni thei otheri hand,i requirei fundraisingi andi
mediai attention;i unions,i oni thei otheri hand,i
requirei membersi andi theiri dues,i asi it'si fari
thei casei withi maximumi routinizedi behaviori
ini companies).i organizationali researchersi andi
politicali scientistsi bei giveni culturali normsi
andi brought-for-grantedi ideasi asi driversi ofi
organizationali behaviour,i whereasi economistsi
consciousnessi oni regulatoryi structures.
Relyingi oni institutionsi providesi organizationsi
withi morei thani justi accessi toi resources;i iti
alsoi allowsi themi toi decreasei uncertaintyi
andi enhancei thei predictabilityi andi
intelligibilityi ofi theiri activitiesi toi theiri
audiences.i Asi ai result,i institutionsi bothi
restraini andi facilitatei organizationali activitiesi
andi choicesi (Barleyi andi Tolbert,i 1997).i Thei
diffusioni andi consistencyi ofi organizationali
practicesi throughouti wholei sectorsi andi
coveragei arenasi mayi bei definedi byi meansi
ofi thei relationshipi emphasisi amongi groupsi
andi audiences. institutional principle ofi
companiesi refersi backi toi thei formationi ofi
"organizationali fields"i oni thisi statei ofi
affairs.i thei notioni ofi "fields"i hasi evolvedi
intoi ai wayi ofi debatingi andi shapingi long-
held,i agreedi understandingsi ofi organizationali
designsi andi practicesi throughi time.i Thei
assumptioni thati "organizationsi arei sorti ofi
goofy,i andi peoplei arei neveri reasonable"i
wasi ai populari misperceptioni (DiMaggio,i
1995:i 395).i Thisi misperceptioni wasi debunkedi
throughi empiricali investigations.i Feinsteini
(1985),i fori example,i lookedi ati thei causesi ofi
thei multidivisionali organizationali form'si
developmenti amongi bigi corporationsi betweeni
1919i andi 1979.i Hei discoveredi thati
businessesi werei awarei ofi thei growthi ofi thei
multidivisionali formi ini theiri surroundingsi andi
reactedi accordingly.i Fieldsi occuri oncei
establishmentsi (ori theiri agents)i convenei toi
debatei significanti themesi andi affecti currenti
and/ori embryonici institutions,i accordingi toi
Hoffmani (1999).i
Resourcei Basedi Viewi Theory
Thei resource-basedi approachi isi ai growingi
andi influentiali fieldi ofi strategyi literaturei
thati examinesi ani Corporation'si identificationi
andi isi broadlyi speakingi concernedi withi thei
supplyi andi naturei ofi strategici capabilities.i
Thei resource-basedi totallyi techniquei claimsi
thati effectivenessi isi ani endi resulti ofi
organisationi resourcesi andi competencies,i withi
ani intra-organizationali recognitioni (Barney,i
1991;i Wernerfelt,i 1984).i Thei resource-basedi
totallyi approachi assumesi thati ai hiti
corporationsi willi findi theiri destinyi
competitivenessi withini thei improvementi ofi
onei kindi andi particulari talents,i whichi mighti
bei sometimesi impliciti ori intangiblei (seei
Teecei eti al.1991).i Asi ai result,i thei middlei
ofi strategyi isi determinedi throughi thei firm'si
specifici sourcesi andi talents,i ori musti bei
(Rumelt,i 1984).i Furthermore,i method'si
capacityi toi createi cost,i i.e.,i thei firm'si
capacityi toi broadeni andi holdi ai ai hiti
marketi role,i isi distinctlyi dependenti oni thei
lease-producingi functionalityi ofi itsi essentiali
sourcesi andi abilitiesi (Conner,i 1991).i
Accordingi toi Barneyi (1991),i ifi alli
corporationsi hadi thei identicali assets,i therei
wouldi bei noi disparitiesi ini profitabilityi wheni
youi consideri that anyi methodi couldi bei
carriedi outi byi usingi anyi companyi withini
thei equali enterprise.
However,i ai majori flawi withini thei usefuli
resource-basedi totallyi approachi isi thei lacki
ofi ai entirei frameworki thati demonstratesi
howi numerousi additivesi ofi thei enterprisei
engagei withi onei anotheri viai timei toi supplyi

- 190 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
somethingi newi andi awesomei (Nonakai andi
Takeuchi,i 1995).i Ini stepi withi thei aid-
primarilyi basedi viewi (RBV),i competitivei
advantagei andi overalli performancei
consequencesi arei thei endi resulti ofi firm-
uniquei assetsi andi abilties.i Thati arei toughi
fori competitorsi toi replicatei (Barney,i 1986a,i
1986b,i 1991;i Wernerfelt,i 1984,i Rumelti 1987).i
Ifi thosei assetsi andi capabilitiesi havei
particulari characteristics,i theyi cani bei cruciali
factorsi ini achievingi long-termi aggressivei
advantagei andi steppedi forwardi commerciali
enterprisei performance.i Theyi shouldi bei
useful,i enhancingi first-ratei andi productivity,i
rare,i imperfectlyi imitable,i andi non-
substitutablei (VRIN),i andi uncommon,i
inimitability,i andi non-substitutablei (VRIN)i
(Barney,i 1991).i
Conceptual Framework
IndependentiVariables DependentiVariables
Figure 1: Conceptualiframework
METHODOLOGYi
The researcher used a descriptive survey study
methodology. According to Coope and Schindler
(2008),i descriptive design unearths and quantifies
the purpose and impact of relations among
variables. The studyi targeted a group of 290
respondents from all the fifteen departments. They
include 4 doctors, 130 nurses,i 90 support staffs
and 60 kemri staffs (researchers) and 6
administration and management representatives.
Thei researcher adopted a purposive sampling to
select the first group of population which included
the doctorsi and administration and management
representatives.iIn theisecond, third and the fourth
representative,ithe research adopted stratified
random sampling to determine sample proportion.
A sample of 30% for thei nurses, the support staffs
and the kemri staffs (researchers)iwas used.
Questionnaires and interviewi questions were
employed to gather primary data.i
FINDINGS
Trainingi andi Employeei Performance
Thei studyi soughti toi establishi thei effecti ofi
employees’i perceptioni towardsi trainingi andi
employeei performance.i Thei studyi resultsi
werei tabulatedi ini table 1;i
Employee task performance
Task done
Productivity
Employee Training
Number of trainings
Types of trainings
Feedback Mechanism
Timely feedback
Feedback channel
Action of feedback
Leadership styles
Democratic leaders
Autocratic leaders
Compensation
Financial
Non - financial

- 191 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
Table 1: Trainingi andi Employeei Performance
Statementsi
i
SD
D
U
A
SA
Total
Meani
Stdi Dev
Settingi targetsi specifyi thei
areasi fori improvementi
towardsi attainingi optimumi
employeei performance
F
8
5
12
37
36
88
3.90
1.165
%
8.2
5.1
12.2
37.8
36.7
100
78.0
Settingi targetsi motivatei
managersi andi staffi toi
achievei specifici performancei
milestonesi towardsi improvingi
thei healthi services
F
13
14
38
26
7
88
3.00
0.450
%
13.3
14.3
38.8
26.5
7.1
100
60.0
Settingi targetsi makesi
managersi andi staffi toi bei
involvedi ini achievingi overalli
performancei ini healthi
servicesi delivery
F
5
17
50
25
1
88
3.00
0.236
%
5.1
17.3
51
25.5
1
100
60.0
Performancei targetsi
encouragesi alli healthi
workersi toi improvei theiri
worki performance
F
21
14
23
34
6
88
2.90
1.165
%
21.4
14.3
23.5
34.7
6.1
100
58.0
Revisioni ofi targetsi determinei
thei leveli ofi performancei ofi
eachi healthi workeri ini thei
hospital
F
17
18
18
33
12
88
3.05
0.450
%
17.3
18.4
18.4
33.7
12.2
100
61.0
Thei relevancei ofi thei
objectivesi enablesi thei healthi
workersi toi attaini thei
requiredi leveli ofi performance
F
0
0
9
33
56
88
4.48
0.236
%
0
0
9.2
33.7
57.1
100
89.6
Source:i Fieldi Datai (2022)
Thei studyi findingsi revealedi thati 78.0%i werei
ofi thei viewi thati settingi targetsi specifyi thei
areasi fori improvementi towardsi attainingi
optimumi employeei performance;i 60.0%i werei
i ofi thei viewi thati settingi targetsi motivatei
managersi andi staffi toi achievei specifici
performancei milestonesi towardsi improvingi
thei healthi services;i 60.0%i werei ofi thei viewi
thati settingi targetsi makesi managersi andi
staffi toi bei involvedi ini achievingi overalli
performancei ini healthi servicesi delivery;i
58.0%i werei ofi thei viewi thati performancei
targetsi encouragesi alli healthi workersi toi
improvei theiri worki performance;i 61.0%i werei
ofi thei viewi thati revisioni ofi targetsi
determinei thei leveli ofi performancei ofi eachi
healthi workeri ini thei hospitali andi 89.6%i
werei ofi thei viewi thati thei relevancei ofi thei
objectivesi enablesi thei healthi workersi toi
attaini thei requiredi leveli ofi performance.i
Leadershipi stylei andi Employee Performancei
Thei studyi soughti toi establishi thei effecti ofi
leadershipi stylei andi employeei performance.i
Thei studyi resultsi werei presentedi ini tablei 2;
i

- 192 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
Table 2: Leadershipi stylei andi Employeei Performance
Statementsi
i
SD
D
U
A
SA
Totali
Mean
Stdi Dev
Comparingi objectivesi andi
performancei enablesi keepi
employeesi oni tracki toi achievei
highi performancei levels
F
4
9
12
38
32
88
3.85
1.047
%
4.9
9.8
13.1
39.3
32.8
100
77.0
Outcomei basedi method,i
performancei ofi alli employeesi isi
basedi oni thei numberi ofi
patientsi servedi ini thei hospitali
F
4
7
11
38
35
88
3.93
0.342
%
4.9
8.2
11.5
39.3
36.1
100
78.6
Appraisingi potentialsi ofi
employeesi motivatesi themi toi
achievei betteri performancei ini
thei future.i
F
0
5
15
61
20
88
3.95
0.591
%
0
4.9
14.8
60.7
19.7
100
79.0
Ini performancei testsi andi
observations,i appraisingi
knowledgei andi skillsi improvesi
thei competencei ofi employeesi
hencei performi better
F
4
7
12
31
42
88
3.88
0.577
%
4.9
8.2
13.1
31.1
42.6
100
79.6
Usingi criticali incidenti method,i
evaluatingi employeei behaviorsi
enablei identifyi differencei ini
theiri performancei ati worki
F
1
0
15
43
42
88
4.21
1.047
%
1.6
0
14.8
42.6
41
100
84.2
Thei hospitali usesi confidentiali
reportsi methodsi ini evaluatingi
thei performancei ofi itsi
employeesi andi staff
F
5
5
12
39
39
88
4.03
0.342
%
4.9
4.9
11.5
39.3
39.3
100
80.6
Source:i Fieldi Datai (2022)
Thei studyi resultsi indicatedi thati 77.0%i werei
ofi thei viewi thati comparingi objectivesi andi
performancei enablesi keepi employeesi oni
tracki toi achievei highi performancei levels;i
78.6%i werei ofi thei viewi thati outcomei
basedi method,i performancei ofi alli employeesi
isi basedi oni thei numberi ofi patientsi servedi
ini thei hospital;i 79.0%i werei ofi thei viewi
thati appraisingi potentialsi ofi employeesi
motivatesi themi toi achievei betteri
performancei ini thei future;i 79.6%i i werei ofi
thei viewi thati ini performancei testsi andi
observations,i appraisingi knowledgei andi skillsi
improvesi thei competencei ofi employeesi
hencei performi betteri whilei 84.2%i i werei ofi
thei viewi thati usingi criticali incidenti method,i
evaluatingi employeei behaviorsi enablei identifyi
differencei ini theiri performancei ati work.i
Feedbacki mechanismsi andi Employeei
Performance
Thei studyi soughti toi establishi thei effecti ofi
employees’i perceptioni towardsi feedbacki
mechanismsi andi employeei performance.i Thei
studyi resultsi werei analyzedi asi ini tablei 3;

- 193 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
Tablei 3:i Feedbacki mechanismsi andi Employeei Performance
Statementsi
i
SD
D
U
A
SA
Total
Mean
Std Dev
Communication betweeni the staff and
managersi assists in tracking overalli
employee performancei
F
0
0
16
67
16
88
4.00
1.187
%
0
0
16.4
67.2
16.4
100
80.0
Incorporating employees in appraisal
reports ensuresi that their
performancei isi guaranteedi
i
F
4
9
15
62
12
88
3.70
0.764
%
3.3
8.2
14.8
62.3
11.5
100
74.0
Staff and managers alwaysi attend
meetingsi aimedi ati reviewing
performancei
F
4
8
15
62
12
88
3.71
1.446
%
3.3
8.2
14.8
62.3
11.5
100
74.2
Discussion of the needs ofi the hospital
by managersi and employees enablei
achieve specifici performance
outcomesi
F
8
19
24
46
5
88
3.21
0.936
%
8.2
18
23
45.9
4.9
100
64.2
Formal performance reviews are
conducted regularlyi toi track
employee performancei
F
8
0
24
20
49
88
3.10
0.969
%
8.2
0
23
19.7
49.2
100
60.2
Source:i Fieldi Datai (2022)
Thei studyi resultsi revealedi thati 80.0%i werei
ofi thei viewi thati communicationi betweeni
thei staffi andi managersi assistsi ini trackingi
overalli employeei performance;i 74.0%i werei
ofi thei viewi thati incorporatingi employeesi ini
appraisali reportsi ensuresi thati theiri
performancei isi guaranteed;i 74.2%i werei ofi
thei viewi thati staffi andi managersi alwaysi
attendi meetingsi aimedi ati reviewingi
performancei whereasi 64.2%i werei ofi thei
viewi thati discussioni ofi thei needsi ofi thei
hospitali byi managersi andi employeesi enablei
achievei specifici performancei outcomes.i
Compensationi andi Employeei Performance
Thei studyi soughti toi examinei thei effecti ofi
employees’i perceptioni towardsi compensationi
andi employeei performance.i Thei studyi resultsi
werei asi tabulatedi ini tablei 4.
Tablei4:i Compensation and Employeei Performance
Statementsi
i
SD
D
U
A
SA
Total
Mean
Stdi Dev
Creation of individualized
employeei developmenti plani
enhances employeei performancei
ini thei longi run
F
12
8
14
27
35
88
3.66
0.764
%
13.1
8.2
14.8
27.9
36.1
100
73.2
i i
Havingi annuali developmentsi
plansi guaranteesi alli yeari
employeei performancei
F
12
18
41
23
1
88
2.83
1.446
%
13.1
18
42.6
24.6
1.6
100
56.6
Compensationi improvesi
employeei commitmenti toi thei
institutioni whichi leadsi toi
enhancedi performancei
F
6
16
51
22
1
88
2.96
0.764
%
6.6
16.4
52.5
23
1.6
100
59.2
i i
Relyingi oni standardi appraisali
formsi thei keystonei ofi thei
reviewi processi leadingi
enhancedi customeri satisfaction
F
25
16
22
26
5
88
2.72
1.446
%
26.2
16.4
23
27.9
6.6
100
54.4
Source:i Fieldi Datai (2022)

- 194 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
Thei studyi resultsi revealedi thati 73.2%i werei
ofi thei opinioni thati creationi ofi individualizedi
employeei developmenti plani enhancesi
employeei performancei ini thei longi run;i
58.6%i werei ofi thei opinioni thati havingi
annuali developmentsi plansi guaranteesi alli
yeari employeei performance;i 59.2%i werei ofi
thei opinioni thati compensationi improvesi
employeei commitmenti toi thei institutioni
whichi leadsi toi enhancedi performancei andi
54.4%i werei ofi thei opinioni thati relyingi oni
standardi appraisali formsi thei keystonei ofi thei
reviewi processi leadingi enhancedi customeri
satisfaction.i
Multiplei Regressioni Model
Thei studyi usedi multiplei lineari regressioni
analysisi toi determinei thei combinei lineari
relationshipi betweeni thei dependenti variablei
(Employeei performance)i andi thei independenti
variablesi (Training,i feedbacki mechanisms,i
Leadershipi style,i andi Compensation).i Thei
studyi resultsi werei asi tabulated.i
Tablei 5. Multiplei Regressioni Modeli Summary
Model
R
Ri Square
Adjustedi Ri Square
Std.i Errori ofi thei Estimate
1
0.921a
0.891
0.812
0.0812
a. Predictorsi (Training,i Feedbacki mechanisms,i Leadershipi stylei ,i Compensation)
Thei modeli indicatedi thei simplei correlationi
wasi 0.921i whichi indicatesi ai degreei ofi
correlation.i Thei totali variationi (thei adjustedi
R²i ofi thei studyi modeli isi 0.812i withi thei R²i
=i 0.891)i ini thei employeei performancei werei
89.1%i explainedi byi Performancei appraisali (Ri
Square=0.891,i Standardi Error=0.0812).i Thisi
meansi thati thei lineari regressioni explainsi
89.1%i ofi thei variancei ini thei data.i Thisi
impliesi thati therei wasi noi first-orderi lineari
auto-correlationi ini thei multiplei lineari
regressioni data.i Thisi furtheri impliesi thati
89.1%i ofi thei variationi ini employeei
performancei isi accountedi fori byi performancei
appraisali (Training,i feedbacki mechanisms,i
leadershipi style,i andi Compensation)i ini thei
studyi whilei 10.9%i ofi thei employeei
performancei isi accountedi fori byi otheri
factorsi outi ofi thei study.
Assessingi Fiti ofi Multiplei Regressioni Model
Analysisi ofi variancei wasi usedi toi determinei
ifi thei multiplei regressioni modeli wasi fiti fori
thei data.i Thei resultsi werei showni ini Tablei
6.
Tablei 6.iANOVAi Model
ANOVA
Model
Sumi ofi Squares
df
Meani Square
F
Sig.
1
Regression
15.338
4
3.835
66.503
.000a
Residual
4.302
84
0.057
Total
19.64
88
ai Predictors:i (Constant),i Training,i Feedbacki mechanisms,i Leadershipi style,i Compensation
bi Dependenti Variable:i Employeei performance
Thei nexti outputi tablei isi thei F-test.i Thei
lineari regression’si F-testi hasi thei nulli
hypothesisi thati thei modeli explainsi zeroi
variancei ini employeei performancei (F=66.503,i
p=0.000a).i Thei F-testi isi highlyi significant;i
thus,i iti isi assumedi thati thei modeli
explainedi ai significanti amounti ofi thei
variancei ini employeei performance.i Thisi

- 195 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
impliesi thati thei multiplei regressioni modeli
wasi fiti fori thei datai andi hencei training,i
feedbacki mechanisms,i leadershipi style,i andi
compensationi affectsi employeei performance.
ANOVAi modeli predictedi thei employeei
performancei significantlyi welli (p=0.000a).i Thisi
indicatedi thei statisticali significancei ofi thei
regressioni modeli thati wasi runi andi thati
overall,i thei regressioni modeli statisticallyi
significantlyi predictedi thei employeei
performancei (iti wasi ai goodi fiti fori thei
data).
Regressioni Analysis
T-testi ofi thei statisticali significancei ofi eachi
regressioni coefficienti wasi conductedi ini orderi
toi determinei thei betai whichi indicatesi howi
stronglyi eachi independenti variablei affectsi
thei dependenti variable.i Tablei 7.i showsi thei
results.
Tablei 7.i Performancei appraisali andi Employeei performance
Coefficientsa
Model
Unstandardizedi
Coefficients
Standardizedi
Coefficients
T
Sig.
B
Std.i Error
Beta
(Constant)
0.369
0.224
1.648
0.207
Training
0.170
0.026
0.304
6.604
0.000
Feedbacki mechanisms
0.263
0.024
0.450
10.744
0.000
Leadershipi stylei
0.231
0.034
0.507
9.876
0.000
Compensation
0.213
0.046
0.231
7.350
0.004
a. Dependenti Variable:i Employeei performancei
Thei multiplei regressioni equationi generatedi
fori thei studyi wasi asi follows.i
Yi (Employeei performance)i =i 0.369i (Constant)i
+i 0.170i (Training)i +i 0.263i (Feedbacki
mechanisms)i +i 0.231i (Leadershipi style)i +i
0.213i (Compensation)
Y=0.369i +i 0.170X1+i 0.263X2i +i 0.231X3i +i
0.213X4i
Fromi thei regressioni equation,i feedbacki
mechanismsi wasi thei mosti importanti variablei
toi thei employeei performancei i contributingi
26.3%i toi thei employeei performancei i whilei
trainingi contributedi 17.0%,i leadershipi stylei i
23.1%i andi thati compensationi contributedi
21.3%i toi thei employeei performancei i
respectively.i Thei constanti valuei ofi 0.369i
impliesi thati ati zeroi training,i feedbacki
mechanisms,i leadershipi style,i andi
compensationi affectsi employeei performancei
ofi thei constituencies.
CONCLUSIONSi ANDi RECOMMENDATIONSi
Thei studyi concludedi thati relevancei ofi thei
objectivesi enablesi thei healthi workersi toi
attaini thei requiredi leveli ofi performance.i
Managementi performancei cani bei expressedi
asi thei approximationi ofi individuali objectivesi
andi organizationali objectivesi providedi thati
employeesi supporti thei culturei ofi thei
organization.i Thei achievement,i i goalsi andi
objectivesi translatei alsoi ini betteri
performancei ini thei hospital. Usingi criticali
incidenti methodi ini evaluatingi employeei
behaviorsi enablesi identifyi differencei ini
employeei performancei ati work.i Thei
supervisori continuouslyi recordsi thei criticali
incidentsi ofi employeei performancei ori
behaviori ini ai speciallyi designed.i Thei
supervisori ratesi thei performancei ofi hisi
subordinatesi oni thei basisi ofi notesi takeni byi
him.i

- 196 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
Communicationi betweeni thei staffi andi
managersi assistsi ini trackingi overalli employeei
performance.i Communicationi withini thei
hospitali enablesi thei healthi workersi toi
understandi objectivesi andi thei expectationsi
ofi theiri work.i Enhancementi ofi
communicationi amongi hospitali staffi makesi
themi awarei ofi thei overalli plan,i goalsi andi
thereforei cani worki asi ai teami towardsi
improvingi institutionali overalli performance.i
Employeesi preferi remunerativei rewardsi asi
goodi performancei isi observedi andi theni
rewarded,i thei chancesi ofi iti beingi repeatedi
arei increased,i whilei poori performancei isi
discouragedi ori eveni punishedi toi decreasei
thei chancei ofi iti happeningi again.i Importanti
issuesi thati helpi ensurei ai successfuli rewardi
processi are:i rewardsi cani bei usedi effectivelyi
toi enhancei interesti andi performance;i
rewardsi doi noti underminei performancei andi
interest;i verbali rewardsi leadi toi greateri taski
interesti andi performance;i tangiblei rewardsi
enhancei motivationi wheni theyi arei offeredi
toi peoplei fori completingi worki ori fori
attainingi ori exceedingi specifiedi performancei
standards;i rewardsi giveni fori creativityi
encouragei generalizedi creativityi ini otheri
tasks.i
Managersi ofi thei hospitali shouldi seti goalsi
thati arei challengingi buti attainable,i specifici
ratheri thani vague,i goalsi shouldi bei
measurablei andi clearlyi understoodi andi
employeesi shouldi bei involvedi ini thei processi
ofi settingi theiri owni goalsi ini orderi toi
realizei thei requiredi performancei level. Therei
isi thei needi toi developi ai goodi feedbacki
system,i appropriatei andi adequatelyi filing,i
discussingi appraisali results,i participatoryi
appraisali ratingi systemi andi designi procedurei
toi makei employeesi awarei ofi thei appeali
process.
Rewardingi employeesi tangiblyi hasi toi bei
improvedi asi competitivei salaryi shouldi bei
paidi toi workersi soi asi toi retaini workersi ini
thei sugari firms.i Salaryi administrationi shouldi
noti stagnatei fori ai longi timei buti iti shouldi
bei reviewedi regularlyi soi asi toi gaini workeri
satisfactioni andi motivation.i Employersi shouldi
wideni thei neti ofi benefitsi toi includei morei
awardsi suchi asi givingi bonusesi toi workers,i
improvedi housei allowancesi andi wideni
medicali cover.i
Fromi thei findings,i thei studyi recommendi
thati organizationsi shouldi establishi andi adopti
performancei appraisali systemsi thati wouldi
enablei effectivelyi appraisali ofi thei employeesi
andi thereforei providingi opportunitiesi toi thei
managementi ini identifyingi staffi trainingi
needs,i identifyi performancei targets,i improvei
employeesi performancei andi helpingi
employeesi oni timei managementi throughi
planningi andi settingi ofi deadlines.i Fromi thei
findingsi thei studyi recommendsi thati firmsi
shouldi adopti behaviorali performancei
appraisali systemi andi managementi byi
objectivesi asi thei appraisali systemsi werei
foundi toi bei statisticallyi significanti ini
influencingi employee’si relationshipi andi
improvingi employee’si productivity.
Recommendationsi fori furtheri researchi
Thei durationi ofi thei studyi andi datai
resourcesi werei veryi fewi ifi thei researcheri
hadi properi resourcesi andi time,i thei studyi
couldi doi muchi deeplyi andi couldi analysesi
eachi andi everyi aspecti thati affecti thei
appraisali systemi ofi employeesi andi thei
motivationi ofi employeesi towardi betteri
performance.i Finally,i thesei findingsi werei ai
beginningi andi asi thei analysisi goesi deeper,i
theyi mayi changei andi becomei morei aware.i
Furtheri studiesi cani looki ati otheri variablesi
likei empowerment,i leadershipi styles,i jobi
designi andi manageriali standersi toi improvei
thei employee’si performance.

- 197 -
The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
REFERENCES
Berman, E. (2015). Performance and productivity in public andi nonprofiti organizations.i Routledge.
Budiarso, A., & Mir, M. (2012). The Role of Leadership in Sustainable Public Sector Performancei Outcome.
ACRN Journal of Entrepreneurship Perspectives Vol, 1, 123.
Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership style on employee performance. Arabiani
Journal of Business and Management Review, 5(5).
Madan, D. P., & Bajwa, J. K. (2016). Human Resource Management Practices and their Impact on the
Employee performance of Employees with Special Reference to Banking Sector. Internationali Journal
of Engineering Technology, Management and Applied Sciences, 4(4).
Risher, H. (2011). Getting performance management on track. Compensation & Benefits Review,
0886368711418030.
Scott, W. R., & Davis, G. F. (2015). Organizations and organizing: Rational, natural and open systems
perspectives. Routledge.
Shah, Syed, K. A., Ali, N., & Ali, Z. (2015). Declining Employee Performance in Public Sector Organizations.
Journal for Investigations in Management and Planning, 1(5), 55-64.
Shahzad, F., Luqman, R. A., Khan, A. R., & Shabbir, L. (2012). Impact of organizational culture on
organizational performance: an overview. Interdisciplinary Journal Of Contemporary Research in
Business, 3(9), 975.
Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and task satisfaction. BMCi
Health Services Research, 11(1), 1.
Wachira, E. W. (2013). The effect of technological innovation on the financial performance of commerciali
banks in Kenya (Doctoral dissertation, School Of Business, University Of Nairobi).