Performance Appraisal Strategies

This chapter focuses on broad review of various literature and models on the research topic. The researcher consulted books, articles, and journals from EBSCO library, search engines and other relevant sources. These materials provide an insightful depth in the study thereby demonstrating the efficacy of developing an effective performance appraisal strategy as a tool for enhancing employee motivation.

Key words: Performance Appraisal, Motivation, performance management, human resource management and Chevron Nigeria.

2.2 MOTIVATING THE WORK FORCE

According to Flippo (2002), “Motivation is the process of attempting to influence others to do their work through the possibility of gain or reward. Motivation implies that one person, in organization

The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It transforms an organization’s strategic plan from an attractive but passive document into the "marching orders" for the organization on a daily basis. It provides a framework that not only provides performance measurements, but helps planners identify what should be done and measured. It enables executives to truly execute their strategies. The balanced score card has four main perspectives namely learning and growth, business process, customer and financial

affects performance management process, starting from the aim of the performance appraisal right through the initial stage of setting the goals to the stage of evaluating the individual, and also influencing the person that provides the feedback and the system delivery process. The next section explores the various types of performance management process.

2.10 PERFORMANCE MANAGEMENT PROCESSES

Reviewed literatures suggested that there are quite a number of elements that can be found in a performance management system since there is no single silver bullet for measuring performance management. These said elements are usually depicted as a performance management cycle (IDS, 2003). Overall, setting objectives and appraisal system are at the centre of the performance management cycle. Literatures suggest that the two areas (setting objectives and appraisal system) might be affected by performance management cultural context (Milliman et al, 1998; Fletcher and Perry, 2001; Lindholm et al,