TITLE PAGE

PERFORMANCE EVALUATION AND ITS

EFFECT ON PRODUCTIVITY
(A CASE STUDY OF STAR PAPER MILL LTD. ABA)

BY

---------------
-----------

IN PARTIAL FULFILLMENT OF THE REQUIRMENT FOR

THE AWARD OF HIGHER NATIONAL DIPLOMA (HND) IN
BUSINESS ADMINISTRATION AND MANAGEMENT.
------------

AUGUST, 2010.
 APPROVAL PAGE

This project has been approved by the Department of Business

Administration and Management, School of Business and

Management Technology (SBMT) in partial fulfillment of the

requirement for the Award of Higher National Diploma (HND) in

Business Administration and Management, --------------

………………………… ………………….

------------------- Date

(Project Supervisor)

………………………… ………………….

----------------- Date

(Head of Department)

………………………… ………………….

External Examiner Date

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DEDICATION

This project is dedicated to my Almighty God, Jehovah.

 ACKNOWLEDGEMENT

My profound gratitude goes to the Almighty God Jehovah for

his mercy, divine guidance and protection throughout the

period of my programme in the campus and for giving me the

ability to complete it all by making me successful at the end.

I hereby appreciate and recognize the completion of this work.

It is in this respect that, I wish to express my profound

indebtedness to my project supervisor, Mr. --------------,

whose criticism and corrections on my work contributed to its

successful completion.

My sincere gratitude goes to my beloved family, my Daddy and

my sweet mummy, Engr. ------------, my brothers and sisters,

for their unalloyed support, advice, and assistance during the

course of my programme.

In addition, I will not fail to acknowledge the Deputy Registrar

of the ------------, Mrs. ------------, who inspired me to be here

in school, BAM secretary, Aunty -----------, who guided me

throughout the writing of this project and for her constructive

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suggestions, Mr. -------------, for his encouragement and moral

support in ensuring that my academic career is a successful

one.

Finally, this medium of appreciation equally goes to all my

fellow managers, especially my fellow students of Business

Administration and Management, -------------- and all my

friends here in school and outside, my relatives and well

wishers, who in one way or the other contributed for the

success of this project and my career entirely. In fact, you

people are the rock of my foundation. I love you all.

 ABSTRACT

The objective of this study is to find out the work of

performance evaluation to productivity and the relationship

between productivity and performance evaluation in the star

paper Mill Nigeria ltd. Aba. The population of the study consists

of 100 workers. The sample for the study was 80, which were

drawn using Yaro Yamen’s formular. Two research questions

and two hypotheses were formulated to guide the study. 16

item structured questions was developed, validated and tested

for its reliability. The use of the percentage was used to

analyze the data collected from respondents. While chi-square

method was used to test the hypothesis. This work is grouped

into five chapters. Chapter one has to do with the introduction.

While chapter two deals with related literature. Subsequently,

chapter three deals with the method of data collected which

involves primary and secondary data. Chapter four is where

data was analyzed and test of hypothesis which leads to

conclusion in chapter five.

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Summarily, from the findings of the study through

questionnaire suggested that to improve in productivity, the

workers have to be appraised for good performance. Also,

management has to improve especially in the area of feedback

because it is a way of motivating employee and subsequently

organizational effectiveness.
 TABLE OF CONTENTS

Title page i

Approval page ii

Dedication iii

Acknowledgement iv

Abstract v

Table of contents vi

CHAPTER ONE

1.0 Introduction 1

1.1 Background of the study 1

1.2 Statement of the problem 8

1.3 Objectives of the study 10

1.4 Research questions 10

1.5 Statement of hypothesis 11

1.6 Significance of the study 12

1.7 Scope of the study 13

1.8 Limitation of the study 13

1.9 Definition of terms 14

CHAPTER TWO

2.0 Literature review 17

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2.1 Introduction 17

2.2 Evaluation model 18

2.3 Evaluation process 20

2.4 How to measure 20

2.5 People connected with performance evaluation 23

2.6 Chief factors in evaluation 25

2.7 A contingency model of evaluation 26

2.8 Effectiveness of organization 28

2.9 Effectiveness versus efficiency 31

2.10 Evaluation of current position 32

2.11 The corporate planning process in ongoing

organization 35

CHAPTER THREE

3.0 Research design and methodology 37

3.1 Introduction 37

3.2 Research design 37

3.3 Sources/methods of data collection 38

3.4 Population and sample size 39

3.5 Sample technique 41

3.6 Validity and reliability of measuring instrument 42

3.7 Method of data analysis 43

CHAPTER FOUR

4.0 Presentation and analysis of data 45

4.1 Introduction 45

4.2 Presentation of data 46

4.3 Test of hypothesis 58

4.4 Interpretation of result(s) 64

CHAPTER FIVE

5.0 Summary, Conclusion and Recommendations 65

5.1 Introduction 65

5.2 Summary of findings 66

5.3 Conclusion 68

5.4 Recommendation 69

References 71

Appendix 73-76
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CHAPTER ONE

1.0 INTRODUCTION

1.1 BACKGROUND OF THE STUDY

In any organization, numbers of the workforce conscious and

unconsciously form opinions about each other. Supervisors or

superior officers continually judge the contributions and

abilities of their subordinates for the purpose of evaluations,

subordinates also form opinions of the bosses colleagues, jobs

and even their organizations, many judgments relates to the

quality of work performance as well as the relationship

between superior and subordinates. Supervising officers take

decision on employees, remuneration, transfer, promotion,

discipline, training and development. Due to the importance of

these personnel matters, organizations attach great

significance to the official evaluation which supervisors make

their subordinates.
Indeed, the livelihood and career progress of employees rest

largely on such assessments to generate confidence in

decisions made on the basis of performance assessment,

objective and fair. Very clear policies and well designed

procedures are therefore necessary to achieve these

objectives. It is very important for managers to always

evaluate the performance of his subordinates. James black

(1961) said. “However difficult it may be for a manager to

conduct a frank appraisal interview, it is absolutely essential to

the development of an employee”.

Evaluation is the assessment of performance. However, it is

well understood that an employee cannot improve unless he

frankly told on how he/she is measuring up to his/her

supervisor’s performance standards. The periodic evaluation of

performance is one of the best ways to prevent employee’s

likely problems and ensure effectiveness. Any firm that

evaluates periodically knows how everything moves within the

organization, and can quickly react to the weaknesses.

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In the aspect of historical records, there is a familiar saying,

which postulates that “those who do not look to the past are

destined to repeat the error of the past. This is because, the

future is the continuation of the past, if one is to look at

performance evaluation and its effects on productivity from the

point of view of means and ends, it becomes obvious that the

relationship exist between them and it is always positive.

Managers should try their best to know the best ways of going

about performance evaluation for the best result to be

obtainable.

Generally speaking, all organizations in their different field of

endeavours have one thing in common, they are strive towards

achieving their performance determined goals and objectives.

Human beings working in any organization are the most

important and indispensable resource of the organization,

without which the organization would not even exist. They

equally carry out the organization functions and processes and

also co-ordinate activities which means it is on that,

effectiveness of the organization depends most.

In fact, it is believed that if the performance of employee in

organization is improved, motivation is meant to be reciprocal

as it should, and then effectiveness is achieved and that will

attract increase in productivity and vice versa. Performance

evaluation is like guiding a hand which the employee needs to

know how he is fairing. This of course helps him to correct

mistakes and improve his performance. From the ongoing

analysis, it has become clear that a relationship exist between

performance evaluation and effectiveness on productivity. So in

this text, we shall deal with evaluation of performance and its

effects with the aim of finding out the nature of its relationship

between performance evaluation and organizational

effectiveness with regards to productivity.

HISTORICAL BACKGROUND OF STAR PAPER MILL

LIMITED ABA

Star paper mill was incorporated as a paper converting

company in 1977. It is based in Aba with its registered office at

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number 114/116 Aba Owerri road, Umungasi Aba, Abia state.

It is a private limited liability company with its chief executive

in the person(s) of Chief Nnanna Kalu and his sons. They make

up the board of directors and own all the shares in the

company.

The company was established in 1977 by Chief Nnanna Kalu.

The objective of setting up the company was to manufacture

medium Gram-mage (M.G.) Duplex board and cardboard from

waste exercise books with brand name. “Three star”

stationeries and toilet papers. The off cuts from the

conversation operation aroused the ingenuity the

chairman/managing director of the company, chief Nnanna

Kalu into commissioning a study on waste paper recycling plant

at owerrinat in September 29, 1984. This plant opened to star

paper mill the whole technology and scope of the waste paper

recycling capacity of 2500 metric tones tissue jumbo real per

annum and has a 90% local raw material sourcing. This in

effect positions the company as the largest producer of toilet

rolls and tissue products in Nigeria with marketing outlets

throughout the country. Just recently, new product line

sanitary towels for ladies with the brand name of “Every

woman” became a new addition to the stable.

The company has caliber of management and technical staff

that will enable it cope with the waste paper recycling

technology. The company also embarks on intensive training of

its technical and production staff (i.e.) workers. Star paper mill

has sufficient financial resources to carry out its operations.

More so, it has credit line with commercial banks. The company

has an aggressive marketing policy aimed at capturing the

cardboard and exercise book markets. This has equally helped

in improving the financial stand of the company through

increased revenue from increased sales. Certain factors seem

to hinder the operation of the company. They are as follows:

i. The general economic conditions

ii. Difficulty in obtaining foreign exchange for importing

raw materials and spare parts.

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iii. Order time constraints

iv. Difficulty in transportation of finished goods from one

place to another

Despite these constraints, the company still operates at a

considerable level of success. A large part of this success can

be attributed to the performance evaluation and its effects on

the activities of the company.

1.2 STATEMENT OF THE PROBLEM

Performance evaluation has always been a problem to

management due to its complexity in the sense that no

development has been made to find a lasting solution to

productivity problems. However, the problem of performance

evaluation will be considered. Under the headings of the

problem of reliability and validity, one measure of reliability of

performance is the consistency with which a superior rate a

subordinate. In effect, a method is reliable if two different rates

judging independently do come up with similar ratings of a

given employee.

The problem of halo effect appears where an individual has one

or two outstanding good or bad characteristics that colour the

appraiser’s judgments of the overall performance. There is also

the issue of central tendency which occurs when some raters

are reluctant to rate people at the outer ends of the scale. The

raters therefore fail to discriminate between superior and

inferior persons. The problem of leniency occurs when a

supervisor tends to put excessive weight on recent employee

behaviour with earlier behaviour having faded from memory.

Moreover, bias or prejudice occurs when a supervisor make an

informally high or unfairly low judgment based on prejudice

emotion or subjective option. However, there is the problem of

leniency or strictness and it occurs when some supervisors

have the tendency to be liberal in their ratings. That is to say

that they assign consistently high value or scores to their

subordinates.
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However, there is the problem of leniency or strictness and it

occurs when some supervisors have the tendency to be liberal

in their ratings. That is to say that they assign consistently high

value or scores to their subordinates.

Conversely, there is also the tendency of some supervisors to

assign considerably low rating. Both trends are due to the

subjectivity of man.

1.3 PURPOSE/OBJECTIVE OF THE STUDY

1. To determine if there is a relationship between

performance evaluation and productivity.

2. To find out the effects of performance evaluation on

employee behavior.

3. To find out whether the employees of the star paper Mill

are usually satisfied with the way they are appraised by

their superiors.
 4. To highlight whether performance rating has created a

learning experience for the employees.

5. To identify performance appraisal method adopted by

the organization.

1.4 RESEARCH QUESTIONS

1. Does employees feedback after evaluation has anything to

do with his performance towards productivity?

2. Is the present appraisal scheme appropriate for

determining employee behavior?

3. Do bosses influence performance appraisal report?

4. Do you think that performance appraisal has created a

learning experience for the employees?

5. What method of performance appraisal is being used by

the organization?

1.5 RESEARCH HYPOTHESIS

HYPOTHESIS 1

Ho: The performance appraisal scheme of the organization is

not suitable for determining employee behaviour.

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HI: The performance appraisal scheme of the organization is

suitable for determining employee behavior.

HYPOTHESIS 11

Ho: The training and development needs of staff are not

dependent on the performance appraisal scheme.

HI: The training and development needs of staff are

dependent on the performance appraisal scheme.

1.6 SIGNIFICANCE OF THE STUDY

This research work is intended to provide the needed

information for management functions, so as to enhance the

increment of employee performance effectiveness in productive

firms. The importance of performance evaluation to

management is enormous. It enables the management to

make effective decisions and correct their earlier decision

relating to human resource management. The study will

therefore aid the management to improve on its decision

towards evaluation of workers performance.

In another development, the research, work or study will

serve as a guide for the government and its agents while

making policies as it affects personnel management, salary and

wages administration in addition to training and development

of staff to enhance performance productivity.

However, it will also help future researchers to take corrective

measure while carrying out their research work.

1.7 SCOPE OF THE STUDY

The data for this study is mostly from Star paper Mill Limited,

Aba. The study is also enriched through data from related

literature text books.

1.8 LIMITATIONS OF THE STUDY

I Questionnaire: The major limitation is in the use of

questionnaire in terms of objectivity, truthfulness and sincerity

in answering the questions. Therefore, the work was limited to

answers gotten from the respondents.

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II Data gathering: there is difficulty in getting respondents

to complete their questionnaires. For that reason, collection

time for the questionnaire was extended to enable the

respondents complete their questionnaire.

III Confidentiality: the frequent rescheduling of interviews

by top management staff and their unwillingness when

interviewed to disclose some information’s on performance

evaluation of the company which they considered confidential

and secret also constitute one of the limitations.

1.8 DEFINITION OF TERMS

i. Performance appraisal- Performance appraisal is the

systematic evaluation of the individual with respect to

his performance in the job and potential for

development.
ii. Productivity- Productivity may be viewed as a

measure of efficiency alone at a given moment in

economic development. That is, as an index of growth.

iii. Organization performance- This has to do with the

achievement of success or failure of an organization. In

this work however, success will be considered.

iv. Halo-effect- The halo-effect appears where an

individual has one or two outstanding good (or bad)

characteristics that colour the appraiser’s judgment of

the overall performance.

v. Strategy- The long term method or plan to achieve a

goal.

vi. Finance- Money to implement or execute actions or

projects.

vii. Decision making- The quality of being able to make

rational choice or judgments quickly and act on the

firmness.

viii. Policy- A plan or course of action chosen in directing

affairs

ix. Tactic- The art of arranging ideas and its

implementation in an organization.
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x. Organization- A group of people that work together in

an organization to achieve a common goal.

xi. Objective- This is the goals and aims, which the

organization wishes to achieve. It is a statement of

planning purpose developed within any kind of business

plan.

xii. Effectiveness- This is a measure of appropriateness of

the goals an organization is pursuing and the degree to

which the goals are achieved by the organization. It is

also the ability to achieve a set goal.

xiii. Efficiency- This entails how objectives were achieved.

It reveals whether the management follows the

acceptable management practices and policies.

xiv. Measure- This enables the management to determine

what performances because it is necessary to acquire

information about it.

 CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 INTRODUCTION

The importance of performance evaluation in an organization

cannot be overstated. It is brought further to highlight one of

the essential elements of administrative activity. There is a

delegation of authority in order to achieve unit’s objective

through other people. Wherever administrators delegate

authority, they must get feedback from their subordinate’s

performance since administrators are ultimately responsible for

the organizations productivity effectiveness. They need to know

whether their subordinates are performing as planned. In

essence, that explains the necessity for evaluation, Robbin

1976:18. The rest of this chapter will be devoted to a

moderately vast review of literatures related to performance

evaluation with a view of dealing with the various aspects of

evaluation models, classification of evaluation and various

approaches of evaluation. Performance evaluation is very

important to any task groups as it is helpful for individuals to

receive feedback on their work, as to whether it is positive or

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negative in order for them to correct their weaknesses and

improve on their strengths. This is particularly true where

individual performance evaluations concerned, because it is

people and their effort that makes the difference between

outstanding and poor corporate performances around the

world. There are several reasons for evaluating employee

performances towards productivity.

i. As a basis for reward

ii. As a basis for discipline

iii. As a guide for individual training development

iv. To identify employee strengths and weaknesses

2.2 EVALUATION MODEL

The evaluation process consists of three different and distinct

steps-

i. Measure actual performance

ii. Compare it with a standard to determine if there is any

difference
 iii. Correct any significant deviation through remedial

action

However, the process of work can be seen in the activities of

financial managers of all the selected firms attempting to run

the firms within the firm’s budget. The objectives of the

municipality are to provide necessary services to its

subordinate at the lowest possible cost. One standard that is

established to assist in meeting these is the yearly financial

budget. This document provides detailed amount to be

allocated for such activities as personnel salaries maintenance,

equipment utilities and office supplies etc.

2.3 EVALUATION PROCESS

Objectives

Performance

Corrected
performance Performance
Corrective action
necessary Strong and Smith (1969:12)
Management
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MEASURE

To determine what performance is, it is necessary to acquire

information about it. The first step in evaluation is measuring.

Let us now consider how to measure.

2.4 HOW TO MEASURE

Four (4) common sources of information usually used by

managers to measure actual performance are personal

observation, statistical report, oral reports and written reports

each has particularly strength and weakness. However, a

combination of them measures both the number of input

resource and the probability of receiving reliable information.

PERSONAL OBSERVATION

Personal observation is frequently interpreted by employees as

the sign of lack of confidence in them. The current wide usage

of computers in organization has resulted in a rapid increase in

the use of statistical reports for measuring device. However, it

is not limited to graphs, bar charts and numerical display of

any form.

Although statistical data are easily to visualize and effective for

showing relationship, such report offers limited feedback and

the possibility of inaccurate interpretation of composite figures.

Acquisition of information through conferences meeting and

conversations between one another even the telephone is

example of oral reports.

The advantages and disadvantages method of measuring

performance are similar to those of personal observation.

Although the information is filtered, it is fast allows for

feedback and permits language expression. The tone of voice,

as well as the words itself convey measuring. One of the major

set back of oral report was the problem of recording the

information for later reference. But our technological

capabilities to record conversations have progressed in the last

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decade to the point where oral report can be as permanent as

if they were written.

Actual performance may also be measured by written reports.

As with statistical report, they are slower, yet more formal than

first or second hand oral measure. This formality often means

greater comprehensiveness and consciousness than oral report

given. This is because they provide a permanent records, they

are usually easy to catalogue and reference, given the various

advantages and disadvantages of each of these four

measurement techniques. Managers should entail the

utilization of all the four; such approach increases both input

sources and reliability.

2.5 PEOPLE CONNECTED WITH PERFORMANCE

EVALUATION
In performance evaluation, there are several possible “RATER”

each offering different perspective. At least six potential raters

can be recognized. Business Horizon (1993:24).

1. THE IMMEDIATE SUPERVISOR

Performance evaluation is usually done by the immediate

supervisors. This is so because the immediate supervisors are

probably more familiar with each individual’s performance and

has the broadest opportunity to observe the individual.

Moreover, the supervisor is probably best able to evaluate each

subordinates performance in the height of the organization

objectives.

2. GROUP OF NATIONAL COMMITTEE EVALUATION

Although the person who typically evaluates performance is the

immediate supervisors or raters are sometimes better done by

a group or national committee, such as the use of external

examiners in polytechnics.

3. PEER ASSESSMENT

Peer assessment or evaluation of those of equal rank is carried

out either at a conscious or subconscious level and represents

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an informal method of evaluating performance. Although a

comprehensive review of peer assessment method will reveal

that is reliable, valid and free from bias. Yet the method raises

a “political specter” and appears to be applicable to somewhat

different evaluation need that is not found in organization.

4. EVALUATION BY SUBORDINATES

Because subordinate offer different perspectives on managers,

some firms always use it (subordinate evaluating managers)

considerable trust is necessary before subordinate evaluation

can pay off.

5. SELF EVALUATION

This means as employee evaluates him or herself on the

positive side, it is known that the opportunity to participate in

performance evaluation will exist, especially if it combined with

goal setting (as in management by objectives). Without being

told, employees tend to give themselves higher marks than

their supervisors would have done.

6. EVALUATION BY CLIENTS
These are the last group of people associated with evaluation.

The consumer of an organization or workers service cannot be

expected to identify completely with organizations objectives.

Nevertheless, they can provide useful information as regards to

employee performance.

2.6 CHIEF FACTORS IN EVALUATION

To evaluate employee’s work performance, your rating should

be established if your company has appraised plan already. But

regardless of the particular method that you use to judge a

subordinate performance, you must ultimately have your

measurement on three main points.

i. How well has the employee done the work you have

given to him?

ii. How well do you think he can do the work that he may

work more complicated or more demanding?

iii. To what extent can you depend on him to carry out

your orders if you are not available to provide close

supervision? Block (1981:21).

2.7 A CONTINGENCY MODEL OF EVALUATION

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The amount and extent of evaluation exercised are contingent

upon the degree to which it is necessary for the organization to

achieve its objectives. All administrators evaluate in kind and

deviated in degree. That is to say that they perform all the

evaluation functions. Although the time and efforts devoted to

the junction vary, given the organization objectives, we need

to know the critical or strategic point on the organizational

operation and the benefit versus the cost of strategic

evaluation. Specifically, we should be looking at two variables

to ascertain the amount of evaluating that is necessary.

i. Organization climate

ii. Cost benefit of evaluating data (Stephen 1976:12)

Organization climate- The greater the degree of

decentralization, the more important it is, that top

administrators have feedback on the performance of

subordinate decision makers. Since the top executive hold

ultimate responsibility for the function of those decision makers

down through the organization, they must be properly assured

that their subordinate decisions are both effective and efficient.

In this case, the organization climate may be one of the trust

and confidence or one of fair appraisal.

Cost benefit of evaluating data- The importance of an

activity influences the manner and how it will be evaluated.

Importance is interpreted in terms of the benefit that accrues

from appraisal compared to the cost incurred in running the

appraisal. For instance, assuring that we work in an economic

firm that wants to know the strength of vacuum manufacturing

operation, we have inherently valued the benefits derived from

evaluating a given numbers of tubes versus the cost incurred.

2.8 EFFECTIVENESS OF ORGANIZATION

Organizational effectiveness has at least two fundamental

different meanings. However, these meanings will be sort with

the expectation that by so doing our thinking and

understanding of the subject matter can be clarified. The mode

of examination we have used in this text is to deal briefly with

some of the dilemmas that result from different schools of

thought about organizational effectiveness. At least, once these

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dilemmas are recognized, we are half way towards their

resolution.

THE FUNDAMENTAL DILEMMA

Effectiveness in firms has different meaning depending on

whether the enterprise is viewed from inside or outside. The

inside perspective of an organization is a typical managerial

viewpoint. The fundamental question asked about enterprise

effectiveness is whether the resources invested are utilized

efficiently. Return on investment is typically a way to measure

this type of organization effectiveness. A radical view of

enterprise effectiveness considers the output of the

organization which is evaluated for its contribution to the large

society. Organizational effectiveness in this case, is more likely

to be measured by some form of cost benefit analysis. The two

meaning of organizational effectiveness are world apart so

much that they simply cannot be reconciled. The means

employed to achieve these forms of organizational

effectiveness are not identical. Attempts to achieve consistency

between these two orientations cannot in the nature of this

case be successful. This we must face squarely the fact that

organization live under conflicting demands regarding their

effectiveness.

ORGANIZATIONAL EFFECTIVENESS AND PERSONNEL

MANAGEMENT

This is one of the proud claims of many firms that reward long

and loyal service to the organization principally through

continuity of employment. At the same time, most firms are

faced with rapid technological changes in manufacturing

processes and the product turned out in order to provide long

service personnel with continuity of employment. It may be

necessary to invest considerable time and money in

employment evaluation and their possible retaining as

technology changes. We believe it can be demonstrated that it

would in fact be more efficient to hire the old employee and

lure more highly skilled and trained workers and their

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replacements. The fact that many firms do not do this is one

indication that they are willing to apply themselves to the social

utility test of organizational effectiveness in an equal level with

productivity efficiency test. Robert Dubin (1975:12). Most firms

in this modern time choose to evaluate their employees, in

order to know the gaps to fill in the retaining of these

employees that will suit technological changes in the firms as a

substitute for hiring these employees and hiring of new and

higher skilled workers. This makes the organization

effectiveness from the social utility test of organization

effectiveness.

On the other hand, when these employee have been evaluated

and retained with possible promotions, etc, their level of

productivity is bound to rise by virtue of their having acquired

new skilled and having been appreciated for their past

contribution (motivation) and this ultimately contributes to

overall effectiveness in productivity.

2.9 EFFECTIVENESS VERSUS EFFICIENCY

The word effectiveness and efficiency are often used

interchangeably. This is a mistake especially when it comes to

evaluating performance. They mean two different things. Let us

therefore, see how they can be use. For instance, effectiveness

asks the question: Were they achieved? E.g. did the 10% sales

increase cost?

While efficiency has to do with how objectives were achieved

e.g. did the management follow the acceptable management

practices and policies? Did he plan his ways towards achieving

the set objectives?

Therefore, balancing effectiveness and efficiency is one of the

toughest jobs a manager has to face. The treatment that is

suitable for the subject is provided by Haroid Koontz noted

author on management subject in one of his books APPRAISAL

MANAGERS AS MANAGER (1971:36)

2.10 EVALUATION OF CURRENT POSITION

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According to Abraham Lincoln, what matters most in any firm is

the evaluation of the current position of the firm. That is,

where the firm presently stands and how the firm got there.

We might see where we are going and the outcome of which lie

naturally in our course are unacceptable to make timely

change. TOMPSON AND STRICKLAND (1982:16).

This is usually the starting point in corporate planning of any

good firm to enhance high productivity and strategic

management in general. It is and should be an end point of the

process after implementation. This means that once it is being

done, management is evaluating the past years of business

operation and also preparing for the future period. The major

aim of evaluating the current position is to know:

i. Where we are now

ii. Is our present position acceptable

iii. How did we get to this position

iv. Do we stay where we are or get out of it

These and many other questions catalyze the evaluation

process. But indeed, the primary issue in the evaluation is to

find out how they performed in the area of productivity in the

past period with basis of its set objectives, such as growth,

customer satisfaction, markets share productivity, product

quality and so on. If the firm is satisfied with the performance

on each of the objectives, the next thing is where do we go

from here? Do we stay in this same business and increase

objective? The answers to these questions will depend on the

diagnosis of facts gathered from the next two phase of

environmental and corporate analysis. If in the other hand, the

firm fails to achieve its objectives, it will obviously take us to

question three, how did we get to this position, and to explore

further, did we properly analyzed our environmental strengths

and weaknesses, were our objective out of place? Did we

choose the strategies? Has our business domain become hostile

and do we need to get out of the present production we are

into?

If the firm finds out from its problem and analyzes that he

makes wrong choice in the previous planning and

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implementation of plan, such lesson becomes useful input in

the rest of the phases of planning which will also provide a cure

to the need to change domains.

2.11 THE CORPORATE PLANNING PROCESS IN ONGOING ORGANIZATION

REFERNECE TO CHAPTER TWO

1 Analysis of 3 Strategic 5 Choice 6 Action 8

diagnosis choice 4 planning 7
2
Evaluati Environme Analysi Review of Considerati Choice of Resources Organiza
on of ntal s of objectives on of strategies planning tional
current analysis interna alterative planning
position l strategies
objectiv strengt
es h and
strategi weakn
es ess
purpos
e

With the aid of the diagram above, I have analyzed my

findings. The 1st box in the diagram is used to evaluate the

organizational performance in the post business season, which

deals with where you are now. For instance, if the

predetermined objectives were not achieved, you have to apply

strategic policy to get out of the bad position, but if the set

objectives were all achieved, you think of where to go from

there.
“The 2nd Box” is used to forecast the environmental changes

and it’s equally used to identify the opportunities and traits,

which were exposed by those changes. This is because

environment favours some firm and affects some firms

negatively. “The 4th Box” reviews the firm’s objectives in the

height of the current (SWOT) the strength, weakness,

opportunity and trait. If the firm is weak from the “3 rd Box” the

strategies were to be selected.

“The 5th Box” deals with the development of strategies. That is

the strategies are likely to be useful in the implementation of

the chosen objectives.

“The 6th Box” is to chose the most suitable strategy of the

alternative and the “7th Box” deals mostly on the resource

allocation such as the (4ms) which are money, machine,

manpower and material. While the last box, which is the “8 th

box”, decides on the change of the organizational structure.

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CHAPTER THREE

3.0 RESEARCH DESIGN AND METHODOLOGY

3.1 INTRODUCTION

This chapter is intended to briefly describe the design of the

study, the population and sample size, sample technique,

sources/methods of data collection, validation and reliability of

measuring instrument and methods of data analysis.

3.2 RESEARCH DESIGN

The researcher in this study adopted a descriptive research

design in order to simplify and understand the complex issue

concerning the topic under the study. This approach aided the

researcher in collection of data using the questionnaire and

personal interview. It involves a large population of study by

merely collecting data from the population and examines the

characteristics of the population.

3.3 SOURCES/METHODS OF DATA COLLECTION

In the process of data collections, the principal sources of data

used are primary and secondary data.

PRIMARY DATA

The instruments used in collecting primary data are interviews

and questionnaires.

PERSONAL INTERVIEW

The researcher had face to face interview with five members of

the firm. The questions asked were open questions; the use of

this enabled the researcher to study the psychology of the

interviews.

QUESTIONNAIRE

No separate questionnaire was prepared for each department

of firm for all the departments involved in performance

evaluation the firm. The questionnaire was divided into two (2)

sections. Section A and section B. The first section contained

personal data of respondents such as sex, age qualification,

etc. Secondly, there are questions which are “open ended”, and

this granted the respondents to express all they know about

the situation.
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Finally, there are “Yes and No” group of questions (closed

ended) which require the respondent to tick the one that

appeal to them most. There are also multiple choice questions,

which allow the respondents to pick the most suitable answer

to him/her. All these are contained in section B. That is called

general questions.

3.4 POPULATION AND SAMPLE SIZE

This study is designed to bring out the performance evaluation

of workers and its effects on productivity with particular

reference to star paper mill Ltd Aba. The population of the

study consists of (100) hundred workers which involve workers

from the following departments: accounts, personnel,

administrative and marketing departments.

In determining the sample size of the study, the sample size of

80 subjects used for the study was drawn from 100 population

of the study.
The division from where the sample was drawn includes

accounts, personnel administration and marketing departments

of the firm under study. The sample was drawn using Yaro

Yaman formula.

n = N

1+N(e)2

Where N = Population

n = sample size

e = tolerable error or level of significance =

5% or 0.05

1 = constant

Calculation of sample size for the study

n = N

1+N(e)2

n = 100

1+100 (0.05)2

= 100

1+100 (0.0025)

= 100

1+0.25
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= 100

1.25

n = 80

Based on the above calculation, the sample size chosen for the

study is eighty (80).

3.5 SAMPLE TECHNIQUE

Sample will be taking from the administrative section and other

departments in star paper mill Ltd. Aba, which the study is all

about. That affect in performance evaluation through the

population of the sample which will strongly be influenced by

the administrative section. The sampling method and

procedures provided a good ground for the knowledge of the

respondents. Here, a simple random sampling method and

stratified sampling method were chosen.

Also, I stratified sampling and identified the homogeneity in

this heterogeneous group.

The stratification was made based on sex, position, age,

educational qualification, working experience, income level.

3.6 VALIDITY AND RELIABILITY OF MEASURING

INSTRUMENT

The instrument used in the course of this research work is

questionnaire. All the questions were made simple and

understandable so that ambiguity of answer will be avoided.

Both the senior and junior staff was interviewed, so as to

obtain a balanced and reliable information and statistical

analysis. It was also validated by the supervisor. Simple

percentages were used to make the data obtained very simple

to analyze and to make the information presented in a way

that it will be clearly understood. Tables were equally used to

present all the information obtained.

3.6.1 RELIABILITY OF THE INSTRUMENT

To establish the reliability of the instruments, a test retest

method was used. The instrument was administered on the

respondents and their responses were noted. After about two

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weeks, the same instruments were administered to the same

group and scores corresponded with the original.

3.7 METHOD OF DATA ANALYSIS

The data collected from the respondents were analyzed using

percentages of the items in section, and the questionnaires

were used to answer the three research questions contained in

the study.

Formular for the use of percentages

Percentage (%) = F x 100

N 1
Where F = Total number of frequencies
N = Total number of respondents
HYPOTHESIS
The chi-square was used to test the two hypothesis formulated
in the study. The formular for a test for chi-square value is
given below:
Chi - Square X2 = n
n
2
X = ∑(Oi – Ei)2
n=1
Ei

With a degree of freedom V = (k-1)

Where x2 = chi-square

Oi = observed frequency

Ei = Expected frequency

K = Class interval

 = summation

Chi-square analysis is used to test or determine whether

different characteristics of variable are interrelated. It is

therefore a measure of significance. Chi-square test is

preferred to other statistical method of analysis due to the

nature of presentation of the population sample as well as to

avoid bias.

CHAPTER FOUR
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4.0 PRESENTATION AND ANALYSIS OF DATA

4.1 INTRODUCTION

This chapter deals with the presentation and analysis of data

collected. Data was collected by the primary sources through

the use of questionnaires. The questionnaire distributed to the

company will be analyzed based on the returned responses.

Out of a total of eight (80) questionnaires printed and

distributed among the research respondents. Sixty five (65)

were completed and returned. This represents 99.8% response

rate while fifteen (15) was not returned and this represents

99.9%. A total of sixteen questions were designed and

contained in the sixty five questionnaires.

Therefore, in this chapter, data collected for the purpose of

answering research question posed and testing hypothesis

formulated in the study were presented and analyzed. The

presentation and analysis will take the form of tabulations and

percentage. The findings were presented according to the

research questions and hypothesis, hypothesis postulated will

be analyzed using the chi-square test.

4.2 PRESENTATION OF DATA

Criterion group returns respondents, characteristics and

classification.

Table 4.2.1

Sex distribution of respondents

Sex No of respondents Percentage %

Male 45 69.2%

Female 20 30.8%

Total 65 100%

Source: field survey 2010.

Table 4.2.1 shows the number of male workers were 45

(69.2%) while female workers were 20 (30.8%). This shows

that they have more of male workers.

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Table 4.2.2

Marital status

Status No of respondents Percentage %

Single 50 76.9%

Married 15 23.1%

Total 65 100&

Source: field survey 2010.

Table 4.2.2 shows that 50 (76.9%) of the respondents were

single while 15 (23.1%) were married ones. This shows that
they have more of single workers.
Table 4.2.3
Educational qualification

Qualification No of respondents Percentage %

F.S.L.C 7 10.8%

WAEC 8 12.3%

NCE/ND 30 46.1%

HND/BSC 20 30.8%

Total 65 100%

Source: field survey 2010.

Table 4.2.3 data presented showed that 30 (46.1%) of the

respondent were NCE/ND holder while 20(30.8%) were

HND/BSC holder and 7(10.8%) were F.S.L.C and 8(12.3%) for

WAEC holders. This shows that they have more of NCE/ND

holders.

Table 4.2.4

Job experience in the organization

Experience No of respondents Percentage %

1-5 years 40 61.5%

6-10 years 15 23.1%

11 years and above 10 15.4%

Total 65 100%

Source: field survey, 2010.

Table 4.2.4, the question was designed to find out the job

experience or age in service of the workers in the star paper

mill Ltd. Aba. That table above revealed that the number of

workers with 1-5 years experience were 40(61.5%) and it is

higher than 6-10 years and 11 year and above which was

15(23.1%) and 10(15.4%) respectively.

Table 4.2.5

Status in the organization

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Status No of respondents Percentage %

Manager 10 15.4%

Supervisor 15 23.1%

Junior staff 40 61.5%

Total 65 100%

Source: field survey, 2010.

Table 4.2.5, this table show that 40(61.5%) were junior staff

while 10(15.4%) and 15(23.1%) were managers and

supervisors, which shows that they have more of junior staff.

Table 4.2.6

Does your firm carry out performance evaluation?

Performance No of respondents Percentage %

evaluation
Yes 50 76.9%
No 15 23.1%
Total 65 100%
Source: field survey, 2010.

Table 4.2.6, it revealed that 50(76.9%) of the respondents

were yes, while 15(23.1%) were no. according to the

respondents of that particular table, 76.9% yes shows that the

firm carries out performance evaluation.

Table 4.2.7

Why do you evaluate?

Reasons No of respondents Percentage %

To determine 45 69.2%
the strength
and weakness
To know how 20 30.8%
the firm is
doing
To do like other - -
firm
Total 65 100%

Source: field survey, 2010.

Table 4.2.7, shows that 45(69.2%) determine the productivity

of workers while 20(30.8%) shows how the firm is doing.

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Table 4.2.8

Who carries out the evaluation function?

Evaluation No of respondents Percentage %

function
Committee 25 38.5%

Supervisor 40 61.5%

Self evaluation - -

Total 65 100%

Source: field survey, 2010.

Table 4.2.8 shows that supervisors play more significant role in

carrying out evaluation function than the committees. Why?

Because the number of respondent fall under 40(61.5%)

whereas that of committees fall within 25(38.5%) the table

revealed that workers do not evaluate themselves

Table 4.2.9

Does evaluation has anything to do with employees on their behaviors towards productivity?

Employees No of respondents Percentage %

behaviour
Yes 40 61.5%

No 25 38.5%

Total 65 100%

Source: field survey, 2010

Table 4.2.9 shows that the number of respondents opined that

the number of respondent that says yes were 40(61.5%) while

no were 25(38.5%) this shows that the number of respondent

that says yes is greater than the number that says no.
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Table 4.2.10

How often does performance evaluation carry out?

Period No of respondents Percentage %

Monthly - -

Quarterly 23 35.4%

Annually 45 64.6%

Total 65 100%

Source: Field survey 2010.

Table 4.2.10 depicts that the number of respondents opined

that they annually perform/carry out performance were

42(64.6%) while 23(35.4%) say that they usually execute

performance evaluation quarterly. This shows that the number

of respondents annually is more than quarterly.

Table 4.2.11

Does performance evaluation have an effect on workers productivity?

Any effect No of respondents Percentage %

Yes 40 61.5%

No 25 38.5%

Total 65 100%

Source: Field survey, 2010.

Table 4.2.11 shows that the performance evaluation has an

effect on workers productivity. Why? Because the number of

respondent of yes fall under 40(61.5%) while respondents that

says no were 25(38.5%). This shows that the number that

says yes is greater than No.

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Table 4.2.12

What is the resultant effect?

Resultant No of respondents Percentage %

effect
Promotion 30 46.1%

Higher salary 10 15.4%

Compensation 20 30.8%

Worker’s 5 7.7%
motivation
Total 65 100%

Source: Field survey, 2010.

Table 4.2.12 shows that 30(46.1%) of the respondents were on

promotion, 20(30.8%) were compensated, while 10(15.4%)

and 5(7.7%) were under higher salary and workers motivation

respectively. This shows that the number of respondent on

promotion is greater than all others.

Table 4.2.13z

What factors affect workers performance and productivity?

Factors No of respondents Percentage %

Poor salary 5 7.7%

Work 30 46.1%

environment

In adequate 10 15.4%

motivation

Inadequate 20 30.8%

equipment

Total 65 100%

Table 4.2.13 showed that 30(46.1%) of the respondents were

work environment, 10(15.4%) were adequate motivation while

5(7.7%) and 20(30.8%) were poor salary and inadequate

equipment respectively. This shows that the number of

respondent on work environment is than others greater.

Table 4.2.14

Do you think that performance appraisal of properly implemented can improve your

productivity.
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Relationship No of respondents Percentage %

Yes 40 61.5%

No 25 38.5%

Total 65 100%

Table 4.2.14 the data presented above showed that the

number of respondent fall under yes were 40(61.5%), while

25(38.5%) were No. This shows that the number of

respondents that says yes is greater than the respondent that

says no.
Table 4.2.15

Do you think that performance appraisal scheme of the organization is appropriate for

determining workers productivity.

Any No of respondents Percentage %

relationship
Yes 40 61.5%

No 25 38.5%

Total 65 100%

Table 4.2.15 According to the number of respondents

40(16.5%) fall under yes, whereas 25(38.5%) fall within No.

This shows that the performance appraisal scheme of the

organization is appropriate for determining workers

productivity.

4.3 TEST OF HYPOTHESIS

Hypothesis 1

Ho: The performance appraisal scheme of the organization is

not suitable for determining employee behaviour.

Ho: The performance appraisal scheme of the organization is

suitable for determining employee behaviour. In testing the

hypothesis, question no 14 will be used.

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CONSTRUCTION OF CONTINGENCY TABLE

Observed responses

Respondents Responses Total

Agree Disagree

Senior staff 25 15 40

Junior staff 21 4 25

Total 46 19 65

Expected frequency = total row x total column

Grand total

C11 = 46 x 40 = 28.3

65
C12 = 46 x 25 = 17.7

65

C21 = 19 x 40 = 11.7

65

C22 = 19 x 25 = 7.3

65

Chi-square calculation

Observed Oi Expected Ei Oi-Ei (Oi-Ei)2 (Oi-Ei)2/E

25 28.3 -3.3 -10.89 -0.3848

15 17.7 -2.7 -7.29 -0.4119

21 11.7 9.3 86.49 7.3923

4 7.3 -3.3 -10.89 -1.4917

Total 65 5.1039

Degree of freedom = (r-1) (c-1)

DF = (2-1) (2-1)

1 x1 = 1

Thus at 1 degree of freedom at 0.05 level of significant = 3.841

DECISION RULE
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Since the calculated chi-square (X2) value of 5.1039 is greater

than the critical value of 3.841 (from the table) the null

hypothesis (Ho) will be rejected and the alternative hypothesis

(Hi) will be accepted. This states that the performance

appraisal scheme of the organization is suitable for determining

employee behaviour.

Hypothesis II

Ho: The training and development needs of staff are not

dependent on the performance appraisal scheme.

Hi: The training and development needs of staff are dependent

on the performance appraisal scheme.

The hypothesis is related to question number 15 in the

questionnaire.
CONSTRUCTION OF CONTINGENCY

Table observed responses

Respondents Responses Total

Agree Disagree

Senior staff 26 14 40

Junior staff 21 4 25

Total 47 18 65

Expected frequency = total row x total column

Grand total

C11 = 47 x 40 = 28.9

65

C12 = 47 x 25 = 18.1

65

C21 = 18 x 40 = 11.1

65

C22 = 18 x 25 = 6.9

65

Expected responses
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Chi – square calculation

Observed Oi Expected Ei Oi-Ei (Oi-Ei)2 (Oi-Ei)2/E

26 28.9 -2.9 -8.41 -0.2910

14 18.1 -4.1 -16.81 -0.9287

21 11.1 9.9 98.01 8.8297

4 6.9 -2.9 -8.41 -1.2188

Total 65 6.3912

Degree of freedom = (c-1) (r-1)

DF = (2-1) (2-1)

1 x 1= 1

Thus at 1 degree of freedom at 0.05 level of significance X 2 =

3.841

DECISION RULE

Since the calculated value in the chi-square table is greater

than the critical value i.e. 6.391 > 3.841, the null hypothesis

(Ho) has to be rejected and the alterative hypothesis (Hi)

accepted. Hence, from the computation above, we reject null

hypothesis (Ho) and accept alternative hypothesis (Hi) which

states that the training and development needs of staff are

dependent on the performance appraisal scheme.

4.4 INTERPRETATION OF RESULT(S)

From the observation so far, it is quite obvious that

performance evaluation has a positive effect on workers

productivity, in the sense that it always dictates the workers

strength and weaknesses simultaneously and it also architect a

fortune towards workers satisfaction in the sense that

immediate reward goes to whoever that deserves it and

adequate punishment will be the result of the contrary and vice

verse.
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CHAPTER FIVE

SUMMARY, CONCLUSION AND

RECOMMENDATIONS

INTRODUCTION

Performance evaluation is an important variable. Without

which, organizations like the one under study (Star Paper

Mill Ltd. Aba) may not function effectively. In order to

determine the strength and weakness of the work,

evaluation of performance is very essential. Moreover, to

influence the individual and group behaviour towards

optional attainment of the organization goals, effective

performance evaluation with due regards to feedback will

help to accomplish that. Therefore, it serves as a tool for

getting better performance from the employees, and equally,

a tool for good human resource management.

SUMMARY OF FINDINGS

As we all know, performance evaluation is an important

variable. Without which, organizations like the one under

study may not function effectively. From the results of

presentation and analysis of data, the following findings

were made.

In the fourth question ten (10) out of fourty respondents

affirmed that their present job was occasionally unpleasant.

Twelve opined that it was always unpleasant. While eighteen

agreed that it was extremely satisfactory. To get the answer

to these questions, the questionnaire was framed in such a

way to find out the opinion of the workers about their

present job.

The findings in the fifth question shows that there was much

difference in the number of those who said that they were

not equipped for these, and those who said that they were

well equipped.
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Ten out of fourty said that they were well equipped. None said

that they were not equipped at all. While thirty said that they

were not equipped. From the questions, findings shows that a

total of twenty five (25) workers agreed that the essence of

evaluation was to determine the strength and weakness of the

work, fifteen opined that it is to know were we are. Also from

the fourty, fifteen said that committee carried out the

evaluation functions, while twenty five said that it is the

supervisors that carried out the evaluation function.

Effective performance evaluation with due regards to feedback

will go a long way to influence the individual and group

behaviour towards optional attainment of the organization

goals. It was found that the management occasionally tried to

produce feedback for employee performance appraisals; they

did not see it properly as a tool for getting better performance

from their employees.

However, if management wants to use feedback from

evaluation to motivate workers, I believe they would be given

enough of it and for the employee to actually feel that they are

getting it to a great extent.

5.3 CONCLUSION

Having summarized the findings of the questionnaire, the

following conclusions were aimed at;

In spite of the importance of performance evaluation as a tool

for good human resource management, the way it is

recognized, designed and carried out in most enterprise today

tends to have effect on its effectiveness as a development tool.

However, employees with their high degree of awareness of

what to know, not only how they fit in with organizational

objectives and goals, but also what aspect of self improvement

is needed in their job performance. That kind of curiosity is

only natural as purported by Ubeky (1975:240), Fietcher and

Williams (1976) considerable potentials exit for using result of

performance appraisal as a vehicle for including employees

growth and development.

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From the above findings, we can deduce that management still

need to improve on their recognition and implementation of

performance evaluation with great emphasis on feedback after

appraisal, as a way of motivating employees to higher

performance and productivity.

I would therefore conclude here that performance evaluation

should be seen and understood as a result oriented tool for

individual and organizational effectiveness with due regards to

its effects on productivity.

5.4 RECOMMENDATIONS

Based on the findings of this study and the conclusion drawn

from it, the following recommendations were made. The

communication gap between the supervisors and the

subordinates should be bridged to an extent where attempts

were made to have constructive discussion with supervisors, to

know if actually the expected results are met or not.

Supervisors themselves should be trained to concentrate on

areas needed for facilitating growth and development of

employee through training, counseling and feedback on

appraisal information etc.

The present system of evaluation should be reviewed; efforts

should be made to ensure that merits and capabilities of

subordinates are given great weight in determining who should

be promoted.

Performance evaluation should be recognized and understood

for what it is, as a result oriented tool for individual and

organizational growth, otherwise it should be centered on

productivity, particularly of the employee rather than on the

aspect of job related behaviour.

Feedback disseminate after appraisal is one of the effective

ways of getting the greatest result from performance

evaluation.
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REFERENCES

Akuezuilo E.O. (1993); Research Methodology and

Statistics Nigeria: Standard Printing and Publishing
Company.

Black M. James (1961); Developing Competent Subordinate

New Jersey: Prentice Hall Inc.

Blunt P. (1983); Organizational Behaviour London

Hutchinson: African Perspective.

Business Horizon (1973); Principles of Management New

York: Happer and Row.

Flanhqtz E. (1974); Human Resource Accounting New York

USA: Charles Dxhenson Publishing Company.

Folayan Ojo (1975); Personnel Management Theories and

Issues Ibadan: Hero Printing Press.

George B. (1952); Planned Industrial Publicity Chicago:

Pitman’s.

George T. (1997); Personnel Management Texas USA: Red

Wood Burn Ltd.

Gorden R. (1969); Interviewing Strategy Techniques and

Tactics. Houston U.S.A.: Dorsey Press.

Ibekwe O.U. (1984); Modern Business Management Owerri:

New Africa Publishing Company (Nig.) Ltd.
Okolo Juliana E. (2000); A Systematic Approach to Writing
Research (Project) Report in Tertiary Institutions Isuofia
Anambra State: Jeovin Publishers.

Kotler Philip (1997); Marketing Management Analysis

Planning Implementation and Control U.S.A.: Practice
Hall Int. Inc.

Moris Vitalise (1953); Motivation and Morale in Industry

New York: W.W. Worth and Company Inc.

Oladosu Oguniyi (1986); Practical Guide to Staff

Performance Appraisal Osun State: Inter Printer Ltd.

Subboards et al (1996); Personnel/Human Resources

Management U.S.A.: Konart Publishers.

Strokes M. Paul (1968); Total System Approval to

Management Control American Management Association
Monograph U.S.A.: Konart Publishers.

Strokes M. Paul (1968); Total System Approval to

Management Control American Management Association
Monograph New York: Lambart Press Ltd.

Agulanna E.C. (2007); Executive Stress, Managing The

Manager for Survival Owerri: Joe Mankpa Publishers.

Burns, T., and Stalker, G.M. (1961); The Management of

Innovation London: Tavistock Press.

Kimberly T.R. and Miles R.H (1980); The Organization

Life Cycle San Francisco: Jossey- Bass Press.

Monday, R.W., and Premeax, S.R. (1993); Management

Concepts Practice and Skills Boston: Allyn and Bacon
Press.

Agulanna E.C et al (2003); Business Policy 20 Mere Street,

Owerri, Imo State. Reliable Publishers.
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APPENDIX A

LETTER OF INTRODUCTION

Department of Business Administration

And Management,
School of Business Studies,
-----------------

The Managing Director,

Star Paper Mill Ltd,
Aba, Abia State.

Dear Sir/Madam,

REQUEST TO COMPLETE A QUESTIONNAIRE ON

PERFORMANCE EVALUATION AND ITS EFFECT ON
PRODUCTIVITY.

I am a final year Higher National Diploma (HND) Student of the

above side mentioned Institution in the Department of Business
Administration and Management.

I am currently conducting a research work on the above

mentioned topic as part of the requirement for the Award of
Higher National Diploma (HND) in Business Administration and
Management.

I solicit for your co-operation and assistance in filling out my

questionnaire. I promise that the information given to me will
be used purely for academic purpose and will be treated
confidentially.

Thanks for your co-operation.

Yours faithfully,
--------------------------
 QUESTIONNAIRES

Questionnaire on the top: Performance evaluation and its effect

on productivity. In filling the questionnaire, please tick () in

the boxes provided besides the answer of your choice, unless

otherwise stated.

SECTION A: PERSONAL DATA

1. Name of the company……………………………………………………

2. Sex: (a) Male (b) Female

3. Position/rank: (a) Manager (b) Supervisor

(c) Junior Staff

4. Age group: (a) 18-29 (b) 30-39

(c) 40 and above

5. Marital status: (a) Married (b) Single

6. Qualification: (a) WASC (b) ND/NCE

(c) B.SC/HND (d) MBA/Above

SECTION B

7. Does your firm carry out performance evaluation?

(a) Yes (b) No

8. If yes why do you evaluation?

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(a) To determine the strengths and weaknesses of the

work

(b) To know where you are

(c) To do like other firms

9. If your answer in 7 is (a) Yes, who carries out the

evaluation function?

(a) Committee (b) Supervisor

(c) Self evaluation

10. Does evaluation has anything to do with employees on

their behaviour towards productivity?

(a) Yes (b) No

11. If your answer in 10 is (a) yes, how often does it carry

out?

(a) Monthly (b) Quarterly (c) Annually

12. Does performance evaluation has an effect on worker

productivity?

(a) Yes (b) No

13. If your answer in 12 is (a) yes, what is the resultant

effect of productivity?

(a) Promotion (b) Higher salary

(c) Workers motivation (d) Compensation

14. What factors affects workers performance and

productivity?

(a) Poor salary (b) Work environment

(c) Inadequate motivation

(d) Inadequate equipment (e) Demotion

15. Is there any relationship between performance

evaluation and productivity?

(a) Yes (b) No

16. Is there any relationship between feedback on

evaluation result and motivation?

(a) Yes (b) No