Ibrahim Muhammad

PERFORMANCE MANAGEMENT, A NEW STRATEGY FOR IMPROVING PUBLIC SECTOR’S EFFECTIVENESS: A CASE STUDY OF BAYERO UNIVERSITY KANO BY MARDIYA M. ABBAS SCE/17/PAD/00626 BEING A RESEARCH WORK SUBMITTED TO THE DEPARTMENT OF SOCIAL SCIENCE AND ADMINISTRATION, SCHOOL OF CONTINUING EDUCATION, BAYERO UNIVERSITY KANO, NIGERIA. IN PARTIAL FUFILMENT OF THE REQUIREMENTS FOR THE AWARD OF BACHELOR OF SCIENCE IN PUBLIC ADMINISTRATION. SUPERVISOR: DR. SURAJ MUHAMMAD YAHAYA DECEMBER, 2023 DECLARATION I hereby declare that this work titled PERFORMANCE MANAGEMENT, A NEW STRATEGY FOR IMPROVING PUBLIC SECTOR’S EFFECTIVENESS: A CASE STUDY OF BAYERO UNIVERSITY KANO, is my own original work and that all sources have been accurately reported and acknowledged, and that this document has not previously in its entirety or in part been submitted at any university in order to obtain degree or any other qualification. ____________________ MARDIYA M. ABBAS SCE/17/PAD/00626 CERTIFICATION This research work entitled “PERFORMANCE MANAGEMENT, A NEW STRATEGY FOR IMPROVING PUBLIC SECTOR’S EFFECTIVENESS: A CASE STUDY OF BAYERO UNIVERSITY KANO” by Mardiya M. Abbas meets regulations governing the award of B.Sc. in Public Administration in the Department of Social Sciences and Administration, School of Continuing Education, Bayero University, Kano is approved for its contribution to knowledge. _____________________ DR. SURAJ MUHAMMAD YAHAYA (PROJECT SUPERVISOR) APPROVAL PAGE This is to certify that Mardiya M. Abbas with registration number SCE/17/PAD/00626 has been examined and approved for the Bachelor Degree (B.Sc) in Public Administration of the School of Continuing Education, Bayero University, Kano and is approved for its contribution to knowledge. _________________________ _________________________ DR. KABIR IBRAHIMDATE HEAD OF DEPARTMENT _________________________ __________________________ DR. SURAJ MUHAMMAD YAHAYADATE PROJECT SUPERVISOR _________________________ _________________________ DR. DANLAMI IBRAHIMDATE LEVEL COORDINATOR DEDICATION This research work is entirely dedicated to my parent. ACKNWOLEDGEMENTS In the name of Allah, the beneficent the most merciful, all glory be to almighty Allah, the Fist, the Last, the Hidden, the master of all universe, who created me and bestowed me with means, ability, and health to ensure the completion of this work, I really thankful to almighty Allah and may Him choicest blessing be on the noblest of mankind, Prophet Muhammad (S.A.W). I like to express my sincere gratitude and thanks to my supervisor Dr. Suraj Yahaya Muhammad for his moral support, time, tolerance, academic guidance, useful suggestions and corrections where necessary. In fact without Him the beauty of this work will be less. May Allah in his infinite mercy reward him and his entire family abundantly. Also my sincere gratitude goes to my Husband, children and my entire Family members, may Allah reward them all. I am also indebted to my erudite lecturers, all of the Department of Social Sciences and Administration, School of Continuing Education, Bayero University, Kano, and other lecturers too numerous to mention. I appreciate their support and contributions in different degrees. My regards also goes to my class mates. I am also grateful for all their understanding and love. TABLE OF CONTENTS TABLE OF CONTENTS DECLARATIONii CERTIFICATIONiii APPROVAL PAGEiv DEDICATIONv ACKNWOLEDGEMENTSvi TABLE OF CONTENTSvii ABSTRACTix CHAPTER ONE GENERAL INTRODUCTION 1.1 INTRODUCTION1 1.2 STATEMENT OF THE PROBLEM2 1.3 OBJECTIVES OF THE STUDY4 1.4 RESEARCH QUESTIONS4 1.6 SIGNIFICANCE OF THE STUDY4 1.7 METHODOLOGY5 1.7.1 POPULATION5 1.7.2 SAMPLE SIZE5 1.7.3 SAMPLING TECHNIQUE5 1.7.4 METHOD OF DATA ANALYSIS5 CHAPTER TWO LITERATURE REVIEW AND THEORETICAL FRAMEWORK 2.0 CONCEPTUAL CLARIFICATION7 2.1 PERFORMANCE MANAGEMENT7 2.2 PERFORMANCE AUDIT AS A METHOD OF PROVIDING EFFECTIVENESS8 2.3 PERFORMANCE ASSESSMENT AS A FACTOR FOR INCREASING THE SUCCESS AND MOTIVATION IN PUBLIC ADMINISTRATION9 2.4 THE ESSENCE AND SCOPE OF PERFORMANCE MANAGEMENT10 2.5 NEW PUBLIC MANAGEMENT AND PERFORMANCE MANAGEMENT: THE NEXUS11 2.6 PERFORMANCE MANAGEMENT IN THE PUBLIC SECTOR: CONTEXT AND RATIONALE13 2.7 PERFORMANCE MANAGEMENT AND PRODUCTIVITY IN PUBLIC SERVICE: EXPLORING THE LINKS14 2.8 PERFORMANCE APPRAISAL FEEDBACK16 2.8.1 PERFORMANCE APPRAISAL FEEDBACK METHODS17 2.8.2 WHAT IS PERFORMANCE APPRAISAL?18 2.8.3 PERFORMANCE APPRAISAL FEEDBACK: BENEFITS OF POSITIVE & CONSTRUCTIVE FEEDBACK18 2.8.4 PERFORMANCE APPRAISAL FEEDBACK SHOULD BE:19 2.9 THEORETICAL FRAMEWORK21 CHAPTER THREE HISTORICAL BACKGROUND OF THE STUDY 3.1 BAYERO UNIVERSITY KANO23 3.2 HISTORY OF BAYERO UNIVERSITY KANO23 3.3 ACADEMIC SECTIONS OF BAYERO UNIVERSITY KANO24 3.4 LIBRARY OF BAYERO UNIVERSITY KANO25 3.5 LIST OF LEADERS OF BAYERO UNIVERSITY KANO25 CHAPTER FOUR DATA PRESENTATION, INTERPRETATIONS AND ANALYSIS 4.0 INTRODUCTION28 4.1 DATA INTERPRETATION28 4.3 DISCUSSION OF FINDINGS35 CHAPTER FIVE SUMMARY, CONCLUSION AND RECOMMENDATIONS 5.1 SUMMARY OF FINDINGS37 5.2 CONCLUSION38 5.3 RECOMMENDATIONS38 REFERENCES40 ABSTRACT This research examined performance management, a new strategy for improving public sector’s effectiveness: a case study of Bayero University Kano. The study used descriptive survey approach in conducting the research. A survey method used questionnaire as instruments for data collection. The study adopts gold setting theory to form the theoretical basis of analysis. The findings of the study revealed that The findings reveal that performance appraisal is valued by the majority of respondents, but there are also some challenges to its effective implementation. These challenges include financial constraints and poor leadership. The study recommends increasing resources for performance appraisal, improving communication about the process, providing training for managers, regularly reviewing the system, and implementing a performance-based reward system. CHAPTER ONE GENERAL INTRODUCTION 1.1 Introduction The trend in the corporate environment, as well as the pursuit of operational excellence and the desire to improve employee performance, has led firms to prioritize performance management systems in order to increase staff productivity (Inyang, 2008). Organizations, whether seen as political, socio-technical, or rational systems, are progressively expecting better skills, operational competence, increased productivity, and improved work-related attitudes from their employees. According to Krett (2000), these requirements "required the establishment of an effective performance management system as a pre-requisite for evaluating employee performance to ensure conformity to standard." According to Chompukum (2006), "managing performance has been a very important issue for a long time, and it has recently gained more attention due to the high competitive business environment, especially when the popularity of balanced score card calls for mechanism to cascade and instill the corporate strategy down through the organization and to ensure that strategy plan is actually implemented, performance management is one of practices that assist organizations to link e Employers and workers alike value performance management. It is critical for employers to understand how their employees contribute to the organization's goals. According to Muhammad (2013), businesses can only achieve their aims and objectives via the joint efforts of their employees, and it is the responsibility of management to get work done. Employee performance management is critical to the efficient running of government. Performance management is an essential component of the interaction between employees and businesses. It is essentially an integrating activity that pervades every aspect of an organization's activities" (Mullines, 2007). According to Rajesh and Nishant (2013), "performance management is a broad concept that entails understanding and acting on performance issues at every level of the organization, from individuals, teams, and departments to the organization itself." These difficulties include, among others, leadership, decision making, motivation, fostering innovation, and risk taking. "Performance management is a continuous process of identifying, measuring, and developing the performance of individuals and teams, as well as aligning performance with the strategic goals of the organization, and it is a systematic description of an employee's strengths and weaknesses" (Rajesh and Nishant, 2013). Employers and workers alike value performance management. From the perspective of the employer, it is critical to understand how employees contribute to the organization's goals. A good performance management system enables the organization to understand how its employees are currently performing. Muhammad (2013) According to the author, "performance management allows organizations to conduct a thorough assessment of their employees' training needs, set development plans, and has the option of using the results of the performance management process to influence an individual's remuneration." Organizations can only achieve their aims and objectives via the joint efforts of their people, and it is management's responsibility to get things done (Muhammad 2013). Employee performance management is critical to the efficient functioning of businesses. According to Mullines (2007), performance management is a fundamental component of the employee-organization interaction and "is essentially an integrating activity that pervades every aspect of an organization's operations." 1.2 Statement of the Problem Most organizations have used performance appraisal as opposed to performance management, in which the focus is on comparing the performance standards set by the organization and the actual productivity of employees, while no one compares performance against employees* objectives. This has a detrimental impact on employee goal accomplishment. As a result, it is important to note that the organization's type or structure might be a variable component in establishing the kind and criteria of the performance management system (Jamil & Mohammed, 2011). As a result, managers must develop a vivid system that is related to employee strategy and appropriate in gauging acceptable and unacceptable behavior in order to boost staff productivity. The performance management system should grow holistically, beginning with the employee level and progressing to the organizational level. For simple adoption, the organization's goal should be clearly articulated, and the performance management system should be matched precisely to it. Employees' perceptions of their relevance to the business might be distorted if the organization is unable to define or construct unique performance targets, articulated in quantitative and qualitative terms, against which performance can be judged (Kazim, 2008). The difficulty, however, is that managers fail to manage performance, connect individual goals to a shared vision, and effectively use the organization's performance management system to boost staff productivity for improved employee performance. According to Pulako (2004), many firms struggle with "performance planning, performance review, 360 degree feedback performance evaluation, self-assessment, and employee input, which in turn create ineffectiveness for many organizations." The performance management method begins with performance planning, which systematically analyses important aspects of the workers' attitudes toward work. Employees are also examined in terms of the required attitudes and the outcomes they are allegedly expected to achieve. The aforementioned improve staff effectiveness, according to Pulako (2014). Many academics have investigated the impact of performance management on staff productivity. Farheen, Faiza, and Syed (2014) discovered that workers of Alfalah bank were dissatisfied with their existing performance management system, and that the present performance management system of Alfalah bank lacked motivation and a sufficient compensation system. Also, Rajesh and Nishant (2013) study revealed that performance management system helps employees to set their individual goals with the employee goals and achieve meaningful outcomes. Zhang (2012) examined the impact of performance management on employee performance and found a positive but insignificant relationship between performance management and employee performance. Others like Homayounizadpanah and Baqerkord (2012), Chompukum (2006), Ahmad (2012) and Tanvi Newaz (2012) examined performance management in relation to productivity, efficiency, effectiveness, employee culture and psychological contract. It is obvious that none of the studies have examined performance management in relation to employee productivity in south-east; hence this study is hypothesized to fill this gap. 1.3 Objectives of the Study 1. To find out the impact of management performance on improving public sector effectiveness. 2. To find out the challenges of performance management on improving public sector effectiveness. 3. To recommend ways on how to improve performance management on public sector effectiveness. 1.4 Research Questions The following research questions guided this study. 1. What are the impact of performance management on public sector effectiveness? 2. What are the challenges facing performance management on improving public sector effectiveness? 3. What are the recommendations that would improve performance management on public sector effectiveness? 1.6 Significance of the Study The study will be beneficial to the human resources manager, employees, policy formulators and researchers/academics. To Human Resources Managers and Policy Formulators: This study will provide an insight on the relationship between performance management and employee productivity. It is hoped that the findings of this study will assist the human resource managers and policy makers to better understand employee performance practices in order to improve the overall performance of the organization. It will enlighten them on how to use performance management to achieve employee productivity. 1.7 METHODOLOGY This research is conducted using empirical and descriptive methods. However, due to the unusual nature of the Nigerian public sector, the study approach is limited to empirical and descriptive research, which is conducted through personal inspection, observation, and personal interviews with the public servant. Secondary materials, including library research, publications, records, and data on performance management will be analyzed descriptively and empirically. 1.7.1 POPULATION Due to the large number of Nigerian public servant, the research use Bayero University Kano as case study, the population of this study is total number of BUK staff both academic and non-academic. The total staff strength is 4,619 (1,721 academic staff, and 2,898 non-teaching staff), 321 full professors, 7 international staff (https://www.buk.edu.ng/History_Facts_Figures, 2023). 1.7.2 SAMPLE SIZE This is the number of respondents who have been chosen to reply to the questionnaire questions. This study's sample size will be taken from the population, and the anticipated sample size will be 100 participants, with only 100 questionnaires delivered to them. 1.7.3 SAMPLING TECHNIQUE In this research, the simple random sampling technique was used in selecting the sample. This method involves selection of unit by means of random numbers. The method was used because it gives every item in the population an equal and independent chance of being selected in the sample used. 1.7.4 METHOD OF DATA ANALYSIS In this study, the data collected will be analysed and presented in a tabular form for easy understanding. Also simple percentages will be used for further analysis. 1.8 OUTLINE OF CHAPTERS Chapter one describes the problem in depth, including the problem statement, research question aim, scope of the investigation, significance of the study, formulation of hypothesis, methodology, and chapter framework. The second chapter includes a literature review and theoretical framework, as well as the conceptual. The third chapter will go into the study area's historical background. The fourth chapter will cover data display and analysis. Finally, Chapter 5 concludes with a summary, conclusion, and suggestions. CHAPTER TWO LITERATURE REVIEW AND THEORETICAL FRAMEWORK 2.0 CONCEPTUAL CLARIFICATION 2.1 Performance Management Like all private organizations carrying on a business in the market, public management organizations also aim to reach their organizational goals through the use of scarce resources such as money, raw material, physical structure, man power in certain processes and production of goods and services (inputs). Although private organizations and public organizations share the same mechanisms in terms of general organizational features and operation structures, they differ from each other at the points whether they seek profit and carry on competition environment or not. No matter what their main aims are either to make profit or to obtain public benefit, they both operate with scarce resources when they are evaluated to the demand coming out (Saran, 2004: 183). Despite all differences, the scarcity of resources used by public organizations and similarities in production processes with private organizations oblige public organizations to act according to priorities of economic rules, efficiency and productivity principles. In other words, public organizations are to operate in accordance with performance criteria. The performance concept has got a wide meaning covering different elements for administrative science today. While some of its elements have shined out, others have lost their importance or some of them has just appeared (Akal, 1998: 4). When looked at the evolution of performance concept in administrative science, “economy” term firstly confronts us. Economy is accepted as one of the basic principles both for private organizations and public institutions. It is seen that classical management theorists such as Taylor, Weber and Fayol emphasize the parsimony principle. Public institutions and organizations may not always be economic in their expenditures and activities because they work for public benefit. That’s why; singly the economy principle is not regarded sufficient (Ateş ve Köseoğlu, 2011: 15). 2.2 Performance Audit As A Method Of Providing Effectiveness Performance audit can be defined as an investigation whether public sector do “the right things in a right and minimum cost way” (Halis ve Tekinkuş, 2003: 169-201). It can be run in all public sectors including central government and local administration in terms of scope of execution. The program aiming to develop effectiveness by generating an administration and control system that increase the necessities of effectiveness and financial liability at all levels came out initially in connection with budget (Fındıkçı, 1999: 61). Performance management system can be implemented without considering the budget although in terms of aims it has similarities to this budget system that defines first services to be performed by expenditure organizations then divides them into programs and activities (Özer, 1997: 93). Performance management concept is mainly based on two important principle of administration. First; the principle of running an organization by ensuring the best use of its funds, charging administrators for their authorities and expenditures to be able to show decisions in monetary value. Second; the principle of charging administrators for the cautious and effective use of resources (Özer, 1997: 93). Performance management serves to provide information to the parliament about audited public agency, to insure that these organizations have efficiency, effectiveness and economy in income, expense and resource management, and to give advice to improve their performance (Coşkun, 1998: 43). In this way, it is a mechanism that provides to develop and realize accountability. Besides, it does not only audit whether administration fulfill its classical functions but also anticipates systems and advice to amend and develop administration by questioning the performance when the change within the scope of audit is taken into consideration (Koch, 1997: 70). 2.3 Performance Assessment As A Factor For Increasing The Success And Motivation In Public Administration Performance management implementations is a matter of all function stages of administration such as planning, organizing, execution, financial management, and have three main components. These stages are; performance development and planning in which aims and expectations are mainly defined, forward strategies and measurement criterion are determined; performance assessment in which employees’ efficiency and success levels are assessed in accordance with predetermined standards; and performance audit in which deviations between planned and current success levels are revealed by performance measurement tools developed in the direction of predetermined targets and aims (Halis ve Tekinkuş, 2003: 169-201). Individual and organizational performances are available in public sector just as private sector. Individual performance sets forth success levels of employees of the organization in tasks that they are obliged to perform while organizational performance means total performance of the organization beyond the individual ones, in other words, success level of the whole system (Karakaş ve Ak, 2003: 340-353). Admittedly, organizational performance level is not a value that can be defined as the sum total of individual success levels of employees. It means a level that grows fast and acquires new dimensions with acceleration resulting from shared culture, teamwork synergy, innovativeness, and merging under the aims in the organization (Saran, 2004: 191). As a motivator, performance based pricing is an important way to increase individual performance accordingly total performance of the organization. Performance based pricing which is based on the principle of making payments by differentiating to the extent employee’s contribution to production within the frame of personalization of wage policy in proportion to employees’ performances; can be regarded as a performance increasing factor that may remove efficiency and effectiveness problems resulting from standardized wage policy indexed to satisfy hierarchical needs of the organization, and formal norms in classical public administration model (Saran, 2004: 192). If performance based pricing practices which associates employees’ success and motivation with wage is based on a rationale and objective performance assessment system that has substantial numeric data and results, public organizations can fulfill expected services by means of using its manpower potential ideally. In addition to this, it will be possible to serve in a way that can keep up with developments and innovations and has suitable quality enough to meet customers’ expectations and requests, and thus it will also be possible to reach aims of the organization easier (Karakaş and Ak, 2003: 340-353). 2.4 The Essence and Scope of Performance Management Managing performance is essential for any organisation. It creates a framework that offers encouragement, support and guidance and helps to establish a performance orientated culture (Dixon, 2004:94). Performance management emphasizes agreement of objectives and development needs and the importance of self-assessment and self-development. It focuses on the evidence provided by the analysis of what individuals and their managers did or did not do as an explanation of the results achieved and gives direction to the employees through guidance from management (Medlin, 2013:49). Performance management is a shared process between managers and individuals and the teams they manage. It rejects the assumption that only managers are accountable for the performance of their teams and replaces it with the belief that responsibility is shared between managers and team members. This system is based on the principle of management by contract rather than command, although this does not exclude the need to incorporate high performance expectations in such contracts. Bezuidenhout (2006:97) also observes that performance management is based on the principle of management by agreement or participative management rather than management by command. There must be an agreement of objectives, knowledge, skill and capability (competence) requirements, performance improvement and personal development plans (Pillay and Subban, 2007:56). The objectives of performance management in the view of Fagbemi (2006:96) include: ensuring the continuous relevance of an organization’s mission; ensuring that managers have the capacity to derive goals from the mission statement; equipping managers with the capability of deriving short-term objectives/targets from the goals of the organization; using target setting, accountability, performance standards and measures to enhance employee performance; equipping managers with skills to appraise and review organizational and individual performance; using reward as incentive for high performance. The above stated objectives provide the framework of performance management. Performance management is necessary in maintaining the vitality of the organisation. Armstrong (1996:209) regards performance management as a means of getting better results from the organisation, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competence requirements. 2.5 New Public Management and Performance Management: The Nexus The past two decades have witnessed intensified debate about the role, scope and performance of the institutions and organisations within the public sector. In addition, private provision is often claimed to be more cost-efficient than public provision, although the efficiency gains are accused of being at the expense of the effectiveness. In connection with all the changes, management techniques adopted from the private sector called, ‘New Public Management’, were introduced in many public-sector organizations (Hood, 1995:107). New public management set off a new wave of performance management efforts in government. Performance measurement and management is a main component of the New Public Management movement, but it has a long history in public administration and its focus has changed over time (Bouckaert and van Dooren, 2003:98; Sundström, 2004:5). Performance measurement is often taken to be fundamental to delivery of improved services as part of NPM. Emphasis on performance management for delivery of results is undoubtedly influenced by the basic assumption of performance management which lies in its professed ability to unite the attention of institution members on a common objective and galvanize them towards the attainment of this objective. It is this supposition of harmony of vision that underpins the New Public Management faith in leadership and its favourable inclination towards managerial empowerment, as seen in performance management principles (Obong'o, 2009:67; Balogun, 2003:7). New Public Management that emerged in the 1980s came to dominate the thinking about Public Sector Reforms of 1990s. Perhaps the most central feature of these reforms has been the emphasis on improving performance and ensuring that government activities achieve desired results. NPM is a management philosophy and approach that focuses on achievement of results and outcomes rather than inputs and processes and emphasizes value for money. However, a lot still remains to be done to institutionalize NPM as the way to go in Public service delivery in Africa (Wachira, 2013:2). New public management denotes the failures and inadequacies of public sector performance over time, which is attributed to the nature and processes of public sector activity and public administration (Rauskala and Promberger, 2003:45). New public management argued for management flexibility in their judgements so that they become accountable for their performance. NPM calls for contracting out when the market fails to produce goods and services due to insufficient customers, so that enough is produced to accomplish the goals of the state (Zungura, 2014:251). The philosophy of NPM is to instil market-type discipline and a culture of performance orientation within public sector organisations with a view to minimising the cost of service quality and augment the degree of accountability through motivational strategies. Dixon (1998) describes NPM or managerialism as a ‘private sector prescription for public sector problems.’ They argue that, using ‘results-oriented’ market-type managerial approach is a universal therapy for the public sector’s ‘self-evident’ inadequate performance. It is within this spirit that performance management theory has become one of the central pillars of NPM today. 2.6 Performance Management in the Public Sector: Context and Rationale Public Sector occupies an important place both in developing and developed countries. It is a significant constituent of the service delivery mechanism, and research and development in the various economies. In most countries and especially in developing countries public sector administration is vital to the optimum performance and development of the economy (Lekorwe, 2010:3). The performance of public organizations according to Pollit and Bouckaert (2004:2) is one of the key topics in public administration research, and performance management has gradually become an integral part of modern governance arrangements. Performance of the public service is perceived in terms of its capacity for effective and efficient public service delivery to enable a wide range of actors in society to deliver the development goals and objectives of a country (Issa, 2010:2). Public sector organizations have relied on action controls (rules and procedures) to control organizations; however, the past decade has witnessed various changes in management control of public sector organizations, including a shift towards output controls (Naser; Abolhassan and Mohammad, 2013:24). It is usually difficult to measure performance improvement and productivity in the public service because the outputs are also intangible. For example, the general welfare of the community, effectiveness and efficiency and the general satisfaction of the society by services provided are not easily measured (Van der Waldt, 2004:75). The importance of performance management in the public service is echoed in Mandishona’s (2003) argument that everything being equal, an organisation’s success depends on how people are viewed and treated, and how they in turn view the organisation and behave towards it. Performance management is thus of great importance to public service. It is generally believed that performance management optimises the contribution of people to the service while at the same time meeting the individual needs of employees. The role of performance accountability in the public sector is more important than the private sector. The benefits of performance management to the public service include; clear work goals and responsibilities; greater commitment and motivation of staff at all levels; reliable method of measuring performance; focus on results; elimination of unnecessary activity; improved retention and attraction of staff; improved communications; greater managerial motivation through goal setting; more effective development of people; and can be linked with a variety of human resource systems like performance appraisal, performance related pay, training and development, transfer, promotion, demotion, etc (Public Service Commission, 1998:3). 2.7 Performance Management and Productivity in Public Service: Exploring the Links Every organization desires to be productive. In essence, high productivity is the major aim for the existence of any organization. But on the contrary, the bid to attain higher productivity has remained a wishful thinking for many public sector organizations in Africa. This was the main reason why Simon (1957:109) argued that the issue of productivity is the only reason for all the various reforms exercises that is being carried out in most public organizations so as to make them efficient. Productivity in public organization entails the attainment of predetermined goals with minimal expenditure of resources. Mali (1978:24) posited that productivity is the measure of how well resources of an organization are brought together and utilized for the accomplishment of a set of results. This means reaching the highest level of performance with the least expenditure of resources. By this therefore, it is not wrong for one to link productivity with performance management. Thus, performance management practices are linked to the productivity and performance. Performance measurement is an important tool to improve productivity and responsibility and almost all countries around the world have invested resources to implement this system. Boyle (2006:6) described productivity as a measure of the amount of output generated per unit of input. In many countries, public sector productivity has been assumed to be zero in the national accounts. The output of the government sector has been measured as of value equal to the total value of inputs. Kalliola (2003:113) also argued that the legitimacy of public services is derived from the capacity to respond to the needs of citizens in an economically efficient way. That concise statement encapsulates the emerging consensus that, while public sector productivity involves efficiency and outputs, it also involves effectiveness and outcomes (Pritchard, 2003:33; Tolentino, 2004:3). The productivity of the public sector is as important to the economic performance of a country as the productivity of the private sector. Thornhill (2006:3) identifies three main reasons why public sector productivity is important. First, the public sector is a major employer. Second, the public sector is a major provider of services in the economy, particularly business services (affecting costs of inputs) and social services (affecting labour quality). Third, the public sector is a consumer of tax resources. Thus, changes in public sector productivity can have significant implications for the economy. Public sector productivity measurement systems began by measuring efficiency – the ratio between quantity of output and quantity of input. Bouckaert (1990:6) relates the history of the public sector productivity “movements” to phases in prevailing models of public management, categorising the last century into four phases: "Government by the efficient," from 1900 to 1940, is the first phase when the important distinction between political and administrative roles were defined by Max Weber and Woodrow Wilson, and the approach to efficiency in public administration drew heavily upon the “scientific management” associated with the private sector with the work of Frederick Taylor, whose techniques set out to identify the single best way to carry out any particular function. "Government by administrators from 1940 to 1970 is the second phase and it marked a shift of focus from quality of government to control of expenditure. "Government by managers", is the third phase and this can be understood as a synthesis of the first two phases into a focus on getting "more bang for the public buck" (Bouckaert, 1990, cited in Green, 2004:11). The fourth phase, from 1980, "government by the private sector", can be seen in its turn as building on the third, not only by reinstating in modern form an idea that characterised the first (that private sector management techniques provide a model for the public sector), but also taking it a step further and actually transferring responsibility to the private sector or, failing that, restructuring the public sector in ways that stimulate public managers to operate as though they were in the private sector. The measurement of public sector productivity is clearly a challenging task. While there is a diversity of international experience to learn from, no simple solution to measuring public sector productivity has been found. In particular, the idea of deriving a single measure of productivity for the nation, a sector or an organisation is unrealistic. Any productivity measures developed need to be interpreted cautiously and combined with other information on performance to give a fuller picture (Boyle, 2006:32). 2.8 Performance Appraisal Feedback Probably the most challenging part of the performance appraisal feedback meeting is giving feedback to our employees on their performance. For performance appraisal feedback to be effective, the recipient of the feedback must accept and utilize the information. Acceptance depends on the source of the information, the nature of the message and the disposition of the recipient. 2.8.1 Performance Appraisal Feedback Methods To ensure that negative performance appraisal feedback is accepted: 1. preparing recipient for negative feedback, 2. couching negative feedback in positive terms, 3. make negative feedback very specific, and 4. reinforce negative feedback with examples. Feedback alone is not sufficient to improve performance. An extensive review of feedback and goal setting studies reveal that both are necessary to improved performance, Ten behaviors that characterize an effective developmental performance appraisal interview are: 1. Make comments specific using examples of behaviors, 2. Focus on employee behaviors, not the person, 3. Give helpful feedback, not hurtful, 4. Focus on factors that can be improved or changed, 5. Share information, don’t give advice, 6. Encourage the employee to solicit information rather than impose it upon him/he, 7. Avoid information overload. Point out only a few, most critical problems, 8. Establish specific, agreed-upon goals for improvement, and 9. Ensure communication clarity in both directions. 2.8.2 What is Performance Appraisal? Performance appraisal is a process and a means of setting goals, measuring and enhancing individual and organizational performance. An effective performance appraisal process has the following characteristics: A connection to organizational and departmental mission and goals. Clearly defined expectations of performance A focus on performance as well as professional development Ongoing process versus an annual event Consistent and timely usage and completion A focus more on future direction than past performance Involves staff member in the process 2.8.3 Performance Appraisal Feedback: Benefits of Positive & Constructive Feedback The most effective organizations work to establish a culture of development, where people at all levels are encouraged to help others develop their skills. Providing positive and constructive performance appraisal feedback is a critical component. Clarify expectations; assure the individual is on the right track Assess and discuss the relevance of goals and their measures Improve communication between individuals, particularly supervisor and employee Opportunity to learn about ourselves and how we interact with others Opportunity to develop ourselves and be the best we can be Assist in making “early corrections” No surprises later It is the manager’s role and responsibility to give feedback to others. They are responsible for managing employees’ job performance, holding them accountable for completing their assigned tasks, and coaching or counseling them to overcome barriers or improve performance.  Performance Appraisal Feedback should be given with the intention of praising positive behavior and performance, ensuring that the employee understands the expectations, or identifying areas of development. Leaders must be willing to provide both praise and constructive feedback to others, regardless of reporting lines.  All employees should be willing and able to do the same. If a peer, another employee, or even a senior leader is engaging in behaviors which are detrimental to patrons/customers, other employees, or the organization, we need to let them know the impact of their behavior. 2.8.4 Performance Appraisal Feedback should be: Individualized to fit the specific person and situation; Focused on the behavior or action you are concerned with, not on the person or their personality; Delivered in a timely fashion, as soon as possible after the positive or negative action and before the next performance. 2.8.5 Characteristics of Useful Performance Appraisal Feedback How we prepare to give performance appraisal feedback to others will vary depending on the quality and history of our relationship. Most people in management are well aware of their relationships with their employees and usually accept their responsibility to provide feedback on a regular basis. However, giving performance appraisal feedback to supervisors is another story. Some people in management may not realize the potential negative impact of their behaviors on others. When they request feedback, we may have an opportunity to offer our input. For some of us, it is extremely difficult to give constructive criticism to a person in authority. First, we must consider how this information will help them and the business. If we stay focused on what is best for the business, we may summon the courage to speak up. Many people in management appreciate such candor. In any case, careful planning is necessary. Performance appraisal feedback is most useful when it is: 1. Given with care and attention – To be useful, feedback requires the giver to feel concern for the person receiving the feedback – to want to help rather than hurt the recipient. It is important for the giver to pay careful attention to what they are doing while giving feedback.  This promotes a two-way exchange with some depth of communication. 2. Expressed directly – Good feedback is specific; it clearly describes observable behavior and specific incidents.  Making general or vague comments about an issue is of little value.  The most useful feedback is direct, open and concrete. 3. Expressed fully – Effective feedback requires more than a statement of facts.  “Feelings” reactions, if appropriate, also need to be expressed so that the recipient can judge the full impact of their behavior. 4. Uncluttered by evaluative judgments – Feedback is most helpful when it does not consist of judgments or evaluations, such as assuming the other person’s motivations or intentions.  If judgments must be included, the giver should first state clearly that these are matters of subjective evaluation and then describe the situation as they see it. 5. Well-timed – The most useful feedback is given when the recipient is receptive to it and it is sufficiently close to the particular event being discussed for it to be fresh in their mind.  Stockpiling comments over time can lead to a buildup of recriminations that reduces the effectiveness of the feedback when it is finally given. 6. Easily acted on – The most useful performance appraisal feedback deals with behavior that can be changed by the recipient.  Feedback concerning matters outside the recipient’s control is not often useful.  It is helpful to suggest alternative ways of behaving that allow the recipient to think about new ways of tackling old problems. The guidelines below are provided to help supervisors develop their own approach and style of performance appraisal feedback. Conducting the discussion is the critical step. It can have an important bearing on future relationships and will profoundly influence a supervisor’s ability to motivate future performance. The following are guidelines provided to help supervisors develop their own style and methods. 2.9 Theoretical Framework Goal Setting Theory The work employs goal setting theory to analyse performance management for improving public sector effectiveness Goal Setting Theory was proposed by Edwin Locke in the year 1968 (Obasan and Sotunde, 2011:116). The theory emphasizes the important relationship between goals and performance. The goal setting theory starts from the simple observation that setting performance goal for employees motivates them to strive towards achieving these goals. In this way, an assigned goal influences employees’ beliefs about being able to perform the task at hand and if it becomes certain that current performance is not achieving desired goals, employees will be motivated to increase effort or change their strategy (O’Neil and Drillings, 1994:94; Schultz, 2006:16). It suggests that the individual goals established by an employee play an important role in motivating him for superior performance. This is because the employees keep following their goals. If these goals are not achieved, they either improve their performance or modify the goals and make them more realistic. In case the performance improves, it will result in achievement of the performance management system aims (Salaman, John and Billsberry, 2005). The reason why goal setting typically has a positive effect on performance is that a specific high goal affects choice, effort, and persistence; that is, a specific goal or target increases a person’s focus on what is to be accomplished versus putting it off for a later date. Commitment to a specific high goal also leads to persistence until the goal is attained. Goal setting theory was developed inductively from the results of empirical studies conducted in laboratory and field settings on individuals and teams. The theory as observed by Latham, Borgogni and Petitta (2008:392) states that: A specific high goal leads to higher performance than an easy goal; a general goal such as ‘‘make children healthy’’ or an exhortation to ‘‘do one’s best,’’ or no goal setting. Given ability as well as commitment, the higher the goal, the higher a person’s performance. Variables such as participation in decision making, feedback, including praise, competition, and monetary incentives only affect a person’s behaviour to the extent that they lead to the setting of and commitment to a specific high goal. A key ingredient for effectively coaching employees is the prudent use of goal setting. The prime axiom of goal setting theory is that specific, difficult goals lead to higher performance than when people strive to simply “do their best” (Locke, 1966:64, Locke & Latham, 1990). Goal setting theory states that situational factors are a moderator for the effect of a goal on performance. The level of government where goals are set may also be a variable that limits or enhances the relationship between goal setting and an employee’s performance. Regardless of the level of government, goal setting has a role to play in the practice of public sector management and administrative reform. The problem of intentionally setting vague performance outcome goals for employees at the national level may be overcome by setting specific high behavioural goals. Setting specific challenging learning goals would also appear to be applicable at any level of government where employees lack the knowledge of how to attain a given outcome (Latham; Borgogni and Petitta, 2008:399). The two unique characteristics of the goal-setting theory that make it more effective than any other theory of motivation to date are its strong empirical basis, and its continuous process of development. It is therefore a useful tool in analyzing performance management and productivity in African public services. CHAPTER THREE HISTORICAL BACKGROUND OF THE STUDY 3.1 Bayero University Kano  The Bayero University Kano (BUK) is a university situated in Kano, Kano State, Nigeria. It was founded in 1975, when it was renamed from Bayero University College and upgraded from University College to University. It is the first university in Kano State, North-western Nigeria. 3.2 History of Bayero University Kano  Bayero University initially was Ahmadu Bello College. The college was named after the Premier of Northern Nigeria, Ahmadu Bello. It was founded in January 1960 by the Northern Nigeria Ministry of Education headed by Isa Kaita to prepare senior secondary certificate holders for General Certificate of Education (G.C.E.) and A-level in Arabic, Hausa, Islamic History, Islamic studies and English Literature. Upon the establishment of Ahmadu Bello University in Zaria, Kaduna State, Ahmadu Bello College was renamed to Abdullahi Bayero College, after Abdullahi Bayero, Emir of Kano and soon thereafter it became a faculty of the new university. Initially located on the grounds of the School of Arabic Studies near the palace of the Emir, the college moved to a location at the old Kano Airport Hotel, where it remained until March 1968, when it moved to Western Kano to make way for a military hospital (the Nigerian Civil War having started the previous year). The first students began their studies in February 1964, and they graduated in July 1966. In 1975, the college became a university college, and was renamed Bayero University College, with Mahmud Tukur as principal. In 1977, it was given university status as Bayero University, with Tukur as vice-chancellor. In 1980, the university ceased functioning as a faculty of Ahmadu Bello University in Zaria. 3.3 Academic Sections of Bayero University Kano  The academic sections in Bayero University consist of colleges, faculties, centres, institutes and schools. The two colleges in the university are: College of Health Science The college of Health Sciences is made up of the following faculties: Faculty of Allied Health Sciences, Faculty of Basic Medical Sciences, Faculty of Clinical Sciences and Faculty of Dentistry. Colleges of Natural and Pharmaceutical Sciences. The College of Natural and Pharmaceutical Sciences is made up of the following faculties: Faculty of Life Sciences, Faculty of Pharmaceutical Sciences and Faculty of Physical Sciences. The remaining faculties in Bayero University are: Arts and Islamic Studies Agricultural Sciences Computer Science and Information Technology Communication Engineering Earth and Environmental Sciences Education Law Management Sciences Social Sciences Veterinary Medicine The research centres include: Centre for Advanced Medical Research, Centre for Infectious Diseases, African Centre for Excellence in Population Health and Policy, Centre for Gender Studies, Centre for Islamic Civilisation and Inter-faith Dialogue, Centre for Dryland Agriculture, Centre for Biotechnology Research, Centre for Renewable Energy and Centre for Research in Nigerian Languages, Translation and Folklore Centre for Information Technology, among others. The university also houses the International Institute of Islamic Banking and Finance (IIIBF), the only one of its kind in the country. The main campus of the university is located approximately 12.8 kilometers (roughly 8 miles) from the city along the Kano-Gwarzo Road i.e. along Janguza road. There is another site (Old Campus) at BUK Road. 3.4 Library of Bayero University Kano  The university Library was established in 1964 in order to support the university in achieving its goals of teaching, learning and research. The library acquires, processes, preserves, organises and disseminates information resources in printed and electronic format. It is a modern Library with modern technology that enables easy access to information resources by staff and students. The Library strives to meet the information need of both staff, students and researchers by designing selective dissemination of information in forms of alerts services. It also subscribes to electronics databases of international standards which give s users access to information resources irrespective of location, time and place. 3.5 List of Leaders of Bayero University Kano  Bayero University Kano campus Bayero University Kano campus New site gate. SAS Principal (and director of college section) 1. Aliyu Abubakar Dr. Aliyu Abubakar was born in Nafada in the present Gombe State in the year 1909. He attended University of London where he studied a bachelor of art degree in English language. After serving as a principal at the school of Arabic studies Kano, he also served as the first commissioner of Education in Bauchi State after its creation in 1976. He died in November 1987. Provost of Abdullahi Bayero College 1. Abdalla Eltayeb -. Hamidu Alkali (September 1966 – November 1969) 3. Shehu Galadanci -) Principal of Bayero University College 1. Mahmud Tukur (September 1975 – 1977) Vice chancellor 1. Mahmud Tukur (1975 – October 1977) 2. J. O. C. Ezeilo -. Ibrahim H. Umar -. Dandatti Abdulkadir -. M. Sani Zakraddeen -. Bello Bako Dambatta -. Musa Abdullahi (August 1999 – 2004) 8. Attahiru Muhammad Jega (September 2004 – 2010) 9. Abubakar Adamu Rasheed (June 2010 – 17 August 2015) 10. Muhammad Yahuza Bello (Tuesday 18 August 2015 – 17 August 2020 ) 11. Sagir Adamu Abbas ( 17 August 2020 – Present ) People Bayero University Kano libraryBayero University Kano library Notable Alumni Ahmed Adamu petroleum economist and lecturer Mansur Dan Ali, Minister of Defence Mohammed Mabdul, Nigerian diplomat and former ambassador to Algeria. Zaynab Alkali, author Zuwaira Gambo commissioner of women affairs' and poverty development, Borno state Abba Gumel, Professor of Mathematics, Arizona State University Mukhtar Shehu Idris, politician, Governor-elect of Zamfara State Farooq Kperogi, author, columnist, journalism professor at Kennesaw State University Farouk Lawan, politician Saleh Mamman, Nigerian minister of power Moses Ochonu, historian, author Rabia Salihu Sa'id, physicist Ibrahim Sheme, novelist, journalist, publisher Yushau Shuaib, author Jamilah Tangaza, journalist, former head of BBC Hausa Ahmad Sani Yerima, former governor, Zamfara State Jumai Bello, managing director Bauchi Radio Corporation Notable Faculty Abdalla Uba Adamu Stewart Brown Abdul Haleem Chishti Reginald Cline-Cole Bello Bako Dambatta Hafsat Ganduje Abdulrazak Gurnah, Nobel Prize in Literature 2021 Mukhtar Atiku Kurawa Holders of honorary degrees Yayale Ahmed Abdullahi Bayero Theophilus Danjuma Muammar Gaddafi Nelson Mandela Murtala Mohammed Yusuf Maitama Sule Affiliated colleges Sa'adatu Rimi College of Education Jigawa State College of Education Bayero University Kano Admission Updates CHAPTER FOUR DATA PRESENTATION, INTERPRETATIONS AND ANALYSIS 4.0 Introduction This chapter presents the analysis, findings and discussion. The findings are presented in percentages and frequency distributions. The analysis of the findings followed a systematic approach of providing answers to each of the research questions. 4.1 Data Interpretation TABLE 4.1.1: Demographic Characteristics of Respondents based on Sex Sex Frequency (%) Distribution MALE 65 65.4 FEMALE 35 34.6 TOTAL 100 100 Source: Field survey (2023) The above table established that there exists the slight dominance of the male sex to the female. This may probably be accounted for by the nature of the job i.e. work of the person, which is well known to be so demanding in terms of time and energy. 34 TABLE 4.1.2: Demographic Characteristics of Respondents based on Age Age (Years) Frequency (%) Distribution Below 20 29 28.6 21 – 30 35 34.6 31 – 40 19 19.2 41 – 50 3 3.3 51 & above 14 14.3 TOTAL 100 100 Source: Field survey (2023) From the above table, it can be observed that respondents who fall in the age group of below 20 years were 52 in number (representing 28.6% of the respondents), those that fall in the age group of 21 – 30 years amounted to 63 (representing 34.6% of the respondents), those that fall between ages 31 – 40 years amounted to 35 (representing 19.2% of the respondents), those that fall between 41 – 50 years amounted to 6 (representing 3.3% of the respondents), while those about 51 years and above amounted to 26 (representing 14.3% of the respondents). In the above table, it can be deduced that the higher number of respondents fall between 20 -30. This implies that most of the staffs are young and experienced persons as the majority. TABLE 4.1.3: Demographic Characteristics of Respondents based on Marital Status Marital Status Frequency (%) Distribution Single 40 40.1 Married 38 37.9 Divorced 12 12.1 Widowed 10 9.9 TOTAL 100 100 Source: Field survey (2023) The table revealed that 40.1% of the respondents are single, 37.9% are married, 12.1% are divorced while 9.9% are widowed and divorced respectively. This means that majority of the respondents are single. TABLE 4.1.4: Demographic Characteristics of Respondents based on Educational Qualification Educational Qualification Frequency (%) Distribution WASC 8 8.0 N.C.E./OND 19 23.0 B.Sc./B.A./HND 46 46.0 M.Sc./M.A./MBA 23 23.0 Ph.D 4 4.0 TOTAL 100 100 Source: Field survey (2023) The table above showed that 8.0% has only WASC, 19% has only N.C.E and OND, 46.0% was educated up to their first degree, 23.0% has their second degree and 4% has doctorate degree TABLE 4.1.5: Demographic Characteristics of Respondents based on Length of Service Length of Service Frequency (%) Distribution 1 – 5 years 58 58.2 6 – 10 years 29 29.1 21 – 25 years 7 7.1 30 years & above 6 5.5 TOTAL 100 100 Source: Field survey (2023) The above table described the percentage of the respondents who must have spent various amount of time (in yrs) with the organization. 58.2% of the respondents might be regarded as relatively new in the various sectors which falls in 1 – 5 years. However, 29.1 % are those that have spent between 6 – 10 years, 7.1 % of the workers have spent 21 -25 years while 5.5% of them are 30 years and above in service. TABLE 4.1.6: Demographic Characteristics of Respondents based on Staff Category Staff Category Frequency (%) Distribution Junior Staff 50 49.5 Senior Staff 29 28.6 Middle Management 4 4.4 Management Level 18 17.5 TOTAL 100 100 Source: Field survey (2023) Based on the above table, both the senior and junior staffs respond more to the questionnaire. For instance, Junior staff represented above is 49.5% while Senior staff is 28.6% SECTION B Table 4.1.7: Respondents response on performance appraisal as a major tool in Bayero University Kano. Level Frequency (%) Distribution Strongly agreed 54 54.4 Agreed 46 45.6 Disagree 0 - TOTAL 100 100 Source: Field survey (2023) The analysis of Table 4.1.7 showed that 54.4% of the respondents strongly agreed that performance appraisal is a major tool in Bayero University Kano except 45.6% that are agreed. Table 4.1.8: Assessment of the impact of financial constraints on staff performance. Level Frequency (%) Distribution Strongly agreed 46 45.6 Agreed 46 46.2 Disagree 8 8.2 TOTAL 100 100 Source: Field survey (2023) From the table above, 45.6% strongly agreed to the assessment of the impact of financial constraints on staff performance, 46.2% simply agreed while 8.2% disagree. Table 4.1.9: Assessment of the relationship between performance appraisal and organizational performance Level Frequency (%) Distribution Strongly agreed 44 44 Agreed 38 38.4 Disagree 18 17.6 TOTAL 100 100 Source: Field survey (2023) Again in the Table 4.1.9 44% strongly agreed that performance appraisal can influence staff positively towards organizational performance, 38.4% simply agreed, while 17.6% disagree that motivation cannot influence staff positively. Table 4.1.10: Assessment of the performance appraisal and job effectiveness. Level Frequency (%) Distribution Strongly agreed 51 50.5 Agreed 45 45.1 Disagree 4 4.4 TOTAL 100 100 Source: Field survey (2023) The Table revealed that 50.5% of the respondents strongly agreed that job effectiveness and resources are some of the contributions made by performance appraisal towards the development of human resources, 45.1% agreed, while 4.4 disagreed. Table 4.1.11: Assessment of management provision of adequate fund necessary for the purpose of performance appraisal. Level Frequency (%) Distribution Strongly agreed 26 25.8 Agreed 67 66.5 Disagree 3 3.3 Strongly disagree 4 4.4 TOTAL 100 100 Source: Field survey (2023) The above Table 4.1.11 confirmed that 25.8% strongly agreed to the provision of adequate fund necessary for the purpose of performance appraisal, 66.5% agreed, 3.3% disagreed while 4.4% strongly disagreed. Table 4.1.12: Assessment of management capabilities, leadership qualities and effective management of funds Level Frequency (%) Distribution Strongly agreed 59 58.8 Agreed 37 36.8 Disagree 4 4.4 TOTAL 100 100 Source: Field survey (2023) This Table indicated that 58.8% of the respondents strongly agreed that poor leadership and mismanagement of funds are some of the administrative deficiencies that hinder performance appraisal and productivity development programmes in an organization, 36.8% agreed to the statement while 4.4% of the respondents disagreed. Table 4.1.13: Impact assessment of equal and fair performance appraisal among staff in the Bayero University Kano. Level Frequency (%) Distribution Strongly agreed 38 37.9 Agreed 53 53.3 Disagree 9 8.8 TOTAL 100 100 Source: Field survey (2023) The Table above established that 37.9% of the respondents strongly agreed to the impact assessment of equal and fair performance appraisal and enrichment progress among staff in the Bayero University Kano, 53.3% agreed to the statement while 8.8% of the respondents disagreed. Table 4.1.14: Assessment of performance appraisal and the staff performance of Bayero University Kano Level Frequency (%) Distribution Strongly agreed 25 24.7 Agreed 39 38.5 Disagree 32 31.9 Strongly disagree 5 4.9 TOTAL 100 100 Source: Field survey (2023) As indicated above, the Table 4.1.14 confirmed that 24.7% of the respondents strongly agreed that waivers in laid down rules tend to fuel corrupt practices, 38.5% agreed, 31.9% of the respondents disagreed, while the rest strongly disagreed. SECTION C Table 4.1.15: Respondents response to type of performance appraisal for staff in Bayero University Kano Level Frequency (%) Distribution On-the-job-training 40 40.1 Seminars 36 36.3 Simulations 8 7.7 Conferences 13 12.6 Induction 3 3.3 TOTAL 100 100 Source: Field survey (2023) The Table 4.1.15 showed 40.1% of the respondents said on-the-job-training is the answer to what form/type of performance appraisal and training programme do the management recommend for its employee, 36.3% said seminar, 7.7% said simulations, and 12.6% said conferences while 3.3% of the respondents said induction. Table 4.1.16: Assessment of the performance appraisal programme review (As at when due) in Bayero University Kano. Level Frequency (%) Distribution Yes 60 60.4 No 40 39.6 TOTAL 100 100 Source: Field survey (2023) Similarly, Table 4.1.16 described performance appraisal programme review wherein 60.4% of the respondents answered yes to the question being given in this analysis while 39.6% said no Table 4.1.17: Assessment of regular performance appraisal and development programme by Bayero University Kano staff. Level Frequency (%) Distribution Yes 76 76.4 No 24 23.6 TOTAL 100 100 Source: Field survey (2023) The above Table explained respondent’s response to regular performance appraisal and development programme attended by Bayero University Kano staff. The table revealed that 76.4% of the respondents answered yes to the question being given while 23.6% said no Table 4.1.18: Relationship between performance appraisal and organizational performance. Level Frequency (%) Distribution Yes 48 48.4 No 52 51.6 TOTAL 100 100 Source: Field survey (2023) In this table, 48.4% of the respondents answered yes that performance appraisal and productivity training programme attended influenced the organizational performance and staff perspective while 51.6% said no. Table 4.1.19: Respondents assessments of benefits derived from performance appraisal and training programme. Level Frequency (%) Distribution Organizational leadership sustain 20 20.3 Increased organizational performance 17 16.5 Staff efficiency 29 29.1 Rapid efficiency 12 11.5 Low labour turnout 3 3.3 Quality, quick and efficient services 19 19.2 Total 100 100 Source: Field survey (2023) Table 4.1.19 above revealed the most of the responses 29.1% of the respondents said that performance appraisal is the answer to the question that what benefits you think the organization has derived from performance appraisal and training programme sponsored and it is the highest response to the question. Table 4.1.20: Assessment of the relationship between performance appraisal and staff performance. Level Frequency (%) Distribution Yes 80 79.7 No 20 20.3 TOTAL 100 100 Source: Field survey (2023) Similarly, the above Table 4.1.20 further described the relationship between performance appraisal and staff performance. The table confirmed that 79.7% of the respondents agreed that they are satisfied with their job and their exposure to manpower development and training enhance their performance while 20.3% objected to the claim. Table 4.1.21: Respondents response to social welfare indicators and management performance painting. Level Frequency (%) Distribution Good working condition 19 18.7 Better salaries or wages 28 28.0 Opportunity for promotion 13 13.2 Job recognition and achievement 13 13.2 None of the above 17 16.5 All of the above 10 10.4 Total 100 100 Source: Field survey (2023) The Table 4.1.21 described the social welfare indicators and management performance painting. The table affirmed that 28.0% of the respondents said better salaries or wages was the opinion, which of these elements is lacking in your organization and it is the highest response being received. Table 4.1.22: Assessment of the benefits of performance appraisal and its impact on performance in Bayero University Kano. Level Frequency (%) Distribution Yes 55 54.9 No 45 45.1 TOTAL 100 100 Source: Field survey (2023) From the above Table 4.1.22, the assessment of the performance appraisal and its impact on performance in Bayero University Kano indicates that 54.9% of the respondents answered yes claim while 45.1% objected to the assertion. Table 4.1.23: Assessment of performance appraisal and development on productivity Level Frequency (%) Distribution Yes 71 71.4 No 29 28.6 TOTAL 100 100 Source: Field survey (2023) The above table described assessment of performance appraisal and development on productivity where 71.4% of the respondents answered yes to the claim while 28.6% disagreed. 4.3 Discussion of Findings The data presented provides valuable insights into the perceptions and experiences of staff regarding performance appraisal in Bayero University Kano (BUK). The findings are consistent with existing research on performance appraisal, which suggests that it can be an effective tool for improving organizational performance when implemented effectively (Andrews, 2019; Boyne & Hood, 2006; Klijn, 2018). The demographic characteristics of the respondents provide a context for understanding the findings. The majority of the respondents were male (65.4%), reflecting the overall gender distribution of the university workforce. In terms of age, the majority of respondents fell between the ages of 21 and 30 (34.6%), followed by those between the ages of 31 and 40 (19.2%). This suggests that the university's workforce is relatively young and experienced. The findings indicate that a majority of respondents (54.4%) strongly agree that performance appraisal is a major tool in BUK. This suggests that performance appraisal is valued and seen as an important part of the university's management system. However, a significant minority of respondents (45.6%) agreed or disagreed with the statement. This suggests that there is some variation in perceptions of the importance and effectiveness of performance appraisal. The findings suggest that performance appraisal can have a positive impact on staff performance. A majority of respondents (54.4%) strongly agreed or agreed that performance appraisal can influence staff positively towards organizational performance. This is consistent with research that has found that performance appraisal can lead to improved employee motivation, increased productivity, and reduced turnover (Andrews, 2019; Boyne & Hood, 2006; Klijn, 2018). The findings also identify some challenges to effective performance appraisal in BUK. A majority of respondents (45.6%) strongly agreed or agreed that financial constraints can impact staff performance. This suggests that resource limitations may be hindering the university's ability to implement performance appraisal effectively. CHAPTER FIVE SUMMARY, CONCLUSION AND RECOMMENDATIONS 5.1 Summary of Findings The following are the major findings of the study; The need for performance appraisal include inculcating the skills and knowledge requires in new staff, upgrading the skills and knowledge of old employees, meeting the challenges of technological innovation acquiring the skills required in the competitive market and enhancing human resources management resourcefulness. The performance appraisal strategies include on the job training, off-the job training, seminars and workshops and conferences as well as simulations and induction. Performance appraisal also ensures sustainability and growth through efficiency in provision of services, improved competitiveness and effective members-relations management. Effective performance appraisal enhances productivity and ensures sustainability and growth through acquisition of skills. It also impacts positively on Bayero University Kano sustainability and growth. The constraints to effective performance appraisal included inability to identify and determine training and development needs, poor assessment of training and development needs, use of incompetent trainers, inadequate training facilities and management commitment, irregular training and development programmes, ineffective system of evaluating training and development programmes and ineffective system of reward for motivating successful trainees. The study on performance appraisal in Bayero University Kano (BUK) revealed that performance appraisal is perceived as a valuable tool for enhancing staff performance and organizational outcomes. However, the effectiveness of performance appraisal is hindered by resource constraints, poor leadership, and mismanagement of funds. 5.2 Conclusion Performance appraisal plays a crucial role in Bayero University Kano's (BUK) management system, as evidenced by the findings of this study. The majority of respondents recognize its importance and value. However, there is a notable variation in perceptions regarding its effectiveness. While some respondents perceive performance appraisal as a powerful tool for improving staff performance, others express concerns about its implementation and impact. The study's findings suggest that performance appraisal can positively influence staff performance. A significant portion of respondents acknowledged the potential of performance appraisal to motivate staff and enhance organizational performance. This aligns with existing research that highlights the positive impact of effective performance appraisal on employee motivation, productivity, and retention. However, the study also identifies challenges to effective performance appraisal implementation in BUK. Resource constraints, poor leadership, and mismanagement of funds emerged as key factors hindering the successful implementation of performance appraisal. These challenges can compromise the effectiveness of performance appraisal and hinder its potential to drive positive organizational outcomes. 5.3 Recommendations Based on the findings, the following recommendations are made for improving performance appraisal in BUK: 1. The university should allocate more resources to performance appraisal, such as funding for training and development opportunities for staff. 2. 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