Employee performance appraisal, rewards & recognitions – a case study of Barclays Bank of Ghana Limited

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Few issues in management stir up more controversy than performance appraisal. There are many reputable sources - researchers, management commentators, and psychometricians - who have expressed doubts about the validity and reliability of the performance appraisal process. Some have even suggested that the process is so inherently flawed such that it may be impossible to perfect it. Performance appraisal - whatever its practical flaws - is the only process available to help achieve fair, decent and consistent reward outcomes. An attempt was made to find out what employees feel about the whole process of Performance Appraisal (as part of Performance Development [PD]) and how it is practiced as well as how it is linked to rewards and recognitions in Barclays Bank of Ghana. Questionnaires were administered to the Retail Function employees only, using a combination of techniques; simple random sampling, purposive sampling and quota sampling. Secondary data on PD were reviewed and Management of the Bank was contacted through the Human Resource Department to show how the PD system should work and how it feels about employee satisfaction as far as PD is concerned. Data was analyzed using qualitative and quantitative techniques as appropriate. From results obtained, employees made it clear that line managers do not always carry out the face to face appraisals or reviews and feed backs not given after such sessions. They were with the views that, instead of making the PD process a developmental tool to enhance performance, it has been turned into a discriminatory, punitive and/ or judgmental process, where cronyism and biased considerations dominate rather than objectivity. While Management of the Bank rated the PD process as very effective, employees think otherwise and stated among other things that they are rather demoralized and demotivated by the way appraisals are carried out and fed into the PD process for rewards and recognitions. Staff are not satisfied while Management insists there is everything in place to make them satisfied. These show the break in communication as far as Performance Development is concerned, between Management of the Bank and employees. It was then recommended that monitoring measures be put in place to ensure that the right things are done and line managers carry out the face to face review discussions and provide feedback to team mates as well as ensure team work by making all staff aware of the performance improvement measures available to poor or low performers. These among others would go a long way to help in the achievement of organizational goal, of becoming the best retail and commercial bank in the industry in Ghana.
A Thesis submitted to the Institute of Distance Learning, Kwame Nkrumah University of Science and Technology-Kumasi, in partial fulfillment of the requirements for the degree of Commonwealth Executive Master of Business Administration.