Empirical Study on the Impact of Performance Appraisal on Employee Performance in Kebbi State Ministry of Health

Abstract

In virtually every organization, the workforce stands as the most critical asset, far outweighing the importance of physical resources. Gauging employee effectiveness is a cornerstone of human resource management. This practice, termed performance appraisal, entails the periodic review of staff behaviors, accomplishments, and contributions to the organization. Its core purpose is to highlight areas for growth and guide choices about promotions and professional development, ultimately enhancing overall productivity. Undoubtedly, an organization’s achievements rest on its employees’ output, underscoring the need for consistent and well-executed appraisals to elevate performance, curb dissatisfaction, and prevent dips in work quality. Against this backdrop, this research examined how performance appraisals affect employee output at the Kebbi State Ministry of Health, zeroing in on three dimensions: task execution, adaptability, and contextual efforts. Using a sample of 333 participants, it adopted a quantitative survey approach, analyzing data with multiple regression. Findings revealed that performance appraisal had a statistically significant positive effect on task performance (β = 0.258, p = 0.000, R² = 0.152), while the effects on adaptive (β = -0.001, p = 0.993) and contextual performance (β = -0.103, p = 0.117) were non- significant. The study is underpinned by equity and expectancy theories, highlighting fairness and motivation in appraisal systems. The findings suggest that while appraisals can enhance task performance, additional strategies such as fostering motivation or workplace spirituality, are needed to improve adaptability and contextual behaviors, given their weak association with appraisals.