CHAPTER ONE
INTRODUCTION
1.0
Background of study
Management writers have written on the outcome of employee performance and its usefulness to
business organization and so performance appraisal as an important personnel management
function.
Personnel management is concerned with the systematic requirement of a competent working force
whose human resources are effectively used through the control of occupational environment in a
manner that develop employee's potential and enable them to contribute their services to the
organization of which thy are integral part.
Thus, it is necessary that the performance of the employees are monitored, evaluated and control
within the organization so that they can contribute their best to the attainment of the organization
objectives as well as developing themselves.
Performance appraisal is defined as the process of reviewing individual's performance and
progress in a job assessing his potential for future promotion. It is a systematic method of
obtaining, analyzing and recording information about a person that is needed for the followings:
1.
for better running of the business.
2:
To help the manager improve the jobholder's performance and plan his career.
3.
To assist the job holders to evaluate his own performance and develop himself.
The usefulness of performance appraisal outcome includes promotion of employees, transfer,
demotion and placement of employee on the job in which they are best suited. They study, as a
whole tends to link employee development to their performance and establish the fact that there is
a correlation between the two.
1:1
Historical Background Of Mtn Nigeria Plc
MTN Group Limited, formerly M-Cell is a South African multinational mobile telecommunications company, operating in many African, European and Asian countries. Its head
office is in Johannesburg. As of 30 June 2016, MTN recorded 232.6 million subscribers, making
it the eighth largest mobile network operator in the world, and the largest in Africa. Active in
over 20 countries, one-third of company revenue come from Nigeria, where it holds about 35%
market share.
On May 16, 2001, MTN became the first GSM network to make a call following the globally
lauded Nigerian GSM auction conducted by the Nigerian Communications Commission earlier
in the year. Thereafter the company launched full commercial operations beginning with Lagos,
Abuja and Port Harcourt. MTN paid $285m for one of four GSM licenses in Nigeria in January
2001. To date, in excess of US$1.8 billion has been invested building mobile
telecommunications infrastructure in Nigeria.
Since launch in August 2001, MTN has steadily deployed its services across Nigeria. It now
provides services in 223 cities and towns, more than 10,000 villages and communities and a
growing number of highways across the country, spanning the 36 states of the Nigeria and the
Federal Capital Territory, Abuja. Many of these villages and communities are being connected to
the world of telecommunications for the first time ever.
The company's digital microwave transmission backbone, the 3,400 Kilometre Y'elloBahn was
commissioned by President Olusegun Obasanjo in January 2003 and is reputed to be the most
extensive digital microwave transmission infrastructure in all of Africa. The Y'elloBahn has
significantly helped to enhance call quality on MTN network.
The company subsists on the core brand values of leadership, relationship, integrity, innovation
and can-do. It prides itself on its ability to make the impossible possible, connecting people with
friends, family and opportunities.
MTN Nigeria also recently expanded its network capacity to include a new numbering range
with the prefix 0806, making MTN the first GSM network in Nigeria to have adopted an
additional numbering system, having exhausted its initial subscriber numbering range - 0803.
In its resolve to enhance quality customer service, MTN Nigeria has also introduced a self-help
toll-free 181 customer-care line through which subscribers can resolve their frequently asked
questions free of charge.
1:2
Statement of the Problem
There has constantly been the issue of the relationship between performance and appraising such
performance objectively. Some employees have seen appraisal as just a mere routine practice that
has no relevance to their promotion, placement jobs and planning for their training needs thus
having little impact on their development process unlike in Mtn Nigeria Plc where for instance
automation is carried out on appraisal system, their customer service is as such that it is timed.
A central problem of appraisal is subjectively on the part of those that conduct the appraisal. Other
problems this study and ways of solving them are: 1.
Errors of appraisal: - type and means of solving them to make appraisal programme valid.
2.
Inappropriate use of appraisal methods.
3.
Failure of the organization in using standardized appraisal system as a basis for employee
promotion, training and placement. When this occur. It could be seen that the whole
appraisal programme is a waste of effort and to make it meaningful and worthwhile the
study will highlight the benefits of the use of appraisal system and it will also attempt to
identify the way operational problem with a view to providing appropriate solutions.
1.3
Objectives of the Study
Essentially, the study has its central aim of examining the level of performance appraisal in MTN
Nigeria business and its contribution to the employee development. Other objectives of the study
are: 1.
To examine the performance appraisal programme of Mtn Nigeria plc
2.
To examine the extent at which the appraisal result will meet the aspiration of Mtn Nigeria
Plc.
1.4
Research Questions
As pointed above, the objectives of this study is to find out the relevance of performance
appraisal in Mtn Nigeria's productivity. In doing this, the questions to be asked are
l.
Of what uses is performance appraisal outcome to Mtn Nigeria.
2.
Does employees of Mtn Nigeria actually need performance appraisal?
3.
Does Mtn Nigeria organization use the result of the appraisal programme for the
development of the employee by using it to plan for their training, placement of the job and
promoting then?
4.
Does the Mtn management believe in performance appraisal system?
1.5
Research Hypotheses
Hypotheses I
Ho:
There is no significant relationship between performance appraisal outcome and
employee's productivity.
Hypothesis II
Ho:
There is no significant relationship between performance appraisal outcome attainments of
corporate goal.
Hypothesis III
Ho:
There is no significant relationship between' performance appraisal outcome and
enhancement of productivity of the employees in an organization.
1.6
Significance of the Study
The significance of the study will -be in two folds:
Firstly, the study will provide a good base for general knowledge of the concept, as past work on
the subject matter will be reviled. More also, it will be useful empirically practical use of
performance appraisal in business organization. All problems associate with the use of the
programmed will be ex-rayed and necessary solutions provided.
Lastly, the study will be useful to organizations in that the recommendation from the finding of
this research can be used as a means of improving the efficiency of employees in the organization.
And lastly, the findings can be used in designing and effective appraisal system.
1.7
Scope and Limitation of the Study
The scope of this research is to examine the impact of performance appraisal outcome on
employee's productivity in MTN Nigeria from 2010 to 2018.
Also, this research faces a lot of problems among this are the problem of time factor which is
grossly, money to execute this research work on the schedule problem of getting necessary on for
the respondents and above all, the uncooperative attitude of the workers of the MTN Nigeria in
attending to my request.
1.8
Definition of Terms
Some of the terms used in this study are defined as follows:
Appraisal: It is the evaluation of individuals with respect to their performances on the job.
Performance: It is defined from two perspectives:
-
It is the result that people get on the job.
-
It is whatever they do that affect results.
Productivity: Refer to being productive or level of production of goods, it is also regarded as an
output.
Employee: Workers in an organization who performs specified functions as given or directed.
Development: It aims at adding to the skills of employees, improving their general knowledge
and altering their attitudes.
Demotion: A shift to a lower position in the hierarchy.
Placement: Assigning employees to their different jobs that they are best suited.
Promotion: A shift to higher position in the hierarchy, usually with added salary, statues and
authority.
Recruitment: This is the process of attracting or hiring candidates among the qualified ones.
CHAPTER TWO
2.0
LITERATURE REVIEW
The importance of human resources to any organization either public or private has long been
identified. Organization objectives such as profit maximization, share of market and social
responsibilities cannot be fulfilled without human beings who coordinates the activities of the
organization using other factors of production, the realization of the value of human capital to any
organization as led to a proposal by experts that people should be classified as “assets” and to be
so recorded in accounting record, investment in human capital is worthy and necessary expenditure
if an organization is to discharge its legal statutory and social responsibilities to its owner, its
public and society at large (data 1991).
For this chapter we shall be considering the various forms of literature review such as the
Empirical, Conceptual and Theoretical form of literature review.
KOONTZ (1971) that, although we have long been aware of the importance of proper working in
an organization for effective and operations of business, government and other enterprises, we
have not had until very recently an accurate way of knowing whether workers really adequate for
their jobs. Traditional appraisal of workers on the elusive standard of personal traits on work
qualities has been both in effective and illusory.
KOONTZ goes further to highlight the need for appraisal programme, this saying disillusion by
the subjectivity of traits and work qualities and intelligent parishioners have understand looking at
what the purpose of organized activities is and the basic task of a worker in acting as an appraise
work against the standard of the mentioned criteria of performance, that is settings and
achievement of objectives.
In its own contribute, Cole (2001) defines performance appraisal as a record of an employee’s job
performance usually completed following an annual interview with his superior.
Armstrong (1981) defines performance appraisal as the process of reviewing an individual’s
performance and progress in a job and accessing its potential for future promotion. It is a
systematic method of obtaining, analyzing and recording information about a person that is needed
for the following.

For the better running of the business

By the manager to help him improve the jobholder’s performance and plan his career.

By the jobholder to evaluate his own performance and develop himself.
Randel, et al. (1994) defines performance appraisal as any procedure which helps the
collection, checking, sharing, giving, and using of information collected from and about people
at work.
Essentially, performance appraisal involves three main activities namely:
(i)
Assessing an employee’s performance.
(ii)
Keeping of results derived from the assessments.
(iii)
Taking of actions base on the result of the assessments to improve the performance
of such employee.
NOVIT (1979) defines appraisal as the systematic evaluation of the individual with respect for
their merit and ability on jobs.
Wumbillah (1987) postulate that appraisal can be categorized into both formal and informal
appraisal does not make use of any know standard in rating the performance of employee. An
example is when people say “This textbook is good” or “this student is good”. Furthermore,
informal appraisal particularly as applied to workers is often an accurate because credit given to
the worker may be undeserved. For example a lazy but clever worker may suddenly burst into
vigorous activities whenever the assessors are around so as to earn their commendation but will
relapse into activity when assessor leave. Formal appraisal on the other hand makes use of define
standard measurement, which may be based, on result or on specified trait. Thus, formal appraisal
is classified into quantitative (result oriented) and qualitative (trait oriented).
Trait oriented theorist make attempt to assess how much personal qualities, which are important
job performance are present in and exhibited by the employees. Such traits include leadership,
qualities and attitude towards other courage and cooperative mess. Although the above factors are
not easily qualifiable, the rater may indeed assess how much of each employer has in qualitative
terms using numerals alphabets.
Maxwell (2001) argues that sometimes referred to as the quantitative approach to merit rating.
Here, the assessor attempts to rate employees performance as regards qualifiedly aspect of his
work. It is noted that majority of employees performance rating system combine both result and
trait rating system.
Thayer (1981) note that the logic of performance appraisal system requires that the superiors know
or can know what their subordinates do and should do. This problem can explored at two
reasonably district levels, one relates to the practical day-to-day world of administration, the other
to the deeper well spring of modern scientific knowledge. To this assertion.
Thomson (2002) notes that modern managers cannot possibly comprehend the folds of specialized
knowledge which their subordinate drawn upon, with the result that employee boss relationship
have become curiously distorted and unstable.
Drucker (1974) submits in a more direct way that they are being paid for enabling people to do the
worker for which those people are been paid. One has to assume that the individual human being
as worker knows better than anyone else what make him or her more productive and what is helpful
and unhelpful. The person who does the job is likely to know more about it than the person who
supervises or to know different thing about it. This is particularly important for people who are
putting knowledge and still to work, by definition the skilled worker must know more about his or
her job than anyone else in the place, otherwise he or she is not adequately knowledgeable or
adequately skilled.
Appleby (1981) identifies the following reasons for appraising employee’s performance. These
are

To reduce element of favoritism.

To help staff improve their present job performance and indicate possible career
development.

To create a more effective organization where staffs know what they are doing and reason
to it.
Supporting the essence of appraisal system, Thayer (1981); explains that, it cannot be over
emphasized. There is need to set a goal and measure performance to determine the attainment of
such goal, the result of such appraisal can be used as a controlling or corrective measure for the
attainment of such goals.
He explains further that the human element is the intricate, most complex of all resources available
in organization. It is the same human element that is affected by even the slightest changes be it
physical, physiological or psychological here to get the best out of human element in an
organization, the appraisal must look for some social cultural forces that contributes to a person’s
ability to put forth in other to perform a task effectively. But this, the employee need to be
appraised critically to know his potential for growth and development on his job. The need for
performance appraisal has been highlighted by Baffa (1992). According to him he classifies the
need in two, firstly, the needs arising from the past of the workers and secondly, the needs on the
past management. Such needs on the part of worker as he enumerated are:
Baffa (1992) postulates that experience has shown that a workers performance below expectation
does not always means that he lacks the necessary skills, knowledge and attitude or any other
cordials requirements for performance, often one may be missing. The mirror the worker often
needs to know what he is supposed to perform, how is supposed to perform it and how he is
performing, he needs to know how his peers rate him, this affect his compartment. This is what
appraisal supposed to serve. The only mirror image through which he can see himself from eye of
management.
Argues further on the need of appraisals on the workers part. Baffa (1992) identifies partial or total
absence of clear, communicable evaluation system as one of the possible cause of suspicion and
rumors. Workers want to be informed in matters relating to his job performance, working
environment and indeed their future within the organization and they will want some to answer
their question and clear huge clouds of double that may hang over their “bright future” from time
to time when they derived this clues through the official organ of evaluation, they have no choice
than to resort to telling themselves what they “felt” is happening, evaluation result therefore must
be communicated as soon as practical to avoid unnecessary misgiving.
Baffa (1992) states that rarely can a person go higher than he thinks, to that extent rarely can any
worker perform better than what he understands, his duties to be his role perception.
In evaluation, opportunity is presented to dismantle any walls of conferment which might have
existed in mind of the worker and thereby enable him broaden his horizon of creative liberty and
productivity. He further buttress by a superior who has genuine-rest of the worker at heart, that the
sort of gap between management expectation and actual performance by employees could be
detected and corrected.
On the part of management, the stress the need for a workable evaluation system, this is inherent
in the organization itself. Besides, management need to measure employee’s performance to
determine whether acceptable standard of performance are being maintained needs also a feedback
on his performance and vice visa the standard or other workers. If appraisal indicates poor standard
of performance, steps must quickly be taken to correct the abnormally be better job specification,
training or retraining whether from or motivation depending on the identified causes of
performance.
Mcgregor (1991) sees in appraisal technique as means of making evaluation constructive and
places the emphasis where it ought to be on performance rather than on personality. Contributing
scholar suggested that management by objectives state the specific period of time, so that the work
of whole management group is soundly blended at a particular moment of time and that objectives
should be set for the employee and appraisal geared to the same standard.
Irrespective of the method used the concept of counseling a vital part of performance review if
they are to achieve the prime purpose of helping people to improve and develop.
The leniency or severely according to Adedeji et al (1992) arise when good observe is capable of
some degree of precision and objectivity he takes is rating to mean something accurate about
certain aspects of the person being rated. If this is done his assumption may or may not be valid.
If the superior is extremely easy, he will rate the employee’s performance very high even when
the employee is not performing to the expected level in organization. If the superior is severe he
scores the performance of the employee low irrespective of employee performance. In some
instances, the hardworking employee are often victims, this will have a direct effect on the
productivity level, because they will not be rewarded adequately. To avoid being lenient during
performance appraisal process, the following factors should be considered.
The superior should not feel that it is necessary to always approve of others to gain approval for
him.

The superior should not be protecting.

The superior should not rare leniently because there exists in culture a response set of
approval rather than disapproval.

The serve errors can be controlled or eliminated in two ways.

By reducing ambiguity in the rating scales improving the definitions for dimensions for
the various scales does this.
By allocating rating into a forced distribution in which employee are apportioned according to an
approximately bell-shape curve.
Central tendency error comes about when political considerations dominate. When this occurs,
superiors may assign all their subordinate rating than are neither too good nor too loads; the
superior avoids using the high and low extreme of operating scales and tends to chicer all rating
about the center of all scales; the superior rates everybody averagely, because rating fail to
discriminate either with or between people that becomes virtually useless as management decisions
making and, as predictors as criteria on for going feedback. The error can be minimized when the
superior specifies clearly what the various anchors means more also; superior must be convinced
of the value and political uses of merit rating if they are to provide meaningful information.
Halo error is the most persuasive error in performance appraisals. The superior has assigns ratings
on the basis of a global (good or bad) impression of the employee. If the superior perceived an
employee to be bad, that employee is rate bad, even if the employee is hardworking person on the
other hand, if the employee is perceived good because they are friendly, the employee gets good
rating even though the employee is a lazy worker.
Adedeji et al (1992) therefore conclude that superiors must guide against these error in other to
maintain high level of morale in the organization. This will in turn generate as high level of
employee performance, which has been proven to produce acceptable level of productivity
organization.
As pointed out by Lawal (1993) performance appraisal can be conducted by:

Supervisors whose method of appraisal, where the superior appraises the performance of
their subordinate. Although, such appraisals are sometimes, reviewed and appraised by
superior boss.

Subordinating rating superiors

Poor rating where individuals occupying identical position rate each other.

Summarizing the individual rating best does the approach.

A group of supervisors rating subordinates management committee or series of supervisor.
Waiter (1991) stress that the purpose of most, if not all employee and management development
programs is to increase the organization’s present and future compatibility in attaining is goal
accordingly, one study of objectives in management development program conducted in 167 forms
revealed that their main objective was to improve the performance of all managers on the present
job while the next most frequent started objectives was to prepare selected manages for possible
future promotion thus, managers ere can be substituted to mean employees.
Wumbillah (1987), defines employees’ development as a process aimed at an individual growing
on his job that is, the employee realizing his potential or future job goals and aspirations. The
process will entail the employee acquiring background and general knowledge of subject or
discipline not aimed at any particular job and undergoing some training which is series of action
aimed at acquiring an individuals with skill to do a particular job, thus when the employee acquire
experience useful for the future he has development.
In an attempt to employee in any training method are used to provide the employee with the
knowledge and skills that will enable him to perform Bureau of National Affairs as cited by Crane
(1998) reported that many firms use foreign training programmes while 75% of larger and 70% of
smaller from had regular scheduled in plant training meeting for supervisors. Skill the National
individual conference Boards has found that more than 1,000 employees had managerial
development programs of some sort. More so, seminars in management offered by universities
have been adjudge as one of the management development process.
He also admits that theoretical development process begins when employee starts work with a firm
and continues throughout his tenure of employment. Initial placement orientation, the introduction
of the worker to the job, formal and on-the job training, job rotation and promotion on performance
evaluation and correction, various skills training program is all a part of the personnel employee
development process.
However, French (1999) pointed out that training developmental programs can be tailored to the
needs of individual and organization.
Organization and developmental process is complex flow of event aimed at increasing the
individual’s capability for conducting to the attainment of organization goals.
He also note that whether planned or unplanned training and development occur within the
organization and for optimum validity of this process, systematic attention must be given to
determine training and development method to creating an environment conducive to intellectual
and emotional growth to applying what is learned.
He opens that, to stress the system point of view, it is extremely important that training and
development if to be optimally useful take place in an environment which encourages and support
application to the job of new knowledge and insight. This effective training and development
requires management in which it occurs.
In the purpose of employee training and development, it help employee requires and maintain the
necessary skills, capability and personal capabilities to more adequately contribute her service
towards the fulfillment of the organization objectives.
He stress further that newly required employee need training to keep them aware of the changing
job requirement and to qualify them for promotions. Employee and management development is
achievable through organized developed training programmes.
Knootz et al (1981) maintained that management training pertains to the programme that facilitate
the learning process and this is based on some premises, which includes:

The active support of the top managers to the program. The manager must be well involved
and participate in development thus; all employee support is needed to achieve the training
and development objectives.

Theory and practice must go hand in hand since theory provides an excellent framework
for learning. Training is seen as one side of the coin, which is the teaching of theory and
the demonstration of techniques, the other is the actual practice of management. Thus;
training is paramount to employee’s development.
He adds that what many opportunities are found on the job trainees learn aid at the same time
contribute to the aims of the organization.
For significant importance among the training to employee development at it permits the
acquisition of skill necessary to more in line with change at environment.
Lippett (1975) notes that rapid change are a phenomenon to future organization which will use
many jobs and skills to become absolute at an increasing rate to cope with fresher, training is
needed. According to Crane (1974) the rapid advance of cope with the development employees
whom formed the functions has been retained in handling of new machines to upgrade their skills.
2.1
HISTORICAL BACKGROUND OF MTN NIGERIA PLC
MTN Group Limited, formerly M-Cell is a South African multinational mobile
telecommunications company, operating in many African, European and Asian countries. Its
head office is in Johannesburg. As of 30 June 2016, MTN recorded 232.6 million subscribers,
making it the eighth largest mobile network operator in the world, and the largest in Africa.
Active in over 20 countries, one-third of company revenue come from Nigeria, where it holds
about 35% market share.
On May 16, 2001, MTN became the first GSM network to make a call following the globally
lauded Nigerian GSM auction conducted by the Nigerian Communications Commission earlier
in the year. Thereafter the company launched full commercial operations beginning with Lagos,
Abuja and Port Harcourt. MTN paid $285m for one of four GSM licenses in Nigeria in January
2001. To date, in excess of US$1.8 billion has been invested building mobile
telecommunications infrastructure in Nigeria.
Since launch in August 2001, MTN has steadily deployed its services across Nigeria. It now
provides services in 223 cities and towns, more than 10,000 villages and communities and a
growing number of highways across the country, spanning the 36 states of the Nigeria and the
Federal Capital Territory, Abuja. Many of these villages and communities are being connected to
the world of telecommunications for the first time ever.
The company's digital microwave transmission backbone, the 3,400 Kilometre Y'elloBahn was
commissioned by President Olusegun Obasanjo in January 2003 and is reputed to be the most
extensive digital microwave transmission infrastructure in all of Africa. The Y'elloBahn has
significantly helped to enhance call quality on MTN network.
The company subsists on the core brand values of leadership, relationship, integrity, innovation
and can-do. It prides itself on its ability to make the impossible possible, connecting people with
friends, family and opportunities.
MTN Nigeria also recently expanded its network capacity to include a new numbering range
with the prefix 0806, making MTN the first GSM network in Nigeria to have adopted an
additional numbering system, having exhausted its initial subscriber numbering range - 0803.
In its resolve to enhance quality customer service, MTN Nigeria has also introduced a self-help
toll-free 181 customer-care line through which subscribers can resolve their frequently asked
questions free of charge.
SOCIAL RESPONSIBILITIES
MTN’s corporate social investment (CSI) approach is a critical piece of the “hearts and minds”
component of our BRIGHT strategy. As one of the largest operators in many markets, MTN
makes uses of their resources to make a difference to the communities in which they operate
through both MTN Foundations and by encouraging their employees to volunteer their time,
skills and services through our 21 Days of Y’ello Care programme.
MTN Nigeria social investments are made through MTN Foundations and CSI functions in the
countries in which they operate. They focus on four specific areas of critical social needs in the
markets namely education, health, enterprise development and national priority requirements. To
date, they have primarily invested in supporting education in the markets, as they believe in the
expertise, reach and resources will enable them to make the greatest impact in the area. They
have now shift attention towards youth empowerment in the markets.
MTN Nigeria employees also are encouraged to make a visible and sustainable contribution to
the societies in which they operate. The 21 Days of Y’ello Care volunteer programme offers an
opportunity for staff to actively contribute to community development and to be inspired by
‘giving back’ through high impact social projects, and to understand and appreciate the
challenges faced. Priority is given to supporting rural or disadvantaged communities. The key
outcome must be a direct change to the lives of beneficiaries. The goal is to ensure that the
volunteering experience is mutually-rewarding for employees, the company and the communities
with whom they engage.
MTN Nigeria as a business is driven by core belief that everyone deserves the benefits of a
modern, connected life. A belief that enables MTN to make the lives of people we a whole lot
brighter, over 560 million Africans are under coverage of a high-speed digital highway, while
over 30 million Africans have a bank in their pocket with MTN Mobile Money.
Also MTN Nigeria has been able to help with employment creation for over 5 million people
selling MTN airtime and MoMo services as they empower over 4 million SMEs to make it big.
Africa’s youth have been given access to 925 media centers. With every action taken, digital
inclusion becomes a reality for the African population.
ORGANIZATIONAL CHART OF PERSONNEL DEPARTMENT OF MTN NIGERIA
PLC
Group Board
Board committees
Social & ethics
Audit
Risk management, compliance and corporate governance
Nominations
Remuneration and human resources
Ignite advisory committee
Executive committees
Compliance committees
Group sourcing
Group operations
Strategic talent review
Group treasury
Group transformation
CHAPTER THREE
RESEARCH METHODOLOGY
3.0
Introduction
According to Azika (1991), the concept of research methodology is a scientific inquiry in to
methods to research in any discipline of knowledge. Hence, this chapter emphasizes on the
methods employed in carrying out this study. It discussed the study population, sample size and
sampling techniques, nature of data collection, formulation of hypotheses and instrument of the
analysis.
3.1 Research Design
The research design employed in this study is a survey design. A well-structured survey
questionnaire was designed and administered to staff of MTN Nigeria Plc.
The questionnaire is divided into two section. Section A comprise Bio data of respondents while
section B comprise questions from the problem area. These questions examine the relationship
between employees’ performance and productivity.
3.2
STUDY POPULATION
The survey population sample used in this project is made up of number of staff of MTN Nigeria
Plc. the population consists of people, within the company totaling 125.
3.3
SAMPLE SIZE AND SAMPLE TECHNIQUES
For the purpose of this research work, the population study is assumed to be the entire workers but
as a result of time and financial constraints, I was unable to administer my questionnaire on all the
workers thus, I have picked a sample size of 30 workers using simple random sampling in which
all the workers in marketing and research department have been given equal chances of being
picked as a member of the sample.
3.4 NATURE OF DATA COLLECTION
Data collection is defined as the means by which information is obtained from the selected of an
investigation.
There are two main methods through which a researcher could collect data. These include primary
and secondary of data collection.
Primary data: - It is statistical and information material which investigator originates to solve
some problems at head.
Example of primary data is personal interview, questionnaire and observation to mention but few.
Secondary Data: - This implies the information, which is not originated by the investigation but
which he, or she obtained from someone else. This information is based on what others have
recoiled. Example of secondary source of data is magazine, journals, and textbooks to mention
buy a few.
For the purpose of this project both primary and secondary data were used. The primary sources
of data adopted were personal interview and the use of questionnaire. On the other hand, the
secondary sources of data employed were mainly from textbooks and some other relevant handout.
3.5
RESTATEMENT OF RESEARCH QUESTIONS
As pointed above, the objectives of this study is to find out the relevance of performance appraised
to employee's productivity. In doing this, the questions to be asked are
l.
Of what uses is performance appraisal outcome to the organization.
2.
Does employees actually need performance appraised?
3.
Do the organization use the result of the appraisal programme for the development of the
employee by using it to plan for their training, placement of the job and promoting then?
4.
Does your management believe in performance appraisal system?
3.6
RESTATEMENT OF RESEARCH HYPOTHESES
HYPOTHESES I
The following hypotheses are formulated.
Ho:
There is no significant relationship between performance appraisal outcome and
employee's productivity.
Hi:
There is significant relationship between performance appraisal outcome and employee's
productivity.
HYPOTHESIS II
Ho:
There is no significant relationship between performance appraisal outcome attainments of
corporate goal.
Hi:
There is significant relationship between performance appraisal outcome attainment of
corporate goal.
HYPOTHESIS III
Ho:
There is no significant relationship between' performance appraisal outcome and
enhancement of productivity of the employees in an organization
Hi:
There is significant relationship between performance appraisal outcome and the
enhancement of productivity of the employee in an organization.
3.7
INSTRUMENT OF ANALYSIS.
The main instrument use in this research work is questionnaires. The questionnaires were
distributed among an employees in an organization.
A.
Construction of instrument i.e. questionnaire. The instrument is constructed in to two (2)
part, which is section A and B.
Section A, contain the data of respondents while section B contains, already prepared
questions which introduces us into the subject of the study for which appraiser is prepare
for an employees.
B.
Administration of questionnaire: the questionnaire are legibly arranged in chronological
order and made simple so that respondents will be able to give necessary answers to
respective questions. The researcher distributed thirty (30) questionnaires to the
respondents and all were filled,
3.8
METHOD OF DATA ANALYSIS
For the purpose of data analysis in chapter four. I have decided to use chi-squared method.
Chi-squared method refers to X2 distribution; it is used to test the goodness or reliability of the
hypothesis used for instance, to test whether there is any significant difference between expected
frequency. It is also to use to each whether two variables are independent of each other purposely
used to ensure effective and avoid ambiguity as well as ensuring objectivity of information
gathered.
Chi-square i.e. X2 distributions as represented by:
X2 = ∑ (o-e) 2/e
Where e= Expected fervency
O= Observed frequency
∑= Sigma or summation of
C= Columns
R= Rows
Significant level=5% or [0.05]
D.F=Degree of freed in i.e. [r-I] [c-I]
DECISION RULE
If the calculated Chi-square (X2) exceeds the Tabulated Chi-square (X2) then we reject the null
hypothesis and accept alternate hypothesis.
On the other hand, if the Tabulated Chi-square (X2) exceeds the calculated Chi-square (X2) then
will accept the null hypothesis and reject the alternatives hypothesis.