The role of performance appraisal in further education : the case of a post-secondary college in Malta

Abstract

This paper is based on part of the research findings of a study conducted on the role of performance appraisal (PA) in post-secondary education that used a mixed methodology approach. The literature on PA highlights the divergence in opinion among practitioners and academics as to what the role of PA is, the form that it should take, and its effectiveness as an HRM tool. Given these conflicting viewpoints, the initial research study sought to determine the perceptions of academic staff on PA in an educational setting. This involved researching their views on the benefits and negative aspects of PA, the role of PA, the appraisal criteria and source to be used, and how the PA process is best conducted. This paper only focuses on respondents’ views on the benefits and shortfalls of PA, its role in educational institutions, and the source of appraisal; and on certain aspects of the quantitative data that was collected in the original research. The research findings confirm that PA is expected to be used concurrently for both developmental and administrative decisions. Furthermore, PA is primarily regarded as a positive process that is expected to result in a number of benefits for both the organization and the individual academics. PA is expected to result in the identification of clear work goals, improved performance, increased motivation, better feedback, increased accountability, and fairer distribution of rewards. Despite its important role and the expected benefits arising from PA’s use in education, the respondents identify a number of issues that impinge on PA’s success when put into practice. These include; an inappropriate PA model being used, PA being applied in isolation, lack of commitment to the process, inappropriate/lack of training on the conduction of appraisal, an organizational culture and management/staff relationships that do not encourage openness, and an appraisal process that focuses too much on the allocation of monetary rewards. Respondents also singled out a number of issues that need to be tackled for PA’s successful implementation; such as the identification of joint objectives, improved communication and continuous feedback, an open management approach, and for management to believe in the positive role of appraisal.