Performance Appraisal and Job Satisfaction
Related literature presented an analysis of previous research studies carried out on aspects
ofstaffappraisalandperformancewithanaimtodrawmeaningfulrelationto the prevailing situations at
KCB and further identify gaps for future research. Expected rewards (financial and non-
financial) should be tailored to suit the employees efforts invested in the performance
therefore review assessments were not given the recognition they deserve hence the
research. However, what was not considered by them was the fact that all the above should
have a basis of individual focus such as suggested by the review forms. It should be put to
record that most studies have undermined the importance of the employee
involvement in the designing of the seminars, workshops, and any other training to such an
extent that they feel part of the process.
Important to note is that Latham and Latham (2000), recommend the need to evaluate the
appraisal process. In reference to their recommendations, if staff is to have positive attitude
towards the appraisal system, the performance appraisal should undergo regular review and
improvement. For example, focus groups or surveys could be conducted to gauge staff
perceptions of the appraisal process. This confirms Roberts (2002) recommendations that; a
successful performance appraisal process should demonstrate a change in both the ratings of
staff performance and aspects of the work environment that impact upon work performance.
Job satisfaction represents one of the most complex areas facing today’s managers andalthough
thousands of papers and research have been conducted on job satisfaction all over the world, this
has not been exhausted. Many studies have demonstrated an unusually large impact of job
satisfaction on motivation of employees, while motivation level has an impact on productivity
and thus on performance of many organizations.
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