Staff appraisal and job performance in private universities in Uganda a case study of Uganda Martyrs University, Nkozi.

Abstract

The purpose of the study was to examine the relationship between staff appraisal and job performance of private universities in Uganda particularly in Uganda Martyrs University. The objectives were: to examine the relationship between performance evaluation criteria and job performance of Uganda Martyrs University; to evaluate relationship between appraisal methods and job performance of Uganda Martyrs University; and to assess relationship effect of continuous feedback on job performance of Uganda Martyrs University. The study adopted a cross-sectional research design and employed a mixed methods research approach. Simple random sampling and purposive sampling were used to select 92respondentswho were drawn from a population of 120individuals. Data was analyzed using Statistical Package for Social Sciences version 25 for analysis using descriptive, correlation and regression analysis. Results show that performance evaluation criteria had statistically positive significant relationship with job performance (r=.786, p=.000), appraisal methods had statistically positive significant relationship with job performance (r=.345, p= .000) and continuous feedback had a statistically positive significant relationship with AIQ (r=.614, p= .000). It was concluded thatperformance evaluation criteria were found to be a greater predictor of job performance with Adjusted R Square of .612 compared to continuous feedback with Adjusted R Square of .366 and appraisal methods with Adjusted R Square of .345. The study recommended that human resource department must ensure comprehensive communication of these criteria during staff induction programs and through continuous training workshops to improve staff understanding and acceptance. It was also recommended that departmental heads and supervisors are responsible for ensuring that appraisal processes consider both individual contributions and team achievements to foster collaboration and shared accountability. It was recommended that strategic planning and performance management units need to ensure feedback is clearly linked to individual development plans and aligned with UMU’s strategic objectives, reinforcing purpose and motivation among staff.