RELATIONSHIP BETWEEN PERFORMANCE APPRAISAL AND ORGANIZATIONAL PERFORMANCE AT BATA SHOE COMPANY (K) LIMITED, ELDORET TOWN
Abstract
The purpose of the study was to examine the relationship between performance appraisal and organizational performance. Business firms face unprecedented demand for improvement and transformation in order to be strategically oriented and remain competitive. Recent research in organizational performance claim that performance appraisal brings a multitude of benefits to organizations and their employees. Firms that appraise their employees, regularly, benefit from improved profitability and competitiveness. The study’s specific objective was to analyze the relationship between performance appraisal and organizational performance at Bata Shoe Company (K) Limited, Eldoret Town. The study was guided by the Agency Theory which posits that, actors are motivated mainly or only by economic self-interest. Close surveillance is required to eliminate the risk of shirking and other deviant behaviours. The study adopted a blend of quantitative and qualitative research approaches. The study used questionnaire and interview method to acquire pertinent information from respondents. Regression analysis was used for data analysis. The study concluded that there is significant relationship between performance appraisal and organizational performance at Bata Shoe Company (K) Limited, Eldoret Town. The study recommended that the company improves on employee performance appraisal with a view to enhancing performance. The findings are very relevant to managers for use in the management of organizational performance. The findings also add new knowledge and insights to the academia and are helpful to government for policy formulation.
Keywords: Employee Development, Performance Appraisal, Organizational Performance, Bata
CITATION: Amabia, J. C. K., & Bando, C. A. (2022). Relationship between performance appraisal and organizational performance at Bata Shoe Company (K) Limited, Eldoret Town. The Strategic Journal of Business & Change Management, 9 (4), 1260 – 1269.
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DOI: http://dx.doi.org/10.61426/sjbcm.v9i4.2472
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