dc.description.abstract |
To determine the knowledge and attitudes managerial and nonmanagerial staff members
towards existing performance appraisal system and identification of implementation gaps, in
curative primary care institutions of Badulla health region. There are 879 health workers in
49 primary curative care institutions in Badulla health region. A sample of 29 institutions
was drawn out by stratified random sampling method. The number of employees included in
the study was 517. Out of 517 there were 50 managerial staff members and 467 non
managerial staff members. All employees were tested for some aspects of basic knowledge
on the concept of performance, and the general performance appraisal system operating in
the institutions, through a self administered questionnaire. The respondents were categorized
into four groups according to the score of knowledge (weak 0-24, fair25-49, good 50-74,
very good 75-100) Employee attitudes towards different dimensions of current performance
appraisal system including possible errors of implementation were assessed through a five
point Likert scale data collection form. Attitudes were scaled as Strongly agreed (+2),
Agreed (+1), either agreed or disagreed (0), Disagreed (-1), Strongly disagreed (-2).
Employees of one selected institution from a sample District Hospitals, were interviewed in
depth, based on the results obtained by above mentioned instruments, to identify
implementation gaps of the system. Two managerial and twenty one non managerial staff
members were interviewed in identification of implementation gaps. Managerial staff
members had a comparatively higher knowledge than non managerial category. Out of
managerial category nursing officers had the best knowledge, overseers were last, and
officers in charge were somewhere in between. Attitudes of both managerial and non
managerial staff towards the necessity of a performance appraisal system to improve health
care services, and not giving due consideration for implementation of current performance
appraisal system at institutional level, were positive beyond any doubts. Generally, all the
other attitudes were positive with I title negative potential on some occasions. Out of two
managerial staff members interviewed in depth, only one had undergone training on
performance appraisal. The officer in charge of the institution had not undergone any type of
training in relation to performance appraisal. Only the trained managerial staff member
knew the implementation strategies of the system and she was confident enough to
implement the system. Only one non managerial staff member out of 21 seemed to be
motivated through performance appraisal. Record keeping on performance appraisal was
very poor and both managerial and non managerial staff members expressed ideas in favour
of this gap of implementation. Short supply of forms and lack of commitment of
management assistant were important implementation gaps of the system. Lack of
supervision at regional or institutional level was another gap in implementation of the
system, both staff categories agreed on this factor. Managerial staff members had a
comparatively higher knowledge on performance appraisal. Out of managerial staff, nursing
officers in charge had the best knowledge. Attitudes towards "necessity of a performance
appraisal system "and "not giving due consideration for implementation" were positive
beyond any doubts. Common implementation gaps were, lack of knowledge and confidence
in implementation, among managerial staff and lack of supervision. |
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