Article Type : Research Article
Authors : Eyong Ako
Keywords : Planning; Monitoring; Evaluation; Employees’ Performance
This paper aimed to examining the effect of planning on employee’s performance in the University of Bamenda. To accomplish this task, Descriptive design was adopted and data collection was through a questionnaire. The research targeted 806 staffs working in The University of Bamenda from the level of top management to security guards. A total of 260 respondents was sampled using stratified random sampling techniques. To determine the reliability of the actual data collected, pilot testing was carried out by the researcher in two State Universities that was not part of the research. The researcher made used of the Split-half technique base on Spearman Brown prophesy formula to determine the reliability coefficient. The result of the questionnaire was 0.78 of the correlation coefficients. Both descriptive and inferential statistics were used to analyzed quantitative data with the used of SPSS software version 23.0 and the summaries were presented and linear model fitted on the panel data. After surveilling, it was seen that planning, monitoring and evaluation had significant effect on employee’s performance.
Most institutions depend on employee’s performance in
order to prosper and not just to survive. Most institutions desire better
performance from their workers because it is generally used as one indicator
for effectiveness and is a fundamental concern of many practicing human
resources top management [1]. Employees’ performance can be seen in terms of
behaviours. Looking at institutions use employee’s performance evaluation to
verify if their employees are contributing to the growth and success of the institution
[2]. As far as the employees and sustainability of the institution is concern,
planning is an inevitable process in the management and performance of the
employees as it ensures that the desire goals of an institution are
successfully implemented. Planning helps an institution with specifics
decisions, directions and proves a pathway to attained competitive advantage
over others. The emergence of many institutions producing similar services, the
constantly changing of the business world and the uncertain has made planning
the most essential aspect of the existence in an organization. According to
Planning shows the working conditions where top management and their employees
together strives to set and monitor the goals of the organization for a specific
period [3].
The implementation of performance management model in public universities can help in improving the levels of motivation in the institution. There is scanty information on planning in Cameroon with studies mainly looking at aspects of motivation while studying performance management. None of these studies sought to examine the effect of planning on employee’s performance specifically in the University of Bamenda. Base on this background, this article aims to examine the effect of planning on employee’s performance in the University of Bamenda and to provide answers to these questions;
Theoretical reviewed
This study is premised on the following theories.
The universalistic
theory by Dewar and Werbel, 1979
Universality theory holds that, there are certain
Human resources Strategy practices that had been tested and it produce same
result in different organization. Such strategic practices should be adopted by
other organization to produce higher organizational performance. This view had
been supported by Pfeffer (1995) and Osternman (1994).
Resilience theory and
business continuity planning
Resilience theory, which has its roots in child
psychology, holds that having one or more protective factors can help
individuals survive adversity with less harm. In business, resilience theory
helped give rise to business continuity planning, which seeks to make companies
more resistant to failure. According to researcher Patrice Buzzanell,
resilience theory outlines five elements that businesses can cultivate to
strengthen their ability to bounce back: crafting normality, affirming identity
anchors, making use of communication networks, putting alternative logic to
work, and emphasizing positive feelings while downplaying negative ones.
Barbarians at the gate: A critical appraisal of the
effect of economics on the field and practice of HRM [4]. According to Spencer,
prior knowledge of employees that their individual work will be appraised gives
them motivation to work more in order to achieve better performance. When the
employees know that the reward that she/he is going to win will be as a result
of her/his work, she/he will use all her/his capacity to complete work
successfully. They also maintained that use of performance appraisal improved
efficiency of employees. Therefore, individual employee’s performance
evaluation and clear results definition and identification contributes more
than all the other activities of planning method in improving employees’
effectiveness in an organization. Impact of Management by Objectives on the
Employee Productivity in Vodafone Ghana. The study on investigation of the
impact of Management by Objectives on the Employee Productivity in Vodafone
Ghana indicated that the employees were involved in planning stage through
setting organization objectives cascading the objectives to employees so that
workers are aware of their responsibilities. The results also indicated that planning
resulted in employee commitment which was attained via discussion with
employees. This resulted in improved employee output [5]. Management by
objectives as an instrument for organisational performance: A case study of
First Bank Plc [6]. Performance Appraisal-Management by Objective and
Assessment Centre. A review on performance appraisal-management by objective
and assessment centre, indicated that employees are appraised for several
reasons, the most important of which is to realize the best use of human
resources and to plan for future needs; reward and punishment are secondary
[7]. Effect of performance appraisal on employee performance in commercial
banks in Kenya. Aimed to identify the impact of monitoring and evaluation on
performance management. This studies established that performance monitoring
and evaluation, were positively and significantly related to the implementation
of strategic plan in insurance industry in Kenya. Similarly, in, it was
established that performance monitoring and evaluation had significant effect
of employee productivity in Kenya Forestry Research Institute [8]. On the other
hand, was on the general performance appraisal systems and found that there is
a sufficient connection between performance appraisal and worker’s performance
in Commercial Banks in Trans Nzoia Public University.
None of these studies were, however, conducted within
the context of Public Universities in Cameroon. In The University of Bamenda,
the above empirical studies do not show any evidence of a study that has been
conducted on the effect of planning on employee’s performance in the University
of Bamenda.
Research design
This study adopted a descriptive designed where the
researcher described the effects of planning on employees’ performance in The
University of Bamenda. A population of about 806 employees working in The
University of Bamenda from the level of director to security guards were
targeted.
Sample and sampling
technique
The study used the Creative Research Systems sample size calculator to determine the sample size. Computation from the calculator indicated 260 sample size as seen in the Cochran’s categorical data sample size formula below.
????0
= (????)2
× ????????
(????)2
Where t = value for selected alpha level of 0.025 in
each tail = 1.96. Where (p)(q) = estimate of variance = 0.25 = 0.5 x 0.5.
Where d = accepTable margin of error for proportion being estimated = 0.05 Therefore,
????0
=1.962(0.5)(0.5) = 384
(0.05)2
Therefore, for a population of 806, the required
sample size was 384.
However, since this sample size exceeds 5% of the population (806*0.05=40), Cochran’s (1977) correction formula was used to calculate the final sample size. These calculations are as follows:
????1= ????0
1+????0/????????????????????????????????????????
????1
????0
= 384 = 260
(1+384/8)
Data collection procedure
A survey was done where data was
collected through the respondents by filling the questionnaires.
Pilot test study
Prior to the
actual data collection process, the researcher carried out piloting of the
instruments in two States Universities not party to the research (Buea and
Soa). To determine the reliability, the Split-half technique base on Spearman
Brown prophesy formula was used to have reliability coefficient. A correlation
coefficient of 0.78 for the questionnaire was obtained by the researcher.
Data analysis and presentation
Quantitative
data was analyzed using both descriptive and inferential statistics. Simple
linear models to evaluate how each predictor added to employee performance were
carried. The total of multiple regression analysis model was also done to
establish joint responses. This is illustrated below
The model is
given by ???????? = ????0 + ????1????1 + ????2????2 + ????3????3 + ????????
Where
????????= Employee Performance
????1 ????=1,2,3 = Coefficients of the model
Xi, i=1, 2, 3
are the predictor; planning, monitoring and evaluation
???????? = Stochastic term (error)
Demographic information
Majority of the
respondents were male representing 64.4% while 35.6% were female. These finding
gave a clear gender composition within the Public University as per the
sampling frame used by the study. The findings in (Tables 1,2) indicates that a
majority of the respondents were in the age bracket of 31-40 years with an
entire of percentage of 64.4% followed by those between age brackets of
21-30years representing 21.8%. Those between 41-50 years had 13.9%. These
findings reveal that majority of the respondents are in mid-life and at their
most productive age and therefore fit to contribute significantly in the
workforce. The findings in (Table 3) shows that majority of the respondents
have a bachelor’s degree qualification at 56.4%, followed with those at the
post graduate level at 31.7%. Those who had a diploma level had an entire of
percentage of 10.9%, while, certificate level was the minimal having only 1 %.
The findings in (Table 4) shows that majority of the respondents had served the
Public University between periods of 2-3 years with an entire of percentage of
50.5%. While, those who had served between 0-1 years had 29.7%. Those who had
served for over 3 years represented 19.8%. This means the majority of the
respondents had served over 3 years, hence an indication that they had
experience within the Public University setting and were fit to give more
accurate information [9-18].
Employees’ performance
The study
sought to ascertain employees’ performance in The University of Bamenda. The
results are summarized in (Table 5). The results indicated that 58% (119) of
the respondents agreed and 7.3% (15) of them strongly agreed that they always
met the targets set for them by their respective immediate bosses. This implies
that over 65% of the respondents were fit to complete the tasks given to them
by their immediate bosses. It should however be noted that 26.8% (55) of the
respondents were undecided while 7.8% (16) of them disagreed with the assertion
that they always complete the tasks allocated to them by their immediate
bosses. This is an indication that a significant number of employees in The
University of Bamenda are not fit to complete their tasks. This could be a
pointer to poor performance among some of the employees. This could also be an
indicator of some employees being overwhelmed by the tasks allotted to them.
The information in Table 4.5 indicated that 32.7% (67) of the respondents
disagreed and 14.6% (30) strongly disagreed with the statement that sometimes
the targets set for them are too many to meet. This dispels the assertion made
above that inability to meet targets set could be due to being overwhelmed.
Nonetheless, it is worth noting that 20.5% (42) of the respondents agreed while
32.2% (66) of them were undecided with the assertion that sometimes the targets
set for them are too many to meet. This supports the assertion that some
employees might not be fit to meet their targets due to having too many targets
set for them. This could be an indicator of understaffing in some of the sections
within The University of Bamenda.
The data also indicated that 59.5% (122) of the respondents strongly agreed and 17.6% (36) of them agreed that they are always present. This implies that the rate of absenteeism among employees of The University of Bamenda is very low. However, 7.8% (16) of the respondents disagreed while 15.1% (31) of them were undecided on whether they are always present. This implies that almost a fifth of employees within the Public University are not always present to carry out their duties. This could negatively impact their service delivery and hence reduce the entire of employee performance of The University of Bamenda. The study also established that 40% (82) of the respondents agreed and 35.1% (72) of them strongly agreed that they often come up with creative and innovative ideas to carry out their duties. This is an indicator that majority of employees within The University of Bamenda are fit to accomplish their tasks in an innovative way and creatively which could contribute to their efficiency and hence their output resulting in improved entire of employee performance.
It should be
noted that although majority of the employees agreed with the assertion, 24.9%
(51) of them were undecided. This could be an indicator that about a quarter of
the employees are unlikely to be innovative or creative while carrying out
their duties. This could impact negatively on employee performance especially
if such employees are tasked with very of essential services within the Public
University. The study also found out that 44.9% (92) of the respondents
strongly agreed and 37.6% (77) of them agreed that they strictly adhere to
policy when carrying out their duties. This implies that majority of the
employees within The University of Bamenda are guided by the prevailing work
policies when carrying out their duties. This could help improve efficiency and
hence resulting in improved employee performance. The results also showed that
27.8% (57) of the respondents strongly agreed and 9.8% (20) of them agreed with
the assertion that if they got a better job they could resign from the position
held. This is an indicator that over a third of the employees within The
University of Bamenda were not satisfied with their positions. This could
impact negatively on their work output and hence reduce the entire of employee
performance. The low job satisfaction could be a result of poor remuneration or
lack of efficient rewards system. This assertion is supported by 37.6% (77) of
the respondents who strongly agreed and 17.1% (35) of them who agreed that lack
of rewards for goals attained are so demotivating for their positions. The data
also showed that 47.8% (98) of the respondents’ disagreed and 37.1% of (76)
them strongly disagreed that they only go to work just to meet their daily
needs. This implies that there are other motivating factors that compel the
employees to go to work. This could enhance the entire of employee performance.
The results also indicated that 46.8% (96) of the respondents strongly agreed
and 40% (82) agreed that they are always punctual. This indicates that the employees
within The University of Bamenda are committed to their duties and hence this
could contribute to their entire of employee performance positively. The
commitment could be a result of positive workplace environment. This assertion
is augmented by the finding that 32.2% (66) of the respondents disagreed and
47.3% (97) of them strongly disagreed that their supervisor sometimes
criticizes the quality of their work. This is an indicator that majority of the
employees are committed to having quality service delivery. However, it was
apparent from the results that the respondents work output was not optimal
since 52.2% (107) of the respondents strongly agreed and 40% (82) of them
agreed that they believed they could perform better than they were performing
then. From the results it was also apparent that majority of the respondents
liked team work since 59.5% (122) of them disagreed and 22.4% (46) strongly
disagreed with the assertion they liked working alone most of the time. Working
in team work could help the employees improve their entire of job performance.
The study also ascertained that 57.1% (117) of the respondents strongly agreed
and 42.9% (88) of them agreed that they often consult their immediate bosses
whenever they were faced with a problem. Consultative work place could improve
quality of service delivery and hence the general employee performance. Thus,
given that all the respondents agreed that they often consult, it is likely
that their entire of performance is greatly enhanced. The results indicated
that 47.3% (97) of the respondents agreed that they often respond to situations
once they happen rather than controlling them. This implies that about half of
the respondents would rather react to situations than control them. This could
be impacting negatively on the entire of employee performance since much time
would be wasted in responding to situations rather than performing their
duties. It should however be noted that 42% (86) of the respondents strongly
disagreed and 5.4% (11) of them disagreed with the assertion that they often
respond to situations once they happen rather than controlling them. This
implies that a significant number of employees within The University of Bamenda
enforce preventive measures rather than responding to situations when they
arise. This could enhance the general employee performance. The study also
found out that 32.2% (66) of the respondents disagreed and 20% (41) strongly
disagreed with the statement that they dislike people who criticize them. This
implies that over half of the employees take criticism positively and hence
this could help improve their level of performing their duties and hence
enhance their entire of job performance. It was established that 37.6 % (77) of
the respondents disagreed and 27.8 % (57) of them strongly disagreed that they
do not like adjusting to changing priorities. This implies that majority of the
respondents do not resist change and hence takes it (change) positively. This
is important towards adoption of new technologies that could enhance the
general service delivery. Since majority of the respondents take change
positively, this could enhance their entire of employee performance. It should
however, be noted that 34.6 % of the respondents agreed that they do not like
adjusting to changing priorities. This implies that some employees within The
University of Bamenda resist change and this could negatively impact on the
entire of employee performance.
The study
sought to determine the effects of planning on employees’ performance in The
University of Bamenda. First, the level
of planning was ascertained. The results are shown in (Table 6). The results
indicated that 44.9% (92) of the respondents agreed and 15.1 % (31) strongly
agreed that they often sit with their top management from time to time to set
goals. This is an indication that planning within The University of Bamenda is
a consultative process which could enhance the attainment of what is planned
for. The results also showed that 52.7% (108) of the respondents agreed and
12.7% (26) of them strongly agreed that their supervisor usually stipulates
clearly what is expected of them from time to time. This implies that clear
goals are set during planning period. This could ensure that employees have a
clear understanding of what is planned and hence enhance the attainment of the
duties.
Communication
is an essential attribute of planning. In this study it was established that
60% (123) of the respondents agreed and 7.3% (15) of them strongly agreed that
their top management ensures that they (top management) communicate the set
objectives to employees. This implies that the set objectives are often
communicated to the employees and hence allows the employees to focus on
attaining these objectives. The study also established that 50.3 % (108) of the
respondents agreed and 22.4% (46) of them strongly agreed that their top
management ensures that they understand clearly the goals of the firm. This
implies that majority of the employees within The University of Bamenda understands
what is expected of them during the planning stage. It was further established
that 52.7 % (108) of the respondents agreed that their immediate bosses maps
out how they expect them to achieve the set goals. This implies that top
management are involved in planning on how the employees are supposed to attain
the set goals. It was also found that 58 % (119) of the respondents agreed that
their supervisor usually defines for them clearly the results expected of them
when carrying out my duties. This implies that the desired outcomes are set out
clearly during the planning stage and could act as guidelines for carrying out
various duties. It should however be noted that 45.4 % (93) of the respondents
disagreed and 7.3% (15) of them strongly disagreed with the assertion that
their supervisor usually sets for them control points to ensure they attain the
set goals successful. This implies that control points are not set during the
planning stage and this could negatively impact the entire of employee performance.
A regression
analysis was carried out to establish the significance of factors contributing
to planning. The model summary is shown in (Tables 7). From the results, the
adjusted R square for the regression of The University of Bamenda immediate
bosses’ consultation, guidance, communication, immediate bosses’ explanation,
target put and expectation on planning in The University of Bamenda was 0.58.
This means that immediate boss consultation, guidance, communication, immediate
boss’ explanation, target put and expectation 58% of the planning in The
University of Bamenda. The result shows that all the factors have significant
effects on planning. This in extension indicates that issues on planning have
significant positive contribution to employee performance. This is in agreement
with the work of who indicated that if employees were involved in planning
stage through setting organization objectives cascading the objectives to
employees so that workers are aware of their responsibilities. Their results
also indicated that planning resulted in employee commitment which was attained
via discussion with employees.
The second
objective sought to establish effects of monitoring on employees’ performance
in The University of Bamenda. The results are summarized in (Tables 8,9). The
data indicated that 64.4 (132) of the respondents strongly disagreed and 17.6%
(36) disagreed that the Public University organizes retreats for them. This is
an indication that monitoring at Public University level is compromised and
might impact negatively on employee performance. The results also indicated
that 46.8% (96) of the respondents disagreed and 7.3 % (15) of them strongly
disagreed that the goals set for them are usually too many at a time. This
implies that more than 50 % of the employees within The University of Bamenda
get allocated duties that they can handle within the specified time.
Nonetheless, 21% of the respondents agreed and 21% of them strongly agreed that
the goals set for them are usually too many at a time. This implies that to
some extent some employees are overwhelmed by the duties allocated to them. The
study further noted that 37.1 % (76) of the respondents strongly agreed and
22.9 % (47) of them agreed that their supervisor gives them freedom to carry
out their duties unsupervised. This implies that there is some independence to
execute duties. Nonetheless, there seems to be a significant number of
respondents who felt that they are not allowed to execute their duties
autonomously. The study further indicated that 35.1 % (72) disagreed and 32.2 %
(66) strongly disagreed that their supervisor did not allow them to carry out
my duties independently. This augments the argument that majority of
respondents are allowed to execute their duties independently. The study also
indicated that 44.9 % (92) strongly disagreed and 30.2 % (62) strongly
disagreed that their supervisor rarely communicates with them concerning their
duties. This implies that immediate bosses regularly communicate with the
employees concerning their duties.
A regression
analysis was carried out to establish the significance of factors contributing
to monitoring. From the results, the adjusted R square for the regression of
Public University retreats, goals, flexible working environment, teamwork and
low supervision on monitoring in The University of Bamenda was 0.77. This means
that Public University retreats, goals, flexible working environment, teamwork and
low supervision explain 77% of the monitoring in The University of Bamenda. The
outcomes shows that all the factors have significant effects on monitoring
except supervision. Therefore, from this result are significant in explaining
the monitoring. This in extension proves that monitoring positively and
significantly affect employee performance. This is in agreement with the study
in who reported that when staff are courageous to admit where they are not
behaving in the most effective way, taking active steps by staff in supporting
their own development which are manifest in all day-to-day activities is
essential for improving performance of employees.
Evaluation
The third aim
scrutinized the effects of evaluation on employees’ performance in The
University of Bamenda. The data indicated that 45.4% (93) of the respondents
agreed and 14.6% (30) strongly agreed that they are fit to complete their set
goals on time efficiently. This is an indication that planning is vital during
implementation and evaluation of duties carried out by the employees which
contributes to employee performance. The results also indicated that 37.6% (77)
of the respondents disagreed that they were fit to successfully complete their
tasks because there was sufficient time to do so. This implies that a
significant number of employees within The University of Bamenda were unfit to
complete their tasks on time. It should, however, be noted that 38% (78) of the
respondents agreed and 17.1% (35) of them strongly agreed with the assertion
that they were fit to successfully complete their tasks because there was
sufficient time to do so. This implies that about 55% of the employees within
The University of Bamenda were fit to complete their tasks on time. The study
also established that 57.1% (117) of respondents strongly disagreed and 35.6%
(73) disagreed that they often rewarded by management whenever they
successfully achieved their goals. This implies that The University of Bamenda
rarely reward their employees whenever they complete their tasks successful.
This could have a negative impact on the employee performance. Given that
majority of the employees are not rewarded, it is unlikely that their motivation
results from anticipation of being rewarded. This assertion is supported by
57.1% (117) of respondents who strongly disagreed and 29.8% (61) who disagreed
that the rewards that they receive on successful achievement of their set goals
encourage them to perform better. The study further indicated that 58% (119) of
the respondents disagreed and 34.6% (71) strongly disagreed that all employees
within the ministry they work with had a thorough understanding of the goals of
the Public University. This implies that a significant number of the employees
have no idea about the goals of the Public University. This could hamper the
entire of performance of the Public University. The data also indicated that
32.2 % (66) of the respondents strongly disagreed and 30.2% (62) disagreed that
the management review the process from time to time for improvements. This
implies that the Public University rarely seeks to improve service delivery
process and hence may deter employees from optimizing their potential. It was
also noted that 47.3% (97) of the respondents strongly disagreed and 32.2% (66)
of them disagreed with the statement that they are not satisfied with the way
they are evaluated by their immediate bosses. This implies that a majority of
employees within The University of Bamenda are satisfied by the way they are
Effects of factors adding to evaluation
A regression
analysis was carried out to establish the significance of factors adding to
Evaluation. The adjusted R-squared for this model is 61%. Therefore, from these
results the factors contributing to Evaluation accounts for 61% of the
evaluation. This means that these are factors that affect evaluation. From the
analysis therefore, evaluation is key to employee performance. Working
environment, ample time, rewards, goals and evaluation affect the evaluation at
0.05 level of significance. From the analysis therefore, evaluation is key to
employee performance. This is in support to the work in which indicated that
the evaluation of individual employees’ performance and a clear definition of
results are the hugest parameters from all the other activities of Employees
Performance.
A regression
analysis was carried out to establish the contribution of planning, monitoring
and evaluation on employee performance. From the R computed (0.528), there was
a positive correlation between the independent varifits (entire of evaluation,
Entire of planning and entire of monitoring) and the dependent varifit
(employee performance). From the r square computed (0.279) the model explains
27.9% of the data. This implies a combination of planning, monitoring and
evaluation only contributes 27.9% towards the performance of the employee.
Therefore, apart from these factors, there are other factors which enhance
employee performance. ANOVA was run to check the significance of the model. The
results indicated the model was significant (p-value = .000). In determining
the contribution of the independent varifits, the regression coefficients were
determined from the model. From (Tables 10-17), entire of planning on
employees’ performance was positively significant (?= 0.094, p= 0.000). This
means, if the better the planning process is undertaken, the likely that the
employees will perform better. On the effect of entire of monitoring (?= 0.191,
p= 0.000), employee performance was significant and its coefficient was
positive indicating that the better the monitoring process is done, the more
likely the employees’ performance will be better. The results indicate
evaluation on employee performance was insignificant. (?= 0.006, p= 0.897) This
indicates the evaluation process in The University of Bamenda does not
significantly contribute to the employee performance.
In this research, the effects of planning on employees’
performance in The University of Bamenda was carried out. It was seen that most
of the respondents often discuss with their boss in setting clear goals during
planning period. Also, the set objectives are often communicated to the
employees. Further it was found that most of the employees of The University of
Bamenda are aware of what is expected of them during the planning stage. The
study reviewed that top management
are involved in planning on how the employees are supposed to attain the set
goals. The study also indicates that desired outcomes are set during the
planning stage and guide employees on various duties. From the study finding,
it is cleared that well set planning is undertaken by The University of
Bamenda. From the regression model, the effect of entire of planning on employee
performance was positively significant implying that the better the planning
process will likely improve the employees’ performance. The impacts of
monitoring on employees’ performance in The University of Bamenda was also
studied. It was established that majority of employees within The University of
Bamenda get allocated duties that they can handle within the specified time.
Significant number of respondents felt they are allowed to execute their duties
autonomously and immediate bosses regularly communicated with them concerning
their duties. This concludes that there is some monitoring being undertaken in
The University of Bamenda. From the regression analysis, effect of entire of
monitoring on employee performance was positively significant that when monitoring
process is efficiently undertaken, the employees will perform better. The third
objective examined the effects of evaluation on employees’ performance in The
University of Bamenda. It was established that evaluation is important during
implementation. Evaluation of duties carried out by the employees contributes
to their performance. The study noted that most of the employees complete their
tasks on time. Nonetheless, the study noted that The University of Bamenda
rarely reward their employees whenever they successfully complete their tasks.
Thus, motivation of employees does not emanate from anticipation of being
rewarded. The study also reviewed that a significant number of the employees
have no idea about the entire of goals of the Public University. The study
established that there is laxity by the Public University top management in
improving service delivery process and this hinders the employees to optimize
their potential. Therefore, it can be asserted that evaluation is rarely
undertaken in The University of Bamenda. The regression model indicates the
effect of total evaluation on employee performance is insignificant.
From the
outcome, the research recommends that The University of Bamenda should
emphasize on continuously improving planning process to improve employee’s
performance. Secondly, The University of Bamenda should emphasize and
continuously improve the monitoring process to enhance employees’ performance.
Third, The University of Bamenda need to adapt and implement best evaluation
strategies that will raise its employees’ morale leading to improvement in
their performance.
This research
was conducted in a single Public University and evaluation was seen to have
insignificant impact on employee’s performance. The study therefore recommends
a longitudinal study where various Public Universities can be sampled to know
if evaluation strategies are implemented and if those strategies have impact on
employees’ performance in Public Universities in Cameroon.