CHAPTER FOUR

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

4.1 Preamble
This chapter is designed to present data and result of the analysis. All responses collected
through self-administered questionnaires were carefully assessed and analyzed. Simple
percentage was used to describe all responses to personal data and Research questions relating to
the “performance appraisal and its implication for job satisfaction and the objectives” while
hypotheses was tested using Chi-Square statistic.

4.2 BIO-DATA

Table 1: Response Variables Frequency

Sex Male 63

Female 57

Age 18 - 30 years 48

31 – 40 years 38

41 – 50 years 19

51 – 60 years 11

Above 60 years 4

Marital Status Single 65

Married 55

W.A.S.C/Equivalent 4

OND 45
Qualification
 [Link]/HND 46

MBA/[Link] 25

Employee Category Management 7

Senior 37

Junior 68

Contract 8

Source: Field Survey, 2023

As indicated in Table 4.2 above, 63 (52.5%) of the respondents were male while 57 (47.5%)
were female. This shows that male respondents participated more in the research than their
female counterpart.

In the age grade category, it shows that 48(40%) of the respondents are between 20-30yrs, 38
(31.7%) of the respondents are in between 31 - 40yrs age range, 19 (15.8%) respondents are
from 41 - 50yrs, 11 (9.2%) respondents are in between 51-60yrs, while 4 (3.3%) are in the age
bracket of 60yrs and above.

The marital status shows that 65(54.2%) of the respondents are single while 55 (45.8%)
respondents are married. This implies that they are more young people in Caleb University.

The academic qualification of the respondents revealed that 4 (3.3%) respondents of the
respondents possessed primary school certificate,46 (37.5%) respondents’ possessed OND,
46(38.3%) respondents possessed both [Link] and HND qualification, 25 (20.8%) respondents
possessed MBA and [Link] qualification while 3 (3.4%) respondents possessed [Link]. This
indicates that they have well trained employee in the organization.
And the employee category shows that 7 (6.8%) respondents are management employee, 37
(30.8%) respondents are senior employee, and 68 (56.7%) respondents are in the junior
employee category while 8 (6.7%) respondents are contract employee.

SECTION B

4.3 Research Questions

Question 1: How does performance appraisal affect job satisfaction?

Table 4.3: Relationship between Employee Training and Employees

Performance

S/N Response Variables SA A U SD D TOTAL

Employee training 65 36 4 8 7 120

1. enhance employee’s (54.2%) (30%) (3.3%) (6.7%) (5.8%) (100%)
performance in the
workplace
Training of employee 69 30 3 6 10 120
2. makes them more effective (57.5%) (25%) (2.5%) (5%) (8.3%) (100%)
on their job.
Employee training have a 70 42 2 3 3 120
3. positive effect on (58.3%) (35%) (1.7 %) (2.5%) (2.5 %) (100%)
employees performance
Employee training 35 57 10 9 9 120
4. motivates employees to go (29.2%) (47.5%) (8.3%) (7.5%) (7.5%) (100%)
extra mile
Source: Field Survey 2023
Table 6 above reveals that 65 (54.2%) of the respondents strongly agreed and supported by 36
(30%) that employee training enhance employee’s performance in the workplace while 4 (3.3%)
were undecided; 8 (6.7%) respondents strongly disagreed and 7(5.8%) respondents disagreed to
the above opinion. This simply means that majority of the respondents are in support of the
opinion that employee training enhance employee’s performance in the workplace.

Again, 69 (57.5%) respondents strongly agreed that training of employee makes them more
effective on their job; 30 (25%) respondents supported the opinion while 3 (2.5%) respondents
were undecided; 6(5%) respondents’ strongly disagreed and 10 (2.5%) respondents disagreed.
This indicates that training of employee makes them more effective on their job.
Another 70 (58.3%) respondents strongly agreed and supported by 42 (35%) respondents that
employee training have a positive effect on employees performance while 2 (1.7%) respondents
remain undecided; 3(2.5%) strongly disagreed to the stated opinion and 3(2.5%) respondents
also disagreed. This implies that majority are in support of the aforementioned statement.

Furthermore, 35 (29.2%) respondents strongly agreed and supported by 57 (47.5%) respondents

that employee training motivates employees to go extra mile while 10 (8.3%) were undecided;
9(7.5%) respondents strongly disagreed to the stated opinion and another 9 (7.5%) respondents
also disagreed. This implies that majority are in support of the afore-stated opinion. This implies
that employee training motivates employees to go extra mile.

Question 2: How can the performance appraisal of human resource management be

measured in an organization?

Table 4.4: Human resource management styles affects employee training and
organization performance
S/N Response Variables SA A U SD D TOTAL

5. Human resource management attract 25 63 12 10 10 120

high profile worker that will improve (20.8%) (52.5%) (10%) (8.3%) (8.3%) (100%)
the organizational turnover.
6. Human resource management 62 30 13 10 5 120
harnessed resources that will help the (51.7%) (25%) (10.8% (8.3%) (4.2%) (100%)
organization to achieve high profit )
 7. Human resource Management 76 28 5 7 4 120
provide necessary equipment that aid (63.3%) (23.3%) (4.2%) (5.8%) (3.3%) (100%)
productivity
8. Human resources management give 72 34 8 5 1 120
employees on the job training to (60%) (28.3%) (6.7%) (4.2%) (0.8%) (100%)
make them more effective in
contributing to the organizational
turnover
Source: Field Survey 2023
Table 7 above shows that 25 (20.8%) of the respondents strongly agreed and supported by 63
(52.5%) that Human resource management attract high profile worker that will improve the
organizational turnover while 12 (10%) respondents were undecided; 10(8.3%) respondents
strongly disagreed and another 10 (8.3%) respondents disagreed to the above opinion. This
simply means that majority of the respondents are in support of the opinion that Human resource
management attract high profile worker that will improve the organizational turnover.

Again, 62 (51.7%) respondents strongly agreed that Human resource management harnessed
resources that will help the organization to achieve high profit; 30(25%) respondents supported
the opinion while 13 (10.8%) respondents remain undecided; 10(8.3%) respondents’ strongly
disagreed and 5 (4.2%) respondents disagreed. This indicates that Human resource management
harnessed resources that will help the organization to achieve high profit.

Another 76 (63.3%) respondents strongly agreed and supported by 28 (23.3%) respondents that
Human resource Management provide necessary equipment that aid productivity; while 5 (4.2%)
respondents were undecided; 7(5.8%) respondents strongly disagreed to the stated opinion and 4
(3.3%) respondents also disagreed. This implies that majority are in support of the opinion
aforementioned statement.

Furthermore, 77 (60%) respondents strongly agreed that Human resources management give
employees on the job training to make them more effective in contributing to the organizational
turnover; 34 (28.3%) respondents supported the opinion while 8(6.7%) respondents were
undecided; 5(4.2%) respondents strongly disagreed and 1 (0.8%) respondents disagreed. This
indicates that Human resources management give employees on the job training to make them
more effective in contributing to the organizational turnover.

Question 3: What are the strategic steps taken by human resource management in
enhancing workers ob satisfaction?

Table 4.5: Strategic Steps Taken by Human Resource Management in

Enhancing Job satisfaction

S/N Response Variables SA A U SD D TOTA

L

9. The human resources department 26 57 15 9 13 120

performs in the employee capacity by (21.7% (47.5%) (12.5% (7.5%) (10.8% (100%)
giving advice. ) ) )

10. Human Resource management 61 29 16 6 8 120

motivate employees to perform better (50.8% (24.2%) (13.3% (5.0%) (6.7%) (100%)
) )

11. Human Resource Management 69 27 12 7 5 120

provide a conducive environment that (57.5% (22.5%) (10%) (5.8%) (4.2%) (100%)
aid productivity )

12. Human Resources management give 71 33 9 4 3 120

employees on the job training to make (59.2% (27.5%) (7.5%) (3.3%) (2.5%) (100%)
them more effective )
Source: Field Survey, 2023
Table 8 above shows that 26 (21.7%) respondents strongly agreed and supported by 57 (47.5%)
that the human resources department performs in the employee capacity by giving advice while
15 (12.5%) respondents were undecided; 9(7.5%) respondents strongly disagreed and 13 (10.8%)
respondents disagreed to the above opinion. This simply means that majority of the respondents
are in support of the opinion that human resources department performs in the employee capacity
by giving advice.

Again, 61(50.8%) respondents strongly agreed that Human Resource management motivate
employees to perform better; 29 (24.2%) respondents supported the opinion while 16 (13.3%)
respondents were undecided; 6(5%) respondents strongly disagreed and 8 (6.7%) respondents
disagreed. This indicates that Human Resource management motivate employees to perform
better.

Another 69 (57.5%) respondents strongly agreed and supported by 27 (22.5%) respondents that
Human Resource Management provide a conducive environment that aid productivity; while 12
(10%) respondents were undecided; 7(5.8%) respondents strongly disagreed to the stated opinion
and 5 (4.2%) respondents also disagreed. This implies that majority are in support of the opinion
aforementioned statement.

Furthermore, 71 (59.2%) respondents strongly agreed that Human Resources management give
employees on the job training to make them more effective; 33 (27.5%) respondents supported
the opinion while 9 (7.5%) respondents were undecided; 4 (3.3%) respondents’ strongly
disagreed and 3 (2.5%) respondents disagreed. This indicates that Human Resources
management gives employees on the job training to make them more effective
Question 4: What are the challenges encountered by human resource management in
an organization?

Table 4.6: Human Resources Management Roles in Resolving Challenges

S/N Response Variables SA A U SD D TOTAL

13 Human Resources recruit qualified 30 58 10 12 10 120

 candidate to avoid difficulty during (25%) (48.3%) (8.3%) (10%) (8.3%) (100%)
disposition of duty
14 Human Resources is responsible for 55 29 15 11 10 120
the employeeing of workers (45.8% (24.2%) (12.5% (9.2%) (8.3%) (100%)
) )

15 Human Resources assist organization 73 30 11 4 2 120

to actualize their set goals and (60.8% (25%) (9.2%) (3.3%) (1.7%) (100%)
motivate manpower )

16 Human Resource engages skill and 67 33 14 5 1 120

ability of the workforce efficiently. (55.8% (27.5%) (11.7% (4.2%) (0.8%) (100%)
) )

Source: Field Survey 2023

Table 9 above shows that 30 (25%) of the respondents strongly agreed and supported by 58
(48.3%) that Human Resources recruit qualified candidate to avoid difficulty during disposition
of duty while 10 (8.3%) respondents were undecided; 12(10%) respondents strongly disagreed
and 10 (8.3%) respondents disagreed to the above opinion. This simply means that majority of
the respondents are in support of the opinion that Human Resources recruit qualified candidate to
avoid difficulty during disposition of duty.

Another 55 (45.8%) respondents strongly agreed that Human Resources is responsible for the
employeeing of workers; 29 (24.2%) respondents supported the opinion while 15 (12.5%)
respondents were undecided; 11(9.2%) respondents strongly disagreed and 10 (8.3%)
respondents disagreed. This indicates that Human Resources is responsible for the employeeing
of workers.

Again, 73 (60.8%) respondents strongly agreed that Human Resources assist organization to
actualize their set goals and motivate manpower; 30 (25%) respondents supported the opinion
while 11 (9.2%) respondents were undecided; 4(3.3%) respondents’ strongly disagreed and 2
(1.7%) respondents disagreed. This indicates that Human Resources assist organization to
actualize their set goals and motivate manpower
Furthermore, 67 (55.8%) respondents strongly agreed that Human Resource engages skill and
ability of the workforce efficiently; 33 (27.5%) respondents supported the opinion while 14
(11.7%) respondents were undecided; 5(4.2%) respondents strongly disagreed and 1 (0.8%)
respondents disagreed. This indicates that Human Resource engages skill and ability of the
workforce efficiently.

4.4. Testing of Hypotheses

4.4.1 Hypothesis 1
Ho: There is no significant relationship between performance appraisal and Employees job
satisfaction.
H1: There is significant relationship between performance appraisal and Employees job
satisfaction.
This hypothesis was tested using the questions analyzed in table 7
2
( f o −f e )
χ =∑
2
fe
Table 4.8: Computation of X2 of Hypothesis One

O E O-E O – E2 O – E2
E

SA 72 24 48 2304 96

A 34 24 10 64 4.2

U 8 24 -16 256 10.7

 SD 5 24 -19 361 15.04

D 1 24 -23 529 22.04

Total 120 120 147.98

Df = (R-1) (C-1) = (4-1) (5-1) = 3 x 4 =12

Table 4.8b: Summary of Chi-Square Analysis of Hypothesis One

X2cal X2crit Sig. Level Df Decision

Reject H0
147.98 21.0 0.05 12 Accept H1

The result of X2 analysis of hypothesis one found that X2 calculated value of 147.98 was greater
than X2 critical table value of 21.0 which was significant at 0.05 level of significance with 12
degree of freedom. Hence, the null hypothesis which states that “there is no significant
relationship between performance appraisal and job satisfaction” was rejected while the
alternative hypothesis was accepted. This further shows that there is significant relationship
between performance appraisal and Employees job satisfaction.

4.4.2 Hypothesis 2
Ho: Human resource management does not contribute to job satisfaction
H1: Human resource management contribute to job satisfaction

This hypothesis was tested using the questions analyzed in table 10

2
( f o −f e )
χ =∑
2
fe
Table 4.9: Computation of X2 of Hypothesis Two

O E O-E O – E2 O – E2
E
 SA 70 24 46 2116 88.2

A 29 24 5 25 1.04

U 8 24 -16 256 10.7

SD 7 24 -17 289 12.04

D 7 24 -17 289 12.04

Total 120 120 124.02

Df = (R-1) (C-1) = (4-1) (5-1) = 3 x 4 =12

Table 4.9b: Summary of Chi-Square Analysis of Hypothesis Two

X2cal X2crit Sig. Level Df Decision

Reject H0
124.02 21.0 0.05 12 Accept H1

The result of X2 analysis of hypothesis one found that X2 calculated value of 124.02 was greater
than X2 critical table value of 21.0 which was significant at 0.05 level of significance with 12
degree of freedom. Hence, the null hypothesis which states that “Human resource management
does not contribute to job satisfaction” was rejected while the alternative hypothesis was
accepted. This further shows that Human resource management contributes to job satisfaction.

4.5 Discussion of Findings

The analysis of the first hypotheses shows that the department of Human Resources management
is responsible for organizational productivity via its mode of performance. They are seen as the
bedrock of an organization, as the organization is overwhelmingly dependent on human capacity
for the supply of physical labour, technical and professional skills, which are germane for
effective and efficient planning and implementation of development policies, programmes,
projects, and daily activities.
There is no doubt, therefore, that the ability of any organization or society to achieve its goals
depends to a large extent on the caliber, organization, motivation and general administration of
its human resources.

The result of the second hypothesis shows that Human Resource management immensely
contribute to job satisfaction and this assertion concur with the perception Huselid (1995) which
states that “a number of studies have actually demonstrated that Human Resource Management
practices, either individually or as a system, are associated with higher levels of performance”.

Furthermore, the assumption underpinning the practice of HRM is that people are the
organization’s key resource and job satisfaction largely depends on them. If, therefore, an
appropriate range of Human Resources policies and processes is developed and implemented
effectively, then Human Resources will make a substantial impact on firm performance.

Drawing on the gap in the literature, the conceptual framework for this study is proposed. The
proposed model is used to present and explain the selected independent and dependent constructs
that may influence a performance appraisal system and, ultimately, the effectiveness of employee
performance among public sector employees in INEC. The main research questions are
formulated, as well as eight main hypotheses. These hypotheses are related to goal-setting
alignment of personal objectives; types of performance evaluation methods; formats of rating
scales; appraiser-appraisee relationship; performance-related pay; and selected dimensions of
culture. From the review of the literature, and based on the author’s findings, the majority of the
studies have placed little emphasis on these determinants, particularly in the public sector
context. Thus, the focus of this research study is to establish a conceptual framework that
incorporates these variable factors.
In addition, the conceptual framework incorporates the cultural settings that appeared to be
absent in previous studies. The review of the literature on cultural settings has revealed that, in
individualistic cultures, a variety of formal and informal mechanisms highlight the importance of
developing one's own distinct preferences and potential (Hofstede, 1997). A highly
individualistic culture promotes and rewards employees based on their individual
accomplishments, with an additional focus on immediacy of action and reward. There is an
emphasis on autonomy, freedom, independence and self-reliance (Triandis, et al., 1990). By
contrast, in the collectivist cultures of far-east countries, including Nigeria, cultural mechanisms
tend to promote the importance of one's interdependence with others (Frucot and Shearon, 1991).
The emphasis is on groups. Many organisations are designed around cohesive groups in which
individual jobs are de-emphasised. But, do dimensions of culture (Kirkman, et al., 2006)
significantly relate to employee performance?
Currently, some researchers in the west (Martin and Smith, 2005; De Nisi and Pritchard, 2006)
have moved a step forward by stressing the importance of employee performance as a strategic
link-up to organisational performance and effectiveness. Less research work has been found so
far in developing countries like Nigeria. This requires more attention by researchers and
practitioners to establish employee performance factors and predictors in different work setting
environments and cultures. In Oyo state INEC, the micro-analytical approach to employee
performance appraisal is minimal and has yet to be explored. Continuing this line of analysis,
this study hope to establish individual models of employee performance as well as examine the
impact of employee performance on organisational goal attainment and organisational
performance using survey data collected from public sector organisations in Oyo State INEC
office.