CHAPTER TWO:

LITERATURE REVIEW

2.1 Introduction

This chapter presents a review of related literature by various scholars and researchers had to say

about the different factors influencing the performance of employees in an organization. The

main purpose of literature is to find out what has been done and the one that has been left out in

this area of study. A number of motivation and performance experts have heard a key influence

on organization and it’s from these experts that this literature was derived.

2.1 Conceptual framework

2.1.1 Performance appraisal

Performance appraisal (PA) is a systematic evaluation process used by organizations to assess

employees' job performance and productivity (Armstrong & Baron, 1998). In the context of the

Federal Road Safety Command (FRSC) in Kano State, performance appraisal serves as a tool for

measuring employees' contributions toward achieving organizational goals. The conceptual

framework of this study is anchored on the relationship between performance appraisal and

worker productivity, emphasizing how feedback, recognition, and goal-setting influence

employee motivation and efficiency (Aguinis, 2019). The framework also considers how

structured appraisals align individual performance with the FRSC’s strategic objectives,

fostering a culture of accountability and continuous improvement.

The performance appraisal is the periodic evaluation of an employee’s performance measured

against the job’s stated or presumed requirements (Terry and Franklin, 2003). Mullins (1999)
substantiates the necessity of an effective appraisal scheme by saying that it can identify an

individual’s strengths and weaknesses and indicate how such strengths may best be utilized and

weaknesses overcome. A generation ago, appraisal systems tended to emphasize employee

traits, deficiencies and abilities. With the development of the employee/organization relations

modern appraisal philosophy emphasizes on the present performance and future goals.

According to (Dechev, 2010), Modern philosophy also stresses on employee participation in

mutually set goals with the supervisor. The underlying philosophy behind mutual setting of goals

is that people will work harder for goals or objectives that they have participated in setting. The

assumption is that people want to satisfy some of their needs through performing work activities

that provide them with a supportive environment. They also need to perform meaningful tasks,

share the objectives setting, share the rewards of their efforts and continued personal growth.

The evaluation job performance has been called by many different names throughout the years –

a tool of management, a control process, a critical element in human resource allocation and

many others. The first appraisal systems have been just methods for determining whether the

salary of the employees in the organizations was fair or not. Later, some empirical studies have

shown that reduction or future pay were not the main effects of the process. Performance

appraisal was recognized as a tool for motivation and development in the United States in the

1950s (Cardy& Dobbins, 1994).

According to (Hamsh, 2021). performance appraisal is the process by which a manager, or a

consultant examines and evaluates an employee‟s work behavior by comparing it with preset

standards, documents the results of the comparison, and uses the results to provide feedback to

show where improvements are needed and why. Performance appraisals are employed to

determine who needs what training and also will be promoted, demoted, retained, or fired.
Griffin (1992) sees performance appraisal as a continuous process of assessing and measuring

the inputs of every employees with a view to knowing their strength and weaknesses (Brown &

Benson, 2003) and communicating the results back to the employees (Cook & Crossman, 2004).

With a good appraisal system those who contribute more will be adequately rewarded and the

right type of people are likely to be promoted into positions of higher responsibilities (Stonner,

Freeman & Gilbert, 2005).

2.2 Effect of Performance Appraisal on Employees’ Performance

Performance appraisal significantly impacts employees' performance by providing feedback,

identifying strengths and weaknesses, and facilitating career development (Murphy & Cleveland,

1995). In the FRSC Kano State Command, a well-structured appraisal system can enhance

productivity by motivating employees through rewards, promotions, and training opportunities

(Aguinis, 2019). Studies indicate that when employees perceive appraisals as fair and

transparent, their job satisfaction and commitment increase, leading to higher productivity

(DeNisi & Smith, 2014). Conversely, poorly implemented appraisals may lead to demotivation

and reduced performance (Pulakos, 2009). Thus, the effectiveness of performance appraisal in

the FRSC depends on its design, implementation, and employees' perceptions of fairness.

2.3 Effect of Performance Appraisal on Management Training

Performance appraisal plays a crucial role in identifying employees' training needs, enabling

management to design targeted development programs (Noe, 2017). In the FRSC Kano State

Command, appraisal results can guide decisions on leadership training, technical skill

enhancement, and capacity-building initiatives. Research shows that organizations that integrate

appraisal outcomes into training programs experience improved employee competencies and
operational efficiency (Sung & Choi, 2014). Additionally, performance appraisal helps in

succession planning by identifying high-potential employees for leadership roles (Cascio, 2018).

Therefore, a robust appraisal system ensures that training interventions are aligned with both

individual and organizational needs.

2.3.1 Staff training in relation to employee performance

No matter how automated an organization maybe, high productivity depends on the level of

motivation and effectiveness of the workforce. The staff training is indispensable strategy for

motivating workers .A high quality employment relationship is of great importance for both

workers and firms. Therefore both have an incentive to invest in the match, investing in labour

training is an important instrument for increasing productivity of workers and hence the quality

of the match.

Training can be defined as general or specific according to (Backer, 1964).General training is

productive in other matches as well(and here costs and returns are born by the workers. While

specific training is productive with the current employer (and hence paid by the firm).in this

competitive world, without any friction, the distinction between general and specific training is

economically meaningful and investment in both types of training is efficient. However capital

market imperfections, labour market imperfections and information problems may cause

underinvestment in training (Louven, 2005).

According to (sultan, 1997),one way to understand organizational impact of training is to

evaluate performance of employees in every work accomplished and this will definitely have to

show whether training has been affective or not.

performance but also has a high labour turnover in many organizations basically in Uganda.

However when employees attain more skills, knowledge and attitude as the best way of doing

their jobs, they tend to leave the organization feeling that its not to their standard.

(Cole, 1997) argues that there are several benefits of training especially on performance of an

organization. That training empowers new skills, knowledge and attitudes that will improve on

its performance thus enhancing high productivity and profits within the organization. Many

businesses in Uganda which are indulged in training programmes have experienced the above

stages of development whereby when the organization yields high profits, welfare of the

employees is likely to be high.

(Shaun & Alfood, 1996) stated that training is an open door to new ideas, viewpoints innovative,

creative and supply a wide background of knowledge to workers in an organization conducting

training they further argued that workers require creative skills and initiate new ideas and

knowledge on their jobs which enhances new working systems which may lead to high

productivity in the organization.

The organization also benefits from timing in that it minimizes the cost which might have been

incurred because most organizations especially in Uganda prefer on the job training where

employees work and learn at the same time as (Sultan, 1997) argues that less effort is needed, it

also eliminated time wastage.

In many organizations, training promote culture of excellence and competence in that when it is

effectively conducted it will outcompete the external environment and also competitiveness

against the workers thus enhancing high levels of performance. In conclusion therefore, the
above mentioned scholars revealed the relevancy of training workers in the organization. They

further argued that without training the employees’ performance in organizations could no (us

civil rights act 1964) be of good quality due to high changing technology.

2.3.2 Job security in relation to workers performance

Job security means the probability that an individual will keep his or her job. Ago with a high

level of security is such that person with the job would have small chance of becoming an

employed the factors affecting job security include the economy prevailing business condition

and the individual personal skills. It has been found that people have more job security in times

of economic expansion and less in times of recession. Also some laws such as the (us civil rights

act of 1964) bolster job security by making it illegal to fire employees for certain reasons

Job security plays an important role in both social and working life because it helps an

individual not to worry about the future, contributes to maintaining labour peace, increases

organization productivity and protecting social balance and values. For this reason in not to

cause employees prestige loss in society, employees should not be dismissed from organizations

without a reasonable grounds because job security has political and social dimensions. Therefore

if in a country employees are dismissed without a clear reason, it is difficult to talk about social

order peace and stability (Guzel, 2001)

Typically government jobs and jobs in education, healthcare and law enforcement are considered

very secure while private sector jobs are generally believed to offer low job security and it

usually varies by industry location occupation and other factors. To some extent job security

varies by employment laws of each country and personal factors such as education, work,

experience, job functional area, work industry, and work location play an important role in
determining the need for an individual’s services and impacts their personal job security. Since

job security depends on having the necessary skills and experiences that are in demand by

employers, which in turn depend on the prevailing economic conditions and business

environment, individuals whose services are in demand by employer will tend to enjoy higher

job security.

Factors motivating employees can occur in various forms; in fact job security is one of the most

influential means of motivating employees particularly in times of economic down turn.

Employees believe that they will not lose their jobs or they will be employed in the same

organization as long as they want is a significant reason for motivation. Job security is one of the

most significant variables of employee satisfaction which expresses the general attitude of the

employee towards his/her job.

Job security guarantees the continuity of employment is also an important safety expectation.

This assurance that the employees will work at the same job for long years eliminates questions

and worries about the future which is perceived as part of job safety. (Telman & Ansal, 2004)

Fear to be dismissed from the organization is an element of oppression for the employees. The

behavior change caused by this fear is felt more obviously particularly in economies with limited

employment opportunities. Research by (Probst & Brinsbaker, 2001) show that motivation of

employees lowers when they perceive job security negatively, their attitudes change towards not

obeying the rules and this leads to an increase in job accidents.

Today, job security is perceived as an indispensable right of an employee which guarantees that

the employee and his/her family will not be deprived of their income and maintains a honorable

life. Thus employees consider the condition of job security just at the beginning of their careers
so as to feel confident about the future. They oppose government privatization policies in order

not to lose this warranty or prefer to work in public sector though they may earn less as

compared to those working in private sector due to public sector offering job security (journal of

economics and social studies).

2.4 Historical Background of Road Safety Commission

Prior to the establishment of Federal Road Safety Commission in 1988, there was no concrete

and sustained policy action to address the carnage on Nigerian roads. Earlier attempts in this

direction were limited to discrete and isolated attempts by some states of the federation and

individuals.

Notable among the efforts to institute a formidable road safety program was the effort of Shell

Petroleum Development Company of Nigeria (SPDC) between 1960 and 1965. The effort of the

Nigerian Army in the training of its officers and men on road safety the early 1970s also

contributed to road safety ideas and consciousness in Nigeria: The Nigerian Army started the

First Public Road Safety Campaign in 1972 when it initiated an annual Road Safety Week.

The first deliberate policy on road safety was the creation in 1974 of the National Road Safety

Commission (NRSC) by the then military government. The impact of the Commission was

however, not sustained. In 1977, the Military Administration in Oyo State, Nigeria established

the Oyo State Road Safety Corps which made some local significant improvements in road

safety and road discipline in the state. That lasted till 1983, when it was disbanded by the federal

government. With the continued dangerous trend of road traffic accidents in Nigeria then, which

placed it as one of the most road traffic accident (RTA) prone countries worldwide (the most in

Africa) in 2013, the Nigerian government saw the need to establish the present Federal Road

Safety Corps in 1988 to address the carnage on the highways.

The unpleasant trend in the nation’s road traffic system which resulted in upsurge in road traffic

accidents made the Federal Government initiate a search for a credible and effective response to

the challenge. In February 1988, the Federal Government established the Federal Road Safety

Commission through Decree No. 45 of the 1988 as amended by Decree 35 of 1992 referred to in

the statute books as the FRSC Act cap 141 Laws of the Federation of Nigeria (LFN), passed by

the National Assembly as Federal Road Safety Corps (establishment) Act 2007.

Statutory Functions

The functions of the Commission generally relates to:

 Making the highway safe for motorists and other road users.

 Recommending works and devices designed to eliminate or minimize accidents on the

highways and advising the Federal and State Governments including the Federal Capital

Territory Administration and relevant governmental agencies on the localities where such

works and devices are required, and

 Educating motorists and members of the public on the importance of discipline on the

highway.

In particular, the Commission is charged with responsibilities as follows:

 Preventing or minimizing accidents on the highway.

 Clearing obstructions on any part of the highways.

 Educating drivers, motorists and other members of the public generally on the proper use

of the highways.

 Designing and producing the driver’s license to be used by various categories of vehicle

operators.
 Determining, from time to time, the requirements to be satisfied by an applicant for a

driver's license.

 Designing and producing vehicle number plates.

 The standardization of highway traffic codes.

 Educating drivers, motorists and other members of the public generally on the proper use

of the highways.

 Giving prompt attention and care to victims of accidents.

 Conducting researches into causes of motor accidents and methods of preventing them

and putting into use the result of such researches.

 Determining and enforcing speed limits for all categories of roads and vehicles and

controlling the use of speed limiting devices.

 Cooperating with bodies or agencies or groups in road safety activities or in prevention of

accidents on the highways.

 Making regulations in pursuance of any of the functions assigned to the Corps by or

under this Act.

 Regulating the use of sirens, flashers and beacon lights on vehicles other than ambulances

and vehicles belonging to the Armed Forces, Nigeria Police, Fire Service and other

Paramilitary agencies;

 Providing roadside and mobile clinics for the treatment of accident victims free of charge.

 Regulating the use of mobile phones by motorists.

 Regulating the use of seat belts and other safety devices.

 Regulating the use of motorcycles on the highways.

safety administration in Nigeria founded in 1988. In the Federal Road Safety Corps (FRSC)

operates in all Nigerian states as well as the Federal Capital Territory and is the lead agency in

Nigeria on road safety administration and management. The statutory functions include: Making

the highways safe for motorists and other road users as well as checking road worthiness of

vehicles, recommending works and infrastructures to eliminate or minimize accidents on the

highways and educating motorists and members of the public on the importance of road

discipline on the highways.

Therefore, it is the major task of every government to motivate their workers to create the will to

work. A worker may be skilled or very competent to do a work, but nothing can be achieved if

he is not willing to work. The process of create the will to work is what motivation is all about.

The contribution of Laurel (1990) sees motivation as the direction and persistence of action. It is

concerned with the way people choose a particular course of action in preference to others, any

why they continue with a chosen action, often over a long period, and in the face of difficulties

and. problem. Motivation therefore manifests in job satisfaction (attitudinal) and performance

(behavioural) and thus provides the link between workers job satisfaction and Worker

performance.

2.4.1 Objectives of Federal Road Safety Commission in Kano State Command

The federal road safety commission kano command has the following objectives to regulate

enforcement coordinate all road traffic and safety management activities through:

1) Sustained public enlightment programmes: This is achieved through motor park

vallies sensitization/awareness programmes in the print electronic media, distribution of pliers

and hand bills, boards, roads shows etc.

elected agency in the traffic management and administration has put in place motor vehicle

administration which refers to preparation of document that is adopted by all state government in

which it has to do with the administration/registration of vehicle in various state of Nigeria,

which is done in form of registration details of vehicles, and also the details contain the manner

and how a vehicle should be operated.

3) Prompt rescuer services: This refers to quick respond to emergency in occurrence of

accident on the road, it is the responsibility of the federal road safety commission (FRSC) do

obtained the accident victims and also for quick access of information in regards to emergency or

occurrence of accident for first aid treatment before taking to the hospital and also clearing a

accident place, the federal road safety commission (FRSC) has emergency number available

which will be call upon by any individual during emergency for quick arrival at punctual time at

the accident place, the emergency response time is 15 minute from the time of report of accident,

and in regard to punctuality federal road safety commission (FRSC) is doing all its best to

sustained this temple.

4) Robust data management: The traffic management and administration which is now

digital at it was analogue before, and everything is been stored. It deals with the issue of driving

license, that is data management bank, where all information drivers license applicant after

issuance are stored so that any time you want to gate such record is available in federal road

safety commission (FRSC) website, even the vehicle registration Nationwide is stated in data

management bank and federal road safety commission (FRSC) has another policy that involved

deriving school standardization scheme with is also digitalized and all information about the
existed deriving school and the certification sector, and also have data base for all filling

operators.

5) Promotion of stakeholder cooperation: This is a collaborated arms of government that

complimented the work of federal road safety commission (FRSC) there in power by the same

act to operate and enforcement and enlightment, and also under this the federal road safety

commission is collaborated with transport union and other stakeholders, community leaders and

religious leaders, with a view to minimizing and gateway of road traffic crashes.

2.4.2 Role of Motivation in an organization

The role of motivation is important in any organization because it' involves the action phase of

behaviour. It is poorly' understood because it is an extremely complex and subtle phenomenon.

Researchers have been concerned with developing means by which human needs can be harness

to achieve organizational objectives. The Hawthorne studies had shown that workers had social

as well as purely economic needs.

Elton Mayo initiated .the Hawthorne study in 1927 in an electronic company, which supply Bell

Telephone. His study therefore centred on question which stemmed from the scientific

management view of man, the physical conditions of work and physiological capacity of the

worker, coupled with monetary incentive, -were held to be the primarily influences on

productivity.

The contribution of Arnold and Feldman (1986 pp. 155-176) in which they describe job

satisfaction as "the amount of overall affect that individuals have toward their job." In another

related view by McCormick and Hegen (1980) regard job satisfaction as a person's attitude

towards his or her job, this may vary along a continuum .from positive to negative.
In a related development by Walker (1980) proposes a model in which the determinant of

performance, job satisfaction and motivation are indicated as work-related variables (the work

context, task activities and job objectives), the individual (individual skills, abilities and

knowledge) and rewards. This model includes aspects physical working conditions, career

matters, and remuneration packages.

The feelings and attitudes of workers towards their work are influenced significantly by their

sources both of motivation and of demotivation (Spector, 2003). In addition, the manner in

which the workers perceive the organization has a direct bearing on both their level of

motivation, and the degree of job satisfaction that they experience.

According to Finder (1998 pp. 505-514) employee motivation is an innate force shaped and

maintained by a set of highly individualistic factors that may change from time to tune,

depending on the particular needs and motives of an employee. Environmental factors do not

have a causal link with motivation but do impact on the level of motivation experienced by an

employee and, together, innate, and, environmental forces determine behaviour at work.

Gouws (1995) also points out that the factors that motivate employees are the same ones that

contribute towards their satisfaction in the workplace and subsequently concludes that motivated

employees are generally also satisfied with their work. Herzberg (1960) concluded that job

satisfaction and job dissatisfaction were not opposite points on a continuum but in fact two

separate dimensions. Extrinsic factors, such as company policies, incompetent supervision, or

unsatisfactory working conditions may lead to dissatisfaction. Such dissatisfaction may be

reduced by hygienic measures, such as fringe benefits, 'human relations' training for foremen, of

better company policies, but such measures will not make worker satisfied, only apathetic. For

true satisfaction to be obtained, 'intrinsic' factors, such as achievement, accomplishment,

satisfaction is obtained primarily from the 'content' of work itself, dissatisfaction is derived from

its 'context' of environment only satisfaction related to productivity. The presence of

'dissatisfaction' may lead to low morale or absenteeism, but its elimination will not raise

motivation or productivity.

Herzberg also said that it is a mistake to emphasize 'extrinsic' measures, which serve only to

make the work environment tolerable, instead management should seek to enrich the job to make

it seem interesting and important.

2.5 Theoretical Framework

This study is grounded in Goal-Setting Theory (Locke & Latham, 1990) and Expectancy Theory

(Vroom, 1964). Goal-Setting Theory posits that clear, challenging performance goals enhance

employee motivation and productivity, which aligns with the FRSC’s use of appraisals to set

measurable targets. Expectancy Theory suggests that employees are motivated when they believe

their efforts will lead to rewards, reinforcing the importance of a fair appraisal system in driving

performance (Pinder, 2014). These theories provide a lens through which the impact of

performance appraisal on worker productivity in the FRSC Kano State Command can be

analyzed.

2.6 Empirical Studies

Several empirical studies support the relationship between performance appraisal and

productivity. A study by Kuvaas (2006) found that employees who received constructive

feedback through appraisals exhibited higher job performance. Similarly, a survey by Mone and

London (2018) in public sector organizations revealed that performance appraisal positively
influences employee engagement and efficiency. In Nigeria, research by Okoro and Eze (2019)

highlighted that public agencies with structured appraisal systems, like the FRSC, recorded better

service delivery. However, some studies also note challenges such as rater bias and lack of

follow-up actions, which can diminish the effectiveness of appraisals (Smither et al., 2005).

2.7 Summary and Uniqueness of the Study

This chapter has reviewed relevant literature on performance appraisal and its impact on worker

productivity, with a focus on the FRSC Kano State Command. While existing studies provide

insights into appraisal systems in public sector organizations, this study uniquely examines the

specific dynamics within the FRSC, considering Nigeria’s socio-economic and administrative

context. By integrating Goal-Setting and Expectancy Theories, this research contributes to

understanding how performance appraisal can be optimized to enhance productivity in road

safety management (Aguinis, 2019). The findings will offer practical recommendations for

improving appraisal systems in the FRSC and similar organizations.