Knowledge, attitude and practices among nurses on performance appraisal system at two district hospitals in Mashonaland Central Province in Zimbabwe.
- July 9, 2021
- Posted by: rsispostadmin
- Categories: IJRISS, Social Science
International Journal of Research and Innovation in Social Science (IJRISS) | Volume V, Issue VI, June 2021 | ISSN 2454–6186
Tapfuiwa J Katsinde1, Emily Tsododo2 & Constance S Katsinde3
1, 3 Bindura University of Science Education,
2 Zimbabwe Open university
Abstract: The study investigated the knowledge, attitudes and practices among nurses on performance appraisal system at two district hospitals in Zimbabwe. A survey design was used. A questionnaire and interview guide were used to collect data. The sample was chosen using the non-probability method of convenience. Data was presented on tables and analyzed using descriptive statistics and themes. The findings showed that some nurses were trained in performance appraisals whilst others were not. Most nurses indicated that they were not adequately trained on the appraisal system. The majority understood the purpose and objectives of the system but they did not have adequate knowledge. The nurses viewed the system as necessary and commented that it has improved their work. However, the process of writing was viewed as stressful and time consuming. Although the system was being practiced in hospitals, most indicated that it was difficult to implement because of pressure of work, lack of knowledge and the paper work involved. The nurses complained that the system has not been followed by an increase in their remuneration. The study recommends the need for a continuous training of nurses on appraisal system. To be viable nurses who do well according to the system should be rewarded appropriately so that they are motivated to work hard. Research on how the system affects relations in hospitals is recommended.
Key words: attitude, knowledge, nurses, performance appraisal, practices.
I.INTRODUCTION
In the early 1990s the Zimbabwean government undertook to improve the working conditions of civil servants in tandem with civil service reform process that accompanied the Economic Structural Adjustment Programme (ESAP). Major reforms adopted included significant salary adjustments for professional civil servants, regrading and performance appraisal system. The Public Service Commission (PSC), the employer of civil servants, stated that salary increments, bonuses and promotions would be based on performance appraisal unlike the automatic system used previously. A new performance appraisal management system was introduced for civil servants from 1 July 1995. The initial stages of performance appraisal were characterized with training civil servants so that all were aware of the requirements of the new system.
The core of the new appraisal system was the idea of setting out targets and objectives at the beginning of the year that the appraiser and appraisee agree on. At the end of the year the two would then meet to see whether the agreed targets were met. In order to achieve this there is a lot of paper work to be done.
