Performance appraisal in the public service of Malta : problems and potential solutions

Abstract

This study gives an overview of the Performance Management Programme (PMP) currently operated in the Public Service of Malta and explores whether the aims it set out to achieve when it was first implemented have, in practice, been achieved. Research was undertaken to identify the problems affecting the PMP, new performance appraisal approaches that may be applied to the PMP system and potential solutions to improve the PMP's effectiveness as a management tool. Through literature review, innovative and effective performance appraisal strategies are explored including the feasibility of linking good performance with rewards for enhanced staff motivation. The semi-structured interviews held with a number of supervisors and subordinates are aimed to assess the views of different stakeholders with regard to the PMP, identify the problems faced by these supervisors when they implement the PMP, explore their cause and seek solutions to these problems. The general perception of supervisors is that because the PMP is not linked to any rewards or sanctions, the exercise does not have any use and becomes a useless paper exercise that lacks objectivity, consistency and credibility. However, most supervisors recognise that the PMP could be a very effective management tool if measures are introduced to improve the current system. On their part, employees are disappointed with the PMP because in many cases, the review is not appropriately conducted and supervisors do not dedicate sufficient time to communicate with their staff. Employees are also demotivated due to the lack of consistency in ratings across the public service. It is clear that supervisors require monitoring and performance measurement during the PMP process through internal and external audits. Performance review should take account of employee competencies and potential. Shorter review periods might help in establishing better performance measurements, resulting in consistent ratings. Empirical findings indicate that linking the PMP to rewards and sanctions would contribute to making it more credible. The PMP can be an effective management tool that empowers both supervisors and employees if it is improved, resulting in motivated employees and increased productivity.