Browsing by Author "Isoke, Jacqueline Kabasweka"

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    An assessment of the effectiveness of the balanced score card performance appraisal practice: a case of Uganda Revenue Authority
    (University of Dar es Salaam, 2012) Isoke, Jacqueline Kabasweka
    This study was conducted to assess the effectiveness of the Balanced Score Card Performance Appraisal practice particularly on the general performance of the employees of Uganda Revenue Authority. The study specifically assessed the effectiveness of the Balanced Score Card, effects of performance appraisals on employee performance as well as the responses and attitudes of employees. In an effort to obtain ample data, the research methodology considered primary data that was collected with the help of Questionnaires distributed among employees of Uganda Revenue Authority from several departments with a total of 60 respondents being considered, while Simple Random Sampling was employed to select the list of respondents. Data entry was done with the help of Epi data which was later exported to SPSS for data analysis. These results were then presented in form of frequency tables. The study revealed that the majority of employees agreed that the Balanced Score Card appraisal practice was an effective performance measurement framework yet a slight majority of the respondents agreed that the Balanced Score Card appraisal practice was effective in improving relations and communication between the managers/supervisors and employees. It also revealed that a vast majority of the respondents did not think that the performance appraisal practice was effective in identifying their strengths and weaknesses. On the responses and attitudes of Uganda Revenue Authority employees, it was learnt that just a slight majority of employees on an organizational level were satisfied with the current appraisal practice and method. In a nutshell, the study recommended some positive steps including performance review meetings held by the supervisors and including top management together with their subordinates, performance reviews of staff and rewarding of top performers since the majority of employees considered performance appraisals to be a de-motivating factor.