Volume 8, Issue 10, October – 2023 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

Influence of Appraisal System Criteria on Employees’

Motivation at County Government of Kisumu, Kenya
1
Jacob Apoll*, 2Dr. Michael Washika Okonda
1
Postgraduate Student, Department of Business Administration, School of Business & Economics, Maseno University, Kenya
2
Postgraduate Student, Department of Business Administration, School of Business & Economics, Maseno University, Kenya

Corresponding Author: 1Jacob Apoll*

Abstract:- Public service employees’ motivation has research, practitioners in human resource field as well as
emerged as a complex issue globally, regionally as well as institutions
in Kenya. A systematic review of staffs’ motivation is
revealed by factors such as financial rewards, career Keywords:- Appraisal, System, Criteria, Employee
development, continuous education resource availability Motivation.
and recognition. The County Government of Kisumu’s
department of roads, transport and public work honored I. INTRODUCTION
its employee through recognition awards for the 99% of
roads done, 2020-2021. The individual employees were Performance appraisal is a process that evaluate the
awarded for showing dedication, responsibility and output of individual employee and the measure to improve it
results. The other departments within the Kisumu so that it can contribute to overall organization performance
county government (governance, finance education, (Singh et al, 2018). Consistently, to reap much from the
health and county assembly) have never had such employees they must be motivated. Employee performance
recognition, a show of selective implementation of appraisal emphasizes the job development and growth plans
performance reward system by county departments. The for the employees (Malongwe, 2015). Its significance is
general objective was to study the effects of performance attested where employees resolve to maintain accurate
appraisal on employees’ motivation at county objective records of employee performance in order to
government of Kisumu, Kenya. Specifically the study defend themselves against possible changes of
sought to; determine the effect of appraisal system dissemination in connection with human resource action like
criteria on employees’ motivation at county government discharge, promotions and salary increment. Jalal and Putri
of Kisumu. The study was anchored on goal setting (2015) places emphasis on the people if an organization
theory and expectancy theory. The researcher adopted a needs to have sustainable competitive advantage. Effective
correlational research design to study the relationship performance involve effectiveness and efficiency of
between the variables. The target population of study employees in how they execute their assigned jobs within
consisted of 876 employees of county government of the framework of the laid standards (Ibeogu & Ozturen,
Kisumu drawn from the 8 departments and consisting of 2015). A good performance approach should be able to
supervisors and junior staffs. Stratified random relate to the strategic goals of the organization, focus on
sampling was used to draw a sample of 375 respondents organizational output as well as providing a basis for the
from the population. Primary data was obtained using feedback for improvement.
structured questionnaire. A pilot study was conducted in
Vihiga County. A Cronbach Alpha coefficient of 0.813 Employee motivation refers to employees’ goals,
was obtained thus implying the study instrument was techniques used to achieve their goals and their personal
reliable. Validity was ascertained through expert review conduct that influences their behaviour to accomplish those
at the department of Business Administration at Maseno goals and aspects influencing employees of an organization
University. The primary data collected was analyzed to conduct themselves in a particular manner (Maimunah,
using regression analysis. The findings shows that 2020). Consistently, motivation is a product of a set of
appraisal system criteria has a positive and significant internal and external factors that influence an employee to
effect on employee motivation (β=.309, p<.05) and choose the best course of action and maintain good
accounts for 36.6% variance in employee motivation. behaviour which propel the laid goals. Moreover, employees
This implies that performance appraisal, entailing are motivated when they anticipate that their inputs make
appraisal system criteria positively enhanced employee them achieve their goals and thereafter being rewarded for
motivation and consequently their work. It was the same efforts (Munene, 2013). According to Idowu
concluded that appraisal criteria has a positive influence (2017), motivation is the willingness to expand energy to
on employee motivation, and recommended that the achieve a goal or reward. It is the primary energizer that
county improves its appraisal criteria. This means that drives employees’ effort towards predetermined goals of an
all the constructs defining performance appraisal had a organization. Essentially, the output of every company
positive and significant effect on employee motivation. depends on how well the output of employees is evaluated
The research is significant to academicians the field of and appraised. Employee motivation is concerned with

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Volume 8, Issue 10, October – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
boosting their morale so as to achieve the mission and vision office in 2013 at the advent of devolution while the current
of the organization. Employers have accepted the reality that governor is Prof. Peter Anyang Nyong’o. The metropolitan
motivation increases productivity of the work force. It county employ many people from different ethnic
stimulates the employees’ thirst to work with minimal communities. However, there are reports of limited
supervision and internal pressure. It is significant in employment opportunities for its population. Many
implementing employee performance –achieving goals and industries in the county collapsed like Miwani Sugar
cementing cohesion in a team based environment. This is Company, Chemelil Sugar Company and Kisumu Cotton
done by ensuring employees’ workplace goals and values Mills. The county’s remedial measures includes creating
are aligned with the organization’s mission and vision employment, improving labour force distribution, increasing
resulting into high performance and increased productivity human capital development and employee motivation. This
(Jalal & Putri, 2015). is to create a triple effect in service delivery to the populace
and revenue generation. To achieve all this the county
There are two different kinds of motivation: extrinsic leadership need to emphasize on the facets of performance
motivation and intrinsic motivation. Intrinsic motivation appraisal which will motivate the employees into
refers to an individual’s personal interest, satisfaction and productivity like capacity building, choosing the best
enjoyment. It is affected by internal factors such as passion appraisal system criteria and providing performance
for work, love for challenges and anxiety. Employees may appraisal feedback to the employees (KPMG, 2017).
not be able to identify the reasons for their intrinsic Performance appraisal yields techniques used by employees
motivation (Faizal et al., 2021). Extrinsic Motivation is to contribute to the achievement of the county goal
external; According to Singh et al., (2018), it comes as a objectives as spelt out in County Integrated Development
result of pressure or forces outside an employee. An Plan 2018 for better resource utilization. It propels
employee who is extrinsically motivated works because communication between employees from different
he/she is afraid of punishment or losing reward attached to departments and their supervisors who provide them with
high performance. They usually work hard since they want feedback on performance. The successful implementation of
to be rewarded by their employers. Organizations tend to performance appraisal process leads to development of
motivate their employees extrinsically by promising employee potential, their motivation and improved
rewards. These rewards provide satisfaction and pleasure productivity. However, this has not been fully implemented
that the employee may not necessarily enjoy an activity to by all departments in county government of Kisumu.
perform well in order to receive some kind of reward or to
avoid negative consequences (Caesar, 2018). Intrinsic Globally, many studies which examined the effects of
motivation is better than extrinsic motivation because, with performance appraisal on employee motivation reveal mixed
intrinsic motivation, one is driven to search for knowledge results, they reported weak, positive and negative results.
so as to increase one’s skill needed for a job. However, both Lamphon (2018) studied the impact of performance
forms of motivation are necessary where maximum and long appraisal on private sector employee motivation in Saudi
term results is to be achieved. The most important thing is to Arabia using population of 100 employees. It was concluded
have a balance between intrinsic and extrinsic motivation as that performance appraisal is related to employee motivation
proposed in the study. and it is a very important aspect of achieving organization
goals and to improving the organizational performance.
The Constitution of Kenya 2010 allowed the country to Maimunah (2020) analyzed the influence of performance
transition from a centralized system to a decentralized appraisal towards employees’ motivation and productivity in
system in 2013 with key functional areas being devolved. Tribunnews.com-solo, Indonesia. A population of 50
The decentralized system created the 47 county employees was considered. They were classified in terms
governments. The national government retained the three age, gender, education and work experience. The result
arms: the National Executive, the Legislature and the showed that performance appraisal had a significant
Judiciary. The judiciary was not devolved into counties and influence on employees’ motivation and productivity. Lira
therefore county governments comprised the Executive and et al., (2016) studied performance appraisal as a
The Legislature. To ensure accountability of civil servants motivational tool in the Public administration. SPSS was
involved in provision of public services in the county, the used in data analysis and from the findings it was revealed
county performance management system and capacity that Integrated System of Performance Management and
building framework was developed in 2016 (CIMES, 2019). Appraisal in the Public Sector (SIADAP) has a negative
Most counties have initiated the process of performance contribution to the functioning of the Portuguese public
appraisal such as capacity building, vetting and signing of administration. Iqbal et al (2016) studied the impact of
performance contracts, identification of indicators and performance appraisal on employees’ performance
targets. However they have not consistently undertaken the involving the moderating role of motivation in banking
rest of the process i.e. mid-year performance review, industry of Dera Ghazi Khan. It was revealed that a positive
evaluation and release of evaluation results. Some counties relationship between performance appraisal and employee
have not implemented performance appraisal fully (CEG, performance. Motivation as the moderator positively
2018). County government of Kisumu is one of the former affected the relationship between performance appraisal and
administrative districts of the former Nyanza province in employee performance. Saeed (2016) studied the impact of
Western Kenya. Its head quarter is Kisumu City. The first performance appraisal and motivation on employees output
governor for the county was Jackton Ranguma who assumed in banking sector of Sahiwal, Pakistan. It was concluded that

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Volume 8, Issue 10, October – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
there is a positive relationship between work performance, one of the contributing factor was revenue collections. The
motivation and performance appraisal. contracted health workers downed their tools after three
months of probation where the county government failed
Despite the attempts to study performance appraisal their promise of deploying them to their work station after
and employee motivation, no study has focused on the said period. However, the county department of roads,
investigating employee motivation using improvement of transport and public work honored its staffs through
salaries, provision of awards and promotions and improved recognition awards for the 99% of roads done in 2020-2021.
working condition. Lamphon (2018) used 150 employees in The individual staffs were awarded for showing dedication,
his study while Maimunah (2020) used 50 employees in the responsibility, respect and results. The other departments
study. However, the latter adopted exploratory and causal within the Kisumu county government (governance, finance
research design while the former employed a descriptive education, health and county assembly) have never had such
research design. Lira et al., (2016) on the contrary used 334 recognition, a show of selective implementation of
employees of public administration, Iqbal et al (2016) performance reward system based on appraisal criteria by
incorporated 150 employees in his study while Saeed (2016) county departments. Gradual weakening of employee
used a population of 200 employees of banks with a motivation negatively influence performance. Reviewed
quantitative approach. literature links performance appraisal and motivation. Many
studies were done globally, regionally and locally majority
 Statement of the problem using descriptive research methodology. Few studies
The county governments in Kenya have shown weak reviewed investigated the relationship between performance
operation performance according to the Auditor General’s appraisal and employees’ motivation in the county
report of 2019 where employees felt less motivated with the governments. There is little known about how appraisal
results of appraisal process and general administration. system criteria, relate with employee motivation.
Particularly, in county government of Kisumu, industrial
action like strikes and go-slow and many staff complains  Purpose of the study
have been witnessed which resulted into poor service The study sought to establish the influence of
delivery by the employees. The poor services includes performance appraisal on employees’ motivation at County
garbage collection, solid waste management and poor roads. Government of Kisumu, Kenya.Specifically, the study
Poor service delivery is equivalent to poor performance and sought to establish the influence of appraisal system criteria
low employee productivity. The pointer to this were lack of on employees’ motivation at County Government of
staff motivation, subjective performance appraisal, Kisumu, Kenya.
leadership methods and employee management methods.
The report by the Office of Controller of Budget have  Study Hypothesis
shown Kisumu county own revenue collection for the first
half of the year FY 2013/2014 to FY 2019/2020 have shown  H01: Appraisal system criteria does not have a
dwindling performance. The first half of FY 2019/2020, the significant influence on employees’ motivation at County
county generated a total of Kshs. 363.96Million own Government of Kisumu, Kenya.
sourced revenue. This shown a decrease of 10.2% when
compared to 405.3Million reported during the same period  Conceptual Framework
in FY 2018/2019 which represented 25.3% of the annual
target. The salaries for county employees were delayed and

Fig 1 Conceptual Framework

II. THEORETICAL REVIEW to these goals are more likely to try their best and persist in
achieving the goals, which can lead to better performance
 Goal Setting Theory and success. According to Locke (1968) employees are
The theory by Locke (1968) postulates that employees really motivated by well-defined goals and proper feedback
who have clear intentions in a work environment are highly and are more likely to accomplish these goals when they are
motivated. Specific goals accelerate work performance thus specific and measurable. They work effectively when they
high goals register higher level of outcome when compared are exposed to challenging goals. They will be forced to
to non-specific goals. Specificity of goals trigger internal work hard to accomplish the challenging goals and in the
morale of employees thus motivating them to perform the process they sharpen their skills, receive positive results and
assigned jobs. Goal setting can play a significant role in positive recognition. The end results being consistent
enhancing people’s motivation and performance. People employee engagement, production capacity and satisfaction.
who set specific, challenging goals and commit

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Volume 8, Issue 10, October – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
The results from previous studies showed that goal performance appraisal process that specify goals and align
setting has a positive influence on workers’ performance. them with performance to motivate employees towards
However, these studies lacked theoretical framework to achieving the goals set by an organization promptly.
explain why and how goal setting influences work Consequently, goal setting increases performance where
performance (Latham & Locke, 2007). Latham and Locke they are specific and motivating and provides feedback on
(2007) posits that in the field of organization and human the work done. The goals are a pointer and barometer to
resource management, goal setting can have an impact on how much work should be done with efforts commensurate
employees’ behavior and performance at work. Setting assigned task (Locke & Latham, 2007).
specific and measurable goals is more effective than setting
unclear goals. Consistently, the theory is one of the most  Empirical Literature Review
influential framework in motivational psychology that Faizal et al., (2021) examined the impact and analysis
positively influence employees’ performance. of performance appraisal on employees’ motivation and its
effects on employee retention in banking sector. The
Employees are usually motivated to work when their researcher adopted mono – method where the researcher
supervisors share with them feedback from the appraisal collected only one type of information quality and quantity.
process from their individual contribution pegged on their It was integrated with deduction method. Descriptive
Key Performance Indices (KPI). The appraisal feedback research design and explanatory explanation on the variable
from management and supervisors pinpoint the formed the foundation of the study. Data collection tool was
discrepancies in their output when compared to the assigned survey questionnaire. The study identified 80 respondents
jobs. The theory postulates that an employee is committed to out of which 65 employees were contacted. Survey
well spelt-goals and determined to work towards achieving questionnaire were developed and distributed online and
the organizational goals. Management By Objective (MBO) analyzed with SPSS software. The findings revealed that
is one of the examples where goal setting theory is applied. performance appraisal had an impact on employee
The employee appraisal system and Management By motivation. Appraisal method impact on employee behavior
Objective is centralized on fulfilling the goals set and and his performance if financial institutions appraise and
achieving the set targets. Locke (1990) pointed out that there provides an opportunity to employees to grow in their
are some significant factors that can impact an individual’s organization therefore employee retention ratio will be more
performance: core goal properties (e.g., specificity, and work efficiency would increase. However, the study
challenge), moderators (e.g. ability, feedback, goal looked at employee motivation measured by how well the
commitment), and mediators (e.g., choice, effort). Latham organization could retain them but failed to take care of
(2003) pointed out in one study that individuals who have employees’ personal motivation towards self fulfilment.
specific, challenging, but attainable goals have better Furthermore, there is contextual difference between the two
performance than those who set vague goals or do not set studies with the former focusing on banking sector. The
goals. Meanwhile, individuals should possess ability and current study will therefore adopt a correlational research
have commitment to the goal to have better performance. design in establishing the influence of performance appraisal
on motivation of employees of Kisumu county government.
Employees feel motivated when they are fully involved
in performance appraisal process. Locke (1990) explains Raboca et al., (2017 studied performance appraisal in
ability as whether people possess skill or knowledge to Romanian local public institutions, satisfaction of local civil
finish the task. Feedback is also needed for people to decide servants regarding the performance appraisal system. The
whether they should put forth more effort or change their study was carried out through a sociological survey where a
strategy. Moreover, goal commitment refers to whether number of 300 employed civil servants in Romania. The
individuals have the determination to realize the goal. In survey used 233 respondents who fully filled in the
addition to ability, feedback, and commitment, task questionnaires representing 65%. A ten point Likert scale
complexity is also considered important; it indicates that was adopted. It was concluded that technical aspects, the
people tend to have better performance when the tasks are level of satisfaction regarding the performance appraisal
more straightforward. In addition, situational resources, the system is influenced by ethical and moral aspects (justice
related resources or materials provided for individuals to and fairness of the system). It was revealed that there is a
achieve their goal, are also essential. Finally, self-efficacy significant but not strong relationship between the level of
refers to whether people are confident in doing something satisfaction and the level of motivation of civil servants.
and that it will affect their goals and performance (Locke & However, the study failed to take care of facet of
Latham, 1990). motivation; improvement of salaries, provision of awards &
promotions and satisfaction and passion for work but only
Specific and challenging goals along with appropriate emphasized on ethical and moral aspects (justice and
feedback has positive effect on job performance. Moreover, fairness of the system) of performance appraisal.
employees are motivated to perform a task when their
individual contribution is recognized even where the goals Caesar (2018) studied the effects of performance
are superior and thought to be unachievable. The goals appraisal on employee motivation in two publishing firms.
which are challenging usually leads to rewards such as The study adopted exploratory research design with
recognition, promotions and salary increment. Goal setting qualitative approach. The researcher purposively sampled 8
theory is underpinning this study because it emphasizes on employees from both companies. Data was collected

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Volume 8, Issue 10, October – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
through a structured interview where the respondents were Data was analyzed using percentages, frequencies and
audio recorded during one on one conversation. It was multiple analysis. The results showed that performance
concluded that performance appraisal have effect on the appraisal is positively and significantly correlated with the
motivation of employees and productivity of the firms. It motivation of teachers. When employees are involved in
was revealed that perceived fairness and objectivity can goal setting, they are motivated and they try their best to
affect the effectiveness of performance appraisal in achieve the standard set for them. Goal setting and
motivating the employees. Non-monetary incentives often performance feedback significantly predicated motivation.
tend to boost the intrinsic motivation of the employee while However, the study was done in a different country and
monetary and career related incentives tend to boost their there is little known about performance appraisal in county
extrinsic motivation. Appreciation awards often leads to government of Kisumu.
satisfaction of employee emotionally boosting their intrinsic
motivation. However, little is known about effect of Singh et al., (2018) examined the impact of
performance appraisal techniques at Kisumu County since performance appraisal on employee motivation. The
the study concentrated on publishing firms. population of the study were working on Crest Steel and
Power Pvt Ltd. The sample size was 50 employees from the
Idowu (2017) examined the effectiveness of department heads and staffs from the survey done. Random
performance appraisal system and its effects on employee sampling technique was used in selecting the population.
motivation. The study adopted mixed method and anchored Quantitative and qualitative techniques were employed
on positivist research paradigm. The study surveys through interviews and closed ended questionnaires. The
employees at Shrines communication and interviews the HR reliability test was confirmed through Cronbach’s alpha. It
manager. Primary data was collected using interview and was concluded that managers and employees takes
questionnaire. Quantitative data was analyzed statistically performance appraisal seriously since they consider it an
using excel and SPPS 20. The study findings showed the important factor to get motivated and work efficiently.
presence of significant positive outcomes when the Employees of an organization needs appropriate
organization uses performance appraisal as a motivational performance appraisal system. Performance appraisal thus
tool and using more than one appraisal technique helps has dominant effect on employee motivation. However, the
yields greater satisfaction and consequently higher current study looked at managers and employees as both
motivation level. However, the study was concentrated on being assessed but failed to investigate the role of
human resource managers who are policy makers and supervisor/managers in appraising employees.
implementers but did not looked at junior staffs who are
being appraised and thus affected by the appraisal process. Odayo et.al., (2020) sought to examine the relationship
The present study will focus on junior employees of county between employee involvement and employee performance
government. of part time lecturers in public universities in Kenya. The
study adopted descriptive survey research design to collect
Ndirangu and Mbugua (2016) examined the effects of data from a sample of 60 part time lecturers from four public
appraisal system on employees’ performance in Athi Water universities in the western region of Kenya. The study used
Services Board in Kenya. A descriptive research design with structured questionnaires to gather information from the
survey method was applied in this research. The study respondents. The sampling technique used was stratified
applied both stratified sampling and simple random sampling and simple random sampling. It was analyzed
sampling to the select the respondents. The findings descriptively using percentages, mean and standard
revealed that failure to involve employees in the appraisal deviation and also inferentially using regression and
system create dissatisfaction hence making the Pearson’s Product Moment Correlation test. Employee
implementation ineffective. It was concluded that appraisal involvement was found to be strongly positively correlated
feedback and rewarding help improve performance of staffs. to employee performance (r=0.665; p<0.01). Employee
However, the study stressed on employee involvement in the involvement accounted for 44.2 % of the total variance in
appraisal process and did not look at whether the employees employee performance of part time lecturers in public
were well trained on the appraisal process, the criteria used universities. Thus the study found that employee
in appraisal was fair and the relevance of appraisal feedback involvement had a great influence on employee
to employees. performance. The study recommends that public universities
should adopt employee involvement programs to drive
Singh and Rana (2014) studied the impact of performance, growth and competitiveness on the regional
performance appraisal on the motivation of teachers of and also the global market. Divergently, the study did not
professional institutions in Dehradun city. The study looked examine whether part-time lecturers were motivated
employed ex-post facto survey design. A sample of 170 by the appraisal process and offered conducive working
teachers were randomly selected from a list of 650 teachers environment but only emphasized on the output of the
located in 7 professional institute. A five point Likert scale lecturers.
questionnaire was used in data collection where 26
questions were structured. Internal reliability was measured The studies reviewed showed mixed results between
using Cronbach’s alpha method and Guttman Split-half different components of performance appraisal and
coefficient. A total of 190 questionnaires were distributed motivation. Some of the studies showed a week relationship
out of which 170 were recovered resulting into 89.473%. while others had a strong relationship. Faizal et al., (2021)

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Volume 8, Issue 10, October – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
found a strong positive relationship between performance stratified random sampling technique where each unit of the
appraisal and employee motivation. Similarly, Caesar population has equal chance of being selected from the
(2018) found a strong positive relationship between non- population and its attributes taken care of (Kothari 2004).
monetary incentives and intrinsic motivation of the Purposive sampling technique was used to select the
employee. Idowa (2017) findings showed the presence of a employees and supervisors who are all involved directly in
strong significant positive outcomes when the organization performance appraisal process. Therefore a sample size of
uses performance appraisal as a motivational tool and using 375 respondents was arrived at using Yamane’s formula
more than one appraisal technique helps yields greater (cited in Njugi & Muna 2021) as follow: n= N /1+N (e) 2
satisfaction and consequently higher motivation level. Where n is the sample size, N is the population size and e is
Consistently, Singh et al., (2018) studies established that the margin of error. n= 876 / 1+876(0.05)2
performance appraisal has dominant effect on employee
motivation. Singh & Rana (2014) showed that performance Since the research involved primary data it was
appraisal is positively and significantly correlated with the collected using structured questionnaires on a five point
motivation of teachers. Moreover, Ndirangu & Mbugua Likert scale. Cronbach alpha revealed a high instrument
(2016), findings revealed that failure to involve employees (α=.885) reliability which shows that the overall instrument
in the appraisal system create dissatisfaction hence making (Questionnaire) was reliable. Face validity of the instrument
the implementation ineffective. Divergently, Raboca et al., was ascertained through review by two human resource
(2017) found that there is a significant but not strong experts from the Department of Business Administration
relationship between the performance appraisal and the level Maseno University and Professionals in the area of Human
of motivation of civil servants. Odero and Makori (2018) Capital. Descriptive analysis was used to establish the
study found that employee involvement at 44.2 % had a composite mean which was then used in the regression.
great influence on employee performance. Faizal et al., Regression analysis was used to establish the effect of
(2021) adopted mono – method where the researcher Appraisal System Criteria on employee motivation.
collected only one type of information quality and quantity
with population of 65 employees. However, Raboca et al.,  Model Specification
(2017) carried the study through a sociological survey where The multiple regression analysis was adopted to test
a number of 233 employed civil servants in Romania. While cross sectional data:
Singh & Rana (2014) studied the impact of performance
appraisal on the motivation of teachers of professional Y= β0+β1X1 +ε
institutions in Dehradun city using ex-post facto survey
design. However, not one of the studies reviewed used Y= Dependent Variable (Motivation), X1= Appraisal
correlational research design to measure the relationship System Criteria (ASC), β0 =Y intercept in the equation, β1 =
between performance appraisal and employees’ motivation Size and direction of causal effect of X1, the independent
in the county governments. There is little known about how variable (Appraisal system criteria) on Y, the dependent
appraisal system criteria, appraisal feedback and employee variable (Motivation), ε = Residual in the equation
training relate with employee motivation. Majority of these
studies were done in other countries far from county  Findings and Discussions
government and were done on already developed countries A total of 375 questionnaires were administered to the
and in different sectors. respondents who entailed supervisors and junior staff. The
findings are presented as shown in Table 4.1 below.
III. RESEARCH METHODOLOGY
 Demographic Information
The study adopted a correlational research design, Demographic information of the study respondents
which was carried out at County government of Kisumu. entailed their departments and categories, years of working
The target population of the study were employees of county experience and highest level of education. These are
government of Kisumu. The targeted population are 876 presented as shown in Table 1 using frequency counts and
employees as per County Report (2021). The study adopted percentages.

Table 1 Demographic Information of the Study Respondents

Departments Supervisors % Junior Staff % Total %
Governance & Admin 4 6.1 15 7.3 25 6.7
Finance & Planning 3 4.5 9 4.4 17 4.4
Energy 3 4.5 22 10.7 30 7.9
Education 4 6.1 15 7.3 25 6.7
Roads 5 7.6 25 12.1 38 10.1
Health 23 34.8 56 27.2 114 30.6
County Assembly 11 16.7 23 11.2 51 13.6
City Hall 13 19.7 41 19.9 74 19.8
Total 66 24.0 206 74.0 372 100.0
Years of working experience Frequency Percent
1-2 years 41 11.0

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ISSN No:-2456-2165
3-4 years 78 21.0
5-6 years 142 38.2
7-8 years 89 23.9
9 years and more 22 5.9
Total 372 100.0
What is your highest level of education? Frequency Percent
Certificate 20 5.5
Diploma 127 33.8
Degree 183 49.3
Masters 22 5.9
PHD 20 5.5
Total 372 100.0
Source (Field Survey Data, 2022)

A larger number of respondents, 206(74%) were junior Therefore the respondents have formal education and have
staff while the least, 66(24%) were supervisors. Majority of the necessary knowledge to respond on the study subject.
the respondents, 19.8% were health workers followed by
19.8% who were city hall workers, 13.6% who were county  Employee Motivation at County Government of Kisumu
assembly workers. The least percentage, 4.4% were finance The study outcome was employee motivation at county
and planning and 6.7% government and administration government of Kisumu. This was measured using four
workers. From the findings, majority, 142(38.2%) of the subscales which were: guaranteed payments and
respondents had experience of 5-6 years followed by 23.9% improvements of salaries, provision of award and
who had experience of 7-8 years and 21.0% who had promotions and improved working conditions. Respondents
experience of 3-4 years. Therefore majority of the were therefore asked to indicate the extent to which they
respondents had experience ranging from 3-8 years, which is agreed with statements on each of the three measures using
sufficient for their knowledge on the study subject. Finally, a scale of 1-5 in the range of 1 = strongly disagree, 2 =
the findings shows that majority, 183(49.3%) of the disagree, 3 = neither, 4 = agree, and 5 = strongly agree. The
respondents highest level of education was degree followed findings are presented as shown in Table 2 using frequency
by diploma, 127(33.8%). The other categories were few. counts, percentages, means and standard deviation.

Table 2 Employee Motivation Rating

Guaranteed payments and improvement of salaries 1 2 3 4 5 M STD
My salary and allowances are paid on time. 134(36) 174(46.8) 20(5.4) 30(8.1) 14(3.8) 1.9 .97
Salary I receive is linked to the work I do. 81(21.8) 184(49.5) 59(15.9) 32(8.6) 16(4.3) 2.2 .96
I receive additional payment when my performance 145(39) 94(25.3) 99(26.6) 16(4.3) 18(4.8) 2.0 1.05
exceeds my targets.
The current employment benefits package is fair and 35(9.4) 120(32.3) 31(8.3) 129(34.7) 57(15.3) 3.1 1.28
equitable.
Provision of award and promotion
There are opportunities for attending seminars, 107(28.8) 142(38.2) 22(5.9) 85(22.8) 16(4.3) 2.3 1.20
workshop and tours sponsored by county government
for good performance.
You are provided with individual awards for better 39(10.5) 157(42.2) 137(36.8) 20(5.4) 19(5.1) 2.5 0.89
performance.
Employees who perform well in their role are fairly 59(15.9) 178(47.8) 101(27.2) 22(5.9) 12(3.2) 2.4 0.97
promoted and rewarded.
County government use reward-based performance 99(26.6) 116(31.2) 127(34.1) 21(5.6) 9(2.4) 2.3 1.02
system that is made known to all employees
Improved working conditions
County government provide suitable job match to 57(15.3) 145(39) 119(32) 41(11) 10(2.7) 2.5 1.00
employee to meet employee preference.
I am allowed to review my career plan annually to 99(26.6) 181(48.7) 69(18.5) 11(3) 12(3.2) 2.1 .99
meet short term and long term goals of the county
government.
County government is informative to employee on 131(35.2) 186(50) 18(4.8) 26(7) 11(3) 1.9 .97
current changes, trends and future expectation
County government value employee’s personal 162(43.5) 79(21.2) 100(26.9) 21(5.6) 10(2.7) 2.1 1.12
suggestions on what constitute a good working
environment.
Source (Field Survey Data, 2022)

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The first measure of employee motivation was was a low rating on the county government’s use of reward
guaranteed payments and improvement in salaries in which based performance system made known to employees as
the study respondents rated the four items. The mean indicated by cumulative majority 156(57.4%) , of the
indicates the average rating of employee motivation, when respondents either disagreed or strongly disagreed.
its above 3.0, it is high and implies that employees are
highly motivated and below 3.0, it is low mean and implies The third measure of employee motivation was
low employee motivation. From the findings, majority, improved working conditions, which was also indicated
100(36.8%) of the respondents indicated that their salaries using four items. Majority of the respondents, 105(38.6%)
and allowances were paid on time, which is also indicated disagreed that the county government provided suitable job
by a low mean (M=1.9, STD=.97). Majority, 139(51.1%) of match to employee to meet employee preference, which was
the respondents also disagreed that the salary they received also show by a low mean (M=2.5, STD=1.00). Majority,
was linked to the work they do, which was affirmed by a 130(47.8%) of the respondents disagreed that they were
low mean (M=2.2, STD). The findings further shows a low allowed to review their career plan annually to meet short
rating (M=2.0, STD) where majority of the respondents, term and long term goals of the county government, which
110(40.4%) also strongly disagreed that they receive was also reflected by low mean (M=2.1, STD=.99). From
additional payment when their performance exceeds their the findings, majority, 100(36.8%) of the respondents
targets. However, from the findings, there was a high rating strongly disagreed that the county government is
on the statement that the current employment benefits informative to employee on current changes, trends and
package is fair and equitable (M=3.1, STD=1.28) although future expectations, which is shown by a low mean (M=1.9,
with very high variations from the mean response as STD=.97). Finally, majority, 117(43.0%) of the respondents
indicated by the standard deviation and with majority, revealed that the county government value employees
91(33.5%) disagreeing. personal suggestions on what constitute a good working
environment, which is also indicated by a low mean (M2.1,
The second measure of employee motivation was STD=1.12). From these findings, it was be deduced that
provision of award and promotion. These were also there is low employee motivation rating in Kisumu county.
measured by four items. From the findings, majority of the
respondents, 105(38.6%) disagreed that there are  Appraisal Feedback and Employee Motivation
opportunities for attending seminars, workshops and tours The study sought to determine the influence of
sponsored by county government for good performance, appraisal system feedback on employees’ motivation at
which was also reflected by low mean (M=2.3, STD=1.20). County Government of Kisumu, Kenya. Therefore
The findings also shows that majority of the respondents, respondents were asked to indicate the extent to which
116(42.6%) disagreed that they were provided with under-listed factors influenced their attitude towards
individual awards for better performance, which was also performance appraisal. Each statement was given on scores
indicated by a low mean (M=2.5, STD=.089). It is clear of 1-5 where 1 = strongly disagree, 2 = disagree, 3 = neither,
from the findings that majority of the respondents, 4 = agree, and 5 = strongly agree. The findings are presented
128(47.1%) disagreed that employees who perform well in as shown in Table 3 using frequency counts, percentages,
their role are fairly promoted and rewarded, which is also means and standard deviations.
indicated by a low mean (M=2.4, STD=.97). Finally, there

Table 3 Employee Appraisal Feedback

Appraisal Feedback 1 2 3 4 5 M STD
Supervisors and directors usually seek for employee 114(30.6) 109(29.3) 107(28.8) 18(4.8) 24(6.5) 2.2 1.12
feedback after appraisal process to capture their
thoughts.
There is a regular evaluation and performance 162(43.5) 94(25.3) 57(15.3) 37(9.9) 22(5.9) 2.0 1.15
feedback on quarterly basis so that employees may
have a chance for improvement.
Performance appraisal results have impact on my 90(24.2) 168(45.2) 74(19.9) 24(6.5) 16(4.3) 2.1 0.94
behavior, attitude and morale.
Feedback process is usually confidential, fair and with 160(43) 66(17.7) 90(24.2) 30(8.1) 26(7) 2.1 1.17
objectivity.
I always get the expected results of the performance 203(54.6) 78(21) 57(15.3) 13(3.5) 21(5.6) 1.9 1.20
evaluation and usually agree with the evaluation
results.
Feedback is sought from employee to determine the 57(15.3) 174(46.8) 118(31.7) 10(2.7) 13(3.5) 2.4 0.95
degree of technical know-how and job process.
Your manager communicates with you frequently 94(25.3) 143(38.4) 104(28) 23(6.2) 8(2.2) 2.2 1.00
about your performance.
Directors and supervisors usually summon employees 134(36) 144(38.7) 58(15.6) 27(7.3) 9(2.4) 2.1 1.06
who register unsatisfactory performance so as to
correct, boost and motivate them to perform.

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Volume 8, Issue 10, October – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
From the findings on employee feedback as indicated expected results of the performance evaluation and usually
in Table 3, majority of the respondents, 85(31.3%) strongly agree with the evaluation results (M=1.9, STD=1.20). From
disagreed that supervisors and directors do not usually seek the findings, it emerged that feedback is not sought from
for employee feedback after appraisal process to capture employees to determine the degree of technical know-how
their thoughts, which was also confirmed by a low mean and job process (M=2.4, STD=0.95), which is also indicated
(M=2.2, STD=1.12). The findings also revealed that by majority of the respondents, 124(45.6%) who disagreed.
majority of employees, 124(45.6%) strongly disagreed that Majority, 103(37.9%) of the respondents disagreed that their
there is a regular evaluation and performance feedback on managers communicated with them frequently about their
quarterly basis so that employees may have a chance for performance, which is indicated by a low mean (M=2.2,
improvement. This was also confirmed by a low mean STD=1.00). Finally, the findings shows that majority,
(M=2.1, STD=1.15) and a high standard deviation which 104(38.2%) disagreed that directors and supervisors usually
implies that there was high variation on the response. The summon employees who register unsatisfactory performance
findings further shows that feedback process is usually so as to correct, boost and motivate them to perform.
confidential, fair and with objectivity as indicated by a low Further analysis was done in order to test the null hypothesis
mean (M=2.1, STD=1.17) and also majority, 123(45.2%) that “H02: Appraisal system feedback does not have a
who strongly disagreed. Furthermore, majority of the significant influence on employees’ motivation at County
respondents, 127(46.7%) disagreed that performance Government of Kisumu, Kenya”. This was accomplished
appraisal results have impact on their behavior, attitude and using simple linear regression model whereby employee
morale, which was also shown by a low mean (M=2.1, motivation was regressed against performance appraisal
STD= 0.94) and a low standard deviation which reflects a criteria. The findings are presented as shown in Table 4.
low variation from the mean. Majority of the respondents, below.
145(53.3%) strongly disagreed that they always get the

Table 4 Effect of Appraisal System Feedback on Employee Motivation

Model Summary
Model R R Square Adjusted Std. Error of Change Statistics
R Square the Estimate R Square Change F Change df1 df2 Sig. F Change
1 .644a .415 .413 .38203 .415 191.519 1 370 .000
a. Predictors: (Constant), AF
Coefficientsa
Model Unstandardized Coefficients Standardized Coefficients t Sig.
B Std. Error Beta
(Constant) 1.091 .204 5.339 .000
1
AF .692 .050 .644 13.839 .000
a. Dependent Variable: Employee Motivation
KEY: AF-Appraisal Feedback, Source (Field Survey, 2023)

The findings shows that appraisal criteria accounts for showed that provision of feedback influenced teachers’
41.5% variance in employee motivation, R2=.415, F(1, attitude towards performance appraisal. The findings also
370)=191.519, p<.05, findings that are significant at p value concurs with Boadi (2016) findings which concluded that
of 0.05. This means that appraisal feedback accounts for a performance appraisal in the civil service is fair, satisfactory
significant amount of variance in employee motivation, and result oriented as well as Prasad (2015) which showed
leaving other variance (58.5%) to be accounted for by other that performance appraisal helps employees to improve their
variables not in the model. In addition, the findings shows performance by giving feedback about the need for the
that appraisal feedback has a positive and significant effect development. These findings also support previous studies
on employee motivation (β=.644, p<.05), implying that for a such as Kihama and Wainaina (2019), Kisang and Kirai
one unit improvement in appraisal feedback, employee (2016) and Otieno (2016) in different sectors, which all
motivation improves by a magnitude of 0.644 units affirms that appraisal system feedback has a positive
according to the scale used. The model unstandardized influence on employee motivation. These findings also
coefficient as indicated in Table 4.4 reveals that while support both the goal setting and expectancy theories which
holding all other variables constant, appraisal feedback both affirm the role of appraisal system on employees. This
uniquely improves employee motivation by 0.313 units leads to the conclusion that system appraisal feedback has a
(B=0.313, p<.05). This means that the organizations under positive and significant influence on employee motivation.
study have slightly embraced their appraisal feedback,
which is having a positive impact on employee motivation. IV. SUMMARY OF FINDINGS
It can thus be concluded that appraisal feedback has a
significant influence on employee motivation and therefore The first objective of the study was to establish the
we reject the null hypothesis and adopt an alternative influence of appraisal system criteria on employees’
hypothesis that appraisal feedback has a significant motivation at County Government of Kisumu, Kenya.
influence on employee motivation. The aforementioned Descriptive findings revealed that appraisal system criteria
findings are in line with Oyaro (2017) findings which was practiced to a very small extend in the county. Using

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Volume 8, Issue 10, October – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
multiple and simple linear regression models, the findings [8]. Jalal , H., & Putri, R. (2015). Examining the effects of
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V. CONCLUSIONS [9]. Lamphon, S., & Abunar, M. (2019). The impact of
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witch-hunting and therefore there is proper justice. This is of Finance Management and Accounting, 3(3).
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RECOMMENDATIONS appraisal towards employee's motivation and
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