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Performance appraisal in the Maldives public service: challenges and issues
Author(s) -
Asim Mohamed
Publication year - 2001
Publication title -
public administration and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.574
H-Index - 44
eISSN - 1099-162X
pISSN - 0271-2075
DOI - 10.1002/pad.189
Subject(s) - salary , performance appraisal , government (linguistics) , work (physics) , service (business) , public service , human resource management , business , quality (philosophy) , human resources , service quality , employee performance appraisal , job evaluation , marketing , job satisfaction , public relations , operations management , job analysis , management , economics , engineering , political science , medicine , mechanical engineering , linguistics , philosophy , nursing , epistemology , market economy
A structured method of evaluating and rewarding the performance of employees in the Maldives public service did not exist before 1996. Personnel decisions, such as employee promotions, were subjective and based merely on the recommendation of the heads of departments. Hence, in 1996, the Government of Maldives introduced a performance appraisal system, based on rewarding employees through the assessment of several factors such as quality of work, job knowledge and performance. The reward came in the form of annual salary increments. In reviewing this system, the article finds that human resource units or divisions within departments now need to be strengthened for the effective implementation of the system; more training has to be provided to public service employees in terms of raising their awareness as to the objectives of the performance appraisal exercise; and the performance appraisal framework needs to be more flexible in differentiating very high performers, at the same time devising a strategy for the improvement of employees who slack in performance. Copyright © 2001 John Wiley & Sons, Ltd.