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Employees report an unclear Performance Management and Development System and inconsistent, unfair implementation, resulting in disengagement, low morale, and reduced overall organisational performance. The study assessed how staff appraisal affects employee performance by identifying contributing factors using semi-structured interviews. Findings show unfair application, unresolved poor performance, victimisation, form-filling without meaningful evaluation, and rewards that do not align with intended appraisal outcomes. Recommendations call for aligned individual and organisational goals, consistent policy, effective engagement, moderation or 360-degree evaluation, and meaningful reward redesign.",{"@graph":69,"@context":127},[70,84,106],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/effectiveness-of-staff-performance-appraisals-at-the-lesotho-highlands-development-authority-lhda-field-study-master-of-business-administration/159779/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/effectiveness-of-staff-performance-appraisals-at-the-lesotho-highlands-development-authority-lhda-field-study-master-of-business-administration/159779.png","ImageObject",300,407,{"name":92,"@type":93},"Paura","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-03","2026-08-29",true,{"@type":102,"interactionType":103,"userInteractionCount":105},"InteractionCounter",{"@type":104},"ViewAction",22,{"@type":107,"mainEntity":108},"FAQPage",[109,115,119,123],{"name":110,"@type":111,"acceptedAnswer":112},"What problem affects LHDA staff performance appraisals according to the study?","Question",{"text":113,"@type":114},"Employees report an unclear evaluation policy and unfair, inconsistent implementation across sections. This creates disengagement, low morale, and weaker organisational performance.","Answer",{"name":116,"@type":111,"acceptedAnswer":117},"How was the effectiveness of staff performance appraisals evaluated?",{"text":118,"@type":114},"The study used semi-structured interviews with staff members from different sections and with varying experience in policy implementation.",{"name":120,"@type":111,"acceptedAnswer":121},"What findings explain why appraisals failed to improve performance?",{"text":122,"@type":114},"Poor performers were not addressed according to policy, staff experienced victimisation, and many filled out forms mainly to comply. Rewards were also too limited and misaligned with performance.",{"name":124,"@type":111,"acceptedAnswer":125},"What recommendations does the study make to improve appraisal outcomes?",{"text":126,"@type":114},"Align individual and organisational goals with a clear policy for all staff, improve implementation through engagement and moderation, or adopt 360-degree performance evaluation. 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Markham  \n21 November 2022  \nDeclaration  \nI declare that the field study hereby handed in for the qualification Master’s in Business Administration at the UFS Business School at the University of the Free State is my own independent work and that I have not previously submitted the same work, either as a whole or in part, for a qualification at/in another university/faculty.  \n• I hereby cede the copyright of this work to the University of the Free State.  \n• Note that proprietary rights in respect of intellectual property developed by the student during the course of and/or in connection with his/her studies at the UFS shall, in all respects, failing a written agreement to the contrary entered into between the UFS and the student, rest in the University (Reg A89 (f) (i)) .  \nSigned by: Bokang Sakoane  \nSignature:   Date:  01 March 2023   \nAbstract  \nThe Lesotho Highlands Development Authority (LHDA) operates from five distinct geographical locations. Five distinct divisions, each with its own set of branches. There are about 388 officials. Employees from the same or different geographical areas perform the same type of work but with varying sizes. Employees complain about an unclear evaluation policy (Performance Management and Development System) and unfair implementation, leading to disengaged employees with low morale, affecting the LHDA ’s overall performance. The policy is said to be implemented differently in different sections; thus, it isnot consistent with regard to all staff. This study aimed to assess the effectiveness of staff performance appraisals at the LHDA by identifying and determining the factors contributing to employee performance and evaluating the impact of performance appraisal on employee performance. A semi-structured interview was used, breaking down responses from different staff from different sections with varying experiences with policy implementation. It is necessary to have an evaluation policy in place to ensure that performance is monitored for the benefit of both the employee and the employer. However, it was discovered that staff believe the policy is unclear and applied differently and unfairly to staff from different sections, negatively impacting morale and performance. The following was also discovered: the LHDA had reported poor performers, but this was not addressed as per policy, staff had been victimised during policy implementation, and they simply filled out the form without evaluating it in order to comply because they did not want to have conflicts with the supervisors. Lastly, the reward contradicts the purpose as it is so little that it is incorrect or not aligned with the performance. Based on the study’s conclusions and findings, the recommendations are that it is critical to align individual and organisational goals with a clear policy for all, that implementation is effective through engagement by introducing moderation to all staff's performance, or to initiate the 360-degree-method of performance evaluation. Finally, LHDA should explore other ways to reward performance in real terms.  \nKeywords: Performance evaluation, rewards, motivation, employee morale  \nDedication  \nI want to thank the Lord in Heaven for giving me the courage to persevere this far and the strength to see this massive responsibility through. I would also like to express my heartfelt appreciation to:  \n• Dr Liezel Massyn, who played an important role from the initial steps of my master’s degree journey.  \n• Mr Lyle Markham, my supervisor, for his unwavering support and direction.  \n• LHDA for allowing me to collect","cbCairZHE7SeuowI","https://ap.wps.com/l/cbCairZHE7SeuowI","pdf",1881097,111,"English","# Declaration\n# Abstract\n# Dedication\n# List of Figures\n# List of Tables\n# List of Abbreviations\n# Chapter 1: Introduction and Background\n## 1.1 Background of the study\n## 1.2 Problem Statement and Research Questions\n## 1.2.1 Problem Statement\n## 1.2.2 Research Questions","[{\"question\":\"What problem affects LHDA staff performance appraisals according to the study?\",\"answer\":\"Employees report an unclear evaluation policy and unfair, inconsistent implementation across sections. This creates disengagement, low morale, and weaker organisational performance.\"},{\"question\":\"How was the effectiveness of staff performance appraisals evaluated?\",\"answer\":\"The study used semi-structured interviews with staff members from different sections and with varying experience in policy implementation.\"},{\"question\":\"What findings explain why appraisals failed to improve performance?\",\"answer\":\"Poor performers were not addressed according to policy, staff experienced victimisation, and many filled out forms mainly to comply. Rewards were also too limited and misaligned with performance.\"},{\"question\":\"What recommendations does the study make to improve appraisal outcomes?\",\"answer\":\"Align individual and organisational goals with a clear policy for all staff, improve implementation through engagement and moderation, or adopt 360-degree performance evaluation. LHDA should also explore more meaningful ways to reward performance.\"}]","Effectiveness of Staff Performance Appraisals at the Lesotho Highlands Development Authority (LHDA) - Field Study - Master of Business Administration | PDF",280]