International Journal of Emerging Engineering Research and Technology
Volume 7, Issue 12, 2019, PP 37-44
ISSN 2349-4395 (Print) & ISSN 2349-4409 (Online)

Factors Influencing Employee Performance in an Organization
Lilian Daramola1*, Adedeji Adebola Daramola2
1

2

Human Resources Officer, Oxpeach Strategy LTD, Lagos, Nigeria
Acting Managing Director, Owena Energy Limited, Akure Ondo State, Nigeria*Corresponding Author: Lilian Daramola, Human Resources Officer, Oxpeach Strategy LTD, Lagos,
Nigeria, Email: liliandaramola884@gmail.com
ABSTRACT
Performance appraisal is one of the most popular and widely studied areas in human resource
management, industrial relations and organizational psychology. However, most research in this area has
been conducted in the USA, UK, Asian countries like China and reflects a Western context. Some studies on
performance appraisal in Nigerian organizations have been carried out, but, they are limited. In recent
years, Nigerian companies have started to reform their performance appraisal system, by adopting Western
style performance appraisal systems. The aim of the study was to determine the effects of performanceappraisal on employee performance in Nigerian Aviation Handling Company (NAHCO) plc. From themultiple regression it was deduced that the variables; management by objectives, performance based pay,and employee training had the greatest effect on the employee performance while the variables competence,
assessment and development also had an effect on the employee performance though the effect could not becompared to the other three performance appraisal systems (i.e. management by objectives, performancebased pay, and employee training) which had quite high effect to employee performance. This study
recommends that; NACHO should take initiative to give proper training to all its employees in order toimprove the performance in organization and in all the departments. In order to improve efficiency in the
NACHO, there is need to adopt the system of Performance based pay on all its employees. The managementof NACHO should also take proper consideration of competence, assessment and development of theemployees that are working within and out of the organization.
Keywords: Employee performance, Performance, Appraisal, NAHCO

INTRODUCTION
Background of the Study
Organizations are established to perform certain
tasks and use different cadre of staff to achieve
their objectives. To maintain standards andanticipated outputs organizations have to keep
abreast with both new knowledge and technological advances. This fast growing challenge
requires that organisations engage or update
their staff so that they can cope with the rate ofgeneration of new changes in these areas. Someof the coping mechanisms applied by organizations
are recruitment of trainable staff, reproofing ofpresent staff, in service training in certain
disciplines and on the job training including
exchange programmes. A performance appraisal
system is a good instrument that can be used to
improve the quality of an organization’s workforce performance of which it is considered as
an important aspect in human resourcesmanagement and as part of the control process inadministration (Kavussi Shal, 1999).

In any organizational level, the performanceappraisal system impacts other HR systems aswell as organizational strategy. The effectivenessof an organization's performance appraisal
system is a prerequisite for ensuring the successof its selection, training, and employee
motivation practices. At a strategic level, theneed for rapid and effective organizationalchange in today's dynamic social, economic, andpolitical environment requires that employees
continually re-align their performance with the
evolving goals and objectives of the organization.
The need to continually re-align performance
characterizes many organizational departments
which continue to struggle with getting theirmembers to embrace the philosophy and practices
that are geared at enhancing performance. None ofthese local and international studies has focusedon the effectiveness of performance appraisal
systems in the Kenyan context.
Performance appraisal has been noted as one of
the most problematic components of humanresource (HR) management (Allen and Mayfield,

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Factors Influencing Employee Performance in an Organization

1983). The parties involved in performanceappraisal are supervisors, employees, and HR
administrators. Smith et al. (1996) noted that theparties are dissatisfied with their organization's
performance appraisal system and viewed theappraisal process as either a futile bureaucratic
exercise or, worse, a destructive influence on theemployee-supervisor relationship (Momeyer,1986). This is certainly true of most organizations,at least in the USA, wherein surveys typicallyreveal widespread dissatisfaction with theappraisal process (Huber, 1983; Walsh, 1986).
Despite these indictments, managers are
reluctant to abandon performance appraisal
which they still regard as an essential tool of HR
management (Meyer, 1991).
According to Smith (2000), appraisal involves
the identification of cause and effect relationships
on which employment and labour policies are
based or can be based and are a routine processthat organizations use to evaluate their employees.
It is a systematic assessment that is as objective
as possible of an ongoing programme or policy, its
design, implementation and results. Its aim is toappraise the relevance and fulfilment of objectives,
efficiency, effectiveness, impact and sustainability.
Omboi (2011) opined that although performanceappraisal itself is often a process that involves
documentation and communication, the tendency
in recent years has been to formalize the appraisal
process, whereas in years past, an informal
approach with very little record keeping
sufficed, now more documentation is required.
Performance management is actually a broadterm that was initially used in the 1970s to
depict a technology-science entrenched inapplication methods basically intended to assist
the institutional managements to manage bothresults and behavior, which are the two vital
aspects of what is commonly identified as
performance(HomayounizadpanahandBaqerrkord, 2012). The effect of performance
management practices on organizational
performance and employee productivity is an
important topic in the fields of human resource
management and industrial relations. There is anincreasing body of work that argues that the useof performance management practices that take
into account comprehensive employee recruitment
and selection procedures, employee involvement
and training, can improve the knowledge, skills
and abilities of an organizations employees
while at the same time increase their motivation,
reduce malingering and enhance the retention ofquality employees as well as their productivity.
38

Performance management therefore needs to betested in any particular setting taking into
consideration how individuals in any particularorganization are motivated and the extent towhich they are most effective for a particularorganization. Thus it is on this basis that the
study aims to determine the effect of performance
management practices on employee productivity
with a focus on Nigerian Aviation Handling
Company Plc (NACHO aviance). NACHO is
the leading ground handling company in Nigeria
with 1700 Nigerian and expatriate employees
and it is headquartered in Lagos, Nigeria. It is a
Nigerian diversified enterprise with interests inaviation cargo, aircraft handling, passenger
facilitation, crew transportation, fuelling services
and aviation training. It is located at the Murtala
Muhammed International Airport, (MMIA)
Ikeja-Lagos. As a result of globalization, liberalization and completion, NACHO redefined its
vision and mission statements.
For an appraisal system to be effective,
employees must believe that they have an
opportunity for meaningful input into theappraisal process (Weick, 2001). Such input
may range from having the opportunity tochallenge or rebut the evaluation one receives tojudging one's own performance through self
appraisal. Regardless of the nature of employee
input, it is clear that giving employees a voice intheir own appraisals enhances the perceived
fairness of the appraisal process, which, in turn,increases the likelihood that employees will
accept the appraisal system as a legitimate andconstructive means of gauging their performance
contributions. Organizations usually formalize partof the process by using a standard form.
Currently, many organisations are implementing
or planning to implement, reward and/or
recognition programmes believing that thesewill help bring about the desired culturalchange. In some organisations, large amounts ofmoney are being invested in these types ofactivities and some managers are required
specifically to set aside a certain amount fromtheir budgets for this purpose (Denning, 2001).
This rationale is based on the assumption thatthese types of incentives will encourage employee
loyalty, foster teamwork and ultimately facilitate
the development of the desired culture thatencourages and supports knowledge sharing.
Others maintain that to encourage knowledgesharing organisations should design reward andrecognition systems that stimulate sharing of all
kinds: goals, tasks, vision as well as knowledge(Wright, 2004).

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Factors Influencing Employee Performance in an Organization

The study aimed at investigating the effect ofperformance appraisal systems on employee
performance in Nigerian Aviation Handling
Company (NAHCO) plc.
The specific objectives are to: investigate the effect of competence assessment
and development on the employees performancein Nigerian Aviation Handling Company(NAHCO) plc;
 determine the influence of performanceappraisals on employees’ perceptions ofjustice, affective reactions toward performanceappraisals and behavioural outcomes;

LITERATURE REVIEWManagement by Objective
Management by objectives (MBO) is amanagement system designed to achieveorganizational effectiveness by steering each
employee's behavior toward the organization's
mission. MBO is often used in place oftraditional performance appraisals. The MBO
process includes goal setting, planning, andevaluation. Goal setting starts at the top of theorganization with the establishment of theorganization's mission statement and strategic
goals. The goal-setting process then cascades
down through the organizational hierarchy tothe level of the individual employee. An
individual's goals should represent outcomes
that, if achieved, would most contribute to theattainment of the organization's strategic goals.
In most instances, individual goals are mutually
set by employees and their supervisors, at whichtime they also set specific performancestandards and determine how goal attainment
will be measured (Lindsey, 2005).
As they plan, employees and supervisors work
together to identify potential obstacles to reachinggoals and devise strategies to overcome theseobstacles. The two parties periodically meet to
discuss the employee's progress to date and to
identify any changes in goals necessitated byorganizational circumstances. In the evaluation
phase, the employee's success at meeting goals
is evaluated against the agreed-on performancestandards. The final evaluation, occurring annually
in most cases, serves as a measure of the employee's
performance effectiveness (Hannabuss, 1991).

METHODOLOGY
In order to obtain a thorough understanding of
the design of performance appraisal systems in
NACHO plc and the employees’ and managers’
reactions toward the appraisals, both qualitativeand quantitative research methodologies wereadopted to collect relevant data in the organization.
Qualitative research was used to identify linkage
of appraisal system with certain performance
related factors. While quantitative research wasthen used for getting response of employees
through structured questionnaire.
The carefully designed employee survey was
distributed in NAHCO to test the employees’
attitudes toward appraisal. The sample consistedof a total of 300 employees, with 115 management
staff and 185 non-management staff. Among thevariables in the survey, two scales, including
impact appraisals on appraisal outcome’ andimpact of appraisals on communication’ areused to examine how NAHCO’s performanceappraisal influences employees’ subsequent
performance. Moreover, two scales ‘employees’satisfaction with performance ratings’ and‘employees’ perceptions of distributive justice’
were adopted to examine the how employees
perceive the distribution of outcomes in appraisals.
In order to explore the employees’ attitudes
toward the design and the whole procedures ofthe system itself, two scales - ‘employees’satisfaction with appraisal system’ and‘employees’ perceptions of procedural justice’were also included in the survey. Finally, twoscales -‘employees’ satisfaction with supervisors inappraisal’ and ‘employees’ perceptions ofinteractional justice’ were also included to test
what employees thought about the supervisors’
behaviour in appraisal.
Besides the employee survey, information about
the performance appraisal practices in NAHCO
was collected by the interviews with Human
Resource (HR) staff members. Moreover, inorder to explore what factors influence theemployees’ reactions to appraisals in terms ofcompetence assessment, training and performancedevelopment, the interviews with selected
employees and managers were also conducted,
with a sample of different supervisors and theemployees in different sections (departments).
The interview questions were specially designed
to test employees’ and supervisors’ attitudes tothe impact and efficiency of performanceappraisal.
The total population comprised of 300 NACHO
employees in Lagos Nigeria, out of 1700
NACHO employees in the entire Nigeria. This
population of interest had the potential ofproviding the relevant information regarding theeffects of performance management practices on
employee performance.

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Factors Influencing Employee Performance in an Organization
Table3.1. Total Population Distribution
Management Staff
Non-Management Staff
Total

115
185
300

Source: Authors’ WorkIn this study, the sampling frame constituted of
employees NACHO plc. The list of employees
was obtained from the Human Resource
Department head office. Stratified sampling wasused to divide the population into two strata as
shown in table 3.1 above. This was done toenable the researcher to draw inferences aboutboth sub groups. This method also leads to more
efficient statistical estimates. Both management
and non management staff, the respondents wererandomly chosen from different sections. The
researcher ensured that all the cadres of
employees were represented.
The total number of respondents who were
sampled with questionnaires was believed to belarge enough for the study given the purpose andgoals of the research. The representation fromeach sub group was shown in the table below.
Table3.2. Sample Size Distribution
Management Staff
Non-Management Staff
Total

115
185
300

Source: Authors’ WorkThe questionnaire focused on evaluating theeffectiveness of different appraisal systems bymeasuring perceptions of managerial and nonmanagerial employees.
A content analysis and descriptive analysis was
employed. The content analysis was used toanalyze the respondents’ views about the effectof performance appraisal. Data was grouped intofrequency distribution to indicate variablevalues and number of occurrences in terms offrequency. Frequency distribution table was an
informative to summarize the data from
respondents. The organized data was interpretedon account of concurrence and standard deviation
to objectives using a computer package SPSS
version 15.0.
In addition, correlation analysis and a multiple
regression analysis were used so as to determine
the relationship between Employee Performance(E.P) (dependent variable) and the variables(which were the performance appraisal systems),
namely; Competence, assessment and development,
management by objectives, performance based
pay and employee training (which were the40

independent variables) in the companies. The
multiple regression was:
E.P = ao + ax1 + bx2 + cx3 + dx4 + e
E.P = Employee Performance
Where ao = constanta, b, c and d= Regression coefficients
x1= Competence, assessment, and development
x2= Management by objectives
x3= Performance based pay
x4= Employee training
e= Error term

RESULTS AND FINDINGS
General Information
The general information for the study comprisedof the gender of the respondents, their age
bracket, work experience and education level ofthe respondents.
Gender of Respondents
The researcher intended to identify the gender ofthe study respondents. The findings presented intable 4.1 showed that 66% of the respondents
were males as compared to 34% females. Thus,
the findings indicate that most of the
respondents were male.
Age Bracket of Respondents
The researcher intended to identify the age
bracket of the study respondents. The findingspresented in table 4.1 below showed that 19% of
the respondents were between the ages of 20 to
30 years, 55% were aged between 31 to 45
years, 23% were aged between 46 to 55 years
and 3% were above 56 years old. Thus, thefindings indicate that most of the respondents
were more than 31 years old.
Work Experience of Respondents
The researcher intended to investigate the work
experience of the study respondents. The
findings presented in table 4.1 below showedthat 18% of the respondents had worked for lessthan 1 year, 48% had worked between 2 to 5
years, 21% had worked between 6 to 10 years,
9% had worked between 11 to 15 years and 4%
had worked between 16 to 20 years. Thus, thefindings indicate that most of the respondents
had less than 10 years of work experience in thecompany.
Education Level of Respondents
The researcher sought to find out the educationlevel of the respondents who participated in theInternational Journal of Emerging Engineering Research and Technology V7 ● I12 ● 2019

Factors Influencing Employee Performance in an Organization

study. The findings in Table 4.1 below
established that 6% of the respondents had
secondary school education, 24% had college
level of education and 70% had university levelof education. Thus, the findings indicate thatmajority of the respondents were significantly
educated.

objectives affected performance. These factors
included; a climate of achievement is generated
by mutual trust and goal setting between theemployee and his immediate manager at theorganization. A successful program with thecommunication necessary to achieve desired
results requires commitment and dedication.

Table4.1. Descriptive analysis of respondent surveyed

One of the major contributions of management
by objectives is that it enables the firm to
substitute management by self-control for
management by domination. The MBO approachovercomes some of the problems that arise as aresult of assuming that the employee traits
needed for job success can be reliably identified
and measured, Instead of assuming traits, theMBO method concentrates on actual outcomes,
If the employee meets or exceeds the set
objectives, then he or she has demonstrated an
acceptable level of job performance, Employees
are judged according to real outcomes, and noton their potential for success, or on someone's
subjective opinion of their abilities.

Variables
FemaleGenderMale
20 to 30 years
31 to 45 years
Age
46 to 55 years
above 56 years
Less than 1 year
Between 2 to 5 years
Work
Between 6 to 10 years
Experience
Between 11 to 15 years
Between 16 to 20 years
Secondary School Level
College Level of
Education
Education
Level
University Level of
Education

Percentage
34
66 (100)1954
19
8 (100)1848
21
9
4 (100)624
70 (100)

Source: Authors’ Survey

Effect of Competence, Assessment andDevelopment on Employee Performance in
NAHCO
The entire study targeted at evaluating the effectof performance appraisal systems on employees
performance in NAHCO plc. The research
revealed that competence, assessment anddevelopment affected employee performance toa moderate extent as indicated by 65.7% of the
respondents. There were also a number of
number of statements on competence, assessment
and development that enhanced employee
performance as indicated by the respondents.
The main statements were; Competence assessment
and development is seen, by both staff andmanagement, as a mechanism for identifying
people with promotion potential and Competenceassessment and development at the firmemphasizes on integrating individuals′ aspirations
and abilities with organizational goals.
Development was captured with management by
objectives and performance based pay. Regarding
the effect of management by objectives on
employee’s performance, the study revealed thatmanagement by objectives enhanced theperformance of the NACHO to a great extent
with an indication of 76.8% of the respondents.
The researcher also sought to know the extent towhich a number of factors of management by

The guiding principle of the MBO approach isthat direct results can be observed, whereas thetraits and attributes of employees (which may or
may not contribute to performance) must be
guessed at or inferred, The MBO method
recognizes the fact that it is difficult to neatly
dissect all the complex and varied elements that
go to make up employee performance and MBO
advocates claim that the performance of
employees cannot be broken up into so many
constituent parts as one might take apart anengine to study it. The research revealed that,the statements on the major contributions ofmanagement by objectives is that it enables thefirm to substitute management by self-control
for management by domination, and was themain effects of management by objectives on
the performance of the employees.
Regarding the effect of performance based payon the employee performance in NACHO, thestudy also revealed that performance based pay
affected employee performance to a great extent
with a 57.2% of the respondents’ indication. The
researcher was interested by the extent to which
a number of factors of performance based pay
enhanced the performance of the NACHO. The
researcher put several factors to test which
included; Satisfaction of employees andsupervisor/organization, Appraisal process,Evaluation of employees for reward purposes,
Frank communication of appraisals and Wageand salary reviews.

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Factors Influencing Employee Performance in an Organization

Of these factors, the factors; wage and salary
reviews, Evaluation of employees for reward
purposes and appraisal process were the main
factors of performance based pay that enhanced
the performance of the tea estate as revealed by
the research. In addition the statements; Theappraisal process in this organization is directly
linked to rewards, Performance based pay
increases employee motivation in the organization,and Merit rises and bonuses are decided
arbitrarily by supervisors and managers were themain factors of performance based pay that
influenced the effectiveness of performanceappraisal systems in the organizations as
revealed by the research.
Effect of Employee Training on the Employee
Performance in NACHO
The study revealed that employee training
enhanced the performance of the organization toa great extent with a 54.7% of the respondents’indication. The study sought to established theextent to which the factors; Training programs,
Frequency of training, Effectiveness of training
methods, Form of training methods/approaches
and Required knowledge/objectives affected theeffectiveness of the performance appraisal in theorganizations. The research revealed that allthese factors influenced the effectiveness of theperformance appraisal in the organizations to amoderate extent.
Correlation and Regression Analysis
The study wanted to find out the relationshipbetween the employee performance (EP) which
was the dependent variable and the independent
variables which were; competence, assessment

and development, management by objectives,
performance based pay, and employee training.
The researchers also sought to know the effectof the independent variables (performanceappraisal
systems)
namely;competence,
assessment and development, management by
objectives, performance based pay, and employee
training on the dependent variable; employee
performance (EP) by using the multiple
regression analysis.
Correlation Analysis
Table 4.4.1, shows the correlation coefficientsthat gave the measure of the relationshipbetween the dependent variable (Employee
performance (E.P)) and the independent variables,
which were; Competence, Assessment, andDevelopment (X1), Management by objectives(X2), Performance based pay (X 3), Employee
training (X4). From table 4.7 there was a low
positive correlation between employee performanceand Competence, Assessment, and Development(X1) with a correlation coefficient of 0.398. The
relationship between employee performance andManagement by objectives (X 2) high, with acorrelation coefficient of 0.731; the correlation
between employee performance and Performancebased pay (X3) was also high with a correlation
coefficient of 0.608.
There was also a high positive correlation
between employee performance and employee
training with a correlation coefficient of 0.742.
From the study, it was deduced that the variables
management by objectives, performance based
pay, and employee training were the main
variables that affected employee performance.

Table4.4.1. Coefficients
Competence, Assessment Management by Performance based Employee
and Development (X1)
Objectives (X2)
pay (X3)
Training (X4)
Employee Performance (EP)
0.398
0.731
0.608
0.742
Source: Authors’ Work

Regression analysis
The multiple regression equation was:
E.P = ao + ax1 + bx2 + cx3 + dx4 + e
E.P = Employee Performance
Where ao = constanta, b, c and d= Regression coefficients
x1= Competence, assessment, and development
x2= Management by objectives
x3= Performance based pay
x4= Employee training
e= Error term
42

The estimate multiple regression model is givenby; E.P = ao + ax1 + bx2 + cx3 + dx4 + dx4
The coefficients of the model were obtainedusing SPSS version 15 and they are as follows;
ao = 0.274, a=0.042 b = 0.734, c = 0.681, and d=
0.748. Thus, the estimated multiple regression
equation is; EP = 0.274 + 0.042X1 + 0.734X2 +0.681X3 + 0.748X4
From the multiple regression equation it was
deduced that the variables; management by
objectives, performance based pay, andemployee training had the greatest effect on theInternational Journal of Emerging Engineering Research and Technology V7 ● I12 ● 2019

Factors Influencing Employee Performance in an Organization

employee performance while the variables
competence, assessment and development also
had an effect on the employee performance
though the effect could not be compared to theother three performance appraisal systems (i.e.
management by objectives, performance based
pay, and employee training) which had quite
high effect to employee performance.
The Coefficient of Determination
The coefficient of determination obtained was
0.742 (74.2%) which is commonly referred to as
the value of R square (74.2%). This value of R
square (74.2%) is the proportion of variation
associated to the independent variables(performance appraisal systems). Thus from thevalue obtained from this it was deduced that the
proportion of variation associated to the
independent variables had a large effect since
the value is greater than 50%.
The results generally reflected that performanceappraisal have a positive influence on employee
productivity. Performance reviews are focusedon employee contributions to the organizational
goals. Similarly, Derven, (2010) suggests thatthe outcomes of performance appraisal can leadto improvements in work performance andtherefore overall business performance via, forexample increased productivity or customer
service. Malcolm and Jackson (2002) add thatthe benefits of performance appraisal are theidentification of high performers and poor
performers as well as the identification ofstrengths and development areas.
A significant proportion of the respondents
agreed that the performance appraisal makes
them understand what they should be doing.
With performance appraisal, the employees’ canfind what is expected from them and theconsequences of their performance. Ideally theyreceive a fair and analytical feedback for theirperformance. Similarly, Derven (2010) explainsthat performance appraisal helps to rate theperformance of the employees and evaluate theircontribution towards the organizational goals aswell as to align the individual performanceswith the organizational goals and also review
employees’ performances. A large number ofthe respondents agreed that with performanceappraisal they perform better than what can be
expected without appraisal.
Similarly, Mullins (2009) suggests that
performance appraisal takes into account thepast performance of the employees and focuseson the improvement of the future performanceof the employees. This means that performanceappraisal is valuable to employee productivity inthe organization. Mullins (2009) adds that
performance appraisal can help to identify
inefficient work practices or reveal potential
problems, which are restricting the progress ofthe company. Derven (2010) and Mullins (2009)
suggest that performance appraisal can help theorganization to identify the talented employees
and future leaders in the company. This candirectly increase the profitability of thecompany. Majority of the respondents agreed
that performance appraisal was used as adecision making tool for increasing employee
performance. Decision making is separate but
linked 50 to the appraisal system. A large numberof the respondents agreed that they weresatisfied with the current performance appraisal
system in the organization.
This suggests that effective appraisal canpositively impact on employee productivity inthe organization. Similarly, Brown and Benson(2013) suggest that performance appraisal canbe linked to performance improvement process
and the decision to identify training needs andpotential, agree on future objectives, support a
career development plan and resolve existing
problems.
Randell (2014) reports implicitly that when good
performance is observed and then rewarded, thechances of it being repeated are increased, while
poor performance is discouraged or evenpunished to decrease the chance of it happening
again. However, a proportion of the respondents
agreed that they don’t agree with performanceappraisal score as there is an appeal process.
This may mean that performance appraisal
underscores the importance of employee
involvement and participation in the ratings ofthe performance. An effective appraisal system
can enhance the interest and performance of theemployees leading to the completion of specified
targets and attainment of specified performancegoals. This means that the lack of a fair appraisal
score may make the employees work at a
normal pace or work below expectation due to
how it is conducted.

CONCLUSION AND RECOMMENDATIONSThe study revealed that competence, assessment
and development, management by objectives,
performance based pay and employee training
all affected employee performance in NACHO.
However the factors, employee training,

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Factors Influencing Employee Performance in an Organization

performance based pay, and management by
objectives were the key factors that influenced
employee performance as indicated by the
respondents whereby the rated the three to agreat extent. However, the factor, competence,
assessment and development could not beignored since it was rated to a moderate extent
by the employees and indication that it also
contributed a lot to employee performance.
Also, from correlation analysis and the multiple
regression analysis, the performance appraisal
systems namely; management by objectives,
performance based pay and employee training
has the largest effect on employee performance.
The factor; competence, assessment anddevelopment also had a positive effect on
employee performance as indicated by the
positive correlation coefficient of 0.574. The
value of the coefficient of determination obtained
which was 74.2% indicated that proportion ofvariation associated to the independent variables
had a large effect since the value is greater than
50%. This was an indication that all the
independent variables (competence, assessment
and development, management by objectives,
performance based pay and employee training)
had a large effect on the dependent variable,
which was the employee performance (E.P).

RECOMMENDATIONSThis study recommends that; NACHO shouldtake initiative to give proper training to all its
employees in order to improve the performancein organization and in all the departments. To
improve efficiency in the NACHO, there is needto adopt the system of Performance based pay
on all its employees. The management of
NACHO should also take proper considerationof competence, assessment and development of
the employees that are working within and outof the organization.

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Citation: Lilian Daramola, Adedeji Adebola Daramola, “Factors Influencing Employee Performance in an
Organization”, International Journal of Emerging Engineering Research and Technology, 7(12), 2019, pp.
37-44

Copyright: © 2019 Lilian Daramola. This is an open-access article distributed under the terms of theCreative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any
medium, provided the original author and source are credited.

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International Journal of Emerging Engineering Research and Technology V7 ● I12 ● 2019