ARSI UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

BY
TUSI OUKU DIGALU

ID NO: GS/EX0061/15
SUBMITTED TO DR ABEBE SHAWUL

SEMPTEMBER, 2023
ARSI UNIVERSITY
 TABLE OF CONTENTS
TABLE OF CONTENTS.......................................................................................................................................2

Introduction...........................................................................................................................................................3

1.1. Definition of Training, development and Performance Appraisal...........................................................3

1.1.1. Training and development of Human Resource Management..............................................................4

1.1.2. Performance Appraisal of Human Resource Management...................................................................4

1.2. Vision and Mission of the target organization.............................................................................................5

1.2.1. Vision of Tiyo Worada Public Services Sector....................................................................................5

1.2.2. Mission of Tiyo Worada Public Services Sector..................................................................................5

1.3. The training and Development Practices of Tiyo Worada Public Service sector........................................5

1.4. The Performance Appraisal practice of Tiyo Worada Public Service sector...............................................6

1.5. Limitations of Tiyo Worada Public Service sector practices in training, Development and Appraisal.......6

1.5.1. Limitations of Tiyo Worada public service sector practices in training and Development...................7

1.6. The Suggestions Forwarded As an Expert Who Studied MBA are the following.......................................7

1.7. Conclusions.................................................................................................................................................8

1.8. References...................................................................................................................................................9

2
Introduction
Organizations require a variety of resources that are necessary for carrying out daily tasks and
achieving organizational objectives. The most significant of these several resources is Human
Resources. Any organization's ability to function effectively depends on its human resources.
Organizations today operate in a complex and dynamic environment that has a significant impact
on their development and progress. Organizations must invest in the training and development of
their staff if they are to keep up with the changing environment and technological improvements.
Despite the fact that many businesses have access to cutting-edge information technology; it is
the people who actually make a difference. As a result, human resource activities should receive
priority attention (Tegene, 2008). The effectiveness of the organization is determined by the
caliber of the HRs and the extent to which they are utilized (Flippo et al., 1984, Heneman 1996;
Megginson, 1982).
Additionally, it is thought that by investing in training and development, an organization can
combat employee sluggishness and keep them engaged, motivated, and up to date. According to
Bratton, J. and J. Gold (2007), human resources development necessitates determining and
enhancing the abilities and motivations of current and more seasoned workers. This term paper's
goals are to evaluate Tiyo Woreda’s public services sector's performance appraisal procedure and
training and development system.
1.1. Definition of Training, development and Performance Appraisal
Every decision made by a company should be guided and driven by a well-defined strategy and
set of objectives, especially when it comes to decisions about training and development
programs. Planning your training process will help your business succeed more than not planning
it. Despite their desire to succeed, the majority of business owners do not participate in training
programs that increase their chances of doing so (Noe, 2002). A well-designed training program
can aid in the success of your business. The likelihood that a program will increase productivity
and other objectives established in the training mission is high if it is designed with the
company's strategy and objectives in mind. Two comparatively straightforward but crucial
questions must be addressed in order to create a training strategy: (1) What is our business? And
(2) what should our business be? Armed with the answers to these questions and a clear vision of
its mission, strategy and objectives, a company can identify its training needs.

3
1.1.1. Training and development of Human Resource Management
Training, according to Berge et al. (2002) and Garavan (1997), is the planned and systematic
modification of behavior through learning events, activities, and programs that leads to the
participants achieving the levels of knowledge, skills, competencies, and abilities to carry out
their work effectively. Employers make an attempt to give employees opportunity to pick up
knowledge, attitudes, and skills that are relevant to their jobs by offering formal training
programs. This means that for any firm to be successful in realizing the goals of its training
program, the design and implementation must be well thought out, systematic, and geared toward
boosting performance and productivity. A wide range of activities and procedures make up
training and skill development, including official and informal training, job rotation, typical
classroom courses, internal vs. external training, collaboration with institutions like universities,
competence.
Training, according to Berge et al. (2002) and Garavan (1997), is the planned and systematic
modification of behavior through learning events, activities, and programs that leads to the
participants achieving the levels of knowledge, skills, competencies, and abilities to carry out
their work effectively. Employers make an effort to give employees opportunities to pick up
knowledge, attitudes, and skills that are relevant to their jobs by offering formal training
programs. This means that for any organization to be successful in realizing the goals of its
training program, the design and implementation must be well thought out, systematic, and
geared toward boosting performance and productivity. A wide range of activities and
arrangements make up training and skill development, including formal and informal training,
job rotation, traditional classroom courses, internal vs. external training, collaboration with
institutions like universities, competence
1.1.2. Performance Appraisal of Human Resource Management
An ongoing assessment of the person's performance at work and potential for personal growth is
known as a performance evaluation. In a broader sense, it is a formal, predetermined system of
measuring and evaluating an employee's performance on the job to determine how and why the
employee is currently performing on the job and how the employee can perform more effectively
in the future so that the employee, organizations, and society can all benefit (Aswathappa, 2002).
It fosters a culture where managers and team members can have ongoing conversations about
expectations and sharing knowledge of the organization's mission, values, and goals.

4
1.2. Vision and Mission of the target organization
Valuing people and giving them the tools they need to provide the entire public service with
excellent service. Through this coordinated strategy, our division makes sure that both the people
serving as service providers and the quality of the services provided to both internal and external
customers receive the same amount of attention, direction, and drive.
1.2.1. Vision of Tiyo Worada Public Services Sector
The Tiyo Worada Public Service Sector's vision is to see Tiyo Worada Public Service delivering
qualified, experienced, and competent public services.
1.2.2. Mission of Tiyo Worada Public Services Sector
To guarantee the availability of qualified human resources in the appropriate quantity and
quality, able to deliver effective public services.
1.3. The training and Development Practices of Tiyo Worada Public Service sector
In this term paper, it has been determined whether or not the town's public sectors assess the
need for training and development. As a result, it is discovered that no such practices exist.
Additionally, information gleaned from an interview regarding the conduct of needs assessments
for training and development in sector offices suggested that there were no established practices
for doing so. One of the head sectors, for instance, stated, "We send trainees for training and
development when we are asked to send trainees by top officials without taking into
consideration their respective department and skill gap." Therefore, it can be inferred from the
study's findings that the experiences of putting together an orientation program for new
employees and assessing the need for training and development were not conducted.
The overall management of HRD initiatives within the Public Service shall remain the
responsibility of the Public Service offices at all levels of the nation. In order to perform this
duty, Public Service offices will be assisted by the appropriate officers in the Ministries,
Bureaus, and other Government Institutions. It is discovered that Tiyo Worada Public Service
sector training and development practices are unsystematic, which means the training system
being used in the town did not involve the four stages of assessing the needs of training and
development programs, designing the training and development programs, implementing the
training program, and evaluating the training pr Additionally, the instruction

5
1.4. The Performance Appraisal practice of Tiyo Worada Public Service sector
This term paper's objectives include analyzing the challenges and performance appraisal
practices in Tiyo Worada's public sector as well as going over the fundamentals of performance
appraisal from the literature review. Modern performance appraisal practices and their
implementation in Ethiopia are still in their infancy, and there is a knowledge gap regarding how
performance appraisal processes work for the country's public sector organizations, which
employ a sizeable portion of the labor force. The majority of employees are evaluated using the
same criteria, making it challenging to determine how well each employee performed in terms of
knowledge, skill, and other areas because the various job duties and responsibilities have varying
weights.
The responsible authority shows negligence in failing to hear and address employees' concerns
about performance reviews and evaluation standards. Due to supervisors' partiality and the lack
of proper training for evaluation and feedback, performance reviews are biased. Lack of
computer proficiency, inconsistent training for appraisers and appraisees, subjective criteria
(attitude), the culture of self-evaluation by two weeks in providing performance results, etc. are
the main challenges raised by interviewees regarding performance appraisals. According to the
results, the performance appraisal process is operating at a moderate level, employees are well
aware of the performance appraisal criteria, but the performance appraisal methods are not being
implemented to the desired extent.
1.5. Limitations of Tiyo Worada Public Service sector practices in training, Development
and Appraisal
Programs for training and development are essential in every organization. These programs help
employees perform better at work, keep their knowledge current, develop their individual skills,
and prevent managerial obsolescence. The management can more easily assess employee
performance on the job and make decisions regarding employee promotions, rewards,
compensation, welfare benefits, etc. by using these programs.

1.5.1. Limitations of Tiyo Worada public service sector practices in training and
Development
The lack of objectivity in the training, the waste of time allotted, the difficulties in figuring out
where the organizational and employee training needs lie all contribute to this. Additionally,
there is a lackluster perception of training and an inadequate focus on its advantages. It was

6
discovered that the public sectors under study had no established practices for determining their
employees' training and development needs. Trainees and needs were chosen at random because
the human resources department paid no attention to this and, naturally, has no experience
planning for it.
1.5.2. Limitations of Tiyo Worada Public Service sector practices in Appraising employee
Regarding the shortcomings of Tiyo Worada's public service sector appraisal practices, these
included a lack of a sound performance appraisal system, an ad hoc training procedure, and a
lack of impartial and fair promotion procedures. In addition, bias, a lack of employee
involvement, a mismatch between performance standards and the job requirements, and
evaluators' lack of evaluation skills are some of the main observed limitations of performance
appraisal in the sector.
1.6. The Suggestions Forwarded as an Expert Who Studied MBA are the following
The strategy for career development should provide opportunities for all sectors and employees
as needed, as performance appraisal is very important to employees in the public sector and
appraisers should pay attention for PA. The majority of employees are assessed using the same
standards. However, because the nature of work, a person's knowledge, skill, behavior, and
profession are all different, the criteria used to measure an employee's performance should be
created in accordance with the organization's goals and objectives as well as the employee's job
duties and responsibilities.
Given the significance of performance evaluation results for both employees and the
organization, raters should make efficient use of their time while appraisers should have
adequate time and timely feedback. To prevent biases like personal preferences, subjective
evaluation criteria, infrequent feedback, non-data assessments, recent behavior bias, etc., the
public sector should develop techniques for documenting both poor and excellent performance,
and the evaluation results should be revised by the appropriate authority.

1.7. Conclusions
The majority of employees are aware of the following performance appraisal criteria: quality of
work, timeliness, quantity, and financial performance. This information was obtained from
respondents. At a moderate level, employees are evaluated based on the four perspectives.
Managers and supervisors are influenced by their own likes and dislikes when assessing an
employee's performance. There is no loyalty between them if there is personal liking and

7
disliking. However, they are responsible for their inaccurate feedback, which is a benefit for the
company. Performance evaluation was used as a form of discipline in public sectors. The morale
of the workforce declines as a result of managers, case team coordinators, or supervisors who
lack adequate training in performance evaluation and feedback. At a moderate level, employees
are evaluated based on the four perspectives. Supervisors/managers are influenced by their
personal liking and disliking when evaluating employee’s performance. If there are personal
liking and disliking, there is no loyalty between them. But they are accountable for their wrong
feedback this is a positive side of the organization. Public sectors used performance evaluation as
punishment for poor performers. Supervisors or case team coordinators or managers are not well
trained in assessing and giving feedback this can lead them giving unfair performance result and
then employees moral to work decreases.

1.8. References

Aswathappa, A. (2002). Human Resource and personnel management: Text and Cases, 3rd
edition, Tata McGraw-Hill Publishing Company Limited, New Delhi, pp. 199-231.
Berge, Z., Verneil, M.D., Berge, N., Davis, L. and Smith, D. (2002) The Increasing Scope of
Training and Development Competency. Benchmarking: An International Journal, 9.

Bratton, J. and J. Gold .2007.‘Human Resource Management Theory and Practice’, New
York: Palgrave.

8
Flippo, E. B., 1984 . Personnel management, 6 th ed. New York: McGraw-Hill.

Garavan, T.N. (1997) Training, Development, Education and Learning: Different or the Same?
Journal of European Industrial Training, 21, 39-50.

Heneman, H., P. D. Schwab, J. A. Fossum and L.D. Dyer, 1996. Personnel/human resources
and management, 4 th ed. New Delhi: Universal Book Stall.

Megginson, L. C., 1981. Personnel management: A Human Resource Approach . Homewood:

Richard D. Irwin, Inc.

Noe, R. A., Hollenbeck, J. R. Gerhart, B. & Wright, P. (2000).Human Resource Management:

Gaining Competitive Advantage. (3rd ed.). Boston: Irwin/McGraw Hill.