Public Sector Reforms and Performance Appraisals: A Mixed Methods Evidence from the Zambian Public Sector

The purpose of this paper is to explore the current state of the performance appraisal process of public servants. The paper focuses on the degree to which performance appraisal outcomes are utilised for individualised employee development compared to other uses of performance appraisals. A concurrent mixed-methods design has been employed. The findings indicate that in the year 2024, there were 1040 employees out of 1560 who were appraised in six ministries under the hand of 184 appraisers. Out of 1040, just over n = 1040 (66.6%) were actually appraised. Further, of the 1040, n = 182 (17.5%) had a shortfall in some knowledge and skills during the appraisal and were recommended for individualised employee development, and this individualised, tailored development ought to have been done before the next appraisal. Nonetheless, a paltry n = 24 (13.1%) out of 182 had an opportunity to have an individualised tailored development before the next appraisal. Performance appraisals are predominantly annualised. It can be posited that the expected functions of performance appraisal have neglected one imperative of the many and this relates to employee development when employees have minimally attained the set targets... Inadequate attention has been given to the human resource dynamics of human resource reforms aimed at enhancing employee value. The conclusion from this paper is that very little effort is being made in the public sector regarding employee development following performance appraisal. The findings offer practical insights for policy and performance management improvement, especially building skills and knowledge among employees who "just meet the targets." The way forward is to ensure that the public sector units mainstream employee development programmes to enhance optimal utilisation of human resources while at the same time ensuring that all employees are appraised when due.