An Appraisal Of The Court And The Personnel Of The Law

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AN APPRAISAL OF THE COURT AND THE PERSONNEL OF THE LAW

TABLE OF CONTENT
Chapter One
Background of the Study
Objective of the Study
Scope of the Study
Limitations of the Study
Methodology
Chapter Two
2.0     Personnel Performance Appraisal Process
Nature of Personnel Appraisal
Performance Evaluations Measures
Objective and Subjective Measures
Team-based Measures
Rewards and Pay-for-Performance
Accuracy of Performance Ratings and the Relationship of Appraiser and Appraisee
Rating Scale Formats

CHAPTER THREE

THEORETICAL FRAMEWORK FOR COURT AND PERSONNEL APPRAISAL
3.1 Procedural Justice Theory (Thibaut and Walker, 1975)
3.2 Implicit Person Theory
3.3 Equity Theory – Adam 1963
CHAPTER FOUR
4.1  Role and Function of the Judiciary
4.2 History of the Nigerian Judicial System
4.3 Pre-Colonial Judicial Administration
4.4 Colonial Justice Administration
4.5 Post-Colonial Judicial Administration
CHAPTER FIVE
SUMMARY OF CONCLUSION
AND RECOMMENDATION

CHAPTER ONE
INTRODUCTION
Background of the Study
Court personnel appraisal is one of the most problematic components of human resource (HR) management
(e.g. Allen and Mayeld, 1983). All involved parties supervisors, employees, and HR administrators typically are
dissatised with their organization’s performance appraisal system (Smith, 1996) and view the appraisal process
as either a futile bureaucratic exercise or, worse, a destructive inuence on the employee-supervisor relationship  (e.g. Momeyer, 1986). This is certainly true of most organizations, at least in the USA, wherein surveys typically reveal widespread dissatisfaction with the appraisal 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). Appraisal, according to Smith (2000), involves the identication of cause and eect relationships on which employment and labour policies are based or can be based and are a routine process that organizations use to evaluate their employees. It is a systematic assessment that is as objective as possible of an ongoing programme
or policy, implementation and results. Its aim is to appraise the relevance and fulllment of objectives, eciency,
eectiveness, impact and sustainability. Although, performance appraisal 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 suced, now more documentation is required.
Organizations usually formalize part of the process by using a standard form. Currently, many organizations are implementing or planning to implement, reward and/or recognition programmes believing that these will help bring about the desired cultural change. In some organizations, large amounts of money are being invested in these types of activities and some managers are required specically
to set aside a certain amount from their budgets for this purpose (Denning, 2001). This rationale is based on the assumption that these types of incentives will encourage employee loyalty, foster teamwork and ultimately facilitate the development of the
desired culture that encourages and supports knowledge sharing. Others maintain that to encourage knowledgesharing
organisations should design reward and recognition systems that stimulate sharing of all kinds: goals,
tasks, vision as well as knowledge (Wright, 2004).
One factor that contributes to an eective
performance appraisal system entails ensuring that the system
focuses on performance variables as opposed to personal traits (Smither, 1998). Whereas experts disagree
about whether performance should be measured in terms of the results produced by employees (e.g. Kane
et al., 1995) or in terms of work-related behaviors (e.g. Murphy and Cleveland, 1991), they agree that measuring
personal traits has several drawbacks. For example Jankowicz (2004) notes that the validity and reliability of traitbased
performance appraisals is highly suspect because the rater’s perceptions of the traits being assessed are
aected
by his/her opinions, biases, and experiences that may have little to do with the particular employee. In
addition, appraisals based on personal traits have little value for providing diagnostic feedback to employees or
for designing training and development programs to ameliorate identied
skill deciencies
(Squires and Adler,
1998). Furthermore, based on his review of the ndings
from several court cases involving performance
appraisal, Malos (1998) concluded that, to be legally sound, appraisals should be job-related and based on
behaviors rather than traits.
For an appraisal system to be eective,
employees must believe that they have an opportunity for meaningful
input into the appraisal process (Weick, 2001). Such input may range from having the opportunity to challenge or
rebut the evaluation one receives to judging one’s own performance through self appraisal. Regardless of the
nature of employee input, it is clear that giving employees a voice in their own appraisals enhances the perceived
fairness of the appraisal process, which, in turn, increases the likelihood that employees will accept the appraisal

6/7/2018 AN APPRAISAL OF THE COURT AND THE PERSONNEL OF THE LAW
https://www.5points.com.ng/projects/an-appraisal-of-the-court-and-the-personnel-of-the-law 4/11
system as a legitimate and constructive means of gauging their performance contributions. As noted by Gilliland
and Langdon (1998), without the perception of fairness, “a system that is designed to appraise, reward, motivate,
and develop can actually have the opposite eect
and create frustration and resentment”

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