Performance appraisal in the Maldives public service: challenges and issues
By: Asim, Mohammed.
Material type:
ArticlePublisher: 2001Description: p.289-96.Subject(s): Performance appraisal - Maldives | Civil service - Maldives | Civil service
In:
Public Administration and DevelopmentSummary: A structured method of evaluating and rewarding the performance of employees in the Maldives public service did not exist before 1996. Personnel decisions, such as employee promotions, were subjective and based merely on the recommendation of the heads of departments. Hence, in 1996, the Government of Maldives introduced a performance appraisal system, based on rewarding employees through the assessment of several factors such as quality of work, job knowledge and performance. The reward came in the form of annual salary increments. In reviewing this system, the article finds that human resource units or divisions within departments now need to be strengthened for the effective implementation of the system; more training has to be provided to public service employees in terms of raising their awareness as to the objectives of the performance appraisal exercise; and the performance appraisal framework neds to be more flexible in differentiating very high performers, at the same time devising a strategy for the improvement of employees who slack in performance. - Reproduced
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Articles
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Indian Institute of Public Administration | Volume no: 21, Issue no: 4 | Available | AR51227 |
A structured method of evaluating and rewarding the performance of employees in the Maldives public service did not exist before 1996. Personnel decisions, such as employee promotions, were subjective and based merely on the recommendation of the heads of departments. Hence, in 1996, the Government of Maldives introduced a performance appraisal system, based on rewarding employees through the assessment of several factors such as quality of work, job knowledge and performance. The reward came in the form of annual salary increments. In reviewing this system, the article finds that human resource units or divisions within departments now need to be strengthened for the effective implementation of the system; more training has to be provided to public service employees in terms of raising their awareness as to the objectives of the performance appraisal exercise; and the performance appraisal framework neds to be more flexible in differentiating very high performers, at the same time devising a strategy for the improvement of employees who slack in performance. - Reproduced
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