formance appraisal practices. More importantly, the critical issues were on the way em-
ployee-employer expectations were captured in writing job descriptions and specifica-
tions, job performance indicators, and the diversity in terms of expectations of both job
seekers and employers. The analytical tools used here are mainly content and discourse.
Therefore, at the end of the chapter, the learner should:
- Be aware of the implications of poorly developed staff recruitment strategy on open
performance appraisal, - Be able to develop an effective recruitment and selection strategy, and
- Be able to develop an effective performance management tool.
Theoretical framework and the position in Africa
Managing employee-employer expectations for improved organisational performance
by focusing on recruitment and performance appraisal has its origin in many theories,
here three will be examined further. The first one is planned behaviour theory (Sheera &
Orbell 1998) where the emphasis is on the quality of the messages employers send to
employees including job descriptions, specifications and performance appraisal. The
guiding philosophy is that wrong messages (through communication) give rise to the
wrong expectations. Therefore, messages that create wrong expectations in recruitment
and performance appraisal practices should be avoided.
The second theory in understanding expectations in recruitment and performance
appraisal is institutionalism (Lado & Wilson 1994). This theory asserts that managing
employee-employer expectations (as portrayed in attitudes, values) in a formalised and
objective manner, as part of the organisational culture, is essential for encouraging
strong employee commitment to the organisational mission, goals, and objectives. The
third one is human capital theory (Schuler 2000). Schuler says that organisations cannot
get the best from employees without investing in areas where their needs and expecta-
tions lie.
These theories are not only useful in understanding how best to recruit and appraise
employees but also the challenges we face in improving human resource management in
Africa. Indeed, directly, or indirectly, the on-going reforms in the civil service are a
reflection of the recognition of the powers of these theories (and many others) in the
search for the best alternatives in developing a strong and sustainable workforce.
As we go on reforming the civil service in Africa, we have already documented evi-
dence on the status of human resource management. As for recruitment and perform-
ance appraisal, there is plenty of evidence suggesting that African countries have man-
aged to institutionalise recruitment and appraisal systems in human resource manage-
ment policies and legislation (Kamoche et al. 2004, Hassan 2007). However, there are
also criticisms that although recruitment and performance appraisal practices are more
systematic and fairer than was the case a decade ago, the differences between the formal
view and wishes about recruitment and appraisal and the actual practices are worrisome
because of substantial deviations from good practices
Incidences of following recruitment procedure as a justification for recruitment ra-
ther than the means of ensuring that organisations acquire the best human resources
have remained a problem (Aryee 2004; Beugre 2004; Wong-Ramgutty 2004). Poor de-
velopment and use of job descriptions and ineffective performance appraisals systems
are also noted in sub Saharan Africa (Mpabanga 2004; Ahmhidie 2004). The main prob-