Self Assessment Tools (SAT) as One of the Basic Tools for Performance Management: A Critique

Main Article Content

Thomas Alama Etalong


The alignment of employees to the organizational goal, vision and mission is very imperative and cannot be emphasize enough. As such, there is need for organizations to deliberately bring their workforce on board to achieve this set goals or targets. It is also important for employees to assess themselves from time to time to ascertain that they are up-to- date with the vision, goal and mission of the organization, this literally translate into self-assessment- a process of keeping self in proper check to ascertain correctness and alignment with organizational objective. The central theme of this article is to examine the role of Self-Assessment Tool (SAT) in performance management, the article also examine the shortfall of this tool developed by Bureau for Public Service Reform (BPSR). The method adopted for this study is survey method using questionnaires, one hundred questionnaires were administered among forty (40) junior, thirty (30) senior staff in the Office of the Secretary to the State Government (SSG), Enugu State, twenty (20) contract staff and ten (10) permanent staff of First Bank Plc, presidential road, Enugu. The results from the analysis shows that, the results from Self-Assessment Tool (SAT) are not made public and it gives preferences to government agencies at the detriment of private sector. The paper further X-ray the importance of performance management, ranging from reduced costs in the organization, aligns the organization directly between its employees and the strategic goals and stop project overruns. The paper concludes by noting that the result of the assessment may be made public, to guide policy making process and finally, the private sector should also be incorporated into the tool.

self-assessment, tool, performance management, goals setting, public service reform.

Article Details

How to Cite
Etalong, T. A. (2020). Self Assessment Tools (SAT) as One of the Basic Tools for Performance Management: A Critique. Journal of Economics, Management and Trade, 26(11), 1-10.
Original Research Article


Ngozi O. Fighting corruption is dangerous: The story behind the Headlines. The MIT Press; 2018.

Robert A. Tybout M. Performance management in the public sector: Fact or fiction? International Journal of Productivity and Performance Management. 2007; 53(3);245-260.

Roberts GE. Employee performance appraisal system participation: A technique that works. Public Personnel Management. 2003;32(1):89-98.

Bureau of public service reforms handbook how to manage and Reform Agencies and Parastatals; 2015.

Lester D, Parnell J, Carraher S. Organizational life cycle: A five-stage empirical scale. International Journal of Organizational Analysis; 200311(4):339-354.

Aguinis H. Performance management. 2nd ed. India, Dorling Kindersley Ltd; 2009.

Latham G, Sulsky LM, Macdonald H. Performance management. Oxford, Oxford Printing Press; 2007.

Okechukwu FC. Public Financial Management. Enugu, His Glory Publications; 2015.

Julnes P. International handbook of practice-based performance management. London, Sage Publication; 2007.

Donovan JJ, Williams KJ. Missing the mark: Effects of time and causal attributions on goal revision in response to goal-performance discrepancies. The Journal of Applied Psychology. 2003; 88(3):379-390.

Doren W, Van A, Bouckaert G, Halligan J. Performance Management in the Public Sector. London. Routledge; 2010

Salaman G, Graeme B, Storey A, John L, Sbery C, John O, Strategy human resource management: Theory and practice. London, Sage Publication Ltd. F; 2005.