Website:www.jriiejournal.com ISSN 2520-7504 (Online) Vol.9, Iss.1, 2025 (pp.

65 – 79)

Effect of Performance Appraisal on Employee

Performance in Non-Governmental Organizations: A Case
of World Vision International Rwanda (WVIR)

Jacqueline Mbabazi & Ruth Odengo

University of Kigali
Email: [email protected]

Abstract: This study explores the impact of individual goal setting on employee performance at World Vision International
Rwanda (WVIR). A descriptive research design combining both quantitative and qualitative methods was employed. The target
population consisted of 136 employees, with data collected using a census method, capturing responses from all members of
the target population. Inferential analysis was conducted using SPSS software version 21. The findings revealed a strong
positive correlation between individual goal setting and employee performance, with a Pearson correlation coefficient of r =
0.700, indicating a significant relationship. Regression analysis further confirmed that individual goal setting is a key predictor
of employee performance, with a standardized beta coefficient of 1.352. The study found that employees excelled in resource
assessment, creating timelines, and prioritizing tasks to achieve their goals. However, challenges related to the clarity,
specificity, and relevance of goals were observed, with some employees expressing dissatisfaction in these areas. The study
highlights the importance of clear, measurable goals and adequate support systems, including resources and feedback, to
improve performance. Additionally, balancing individual goals with team collaboration is essential to foster a cooperative
work environment. The study concludes that well-defined individual goals are critical to enhancing employee performance and
recommends refining goal-setting practices at WVIR to align individual and organizational objectives for better outcomes.

Keywords: Performance Appraisal, Individual goal setting, Employee Performance, Non-Governmental Organizations, World
Vision International

How to cite this work (APA):

Mbabazi, J. & Ondego, R. (2025). Effect of performance appraisal on employee performance in non-governmental
organizations: A case of World Vision International Rwanda (WVIR). Journal of Research Innovation and Implications in
Education, 9(1), 65 – 79. https://doi.org/10.59765/ewsy74gt3.

contribution to the organization but also play a significant

1. Introduction role in fostering job satisfaction and aligning individual
In today’s highly competitive environment, organizations goals with organizational objectives (Prasad, 2022).
must focus on enhancing both employee motivation and Historically, performance appraisals focused more on
operational efficiency to maintain a strong position in the driving employees to excel without fully addressing their
marketplace. One key mechanism for achieving this is job satisfaction. However, there is a shift towards
performance appraisal, which serves as an essential tool for recognizing the importance of both performance and
managing and improving employee performance. employee morale for organizational success.
Performance appraisals not only assess an employee’s

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Performance appraisal has become widely adopted across employee development and aligning individual goals with
the globe, with both public and private sector organizations national development priorities. Nonetheless, challenges
utilizing formal systems to evaluate and measure employee remain in terms of subjectivity in evaluations and the need
performance. Surveys indicate that between 74% and 89% for training in conducting fair and effective appraisals.
of companies worldwide now have some form of
In Rwanda, the use of performance appraisals has gained
performance appraisal system (Murphy & Cleveland,
significant traction as an essential tool for managing
2019). This is true not only in the private sector but also in
employee performance, particularly within the public and
the public sector, where the practice has become
non-governmental sectors. As Rwanda strives to meet its
increasingly prevalent, as seen in countries like the UK,
development objectives, performance appraisals are being
where the proportion of organizations linking pay to
increasingly adopted by both governmental and non-
appraisal outcomes rose from 15% in 2004 to 24% in 2011
governmental organizations (NGOs) to foster a motivated,
(Van Wanrooy et al., 2023). These appraisals are typically
productive, and goal-oriented workforce. This growing
used to assess various factors such as time management,
recognition aligns with the country's Vision 2050, which
work quality, productivity, and cost efficiency, which are
emphasizes sustainable human capital development.
integral to determining an employee’s overall contribution
Performance appraisals in Rwanda are designed to assess
to the organization (Invancevich, 2019). This system not
employees' contributions, track progress towards
only helps assess past performance but also sets the stage
organizational goals, and identify areas for improvement.
for future development by identifying areas for
However, challenges persist in ensuring that these
improvement and providing feedback.
appraisals align with the developmental needs of
In developed countries, performance appraisals are a employees and the expectations of organizations. Issues
cornerstone of human resource management strategies and such as subjectivity in evaluations, lack of training for
are widely used to drive both individual and organizational appraisers, and difficulties in linking appraisals to career
performance. For instance, in the United States, companies development are common obstacles that need to be
like Google and Microsoft have pioneered innovative addressed for these systems to achieve their full potential
performance management systems that focus on (Nasud, 2019).
continuous feedback and employee development rather
In the case of World Vision International Rwanda (WVIR),
than annual reviews. These systems aim to provide real-
performance appraisals serve as a critical mechanism to
time insights, allowing managers and employees to track
bridge the gap between individual employee performance
performance and make adjustments throughout the year
and the organization's broader goals, particularly in the
(Cleveland, Murphy, & Williams, 2020). In Germany, the
context of Rwanda's development agenda. At WVIR,
practice is typically more structured, with a strong
performance appraisals are intended to align employees'
emphasis on achieving alignment between individual goals
work with the organization's mission and objectives,
and company objectives. Moreover, in many European
providing feedback and guidance for improvement.
countries, performance appraisals are linked not only to
However, challenges arise in aligning these appraisals with
career development but also to compensation, training, and
both the employees’ developmental needs and
promotions (Samson., 2023). However, challenges such as
organizational expectations. For instance, appraisals
bias in evaluations and insufficient feedback still persist,
sometimes fail to provide actionable feedback or
even in these advanced systems.
development opportunities, leading to employee
In Africa, performance appraisals are increasingly seen as dissatisfaction and disengagement. Furthermore, there is
a crucial tool for driving employee performance and the issue of potential bias in evaluations, which can
organizational success. However, the implementation and undermine the objectivity and fairness of the process.
effectiveness of these systems vary widely across the Despite these challenges, WVIR’s experience highlights
continent. In countries like South Africa, performance the importance of designing performance appraisal systems
appraisals are often part of a more formalized human that are transparent, fair, and aligned with both individual
resource management process in both the private and and organizational goals. This approach would enable
public sectors. Many organizations in South Africa now tie organizations to maximize the potential of their workforce
performance appraisals to financial incentives and training while contributing to Rwanda's broader development
opportunities, reflecting a growing recognition of the role objectives.
of human capital in achieving organizational goals.
However, challenges such as cultural differences, limited 1.1. Problem Statement
resources, and inconsistent practices often hinder the
A strong organization must ensure the continuity of
effective implementation of these systems in other African
relevant activities while fostering its long-term
countries (Kondrasuk, 2022). In East Africa, including
sustainability (Al-Jedaia & Mehrez, 2020). World Vision
Rwanda, performance appraisal systems are evolving, with
International Rwanda (WVIR), part of the global
many organizations, particularly NGOs, focusing more on

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humanitarian organization World Vision, is committed to more holistic development approach occurs when
improving the lives of children, families, and communities employees learn on the job, experiencing different facets of
across Rwanda (World Vision Report, 2021). WVIR's their role through practical work (DeVaro et al., 2017). On-
efforts focus on key sectors such as education, healthcare, the-job learning allows employees to develop their
child protection, water, sanitation, and economic personalities, refine their decision-making abilities, and
development, with the aim of creating lasting social value improve their problem-solving skills, which cannot always
for its beneficiaries (Moura et al., 2022). As a non-profit, be cultivated through formal training programs alone
WVIR faces increasing pressure to improve the efficiency, (Biswakarma, 2017). This hands-on approach allows
effectiveness, and accountability of its operations due to its employees to gain a deeper understanding of their
complex nature and the dynamic external environment in responsibilities, leading to better job performance and
which it operates (DeVaro et al., 2017). higher job satisfaction (Kumar, 2021).
Given its diverse workforce and multi-faceted Simultaneously, organizations can enhance the value of on-
organizational goals, performance appraisal systems are a the-job learning by incorporating a systematic method of
crucial component of WVIR's internal monitoring and performance appraisal (PA) (Shinwari & Rahimi, 2018). A
control mechanisms (Shinwari & Rahimi, 2018). These well-structured PA system provides regular, constructive
systems not only set clear expectations and provide feedback that informs employees about their strengths and
feedback but also play a significant role in boosting areas for improvement, helping them fine-tune their skills
employee motivation and commitment, which in turn and behaviors to better align with organizational goals
positively impacts organizational outcomes (Selvarajan & (Selvarajan & Cloninger, 2019). By linking performance
Cloninger, 2019; Biswakarma, 2017). However, poorly appraisal to personal development, organizations ensure
designed appraisal systems can have a detrimental effect, that employees not only meet current job expectations but
demotivating employees and undermining organizational also are groomed for future roles (Armstrong, 2019).
performance. This underscores the importance of having Moreover, a good PA system benefits supervisors and
fair, transparent, and mission-aligned performance management by offering insights into individual and team
management systems to maintain organizational performance, which can be used for decision-making
effectiveness (Armstrong, 2019; Idowu, 2021). related to promotions, compensation, and training needs
(Biswakarma, 2017). Despite some employees' resistance
For WVIR, which operates within Rwanda's post-genocide
to performance appraisals, it remains an essential process
socio-economic context, implementing effective
in fostering continuous development and improving
performance appraisal practices is especially crucial for
organizational performance (Kumar, 2021). The key to
ensuring alignment with its broader mission of fostering
maximizing the benefits of performance appraisal lies in
sustainable development and social change (Bulto &
maintaining transparency, consistency, and fairness
Markos, 2023; World Vision Rwanda, 2018). By analyzing
throughout the evaluation process (Idowu, 2021).
WVIR's performance appraisal system, this study seeks to
assess its impact on employee motivation and Performance Appraisal
organizational effectiveness. Given Rwanda's supportive
work environment and employee benefits, understanding Performance appraisal can be viewed as the process of
the role of performance appraisals in this context offers assessing and recording staff performance for the purpose
valuable insights into enhancing both individual and of making judgments about employees that lead to
organizational performance. decisions. It is undertaken to discover how productive an
employee is and whether they can continue to perform in
This study sought to achieve the following research the future to help achieve organizational goals.
objective: Performance appraisal constitutes an essential part of the
• To determine the effect of individual goal setting Human Resource Management (HRM) process and is
on the performance of employees in World Vision crucial in determining the important dimensions of both
International Rwanda (WVIR) employee and organizational effectiveness for success
(Decenzo & Robbins, 2023). An appraisal evaluates not
2. Literature Review only the employee's performance but also their potential for
development. The primary objectives of an appraisal are to
Today, many organizations strive to enhance the outlook assess past performance, identify training needs, set and
and performance of their employees through complex agree on future objectives and standards, as well as to
training and educational programs. These programs are facilitate the achievement of these goals. As Jon Clemens
designed to equip employees with the necessary skills and argued, "The purpose of reviews should be to drive better
knowledge to perform their current roles and prepare them business results for the organization, making sure that the
for future career advancement (Kumar, 2021). However, daily efforts of employees directly contribute to both their
numerous academicians and professionals argue that a team’s goals and the goals of the organization" (Heskett,

67
2017). goal-setting to be effective, it needs to be specific,
measurable, achievable, realistic, and time-bound (Gandi,
Rao (2015) opines that a properly designed performance 2019). This approach is rooted in the S.M.A.R.T. criteria,
appraisal system is critical as it helps employees which ensure clarity and feasibility while providing a
understand their strong and weak areas in relation to their roadmap for achieving success. Setting goals empowers
roles and responsibilities in the organization. Particularly, employees to focus on what matters most, helps direct their
setting personal goals and aligning them with efforts toward organizational objectives, and fosters a
organizational objectives has been embraced in most sense of accomplishment as they achieve milestones along
organizations. According to Mullins (2019), performance the way.
appraisal is a process applied in businesses to assess the
characteristics and contributions of employees in their Gandi (2019) emphasizes that individual goal setting, or
teams. He argues that the appraisal of performance serves personal goal setting, involves defining specific objectives
two purposes: an evaluative purpose and a developmental that an individual wishes to achieve within a certain
purpose. Williams (2018) describes performance appraisal timeframe. These goals are unique to each person,
as a systematic evaluation of staff by their supervisor in reflecting their aspirations, values, and priorities. The
terms of job performance as prescribed by the job process of individual goal setting typically includes several
description, specification, and working environment. This steps. First, individuals need to identify objectives, which
process is usually carried out against agreed-upon criteria involves reflecting on what they want to accomplish in
or conditions of evaluation. In this way, performance various aspects of life, such as career, education, health,
appraisal not only contributes to improving individual relationships, personal development, and leisure. Next,
performance but also ensures that employees are aligned setting specific goals within each objective ensures that the
with the broader goals of the organization. targets are clear and measurable. This step is crucial as it
enables individuals to break down larger objectives into
In addition to its role in evaluating current performance, actionable tasks, setting them up for success in achieving
performance appraisal also serves as a critical tool for both personal and professional milestones.
employee development and organizational growth.
Through regular feedback and goal-setting, appraisals help The third step in the process is establishing priorities, as not
employees identify areas for improvement, which can then all goals carry the same weight or urgency. It is essential to
be addressed through targeted training, mentorship, and prioritize goals based on their importance, impact, and
development programs. This process fosters a culture of alignment with personal values. Following this, creating
continuous improvement, where employees are action plans involves outlining the steps needed to
encouraged to enhance their skills and knowledge in line accomplish each goal, which may include deadlines,
with the evolving demands of the organization. Moreover, resources, and potential obstacles. Regular progress
performance appraisals are often linked to career tracking and staying motivated are vital for maintaining
progression and compensation, motivating employees to momentum toward goal achievement. Individuals should
perform at their best while aligning their personal goals monitor their progress, make adjustments as needed, and
with organizational objectives (Selvarajan & Cloninger, celebrate small victories along the way (Dave, 2020).
2019). When executed effectively, performance appraisals Periodic reviews of goals allow individuals to reassess their
not only enhance individual performance but also objectives and adjust their plans accordingly, ensuring
contribute to higher employee engagement and retention, continued growth and personal development. By engaging
ensuring that the organization can adapt to changing in this process, individuals enhance their sense of purpose,
market conditions while maintaining a committed and satisfaction, and overall well-being, taking control of their
skilled workforce. Ultimately, an effective appraisal lives and working toward realizing their full potential
system becomes a powerful tool that drives both individual
growth and organizational success, reinforcing the In the context of World Vision International Rwanda
importance of aligning employee contributions with the (WVIR), individual goal setting plays a significant role in
strategic vision of the organization (Shinwari & Rahimi, aligning employee objectives with the broader
2018). organizational mission of sustainable development and
humanitarian aid. For an NGO like WVIR, where the focus
Individual Goal Setting is on improving the lives of vulnerable communities,
employees’ individual goals must be closely aligned with
Goal setting refers to the process of setting specific, the organization’s goals of community empowerment,
attainable targets for individuals or groups. It is a child protection, and poverty reduction. When staff
motivational technique that helps employees understand members set personal goals that are congruent with
business goals and motivates them to rise to challenges. For WVIR’s mission, it not only enhances their individual
motivation but also drives collective progress toward the

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achievement of organizational objectives. At WVIR, the In organizations like World Vision International Rwanda
process of goal setting is actively encouraged through (WVIR), effective employee performance is critical for
regular performance appraisals and feedback mechanisms, achieving the organization's mission of improving the lives
which allow employees to reflect on their contributions, of children, families, and communities across Rwanda. As
assess their performance, and adjust their goals in line with a humanitarian organization, WVIR is committed to
the dynamic needs of the communities they serve. By providing services in sectors such as education, health,
adopting a goal-setting approach that is tailored to the child protection, and economic development. Given its
unique aspirations and responsibilities of its employees, complex, multi-sectoral focus, ensuring that employees are
WVIR ensures that its staff remain motivated, engaged, performing at their best is crucial for driving the impact of
and aligned with the organization’s mission, ultimately the organization’s initiatives. Armstrong and Taylor (2022)
contributing to greater organizational effectiveness and explain that employee performance in such organizations
impact must be managed within a framework of planned goals,
standards, and competency requirements, aligning each
Employee Performance individual's efforts with the broader organizational
objectives. This alignment is particularly important for
Employee performance refers to how effectively NGOs like WVIR, where resources are limited, and
individuals execute their responsibilities and contribute to maximizing impact is a central priority.
the achievement of organizational objectives. Armstrong
and Taylor (2022) define performance as the means of 2.2. Theoretical Review
obtaining better results from organizational teams and
individuals by understanding and managing performance theoretical framework provides a structured foundation for
within an agreed framework of planned goals, standards, research by linking concepts and guiding the analysis of
and competency requirements. It is a crucial aspect of key variables within a study. It helps identify which factors
human resource management (HRM) processes, directly to measure and the relationships to explore in order to
influencing an organization's ability to achieve its strategic address the research problem (Trochim, 2018). In this
goals. Mutsuddi (2020) emphasizes that performance study, the theoretical framework is grounded in goal-
management involves creating a work environment where setting theory, which serves as the lens through which the
employees can perform to the best of their abilities. A well- impact of individual goal setting on employee performance
designed performance management system enhances both will be examined.
individual and team productivity by ensuring employees
are aligned with the organization’s broader objectives and Goal Setting Theory
are working as effectively and efficiently as possible.
Goal-setting theory, first proposed by Edwin Locke in
Organizations often employ various frameworks to 1968, emphasizes the crucial role of individual goals in
measure and manage performance. One widely used tool is motivating employees to achieve superior performance.
the Balanced Scorecard, which Armstrong and Taylor The theory suggests that employees who set clear and
(2021) argue is effective for aligning performance with specific goals are more likely to be motivated and improve
strategic goals. The Balanced Scorecard helps their performance to meet those goals. When these goals
organizations balance four key perspectives: customer, are not achieved, employees may either enhance their
finance, internal business processes, and growth and performance or modify their goals to make them more
development. Improving any one of these perspectives can realistic, which ultimately contributes to the achievement
lead to improved results across the others. For example, of performance management objectives (Salaman, 2019).
improving internal processes can lead to better customer Locke and Latham's refined version of the theory
outcomes and financial performance. Additionally, Smith emphasizes the relationship between goal specificity and
(2015) suggests that organizations should undertake both performance outcomes, positing that difficult, clear goals,
self-assessments and external evaluations to gain a when coupled with feedback and support, lead to higher
complete understanding of their performance. This process levels of motivation and achievement. In this regard,
encourages organizational ownership of feedback and organizations like World Vision International Rwanda
greater acceptance of recommendations for improvement. (WVIR), which focus on child well-being and community
In this study, employee performance was operationalized development, can leverage goal-setting to enhance
using indicators such as productivity, morale, and employee motivation and align individual contributions
efficiency, which formed the basis for examining the with organizational objectives.
impact of individual goal-setting on performance.
The theory further stresses the importance of setting goals
that challenge individuals to push their limits, thereby

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driving knowledge and skill acquisition to improve their Individual Goal Setting and Employee
work output (Cascio, 2018). In organizations like WVIR, Performance
where employees work towards complex, socially
impactful objectives, managers are tasked with establishing In a study conducted in the United States, Stephenson
clear and challenging goals that are not only attainable but (2019) explored the influence of individual goal setting on
also aligned with the broader mission of the organization. employee performance within a technology firm. Using a
The role of managers in setting specific, measurable, and quasi-experimental design, 150 employees were randomly
realistic goals is crucial for fostering high-performance assigned to a goal-setting group or a control group without
cultures. Managers should work with their teams to set specific goals. Over a six-month period, performance
expectations and define what success looks like, ensuring metrics such as sales figures, project completion rates, and
that these goals are challenging but achievable, and customer satisfaction scores were tracked. The findings
regularly assessed (Cascio, 2018). This approach is integral revealed that employees in the goal-setting group exhibited
in achieving desired outcomes, particularly in a a 30% improvement in sales, a 25% increase in project
development-focused environment such as WVIR, where completion rates, and a 20% higher customer satisfaction
social goals like community empowerment require score compared to the control group. Regression analysis
collective, high-level performance. showed a significant positive relationship between goal
setting and performance (coefficient = 0.42, p < 0.05),
Locke and Latham's goal-setting theory has been widely indicating that goal-setting had a measurable impact on
validated by research, which supports the notion that the performance outcomes. This study highlights the positive
most effective performance is seen when goals are specific effects of clear goal-setting on motivation and overall
and challenging, coupled with regular feedback on employee performance in a developed context. However, a
progress (Locke & Latham, 2018). This has direct gap exists in the literature regarding the specific role of
relevance to performance appraisals at WVIR, where feedback mechanisms and long-term sustainability of these
individual performance goals should be designed to align performance improvements.
with the organization's mission of improving child welfare
and fostering sustainable development in Rwanda. Clear, In an African context, a longitudinal study conducted by
measurable goals allow employees to understand what is Adesanya et al. (2022) examined the effects of individual
expected of them and provide them with a roadmap to track goal setting on employee performance in a large financial
their progress. Feedback mechanisms, integral to the goal- institution in Nigeria. The study tracked the performance
setting process, help maintain motivation and foster a of 180 employees over a one-year period, focusing on goal-
commitment to achieving these goals. Integrating goal- setting interventions between supervisors and employees.
setting theory into the performance appraisal system at Performance evaluations were conducted quarterly,
WVIR can significantly enhance employee performance, measuring metrics such as productivity, client retention,
ensuring that individual efforts are aligned with and service quality. The study found that employees who
organizational objectives and ultimately contributing to the actively participated in goal-setting saw an 18%
achievement of broader social impacts (Locke & Latham, improvement in productivity, 14% improvement in client
1990). This focus on goal alignment also corresponds with retention, and 12% higher service quality compared to
the first objective of the study, which aims to determine the those who did not set goals. The model summary indicated
effect of individual goal-setting on the performance of that goal-setting accounted for 32% of the variance in
employees in World Vision International Rwanda. By employee performance (R² = 0.32, p < 0.01). This study
adopting this theory, WVIR can create a motivated emphasizes the importance of goal-setting practices in an
workforce capable of driving sustainable development African business context, but it also suggests that further
initiatives across the country. research is needed to explore the role of cultural factors and
organizational support in enhancing goal-setting outcomes.
2.3. Empirical Literature
In Rwanda, a study by Musoni (2023) investigated the
The empirical literature review examines previous research impact of individual goal setting on employee performance
on the impact of individual goal-setting on employee in a non-governmental organization, World Vision
performance, highlighting key findings that demonstrate International Rwanda (WVIR), which focuses on
how clear, specific goals and feedback contribute to community development and child welfare. Using a sample
enhanced motivation and productivity in organizational of 120 employees, the study employed ANOVA to assess
settings. performance variations between employees who
participated in goal-setting and those who did not. The
findings revealed that employees who set specific,
challenging goals achieved 22% higher performance scores

70
in community development projects, with a 16% explore the relationships between variables such as goal
improvement in client satisfaction, compared to their setting, performance assessment, feedback, and their
counterparts. ANOVA results showed a significant effects on employee performance. Quantitative methods
difference in performance between the two groups (F = measured the extent of these influences, while qualitative
4.57, p < 0.01). This study underscores the positive effects methods captured employees' perceptions and experiences
of individual goal-setting in Rwanda's unique of performance appraisals. Combining both approaches
organizational and social context. However, a gap exists in provided a comprehensive understanding of how different
understanding the long-term effects of goal-setting and its components of performance appraisals affect employee
integration with other motivational practices, such as performance at WVIR.
feedback and rewards, which should be further explored in
future studies. The target population consisted of 136 staff members from
WVIR Headquarters in Nyarugenge District, selected to
provide insights into how performance appraisals impact
3. Methodology employee performance. According to Roger (2003), the
target population is the group from which samples are
The research design served as a blueprint for data drawn. Employees from various departments were
collection and analysis (Kothari, 2011). This study used a included to ensure a broad perspective on the effects of
descriptive design with both qualitative and quantitative performance appraisals across different roles within the
methods to examine the impact of performance appraisals organization. The following table gives details:
on employee performance at World Vision International
Rwanda (WVIR). The design was chosen for its ability to
Table 1. Table representing total population
Category Total ipopulation

Top-level staff i 10

Middle-level staff s 28

Low-level staff i 98

Total 136

Source: iWorld VisioniInternational iRwanda, i2023

In this study, employees at World Vision International officers, administrative assistants, and support staff such as
Rwanda (WVIR) were categorized into three distinct levels drivers and technicians. They are not involved in
to provide a comprehensive analysis of how performance managerial decision-making but are responsible for
appraisals affect staff at different managerial hierarchies. executing specific tasks that contribute to the overall
Top-level staff are senior executives and managers who success of the organization’s operations.
hold positions of significant authority and responsibility
within the organization, such as the CEO, Country The census method was also used, gathering data from the
Director, and Senior Directors. These individuals are entire target population of 136 employees. Since the
responsible for strategic decision-making, setting sample size was relatively small, this approach was deemed
organizational goals, and overseeing major functions suitable to capture data from all members of the target
within WVIR. They have considerable influence over the population. This ensured that every participant's
direction of the organization and typically possess perspective was included, contributing to a comprehensive
extensive experience and leadership skills. Middle-level analysis of the impact of performance appraisal practices
staff, on the other hand, serve as the bridge between top on employee performance. The goal was to provide
management and lower-level employees. This group detailed insights into performance dynamics across
includes department heads, program managers, and different roles within the organization.
supervisors who implement the policies and strategies set
by top management, manage teams, and ensure that daily Data collection methods for the study included both
operations align with broader organizational goals. Their primary and secondary sources. The primary data were
role is crucial in translating high-level directives into obtained through two key instruments: the questionnaire
actionable plans for their teams. Finally, low-level staff are survey and the interview method. Secondary data were
the employees who directly carry out the day-to-day tasks sourced through a documentary review of published and
of the organization. This includes field staff, project

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unpublished documents related to the study's context. employee performance. A multiple regression model was
These mixed methods provided a robust approach to applied to explore how variables like goal setting,
understanding the research problem, offering both performance review, performance assessment, and
statistical data and qualitative insights. The questionnaire feedback predicted employee performance. The regression
survey was structured using a modified Likert scale, equation was formulated as follows:
ranging from “Strongly Agree" (5), "Agree" (4), "Neutral"
(3), "Disagree" (2), and "Strongly Disagree" (1)." This Y = a + β1X1 + ε
scale allowed respondents to indicate their level of
agreement with various statements related to performance
Where Y represents employee performance, X1 is the
appraisals and their impact on employee performance. The
independent variables (Individual goal setting), β1 is the
survey instrument was designed to quantify the study
regression coefficients, and ε is the error term capturing
variables, enabling statistical analysis of the relationships
unexplained variability.
between goal setting, feedback, and employee
performance.
For the qualitative data, collected through interviews,
thematic analysis was applied. The responses were
Unstructured interviews were also conducted with top-
transcribed and coded to identify recurring themes and
level management to gain deeper insights into the
patterns related to employees' perceptions and experiences
organizational culture and its impact on employee with performance appraisals. The analysis focused on
performance. The unstructured format of the interviews uncovering how feedback, goal setting, and the overall
allowed participants to provide more detailed, open-ended
performance appraisal process impacted employee
responses, reflecting their experiences and perceptions of
motivation and performance. The themes derived from the
the performance appraisal system. This qualitative data
qualitative data complemented the quantitative findings,
complemented the quantitative findings, offering a more
offering deeper insights into the subjective experiences of
comprehensive view of the research topic. the staff and how performance appraisals were perceived at
World Vision International Rwanda.
Before data collection, a pilot study was conducted to
assess the reliability and validity of the questionnaire. A
small group of participants tested the instrument to identify 4. Results and Discussion
any unclear or misleading questions and to estimate the
time required to complete the survey. Based on feedback, 4.1. Findings
the questionnaire was revised to ensure clarity and
effectiveness. Reliability was further assessed using This section presents the analysis and interpretation of the
Cronbach's alpha, measuring internal consistency to ensure findings of the study in relation to the research hypothesis.
the instrument's stability and reliability across repeated
measurements. 4.1.1. Response rate
Data analysis in this study was conducted using both The survey targeted 10 top-level staff members, 28 middle-
quantitative and qualitative methods. The quantitative data, level staff, and 98 lower-level staff from World Vision
primarily collected through questionnaires, were analyzed International Rwanda. Questionnaires were distributed to
using statistical techniques in SPSS version 21. Descriptive middle-level and lower-level staff, totaling 136
statistics, such as frequencies, percentages, and tables, respondents, while 10 top-level staff members were
were employed to summarize the data and explore the interviewed separately. Out of the 126 distributed
relationships between variables like individual goal setting questionnaires, 118 were completed and returned, yielding
and employee performance. Correlation analysis was used a response rate of 93.6%. According to Mugenda and
to examine the strength and direction of the relationships Mugenda (2003), a response rate below 40% is considered
between these variables, while regression analysis helped unreliable, 40%-50% is poor, 50%-60% is acceptable for
investigate how these factors collectively influenced analysis, 60%-70% is good, 70%-80% is very good, and
employee performance. over 80% is excellent. With a response rate of 93.6%, the
study achieved an excellent and representative rate for
The study used inferential statistics, including regression drawing conclusions. Table 4.2 below summarizes the
models, to assess the impact of organizational practices on response rate of the respondents:

72
 Table 2: Response rate of the respondents
Response Rate Frequency Percentage
Questionnaires Returned 118 93.60%
Questionnaires Not Returned 8 6.40%
Total 126 100%
Source: Field data, 2024

Table 2 above indicates that the high response rate of This section examines the research question regarding the
93.6% reflects strong engagement from respondents and effect of Individual Goal Setting on the performance of
suggests that the sample is highly representative of the employees in World Vision International Rwanda (WVIR).
target population. The relatively low 6.4% non-response It also explores the perceptions of respondents based on the
rate indicates minimal non-response bias. As a result, the survey questions. Descriptive statistics were used to
collected data is comprehensive and reliable, enhancing the analyze the data, providing a meaningful summary and
credibility and validity of the study’s findings. presentation of the results. In this study, a Likert scale
ranging from 1 to 5 was employed: 5 representing
4.1.2 Descriptive Statistics of Individual Goal "Strongly Agree," 4 for "Agree," 3 for "Neutral," 2 for
Setting "Disagree," and 1 for "Strongly Disagree." This scale
enables a clear interpretation of respondents' attitudes and
perceptions. The findings from the descriptive analysis are
presented in Table 3 below.

Table 3: Level of Agreement on How Individual Goal Setting Affects Employee Performance
Statements N Mean Std. Dev.
My goals are clear, simple, and detailed 118 2.48 0.87

I create a timeline for achieving set goals 118 4.16 0.37

I assess my resources and capabilities when setting goals 118 4.71 0.71
My goals should be relevant to the individual's overall
118 3.94 0.4
objectives and values
My goals have deadlines or timeframes attached to them 118 3.42 0.82

I prioritize tasks that contribute to goal attainment 118 4.4 0.49

My goals are specific and measurable 118 4.06 0.35
Aggregate Score 3.88
Source: Field Data, 2024- Key: M: Mean, SD=Standard Deviation

Table 3 provides valuable insights into how individual contribute to goal attainment (Mean = 4.3983, SD =
goal-setting practices influence employee performance at 0.49164).
World Vision International Rwanda. The results indicate
However, there is noticeable variability in certain aspects
that employees excel in assessing their resources and
of goal-setting. The clarity, simplicity, and level of detail
capabilities when setting goals (Mean = 4.7119, SD =
in goal formulation received a lower average rating (Mean
0.70531) and in creating timelines for goal achievement
= 2.4831, SD = 0.87445), suggesting that some employees
(Mean = 4.1610, SD = 0.36911), demonstrating strong
find these elements less effective or satisfactory. Similarly,
practical management skills. Furthermore, employees
the relevance of goals to individual objectives and values
generally perceive their goals as specific and measurable
(Mean = 3.9407, SD = 0.39855) and the use of deadlines or
(Mean = 4.0593, SD = 0.35307) and prioritize tasks that
timeframes (Mean = 3.4237, SD = 0.82074) were rated
lower than other goal-setting factors such as resource

73
assessment and task prioritization. The higher standard personal values and organizational objectives may foster
deviations in these areas suggest a broader range of greater motivation and improve performance outcomes
opinions among employees. across the organization.
These findings imply that while employees at World 4.1.3. Correlation Analysis
Vision International Rwanda are proficient in creating
timelines and assessing available resources, enhancing the The findings of the correlations between the independent
clarity, simplicity, and relevance of goal-setting practices variables and the dependent variables are summarized and
could further improve overall employee performance. presented in Table 4
Moreover, aligning individual goals more closely with

Table 4: Correlation between independent variable and dependent variable

Individual Goal Setting Employee performance
Pearson Correlation 1
Individual Goal Setting Sig. (2-tailed)
N 118
Pearson Correlation .700** 1
Employee performance Sig. (2-tailed) .000
N 118 118
Source: Field data, 2024
The correlation analysis in Table 4 reveals a strong positive employees who set clear, measurable, and actionable goals
relationship between individual goal setting and employee are likely to perform better. This insight is particularly
performance, with a Pearson correlation coefficient of valuable for management at World Vision International
0.700. This indicates that as individual goal setting Rwanda, as it emphasizes the need to prioritize and refine
improves, employee performance tends to increase as well. goal-setting practices to boost overall organizational
The relationship is statistically significant, as evidenced by performance. The strength and significance of this
the p-value of 0.000, which is well below the conventional relationship highlight goal-setting as a critical factor in
significance threshold of 0.05. This suggests that the achieving higher employee performance levels.
correlation observed is not due to random chance but
reflects a true, meaningful association between these 4.1.4. Regression Analysis
variables. The high correlation coefficient implies that A multiple regression analysis was performed in this
goal-setting practices are a substantial driver of employee section to identify the predictor and its contribution
performance within the organization. towards the criterion. It aims to determine the prediction of
The findings highlight the importance of well-structured a single dependent variable from a group of independent
and effective goal-setting mechanisms in enhancing variables. The multiple regression analysis was performed
employee productivity and performance. The fact that with all the assumptions complied with. Table 5 shows the
individual goal setting explains a significant proportion of model summary of the results
the variance in employee performance suggests that

Table 4. Model summary

Model R R Square Adjusted R Square Std. Error of the

Estimate
1 .700a .490 .486 1.06744
a. Predictors: (Constant), Individual goal Setting

Table 4 presents the model summary for the regression value of 0.490 reveals that approximately 49% of the
analysis, showing how well individual goal setting predicts variation in employee performance can be explained by the
employee performance. The R-value of 0.700 indicates a individual goal-setting practices in the model. This
moderate to strong positive relationship between the suggests that while individual goal setting plays a
independent variable (individual goal setting) and the significant role, there are other factors influencing
dependent variable (employee performance). The R Square employee performance that are not captured by this model.

74
Additionally, the Adjusted R Square value of 0.486 is very the observed values fall from the regression line. While the
close to the R Square value, indicating that the model’s fit value is moderate, it shows that the model is fairly accurate
remains relatively stable even when adjusting for the in predicting employee performance, with a reasonable
number of predictors. This suggests that individual goal degree of variability remaining. Overall, the regression
setting is a relatively strong predictor of employee model demonstrates that individual goal setting is an
performance within this dataset. The Standard Error of the important factor in explaining employee performance at
Estimate of 1.06744 represents the average distance that World Vision International Rwanda.

Table 5. Summary of ANOVA results

Model Sum of Squares df Mean Square F Sig.

Regression 127.150 1 127.150 111.592 .000b

1 Residual 132.172 116 1.139
Total 259.322 117
a. Dependent Variable: Individual Goal Setting
b. Predictors: (Constant), Employee performance

Table 5 summarizes the results of the ANOVA (Analysis The F-value of 111.592 is highly significant (p-value =
of Variance) for the regression model, which evaluates the .000), which indicates that the regression model as a whole
overall significance of the relationship between employee is statistically significant. This means that the relationship
performance (the independent variable) and individual goal between employee performance and individual goal setting
setting (the dependent variable). The Regression Sum of is not due to random chance, and that employee
Squares is 127.150, which represents the variation in performance is a meaningful predictor of individual goal
individual goal setting explained by the model. The setting at World Vision International Rwanda. The
Residual Sum of Squares is 132.172, indicating the significance level of 0.000 (less than the threshold of 0.05)
unexplained variation in individual goal setting that is not further supports this conclusion, demonstrating that the
accounted for by employee performance. The total model has a strong explanatory power in predicting
variation is 259.322, combining both explained and individual goal setting based on employee performance.
unexplained variation. This suggests that improving employee performance can
positively influence individual goal setting within the
organization.
Table 6. Regression Coefficients
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) 1.529 .230 6.643 .000
1
Individual Goal Setting 1.352 .128 .700 10.564 .000
a. Dependent Variable: Employee Performance

Table 6 provides the regression coefficients for the is 0.700, which indicates a strong positive relationship
relationship between individual goal setting (independent between the two variables. This means that individual goal
variable) and employee performance (dependent variable). setting has a significant and positive effect on employee
The unstandardized coefficient (B) for individual goal performance. The higher the goal-setting practices in the
setting is 1.352, meaning that for each unit increase in organization, the better the employee performance tends to
individual goal setting, employee performance is expected be. Since the p-value for both the constant and the
to increase by 1.352 units, holding other factors constant. individual goal setting variable is 0.000, which is well
The standard error of the coefficient is 0.128, indicating the below the typical significance level of 0.05, it can be
precision of this estimate. The large t-value of 10.564 concluded that both the overall regression model and the
(calculated as the coefficient divided by its standard error) individual predictor (individual goal setting) are highly
and the corresponding p-value of 0.000 suggest that the statistically significant and contribute meaningfully to
relationship between individual goal setting and employee predicting employee performance at World Vision
performance is highly statistically significant. The International Rwanda.
standardized coefficient (Beta) for individual goal setting

75
4.2. Discussion of Findings with team objectives. A more cautious viewpoint also
emerged, suggesting that individual goal setting could lead
In this study, the researcher aimed to investigate how to competition rather than collaboration among team
individual goal setting affects employee performance at members, which could hinder teamwork. This viewpoint
World Vision International Rwanda (WVIR). The findings highlighted the need to balance individual goals with
of this study indicate a significant positive relationship collective team goals to promote collaboration and improve
between individual goal setting and employee overall project outcomes. These insights suggest that while
performance, highlighting the crucial role that goal-setting goal setting is an effective tool for enhancing employee
practices play in enhancing performance within the performance, its success depends on clear communication,
organization. adequate support, and ensuring alignment with both
individual and team objectives.
Findings revealed that individual goal setting plays a
crucial role in influencing employee performance at World Besides, findings from multiple regressions highlight that
Vision International Rwanda. Employees demonstrated individual goal setting plays a crucial role in enhancing
strong abilities in assessing their resources and capabilities employee performance at World Vision International
when setting goals, as well as in creating timelines for Rwanda. The strong positive relationship between these
achieving those goals, indicating effective practical two variables suggests that well-defined, measurable, and
management skills. They also generally considered their achievable goals are a significant predictor of employee
goals to be specific and measurable, and they prioritized performance. Organizations that invest in structured goal-
tasks that contributed to goal attainment. However, notable setting frameworks can expect better alignment between
variability was observed in other aspects of goal setting. employee efforts and organizational objectives, which in
The clarity, simplicity, and detail of goals received turn leads to increased productivity and efficiency. This
relatively lower ratings, suggesting some dissatisfaction in finding underscores the importance of fostering a culture
these areas. Moreover, the relevance of goals to personal where employees not only understand the goals set for
objectives and values, as well as the use of deadlines or them but are also motivated and supported in achieving
timeframes, were rated lower compared to resource those goals. Furthermore, the statistically significant
assessment and task prioritization, with higher standard results highlight the need for organizations to treat goal-
deviations indicating diverse opinions among employees. setting practices as a strategic tool for improving employee
outcomes. Since individual goal setting has a meaningful
These findings suggest that while employees excel in impact on performance, managers and HR professionals
certain aspects of goal setting, such as resource assessment should prioritize the creation of clear and relevant goals for
and task prioritization, there is room for improvement in employees, ensuring these goals align with individual
enhancing the clarity and detail of goals. Focusing on these capabilities and broader organizational priorities. By
areas could help further improve employee performance refining goal-setting processes, World Vision International
and better align their efforts with the organization's overall Rwanda can enhance employee motivation, engagement,
objectives. The variability in responses also highlights the and performance, ultimately driving organizational success
need for more consistent and clear goal-setting practices and achieving desired outcomes more effectively.
across the organization to ensure greater alignment and
effectiveness in achieving both individual and These findings are in agreement with Toussaint and
organizational goals. Holland (2021), who emphasize the importance of clear,
specific, and measurable goals in driving employee
Interviews with top management staff highlighted varying performance. Their research highlights that well-defined
perspectives on the impact of individual goal setting on goals not only help employees stay focused and motivated
project performance. One management member but also provide a clear path to success. The results of this
emphasized that aligning personal goals with study align with their assertion that when employees can
organizational objectives boosts accountability and assess their resources and capabilities effectively, as well
motivation, citing the "WASH in Schools" project as an as create achievable timelines, they are better positioned to
example where personal goals directly contributed to accomplish their objectives. Additionally, Toussaint and
project success. However, another management Holland (2021) argue that the clarity and relevance of goals
perspective suggested that while individual goal setting is are critical for ensuring alignment with personal and
beneficial, it must be accompanied by adequate support organizational values, which is reflected in the current
systems and clear communication. The challenges faced in study’s findings on the lower ratings of goal clarity and
the "Child Protection" project, where personal targets led relevance. Furthermore, like Toussaint and Holland (2021),
to misalignment due to resource and coordination gaps, this study underscores the need for organizations to provide
underscored the importance of aligning individual goals clear guidelines and support for goal setting. Inconsistent
perceptions of goal clarity, as highlighted by the variability

76
in employee responses, mirror their conclusion that performance tends to improve. Therefore, organizations
ambiguity in goal-setting can hinder employee should prioritize and continually refine their goal-setting
performance. Thus, while employees may excel in some processes to ensure they are aligned with both individual
areas of goal setting, such as prioritization and resource aspirations and broader organizational objectives. This
assessment, enhancing the clarity and relevance of goals alignment will foster greater employee engagement and
could lead to even greater alignment with organizational ultimately lead to superior performance outcomes across
objectives and improved overall performance. the organization.

In contrast, the findings of this study diverge from those of 5.2. Recommendations
Locke and Latham (2019), who argue that the specificity
and clarity of goals are fundamental for achieving high Based on the study findings, the following
performance. Locke and Latham emphasize that specific, recommendations are made:
clear, and challenging goals motivate employees and
1. Enhance goal clarity and specificity: World
enhance task performance by providing precise directions
Vision International Rwanda should ensure that
and expectations. However, in this study, the relatively low
employee goals are clear, specific, and
ratings for goal clarity and specificity suggest that many
measurable. This will help staff better understand
employees at World Vision International Rwanda struggle
their objectives and remain focused, which can
to understand or articulate their goals in a clear and detailed
lead to improved performance outcomes.
manner. This misalignment with Locke and Latham's
theory points to the potential limitations of current goal-
2. Integrate support systems into goal setting:
setting practices at the organization, where employees may
World Vision International Rwanda should
face challenges in pursuing their goals effectively without
provide necessary resources, tools, and regular
clear and comprehensive objectives.
feedback to employees to support their goal
achievement. This will enhance motivation and
In the same vein, Kitabi (2023) also disagreed with the
ensure that staff can effectively meet their targets.
notion that goal specificity alone leads to high
performance, arguing that factors such as organizational
3. Promote balance between individual goals and
culture and employee engagement play a crucial role in
team collaboration: World Vision International
shaping how goals are perceived and achieved. Kitabi’s
Rwanda should align individual goals with
research highlights that while specific goals are important,
broader team objectives. This will foster
the broader organizational environment and the support
collaboration, ensuring that personal
employees receive in achieving those goals are just as
achievements contribute to the collective success
significant. This supports the notion that without clear
of the organization and improve overall
guidance and resources, even well-defined goals may not
performance.
be effectively pursued, aligning with the findings of this
study that employees at WVIR encounter challenges in
goal clarity and achieving alignment with organizational
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