https://ir.zou.ac.zw/files/original/963688b207a9adfff794863fa3d3bbf7.pdf 01b6760aae997b9bc9725e8b70a1f6c7 Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Staff Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource PUBLIC PERSONNEL PERFORMANCE APPRAISAL SYSTEM (PPPAS) Creator An entity primarily responsible for making the resource DR. S. B. M. MARUME DR. A. S.CHIKASHA N. C. MADZIYIRE Description An account of the resource Public personnel administration which is that specialized sub field of public administration, concerns itself with the role of civil service in developing societies; classification of positions and ranks; recruitment, selection, placement and retention; training; promotions; and utilization of human resources, pay and service conditions (S.B. M. Marume; 1983 and 1988), for the purposes of meeting the needs of institutions, employees and outside groups(W. Fox and Ivan H. Meyer. 1995:95 and S. B. M. Marume 2016). And public personnel administration scientists, practitioners and researchers who are charged with the human resources responsibilities must have a clear and sound understanding, amongst other things, of the personnel performance appraisal system (PPPAS). They should also know the full implications of the following fundamental public personnel performance appraisal question: It is a traditional approach that is characterized by: (a) mere evaluation, excluding the planning and development function; (b) being linked with the financial rewards and sanctions; and (c) being impersonal, bureaucratic, top down, secretive and centralized excluding participation of the employee being assessed? From the close analysis of the literature available, personnel psychologists industrial, scientists and researchers strongly contend that: (a) if the personnel appraisal approach is traditional evaluation, then it can hardly be humanistic and motivating to an employee. (b) instead such a personnel appraisal approach must be focusing more on filling forms giving quantitative rather qualitative information and data. (c) the obvious question arising from this is: what influence would such a public personnel performance appraisal system (PPPAS) have on an employee’s future performance? (d) it must be understood that a performance appraisal system is a management tool which can help motivate and effectively utilize human resources and it includes public personnel performance planning (PPPP), appraisal and counselling as essential elements Publisher An entity responsible for making the resource available International Journal of Engineering Science Invention Date A point or period of time associated with an event in the lifecycle of the resource 2016 employee and institutional needs motivation planning and counsellin public personnel performance appraisal system (PPPAS) traditional approach utilization of human resources