The research addresses the Contribution of Employee Performance Evaluation in the Provision of Public Services - EPC- Damião Case (2017-2019). In Mozambique, there is an instrument that governs how this process should be done which is the System of Performance Management in Public Administration, (SIGEDAP) which has as its object the individual performance evaluation of Employees and Agents of the State which is governed by Decree No. 55/2009 of 12 October. Performance evaluation is the system that serves superiors and other employees to jointly reflect on the results and on new action plans. The success rate of employees depends on the way management directs, evaluates, rewards and trusts them.

Performance Appraisal is one of the most powerful tools for Human Resource Management. Its main purpose is not, as is so often thought, to judge people or give opinions about them, but to improve results by helping people achieve higher levels of performance. It is, indeed, among all HRM practices, the one that raises more questions and controversy when it is implemented in companies, because it is very much linked to wage differentiation and individualization. However, Performance Appraisal is a systematic (involving observation techniques), periodic, standardized and qualified (because it is directly associated with criteria and procedures) appreciation of the value (in terms of effectiveness and efficiency) demonstrated by the individual in his function, from the point of view of the organization where he works - it is therefore reactive. Currently, institutions seek to "evaluate to evolve" and rescue what is most human in people, namely: knowledge, creativity, sensitivity and commitment. Performance Evaluation was originally structured to measure the employee's performance and potential, being a systematic evaluation, done by supervisors or others hierarchically superior, familiar with the routines and demands of the job.

At the organizational level, there is a growing concern on the part of managers to assign or channel motivational incentives aimed at achieving organizational performance. For Chiavenato [1], the processes of rewarding people constitute "the fundamental elements for the encouragement and motivation of the organization's employees, having in mind, on the one hand, the organizational goals to be achieved and on the other hand, the individual goals to be satisfied" (p. 274).

The Performance Evaluation System in Public Administration is part of the Public Sector Reform (PSR) which began in the period prior to independence, since the country had a centralized and authoritarian colonial State system. These characteristics were based on assumptions typical of colonial regimes, namely political domination, economic exploitation of resources, and administrative control. The provision of services to the public is realized with the change of attitude of the civil servant and for this, the government, approved the Decree No. 55/2007 of November 8 which established the National System of Human Resource Management (SNGRH), which is the product of experience in the Management of Human Resources of the State in the light of Decree No. No. 40/92, of November 25 and the resulting Deconcentrating of Powers in this area to Provincial Governors and District Administrators operated with the approval of Decree No. 5/2006, of April 12, adapting and adjusting the SNGRH of the State to the new challenges of the civil service (BR. I Series of October 12). The intention of the Mozambican government to institutionalize performance evaluation was realized with the approval and entry into force on 01 January 2010, of Decree No. 55/2009 of 12 October, which creates the System for Performance Management in Public Administration - SIGEDAP.

What Motivates the Writer for this Article?

Human Performance Evaluation is a subject that has begun to gain expression within the current management paradigm, in which the main competitive factors of organizations are the people (intellectual capital) that make them up, because it is assumed that the more motivated and committed workers or employees are to their activities, the higher the productivity and quality index that the organization can achieve. The Performance Evaluation explores three factors: "ability, knowledge and motivation; appreciates basic training, complementary training, work experience and current and past performance levels; predicts the professional horizon of the appraisee; proposes job enrichment and rotation, the individual vocational training plan; and favors individual performance and organizational climate. However, Damiao Full Primary School, being a public institution, like any other public institutions in Mozambique, faces the problems of the, lack of staff with technical, conceptual and human skills to handle the performance evaluation processes with openness and fairness possible. The FPS of Damião in the scope of Human Resource Management and specifically in performance evaluation is guided by Decree No. 55/2009 of 12 October that approves the Performance Management System in Public Administration in Mozambique, abbreviated as (SIGEDAP), in conjunction with paragraphs 1 and 2 of Article 62 of the General Statute of Employees and Agents of the State (EGFAE) Law No. 14/2009 of 17 March, which approves the Performance Management System in Public Administration. However, there is no clarity in the use of these instruments to support the management of the professional career of civil servants, taking into account functional mobility, training and development, promotions, remuneration and, in general, adaptation to the job. Some employees and some managers do not value these instruments for monitoring, performance analysis, feedback exchange, and analysis of productivity and professional performance of each employee in improving the services provided to the public. Hence, the following research question arises.

To what extent does Employee Performance Evaluation at Damiao Full Primary School contribute to the provision of public services in Mocuba district in Zambezia and in the country – Mozambique, in general?

The Purpose of the study

To analyze the performance evaluation of the employees at Damião Full Primary School contributes to the provision of public services. As the guide to the study there are a couple of questions to be followed in the study that will guide the researcher to the goals of the study. The proposed questions are. 

• How does the employee performance evaluation process take place at Damião FPS?

• What is the relevance of the employee performance evaluation at -Damião FPS?

• How are the legal aspects established for performance evaluation followed at- Damião FPS in the provision of public services?

Justification and Relevance of the Study

The main motivation for the choice of the theme was the fact that it is considered fundamental the good cooperation between the people who act in the organizations for the achievement of both organizational and individual objectives. In order to have a good cooperation it is important to know the potential or the professional qualities and capabilities of each member of the organization. To this end, it is necessary to evaluate the commitment and dedication of people in performing their duties and pursuing the collective goals of the organization. In society in general, the study based on this article will contribute so that the users of Damião FPS have a humanized, satisfactory and quality service. It may also raise awareness among managers of various both public and private institutions, to view the performance evaluation as an instrument for measuring the present and future of the organization. And yet, it will contribute to improve the professional performance of the employees at FPS of Damião in order to increasingly humanize the attendance services, improving the institutional image.

The research has scientific relevance because in its approach it seeks to solve a real problem through scientific methods and technical procedures. And in the academic community, it can be taken as a starting point for future research and can influence students' interest in performance evaluation. It can also be seen as a consolidation tool, through the link between theory and practice of professional performance evaluation instruments for civil servants. For Damião FPS, through this research, he will be able to understand the importance of conducting performance evaluation as a strategic instrument that he can use to improve the quality of public health care services.

Delimitation of the Study and Ethical Issues

Due to financial reasons the research was carried out with the teaching staff at Damiao Full Primary School, in the period between 2018 - 2020, this school occupies an area of 10m2 situated in Zambezia province, District of Mocuba - Mozambique at a place called Mocuin at a distance of 20 Kilometers away from Mocuba town Centre in the direction to Maganja – Da – Costa district.

The conduct of any research implies on the part of the researcher the observance of ethical principles, generally accepted by the community of social science researchers, by that the writer means the government officials including the school director and the remaining target population that are to the relevant information related to the study in case. That is make the study and the data collection procedure simple, legal and official the researcher thought it was wise to get an official paper from the host University, the Catholic University of Mozambique – located in Quelimane, The main aim of the paper is not only to make the involved people free to express their views during their participation in the research study but also to give freedom the researcher to meet the target people for the research study even during their work period. The copies of the papers are attached to the Appendixes. The interview, regardless of little interference, was then carried out as it was planned in the places as soon as the permit was granted. 

Data Collection Techniques

The following techniques were used to collect data for the research: - document analysis and Semi-structured interview. ‘Documentary analysis’ is very similar to bibliographic analysis. The difference is in the nature of the sources, because this form makes use of materials that have not yet received analytical treatment, or that can still be reworked according to the objects of the research. This was one of the most viable techniques for the present research, because the objectives achieved depended on the observation made around the performance evaluation forms in confrontation with the data collected from the informants (employees). It is developed based on already elaborated material, consisting mainly of books and scientific articles. Works from the internet are not recommended. Considered as a set of precepts or processes that a science uses, they are also the ability to use these precepts or norms to achieve its purposes. They correspond, therefore, to the practical part of data collection.

In order to be in contact with the evaluators (managers) at the Full Primary School level, it will be important to formulate a previously prepared interview script, with a view to finding out from the same managers, through dialogue, how the process of evaluating employees and their level of performance in the organization has been. However, the interview will be directed to the managers of the human resources and planning departments, such that both departments have the responsibility to supervise and evaluate 

Conceptual and Theoretical Discussion Evaluation

"Evaluation is the formal and permanent verification of the results achieved with established indicators". She further stated that performance covers the dimension of "doing" with a view to producing expected results with quality. In turn Peretti, advocates that evaluation allows the qualitative and quantitative management of employees, the evolution of qualification grids, compensation management, training and career management. About evaluation, Rocha, considers that it is a "systematic appreciation of the behavior of the individual in the function that he occupies, supported in the objective analysis of the behavior of the man at work and communication to him of the result of the evaluation" (p.199).

Performance

According to Rodrigues [2] performance "refers, simultaneously, to the action and the success of that result when compared to some standard; in this perspective, performance corresponds to the potential for value creation, relative to a given period of time" (p.46). In another definition, "performance is considered to be the result of the practical application at work and in other human activities of knowledge, skill, ability, capacity, and motivation. Performance reflects potential and conduct". In the view of the present study, performance is a consequence of the motivational state and individual effort to accomplish the task and reach the goals. Thus, performance is seen as the way in which an individual performs a given task, and this is basically measured by effectiveness and efficiency, and is therefore used as a strategy to achieve the desired goals.

Performance Evaluation

According to Marras performance evaluation is "a managerial instrument that allows the administrator to measure the results obtained by an employee or by a group, in a specific period and area" (p.176); Also, performance appraisal is a job analysis instrument and seeks to identify certain areas of work that should be examined when measuring performance. For Dessler [3] performance appraisal can be defined as "the evaluation of the relationship between an employee's current or past performance and his or her performance standards. Human performance appraisal is the identification, measurement, and management of human performance in organizations" (p.172). The definitions of Marras and Pontes [4] characterize performance evaluation as a methodology or instrument and point to its function of measuring the contribution of employees in relation to results by the organization.

In another respective performance appraisal is a formal and systematic system that allows appreciating the work developed by the employees of an organization. In general terms, any performance appraisal system can be conceptualized "as comprising a set of three dynamically interconnected components, including objectives, instruments and procedures". According to the definitions presented, in summary it can be stated that performance appraisal is a means by which one can identify problems in supervision and management, of integrating the person to the organization, of adequacy to the position, of locating possible dissonances, training shortages and, consequently, establish means and programs to eliminate or neutralize such problems.

 Two Factor Theory

According to Stoner and Freeman, they state that in the late 1950s, FrederickHerberg and his colleagues conducted a study of the job attitudes of 200 engineers and accountants. Herberg placed the responses into one of 16 categories; factors on the right side were consistently related to job satisfaction; those on the left side to dissatisfaction. From this research Herberg had results that job satisfaction and dissatisfaction stemmed from two separate sets of factors. This theory was called the Two Factor Theory.

Satisfaction factors (motivating factors) include achievement, recognition, responsibility, and advancement - all of which relate to job content and rewards to job performance. This Herberg theory is seen as a pertinent contribution to understanding the effects of job characteristics on satisfaction, motivation, and performance. For Megginson, et al., [5] argue that: Herzberg's Theory of Motivation and Maintenance, in general, employees tend to focus on lower-level needs, especially security, in their first jobs. However, after these are satisfied, they try to satisfy higher level ones, such as initiative, creativity, and responsibility. By seeking to meet these needs, one can achieve greater efficiency, productivity, and creativity, although managers may not always succeed in doing so (p.356). Motivational and maintenance factors - are based on the findings, where researchers have made a distinction between what they call "motivators" and "maintenance factors''. Motivating factors have an uplifting effect on people's attitude and lead to better performance. Maintenance factors (sometimes called hygiene factors) "are meaningful only when absent, which causes greater dissatisfaction; their presence merely prevents dissatisfaction" [5].

The Importance of Performance Evaluation

According to Chiavenato, a performance appraisal program brings benefits in the short, medium, and long term, as long as it is well planned, coordinated, and developed. The results of this evaluation bring benefits to the evaluator, the evaluated, the institution or organization and the society. It is important for an organization to maintain a technically elaborate performance appraisal system. It is a way to avoid that the evaluation is done in a superficial and unilateral way, from the boss in relation to the subordinate. In this way, the evaluation reaches a higher level of depth, helps to identify causes of poor performance, and makes it possible to establish perspectives with the participation of the appraisee. Not to mention that a performance appraisal based on scientific principles enables a more rational approach to the human being, free from the distortions inherent in appraisals based only on common sense.

Methods and Instruments of Performance Evaluation

The search for efficiency and effectiveness through the establishment of control mechanisms and human resource management led to the formulation of traditional methods of performance evaluation. In Caetano's view cited by Vala he states that the history of performance appraisal is to a large extent, associated with the type of methods or instruments that have been created since the early twentieth century. The different performance appraisal instruments that have emerged have tried to overcome the psychometric shortcomings of the previous ones, because instruments, to be well constructed, must have adequate psychometric properties in order to obtain reliable and valid measures of appraisal performance. However, no instrument has been created that is free of contamination.

Objectives of Performance Evaluation in a company or organization

Performance Evaluation is a fundamental instrument in the promotion of a merit culture, in the development of employees and in the improvement of the quality of services provided to citizens, civil society, companies and communities. In the perspective of Marras, "performance evaluation was created basically to monitor the development of employees during their stay in the organization and specifically to measure their level of knowledge, skills and attitudes" (p. 173). It was through this instrument that companies directed their training and development programs and measured the achievement of the results of these programs.

However, the performance appraisal program, thanks to the practice and the consequent improvement received over time, was having its size and level of coverage largely modified and expanded to cope with the needs that arose in the context of administrative control. Thus, the performance evaluation instrument has the following uses:

• Improvement of productivity, motivation and development of individual skills (these results will arise from the definition of objectives, the transmission of feedback and the evaluation interview)

• Defining selection and training criteria (it allows you to assess and improve the quality of the selection of new employees and the training needs of current ones)

• Defining the degree of contribution (individual or group) in the results of the company/organization;

• Discover the emergence of new talents in the company/organization;

• Facilitate the self-development of employees;

• Provide feedback to employees; 

Objectives of the Performance Management System in the Public Administration in Mozambique

According to Article 3 of Decree No. 55/2009, 12 October, the SEGIDAP – Mozambique, has the following objectives

• Evaluate the individual performance of State employees and agents, with a view to promoting excellence and continuous improvement of the services provided to the citizen;

• Improve individual performance and the quality of services provided by the Public Administration

• Raise the commitment and the development of the competencies of the State's employees and agents;

• Contribute to the development of the Public Administration and to the professionalization of civil servants and agents of the State

• Recognizing and distinguishing State employees and agents for the performance and merit demonstrated in the execution of their activities

• Identify training and professional development needs, appropriate for improving the performance of civil servants and agents of the State

• Enabling decisions to be made regarding appointment, promotion, mobility, contract renewal, dismissal, distinction, and punishment in accordance with the competence and merit demonstrated; and

• Strengthen leadership and management skills.

General Principles of the Performance Management System in the Public Administration

Article 4 establishes the general principles of SIGEDAP, namely: 

• Legality

• Transparency 

• Impartiality

• Exemption

• Good faith

• Integrity

• Accountability

• Justice

Type of Research Methodology

As for the method of approach or focus qualitative research was used because it was characterized by an attempt at a detailed understanding of the meanings and situational characteristics presented by respondents, rather than the production of quantitative measures of characteristics or behaviors. As for the method of procedure, to achieve the aforementioned objectives, the method was used inductive method was used. For, as a first step, certain facts or phenomena were carefully observed. The next step was classification, which is, grouping facts or phenomena of the same kind according to the constant relationship that is noted between them. Then, a classification was arrived at, the result of the generalization of the relationship observed. This being so, it is understood that the research as to the objectives is characterized as exploratory, because the central concern of the study that is intended to be done, is to seek an approximation with the theme and the object of study, seeking to analyze the factors that determine or contribute to the occurrence of certain phenomena, specifically the performance evaluation of employees. It is the type that deepens the knowledge of reality the most, because it explains the reason, the why of things. Therefore, it is the most complex and delicate type.

The available data shows that the study is in accordance with the theory, proposed in that, Performance Appraisal constitutes a systematic appreciation, i.e. General Systems Theory and Two Factor Theory accompany the fact that Public Administration is a socio-technical system where employees are influenced by the Two Factor Theory from the point of view of the institution where they work, On the other hand, the Theory of Motivational Factors is added by the satisfaction, achievement, recognition, responsibility and progress, all related to the content of the work and the rewards for professional performance, thus, with the purpose of operationalizing the results obtained from the performance evaluation of each employee in Damiao Full Primary School in Mocuba district, Zambezia Povince in Mozambique..

As for the relevance of employee performance evaluation, employees interviewed F1, F2, F3 (...), R1, R2, R3 (...), and C1, C2,(...), praised the legal device currently in use, therefore the SIGEDAP combined with Ministerial Diploma No. 119/2001 of 8 August in the country, because, according to the country’s law, it offers the opportunity for each employee to know how to design their tasks and there is performance management which makes it a learning tool and personal commitment to sector goals. In relation to the motivation of the performance evaluation of employees, F1, F2, F3 (...), and R1, R2, R3 (...), recognize that the performance evaluation creates a lot of motivation. Because the evaluation directly affects the salary increase and some benefits such as profitability bonuses and compliments with the bosses and sometimes receive a diploma of honor that can provide opportunities for scholarships and management positions. It creates a condition for promotion, career progression, and so the employees apply themselves more and more to deserve the good sanctioning by their superiors in order to obtain the value of excellence. Being the continuous learning year after year of the evaluation, it brings us encouraging points that constitute novelty and they are improved afterwards.

This idea of employee motivation is relative. More in the perspective of Marra "advances us that, however, the program of performance evaluation, thanks to the practice and the consequent improvement received over time, was having its size and level of coverage largely modified and expanded to meet the needs that emerged in the field of administrative control" (p.173). Thus, the performance evaluation instrument has the following uses, based on the Official Worker’s Guide papers in Mozambique; improves productivity, motivation, and development of individual skills (these results will come from the definition of objectives, the transmission of feedback, and the evaluation interview); facilitates employees' self-development; and subsidizes merit, promotion, and transfer programs.

From the results obtained they reveal that the employees in general at Damião F.P.School, have minimal knowledge of the performance evaluation process and systematically the school carries out this act as established by SIGEDAP, despite limitations in the allowance and valorization of employees according to the results of this process The school management has been cautious in the performance appraisal and seeks to be fair throughout this process by giving the employees a corresponding and regular evaluation despite less control of the subsequent procedures for granting the rights of employees arising from this administrative act, specifically the allocation of material benefits, honorary and recommendations to the best classified

Recommendations

Regardless of various political reasons that the researcher with the help of the researcher’s assistant, based on the Human Resource Management ideas in accordance to the International Labour’s Organization has the opportunity to give the following recommendation to the person in charge of the schools in general in touch to the Ministry of labour’s in Mozambique the following. 

• Improve the implementation of SIGEDAP, for purposes training and empowering the employees of this EPC for the respective improvement;

• the management and the administrative sector collaborate and communicate with the employees about the evaluation process of the same;

• the employees be notified before the publication of their final evaluation;

• the human resources sector promotes seminars, trainings and national placements on the subject of performance evaluation

Management must guarantee attributes and benefits deserved by employees after the results of the performance evaluation as a way of motivating and valuing performance in the civil service and that it uses SIGEDAP as a tool to offer these bonuses.

Acknowledgment

The candidate would like to thank firstly my supervisor - Professor Chiome Chrispen, - from ZOU - Zimbabwe, God blesses for sparing your time giving an unlimited guide to the candidate during the PhD studies., My thanks to my assistant - Mr. Cassimo Muchococho Cassimo - for his friendly spirit, my beloved Wife, grandchildren and extended family of the candidate are also thanked for their direct and indirect encouragement not only during the period of writing this article but also during the study time as whole, the Language coordinator Professor. Mariano, friends and the Director of the Faculty of Social Science – Professor. Lino and the staff in general of Catholic University of Mozambique located in Zambezia - Quelimane district - Mozambique and the staff of Damiao F.P.S in Mocuba-Zambezia -Mozambique for their holly encouragement and finally to everybody who have his or her goodwill in the candidate’s study also deserves his thanks. 

1. Chiavenato, I. Administração Geral e Pública. 2ª ed., Editora Elsevier, 2008.

2. Rodrigues, J. Avaliação do Desempenho nas Organizações. Escolar Editora, 2010.
   Souza, A.J. Avaliação de Desempenho dos Profissionais da Saúde. Edição Asa, 2005.

3. Dessler, G. Administração de Recursos Humanos. 2ª ed., Editora Pearson Prentice Hall, 2003.

4. Pontes, B. Avaliação de Desempenho: Nova Abordagem—Métodos de Avaliação Individual e de Equipas. 9ª ed., 2005.

5. Megginson, C.L. et al. Administração: Conceitos e Aplicações. 4ª ed., Harbra, 1998.