In recent times, public sectors in many countries are undergoing profound restructuring and reforms in order to improve performance and thus providing quality services. This process of reforming public administration is seen as necessary to meet the dual challenges of improved services with fewer resources. One of the most popular tools used for reform activities at present is Performance Appraisal Systems. The efforts of employees can determine the success and survival of an organization (Armstrong, 2010), and appraisal is potentially one way in which those efforts can be aligned with the aims of an organization. Performance appraisal is one of the basic Human Resource Management Practices and one of the most researched topics in work psychology over the last seven decades. The major reason for ensuring performance management processes are working properly is to strengthen the link between strategic business objective and routine activities of organizations. Managing performance is an integral part of the public service delivery mechanism (Bianchi, 2010). It is a process by which an organization can assess whether it is delivering the right services according to its mission and objectives in the right amount, at the right cost, at the right time, and to the right people. Tracking of employee progress at regular interval against performance goals and objectives provides the opportunity to recognize and reward employees for outstanding performance which ultimately increase job satisfaction and productivity. The core assumption in performance management is that managers and policy-makers learn from performance information and make better decisions in the future based on empirical evidence. Hugh and Hill (2009) suggest that many organizations express dissatisfaction with their appraisal schemes. The scholars posit that the dissatisfaction with appraisal systems may indicate a lack of success of performance appraisal as a mechanism for developing and motivating people. There is a general consensus among performance appraisal researchers and practitioners that assessment of appraisal reactions is important (Armstrong, 2010). For instance, it is frequently argued that in order for performance appraisal to positively influence employee behaviour and future development, employees must experience positive appraisal reactions. The Public Service including the Civil Service of Ghana under the auspices of the Public Services Commission (PSC) in the last two decades has undergone several reforms, designed to improve the efficiency and effectiveness of its service delivery. One of its initiatives has been the desire to establish a workable performance management system. The purpose is to ensure an effective performance culture that sets objectives, targets and aligns staff performance to organizational