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Effect Of Performance Management On Employee Performance
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CHAPTER ONE
INTRODUCTION
1.1 Background to the study
Organizations
are run and steered by people. It is through people that goals are set
and objectives are accomplished. The performance of an organization is
thus dependent upon the sum total of performance of its members. The
success of an organization will therefore depend on its ability to
measure accurately the performance of its members and use it objectively
to optimize them as a vital resource (Biswajeet, 2009).
In the
present highly competitive environment, organizations have to ensure
peak performance of their employees continuously in order to compete and
survive at the market place effectively (Prasad, 2005). Performance of
an individual can be defined as the record of outcomes produced as
specified job functions or activities during a specified time period
(Bernardin, 2007). It can also be seen as a set of outcomes achieved
during a certain period of time and does not refer to the traits,
personal characteristics, or competencies of the performer.
Performance
management on the other hand can be defined as a systematic process for
improving organizational performance by developing the performance of
individuals and teams (Armstrong, 2012). According to Briscoe and Claus
(2008) performance management is the system through which organizations
set work goals, determine performance standards, assign and evaluate
work, provide performance feedback, determine training and development
needs and distribute rewards. Performance management is a process
involving performance planning, performance managing, performance
appraisal, performance rewarding and performance development (Deb,
2009). Performance appraisal can be defined as the formal assessment and
rating of individuals by their managers (Armstrong, 2012).
Performance
appraisal as an element of performance management is often carried out
to reveal individual employee’s contribution to the overall
organizational objectives. To drive this notion home Biswajeet (2009)
asserted that people do not learn unless they are given feedback on the
results of their actions. For corrective actions to take place feedback
must be provided regularly and it should register both successes and
failures.
1.2 Statement of the study
The process of managing
the performance of employees in an organization is often vague, the
areas of performance for which an individual is responsible are often
unclear and evaluations are often not based on actual performance but on
the perceptions and judgment of an employee’s immediate boss.
Therefore, an ill-conceived and ill-considered performance management
system could create tensions in the organization.
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ABSRACT - [ Total Page(s): 1 ]This study explored the effect of performance management on employee performance. A total number of three hundred and twenty (320) copies of questionnaire were administered to the respondents during the study: While three hundred and three (303) copies were properly filled and returned for the analysis. Data collected were analyzed using the statistical tools of frequency counts, simple percentage for the demographic data while the inferential statistics of Chi Square (X2) test was used to test ... Continue reading---
