To do this, the study seeks to understand the performance management objectives set by the organization, performance measurement and the performance feedback techniques. The findings of the study indicate that performance management objectives are set from the top and are pulled down throughout the company.
Introduction
Background to the study
This therefore indicates that there is a knowledge gap in the implementation of the performance management strategy of the organization under study. This will mainly be achieved if employees and managers live the values of the organization.
Research problem
Although it is important to note that although performance management implementation is important from both organizational and individual perspectives, the study focuses primarily on performance management implementation from the individual's point of reference.
Motivation for the study
Research questions
Research objectives
Research methodology
The purpose pf the study
Limitation of the study
Definition of terms
Objectives: The overall results to be achieved in the middle of an engagement or commitment (Lönnqvist and Laihonen, 2012). Key performance area: refers to the key areas of quality business performance conditions (Lim and Tang 2012).
Structure of the study
This chapter encapsulates the methodology, the sampling techniques, the research design used and the criteria used in the selection of the sample size and analysis techniques used, as well as all the details of the data collection. Chapter five deals with the discussion and analysis of the results of the study after the previous one, where was presented.
Conclusion
Introduction
Performance management
It has been noted that PM has a number of benefits to organizational success. The employees of the organization are empowered through PM while realizing the areas that need further emphasis.
Measuring performance
- Measurement tools
- Trait, behavioural and outcome data
- Measuring the performance of teams
- Benefits of measuring performance
The more employees are often available at work at the right times, the better it is for the productivity of the organization (Mathis & Jackson, 2010). It is through communication that even the measurement tools are made known to the rest of the organization's members.
Feedback of results
- Guidelines for handling performance feedback reviews
- Specific steps for conducting the informal session
- Conducting the formal performance review session
- Handling performance reviews: the employee perspective
- Conditions for effective feedback
The manager should emphasize the employee's development and growth opportunities as much as possible. Harris (2000) provides steps that managers can follow when conducting formal performance reviews. a) Summarize the employee's performance.
Rewards
- Rewards objectives
- Pay for performance
- Negative Incentive System Consequences
- Meeting the challenges of performance based pay systems
The main prerequisite is that the worker has full control over the urgency and value of the work performed (Mejia et al., 2004). According to Mejia et al. 2004), performance-based pay programs are unlikely to achieve the expected results unless accompanied by appropriate HRM plans. If performance-based pay plans are to succeed, managers must develop worker trust, which may require key changes in organizational conditions (Mejia et al., 2004). d) Encourage the belief that performance makes a difference.
Amendments to objectives and activities
- Updating objectives and work plans
- Gathering information
- Assessing the external environment
- Assessing the internal environment
- Analyse information and make decisions
- Management of change
According to Hunter (2012), it is essential to select the correct areas of the organization that need performance improvement. Therefore, in order for the organization to adapt to the ever-changing environment, it is necessary to change its business strategies/goals to ensure the long-term survival of the organization. Changes in any of the above factors may require a company to change its goals and the way it works to remain competitive.
Setting objectives
Once the organizational objectives have been established, departmental objectives should be formulated taking into account the objectives of the organization. Employees must be made aware of what the goals of the department are and what the goals are for the entire organization (Armstrong, 2001). Individual objectives must be linked to departmental objectives and to the objectives of the organization.
Conclusion
Wilton (2011) states that individual objectives can be linked to the job itself, such as sales targets or improvements, or directly to the individual, such as development objectives. Objectives help organizations in several ways, as no organization can operate successfully without having a clear picture of where it is going and how to get there. According to Wilton (2011), objectives primarily guide a group or individuals to behave in a specific way that is deemed necessary, or to focus on a particular outcome related to an organization's performance.
Introduction
Research paradigms
- Positivism
- Realism
- Interpretivism
- Pragmatism
- Ethnographic study qualitative research methodology
- Phenomenological study qualitative research methodology
- Grounded theory qualitative research methodology
- Case study research qualitative methodology
The positivist's research paradigm is understood in terms of the assumptions underlying the discipline of natural science (Samuel, 2017). The goal of the realistic research paradigm is thus subjective evaluation of research phenomena (Sekeran & Bougies, 2016). In fact, with the aim of this study to explore the implementation of the performance management strategy, the interpretive research paradigm is adopted in this study.
Research design
An exploratory research design was used in studying the implementation of the performance management systems used by the organization. The researcher used exploratory research because less is known about the implementation of performance management systems in the organization studied. An exploratory research design was used in this study because the researcher wants to gain insight into the implementation of the performance management strategy in the organization of the study.
Study population and sample size
These portfolios often deal with performance appraisal and management of their subordinates for the overall growth of the organization. However, the total number of 12 sample respondents was purposively selected with 3 from each district of the organization's east coast region. For emphasis, 3 respondents were drawn each from the South Coast, North Coast, Prospecton and Midland districts of the organization's East Coast region.
Sampling technique
Respondents for this study were purposively selected from the four districts under the East Coast region. Therefore, a total sample of 12 respondents, including Account Managers, Sales Managers and Sales Representatives, was selected for this study. Again, the total sample size of 12 is justified by Guest, Bruce and Johnson (2006) that a sample between the ranges of 10-12 is appropriate for a qualitative study.
Research instrument
Data quality control
The transferability of data was thus established by ensuring that the results presented in this study are generalizable to other similar contexts for replicability of results. This was ensured by allowing experts and stakeholders to reflect on both the data and findings presented in this study. This was done to check for convergence or divergence between the reported data and findings to ensure that the conclusion from the study was a reflection of the findings presented in this study.
Method of data collection
For example, for the sake of reliability, the anonymity of the respondents was ensured and all collected data was completely protected from unauthorized access. Specifically, the interview took place in four different four counties in the organization's East Coast region. This depended on the location of each respondent at the time of the interview.
Data analysis
Again, respondents were asked to respond to the consent form attached to the interview schedule (Appendix 4). This was to ensure that participants participated in the study voluntarily, without any form of coercion. As previously reported, each interview lasted between 25 and 30 minutes and all interviews were audio recorded.
Ethical consideration
The actual interview begins shortly after each respondent agreed to participate in the study by signing the consent form. While the consent form was presented to them, this was to ensure that their voluntary permission was adequately obtained before the study began. Finally, another achieved confidentiality was to ensure that both the research instrument and the data were kept in a secure environment from authorized access to the information therein.
Conclusion
Similarly, the confidentiality of both the organization and respondents was strictly maintained as no publications emerging from this study will have the mention of either the respondent's name or organization.
Introduction
Recap of research questions
The respondents with the highest age are one of the sales managers, while the respondents with the lowest age are one of the salespeople. In terms of gender, a large part of the study population is male, with 9 representing 75 percent of the entire study population, while 3 represented by 25 percent are only female. The results also indicate that 7 of the respondents, represented by 58 percent of the entire population, are African.
IN-DEPTH INTERVIEW THEMES AND SUB-THEMES
Performance management goals
Performance Goals set by Managers
The purpose of this title is to reveal the various strategies used by organizational managers in setting performance goals. Based on the above, most participants agreed that in the process of achieving performance goals, managers make sure that they are within the organization's business strategy for growth and profit. This is important as it will give a bigger picture of the implementation of the performance management strategy in the study organization.
Performance measurement
Instruments Used to Measure Performance
The ever-changing trend of overtime work has resulted in various measurement tools that can be used to measure employee performance in the workplace. This is availability report, retention reports, scope reports, tracker reports and most importantly spreadsheet. The table is national, but is divided into regions to assess the performance of employees against their set goals.
Instruments Employees use to Track/Measure Performance
This is what management gives me, the district analyst reports. From the above, it was revealed that employees access their performance against their goals in relation to two unrelated goals. For example, while some explained that the instrument used to measure their performance includes progress achieved from personal and sales progress, others revealed that the instrument used to access their performance against set targets, among others, includes constant feedback from both HR and sales managers to measure against any gaps in terms of their set targets.
Feedback system of performance
That's probably my biggest reaction, down the line, because they're the ones with the looks as well (Participant 8). The feedback system has accurate results in my opinion as it is a continuous reporting system that is updated weekly based on performance against the target, so at the end of the year the results are not a surprise (Participant 1). Contrary to the above, one of the respondents explained that the performance feedback system is not accurate and precise as it mainly produces an approach without considering factors such as individual market orientation as well as other inherent factors.
Reward systems for performance
Components of reward system
A few respondents reported two types of reward for their performance; cash and cash incentives. There's employee of the year, team of the quarter, and there's a lot of these reward systems where you win (Participant 10). Contrary to the comment above, most respondents noted that they receive non-monetary rewards as compensation for their performance, such as holiday and conference allowances.
Amendments system to objectives and activities
Employees and manager’s responses to themes
Conclusion
Introduction
Research objectives
Performance management goals
Measurement of performance
The feedback system of performance results
Aguinis (2011) also mentioned that feedback also helps to increase the knowledge of how the employee is performing and recognition of the employees' past successes there by providing fuel for future performance.
The reward system for performance
Amendment of objectives and activities
Conclusion
Introduction
Performance management goals
Measurement of performance
Feedback system of performance results
Reward system for performance
Amendment of objectives and activities
Recommendations
The study revealed that there is a large discrepancy regarding the understanding of the feedback system in the organization. The study also showed that there is an understanding of the performance management objectives set by the company. However, the study recommends that consultation with employees should be considered in order to eliminate the perception of dictatorship.
Recommendations for future studies
This will invariably ensure that the right employees with the esteemed potential are attracted to the organization. In addition to this, the study also recommends that it is important for employees to be full participants in the performance management process. In addition, the supervisor must ensure that the individual employee has the resources necessary to do his job and must also understand any impeding circumstances that are likely to impede the achievement of a realistic performance measurement.
Conclusion
Available online at http://www.bain.com/about/press/bain-news/2014/quality-output-is-more-important-than-working-overtime.aspx. Available online https://www.snapsurveys.com/blog/5-reasons-feedback-important/. Handbook of Multinational Enterprises in Emerging Markets. Handbook of Human Resource Management in Emerging Markets. Cheltenham UK and Northampton, Edward Elgar Publishing.
Gate Keepers Letter
Ethical clearance
Interview questions
Consent form
I……… (full names of the participant) confirm that I understand the content of this document and the nature of the research project, and I agree to participate in the research project.
Interview transcripts
Performance feedback is updated on a weekly basis and reviewed in a weekly meeting. We have goals that are set daily, weekly, and monthly, and then we use them to achieve our annual goals that are set at the beginning of the year during goal setting, so we achieve our goals. Q3 IF you break it down to the simplest way we look at it, it's over a 3 month period at a time.
