scholarly journals EFFECTS OF AUTHORITARIAN AND ETHICAL LEADERSHIP ON EMPLOYEE PERFORMANCE: MEDIATING ROLE OF EMPLOYEE COMPETENCIES AND PERFORMANCE MANAGEMENT PRACTICES IN ZIMBABWEAN BANKS

2020 ◽  
Vol 1 (12) ◽  
pp. 143
Author(s):  
Stewart Musarapasi ◽  
Zanete Garanti
Keyword(s):  
Performance Management ◽  
Ethical Leadership ◽  
Management Practices ◽  
Employee Performance ◽  
Data Gathering ◽  
Capital City ◽  
Authoritarian Leadership ◽  
Individual Variables ◽  
And Performance ◽  
Employee Competencies

The purpose and objective of this paper is to identify the effects from key selected independent variables namely Authoritarian Leadership (AL), Ethical Leadership (EL), towards a chosen dependent variable Employee Performance (EP). It also studies the mediating roles of two independents that is Employee Competencies (EC), and Performance Management Practices (PMP) when introduced to the model. A survey questionnaire for data gathering was used and issued to respondents that were bank employees on selected commercial banks located in Harare capital City of Zimbabwe, and total of 390 valid responses were gathered. SPSS version 24 was used to analyse the collected data on each variable through demographic, reliability tests, regression analysis, correlation and factor analysis during the validation process of the gathered data.  The data analysis outcome showed that all the identified variables were predictors and influential to employee performance, when analysed as individual variables. Management of companies are required to focus on mixing both the leadership element and the competency as a prerequisite practices and action towards achieving higher performance.

The Role of Performance Management Practices on Organizational Performance

2014 ◽  
pp. 62-85 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

Human Resources Management in Social Entrepreneurship

2022 ◽  
pp. 1524-1548
Author(s):  
Burcu Kümbül Güler
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Social Entrepreneurship ◽  
Management Practices ◽  
Human Resources Management ◽  
Social Economy ◽  
Management Training ◽  
Social Enterprises ◽  
Resources Management ◽  
And Performance

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.

The Role of Performance Management Practices on Organizational Performance

2016 ◽  
pp. 1635-1658
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

Performance management perception in Kenya

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nickson Hebert Odongo
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Positive Impact ◽  
Performance Standards ◽  
Future Research ◽  
Social Scientists ◽  
Content Type ◽  
Performance Review ◽  
And Performance ◽  
Government Workers

Purpose This paper aims to present an analysis of the perception of performance management practices and transformations by investigating what devolved governments of Kenya are doing and ought to do after which the approaches of performance and performance management are evaluated. Design/methodology/approach A descriptive assessment of five devolved governments of Kenya is carried out. This study covered 518 respondents across the above-sampled governments. Findings The outcomes demonstrated that there are guidelines established by the counties to measure the performance of workers where tested variables about setting performance standards and performance review information against their effect on performance improvement and performance measurement, respectively, are statistically significant, and therefore have a positive impact on the eventual performance of devolved governments. Practical implications The results support scholars, practitioners and social scientists in development studies for the planning and management of public organizations. The thought of factors that enhance or impede devolved government workers’ performance can be explored in future research. Originality/value The thought of performance management perception, especially in a developing country, is a theoretical milestone.

scholarly journals Generational Change, the Modern Workplace and Performance Appraisal: Why Changing Workplaces Need a Developmental Approach to Performance Appraisal

2018 ◽  
Vol 18 (5) ◽  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Business Practices ◽  
Demographic Analysis ◽  
Generational Change ◽  
Developmental Approach ◽  
Career Pattern ◽  
Generational Changes ◽  
And Performance

The issue of generations in the workplace has garnered much attention since the beginning of the 21st century, but what is often missing from this discussion is an examination of the generational, work and career pattern changes that have occurred in the postwar era. This paper presents a demographic analysis of cultural/generational changes in tandem with an analysis of shifts in business practices and career patterns as these relate to the practice of performance appraisal. It concludes that a performance management process that adopts a developmental approach to improve future employee performance makes more sense in today’s workplaces given cultural/generational and career pattern shifts.

scholarly journals The Influence of Creative Personality and Goal Orientation on Innovation Performance

2021 ◽  
Vol 12 ◽  
Author(s):  
Keqiucheng Zhou
Keyword(s):  
Personality Traits ◽  
Performance Management ◽  
Goal Orientation ◽  
Employee Performance ◽  
Innovation Performance ◽  
High Tech ◽  
Learning Goal Orientation ◽  
The Awakening ◽  
Creative Personality ◽  
And Performance

The complexity and challenges of the external environment accelerate the awakening of the new generation of enterprise employees’ self-consciousness. Facing the continuous expansion of the information-based work mode, the traditional management mechanism of enterprises has a more limited impact on employee performance. Based on the goal-oriented theory, developing and excavating the creative personality traits of employees, making full use of goal-oriented behavior to improve their own innovation performance management path, are expected to become a new path to continuously enhance the innovation ability of enterprises. In this study, we take the employees of high-tech enterprises as samples to explore the influence mechanism of creative personality traits, goal orientation and employee innovation performance. The results show that goal orientation significantly moderates the relationship between creative personality traits and innovation performance. The mediating effects of learning goal orientation, performance certification orientation, and performance avoidance orientation are all significant.

scholarly journals A Study of Talent Management Practices and Strategies in the Service Sector

2020 ◽  
Vol 10 (5) ◽  
pp. 21-29
Author(s):  
Shweta Bobhate
Keyword(s):  
Service Sector ◽  
Sampling Method ◽  
Management Practices ◽  
Systematic Approach ◽  
Employee Performance ◽  
Talent Management ◽  
Primary Data ◽  
Unexplored Area ◽  
Research Questions ◽  
And Performance

Talent management is a mechanism which involves hiring, assigning, transferring, growth and retaining of employees in the organisation. It is important because it ensures top talent is attracted and effective employee performance, employee’s engagement and retainment of top talent. A thorough review of the work carried out shows that businesses are experiencing a talent shortage in this competitive period, which has placed pressure on them to recruit the best talent and to ensure that workers enter the company and choose to remain in the organization rather than seeking opportunities elsewhere. The importance of the different components of talent management for employees was another unexplored area. Existing research has not been able to resolve the problem of defining the importance of the different talent management elements and the weighting they bear for employees. The problem of employee perception and management perception of the efficacy of talent management activities has also not been discussed, to address this gap the researcher has attempted to study talent management practices in service sector. The author followed a systematic approach to address the research questions, the literature was reviewed, in research methodology, primary data was collected through questionnaire which followed a sampling method accompanied by hypothesis testing which revealed that the effective practices boosts up the efficiency of the employees and performance of the organization too.

scholarly journals The Influence of Training and Career Development to Employee Performance Among Academic Civities At Sekolah Tinggi Ilmu Ekonomi Muara

2020 ◽  
Vol 2 (8) ◽  
Author(s):  
Sofia Sofia
Keyword(s):  
Career Development ◽  
Performance Management ◽  
Employee Performance ◽  
Development Program ◽  
Sampling Technique ◽  
Linear Analysis ◽  
Unit Of Analysis ◽  
Analysis Technique ◽  
Career Development Program ◽  
And Performance

One important factor in sustaining the company's existence in advancing quality and performance management is the mastery of capabilities possessed by human resources and the clarity of career development. A clean and healthy company is certainly due to good employee performance. Employee performance will improve if employees are given the training to improve their abilities and also a clear career development program. This study aims to determine the effect of training and career development on employee performance. The unit of analysis in this study is individual employees of academic civities. The population in this study is all employees of academic civities which amounted to 63 employees. The sampling technique in this study was carried out with saturated sampling technique. The data analysis technique used is multiple linear analysis. The results showed that training and career development both partially and simultaneously had a significant effect on employee performance.

scholarly journals Effectiveness of Individual Performance Dialogue on Employee Performance (Case Studies on Civil Servants of the Ministry of Finance in City of Semarang)

2021 ◽  
Vol 6 (1) ◽  
pp. 58-74
Author(s):  
Ni Made Watimena Sudiarti ◽  
Edi Noersasongko ◽  
Yuventius Tyas Catur Pramudi
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Management Practices ◽  
Employee Performance ◽  
Individual Performance ◽  
Partial Least Square ◽  
Least Square ◽  
Structured Interviews ◽  
Ministry Of Finance ◽  
Bureaucratic Reform

Bureaucratic Reform in human resources began with the birth of Law No. 5 of 2014 on State Civil Apparatus (ASN). The new paradigm in the ASN Law makes ASN employees a profession that has an obligation to conduct self-development and must take responsibility for performance and apply merit principles in the implementation of ASN management. The Ministry of Finance followed up the Bureaucratic Reform in hr with performance management policies. Performance management in the Environment of the Ministry of Finance consists of three main stages, namely planning, monitoring, and determining performance results and evaluation.  Performance evaluation results determine the performance value of employees and organizations, which affects employee careers and compensation. The solution by the Ministry of Finance is to implement management practices called Organizational Performance Dialogue (DKO) and Individual Performance Dialogue (DKI) whose main purpose is to improve the performance of employees and organization. This research is explanatory, where the research method used is Partial Least Square (PLS), with software for analysis using SmartPLS. Data collection instruments using questionnaires and structured interviews with research respondents are employees of the Ministry of Finance in Semarang City area. This research aims to know the effectiveness of performance dialogue on employee performance, so that the results are expected to be a reference in management practices in organizational units in the environment of the Ministry of Finance in an effort to improve the performance of employees and organizations. Keywords:Effectiveness, Individual factors, Leadership factors, Performance dialogue, Employee performance

Transforming Performance at Patagonia

2020 ◽  
pp. 150-166
Author(s):  
Chris Mason
Keyword(s):  
Performance Management ◽  
Goal Setting ◽  
Employee Performance ◽  
New Approach ◽  
Company Culture ◽  
And Performance

In the summer of 2015, Patagonia began a transformation to an entirely new approach to employee performance, one that would reinforce the company culture and empower employees to drive their performance continuously throughout the year and more directly connect their work to the company mission. The new approach drew on the latest research and emerging practices in performance management (PM) and was built on more frequent goal setting and performance conversations, supplemented by continuous crowdsourced feedback. At the heart of the approach is the belief that employees need to be the best drivers of their own performance, leading to an employee-centric design for each action or tool that enables the new approach. This case shares Patagonia’s journey to transformation from a traditional PM system to a more dynamic and employee-centric approach to performance.

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