scholarly journals The Relationship Between a Performance Management System and the Motivational Level of Employees: A Case Study at the Ministry of Finance and Economic Development of the Republic of Mauritius

2017 ◽  
Vol 13 (2) ◽  
pp. 25-34
Author(s):  
Rejandra Parsad Gunputh ◽  
Sandhya Gunnuck ◽  
Sameerchand Pudaruth
Keyword(s):  
Economic Development ◽  
Performance Management ◽  
Management System ◽  
Performance Management System ◽  
Ministry Of Finance ◽  
Motivational Level ◽  
The Republic ◽  
The Relationship ◽  
A Performance

The boundaries of a performance management system between learning and control

2015 ◽  
Vol 19 (3) ◽  
pp. 7-21 ◽  
Author(s):  
Paolo Canonico ◽  
Ernesto De Nito ◽  
Vincenza Esposito ◽  
Marcello Martinez ◽  
Lorenzo Mercurio ◽  
...  
Keyword(s):  
Performance Management ◽  
Management System ◽  
Single Case ◽  
Individual Performance ◽  
Specific Reference ◽  
Performance Management System ◽  
Content Type ◽  
And Control ◽  
A Performance

Purpose – This paper aims to consider how and to what extent it is possible to interpret a performance management system (PMS) as a typical control mechanism or in a more innovative way as a learning tool. PMSs are typically used for planning and coordination purposes. However, they may also be used as an opportunity to foster learning inside the organization. Design/methodology/approach – The empirical analysis was carried out during January-May 2014. A single case study was developed, in the first phase, through document analysis and semi-structured interviews with three top managers, to investigate the purpose and rationale of the design of the PMS. The investigation then continued with non-participant observation. Findings – The picture shows the dominance of “command and control” thinking, based on a cybernetic control system connected to targets and linking the achievement of these targets to individual performance. Practical implications – This paper helps to contextualize reflections on PMSs and potential learning outcomes in knowledge organizations, with specific reference to the airport industry. Originality/value – This paper contributes to the extant debate on the relationship between PMSs and learning. Traditionally, the literature has focused only on particular aspects of PMSs. Other authors, relying on a contingent approach, have instead put forward the need of a more comprehensive and integrated frameworks encompassing organic conception of PMSs, as well as of the interdependencies among their components. In the case study under scrutiny in this paper, adaptive or single-loop learning is taking place, in which adaptive changes occur but do not lead to any major changes.

Solve the Problem…So It Stays Solved!

2019 ◽  
pp. 980-1002
Author(s):  
Joe Monaco ◽  
Edward W. Schneider
Keyword(s):  
Performance Management ◽  
Management System ◽  
Health And Safety ◽  
Field Research ◽  
Organization Performance ◽  
Performance Management System ◽  
Safety Issues ◽  
System Today ◽  
A Performance

This case study explores how a performance management system was developed to address recurring health and safety issues in an organization. Performance improvement technologists were recruited to address the problem and ensure that it stayed solved. The authors describe the process that was used to develop a training program that eventually evolved to a full scale Performance Management (PM) System. Today, nearly three decades later, the PM System has endured with its original mission intact; it has influenced the international dialog on forklift operator safety; and it provides, through ongoing field research, insights into how a Performance Management system might endure past the first change in the management that championed it.

Solve the Problem…So it Stays Solved!

2015 ◽  
pp. 64-93 ◽  
Author(s):  
Joe Monaco ◽  
Edward W. Schneider
Keyword(s):  
Performance Management ◽  
Management System ◽  
Health And Safety ◽  
Field Research ◽  
Organization Performance ◽  
Performance Management System ◽  
Safety Issues ◽  
System Today ◽  
A Performance

This case study explores how a performance management system was developed to address recurring health and safety issues in an organization. Performance improvement technologists were recruited to address the problem and ensure that it stayed solved. The authors describe the process that was used to develop a training program that eventually evolved to a full scale Performance Management (PM) System. Today, nearly three decades later, the PM System has endured with its original mission intact; it has influenced the international dialog on forklift operator safety; and it provides, through ongoing field research, insights into how a Performance Management system might endure past the first change in the management that championed it.

scholarly journals Organisational readiness for introducing a performance management system

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Michael Ochurub ◽  
Mark Bussin ◽  
Xenia Goosen
Keyword(s):  
Performance Management ◽  
Management System ◽  
Change Readiness ◽  
Readiness For Change ◽  
The Body ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Managerial Implications ◽  
A Performance

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

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