Effects of the Performance Management System on Unethical Pro-Organizational Behavior in the Public Sector

2019 ◽  
Vol 53 (3) ◽  
pp. 55-79
Author(s):  
Seul-ki Lee ◽  
Seung Ju Baek
Keyword(s):  
Public Sector ◽  
Organizational Behavior ◽  
Performance Management ◽  
Management System ◽  
Performance Management System ◽  
The Public

Challenges in the Implementation of Performance Management System in Namibian Public Sector

2020 ◽  
Vol 6 (2) ◽  
pp. 25-34
Author(s):  
Stewart Kaupa ◽  
Sulaiman Olusegun Atiku
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Performance Management ◽  
Management System ◽  
Employee Performance ◽  
Monitoring And Evaluation ◽  
Performance Management System ◽  
Contributing Factors ◽  
The Public ◽  
A Performance

Organizational performance of the management system helps top management achieve strategic business objectives and goals. It provides valid and useful information for making strategic decisions concerning employees. It includes information on employee’ performance, and organizational and supervisor’s expectations. Despite the benefits arising from the implementation of a well-designed performance management system, the public sector in Namibia still faces challenges when it comes to its realization. It is against this background that this study aimed to investigate the challenges faced by the public sector in the implementation of a performance management system in Namibia. The study used a qualitative research method and collected data through interviews. The sample consists of 42 participants. The data gathered was reviewed against the literature on the subject. The thematic data analysis technique was used to analyze the data, where core topics emerging from the discussion and interviews were grouped and analyzed. This research identifies a lack of training and proper orientation in performance management as primary challenges in adopting a performance management system in the public sector. The other contributing factors include inadequate monitoring and evaluation, the shortage of policies supporting the implementation process, poor communication in performance planning, performance reviews, poor feedback on performance and lack of employee involvement in the implementation of the performance management system. Hence, management should provide training and workshops to sensitize the employees on the aims and benefits of a performance management system and develop policies to enforce compliance in the public sector.

Metrics, Targets and Performance

2006 ◽  
Vol 197 ◽  
pp. 80-92 ◽  
Author(s):  
Philip Andrew Stevens ◽  
Lucy Stokes ◽  
Mary O'Mahony
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Performance Indicators ◽  
Acute Hospital ◽  
Performance Management System ◽  
The Public ◽  
Productivity Measure ◽  
And Performance ◽  
The Uk

The setting and use of targets in the public sector has generated a growing amount of interest in the UK. This has occurred at a time when more analysts and policymakers are grasping the nettle of measuring performance in and of the public sector. We outline a typology of performance indicators and a set of desiderata. We compare the outcome of a performance management system — star ratings for acute hospital trusts in England — with a productivity measure analogous to those used in the analysis of the private sector. We find that the two are almost entirely unrelated. Although this may be the case for entirely proper reasons, it does raise questions as to the appropriateness of such indicators of performance, particularly over the long term.

scholarly journals Impact of Performance Management System and Employee Satisfaction towards Employee Retention in a Small Finance Bank

2019 ◽  
Vol 8 (4) ◽  
pp. 12071-12079
Keyword(s):  
Organizational Behavior ◽  
Performance Management ◽  
Performance Appraisal ◽  
Employee Satisfaction ◽  
Management System ◽  
Employee Retention ◽  
Vice President ◽  
Performance Management System ◽  
Senior Vice President ◽  
Executive Vice President

This paper provides an explanation on how performance management system affects employee satisfactionand employee retention. The study here is done to explore relationships between them in Banking Industry. The responses taken showed direct and through relation among themselves including common dependence on some human resource management factors. Impact of Performance Management System on organizational behavior has been under investigation but there are some findings which say that Performance Appraisal plays crucial role on employee satisfaction, performance and retention. More the employee satisfaction level the more is the intention of employees to stay in organization. The responses gathered were 40 from different grades like MT(Management Trainee), AT(Apprentice Trainee), A1(Executive), A2(Senior Executive), A3(Assistant Manager), B1(Deputy Manager), B2(Manager), C1(Senior Manager), C2(Assistant Vice President), C3(Deputy Vice President), D1(Vice President), D2(Senior Vice President 1), D3(Senior Vice President 3), E1(Executive Vice President), E2(President), G(Group Head) and F(Executive President). It was found that R value of Employee Retention is 57.7% and the most contributing factor is Employee Satisfaction than Performance Management System.

An SK BARS System: Ongoing Performance Management With Municipal Police

2017 ◽  
Vol 47 (1) ◽  
pp. 93-114 ◽  
Author(s):  
Michael A. Gillespie ◽  
Jennifer Z. Gillespie ◽  
Katherine A. Sliter ◽  
Mahyulee C. Colatat ◽  
Kevin P. Nolan ◽  
...  
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Rating Scales ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
The Public ◽  
Current Article ◽  
Municipal Police ◽  
Traditional Performance

We present a possible solution to two seemingly paradoxical issues: (a) widespread dissatisfaction with performance management and (b) increased demand for accountability in the public sector. The current article draws from our experience with a municipal police division to clarify and extend Smith and Kendall’s Behaviorally Anchored Rating Scales process to an ongoing performance management system. The resulting system holds promise for being less perfunctory and paternalistic than traditional performance management systems, while fostering transparency and accountability.

scholarly journals Workable Performance Management System for Government of Pakistan

2020 ◽  
Vol 16 (1) ◽  
pp. 141-150
Author(s):  
Kaifee Siddiqui ◽  
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Management System ◽  
Poor Performance ◽  
Management Program ◽  
Modern World ◽  
The Political ◽  
Performance Management System ◽  
Islamic Republic ◽  
The Government

There is a lot of debate in Pakistan on and about the poor performance of the government and the bureaucracy. The performance of the government is marred by the corrupt practices, inefficiencies and waste. The political leadership and bureaucracy both are publically called corrupt and stories appear on news, media channels every now and then of the corruption scandals, misuse of authority and wasteful working. We rank the lowest amongst the nations in terms of basic government services like education and healthcare. This paper aims to highlight the reasons of this poor performance and recommends a workable performance management program which can help the government in improving the performance of its various functions. It also gives an over view of the current practices of performance management system in the public sector of Pakistan and discusses briefly the history of performance management in the modern world. Most importantly we discuss the challenges we face while implementing a performance management system in government sector, what are the differences between a private sector performance management program and the problems we face when we implement it in public sector in a developing world specially in a country like Pakistan. The challenges become even more profound when we face a democracy where the political interference has destroyed the core of the bureaucratic structure. But all is not lost since many reforms over the past few decades put in place by successive governments have at-least paved the way for a more progressive performance management program which can help Pakistan deliver on its promise of becoming a great Islamic republic. The Islamic republic of Pakistan.

scholarly journals Determinants of Performance Management Practices: A Case Study of National Bank of Pakistan

2016 ◽  
Vol 6 (1) ◽  
pp. 105
Author(s):  
Ayesha Yaseen ◽  
Sehrish Afghan
Keyword(s):  
Performance Management ◽  
Management System ◽  
Management Practices ◽  
Performance Management System ◽  
Chi Square ◽  
The Public ◽  
Public Sector Organizations ◽  
New Ideas ◽  
National Bank

There is drive and momentum to implement changes in the public sector organizations and for such changes it is first and foremost dilemma to analyze the performance management system and practices implemented in such organizations. This study explores the performance management system at National bank of Pakistan. It’s a descriptive study and main focus of this study is to identify the flaws in performance management system that are currently prevailing at National bank of Pakistan and suggesting new ideas to bring positive changes ultimately getting competitive advantage through Human Resource Management (HRM). For analyzing the study, a sample of 100 employees has been selected on convenient basis form Bahawalpur Region and reposes are obtained on the fully structured questionnaires and analyze the results through Chi-Square technique. 

scholarly journals Performance Management System of Jordanian Public Sector Organizations: Greater Amman Municipality’s (GAM) Experience

2020 ◽  
Vol 10 (2) ◽  
pp. 308
Author(s):  
Mo’men Hani Mahmoud ◽  
Rosly Othman ◽  
Mohammed Al Taher Mahmoud
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Planning Process ◽  
Descriptive Analysis ◽  
Secondary Data ◽  
Performance Management System ◽  
Critical Systems ◽  
Reward And Punishment

The Performance Management System (PMS) is one of the most critical systems within the context of public organizations. Without proper implementation of the PMS, these organizations will encounter challenges to deliver their services. Ideally, the PMS framework might cover several fields, including strategic planning and goals setting, strategies and plans, performance appraisal, the reward and punishment system, and performance information. Due to limitations in the existing literature about the PMS in the developing countries, this paper aims to reflect on the implementation of the PMS in the Greater Amman Municipality (GAM) in Jordan because it is one of the biggest employers of the Jordanian public sector in the Middle East region, which is an integral part of the developing contexts. To this end, a descriptive analysis of the secondary data has been conducted, including the related literature, published documents, and archival data. According to Otley’s (1999) framework and the analysis of the experiences of the PMS of public entities in the developing world, the GAM system has failed to implement the performance indicators formulation. Also, its indicators are excessively reliant on archival measures. The GAM system is missing out on two major processes, which are appraising performance and the reward and punishment system. The findings revealed that the GAM system has failed to consider the results of the community satisfaction survey as a valuable source of performance for the performance inputs and planning process. Accordingly, a comprehensive framework of PMS has been synthesized and introduced in this paper.

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