scholarly journals Performance Management Practices and Employee Productivity at State Department of Labour, Kenya

2019 ◽  
Vol 9 (4) ◽  
Author(s):  
Ogolla Carol ◽  
Oluoch Mercy Florah
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
State Department ◽  
Employee Productivity

scholarly journals Performance Management Practices: A Decisive Approach to Improve Employee Productivity

2021 ◽  
Vol 12 (3) ◽  
pp. 3318-3324
Author(s):  
Shalini Dixit Et.al
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management Practices ◽  
Reward System ◽  
Individual Performance ◽  
Primary Data ◽  
Employee Productivity ◽  
Appraisal System ◽  
Independent Variables

Performance management practices include various approaches to significantly assess the organizational performance and productivity. It includes critical analysis and evaluation of employees skills and knowledge to increase output at workplace which establishes culture of proper evaluation of individual performance i.e. directly linked with attainment of individual as well as organizational goal. With the changing dimensions of business operations performance of employees is ensured through involvement of strategic approaches which enables them to understand the required standards of performance and evaluation criteria to assess productivity with merits and demerits of learning and improving better alternatives which ultimately enhances the overall performance of organization. This study helps in critical assessment of various performance management practices and its effect on employee productivity in textile firms of Bhilwara city. The performance management practices comprised of employee appraisal system, training and development, reward system and feedback which all are considered as independent variables and dependent variable is defined as employee productivity. The research paper incorporates primary data collected through a structured questionnaire from a sample size of 100 respondents who worked at various managerial levels in textile firms. A descriptive research design is used for the analysis of data with the help of mean, standard deviation and regression analysis to accomplish the research objective of assessing the effect of independent variables performance appraisal, training & development, reward system and feedback on employee productivity. Various hypothesis are framed to test the results and draw inferences for the population. The study focuses on implementation of various approaches that can enhance employee productivity and develop a workforce through proper training and evaluation with the help of review and feedback mechanism and ensure growth of individuals as well as organization and fulfilment of organizational goals. The result is analysed through regression which helps in adoption of sustainable HR practices forced to rethink on decisions pertaining to employee productivity

Organizational Performance Management Practices and Employee Productivity in Garissa County Government, Kenya

2020 ◽  
Vol 2 (2) ◽  
pp. 31-48
Author(s):  
Hussein Hirab Shuriye ◽  
Peter Philip Wambua
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Goal Setting ◽  
Management Practices ◽  
Career Planning ◽  
Primary Data ◽  
County Government ◽  
Employee Productivity ◽  
Exploratory Research ◽  
Continuous Feedback

Employee productivity is significant to the success and resources utilization in the county level since the employees take care of all other non-human resources for the purposes and achieving the set of objectives. Despite the contributions of the employees in the counties, scanty of studies have been carried out to determine the effect of organizational performance management practices on employee’s productivity.  Therefore, this study aimed to establish the effect of organizational performance management practices on productivity of employees in Garissa County government. The specific objectives of the study were; to identify the effect of goal setting, career planning, competence based evaluation and continuous feedback on the employee productivity in County Government of Garissa. The study was anchored on human capital theory, reinforcement theory and goal setting theory. The study was carried out in Garissa County. Descriptive and exploratory research design was used. The total respondents targeted were 2611. Stratified sampling was used to classify the respondents and simple random sampling was used to sample 347 employees working in the County Government of Garissa. Questionnaires were used to collect primary data. Validity was sought from experts and reliability was tested using Cronbach alpha and a test score of 0.7 was the threshold. The data collected was analyzed by inferential statistics and descriptive statistics. SPSS was used to generate both descriptive data and inferential data which were presented into tables and figures. The findings of this study would be of great relevance to the county management as it highlights the relationships that exist between organizational performance management practices and employee productivity. The first objective on effect of goal setting on employee productivity, majority of the respondents agreed that employees had the necessary skills and power in handling the tasks assigned. Majority of the respondents agreed that proper and effective resources were not provided. The study concluded goals in the organizations are motivators and enables employees to improve on service provision. The second objective was on the effect of career planning on employee productivity. Majority of the respondents agreed that employees were oriented on their desired field of work to enable them plan for their careers. The study findings presented that majority of employees were able to attend to the duties allocated to them comfortably. The study concluded that career planning was vital in ensuring that employees grow their talent in an attempt in supporting organizational overall goals. Influence of competence based evaluation on employee productivity was the study’s third objective. The results presented that majority of the respondent agreed that employee communication skills had improved over time in the County. The study concluded that competence of employees was vital in explaining the productivity of employees in the county. The study recommended that competence based evaluation should be improved by the county managers through training, workshops and seminars. The fourth objective was to establish the effect of continuous feedback on employee productivity. The findings indicated that majority of the respondents agreed that there was effective feedback on information regarding customer service delivery collected from employees. The findings reported that the continuous feedback reports enabled the county to work on improving the employee’s skills and knowledge. The continuous feedback in the county is significant in ensuring that every department contributes towards the common objectives. The study recommended that the directors of communication and other relevant directors in the county government should ensure that there is continuous feedback on matters related to employee competence and areas that need improvement in the county.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

Organizational learning, knowledge management practices and firm’s performance

2015 ◽  
Vol 22 (1) ◽  
pp. 14-39 ◽  
Author(s):  
Ajay K. Jain ◽  
Ana Moreno
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Performance Management ◽  
Management Practices ◽  
Achievement Orientation ◽  
Content Type ◽  
Power Generation Equipment ◽  
Engineering Organization ◽  
Reward And Recognition ◽  
The Impact

Purpose – The study aims at investigating the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/methodology/approach – The data were collected from 205 middle and senior executives working in the project engineering management division of a heavy engineering public sector organization. The organization manufactures power generation equipment. Questionnaires were administered to collect the data from the respondents. Findings – Results were analyzed using the exploratory factor analysis and multiple regression analysis techniques. The findings showed that all the factors of OL, i.e. collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of firm’s performance and KM practices. Research limitations/implications – The implications are discussed to improve the OL culture to enhance the KM practices so that firm’s performance could be sustained financially or otherwise. The study is conducted in one division of a large public organization, hence generalizability is limited. Originality/value – This is an original study carried out in a large a heavy engineering organization in India that validates the theory of OL and KM in the Indian context.

Managing the most important asset: a twenty year review on the performance management literature

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ebina Justin M.A. ◽  
Manu Melwin Joy
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Organizational Outcomes ◽  
Future Research ◽  
System Quality ◽  
Content Type ◽  
Non Profit ◽  
Quantitative Studies ◽  
Theoretical Perspectives ◽  
Human Resource Management Practices

Purpose The three objectives served by this review are to provide readers a limpid insight about the topic performance management (PM), to analyse the latest trends in PM literature and to illustrate the theoretical perspectives. It would be fascinating for the practitioners and researchers to see the latest trends in the PM system, which is not yet covered in previous reviews. The study covers the historical and theoretical perspectives of human resource management practices. We also try to unveil some of the theoretical debates and conflicts regarding the topic. Design/methodology/approach We reviewed 139 studies on PM published within the last 20 years (2000–2020). The method used here is the integrative review method. The criteria used to determine studies are articles from peer-reviewed journals regarding the PM system published between 2000 and 2020. The initial search for studies was conducted using an extensive journal database, and then an intensive reference-based search was also done. Each selected article was coded, themes were identified, and trends for every 5 years were determined. All the articles were analysed and classified based on the methodology used to identify qualitative and quantitative studies. Findings The review concludes that PM literature's emphasis shifted from traditional historical evaluations conducted once or twice a year to forward-looking, feedback-enriched PM systems. By segregating the studies into 5-year periods, we could extract five significant trends that prevailed in the PM literature from 2000 to 2020: reactions to PM system, factors that influence PM system, quality of rating sources, evaluating the PM system and types of the PM system. The review ends with a discussion of practical implications and avenues for future research. Research limitations/implications It is equally a limitation and strength of this paper that we conducted a review of 139 articles to cover the whole works in PM literature during the last 20 years. The study could not concentrate on any specific PM theme, such as exploring employee outcomes or organizational outcomes. Likewise, the studies on public sector and non-profit organizations are excluded from this review, which constitutes a significant share of PM literature. Another significant limitation is that the selected articles are classified only based on their methodology; further classification based on different themes and contexts can also be done. Originality/value The study is an original review of the PM literature to identify the latest trends in the field.

scholarly journals Downside of corporate performance management practices in low-income markets

2017 ◽  
Vol 6 (4) ◽  
pp. 69-77
Author(s):  
Last Mazambani ◽  
Emmanuel Mutambara
Keyword(s):  
Sustainable Development ◽  
Literature Review ◽  
Performance Management ◽  
Low Income ◽  
Management Practices ◽  
Corporate Performance ◽  
Management Systems ◽  
Cultural Contexts ◽  
Developed Markets ◽  
The Poor

Based on theoretical literature review, the paper demonstrates the misgiving of market economy corporate performance management practices when applied in poor markets. Western developed management practices are incongruent to serve poor customers in low-income markets. The findings of the literature review are that these management systems are exclusionary and conflict with sustainable development as they reject the poor as unprofitable and worthless to pursue as customers. In addition, they are based on antiquated assumptions and contradict ideologies and cultural contexts of the poor. In recent times, corporates are under pressure to enter low-income markets as developed markets get saturated. The poor are, however, significantly different from the affluent customers obtained in higher income segments. Corporates find themselves poorly equipped to succeed. Because poor markets are only latent, firms are expected to do more in order to create value than they would do when entering developed markets. The paper provides recommendations for the firms from developed markets to adjust their performance management practices in order to be successful in emerging markets.

scholarly journals Implementation Gaps in Human Resource Performance Management Practices in the Ministry of Health and Child Care, Zimbabwe.

2021 ◽  
Vol 10 (2) ◽  
pp. 316-335
Author(s):  
Shikha Vyas-Doorgapersad ◽  
◽  
Mervis Chiware ◽  
Keyword(s):  
Child Care ◽  
Performance Management ◽  
Management Practices ◽  
Implementation Strategies ◽  
Research Approach ◽  
Successful Implementation ◽  
Ministry Of Health ◽  
Political Policy ◽  
Performance Results ◽  
Implementation Gaps

Any performance management (PM) practice implemented by an organisation has a direct impact on organisational performance and development; this paper therefore discusses challenges based on primary and secondary research findings, with the aim to explore how these findings correlate with how the successful implementation of PM practices is perceived and applied in the Ministry of Health and Child Care (MOHCC) in Zimbabwe. A qualitative research approach was used to collect data. The findings confirm that the implementation of PM has been marred by various challenges, which have, in turn, greatly affected performance results. Challenges identified by this study were, and continue to be, experienced at different levels of PM implementation strategies (e.g., at the formulation stage versus the implementation stage), and hence may hinder the effective implementation of PM practices in the MOHCC. The paper offers recommendations for consideration at political, policy, organisational, departmental, individual, and stakeholder levels.

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