scholarly journals Performance Management System of a Security Agency in the Philippines

2019 ◽  
Vol 8 (2) ◽  
pp. 14-21
Author(s):  
Jay Amistoso ◽  
Jonathan O. Etcuban ◽  
Eddie Llamedo ◽  
Judy Ann Gimena ◽  
Dennis Capuyan ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Management Practices ◽  
Monitoring And Evaluation ◽  
The Philippines ◽  
Main Concern ◽  
Performance Management System ◽  
Chi Square ◽  
And Shifts

The human asset is for the most part acclaimed as the most significant asset. It is through the human asset that an organization can make the most advising commitment to its aggressive edge and eventually, its main concern gainfulness or acknowledgment of its destinations. The study determined the performance management practices of a Security Agency in Cebu, Philippines. The study used a descriptive correlational design. The respondents were the 131 respondents consisted of security guards, security officers, head guards, and shifts-in-charge. They were advised to answer the researcher-made questionnaire. The accumulated information was investigated utilizing recurrence, straightforward rate, weighted mean, and Chi-square trial of autonomy. The discoveries uncovered that most of the respondents assessed that performance management was highly practiced as to commitment and target setting, performance appraisal, monitoring and evaluation, and developmental intervention. It was concluded that the level of best practices and administration of performance management practices is highly practiced as managers continuously conduct monitoring on their plans and actions in order to maintain effectiveness and efficiency in carrying out the functions of the management. The researchers recommend the adoption and implementation of the proposed performance management system manual.

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 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.

scholarly journals Overview of Performance Management System with reference to Higher Education in Bahrain

2015 ◽  
Vol 5 (2) ◽  
pp. 104
Author(s):  
Mahmood Asad Ali ◽  
Joma Mahfod
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Employee Relations ◽  
Performance Management System ◽  
Learning And Development ◽  
Management Leadership ◽  
And Performance

This paper focus on the nature, technics and the practice of performance management system applied in the higher education in Bahrain.  Therefore, the chapter covers essential area related such as performance appraisal, promotion, rewards, and specifically: vision, mission, value and strategy; organization; employees’ talent management, leadership development; employee relations; staffing; education, learning and development; and performance management. The scope of this paper is to cover the applications of the performance management system in the Higher Education in Bahrain. The paper demonstrates the main obstacles and provide suggestion for solving the difficulties for the performance management system in higher education in Bahrain. 

Growing pains: problems in the performance appraisal of China's state-owned enterprises transformed from governmental organizations

2012 ◽  
Vol 2 (8) ◽  
pp. 1-10
Author(s):  
Huang Gui ◽  
Fu Chunguang ◽  
Chen Jingli ◽  
Pan Minting
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Assessment System ◽  
Performance Management System ◽  
Appraisal System ◽  
Content Type ◽  
Governmental Organization ◽  
Growing Pains ◽  
Performance Appraisal System

Study level/applicability This case is suitable for undergraduates, MBA students and students from business administration departments in the teaching of human resources management and performance management. Case overview Luodian Electric Power Construction Corporation Group (LEPCC Group) is a state owned enterprise transformed from a construction unit of Luopu Power Supply Bureau (LPSB), a governmental organization in charge of all the electricity supply in Luopu City. The general manager of LEPCC, Gu Ming tried to set up a modern market-oriented management system for LEPCC. Unfortunately the problems that had accumulated in the past two decades during which LEPCC was a governmental organization made his reforms very difficult. The first headache for Gu Ming was the performance appraisal reform in LEPCC. The existing performance appraisal system seemed to have at least three problems in practice: unclear appraisal objectives, an improper assessment system, a different appraisal standard for similar positions. What should Gu Ming do to build a proper performance appraisal system to help the fast-growing LEPCC Group to make LEPCC a competitive market-oriented player? Expected learning outcomes The first objective of this case is to enable students to understand that the issues of working performance are issues of people first, rather than issues of the management system. If the management focuses on the system instead of on the staff of the company to design the performance management system, the system will be fruitless and inefficient. The second objective is to cultivate students' capability to apply the basic theories of human resource management and the knowledge of performance appraisal in case analysis and practical management. This case, seemingly about performance appraisal, is in fact about the organizational structure and processes of the organization. Reform should start with organizational analysis, job analysis and job descriptions. Only when all these have been done correctly, can the performance management system be designed more reasonably, scientifically and efficiently. Supplementary materials Teaching notes are available; please consult your librarian for access.

scholarly journals Portraying an employee performance management system based on multi-criteria decision analysis and visual techniques

2016 ◽  
Vol 37 (4) ◽  
pp. 628-659 ◽  
Author(s):  
Alessio Ishizaka ◽  
Vijay Edward Pereira
Keyword(s):  
Decision Analysis ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Employee Performance ◽  
Added Value ◽  
Performance Management System ◽  
Content Type ◽  
Qualitative And Quantitative ◽  
Multi Criteria Decision Analysis

Purpose – Performance appraisal is one of the most critical and indispensable human resource practices for organisations. However, it generates dissatisfaction among employees as it is often viewed as complex and ineffective. The purpose of this paper is to present a new performance management system that integrates multi-criteria decision analysis (MCDA) methods – the analytic network process (ANP) and PROMETHEE – with the visual techniques of the GAIA plane and the stacked bar chart. MCDA methods allow a structured and consistent evaluation integrating qualitative and quantitative criteria. Design/methodology/approach – The authors developed a structured and transparent performance management system. It is based on the MCDA methods PROMETHEE and ANP. It also incorporates the visual techniques: GAIA and stacked bar chart. Feedback for trainings and developments can precisely be formulated. Findings – Visual techniques permit clear identification and quantification, for each employee, of the areas that need improvement through training and development, which contributes to the resource-based view of organisations. A real case study has been portrayed to show the added value of the MCDA methods and the visual techniques in employee performance management. Originality/value – The paper describes a new employee performance system adopted in an organisation. The multi-criteria analysis transparently combines qualitative and quantitative decision criteria into a holistic and transparent evaluation. The visual techniques permit us to gain a deep insight into the employees’ skills profile and capture fine details where individuals perform or underperform.

Performance Management System at Gas Company

2010 ◽  
Vol 14 (01) ◽  
pp. 95-115
Author(s):  
A. K. Siti-Nabiha
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Indicators ◽  
Management System ◽  
Evaluation System ◽  
Parent Company ◽  
Performance Management System ◽  
Appraisal System ◽  
Management Processes ◽  
New System

The case is about the implementation of a performance management system (PMS) in ALPHA, a gas processing company. ALPHA is also a subsidiary of a multinational company based in Malaysia. The new performance management system was imposed on ALPHA by its parent company. The PMS integrates the following key management processes, i.e. strategic planning, portfolio management, resource allocation, performance measurement and reporting and executive compensation in the organization. The ultimate aim of the new system is to ensure that the focus of business activities is on economic value creation. At the heart of this system is the use of key performance indicators (KPIs) for each of the management processes coupled with performance targets for all the KPIs. However, there were various implementation problems in the company. The employees had difficulty in formulating their performance indicators. There was also confusion and anxiety among the organizational members regarding the new system, specifically on how it would impact on their performance appraisal. Consequently, most of the employees formulated two sets of indicators, one to be used for their performance appraisal and another indicator for the performance management system, which is not used in their evaluation system. Ms. Marinah, the General Manager of the Finance Division and also the person responsible for the implementation of the new performance management system needs to make a decision as to whether to continue the usage of two sets of indicators for the parent company or to brief the managers again about the usage of value based indicators for their appraisal system.

scholarly journals Performance Management Practices: A Case Study of Bank Al-Habib Pakistan

2016 ◽  
Vol 6 (2) ◽  
pp. 196
Author(s):  
Ayesha Yaseen ◽  
Sehrish Afghan
Keyword(s):  
Performance Management ◽  
Performance Measures ◽  
Management System ◽  
Management Practices ◽  
Financial Institution ◽  
Secondary Data ◽  
Management Systems ◽  
Performance Management System ◽  
Quantitative Methodology ◽  
Performance Management Systems

Purpose: This paperexplores the relation betweenexercising different aspectof performance measures, connection to reward, and with the performance management systems (PMSs) effectiveness.It investigatesthe problems faced by the employees and appraiser in this system thus recommending the steps taken by the appraiser for the improvement of the employee’s performances in financial institutions.Methodology:  primary and secondary data was collected. Qualitative and quantitative methodology is used bysurvey questionnaire and interviewing random sample of 30 respondents from bank Al-Habib. Furthermore it’s an exploratory study as it explores problems in performance management system of Bank Al-Habib.Findings: The performance management system of financial institution of Pakistan especially bank Al-Habibare fairly focused towards performance related outcomes, and less concerned about the realization ofend product like training and development of employees. The results showed the strong relation between exercising different aspect of performance measures, connection to reward, and with the performance management systems (PMSs) effectiveness. Various variables were identified in influencing the effectiveness of PMS.Practical implications: Findings showed that the financial institutions of Pakistan need to improve the efficiency of their PMS. It’s far advance and better now but still there’s a room for improvement.Originality/value:This study may assist bank managers in identifying flaws and overcoming them regarding their PMS. It also provide the clear idea about the factors influencing the effectiveness of PMSs in the Banking context

Scrapping the Bell Curve: A Practitioner’s Review of Reinvented Performance Management System

2018 ◽  
Vol 5 (2) ◽  
pp. 244-253 ◽  
Author(s):  
Bharat Chillakuri
Keyword(s):  
Performance Management ◽  
Paradigm Shift ◽  
Management System ◽  
Management Practices ◽  
Multinational Companies ◽  
Performance Management System ◽  
Bell Curve ◽  
As Stress ◽  
Big Four ◽  
Expected Outcomes

Conventional methods of performance management followed the bell curve or the relative ranking of employees. This resulted in counterproductive outcomes such as stress and disengagement. In recent years, a paradigm shift has occurred in performance management practices. This article describes a new performance management system, currently being practised in multinational companies including Deloitte LLP, a Big Four accounting and consulting firm. The model, with such features as touch points and regular coaching discussions, aims at providing feedback at regular intervals and implementing course correction activities, if necessary, more immediately and frequently. The model and the expected outcomes are discussed in detail.

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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