Performance management systems: A comparative analysis

Jawaria · leeb Qureshi · Asad Shahjehan · Bilal Afsar

16 citations0/0 files storedAFRICAN JOURNAL OF BUSINESS MANAGEMENT

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Employee Performance and Management Human Resource and Talent Management Management and Performance Evaluation

Abstract

Many organizations install Performance Management Systems (PMS) formally and informally in their organizations, with the motivation to achieve better organizational results. In practice, organizations have difficulty in implementing a performance management system because its different dimensions are not taken into considerations enough. This article describes the findings of a comparative analyses conducted between a standard performance management model and performance management systems as applied by Local Development Organization (LDO). Data was collected from 50 employees of the organization with a Cronbach Alpha (0.935). Results identified barriers to implementation of effective PMS, also recommendations and viable solutions are presented. Key words: Performance, performance management system, human resource management.

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References

1999A Handbook of Human Resource Management Practice 2003Calculating, Interpreting, And Reporting Cronbach’s Alpha Reliability Coefficient For Likert-Type Scales 1998Performance Management : The New Realities 2008Performance management practices in public sector organizations 2007Ordinal Methodology in the Analysis of Likert Scales 2000Performance management model 1988Some Ideas, Issues and Predictions about Performance Management 2007Continuous Innovation and Performance Management of SME Clusters

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