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PERFORMANCE MANAGEMENT
- A VERITABLE TOOL FOR CORPORATE PERFORMANCE
CHAPTER ONE
INTRODUCTION
1.1 Background of
the research
Performance management (PM) includes activities which ensure
that goals are consistently being met in an effective and efficient manner.
Performance management can focus on the performance of an organization, a
department, employee, or even the processes to build a product or service, as
well as many[quantify] other areas.
PM is also knownas a process by which organizations align
their resources, systems and employees to strategic objectives and priorities.
Armstrong and Baron (1998) defined it as a “strategic and
integrated approach to increase the effectiveness of companies by improving the
performance of the people who work in them and by developing the capabilities
of teams and individual contributors.”
Zaffron, Logan, Steve, David (Feb 2009) Said it may be
possible to get all employees to reconcile personal goals with organizational
goals and increase productivity and profitability of an organization using this
process. It can be applied by organizations or a single department or section
inside an organization, as well as an individual person. Swiss, James E. (2005)
The performance process is appropriately named the self-propelled performance
process (SPPP).
David (Feb 2009) in his comment concerning this research area
said, First, a commitment analysis must be done where a job mission statement
is drawn up for each job. The job mission statement is a job definition in
terms of purpose, customers, product and scope. The aim with this analysis is
to determine the continuous key objectives and performance standards for each
job position.
Following the commitment analysis is the work analysis of a
particular job in terms of the reporting structure and job description. If a
job description is not available, then a systems analysis can be done to draw
up a job description. The aim with this analysis is to determine the continuous
critical objectives and performance standards for each job.
Werner Erhard, Michael C. Jensen, and their colleagues have
developed a new approach to improving performance in organizations. Their model
stresses how the constraints imposed by one’s own worldview can impede
cognitive abilities that would otherwise be available. Their work delves into
the source of performance, which is not accessible by mere linear
cause-and-effect analysis. They assert that the level of performance that
people achieve correlates with how work situations occur to them and that
language (including what is said and unsaid in conversations) plays a major
role in how situations occur to the performer. According to Madden, Bartley J.
(September 2014), They assert that substantial gains in performance are more
likely to be achieved by management understanding how employees perceive the
world and then encouraging and implementing changes that make sense to
employees' worldview.
Madden, Bartley J. (September 2014) in his research, has this
to contributed. In organizational development (OD), performance can be thought
of as Actual Results vs Desired Results. Any discrepancy, where Actual is less
than Desired, could constitute the performance improvement zone. Performance
management and improvement can be thought of as a cycle:
1. Performance
planning where goals and objectives are established
2. Performance
coaching where a manager intervenes to give feedback and adjust performance
3. Performance
appraisal where individual performance is formally documented and feedback
delivered
A performance problem is any gap between Desired Results and
Actual Results. Performance improvement is any effort targeted at closing the
gap between Actual Results and Desired Results.
Other organizational development definitions are slightly
different. The U.S. Office of Personnel Management (OPM) indicates that
Performance Management consists of a system or process whereby:
Work is planned and expectations are set
Performance of work is monitored
Staff ability to perform is developed and enhanced
Performance is rated or measured and the ratings summarized
Top performance is rewarded.
A review from A Handbook for Measuring Employee Performance,
by the US Office of Personnel Management (2005)
1.2 Statement of
research problem
Performance management being a systematic process by which an
agency/corporate involves its employees, as individuals and members of a group,
in improving organizational effectiveness in the accomplishment of corporate
mission and goals. Many organization ignore, the fact that Performance
management enhance corporate performance, because of that they show no regards
to it. Due to that the organization fails and remains stagnant. With the little
issue discovered by the researcher in many organization, the researcher now
took it upon herself to carry out this research work. “Performance management -
a veritable tool for corporate performance”.
The following problem has been notified by the researcher in
this Institute as a problem it has in performance management
1. That the institution do not have a standing performance
management scheme used for staff evaluation.
2. That this
institutions evaluate staffs not based on merit but on sentiment and bribery.
1.3 Objectives of
the study
The objectives of this study are to critically examine the
veritable of performance management to the corporate performance and highlight
the importance of performance management:
a. The adequacy of
the basis and the fundamental that guides its principles.
b. The degree to
which the performance management increase corporate performance on workers.
c. The working
principles of the organization on workers performance management.
d. The influence
that performance management has on organizational performance.
e. Access the
veritable of performance management, weakness, strength and support
f. Finally, to
present suggestions and recommendations to the organization on performance
management scheme.
1.4 Significance of
the study
This study is a very important one and most significant in
any organization to its growth and success, performance management has been a
strategic means which many organizations uses to motivate and enhance
productivity from the worker. Performance management, its report serves as a
“prima facie” evidence on the staff input or work force to the organization as well
as his performance and could be relied upon as a certificate, performance
management should be done in every business firm. Therefore, this research work
will explore on one among the most essential factor to organization growth.
1.5 Research question
In order to determine the impact of performance management to
corporate performance of business organizations, it is pertinent to test the
following question;
1. Does the
organization have a standing performance management scheme which is used for
staff evaluation?
2. Is this
organization performance management based on merit or on sentiment or bribery?
3. Do the company
comply strictly with the regulation for the performance management?
4. Is there any
significance impact on performance management to the organization growth and
productivity?
5. How often do the
organization carry out performance management service?
The above questions will be constructed as the questionnaires
for this study and will be administered and analyze for a better results and
understanding.
1.6 Research
Hypothesis
The following null and alternative hypothesis shall be tested
in this research works, using 0.5% degree of error to get its significance.
1. H0: Performance
management is not significantly related to corporate performance.
Hi: Performance management is significantly related to
corporate performance.
2. H0: Even at a
true and standard performance management services there will be no significance
impact to the organizational performance.
Hi: If there is a true and standard performance management
services there will be a high organizational performance.
1.7 Limitation of
the study
The limitations encountered by the researcher of this work
are given as follows:
a. The confidential
nature of organizational information in business posed as a problem to this
study.
b. The researcher
was unable to reach all the members of the sample as a result of their frequent
travels and busy schedule.
c. The sample used
in the research though representative but it is relatively small compared to
the population, as a result of lack of financial with which to carry out the
research on a greater sample.
1.8 Definition of
terms
Performance management systems, which typically include
performance appraisal and employee development, are the “Achilles’ heel” of
human resources management. They suffer flaws in many organizations, with
employees and managers regularly bemoaning their ineffectiveness. A recent
survey by Watson Wyatt showed that only three out of 10 workers agree that
their company’s performance management system helps improve performance. Less
than 40 percent of employees said their systems established clear performance
goals, generated honest feedback or used technology to streamline the process.
While these results suggest that there may be poorly designed performance
management systems in many organizations, it is typically not poorly developed
tools and processes that cause difficulties with performance management.
Rather, difficulties arise because, at its core, performance management is a
highly personal and often threatening process for both managers and employees.
Management: the act of controlling activities
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