To see the other types of publications on this topic, follow the link: Employee performance management.
Dissertations / Theses on the topic 'Employee performance management'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 dissertations / theses for your research on the topic 'Employee performance management.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
1
Elding, Darren James. "Modelling employee motivation and performance." Thesis, University of Birmingham, 2005. http://etheses.bham.ac.uk//id/eprint/11/.
Full textAbstract:
This research reviewed the history of motivation and performance modelling, with particular regards to the performance of employees in a work environment. The evolution of motivational theories was discussed before the motivational models arising from these theories were examined and critiqued. The wide range of, often conflicting, studies and theories in this area has led to a situation where no single model has been able to capture all the complexities of the internal and external influences on human motivation and performance. Models have broadly fallen into one of two categories: cognitive, focusing on the individual’s thought processes and social-cognitive, focusing on the influences from social and contextual variables. Bong [1996] suggested that a broader model of motivation may be developed by adopting either an integrative approach, whereby a general model is built that incorporates the wide range of potential motivational variables, or by building several models that focus on each dimension separately. Needs based and process based motivational theories, which will provide the foundation of any model of motivation, were reviewed in Chapter Three. Chapter Four then introduced the two existing models of motivation models that are the main focus of this study, Hackman and Oldham’s Job Characteristics model and Porter and Lawler’s Expectancy model. Each model was reviewed and critiqued before being amended and expanded to more fully explain the social and cognitive motivational processes and satisfy the criticisms identified. Although there are no obvious areas of overlap between the largely social-cognitive Job Characteristics model and the largely cognitive Expectancy model, Chapter Five explains that by changing the terms used to describe the variables in each model the similarities between them may be identified. Identifying the areas of overlap allows the two models to be integrated into one. This new model of motivation expands upon the original models in that it combines both the social-cognitive and cognitive approaches and also incorporates more of the motivational theories discussed in Chapter Three than either of the two original models. The new model of motivation was tested via a data survey in four organisations. In each case, the level of correlation between the levels of the recorded variables, such as satisfaction and motivation, and those predicted by the model were generally high. The results of the data survey and the performance of the model were discussed in Chapter Six. One of the main aims of this thesis was to produce a model of motivation that was of practical use to the management of an organisation. Such a model should go beyond the existing theoretical models and allow those responsible for motivating a workforce to experiment with alternative job design strategies and evaluate their likely effects upon motivation and performance. Chapter Seven describes the spreadsheet-based model that was built in this study.
2
Haslett, Vaughan. "Performance bonus as entry vehicle to performance management." Thesis, Cape Technikon, 1999. http://hdl.handle.net/20.500.11838/2058.
Full textAbstract:
Thesis (MTech (Busines Administration))--Cape Technikon, 1999.The purpose of this research is to answer the following fundamental question: "Is the performance bonus approach a viable alternative methodology for implementing a Performance Management and Development intervention in South African companies? " The intention is to use the performance bonus as an entry vehicle for the establishment of a fully functional performance management and development system. The introduction of a performance based bonus system is intended to instill the recognition of "the pay for performance" concept as opposed to one of entitlement. What is expected is that a culture of performance will develop encompassing standards of work performance, goal orientation and a level of individual responsibility for recognition and reward. Understanding and acceptance of the performance bonus will create a platform for the introduction of further levels of remuneration, being increases and finally basic salary becoming performance based. Furthermore, this will allow the development of the further necessary levels of a fully functional integrated performance management and development system. This would entail the inclusion of management levels within the system as well as operational levels (departments, divisions and regions) and finally the organisational level thereby linking all aspects of the system to overall strategy.
3
Leone, Teresa A. "The manager's role in motivating employees for increased productivity and performance." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1993. http://www.kutztown.edu/library/services/remote_access.asp.
Full text
4
Addair, Angela Michelle. "Retail Employee Motivation and Performance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7453.
Full textAbstract:
Retail industry leaders seek effective strategies to improve employee motivation to increase levels of workforce productivity. The purpose of this single case study was to explore the strategies successful retail industry leaders used to motivate their employees to achieve higher levels of workforce productivity. The conceptual framework for the study was Vroom's expectancy theory of motivation. The research participants consisted of 2 retail store managers from the same retail store located in southeastern mid-Atlantic region of the United States who successfully motivated their employees. Data collection consisted of semistructured interviews, direct observation, and review of company documents. Data analysis included theme interpretation and data grouping, as well as transcript reviews, and verified the emerging themes from the interview data. The 3 main themes developed from data analysis were workplace motivation, leading by example, and performance. Retail industry leaders might use the findings of this study to provide managers with strategies to motivate their staff. The implication of this study for social change is that retail leaders might apply strategies that engage employees in their jobs while maximizing the sustainability of the organization.
5
Brewis, Willem Christiaan Coenraad. "The influence of performance management systems on employee engagement." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1019957.
Full textAbstract:
This study focused on investigating different performance management systems and the possibility to introduce a performance management system (PMS) into the sales environment of a company. The company the researcher is working for does not have an official PMS and feel the need to investigate the possibility to introduce a PMS. The study investigated an appropriate PMS that promotes engagement levels with employees that will be the ideal system for the sales environment in the company. Both the PMS and engagement impact on employees were addressed and the suitable PMS was selected. Implementing a system within a selected division the researcher will compile a road map for implementing a PMS into the rest of the company with the background and learning done while implementing the system. The employees participated willingly in a survey. The questionnaire assessed the employees understanding of what a PMS is. Further, the questionnaire assessed if the company does have a PMS system in place. The engagement levels of employees were measured and this allowed management to make the appropriate changes to get the employees engaged in the workplace. The results from the survey show that the employees understand and have a need for a PMS. They do understand how a PMS in the workplace work. The company has a system in place to compensate employees for work done. The company does not deal with underperformance and engagement levels are very low. The factors of engagement tested were very low and it addressing the engagement factors integrated in a PMS will increase engagement levels with employees.
6
Barbosa-McCoy, Vanessa Lizzette. "Hotel Managers' Motivational Strategies for Enhancing Employee Performance." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2064.
Full textAbstract:
More than 600,000 employees depart the hospitality industry for a variety of reasons such as lack of motivational strategies (MS) of hotel general managers (GMs). The purpose of this multiple case study using census sampling was to explore what MS hotel GMs used to enhance employee performance. The 3 GMs of 3 full-service branded hotels with a guest capacity of 160-699 were randomly selected in South Florida. Data were collected from face-to-face interviews with the hotel GMs, employee performance evaluations, and results of guest and employee satisfaction surveys from the hotel GMs. Data analysis involved methodological triangulation to determine how motivation was captured and measured using interpreted data, verification through the member-checking process, and coding techniques such as mind mapping to identify reoccurring codes and categories. Through thematic analysis, 4 major themes emerged: workplace motivation, job satisfaction, positive performance, and social expectation. Findings from the 4 themes revealed that recognition and guest satisfaction unveiled a positive effect on employee performances and that motivation through community engagement gave employees reasons to perform well. The effectiveness of MS on employee performance was conceptualized by the expectancy theory to determine motivational triggers and the behavior engineering model to determine which MS led to improved performance. Social implications include encouraging hotel GMs to adjust and develop motivational strategies that engage employees to improve the employee-customer relationship and to increase community involvement which may promote positive social change.
7
Skorbinski, Roger. "The impact of performance management processes on employee-employer relationships in a listed telecommunications company." Thesis, Cape Peninsula University of Technology, 2006. http://hdl.handle.net/20.500.11838/2060.
Full textAbstract:
Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2006.The performance contract governs the employee-employer relationship and forms the basis of the exchange relationship that exists in organisations today. The exchange relationship has evolved as a result of the turbulent economic environment, and replaced the old psychologicalcontract between employee and employer. The present study looked at the extent to which the performance management process influences employee-employer relations. The. research focused on the impact of performance management on employee behaviour and their subsequent contribution to the success of organisational interventions. The ernplovee-emplover relationship often suffers due to the unsuccessfulor ineffective implementation of performance management systems, negatively affecting the organisational climate for the implementation of organisational interventions
8
Sauls, Lucretia. "The relationship between employee engagement and performance in a South African bottling company." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021171.
Full textAbstract:
Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.
9
Sheppard, George. "Work-Life Balance Programs to Improve Employee Performance." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2058.
Full textAbstract:
Although work-life balance programs in the United States have become increasingly popular through the years, there is still a need to understand the contributions of these programs on employee performance. The purpose of this case study was to explore the work-life balance programs that nonprofit school leaders utilize to improve employee performance at a charter school organization. The job demands-resources model formed the conceptual framework for this study. Data were collected through semistructured interviews from a purposeful sample of 10 managers and 10 non-managerial employees working at a charter school organization in Harlem, New York. Data collection also included organizational performance track indicator documents on employee absenteeism, turnover, motivation, productivity, job satisfaction, and retention, archived organizational records on WLB programs, and current WLB programs and policies guidelines. Through methodological triangulation, a number of themes emerged. These themes included work-life balance programs' effectiveness, the importance of a supportive work environment, employee commitment and motivation, employee well-being and productivity, employee job satisfaction and quality work life, organizational culture change, and low utilization of the job sharing program. According to the study results, work-life balance programs could help improve organizational culture and employee overall performance. The results of this study may contribute to social change by preparing employers for success while simultaneously positioning individuals to attain optimum balance between work and life responsibilities.
10
Jewoola, Olatubosun Emmanuel. "Employer/employee perceptions of performance appraisal and organizational outcomes| A case study approach." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3648298.
Full textAbstract:
There is a limited knowledge on the meanings, experiences, and perceptions of organizational members regarding performance appraisal and how the various experiences and perceptions are perceived to bear on organizational outcomes. With this qualitative study, I explored the experiences and perceptions of organizational personnel regarding performance appraisal systems and how these are perceived to bear on work outcomes. Using case study as research design, a detailed analysis of semi-structured interview involving organizational personnel (leaders, managers, and frontline employees) who lived in northeastern New York, and working in various disciplines and professions was conducted and recorded. NVivo software was used in generating the major thematic links and invariant constituents of the study. Results of the study revealed five significant themes: (a) essential descriptions of performance appraisal, (b) perceived rewards of performance appraisal, (c) differences and similarities of performance appraisal systems across different organizations, (d) perceived association of performance appraisal systems and work outcomes, and (e) recommended changes in performance appraisal systems. Employees who have positive experiences with the system associate performance appraisal with something equally beneficial to employees’ improvement and the operational performance of the organization. These employees reported experiences of motivation, loyalty, commitment, and productivity as they received their feedback. The study identified human resource development activities that could further achieve the real and genuine objectives of performance appraisal system.
11
Gregor, Richard. "Strategic implications of the employee performance management in emerging markets." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-77202.
Full textAbstract:
This thesis is dealing with the topic of the strategic performance management and cultural consequences of its implementation at emerging markets. The foremost goal of this thesis was to break down key issues which should be addressed by C-level management when considering implementation of Balanced Scorecards in emerging markets. Key issues which were addressed in this thesis: Cultural differences between emerging and developed countries; Knowledge worker as the key production factor in services; Theory of the Performance Management; Theory of Balanced Scorecards; Strategic implications of the implementation of Balanced Scorecards; Alternative approaches to Balanced Scorecards
12
Joubert, Carolien. "The role of talent management in the recruitment and retention of a high performance workforce." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53682.
Full textAbstract:
Thesis (MBA)--Stellenbosch University, 2003.ENGLISH ABSTRACT: The purpose of this research is firstly to theoretically describe the concept of talent management and determine the role thereof in the recruitment and retention of a high performance workforce. Secondly the experience of organisations and Recruitment Practitioners in the Cape Peninsula towards talent management is described through the utilisation of phenomenological research principles. The theoretical concepts determined are compared to the actual status quo that presently exists in the marketplace to determine the gaps that resides. The literature investigation concentrated on the central aspects pertaining to this study namely a clear definition of talent management principals, recruitment trends that currently influences the world of work. talent retention practises and the development of an integrated talent management system. The phenomenological investigation was conducted through interviews with selected Human Resource professionals and Recruitment Practitioners in the Cape Peninsula. Carefully constructed open-ended questionnaires were utilised in the interviews. Four themes emerged from the investigation centring on the general principles of talent management, the understanding versus application of talent management, organisational recruitment, retentions practises and the role of the Recruitment Practitioner. From the study it is clear that talent management principles are still not entrenched in organisation especially regarding the retention of their workforce as well as the establishment of an integrated approach towards talent management. An emerging realisation of the importance of talent management existed among the respondents interviewed, however true application is still within a development phase. The role of Recruitment Practitioners and their relationship towards organisations in the recruitment and selection of talent is also scrutinised. It becomes evident that Recruitment Practitioners operate within a highly competitive and volatile market necessitating certain survival techniques that is in contrast to the principals pertaining to proper talent management practises.
AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing is om eerstens die aspekte random talent bestuur teoreties te beskryf en sodoende die rol daarvan in terme van die werwing en behoud van 'n uitstaande arbeidsmag te bepaal. Die tweede aspek van die studie wentel rondom 'n fenomenologiese ondersoek wat die ervaring van organisasies en werwings agente in die Kaapse Skiereiland in terme van talent bestuur beskryf. Die teoretiese beginsels wat bepaal is word dan vergelyk met die werklike stand van sake en die gapings word ge"identifiseer. Die literatuurondersoek fokus op die sentrale aspekte van die studie naamlik 'n duidelike definisie van talent bestuur, werwings tendense wat huidig in die mark voorkom, talent behoud in organisasies en die ontwikkeling van 'n geintegreerde talent bestuur sisteem. In die fenomenologiese ondersoek is gebruik gemaak van onderhoude met gekose personeel beamptes as ook werwings agente in die Kaapse Skiereiland. Spesiaal ontwikkelde vraelyste is gebruik vir die onderhoude. Uit die ondersoek ontvou vier temas wat sentreer om, 'n vergelyking van die begrip en die werklike toepassing van talent bestuur, werwings beginsels in organisasies, talent behoud praktyke en die rol van werwings agente. Dit blyk duidelik dat talent bestuur praktyke nog steeds nie geintegreer is in organisasies nie spesifiek in terme van talent behoud en die ontwikkeling van 'n geintegreerde talent bestuur benadering. Respondente het wel die belangrikheid van talent bestuur besef, maar die toepassing hiervan is steeds in 'n ontwikkelings fase. Die studie het ook 'n noukeurige ondersoek gedoen in terme van die rol wat werwings agente speel in terme van die werwing van hoë kwaliteit werknemers in organisasies. Dit blyk duidelik dat werwings agente onder baie wispelturige toestande in 'n hoogs kompeterende mark werk. Dit het sekere faktore tot gevolg wat kontrasteer met die praktyke van talent bestuur.
13
Hambuda, Fillemon Nangolo. "Job satisfaction and job performance during the implementation of a performance management system : the case of a Namibian municipality." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2661.
Full textAbstract:
Thesis (MTech (Human Resource Management))--Cape Peninsula University of Technology, 2017.The primary objective of the current study was to conduct a survey on the job satisfaction of line managers in the City of Windhoek (CoW) Municipality. The identifying of such variables could empower the CoW Municipality to develop programmes and policies that are designed to improve their job satisfaction levels. The literature review confirmed the impact of motivation on the job satisfaction of employees, and, in turn, its impact on employee productivity, and, ultimately, on organisational performance. The level of job satisfaction experienced by an individual describes how content he or she is with his or her job. The purpose of this study was to measure the job satisfaction facets (supervision, relationship with co-workers, present pay notch, nature of work, and opportunities for promotion) among line managers in the CoW, and how such facets affected their overall job satisfaction. The non-probability sampling technique was adopted to collect data from 102 respondents from nine different departments by means of a structured questionnaire, resulting in a response rate of (N = 76), 75%. The study was, however, limited to the line managers in the CoW Municipality. Following on which the Cronbach’s alpha coefficient was used to determine the internal consistency or average correlation of items in the survey instrument. The Spearman’s rank correlation coefficient (Spearman’s rho) analysis was used to analyse the data with the aid of the Statistical Package for the Social Sciences (SPSS), version 16. In addition, the independent-samples t-test and the analysis of variance (ANOVA) were employed to empirically test the relationships between the employees’ job satisfaction and their gender and age. The findings showed a significant linear relationship between the existing levels of job satisfaction and job performance. Furthermore, the findings suggested that the employees were significantly satisfied with certain aspects of their jobs (the nature of the work, and their salary, supervision and co-workers), but not with the one aspect of their job (opportunity for promotion). They were, however, significantly satisfied with their jobs in general, with there being no significant difference between the male and female employees’ levels of job satisfaction. The analysis showed that promotion has a modest and positive effect on job satisfaction. The study concluded that the line managers were, in general, satisfied with their jobs. Thus, the results cannot be generalised to other departments and Local Authorities. The study needs to be replicated in other departments and Local Authorities, using the same method.
14
Delport, H. J. "Improving employee performance, motivation and engagement : a brain-based coaching model for managers." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/20752.
Full textAbstract:
Thesis (MPhil) -- Stellenbosch University, 2011.The aim of this research study was to explore the experience of managers, and specifically engineers at a steel manufacturing company, of a brain-based coaching model. Coaching’s origins can be traced back to a variety of fields including psychology, change management, training and adult learning. Many people argue that coaching is ‘heart based’ as opposed to being more analytical and scientific. This caused some confusion with the researcher. However, during his studies towards a Master’s degree in Philosophy (MPhil) in Management Coaching, he was introduced to neuroscience and the role it has played in the emergence of a new field called brainbased coaching. The fact that one could scientifically explain why the brain needs coaching and that coaching can help the brain improve its functioning, appealed so much to the researcher that he wanted to expand his knowledge of the subject. Selecting a sample group that was made up only of engineers who had participated in a training programme with the focus on brain-based coaching, provided the perfect platform from where to study the phenomenon and to discover how the engineers, who are academically trained, are analytical and who, by their very nature, prefer scientific evidence-based research, perceive a brain-based coaching model. It was also important to try and establish what they believed the benefits and possible applications are of the model and whether they think it can be used to improve performance and lift motivation and engagement. The results were positive, but it revealed more; it explained how the experience created awareness and led to a change in behaviour and thinking – not just at work, but also in their personal lives. These findings provide more knowledge about the potential that a brain-based approach has for managers and leaders as a development tool. It also gives some comfort that we do not have to continue doing and thinking about things the way we have always done; we have a choice and this approach gives us an insight into how to exercise that choice.
15
Mtshali, Rosemary Makhosazane. "Evaluation of employee performance management development systems policy as implemented amongst social service professionals within department of Social Development." Thesis, University of Zululand, 2013. http://hdl.handle.net/10530/1358.
Full textAbstract:
Submitted in fulfilment of the requirements of Master of Arts in the Department of Social Work in the Faculty of Arts at the University of Zululand, South Africa, 2013.The study investigates the implementation process of the Employee performance management development systems policy within the Department of Social Development, attitude of staff and policy makers towards whether or not it is achieving its goals, the strengths and constraints in its implementation as a way to improve it. This study is conducted with an aim of coming up with solution to the problem or to identify drawbacks and establish if the policy is implemented correctly with the required tools for the purpose of improving service delivery. Since the EPMDS aims at organizational development and efficiency, this study will investigate if social workers are delivering their services to their best and to find out it is the right tool in the grooming and career pathing of social workers. The study reveals that there has been some dissatisfaction the way in which retention strategy was implemented, thus roll out campaigns are highly recommended for the provision of clarity provision of information on how it was implemented by the implementers. It explores the processes involved in implementation of Employee Performance Management Systems (EPMDS) it also identify what tools are used in the identification of other support mechanism and implementation of EPMDS mechanism. It establishes challenges that exist in the implementation and gain from participants possible recommendations for successful implementation of EPMDS. The study also establishes if there is integration of EPMDS with Integrated Service Delivery model (ISDM) and Situational Leadership Supervision Model (SLS), and focuses in the investigation of how Retention Strategy was implemented. The researcher utilizes evaluative research because the study aims at evaluating how EPMDS policy has been implemented within the Department of Social Development .Evaluation research, frequently referred to as program evaluation or practice evaluation, involves searching for practical knowledge in considering the implementation and effects of social policies and the impact of programs.
16
Petzer, Liane. "The relationship between authentic leadership and employee performance." Thesis, Rhodes University, 2018. http://hdl.handle.net/10962/59467.
Full textAbstract:
The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
17
Guo, Lan. "Self-determination theory of motivation and performance management systems." Online access for everyone, 2007. http://www.dissertations.wsu.edu/Dissertations/Fall2007/l_guo_080307.pdf.
Full text
18
Sellers, Letica Carla. "Leadership Strategies and Employee Performance Within Small Business." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3511.
Full textAbstract:
The survival of the small business industry is important to the United Sates workforce and economy. The purpose of this multiple case study was to explore leadership strategies of 2 small business managers in a manufacturing setting who had a demonstrable record of improving employee performance to meet organizational goals. The conceptual framework for this study was Burns and Bass's transformational leadership theory. The small business managers were from 2 small manufacturing plants in the coastal plains region of South Carolina. Data were collected from semistructured interviews, archival documents, and observations of the managers during their daily activities. Data analysis included identifying relevant themes using the comparison method. Data were compared at each phase of the data collection process, revealing themes of following a vision, self-efficacy, self-determination, and need fulfillment. Findings suggest that other small business managers in similar contexts may improve employee performance using the transformational leadership approach, especially when employee encouragement, managerial experience, and adaptation are present. Small business managers and owners can benefit from the study results by using these findings to improve employee performance.
19
De, Jager Louis. "Influence of leadership styles and performance management on enhancing employee engagement." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59813.
Full textAbstract:
This research intended to describe the relationships between different leadership styles, experiences of performance management systems and employee engagement. In an increasingly competitive business environment, employee engagement can aid improvement in organisational efficiency and performance as well as building sustainable competitive advantage. Understanding levers, such as leadership development programs and human resource management systems, that organisations can use to enhance engagement is, therefore, critical. A quantitative research methodology was followed to collect the research data. The Multifactor Leadership Questionnaire (MLQ 5x), Utrecht Work Engagement Scale and a scale to measure experiences of performance management was administered to 97 respondents. Regression analysis was used to describe the nature of the relationships between the variables in the study. The findings from the study indicated positive relationships between transformational and transactional leadership styles and experiences of the performance management process as well as employee engagement. Passiveavoidant, laissez-faire approaches to leadership were found to have a negative relationship with the employee experiences of performance management and engagement. From the results, it was also possible to conclude a positive relationship between experiences of performance management and employee engagement. The research contributes to explaining the impact of transformational leadership styles on employee's perception of human resource practices in an organisation as well as the employee's state of engagement. A framework describing the leadership behaviours that influence performance management and employee engagement respectively is developed based on the conclusions drawn.Mini Dissertation (MBA)--University of Pretoria, 2017.
nk2017
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
20
Gyesie, Nana. "Exploring the Impact of Collective Bargaining Agreements on Employee Performance Management." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3527.
Full textAbstract:
As of 2014, union density in the United States had dropped compared to union density during the 1950s. Collective bargaining agreements are the foundational agreement for all issues related to salary, benefits, and working conditions. The purpose of this multiple case study was to explore how collective bargaining agreements hindered or enabled managers from creating and sustaining high performance work practices. The conceptual framework included Walton and McKersie's work on behavioral theories for labor negotiations, human capital, and collective bargaining, and Huselid's work on high performance work practices. Fifteen respondents across 5 labor unions in Washington DC were selected through a randomized purposive sampling strategy for face-to-face and telephone semi-structured interviews. Additional sources of data included current and archived collective bargaining agreements, a reflective journal, and personal memos that were analyzed using Yin's 5-step analysis process. The following 5 themes were identified: performance management and accountability, organizational and union culture, intrinsic motivation and performance recognition, management practices, and the future sustainability of unions. These findings may help unionized organizations in the Washington DC metro area consider changing negative hiring and retention practices. Collective bargaining agreements, without a partnership framework linked to organizational sustainability, can hinder the creation and sustenance of high performance work practices in labor unions.
21
Sonko, Momodou K. "Leadership Strategies to Improve Employee Performance in the Insurance Industry." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5128.
Full textAbstract:
Lack of performance improvement strategies contributes to poor employee performance and increases the potential for business failure. Some insurance business leaders lack strategies to improve employee performance. The purpose of this case study was to explore strategies that successful insurance business leaders use to improve employee performance. The classical management and transformational leadership theories served as the conceptual frameworks for this study. Using a semistructured interview technique, 9 purposefully-selected insurance senior managers in Atlanta, Georgia were interviewed on how they successfully improved employee performance. Through open coding and thematic analysis, 4 themes emerged: goal setting and performance review; effective communication; training, coaching, and counseling; and good working environment and teamwork. Sixty-seven percent of participants cited effective communication, and 56% of respondents cited training, coaching, and counseling as well as a pleasant working environment and teamwork as strategies to improve the performance of employees. Findings for the 4 themes revealed that goal setting and performance review had positive effects on employee performance. Study findings show that a good working environment and teamwork have a positive effect on employee engagement. The findings of this study may contribute to positive social change by providing local insurance business leaders with additional strategies for improving employee performance. With improved employee performance, business leaders could generate extra revenue that they could use to advance community welfare.
22
Yunus, Suhaer. "High performance HR practices and employee wellbeing : a theoretical and empirical investigation." Thesis, Cardiff University, 2016. http://orca.cf.ac.uk/94754/.
Full textAbstract:
The prime objective of this study is to determine whether employer attempts to introduce high performance work practices is associated with mutual gains for both employees and employers or intensifies the labour process to the disadvantage of employees, by analysing the relationships between high performance HR (HP-HR) bundles, perceived job demands and employee well-being. As perceived job demands (work intensification) are central to the debate within the HRM literature, the study proposes that they are likely to be an important mediating mechanism between the HP-HR bundles and employee well-being. Perceived workplace resources (job control, managerial support and family support) are introduced as moderators of the mechanism between perceived job demands and employee well-being. Drawing on data from 2011 Workplace Employment Relations Survey (WERS), the path analysis convention of structural equation modelling is used for analysis. The findings suggest that the linking mechanisms between the HP-HR bundles and well-being are complex, and vary in relation to different types of bundle. Neither a mutual gains nor a labour process perspective solely accounts for the complexities of this association. Job resources significantly reduce the negative impact of perceived job demands and improve well-being. HP-HR bundles, generally, impact negatively on perceived job demands and employee well-being. The empirical findings show that: 1) The skills and ability-enhancing bundle increases job-related anxiety and depression, but, otherwise, does not have a significant relationship with well-being directly or indirectly through perceived job demands. 2) The motivation-enhancing bundle reduces perceived job demands, but has no significant direct association with well-being. 3) The opportunity-enhancing bundle improves overall employee well-being, but simultaneously intensifies the labour process. 4) The commitment-enhancing bundle increases both anxiety and perceived job demands, and reduces both job satisfaction and organisational commitment. 5) Perceived job demands reduce the perceived sense of well-being. 6) Perceived job demands are negative mediators of the relationship between both the opportunity-enhancing and commitment-enhancing bundles and employee well-being. 7) Perceived job demands are positive mediators of the relationship between the motivation-enhancing bundle and employee well-being. 8) Perceived job control reduces the negative influence of job demands and improves well-being. 9) Perceived managerial support buffers job demands and reduces both job-related anxiety and depression. 10) Perceived family support moderates the negative influence of job demands and improves job-related anxiety, depression and job satisfaction, but does not have a significant relationship with organisational commitment. Overall, the research indicates that current HRM models are too simplistic to capture the complex nature of the HP-HR/well-being association, and require an integrated framework incorporating both mediating and moderating factors that guide this association. The balance between job stressors and job resources is the crucial missing link that increases our understanding of the most debated differential impact of HP-HR on employee well-being.
23
Derenia, Colleen Marie. "The relationship between recruitment source and employee performance." CSUSB ScholarWorks, 1992. https://scholarworks.lib.csusb.edu/etd-project/757.
Full textAbstract:
Relationships between recruitment referral sources and performance, work skills, inter-personal skills, attendance, retention, gender, ethnicity, age, etc. -- Formal recruiting (radio, tv, newspaper, employment/placement office) -- Informal recruiting (employee referrals, walk-ins, etc.).
24
Balderrama, Nicole Therese. "Strategies to Improve Employee Performance in the U.S. Aerospace Industry." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2784.
Full textAbstract:
Outsourcing is a sought out practice within business and, in particular, the U.S. aerospace industry; however, some outsourced firms cannot meet client expectations. The purpose of this single case study was to explore what strategies outsourced firm company leaders use to improve the performance of employees. The sample comprised 4 senior managers employed with a firm that has been producing parts for 109 years for a major aerospace company in Southern California. The conceptual framework for this study built upon systems thinking to identify the structure of the outsourcing and supplier relationship and Herzberg's motivation-hygiene theory to understand work motivation in employee performance of the supplier in the outsourcing relationship. The data were collected through semistructured interviews and company documents. Member checking was completed to strengthen creditability and trustworthiness. Based on the methodological triangulation of the data sources collected, 5 emergent themes were identified after completing the 5 stages of data analysis: the existence of industry pressures, the need for communication, extrinsic motivational factors, organizational commitment, and strategies for employee performance. Findings of this study may provide company managers with performance strategies to support outsourcing relationships and subsequently employment as a social product. The data from this study may contribute to the prosperity of outsourced firms, their employees, their families, the surrounding community, and the local economy.
25
Tseana, Tloutsana. "Critical success factors of effective performance appraisal and the latter's effect on employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/21395.
Full textAbstract:
The objective of this study was to investigate what the critical elements were for an employee performance appraisal system (EPA) to be effective and successful and whether the latter would enhance employee engagement. The study hypothesised that three elements, namely the level of trust in the appraiser, communication by the appraiser and the level of training of the appraiser would be critical to achieve an effective EPA. Effective performance appraisal is known to benefit organisations by helping them measure performance, motivate employees and most commonly help to make HR related administrative decisions, such as promotions and rewards. The study was conducted in a national public entity, which is constituted and mandated in terms of the PPEC Act, No 9 of 1983, to perform cold chain services and also under the APS Act, No.119 of 1990. The organisation studied also delivers inspection and food safety services for perishable products as mandated by the Department of Agriculture, Forestry and Fisheries. The research adopts a survey approach where self-administered questionnaires were used to gather data from the employees to measure their opinions of the measured elements of the employee performance appraisal (EPA). The surveys were issued to a total of 150 employees within the organisation and a total of 82 usable surveys were returned. The findings of the study revealed that the employees were generally satisfied with the level of competency, training of, and trust in, the appraiser, but there was still work to be done in improving the system and making it more successful and rewarding. Communication by the appraiser was found to be not significantly related to the effectiveness of the current performance appraisal system.
26
Pastille, Catherine L. "Personal energy management styles and their influence on work performance /." View online ; access limited to URI, 2007. http://0-digitalcommons.uri.edu.helin.uri.edu/dissertations/AAI3277004.
Full text
27
Van, Rooyen Karina. "The role of performance management in the enhancement of desired employee outcomes." Thesis, Link to the online version, 2007. http://hdl.handle.net/10019/482.
Full text
28
Nutakor, Simon-Davies Amenyenu. "Employee Perceptions of Fairness in Performance Appraisals and Job Satisfaction." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6636.
Full textAbstract:
Business and management researchers have shown that performance appraisals have continued to remain a standard component of the human resource management (HRM) function and play an integral role in contributing to employee performance and job satisfaction levels. Recent researchers indicated that employees have continued to hold negative views about the degree of fairness and accuracy of appraisals, thus rendering the process a mere routine and periodic ritual detrimental to organizational efficiency and growth. The purpose of this study was to add to what is a paucity of data on perceptions of fairness of employees and examine the employee perceptions of fairness in performance appraisals related to job satisfaction. The conceptual framework for this study was rooted in organizational justice and motivational theory. Research questions examined the perceptions of employees of performance appraisals on job satisfaction. Qualitative data were collected in this multiple case study using face-to-face interviews of 20 participants. Data were organized, coded, and analyzed for emergent themes and patterns that aligned with the research questions. Research findings showed that employee perceptions of performance appraisals are critical and remain an invaluable component of the human resource function to benefit management executives and should include basic knowledge and employee input in the appraisal design and process. Implications for possible positive social change may include enhanced insights, knowledge, and understanding of the perceptions of performance appraisals that may enhance management decisions through fair, just, and accurate employee appraisals that will positively translate to job satisfaction.
29
Issah, M. (Mubarak). "Improving employee performance through quality improvement initiatives:DMAIC analysis of Wartsila Zambia." Master's thesis, University of Oulu, 2017. http://urn.fi/URN:NBN:fi:oulu-201706022493.
Full textAbstract:
Organizations in recent times have experienced a period of massive change in their ways of operation due to the trend of increasing competition both at the local and international level. To succeed in the competing markets of today means that an organization should have good quality performance and quality improvement systems in place. Companies are beginning to realize that employee involvement is critical to quality performance and quality improvement making them essential to the total quality management strategy. This research focuses on investigating the main causes of the employee performance problems at the operations department of Wartsila Zambia using DMAIC analysis for quality improvement.
The study involved the use of SIX SIGMA to conduct a quality and continuous improvement assessment by assessing people, process, equipment, environment and management processes that contribute to the causes of slow progress of employees’ performance. The key areas under investigation were categorized into five sections to identify which aspect needs to be improved in order to ensure an increase in employee and organizational performance.
Primary data for the study were collected through a survey by distributing questionnaires to the employees working at the operations department of Wartsila Zambia. Secondary data from the company’s internal documentation- performance charts and reports, meeting minutes and company profile document were utilized to describe the research environment, case company operations and other background data for the DMAIC analysis. Questionnaires were designed based on previous literature, problems identified in root cause analysis and brainstorming. Results from the questionnaire were analyzed, the implication of the responses from the study were explained and an overview of the areas which needs more attention were addressed based on the results from the study. The results were prioritized according to the mean score of responses and the most important findings were labelled high under each category.
The DMAIC analysis results indicate that there are several issues related to people, work process, machine and equipment, environment and managements at the target company. It also provided a platform for the improvement, monitoring and sustaining suggested improvements that leads to better performance. This study proposed that quality and performance improvement team needs to be put in place to monitor and sustain improvements. It also proposed that management should invest in the use of people and process-related dashboards to measure performance as an essential element in creating a SIX SIGMA culture of continuous improvement.
Further research should be carried to find out how successful this improvement project has been for the case company. Also, studies can be done to find the strength of relationships between continuous improvement initiatives like SIX SIGMA and employee performance as relationship with process optimization.
30
Kjellman, Simon. "Talent management : Which tensions between organizational performance and employee engagement can arise when using talent management?" Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-32759.
Full textAbstract:
Title: Talent Management Author: Simon Kjellman Level: Master Thesis 30, hp Keywords: Talent management, Organizational Performance, Employee engagement, Human resource management Background: Today business is pressured to provide result and profit, but at the same time provide health and stimulate work environment for the employees. Human resource is rising to be the organizations new winner to get a competitive advantage. In order to be successful and continue to grow, companies need to attract and maintain their talent. Research question: Which tensions between organizational performance and employee engagement can arise when using talent management? Purpose: The purpose of this thesis is to develop an understanding of which tensions between organizational performance and employee engagement that can arise when using talent management. By focusing on employee engagement and organizational performance, I put the emphasis on the approaches used when using talent management and therefore I also developing what characterizes the used approach. Method: A qualitative research approach was applied, which included a case study design consisting of multiple cases. Unstructured interviews and observations were the methods used for collecting the empirical data. The seven respondents were selected from two Swedish companies, based on a theoretical sampling method. The data analysis method included a cross-case analysis. Theoretical framework: Based on the purpose, the concepts that I find most relevant and coherent with Talent Management, Employee engagement and Organizational performance will be introduced and explained in the following sections. At first, Talent Management is defined and explained and then the employee engagement and organizational performance come as following. The theories will provide the basis for a detailed investigation and analysis over Talent Management. Findings: Swedish companies uses a collective approach to talent management. What characterizes the work with talent management in a collective culture are inclusion, democracy, soft culture and communication. They are using democratic and human ways of treating their employees. This causes the tension to be low in overall because usually the desires are met on both sides. Signs of separation in developments plans between different professionals can start a tension. The communication is important when using talent management to get a stable work environment.
31
Zwane, Themba Lambert. "The role of performance management in the motivation of employees : a case study." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1090.
Full textAbstract:
After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research To a case study of the Role of Performance Management in The Motivation of Employees in an organization. Important insight was gained into the relative importance of the performance management practices to promote desired employee outcomes. In view thereof that a discussion of performance in organizations is incomplete without reference to the construct of organizational culture, this study also provided propositions to prompt further research on the role of performance management in reinforcing a high performance organizational culture. Insightful conclusions were drawn from the results obtained and recommendations are made for future research.
32
Silimi, Maimbo Mark. "Manager's perceptions of performance appraisal implemented at Kansanshi Mine, Zambia." Thesis, Rhodes University, 2014. http://hdl.handle.net/10962/d1013037.
Full textAbstract:
As managers with direct contact with workers on the floor, line managers are responsible for implementation of the performance appraisal system at Kansanshi Mining plc. Commonly, implementation of performance appraisal is affected by how line managers interact with their subordinates before, during and after an appraisal interview. Notably, no study has been conducted at Kansanshi mine to understand how line managers conduct performance appraisals since their introduction. This qualitative study aims to build an understanding of how line managers at Kansanshi conduct performance appraisal interviews and what enablers and barriers they face in this process. In pursuit of the research aim, line managers from all the ten departments of the mine were considered as eligible for the study. Using stratified random sampling, ten of the 30 line managers from all ten departments across the mine site were selected. A total of fifteen semi-structured, in-depth, face-to-face interviews were conducted with ten line managers to gather data. These individual interviews were conducted on the mine site in the interviewees' offices as well as other convenient places such as the Kansanshi main boardroom. On average, each interview took between 45 to 60 minutes. All these interviews were audio recorded, transcribed and thereafter analyzed using open coding and constant comparison technique to induce themes. Findings of the study show a variety of barriers and enablers of line managers in their conduct of performance appraisal interviews at Kansanshi mine in Zambia. All ten line managers unanimously highlighted that (a) lack of clear job descriptions and set of individual targets as well as (b) lack of adequate refresher training on how to conduct performance appraisals affected how they conducted performance appraisals. Eight of the ten line managers highlighted that (c) perceived subjectivity of the system while seven of the ten highlighted that (d) predominant production focus and priority were barriers to them in how they conducted performance appraisals. On the other hand, ten line managers highlighted that (a) top management commitment to the implementation of a performance appraisal system, seven highlighted that (b) employees' hope for rewards and five line managers highlighted that (c) spring for career development and progression were perceived as enablers in their implementation of performance appraisals. This research is of value as it highlights how the conduct of performance is not only impacted by organizational support and other complementary organizational systems but also how the barriers to the conduct of performance appraisals affect both the appraisee and the appraiser.
33
Dahle, Ragnhild. "Local Labor and Laowai Management : Chinese Employee Perspectives and Multinationals’ HRM performance." Thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for tverrfaglige kulturstudier, 2011. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-13010.
Full text
34
Bourne, Alan. "Human resource management, employee attitudes and business performance in Post Office Ltd." Thesis, Aston University, 2007. http://publications.aston.ac.uk/10893/.
Full textAbstract:
Whilst a consistent link between the adoption of human resource management (HRM) practices by organisations and their performance has been confirmed by numerous studies, there is a need for greater understanding of why such effects occur. Recently, the attention of researchers has shifted towards understanding the so-called ‘black box’ linking HRM and business performance. This study focuses on this area of research by testing processes through which HRM may affect performance, in particular the process of HR implementation, mediation mechanisms, and fit with internal and external boundary conditions. This research was based on a sample of 136 Post Office branches in the UK and investigated the role of HR implementation, employee attitudes and competitive environment. The study revealed that HR implementation, a climate for service, job satisfaction and effective organisational commitment predicted independent measures of economic and service performance in branches. Employee attitudes moderated the relationship between implemented HRM and service performance, and both job satisfaction and commitment were found to mediate relationships between a climate for service and service performance. Finally, relative levels of competition faced by branches moderated the relationship between employee attitudes and sales. The findings demonstrate how the process of HR implementation, interactions with employee attitudes and moderation by external competition all influence the impact of HR systems on service and economic performance outcomes. These results illustrate the need for greater attention to processes of internal and external fit within HRM research in order to develop theory relating to why HR systems affect performance.
35
Sze, Wai-mun. "Does the enhancement of employee environmental awareness help improve a company's environmental performance? /." View the Table of Contents & Abstract, 2005. http://sunzi.lib.hku.hk/hkuto/record/B36221934.
Full text
36
Wren, Carla. "Employee Perceptions of Leadership Styles That Influence Workplace Performance." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/7360.
Full textAbstract:
The leadership style found in government is usually diverse in nature, with the chain of command being top-down and focused on bureaucracy. There are some leadership styles that can adversely impact or vastly improve workplace performance. This descriptive phenomenological study was used to understand employee perceptions of leadership styles that affect their workplace performance. Bass's transformational leadership theory guided this study to explore how a supervisor's leadership style impacts an employee's workplace performance. The primary research question focused on positive and negative perceptions employees held related to supervisors' leadership behaviors and characteristics. The data collection was derived from in-depth interviews with 10 mid-level management employees aged 27 to 55 years of age, who are currently or were previously employed with a local government agency. Using Moustakas's method of data analysis, four primary themes were disclosed: (a) perceptions of three leadership styles, (b) insights on workplace performance, (c) observations of leader behaviors and characteristics, and (d) work ethics, indicating that a supervisor's leadership behaviors and characteristics do impact employees' workplace performance. The 4 primary themes indicated that participants preferred leader characteristics and behaviors associated with transformational leaders than they did with transactional or laissez-faire leaders. An organization's culture is influenced by leadership style, and consequently, leadership style affects an employee's workplace performance. The social change implications, as related to the findings, enable a leader to evaluate the perceptions of an employee's view of appropriate leadership styles that increases their workplace performance.
37
Yost, Sarah Kathleen. "Multi-generational perceptions of supervisor leadership, communication, and employee performance." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3648732.
Full textAbstract:
The quantitative, descriptive study examined workplace communication breakdowns by evaluating generational perceptions of supervisor leadership, communication and employee performance. Participants included members of the Baby Boomer generation, Generation X, and Millenials. Respondents completed an online survey that contained the Supervisor Leadership Communication Inventory. Additionally, respondents answered an open-ended question that asked about a supervisor’s role in facilitating intergenerational communication. Data analysis indicated no significant differences among generational perceptions of supervisor leadership, communication or employee performance. Themes that emerged from responses to the open-ended question aligned with SLCI themes, including leadership, communication and teamwork. Limitations to the study included a lack of participation by members of the Silent Generation, possible misinterpretation of the survey questions and limiting the participants to only those who were employed full-time. Respondents indicated effective leadership was based upon treating employees as individuals and not based upon generational cohort. Recommendations included further research to determine the occurrence of workplace communication breakdowns based upon generational differences.
Keywords: generation, communication, leadership, teamwork.
38
Herb, Kelsey Cristine. "Investigating the Impact of Employee Development Activities on Employee Well-being." University of Akron / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=akron1429216423.
Full text
39
Louw, Hendrik Johannes. "Integrating management and employee expectations in determining organisation-specific performance appraisal systems' design." Pretoria : [s.n.], 2009. http://upetd.up.ac.za/thesis/available/etd-04292009-131712/.
Full text
40
Taiwo, Kehinde Olayinka. "Organizational Decision-Making Through Employee Diversity." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7759.
Full textAbstract:
The global nature of today's business environment, coupled with technological advances, compels managers to work with an increasingly diverse workforce worldwide. The purpose of this multiple-case study was to explore how bank managers used employee diversity effectively in the organizational decision-making process. Participants were 10 frontline management staff (middle and executive managers) with the required employee engagement skills involved in the decision-making process of a Nigerian bank. The conceptual framework for this study was rational choice theory, also called rational action theory or choice theory. Participants responded to 8 open-ended semistructured interview questions. The data collection process included validating and triangulating information gathered via member checking and review of archival business documents and peer-reviewed journals. Thematic analysis was used to analyze data from the study. Five key themes emerged from data analysis: recruitment, retention, and improvement of diverse talents; education and integration of employees with a divergent institutional heritage; engagement and leveraging of diverse stakeholders; business innovation, and productivity; and decision-making, and profitability. The implications of this study for social change include employee diversity management and strategic practices that contribute to effective decision-making process in the organization to improve socio-economic development of stakeholders (customers, board of directors, employees, policymakers and business contractors) and promote cohesion within bank staff and stakeholders resulting to improved business relationship and tolerance in society.
41
Rimondi, Claudia. "Performance Management: la valutazione delle prestazioni. Il caso Marchesini Group." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2021.
Find full textAbstract:
L’elaborato di tesi è frutto di un’analisi svolta all’interno dell’azienda Marchesini Group per rilevare l’efficacia dell’attuale sistema di valutazione utilizzato dall’organizzazione.
Nello specifico, l’elaborato ha come obiettivo definire il Performance Management e i sistemi di valutazione aziendale, al fine di comprendere i motivi per cui vengono implementati, i benefici che apportano all’organizzazione e le eventuali problematiche annesse.
Si introduce il sistema aziendale effettuando una breve panoramica dei principali metodi utilizzati a partire dagli anni ’60, per arrivare alle metodologie attualmente implementate all’interno delle aziende.
Al fine di individuare possibili soluzioni migliorative, l’elaborato si concentra sullo studio del sistema di valutazione attualmente presente nell’azienda Marchesini Group. Ai duecento responsabili dell’organizzazione è stato somministrato un questionario, il cui scopo è comprendere se il sistema sia efficiente o presenti problematiche. I risultati emersi dal questionario sono stati paragonati ai dati resi disponibili dallo “Osservatorio sul Performance Management” della Fondazione Marco Biagi di Modena al fine di comprendere il posizionamento di Marchesini Group rispetto al panorama aziendale italiano.
42
Van, der Merwe Izak Wilhelmus. "A critical analysis of factors that influence employee work performance." Thesis, Stellenbosch : University of Stellenbosch, 2008. http://hdl.handle.net/10019.1/829.
Full textAbstract:
Thesis (MBA (Business Management))--University of Stellenbosch, 2008.ENGLISH ABSTRACT: The modern world of business has accepted the fact that true organisational competitive ability lies hidden in the depths of individual human beings and their commitment to deliver super standard outputs. The secret to outperforming competitors has become increasingly dependent on the levels of performance delivered by an organisation’s employees, and an age old burning question has yet again risen to the fore: What are the factors that influence employee work performance? This study presents the background to this question by clearly defining the problem and the relevant definitions of concepts and terms generally used in the arena of employee work performance. An overview of employee work performance is introduced by applying a suitable model to explain job performance where after the measurement of employee work performance is investigated. Consideration is given to the different types of performance measurement, the people responsible for measuring employee work performance as well as the reasons for measuring performance. Upon clearly establishing a proper frame of reference with regard to employee work performance, the factors influencing performance are discussed under the topics of motivation and rewards. Motivation and its influence on employee work performance is approached from a top down perspective considering in the first place the different groupings or categorisation of motivational theories, where after those motivational theories under consideration are discussed in more detail. Rewards, as a factor influencing employee work performance, is considered to be applied in the form of remunerative compensation and relational rewards, while constantly applying the concept of total rewards and it’s ability to influence employee work performance as a more recent approach to reward management. Remunerative compensation is first considered as applied by three theories of motivation upon which follows a more detailed discussion on the details of remunerative compensation rewards. Relational rewards are considered in different categories or groups with special emphasis on their role as applied to the total rewards approach. The study concludes by summarising the findings with regard to employee performance, employee motivation and rewards, and finally presents a discussion on different trends pertaining to reward management.
AFRIKAANSE OPSOMMING: Die moderne besigheidswêreld het reeds aanvaar dat die ware vermoë van ‘n maatskappy om te kompeteer in die diepte van individuele mense en hul toewyding tot bo-gemiddelde uitsette rus. ‘n Maatskappy se vermoë om suksesvol te kompeteer word meer-en-meer afhanklik van die vlakke van prestasie van die maatskappy se werknemers, en die oer-oue vraag kom daagliks weer na vore: Watter faktore beϊnvloed ‘n werknemer se werksprestasie? Die studie lewer die agtergrond tot hierdie vraag deur die probleem duidelik te identifiseer asook die relevante definisies van algemeen gebruikte konsepte en terme wat betrekking het op werknemer werksprestasie. ‘n Oorsig van werknemer werksprestasie word voorgestel deur die toepassing van ‘n gepaste model om werksprestasie te verduidelik waarna die meting van werksprestasie ondersoek word. Verskillende tipes prestasie-meting, die mense wat verantwoordelik is vir die meting van werknemer werksprestasie asook die redes vir die meting van werksprestasie word oorweeg. Nadat ‘n duidelike verwysingsraamwerk met betrekking tot werknemer werksprestasie daargestel is, word die faktore wat werksprestasie beϊnvloed onder die hoofde van motivering en vergoeding bespreek. Die invloed van motivering op werknemer werksprestasie word benader vanuit ‘n oorhoofse perspektief deur eers die verskillende groeperings en kategorieë van motiveringsteorieë te oorweeg, waarna die spesifieke motiveringsteorieë wat betrekking het op hierdie studie in meer detail bespreek word. Vergoeding, as ‘n faktor wat werknemer werksprestasie beϊnvloed, word beskou in die vorm van geldelike vergoeding asook verhoudings-vergoeding, terwyl die konsep van totale of algehele vergoeding en die invloed wat dit op werknemer werksprestasie het, deurentyd toegepas word as ‘n meer moderne benadering tot vergoedingsbestuur. Geldelike vergoeding word eerstens beskou uit die standpunt waar drie motiveringsteorieë respektiewelik daarop toegepas word, waarna ‘n meer gedetaileerde bepreking aangaande geldelike vergoeding volg. Verhoudingsvergoeding word beskou soos toegepas in verskillende groepe of kategorieë met spesiale fokus op die rol wat gespeel word in die totale of algehele vergoedingsbenadering. Die studie volstrek deur die bevindinge met betrekking tot werknemer werksprestasie, werknemers motivering en vergoeding op te som, waarna met ‘n finale bespreking van verskillende toekomspatrone met betrekking tot vergoedingsbestuur afgesluit word.
43
Al-Raisi, A. A. N. "E-performance assessment system in governmental organizations in the United Arab Emirates." Thesis, Coventry University, 2011. http://curve.coventry.ac.uk/open/items/037d44df-9c0f-478b-aa99-ced82ec23a0d/1.
Full textAbstract:
This research examines the introduction of e-performance assessment systems in governmental organizations in the United Arab Emirates. The research also examines the influence of cultural forces in accepting the implementation of technology systems that deal with assessment and evaluation of government employees to facilitate the transitional process from manual to e-performance assessment. The methodology used in this research can be described as follows: first a descriptive method to explain the main management theories underlying employee e-performance, followed by an illustration of the concept of electronic tools, based on what has been written in the relevant literature, then conducting a pilot study. A pilot study was made to reduce uncertainty in survey questions, increase clarity, enhance questionnaire validity, and expand on factors that might affect data analysis, improve research design, and confirm the feasibility of this research study. The conceptual model of this study is determined on the based of literature analysis, the pilot study, and the empirical collection of data. A model for a performance appraisal assessment system is proposed, which shows a statistical significance between performance management, e-performance management, performance assessment, e-performance assessment, and performance standards with both perceived usefulness and perceived ease of use. This study finds that there are numerous factors shapes ethics and norms at the workplace. This study suggests that the United Arab Emirates enjoys highly structured governmental organizations. This primarily results from the naturally inherited characteristics of being a high-context society. The major findings of this research aim to contribute to available literature, as there is currently a distinct shortage of relevant academic work targeting the issue of governmental e-performance systems. Similarly no papers concerning e-performance in a UAE context actually existed prior to this investigation. Therefore, much of the available literature was found to be only semi-relevant.
44
Freeman, Angela B. "Exploring How Managers Increase Employee Performance Within Organizational Supply Chains." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7140.
Full textAbstract:
Leaders and the strategies they employ to enhance employee performance are essential to retaining an organization's competitive advantage. The purpose of this multiple case study was to explore the strategies used by supply chain management managers to improve employee performance in the workplace. The conceptual framework for this study combined elements from Vroom's expectancy theory of motivation, Adams's equity theory of motivation and leadership, and transformational leadership theories. Participants were selected via the purposeful sampling of 6 successful supply chain managers in the District of Columbia's metropolitan area. Data were obtained using semistructured face-to-face interviews, interview notes, transcripts, and a thorough review and analysis of organizational documents. Data were analyzed using Yin's 5-step approach to data analysis. Four themes were identified: strategies associated with enhancing employee performance with an emphasis on training, barriers that prevented leadership from achieving performance improvement objectives, tools leaders used to measure employee performance and the leadership style of the manager with an emphasis on the use of the participative leadership style. The findings of this study may contribute to social change by providing supply chain managers with resources required to enhance overall employee performance in the workplace, which in turn may lead to increased overall organizational productivity, helping to ensure the prosperity of the organizational leaders, employees, their families, the surrounding communities, and the local economy.
45
Brooks, Alecia. "Entry-level Health Care Services Employee Motivation and Performance." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1581.
Full textAbstract:
Healthcare administrators have regarded employee motivation and performance as significant factors because of the challenges with employee disengagement, which may decrease patient satisfaction and profitability for healthcare organizations. The number of available jobs within healthcare continues to increase at a high rate, while the total hires within the healthcare industry decreased from 2.9% in December 2014 to 2.7% in January 2015. Motivation in the workplace is a continuous concern for organizational leaders, more specifically for the health care industry. Based on Vroom's expectancy theory, the purpose of this single-case study was to explore the motivational strategies healthcare organizations' leaders could implement to improve the performance of entry-level medical service employees. Data collection consisted of direct observation and semistructured interviews of 4 leaders and 22 entry-level medical service employees at a health care organization in the Piedmont Region of North Carolina. Data analysis included the use of multiple sources of data collection, along with the use of member checking with interview transcripts, which allowed triangulation and verification of the themes derived from the interview data. The 2 main themes revealed were workplace motivation and organizational leadership, which affects employees' performance and organizational effectiveness. Business leaders in organizations may use the findings of this study to increase employee organizational commitment, which could improve the U.S. health care industry turnover rates. Social change implications include the importance of the need for leaders to develop effective motivational strategies for motivating employees.
46
Alasgarova, Shafa. "Employee performance management in the petroleum industry in Azerbaijan : cultural and industrial implications." Thesis, University of Manchester, 2018. https://www.research.manchester.ac.uk/portal/en/theses/employee-performance-management-in-the-petroleum-industry-in-azerbaijan-cultural-and-industrial-implications(74f15db7-548f-4fda-b610-67cade0efb3d).html.
Full textAbstract:
Companies face vital problems when implementing performance management in cross cultural context. Several attempts have been made to analyse employee performance management in the cultural and industrial context. However, the lack of studies of performance management in cultural and industrial context necessitates this phenomenon to be investigated in various cultures and contexts for sound academic contributions. The present study aims to investigate cultural and industrial influences on the general characteristics, criteria formulation and employee acceptance of performance management in cultural context. This study used a qualitative approach and is based on nine case studies in Azerbaijan. The study adopted semi structured in-depth interview and document analysis as the data collection methods. The results showed that the legal context is the most influencing dimension on the performance management system in Azerbaijan. The thesis concludes criteria for performance is the choice of management philosophy which is a cultural factor. The findings indicate that employees accept performance management positively when the process is implemented fairly. The findings of this study provide a solid evidence base for considering country culture and industry characteristics in implementing performance management. It is evidently clear from the findings that both local and international companies are faced with different problems when implementing performance management in the cross cultural context of Azerbaijan. This study should therefore be of value to practitioners wishing to overcome certain cultural and industrial related problems during implementation of performance management in host companies. In addition, the study contributed certain evidence of the cross cultural performance management process in the various context for the science.
47
Leong, Weng Ka. "Trust in leadership, justice, and employee performance : evidence from AIA Macau." Thesis, University of Macau, 2008. http://umaclib3.umac.mo/record=b1874091.
Full text
48
Keshave, Hiten. "A survey of employee preferences in the design of a performance management system." Thesis, Rhodes University, 2016. http://hdl.handle.net/10962/d1021180.
Full textAbstract:
This thesis begins with an introduction to performance management and the intended aim and objective of the research. Thereafter literature findings relative to performance management and performance management systems are discussed. In the review of literature, three processes that could be implemented in a performance management system were highlighted, namely; (1) the planning process, (2) the monitoring and development process, and (3) an annual summative and feedback process. Performance management functions deemed important to employees during each process of the performance management system were identified and discussed. Subsequent to the literature review, the research methodology was described and involved the implementation of quantitative research within a post-positivist paradigm in the form of a close-ended survey questionnaire. Analysis of the data involved a gap analysis and needs analysis. The gap analysis study was based on the opinion of management respondents in comparison to the opinion of non-management respondents. Results of the gap analysis were determined based on the calculation of an importance score for each sub-group. The needs analysis study was based on the overall opinion of all respondents, and results were determined based on the calculation of an overall importance score. In light of the literature review that was conducted to inform the questionnaire design, the survey results supported the literature review of each discussed performance management function with no evident contradictions. The results of the gap analysis and needs analysis were satisfactorily met for each performance management function. On the basis of these findings, it was assumed that all the performance management functions identified in the literature are important and could be implemented in the design of a performance management system. The results highlighted the importance of a performance plan and development plan to underpin the performance management system.
49
Sze, Wai-mun, and 施惠敏. "Does the enhancement of employee environmental awareness help improve a company's environmental performance ?" Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2005. http://hub.hku.hk/bib/B45013238.
Full text
50
Aifheli, Ratshili. "The impact of performance management on employee morale in Western Cape Provincial head office of Department of local government & housing." Thesis, Cape Peninsula University of Technology, 2012. http://hdl.handle.net/20.500.11838/1735.
Full textAbstract:
A mini thesis submitted in partial fulfillment of the requirement for
the award of the Degree of Master of Technology
In
Human Resources Management at the Faculty of Business of the
Cape Peninsula University of Technology
2012Local Government in South Africa has undergone much transformation since 5 December 2000. Much of this change has been implemented to correct the imbalances, inequities and disparities within our local communities as a result of Apartheid policies. However, motivation for this change is also because National Government has realized that like other governments throughout the world, there is a need to continuously modernise all spheres of government. In establishing the background, readers will be exposed to the implicit objectives contained in the new local government legislation and specifically, the legislation relevant to performance management. The development of a performance management system at local government level in South Africa is a highly structured process which is determined by various sets of legislation. To develop a comprehensive understanding of the impact that the municipal has on the implementation of a performance management system, a review of the legislation is therefore imperative. In South Africa, the government's response since 1994 (Calitz and Siebrits, 2002) has been to realign its economic policies in terms of Growth Employment and Redistribution (GEAR). This has required that government becomes more efficient in the delivery and production of its services. Further, the focus has been on technical efficiency with emphasis on better or improved government services without an increase in taxes. Calitz and Siebrits (2002) con~luded that the South African government's focus at a national level has definitely shifted from its regulatory role to that of a facilitator of growth. The overall aims of performance management is to establish a high-performance culture in which individuals and teams takes responsibility for the continuous improvement of business processes and their own skills and contributions within a framework provided by effective leadership. Specifically, performance management is about aligning individual objectives to organizational objectives and ensuring that individuals uphold corporate core values. It provides for expectations to be defined and agreed in terms of role responsibilities and accountabilities (expected to do), skills (expected to have) and behaviours (expected to be). Its aim is to develop the capacity of people to meet and exceed expectations and to achieve their full potential to themselves and the\ organisation.