The Contribution of Performance Management to Productivity Ofhealth Research Organisations in Ugandat
THE CONTRIBUTION OF PERFORMANCE MANAGEMENT TO PRODUCTIVITY IN HEALTH RESEARCH ORGANISATIONS IN UGANDA
BY
STEVEN KIWANUKA
KS11M15/049
CONCEPT PROPOSAL FOR DESERTATION FOR MASTERS OF BUSINESS ADMINISTRATION DEGREE -
UGANDA CHRISTIAN UNIVERSITY - MUKONO
INTRODUCTION
BACKGROUND TO THE PROBLEM
Performance Management deals with the challenge organizations face in defining, measuring and stimulating employee performance with the ultimate goal to improve organizational performance. It involves multiple levels of analysis and is clearly linked to Strategic human resource management as well as performance appraisal.
Performance management may also be defined as the process that unites goals setting, performance appraisal and development into a common system. Performance management is about setting goals that make sense in terms of the Company Strategic aims. It is about getting a central focus in contemporary organisations as a means of generating higher levels of performance.
The process of measuring and actively managing organizational and employee performance to improve organizational effectiveness is currently seen as critical to organisational development and survival. Heinrich (2002) notes that performance management initiatives in organizations come in different forms namely, performance-based budgeting, management-by-objectives, planning, programming and budgeting, and pay-for-performance.
Performance Management though is not about singular processes aimed at measuring and adapting employee performance but rather an integrated process in which manager’s work with their employees to set expectations, measure and review results, and reward performance, in order to improve employee performance, with the ultimate aim to positively affect organizational success (Mondy, Noe & Premeaux, 2002)
Performance Management involves managing employee efforts based on measured performance outcomes. Performance Appraisal is at the heart of performance
BY
STEVEN KIWANUKA
KS11M15/049
CONCEPT PROPOSAL FOR DESERTATION FOR MASTERS OF BUSINESS ADMINISTRATION DEGREE -
UGANDA CHRISTIAN UNIVERSITY - MUKONO
INTRODUCTION
BACKGROUND TO THE PROBLEM
Performance Management deals with the challenge organizations face in defining, measuring and stimulating employee performance with the ultimate goal to improve organizational performance. It involves multiple levels of analysis and is clearly linked to Strategic human resource management as well as performance appraisal.
Performance management may also be defined as the process that unites goals setting, performance appraisal and development into a common system. Performance management is about setting goals that make sense in terms of the Company Strategic aims. It is about getting a central focus in contemporary organisations as a means of generating higher levels of performance.
The process of measuring and actively managing organizational and employee performance to improve organizational effectiveness is currently seen as critical to organisational development and survival. Heinrich (2002) notes that performance management initiatives in organizations come in different forms namely, performance-based budgeting, management-by-objectives, planning, programming and budgeting, and pay-for-performance.
Performance Management though is not about singular processes aimed at measuring and adapting employee performance but rather an integrated process in which manager’s work with their employees to set expectations, measure and review results, and reward performance, in order to improve employee performance, with the ultimate aim to positively affect organizational success (Mondy, Noe & Premeaux, 2002)
Performance Management involves managing employee efforts based on measured performance outcomes. Performance Appraisal is at the heart of performance
References: Armstrong, M. (2000). Performance management: Key strategies and practical guidelines. London, UK: Kogan Page Limited. Carter, N, et al. 1993: How Organisations Measure Success; The Use of Performances Indicators. Mackays of Chatham PLC, Great Britain. DeNisi, A.S. (2000). Performance Appraisal and Performance Management: A multilevel analysis Fletcher, C. (2001). Performance appraisal and management: the developing research agenda Koontz,H, et al. 1990. Essentials of Management, 5th Edition, McGraw-Hill Publishing Company, Singapore. Mabel, C, et al. 1997: Strategic Human Resource Management. Blackwell Publishers Ltd, Massachusetts, USA. McGregor, D, 1960: The Human Side of Enterprise. McGraw-Hill Inc, Singapore. Pulakos, E. D. (2009). Performance management: A new approach for driving business results. Malden, MA: Wiley-Blackwell. Sarah Johnson, 2000: Building capacity in human resources management for health sector reform and the organizations and institutions comprising the sector