The Contribution of Performance Management to Productivity Ofhealth Research Organisations in Ugandat

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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 management. There is a tendency however to look at performance appraisal as a one off exercise without linking it to the other organisational processes and practices that interact to produce employee performance.

Performance Management approach involves aligning HRM practices in such a way that they maximize current as well as future employee performance, which in turn is expected to affect organizational performance. This involves the setting of corporate, departmental, team and individual objectives. This entails the cascading down of strategic objectives to a meaningful set of targets for every individual involved.

Performance management needs to be looked at beyond the limited perception and more towards a more complete understanding and its contribution to other human resource functions and how it benefits both the individual and the organisation as a whole. This can be illustrated by the Human resource Wheel Diagram which is a helpful illustration of the basic functions and interactions which make up Human Resource Management (HRM) Figure 1: Relationship between performance management and other human resource practices

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The outer wheel represents systems that need to be in place at the organisational level. These require organisational consensus and supporting policies and procedures. The inner wheel provides for activities and systems at the unit and individual manager level. The two levels in the inner wheel are interrelated that is the wheel can turn Performance management to interact with compensation and also with Human Resource Planning. What is not shown in the diagram is the overall organisational strategic plan, mission and philosophy into which the entire human resource system fits.

STATEMENT OF THE PROBLEM

Performance management provides the intersection between organisational aims and objectives and individual performance and also enables staff implement high quality and...
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