Employee Performance Management, a Major Factor to Organisational Growth

 

1.0 Title

The working title of the study is initially drafted as - Employee Performance

Management, a Major Factor to Organisational Growth. Performance is the central tenet

of performance management which means an accomplishment of something or working

effectiveness. Within an organisation, performance is realised as three levels namely

organisation, process and individual, and the interrelationships among these levels

serve as the vantage points of an organisation.

 

2.0 Research Overview

According to Fenwick and De Cieri (1995) and Hitchcock (1992), performance

management is the process of transforming strategic objectives into action, monitoring

progress, and rewarding results. Definitions of performance management as a holistic,

or integrated, strategic approach, thus extending the concept beyond

performance appraisal, are now in common use. For example, a process for

establishing shared understanding about what is to be achieved, and approach to

managing and developing people in a way which increases the probability that it will be

achieved in the short and longer term (as cited in Fenwick, De Cieri and Welch, 1999).

Further, performance management plays an important role in performance feedback,

individual job assignments, development planning and identification of training. From

the manager’s perspective, performance ensures that individual employees or teams

know what is expected of them and they stay focused on effective performance (as

cited in Stahl, Bjorkman and Cebula, 2006, p. 179). Vance and Paik (2006) also relate

that that an effective performance management should entail an ongoing professional

and productive organisational learning and so the requirement for the individual

expatriate to commit to continual reflection regarding the expatriation experience (p.

258). Performance therefore contributes to the growth and success of the company

especially through the combination of competences and expertise within the

organisation.

 

3.0 Research Problem

The key question that will be given answer to in this study is: How

important performance management is for organisational growth? Other research

questions are:

1)    What are the benefits and advantages of effectively managing the

performance of the employee to the overall growth/development of the

organisation?

2)    What are the elements of performance management that makes it a

precursor to organisational growth?

3)    To what extent does effective performance management relates to

organisational growth?  

 

 

4.0 Research Objectives

The main aim of the study is to investigate the importance of

effective employee performance management to organisational growth. In lieu with this,

it is necessary to:

·         Determine the integrality of effective performance management to

organisational growth

·         Distinguish the interplay between organisational growth and performance

management

 

5.0 Research Plan

The research strategy that the study will utilize is the descriptive method. A descriptive

research intends to present facts concerning the nature and status of a situation, as it

exists at the time of the study (Creswell, 1994). It is also concerned

with relationships and practices that exist, beliefs and processes that are ongoing,

effects that are being felt, or trends that are developing. In addition, such approach tries

to describe present conditions, events or systems based on the impressions or

reactions of the respondents of the research (Creswell, 1994). This research is also

cross-sectional because of limited time. This research is a study of a particular

phenomenon (or phenomena) at a particular time. (Saunders et al, 2003) Accordingly,

cross-sectional studies often employ the survey strategy, and they may be seeking to

describe the incidence of a phenomenon or to compare factors in different

organizations.

In this study, primary and secondary research will be both incorporated. The reason for

this is to be able to provide adequate discussion for the readers that will help them

understand more about the issue and the different variables that involve with it. The

primary data for the study will be represented by the survey results that will be acquired

from the respondents. On the other hand, the literature reviews to be presented in the

second chapter of the study will represent the secondary data of the study. The

secondary sources of data will come from published contents from books, journals,

magazines and newspapers and online databases.

 

6.0 References

Best, J. W. (1970). Research in Education, 2nd Ed. Englewood Cliffs, N.J.: Prentice

Hall, Inc.

Creswell, J.W. (1994). Research design. Qualitative and quantitative approaches.

Thousand Oaks, California: Sage.

Fenwick, M. and De Cieri, H. (1995). Building an Integrated Approach

to Performance Management Using Critical Incident Technique. Asia Pacific

Journal of Human Resources, 33(3): 76-91.

Hitchcock, D. E. (1992). The Engine of Empowerment. Journal for Quality and

Participation, 15(2): 50-58.

Saunders, M., Lewis, P. and Thornhill, A. (2003). Research Methods for Business

Students, 3rd Ed. London: Prentice Hall Financial Times.

Stahl, G. K., Bjorkman, I. and Cebula, R. (2006). Handbook of Research in

International Human Resource Management. Edward Elgar Publishing.

Vance, C and Paik, Y 2006, Managing a Global Workforce: Challenges

and Opportunities in International Human Resource Management, M. E.

Sharp Publishing.

 

7.0 Timeframe

        TASK Weeks

1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th

Read literature

Finalize objectives

Draft literature review

Devise research

approach

Review secondary data

Organizesurvey

Developsurveyquestion

s

Conductsurvey

Analyze secondary and

primary data

Evaluate data

Draft findings chapter

Complete remaining

chapters

Submit to tutor and

await feedback

Revise draft and format

for submission

Print, bind and submit

 

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