The study sought to establish employee performance management practices in Kenya Sugar Board in Nairobi. Chapter one focused on the importance of performance management, performance management, and employee performance management. Further more an overview of employee performance management practices was outlined.
Chapter two outlined an in depth definition of performance management as well as benefits of performance management to an organization. Employee performance management practices such as performance agreements / objectives, reviewing performance, rewards, training and development, employee development, career planning as well as development and career planning were described in detail.
Chapter three elaborated research methodology used in this study. Descriptive case study was used to establish employee performance management practices in Kenya Sugar Board in Nairobi. It was used because the research problem required detailed investigation of the Kenya Sugar Board. Primary source of data was used in this study. Three departments were involved in this study namely planning, Agriculture and Human Resource. Data was collected using an interview guide. Data collected was analyzed using content analysis technique.
The results of this study revealed that employee performance management practices are used to enhance the performance of individual employees and teams. This ultimately
improves the overall organization performance by attaining key strategic goals. Equally, the findings indicated that employees were involved in setting and owning objectives. Additionally, appraisals were done once a year, with training and development being used to address needs assessment. From this study, it was observed that career planning was being used to manage employee expectations. Rewards were used to encourage effort and desired behaviour, although they were mainly monetary.
Table of Contents
CHAPTER ONE: INTRODUCTION
1.1 Background of the study
1.1.1. Performance Management
1.1.2. Employee Performance Management
1.1.3. Performance Management Practices
1.1.4. Kenya Sugar Board
1.2 Statement of the Problem
1.3 Research Objective
1.4 Significance of the study
CHAPTER TWO: LITERATURE REVIEW
2.1 Performance Management
2.2 Benefits of Performance Management
2.3 Employee Performance Management Practices
2.3.1. Performance Agreements
2.3.2. Reviewing performance
2.3.3. Rewards
2.3.4 Linking performance to rewards
2.3.5 Rewards and Performance Management
2.3.6. Training and Development
2.3.7 Employee Development
2.3.8 Career Planning
2.3.9 Development and Career Planning
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research Design
3.2. Data Collection
3.3. Data Analysis
CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION.
4.1 Demographic Statistics
4.2. Employee performance management practices
4.2.1 Performance Agreements / Objectives
4.2.2. Performance Review
4.2.3 Employee feedback
4.2.4. Training and Development
4.2.5 Career Planning
4.2.6 Rewards
CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1. Summary of Findings
5.2 Conclusion
5.3 Recommendations
5.4. Limitations of the study
5.5 Suggestions for Further Research
Objectives and Research Themes
The primary objective of this study is to analyze and determine the specific employee performance management practices currently implemented within the Kenya Sugar Board. The research investigates how these practices, including goal setting, appraisal methods, and reward systems, are utilized to enhance organizational performance and achieve strategic objectives.
- Analysis of formal performance appraisal and review systems.
- Evaluation of training, development, and career planning programs.
- Examination of the link between performance and monetary reward structures.
- Assessment of the challenges in current performance management processes.
- Identification of gaps between current practices and established best practices.
Excerpt from the Book
1.1 Background of the study
Most business organizations report the use of formal systems of performance management and appraisal. However, a number of them express considerable dissatisfaction with performance management. Raters, ratees, and administrators have all expressed dissatisfaction with their appraisal systems. There is the view that most effective performance management systems recognize that appraisal is not an end in itself, rather it is a critical component of a much broader set of human resource practices that are linked to business objectives, personal and organizational development and corporate strategy (Bernardin, 2007). Business organizations aim at achieving sustained competitive advantage over their rivals. This may be manifested in areas such as profitability, maximization of shareholders value, increase in sales volume, market share, creating trust, empowering employees, embracing change, building team work and being customer oriented. When business conditions appear to decline, top level managers often seek to remedy the situation by revitalizing the company, by instituting numerous change initiatives. One of the initiatives used is by creating a business wide performance management process with two or more components; performance appraisal, training and career development, alongside motivation.
An integrated approach is used to communicate behaviors needed for the business organization’s profitability. Performance management help organizations define clear performance goals and measures, conduct performance appraisals and provide on going performance feed back. It also helps link performance results to rewards and consequences, and providing employees with opportunities for career planning and development. Attention of employees is directed towards the most important tasks and behaviors. Employees are informed about what is valued and information provided whether employee’s behavior and results meet expectations of managers, colleagues, and customers. Performance management is essential for organizations as it can enhance employee motivation and productivity, it can support the achievement of the organization’s strategic goals and facilitate strategic planning and change (Jackson, 2009).
Summary of Chapters
CHAPTER ONE: INTRODUCTION: This chapter introduces the concept of performance management, outlines the background of the study, identifies the problem, and states the core research objective regarding the Kenya Sugar Board.
CHAPTER TWO: LITERATURE REVIEW: This chapter provides an in-depth theoretical overview of performance management, benefits, and common practices such as performance agreements, rewards, and career development.
CHAPTER THREE: RESEARCH METHODOLOGY: This chapter explains the descriptive case study design, the primary data collection methods through personal interviews with Heads of Departments, and the use of content analysis.
CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION: This chapter presents the empirical findings regarding specific performance management practices at the Kenya Sugar Board, including discussions on objectives, reviews, and rewards.
CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS: This chapter synthesizes the findings, provides final conclusions on the effectiveness of current practices, and offers recommendations for improvement.
Keywords
Performance Management, Kenya Sugar Board, Employee Appraisal, Strategic Goals, Performance Agreements, Training and Development, Career Planning, Monetary Rewards, Human Resource Management, Competitive Advantage, Organizational Performance, Performance Feedback, Management by Objectives, Skill Gap Analysis, Staff Retention
Frequently Asked Questions
What is the main focus of this research project?
The research is dedicated to examining the employee performance management practices currently in place at the Kenya Sugar Board and assessing their role in organizational success.
What are the core areas covered in this study?
The study covers performance agreements and goal setting, performance appraisal systems, training and development initiatives, career planning, and reward management.
What is the primary objective of this research?
The main objective is to establish and document the specific employee performance management practices being utilized by the Kenya Sugar Board.
Which scientific methodology was employed?
The researcher utilized a descriptive case study methodology, relying on primary data collected through personal interviews with heads of departments.
What does the main body of the work address?
The main body integrates theoretical literature on performance management with the practical findings from interviews conducted at the Kenya Sugar Board.
Which keywords define this study?
Key terms include performance management, appraisal systems, organizational performance, strategic goals, and human resource development.
Does the Kenya Sugar Board currently use a balanced scorecard?
According to the findings, the board was in the process of considering the introduction of a balanced scorecard but had not yet implemented it at the time of the study.
What are the common challenges identified in the review process?
Common challenges include employee complaints regarding bias, dissatisfaction with appraisal frequency, and delays by department heads in completing the appraisal tasks.
How is performance rewarded at the Kenya Sugar Board?
Rewards are primarily monetary, linked to high-performance scores exceeding 90% in annual appraisals, and are intended to motivate employees and improve overall performance.
- Quote paper
- Nebert Lugalia (Author), 2011, Employee performance management practices in Kenya Sugar Board, Munich, GRIN Verlag, https://www.grin.com/document/301546
