Management of data system for organisation: Performance management

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ACKNOWLEDGEMENTS

My thanks go out to all who have helped me complete this study and without whom this project may have not been possible. In particular, my gratitude goes out to friends, facilitator and family for extensive and helpful comments on early drafts. I am also deeply indebted to the authors who have shared my interest and preceded me. Their works provided me with a host of information to learn from and build upon, also served as examples to emulate.

DECLARATION

I, (Your name), would like to declare that all contents included in this thesis/dissertation stand for my individual work without any aid, and this thesis/dissertation has not been submitted for any examination at academic as well as professional level previously. It is also representing my very own views and is not associated with anyone.

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ABSTRACT

Specifically, performance is defined as "behaviour or action that is relevant for the organization's goals and that can be scaled (measured) in terms of the level of proficiency (or contribution to goals) that is represented by a particular action or a set of actions. Other than job-specific task proficiency, dimensions that contribute to the organization in a positive way (citizenship behaviours) and those that are cause of concern (counterproductive behaviours) are also considered to be facets of job performance. This study considers these distinct facets of performance: task performance, organization citizenship behaviours, and counterproductive behaviours. The research evidence in the performance management data systems literature on the construct of performance focuses on task performance, and it is necessary to understand how other dimensions such as contextual performance or citizenship behaviours are integrated in performance evaluation.

TABLE OF CONTENTS

ACKNOWLEDGEMENTSII

DECLARATIONIII

ABSTRACTIV

LIST OF TABLESVII

CHAPTER 1: INTRODUCTION1

Background1

Rationale2

Theoretical framework3

Significance of the study4

Aim and objective of the study5

Purpose of the study5

Research questions6

CHAPTER 2: LITERATURE REVIEW7

Performance management (critical review)8

Performance management relationship with success9

Performance data systems12

Effective relation between management system and performance management12

Performance management links13

CHAPTER 3: METHODOLOGY20

Research Design20

Primary methodology20

Rationale for a Quantitative Study20

Considering research approaches22

Reason to choose the methodology23

Questionnaire25

Data analysis26

Research Philosophy26

Reliability27

Validity28

Significance28

Limitation of the study29

CHAPTER 4: DISCUSSION/FINDINGS32

Questionnaire32

Annova33

Behaviour based control36

Agency theory36

Employment relationship38

CHAPTER 5: REVIEW OF THE DISSERTATION40

Critical reflection40

Chapter1: Introduction40

Chapter 2: Literature Review40

Chapter 3: Methodology40

Chapter 4: Finding and Analysis41

Chapter 5: Conclusion and recommednations41

Strengths41

Weaknesses41

Solutions42

Improvements42

CHAPTER 6: CONCLUSION AND RECOMMENDATIONS43

Increasing adoption of performance data systems43

Performance data systems and autonomy44

Performance management data systems and Feedback45

Performance management data systems and satisfaction45

Recommendations46

REFERENCES47

LIST OF TABLES

Table 1 Descriptive Statistics34

Table 2 ANNOVA35

CHAPTER 1: INTRODUCTION

Background

In most organizations performance of employees is regularly judged, even if only for promotion and placement purposes (Wright 2009, p.25). However, as reviews by Woodwards (2010) have made clear, it is typically difficult to obtain judgments that are really accurate. When such judgments are made as part of a formal program, one set up by management to find out how well or how poorly their employees are doing, and then they are typically referred to as performance management data systems (Woodward 2010, p.19).

There are many forms of performance management data systems which vary by job and industry. Service observation, i.e., the process of monitoring an employee's actual interaction ...