[The Role oF Performance Management]

By

Acknowledgement

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

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Abstract

The paper studies the role of performance management systems (PMSs) in integrating international organizations (IOs) like call centers and enhancing customer experience in the service industry. It investigates the ways in which the diverse entities that comprise the GO can be coordinated and integrated to achieve the global unity of effort, while leaving space for local adaptation, differentiation and flexibility. The business literature on service industry and how they improve customer experience highlights several tensions that characterize processes of integration. Interpreting PMS as the series of practices that carry organizational knowledge and rationales across organizations and how it tends to improve customer experience in service industry. On the one hand, PMS can be used to re-shape existing boundaries by supporting the development of new organizational arrangements, where standardization and centralization around shared strategies are achieved. On the other hand, PMS can become trapped by the contradictory forces emanating from multiple centers of decision making. Importantly, when attempting to bind together distant entities in the same “organizational space”, informal control mechanisms may become relevant, but they have the capacity to both reinforce and damage the potential of PMS in managing the tensions involved in integrating best customer experience in service industry.

Table of Contents

CHAPTER 01: INTRODUCTION1

Background of the study1

Problem Statement3

Research Aims and Objectives3

Significance of Study4

Rationale/ Nature of study4

Hypothesis/Research Question4

Hypothesis 14

Hypothesis 25

Hypothesis 35

Hypothesis 45

Hypothesis 55

Hypothesis 65

Hypothesis 75

CHAPTER 2: LITERATURE REVIEW6

Performance Management6

Customer Experience6

Performance Planning8

Observation and Monitoring9

Rating and Appraisal10

Table 1 Example Competency11

Patient Service Orientation11

Feedback and Communication12

Reward and Recognition13

Individual Development14

Effective Performance Management15

CHAPTER 3: METHODOLOGY16

Research Design16

Sample17

Data assemblage procedures18

Variable measures21

Interrater affirmation and reliability21

Common procedure variance22

CHAPTER 4: DISCUSSION AND ANALYSIS24

Hypotheses on major factors24

Hypothesis 124

Analysis24

Hypothesis 225

Analysis25

Hypothesis 326

Analysis26

Hypothesis 427

Analysis27

Hypothesis 529

Analysis29

Hypothesis 630

Analysis30

Variable assesses Analysis31

Data investigation and results33

Measurement form results34

Structural forms outcomes and hypothesis checking35

Results of moderating consequences testing36

CHAPTER 5: CONCLUSION38

Discussion and conclusions38

REFERENCES43

APPENDIX55

CHAPTER 01: INTRODUCTION

Background of the study

Performance management (PM) has supported optimization of operational methods as the productive entails to profitably consign worth to clients and rendezvous, or even surpass customer expectations. Considerable research has dedicated to revising such topics as conceiving, managing and optimizing distinct service consignment systems in wants of attaining higher Service quality and operational efficiency. This operational set about has been directed passionately and has verified to be the productive entails in direction of advancing organizational efficiency.

On other hand, investigators of organizational behavior (OB) have worried that employee attributes are vital to organizational effectiveness. For the long time, investigations of PM and OB have long been examined as distinct fields. A plenty of research has been undertook to analyze employee attributes, as well as to enquire span ...