The Impact of Employee Management in Achieving Organizational Goal
CHAPTER ONE
OBJECTIVE OF THE STUDY
The objectives of the study are;
- To ascertain the relationship between employee management and achieving organizational goal
- To find out whether the performance management system influence employee performance
- To ascertain the effectiveness of employee management in organization
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Performance management
The study of performance management has been popular within human resource management study. I attempt to define performance, as deploying and managing the components of the causal model that lead to the timely attainment of stated objectives within constraints specific to the firm and to the situation (Lebas, 1995). At an organizational level of analysis I assume that an organization that is performing well is one that is successfully attaining its objectives; in other words, one that is effectively implementing an appropriate strategy (Otley, 1999). The AMO-model (Appelbaum et al., 2003) claims performance which is a function of employees’ Ability, Motivation and Opportunity to participate. This means that an organization will benefit most if it organizes the work process in such a way that non-managerial employees have the opportunity (O) to contribute discretionary effort and it could be achieved by giving them autonomy in decision making, by providing in good communication and by employee membership in self-directed and/or off-line teams. For their effort to be effective, employees need to have the appropriate skills and knowledge (A). Hence, organizations can achieve this by attracting employees who already poses this knowledge, or by providing employees with formal and/or informal training. Finally, the organization needs to motivate these employees to put their abilities into the best effort for the organization (M). According to Otley (1999), a general performance management considers such problems: “What are the key objectives that are central to the organization’s overall future success, and how does it go about evaluating its achievement for each of these objectives? What strategies and plans has the organization adopted and what are the processes and activities that it has decided will be required for it to successfully implement these? How does it assess and measure the performance of these activities? What level of performance does the organization need to achieve in each of the areas defined in the above two questions) and how does it go about setting appropriate performance targets for them? What rewards will managers (and other employees) gain by achieving these performance targets (or, conversely, what penalties will they suffer by failing to achieve them)? What are the information flows (feedback and feed-forward loops) that are necessary to enable the organization to learn from its experience) and to adapt its current behavior in the light of that experience?”(Otley, 1999:365,366) According to Fletcher (2001), who gave a completed and comprehensive HR related performance management definition which is “an approach to creating a shared vision of the purpose and aims of the organization, helping each individual employee understand and recognize their part in contributing to them, and in so doing manage and enhance the performance of both the individual and the organization”. Similarly, performance management is a management process for ensuring employees is focusing on their work efforts in ways that contribute to achieving the organization’s mission. It consists of three phases: (a) setting expectations for employee performance, (b) maintaining a dialogue between supervisor and employee to keep performance on track, and (c) measuring actual performance relative to performance expectations. Armstrong (2004) defined performance management as a means of getting better results from the whole organization by understanding and managing within an agreed framework, performance of planned goals, standards and competence requirements. “Performance management is a process of designing and executing motivational strategies, interventions and drivers with on objective to transform the raw potential of human resource into performance.
CHAPTER THREE
RESEARCH METHODOLOGY
Research design
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study sought to the impact of employee management in achieving organizational goal
Sources of data collection
Data were collected from two main sources namely:
Primary source Secondary source
Primary source:
These are materials of statistical investigation which were collected by the research for a particular purpose. They can be obtained through a survey, observation questionnaire or as experiment; the researcher has adopted the questionnaire method for this study.
Secondary source:
These are data from textbook Journal handset etc. they arise as byproducts of the same other purposes. Example administration, various other unpublished works and write ups were also used.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Introduction
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
DATA ANALYSIS
The data collected from the respondents were analyzed in tabular form with simple percentage for easy understanding.
A total of 133(one hundred and thirty three) questionnaires were distributed and 133 questionnaires were returned.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 Introduction
It is important to ascertain that the objective of this study was to ascertain the impact of employee management in achieving organizational goal
In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of employee management in achieving organizational goal
5.2 Summary
This study was on the impact of employee management in achieving organizational goal. Three objectives were raised which included :To ascertain the relationship between employee management and achieving organizational goal, to find out whether the performance management system influence employee performance and to ascertain the effectiveness of employee management in organization. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staff of unilever plc, Lagos State. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made up human resource managers, supervisors, production managers and stock controllers were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
Conclusion
On the basis of all above discussion, I conceive that the effective implementation of performance management system is the key to success for organizations looking for achieving the organization goals. The traditional approaches like performance appraisal create many hindrances and instead of playing an effective role in the organization develop a cold war between the employer and employees. Developing and managing a performance management system is not an easy task. There should be consensus among employees when goals are developed. Goals are such that which should be easily sub divided into different organization level. By using the balance card approach developed by Kaplan and Norton (1992) all the four prospective (Financial, Customers, Process and Organization culture) must be kept in mind. Management should be committed to develop the system and proper communication with the employees should be made. Clear Measures should be adopted and employees at all level must be aware with the adopted measures. Performance management is a continuous process; follow up should be given to the employees so that employees can come to know regarding their performance in the organization.
Recommendation
As the performance management is a costly process and a lot of time and money involved in it so great care should be taken; only critical activities should measure which are necessary for achieving the organizational goals. However this does not mean that completely ignorance of non-critical and additional performance elements. These are the supporting elements which provide the strategic support and act as a catalyst for achieving organization objectives
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