臺灣博碩士論文加值系統

Performance management is a concept in the field of human resource management and is defined as a “continuous process of identifying, measuring and developing the performance of individuals and aligning performance with the strategic goals of the organization”. Performance management system was carried out by the Human Resources Unit of Gambia Police Force several years ago; starting first with Senior Managers and trickling down to all employees at all levels within the two portfolios of The Gambia Police Force, namely, strategic and operational staff. The performance management system developed for this purpose consisted of key performance areas, strategic sets, goals and targets including the developmental needs of employees in order to improve their skills and self-development. However, there were indications that there has not been a clear strategy on the use of the results of the performance management system by the Force for decision-making purposes, such as on promotion, reward or consequences for non-achievement of targets. Moreover, there were indications of a lack of participation among employees and a lack of feedback on the results of the final performance assessment, even though mid-term feedback was provided directly for those at the supervisory level. A significant amount of time is spent every year by the Human Resources Unit of the Force on this process, however, its impacts remain questionable.
For the purpose of this research, a study was conducted with the objective of evaluating the impacts of the performance management system on employee performance in The Gambia Police Force and the research questions were as follows: (1) How was the planning of performance management conducted in The Gambia Police Force? (2) What steps were followed for on- going feedback and employee input? (3) How effective was the evaluation and review of the performance management process? (4) How effective was the overall implementation of the performance management system?
In order to do justice to the above research questions, a structured questionnaire, together with a number of open-ended questions were used to collect data from the employees of the Force. A purposive sampling method was used to identify study participants from both the strategic and operational staff. The study participants were sent an email with a link to a questionnaire and feedbacks from them thus received. The qualitative data was analysed using data, a text flow analysis method.

The qualitative analysis of the responses shows that a significant number of participants agreed with most of the issues raised. However, the high number of respondents who indicated their disagreement (at different levels) or neutrality with regards to the issues points to the fact that there is much to be done in order to improve the impacts of performance management system in The Gambia Police Force. Regarding the implementation stage of performance management, the majority of respondents (68%) were either in disagreement or unsure about this.
The qualitative analysis uncovered interesting views on all aspects of performance management system, including lack of involvement in target setting and implementation of the system and different expectations on performance outcomes. Insufficient training and lack of support on the system was found to be one of the key areas which might have resulted in a lack of trust in the system and created a condition of imbalance in relation to the whole system.
The findings from this study are in line with the general notion that positive performance management systems should be highly anchored by practices and organizational contexts with certain traits. Indeed, as reported in this research, the Force needs to provide more performance management training, engage employees and lay critical emphasis on employee recognition. In this way, the performance management system will be enhanced, deliver more value and meet the desired outcomes of the organization.

Recommendation Letter from the Thesis Advisor
Thesis Oral Defense Committee Certification
Acknowledgement iii
Abstract iv
Table of Content vii
List of Figures x
List of Tables xi
Acronyms and Abbreviations xii
Chapter One: Introduction and problem statement 1
1 Introduction 1
1.2 Performance management system (The Gambia Police Force) 3
1.2.1 Performance Appraisal 3
1.3 Critical Success Factors in Performance Management 5
1.3.1 Simplification 5
1.3.2 Alignment with organizational goals 6
1.3.4 Integration with organizational culture 6
1.3.4 Use of technology 7
1.4 Research problem and research questions 7
1.4.1 Research Questions 9
1.5 Research Aim and Objectives 12
1.6 Structure of the dissertation 12
1.7 Conclusion 13
Chapter Two: Literature Review 14
2.1 Introduction 14
2.1 Purpose of Performance Management 15
2.1 Critical success factors for effective performance management 16
2.1.1 Simplification 17
2.1.2 Alignment with Organizational Goals 18
2.1.3 Integration with Organizational Culture 19
2.1.4 Critical success factors and critical practices 20
2.1.5 Performance Management Process 22
2.2.1 Performance Planning 24
2.2.2 On-Going Feedback and Coaching 25
2.2.3 Employee Input 27
2.2.4 Performance Evaluation 28
2.2.5 Performance Review 29
2.3 Performance management in higher education institutions 30
Chapter Three: Research design and methodology 33
3.1 Research Questions 36
3.1.1 Sampling frame and sampling process 36
3.1.2 Sample 37
3.1.3 Sample Size 37
3.1.4 Sampling Method 37
3.1.5 Data Collection Procedures 38
3.1.6 Data Analysis and Interpretation 38
3.1.7 Reporting the Data 39
3.1.8 Trustworthiness of the research 39
3.1.9 Ethical considerations 40
Chapter Four: Data analysis and interpretation 42
4.1 Performance planning 43
4.1.1 Respondent views on three aspects of performance planning 44
4.1.2 On-going feedback 44
4.1.3 Employee Input 45
4.1.4 Performance Evaluation 46
4.1.5 Performance review 46
4.2 Implementation of Performance Management Systems 47
4.2.1 Respondent views on four aspects of implementation performance management system 49
4.2.2 General Perceptions on the effectiveness of the performance management system 49
4.2.3 Employee Involvement and Target Setting 49
4.3 Implementation 52
4.3.1 Expectation and fairness of the performance management system 53
4.3.2 Trust and Fairness 53
4.3.3 Achievement of Targets and Expectations 54
4.3.4 Synthesis of the findings 55
4.3.5 Performance Planning and Employee Involvement 56
4.3.6 Performance Management and Reward 57
Chapter Five: Conclusion And Recommendations 60
5.1 Addressing the problem statement 61
5.1.2 How was the planning of performance management conducted? 61
5.1.3 What steps were followed for on-going feedback and employee input? 62
5.1.4 How effective was the evaluation and review of the performance management process? 63
5.1.5 How effective was the overall implementation of the performance management system? 63
5.1.6 Addressing the primary research objective 65
5.2 Recommendations 65
5.2.1 Performance Planning 66
5.2.2 On-going Feedback and Coaching 67
5.2.3 Performance Reviews and Rewards 68
5.2.4 Action plan 69
5.3 Limitations of the research 71
5.4 Future research 71
5.5 Summary and Conclusion 71
References 74
APENDIX 81



List of Figures

Figure 2. 1 A model of HRM and performance relationship from a PM Perspective (Hartog et al., 2004) 4
Figure 2. 2 Organizational culture and performance management (Ahmed, 2012) 19
Figure 2. 3 Performance management process (Pulakos, 2004) 23

List of Tables

Table 2. 1 21

Table 5. 1 69

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