Performance management practice dates back as one of the critical parts of the human resource management process of any organization which is expected to help the organization make policy level decisions, and program direction and improve to organizational learning. A few organizations have made an attempt to institute a performance management system to assist with assessing work productivity, with findings not used to compare with agreed goal of the organization. Relatively, if the focus of the organization is to deliver public health outcomes, how is performance management a significant step to help the organization shapes its workforce productivity towards achieving on its public health outcomes? What system is in place to enable the performance management process to have a direct impact on public health outcome? This work intends to determine the capacity of public health organizations performance management system in driving work productivity leading to achievement of established public health outcome. A quantitative assessment was conducted using a Performance Management Self-Assessment Tool (PMSAT) developed by Turning Point Performance Management National Excellence Collaborative in 2004 and data collected were analyzed using a statistical tool. The results of the findings revealed a high-level commitment from the leadership, alignment of performance priority areas to the Agency’s mission and the ability of the performance system to measure key areas like health status of personnel, human resource development, financial systems and management practices. However, the current system lacks the capacity to develop its Information and Data System to provide timely reports on performance outcome as well as providing feedback for program and management decision and relationship with clients and stakeholders. In conclusion, it is important to mention that performance management is more than just a process for rewarding employee’s productivity but a tool that helps organizations measure their overall performance based on its employee’s efforts.
References
[1]
Graver, K. and Austin, S. (1995) Additional Evidence on Bonus Plans and Income Management. Journal of Accounting and Economics, 19, 3-28. https://doi.org/10.1016/0165-4101(94)00358-C
[2]
Ceriello, V. and Freeman, C. (1991) Human Resource Management Systems: Strategies, Tactics, and Techniques. Lexington Books, Lexington, MA.
[3]
Roberts, G.E. and Reed, T. (1996) Performance Appraisal Participation, Goal Setting and Feedback. Review of Public Personnel Administration, 16, 29-60.
[4]
Grote, R. (2005) Forced Ranking: Making Performance Management Work. Harvard Business School Press, Boston, MA.
[5]
Smither, J.W. (1998) Performance Appraisals: A State of the Art in Practice. Josey-Bass, San Francisco, 132-162.
[6]
Kane, J.S. and Lawler, E.E. (2009) Performance Appraisal Effectiveness: Its Assessment and Determinants. Research in Organizational Behavior, 1, 425-478.
[7]
Meyer, H.H. (1991) A Solution to the Performance Appraisal Feedback Enigma. Academy of Management Executive, 5, 68-76.
[8]
Longenecker, C.O. (1988) Neglected at the Top: Executives Talk about Executive Appraisal. MIT Sloan Management Review, 29, 41-47.
[9]
Levy, P.E. and Williams, J.R. (2004) The Social Context of Performance Appraisal: A Review and Framework for the Future. Journal of Management, 30, 881-905. https://doi.org/10.1016/j.jm.2004.06.005
[10]
Fletcher, C. (2004) Appraisal and Feedback: Making Performance Review Work. 3rd Edition, Chartered Institute of Personnel and Development, London.
[11]
Scott, S.G. and Einstein, W.O. (2001) Strategic Performance Appraisal in Team-Based Organizations: One Size Does Not Fit All. Academy of Management Executive, 15, 107-116. https://doi.org/10.5465/ame.2001.4614990
[12]
Mallaiah, T.Y. (2009) Management of Employee Expectations, Performance and Satisfaction in University Library: An Empirical Study. Annals of Library and Information Studies, 56, 7-12.
[13]
Klimoski, R. and Inks, L. (1990) Accountability Forces in Performance Appraisal. Organizational Behavior and Human Decision Processes, 45, 194-208. https://doi.org/10.1016/0749-5978(90)90011-W
[14]
Northouse, P.G. (2001) Leadership: Theory and Practice. Sage Publication, Inc., London.
[15]
Doran, G.T. (1981) There’s a S.M.A.R.T. Way to Write Management’s Goals and Objectives. Management Review, 70, 35-36.
[16]
Javadin, S.R. (2001) Human Resources Management. Tehran Negahe Danesh Publication, Tehran, Iran.
[17]
Greengard, S. (1997) Extranets: Linking Employees with Your Vendors. Workforce, 76, 28-34.
[18]
Waggoner, D. (1999) The Forces that Shape Organizational Change. Kogan Page, London.
[19]
Larson, J.R. (1989) The Dynamic Interplay between Employees’ Feedback-Seeking Strategies and Supervisors’ Delivery of Performance Feedback. The Academy of Management Review, 14, 408-422. https://doi.org/10.5465/amr.1989.4279075
[20]
Cederblom, D. (1982) The Performance Appraisal Interview: A Review, Implications and Suggestions. The Academy of Management Review, 7, 219-227. https://doi.org/10.5465/amr.1982.4285572
[21]
Birkhead, G.S., Klopmas, M. and Shah, N.R. (2015) Uses of Electronic Health Records for Public Health Surveillance to Advance Public Health. Annual Review Public Health, 36, 345-359.
[22]
Walker, A. (1993) Handbook of Human Resource Information Systems: Reshaping the Human Resource Function with Technology. McGraw-Hill, New York.
[23]
Waldersee, R. and Luthans, F. (1994) The Impact of Positive and Corrective Feedback on Customer Service Performance. Journal of Organizational Behavior, 15, 83-95.
