Selected Human Resources Factors as Determinants of Performance Management Framework Implementation in Kenya

Abstract

The purpose of this paper is to examine human resource factors on implementation of performance management framework in Kenya and, specifically, at Moi Teaching and Referral Hospital (MTRH). The theory of planned behaviour and the Balanced Score Card Model were used to show how people are linked to the success of the organization. This study adopted an explanatory design that used an in depth investigation of an Institution in form of case study which was undertaken at MTRH Eldoret. The target population was all the staff of MTRH, who numbered 2,040, but a sample of each department was selected, totalling 510 respondents through simple random and stratified sampling techniques out of which 505(99%) subjects responded. The study utilized questionnaires for data collection. Data collected was analyzed using descriptive and inferential statistical tools. Specifically Manova analysis, Correlation analysis, Factor analysis and SEMPATH model, with the help of SPSS /Amos model programme, were used to validate and test the hypotheses. Results of hypothesis testing indicate that employee attitude and leadership style have a significant relationship with implementation of performance management. The first model showed that leadership style was found not to likely affect implementation with other variable at the standardized regression measured .01 and was not significant at p>.05. This was supported by a strong correlation between leadership and attitude at .85 as compared with .37 with implementation of performance management. A second model was therefore tested whereby leadership style were conceptualized to influence attitude and in retrospect attitude affect implementation of performance management. The standardized regression between attitude and performance management directly was .41. The study established that leadership style influence attitude which, in turn, determine employee relationship with the implementation of performance management framework. It was therefore recommended that, to effectively manage the implementation of performance framework, an organization should put in place: the right strategies which can position the organization well and allow all the concerned parties execute their duties to great heights.

Factors Influencing Implementation of Performance Management Programmes in South African Universities

“…Performance management allows senior managers to ensure that employee performance match the organisational goals and help the organisation gain a competitive edge (de Waal & Kourtit, 2013;Sang et al, 2016). The effectiveness of the on-going process means the achievement of financial as well as non-financial targets, the development of skills and competencies, and an improvement in customer care.…”

“…The failure and success of performance management can be attributed mainly to the management of organisational employees. There is a need to look at PM and PA systems closely as they can harm productivity and relationships between employees and the employer (Sahoo & Jena, 2012;Sang et al, 2016). Performance management is a tool to develop the competitiveness of an organisation that has not been understood by all role players.…”

“…Thriving performance management systems would involve and motivate employees and give them secure rewards while at the same time promote risk-free responsible actions. The system can promote a culture where innovation, improvement and the needs of the customers are of fundamental importance (Sang et al, 2016). Performance management is a powerful means of ensuring that the organisation's strategic goals are achieved.…”

“…The author further defined PM as a horizontal integration and bundling of human resources practices so that they can interrelate, complement and reinforce each other. Above all, performance management plays essential roles in positively increasing levels of employee engagement (Sahoo & Jena, 2012;Armstrong, 2016;Sang et al, 2016).…”

“…The attitude of employees will be triggered in a positive way which leads to effective implementation of performance management system. There is a compelling need to include people when making changes, as self-assessment was related to adoption of performance management with a 360-degree feedback, which is a human resource factor for the adoption of performance management (Sang et al, 2016).…”