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An Evaluation and Redesign of the Performance Management Systems (PMS) of ABC Bank.

Record Type:	Electronic resources : Monograph/item
Title/Author:	An Evaluation and Redesign of the Performance Management Systems (PMS) of ABC Bank./
Author:	Kariuki, Samuel.
Description:	1 online resource (203 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 84-12, Section: B.
Contained By:	Dissertations Abstracts International84-12B.
Subject:	Medical research. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30476786click for full text (PQDT)
ISBN:	9798379653408

An Evaluation and Redesign of the Performance Management Systems (PMS) of ABC Bank.
Kariuki, Samuel.

An Evaluation and Redesign of the Performance Management Systems (PMS) of ABC Bank. - 1 online resource (203 pages)

Source: Dissertations Abstracts International, Volume: 84-12, Section: B.

Thesis (D.B.A.)--The University of Liverpool (United Kingdom), 2022.

Includes bibliographical references

In this action research project, I explore how organizations in Kenya can redesign and implement their Performance Management Systems (PMSs). This starts with an investigation as to why my organization is dissatisfied with the PMS, which is considered unfair and risky from a legal perspective. My research question is "How can I use insights from employees, literature from classical work motivational theories and literature on PMS best practices to redesigning and implementing a new PMS which will improve the PMS experience for employees in my organization?". Using literature from classical theory and PMS best practice, I developed a conceptual framework with 5 underpinning elements that are critical when redesigning and developing a new PMS. The 5 elements are goal alignment, control, measurement, training and fairness. The framework also explores 2 factors that are critical during implementation. The factors are leadership support and PMS training. Using an Action Research (AR) approach, I engaged 40 employees using five focus groups to have a deeper understanding of the PMS problems. The focus group discussions highlighted tensions between managers and staff, especially on their perceptions regarding their own performance. Using information from the focus groups and literature from classical theories and best practice, I followed the AR cycle to redesign the PMS. To analyze the results, I organized the information into themes and reflected on whether the results supported or deviated from the literature. The findings suggest that redesigning a PMS using the 5 PMS underpinning elements and 3 implementation factors after including feedback as an implementation factor, does create a better PMS experience for employees. It also shows that the PMS underpinning elements are interlinked and complement each other. In addition, employee involvement, either using small groups like focus groups is critical when developing and implementing a new PMS. The study provides knowledge and input for understanding how PMS can be redesigned and implemented in the Kenyan banking industry. This study may encourage researchers or scholar practitioners in the Kenyan banking industry to undertake PMS redesign and implementation of their own organizations and guide policy makers in Kenya on how to plan and undertake PMS redesign and implementation. Anecdotal evidence suggests that this framework, which is derived from the PMS Framework by Ferreira and Otley (2009), provides a useful research tool for those, especially in Kenya, wishing to study the design, operations and implementation of PMS. While Ferreira and Otley use the tool to describe the structure and operation of a PMS, I have gone further to explore what underpins the PMS framework. In the closing chapter, I have explored some of the limitations of the study including my biases and recommended future research areas such as how organization culture impacts PMSs.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2023

Mode of access: World Wide Web

ISBN: 9798379653408Subjects--Topical Terms:

1556686
Medical research.
Index Terms--Genre/Form:

542853
Electronic books.

An Evaluation and Redesign of the Performance Management Systems (PMS) of ABC Bank.
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500 $a Source: Dissertations Abstracts International, Volume: 84-12, Section: B.
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502 $a Thesis (D.B.A.)--The University of Liverpool (United Kingdom), 2022.
504 $a Includes bibliographical references
520 $a In this action research project, I explore how organizations in Kenya can redesign and implement their Performance Management Systems (PMSs). This starts with an investigation as to why my organization is dissatisfied with the PMS, which is considered unfair and risky from a legal perspective. My research question is "How can I use insights from employees, literature from classical work motivational theories and literature on PMS best practices to redesigning and implementing a new PMS which will improve the PMS experience for employees in my organization?". Using literature from classical theory and PMS best practice, I developed a conceptual framework with 5 underpinning elements that are critical when redesigning and developing a new PMS. The 5 elements are goal alignment, control, measurement, training and fairness. The framework also explores 2 factors that are critical during implementation. The factors are leadership support and PMS training. Using an Action Research (AR) approach, I engaged 40 employees using five focus groups to have a deeper understanding of the PMS problems. The focus group discussions highlighted tensions between managers and staff, especially on their perceptions regarding their own performance. Using information from the focus groups and literature from classical theories and best practice, I followed the AR cycle to redesign the PMS. To analyze the results, I organized the information into themes and reflected on whether the results supported or deviated from the literature. The findings suggest that redesigning a PMS using the 5 PMS underpinning elements and 3 implementation factors after including feedback as an implementation factor, does create a better PMS experience for employees. It also shows that the PMS underpinning elements are interlinked and complement each other. In addition, employee involvement, either using small groups like focus groups is critical when developing and implementing a new PMS. The study provides knowledge and input for understanding how PMS can be redesigned and implemented in the Kenyan banking industry. This study may encourage researchers or scholar practitioners in the Kenyan banking industry to undertake PMS redesign and implementation of their own organizations and guide policy makers in Kenya on how to plan and undertake PMS redesign and implementation. Anecdotal evidence suggests that this framework, which is derived from the PMS Framework by Ferreira and Otley (2009), provides a useful research tool for those, especially in Kenya, wishing to study the design, operations and implementation of PMS. While Ferreira and Otley use the tool to describe the structure and operation of a PMS, I have gone further to explore what underpins the PMS framework. In the closing chapter, I have explored some of the limitations of the study including my biases and recommended future research areas such as how organization culture impacts PMSs.
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538 $a Mode of access: World Wide Web
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650 4 $a Finance. $3 542899
650 4 $a Medicine. $3 641104
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