The study aimed to look into the Riyadh City Council and its performance management system, particularly to address a number of objectives, such as to determine the influence of employee attitudes to managed performance; to ascertain which performance management practises predict employee attitudes;…
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Data Analysis 44 3.10 Methodological Limitations 45 3.11 Conclusion 46 Chapter 4- Results and Discussion 4.1 Introduction 48 4.2 Results 48 4.3 Discussion 76 Chapter 5- Conclusions and Recommendations 5.1 Conclusions 86 5.2. Recommendations 90 References 93 List of Tables and Figures Table 1. Demographic characteristics: Level of measurement, categories and codes 37 Table 2. Objectives, hypotheses, and statistical tests. 37 Table 3. Frequency and percentage distribution for gender. 48 Table 4. Frequency and percentage distribution for age. 48 Table 5. Frequency and percentage distribution for years of service. 49 Table 6. Frequency and percentage distribution for position. 49 Table 7. Means and standard deviations: Agency relations. 50 Table 8. Means and standard deviations: Resource utilisation. 51 Table 9. Means and standard deviations: Inimitable. 53 Table 10. Means and standard deviations: Non-substitutable. 54 Table 11. Means and standard deviations: Competence. 55 Table 12. Means and standard deviations: Firm specificity. 56 Table 13. Means and standard deviations: Relevant resources. 56 Table 14. Means and standard deviations: Utilisation of resources. 57 Table 15. Means and standard deviations: Acquisition. 59 Table 16. Means and standard deviations: Development. 59 Table 17. Means and standard deviations: Configuration. 60 Table 18. Means and standard deviations: Innovation. 61 Table 19. Means and standard deviations: Technology. 61 Table 20. Means and standard deviations: Dynamic capability. 62 Table 21. Means and standard deviations: Performance attainment. 63 Table 22. Means and standard deviations: Individual commitment. 64 Table 23. Means and standard deviations: Processes satisfaction. 65 Table 24. Means and standard deviations: Goal setting. 65 Table...
Performance management is primarily known to be a process that encourages collaboration for the members of the local administration. For the RCC, they have encountered a number of concerns that must be addressed though performance management standards and practises. For instance, they have experienced problems with improving the methods for keeping up with rapid changes such as civilizational shifts or new lifestyles among community members (Al-Nuaim 2001). To consider services for health, safety, and security, housing plans, and preservation of the environment and historical sites has become a challenge for Riyadh’s local administrators. Moreover, most often, the public’s opinion on the policies implemented by the City Council as well as on the implementation of projects and activities, and the performance of the governing body, has created difficulties for mayors and the rest of the administration in developing their community (Al Riyadh 2004). Because of these, the RCC has aimed to boost their performance by focusing on the capability of their workforce, enhancing their projects by being consistent with the community’s needs, and providing their administration with the necessary procedural and managerial specialisations. One weak point that the local city councils in Riyadh has demonstrated is that they are not very capable of integrating various departments for planning and implementation, hence, reducing their likelihood for accomplishing main goals.
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