Employee Performance in the Ukrainian Public Sector - Research Proposal Example

THE IMPACT OF PERFORMANCE MANAGEMENT SYSTEMS ON EMPLOYEE PERFORMANCE IN THE UKRAINIAN PUBLIC SECTOR By Location Date The Impact of Performance Management Systems on Employee Performance in the Ukrainian Public Sector SECTION 1 Introduction In the twenty-first century, there has been an evident emphasis on the need for organizations to adopt performance management systems. Organizations seek to optimize the performance of their employees in order to promote their profitability. Performance management systems help organizations set goals for themselves as well as to individual employees. Performance management systems also comprise of a performance appraisal that assesses the progress made by employees towards the achievement of their determined goals. Many organizations are currently carrying out performance reviews at least twice annually. Worth noting is the fact that performance management systems help organizations with the predictions of performance expectations (Rashidi 2015, p. 213). Researchers have expressed their interests in understanding whether performance management systems have the capacity to boost employee performance. Research Topic The study will seek to determine whether performance management systems have the potential to register improved performance of employees. Notably, all organizations seek to promote employee performance in an effort to maximize profitability. With the current emphasis on the need for all organizations to embrace performance management systems, it is important to determine whether a performance management system can really have a positive outcome of the performance of employees (Seiden & Sowa 2011, 250). Research Questions The main research question in the study will be: Does the adoption of performance management systems result in increased employee performance? Other research questions in the study will be: 1. Do employees view performance appraisal systems as positive aspects of the performance management system? 2. What are the critical roles played by managers in ensuring that performance management systems promote employee performance? Research Aims and Objectives The main aims and objectives of the study will be: 1. To determine the perception of employees on the efficiency of performance management systems in increasing performance 2. To determine the perception of managers and supervisors on the efficiency of performance management systems in registering improved employee performance 3. To determine the roles that managers and supervisors need to play in ensuring that performance management systems promote increased employee performance Rationale of the Study As highlighted above, organizations need to ensure that employees register exemplary performance. Notably, the profitability and financial performance of an organization is directly related to employee performance and productivity. The introduction of Employee Performance Management Systems was in a bid to ensure that organizations have systems in place to plan, monitor, and review the performance of employees. Many researchers have linked performance management systems with the increased performance of employees as well as high levels of job satisfaction. Therefore, this study seeks to analyze the perception of supervisors and managers as well as the perception of the employees on the role of performance management systems in improving performance in an identified organization. Literature Review According to Rashidi (2015, p. 211), implementing performance management systems has the potential to register positive outcomes on the performance of employees. Rashidi highlights that performance management systems help organizations to identify the specific roles that each employee should play towards the achievement of organizational goals. However, he is keen to highlight that an ineffective performance management system is likely to result in decreased employee performance. Therefore, performance management systems need to have the right structure and prove to be highly efficient if they are to register increased employee performance. Notably, performance management systems comprise of different processes that an organization must implement well. In a different study by Baloyi, Chan, and Van Waveren (2014, p. 86), it becomes evident that supervisors have a critical role to play in an effort to ensure that performance management systems register positive outcomes. Supervisors and managers need to offer the relevant support to all the employees so that they may understand the purpose of the performance management system. Supervisors and managers should also be able to predict the level of employee satisfaction depending on how they perceive the performance management system. In cases where employees perceive the performance management system positively, the organization will register increased productivity. However, employees who perceive performance management system in a negative way are less likely to promote the productivity of the organization. Kirovska & Qoku (2014, p. 26) support the views of other authors that performance management systems specifically effective performance assessments can promote the sustainability of an organization. Notably, these authors highlight that performance assessment systems may stimulate, excite, and direct all the activities of the organization so that they can conform to organizational goals. Nankervis, Stanton, and Oley (2012, p. 2) explore the realities and the rhetoric of performance management systems and organizational effectiveness. These authors sought to gain an in-depth understanding of how performance management systems influence organizational effectiveness. In their view, supervisors, human resource managers, as well as line managers have a critical role to play in ensuring that performance management systems prove to be successful. In cases whereby supervisors and managers do not play their supportive roles, performance management systems do not register any positive outcomes. According to Seiden and Sowa (2011, p. 252), measuring organizational performance is an important aspect of promoting employee efficiency. The study carried out by these authors focused on non-profit organization and the impact of measuring performance in such organizations. Kumari and Malhotra (2012, p. 80) also explored the impacts of performance management systems on organizational growth. From their study, it is evident that performance management systems can boost employee performance. SECTION 2 Methodology The study will seek to highlight the significance of performance management systems in registering improved employee performance in the Ukrainian public sector. Worth noting is the fact that the Ukrainian public sector faced challenges in appreciating and implementing performance management systems. The study will adopt a qualitative approach in order to determine the perception of supervisors and employees on the importance of performance management systems in promoting efficiency and productivity. Two groups of participants will be identified in this study. The first group of participants will comprise of 20 supervisors identified through purposive sampling from different ministries in the Ukrainian government (Decramer, Smolders, & Vanderstraeten 2013, p. 352). The second group of participants will comprise of employees from different ministries. Prior to the research, the researcher will obtain approval from the public sector docket in order to be able to interview the identified participants. All the participants will be contacted through phone calls, and a warm up session conducted that explains the purpose of the study. After the warm up session, interview dates will be arranged according to the convenience of the participants (Kirovska & Qoku 2014, p. 46). The interview sessions will rely on the semi-structured approach with different questions for the two groups of participants. Thematic analysis of the obtained data will follow data collection. The interviewers will request the supervisors and managers identified in the study to describe their role in ensuring that performance management systems are effective. In addition, this group of participants will describe their experiences and perceptions of the efficiency of performance management systems in promoting employee performance. The interviewers will also seek to understand whether the supervisors and managers have received any form of training on how to implement performance management systems in their respective departments (Kumari & Malhotra 2012, p. 80). The supervisors and managers will be requested to rate the efficiency of the performance management systems from the year of implementation of the current data. On the other hand, the employees will be requested to describe their views on the role of performance management systems in increasing productivity. The interviewers will seek to establish whether the employees perceive the performance management system positively and whether such systems have made any difference in their performance in the recent years. Throughout the study, confidentiality and anonymity will be maintained, and all the participants will sign a consent form before participation in the study (Nankervis, Stanton, & oley 2012, p. 21). Bibliography Baloyi, S, van Waveren, C, & Chan, K 2014, The role of supervisor support in predicting employee job satisfaction from their perception of the performance management system: a test of competing models in engineering environments, South African Journal of Industrial Engineering, 25, 1, pp. 85-95, Academic Search Complete, EBSCOhost, viewed 18 April 2015. Decramer, A, Smolders, C, & Vanderstraeten, A 2013, Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction, International Journal of Human Resource Management, 24, 2, pp. 352-371, Business Source Complete, EBSCOhost, viewed 18 April 2015. Kirovska, Z, & Qoku, N 2014, System of employee performance assessment, factor for sustainable efficiency of organization, Journal of Sustainable Development (1857-8519), 5, 11, pp. 25-51, Business Source Complete, EBSCOhost, viewed 18 April 2015. Kumari, N, & Malhotra, R 2012, Effective Performance Management System For Enhancing Growth, Global Management Journal, 4, 1/2, pp. 77-85, Business Source Complete, EBSCOhost, viewed 18 April 2015. Nankervis, A, Stanton, P, & oley, P 2012, Exploring the Rhetoric and Reality of Performance Management Systems and Organisational Effectiveness -- Evidence from Australia, Research & Practice In Human Resource Management, 20, 1, pp. 1-24, Business Source Complete, EBSCOhost, viewed 18 April 2015. Rashidi, R 2015, A review of performance management system, International Journal of Academic Research, 7, 1, pp. 210-214, Academic Search Complete, EBSCOhost, viewed 18 April 2015. Seiden, S, & Sowa, J 2011, Performance Management and Appraisal in Human Service Organizations: Management and Staff Perspectives, Public Personnel Management, 40, 3, pp. 251-264, Business Source Complete, EBSCOhost, viewed 18 April 2015. Read More