| dc.description.abstract | The banking industry continues to face challenges both locally and globally. These challenges
are eroding their bottom line and the top line is also getting thinner by each advancing year. This
has made top management to look for management practices that could help them receive
maximum returns from the work force. One such practise is performance management.
Performance management is based on the principles of management by agreement or contract
rather than management by command. It emphasizes development and the initiation of selfmanaged
learning plans as well as the integration of individuals and corporate objectives thus
improving overall organisational effectiveness. Implementation ofthe Performance Management
Programme in Barclays Bank to unionised employees has been rejected. Therefore, there is need
to study the involvement of the unionised employees in the implementation process.
The case study was done in Barclays bank Kenya Ltd. And the sample covered 50 unionised
employees and 5 management staff. A questionnaire with structured questions was used and the
data was collected for the study. The data was then analysed and presented using descriptive
statistics. 100% response rate was achieved.
The findings revealed that the majority of the unionised employees have both good knowledge
and awareness of the theory and WOrkingof performance management, and the Barclays standard
behaviours. The research findings also indicated that although a sizeable number of the
"" employees appreciate the performance review and assessment process a significant proportion
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could not see the role and place of the Barclays Behaviours in Performance measurement.
Majority of the unionised employees were not involved in the initial discussions that led to the
implementation of the Performance Management Programme. They also felt that management
did little to encourage their participation and that the programme was hastily implemented.
Most of the unionised employees felt that strong attempts were made to communicate the
Performance Management message through training workshops, regular team meetings and
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through written communication such as booklets, and circulars. However, they felt that
implementation was rushed before the concept was well understood and buy-in achieved. They
also opined that the programme was not concordant with local conditions.
The results from the study also revealed that implementation of the Performance Management
Programme has been affected by perceived poor management practices. There is also discontent
regarding setting of objectives, measurement of achievement, and rewarding of achievement.
The unionised employees feel that management is irresponsive and does not often include them
in the performance management cycle/process. They also feel that the management, who do not
seem to have strategies to correct any deviations from set standards, offers little feedback and
coaching.
In conclusion, a thorough audit of the programme needs to be undertaken and unionised
employees sought and collated. It will be useful to look at the performance contracts/SMART
objectives in place and the latest performance reviews analysed to ensure consistent application
of standards and objectivity in assessments. The Line Managers, Supervisors, and Union leaders
need to be retrained. The leaders should then be empowered to coach or train the unionised
employees through both formal and informal workgroups.
Lastly, management should endeavour to cultivate trust through clear objective setting and fair
performance reviews and assessments. There also needs to be very objective linkages between
achievement and rewards. Where possible the management need to show that there is a direct
link between the individual performances to organisational performance. | en |
