| dc.description.abstract | Organizations are investing ever-increasing amounts of resources into performance
management though it is still not clear what they can expect in return or how this might
influence the likelihood of positive system outcomes. An effective performance
management system clearly defines expectations and helps to align employee behavior
with the culture and business needs of the organization. In an increasingly competitive
world, performance management is not optional but rather it is essential for enhancing
organization`s effectiveness and competitiveness. Today`s organizations have to face a
turbulent environment where change seems to be the only constant. To meet this
challenge, organizations are forced to accelerate effectiveness in all activities, be flexible
to changes in the internal and external environment, improve quality and service
delivery, reduce cost and fully use their intellectual capacity. Furthermore, as the
system is becoming more complex, emphasis is given to the process orientation and
cross functional approaches. To succeed, knowledge, skills, experience and perspectives
of a wide range of people must be integrated. There needs to be understanding of the
relationship between strategy, people, organizational design and performance systems
in order for performance management to be achieved in the Public Sector. The
objective of the study was to establish the perceived factors that affect employee
performance management in the City Council of Nairobi. A descriptive research design
was adopted with the total population of the study comprising of 10,600 employees with
7% being from senior management, 27% from middle level management and 66% from
lower level management. Stratified sampling was used for ease of classifying the sample
into the three categories with the sample comprising of 10% from each strata of the
target population. A five point Likert scale questionnaire was used to collect data and
averages, percentages and correlation analysis used. The study found out that the
perceived factors that influenced performance management were understanding of
performance management, stakeholder involvement, continuous monitoring, feedback,
dissemination and learning from results, organizational culture and leadership
commitment. The study recommended that the council should involve all the
stakeholders in coming up with policy decisions that will affect them as this involvement
will help reduce resistance to implementation of the decisions. In addition, to help in
adapting the council`s culture to deliver quality services, the council should allocate
adequate resources for the training and development of its staff. | en |
