DEVELOPMENT OF AN EFFECTIVE AND EFFICIENT EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM USING TECHNOLOGICAL INTERVENTIONS

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

            Today, more organizations rely on their people for success and competitiveness, necessitating the development of techniques for finding, motivating, measuring, assessing, improving, and rewarding employees' work performance. In this regard, performance management and appraisal systems have become crucial in assisting organizations in meeting their productivity targets (Stevers & Joyce, 2020:22).

            Performance management is a procedure that ensures employees focus on their work in ways that help the firm achieve its objective. It is essential for any corporate organization. Actually, numerous forms or systems of performance management exist, according to Armstrong and Baron (2019).A type of performance management form is a performance management system. Supervisors and managers are in charge of controlling their employees' performance. The performance management system should be implemented in accordance with the policies of each firm. Organizations should implement performance management strategies that are congruent with the policy's standards and best match the nature of the job performed and the organization's objective.

            One type of performance management form is the performance management system. The management of an employee's performance is under the purview of supervisors and managers. The performance management system should be implemented in accordance with the policies of each firm. Performance management procedures that are compliant with this policy's standards and best suit the objectives of the organization's mission should be used by organizations. Together, they develop a shared understanding of what needs to be done, an organizational strategy, and key personnel who will ensure that the organization's goals are met. Additionally, performance management is a plan related to every business action that has been formed within the context of the organization's communications, values, and human resources policies.The structure of a performance management plan depends on the circumstances of the firm and might vary from one business to another. The main goal of employee performance management systems is to establish values that encourage teams and individuals to accept responsibility for the continuous improvement of organizational procedures as well as for their own unique knowledge and contribution (Argyris & Schon, 2021). Performance management systems are an all-encompassing process that incorporates many of the elements necessary for effective people management, specifically learning and development. Companies need to reconsider their hiring, training, and compensation practices in order to organize effectively. As a result, employers might promote competition among their workforce. Undoubtedly, people play a significant role in organizations, and one of the most essential management techniques is to invest in personnel. Organizations use a number of human resources software to train, inspire, and improve employee performance (Gungor, 2019). Thus performance Management should be an important step in the organization’s HRM systems to influence employee performance.

            Systems for managing performance focus on intangible assets, which are crucial components including staff expertise and efforts to personalize goods and services. Managers are essential as mentors for the development process, even though consultants may be used to create Performance management systems.The system provides leaders with advice on how to steer the business in the direction specified by the company's vision, mission, and strategic plan.Myres (2021) asserts that employees' opinions about performance management methods are crucial because their views toward the workplace have an effect on their behavior. According to Wu and Lee (2019), employee performance has consistently been a barrier to administrative management, so one of the main goals of every institution is to put in place practical strategies to motivate employees to complete and convey higher-quality work while also boosting organizational competitiveness. The benefit a company can anticipate from discrete behaviors carried out by employees over time has been defined as employee performance. The art of accomplishing a task within the specified parameters is known as employee performance (Aliya & Maiya, 2020). Employee performance must be in line with company objectives that are pertinent to the roles that they have been given (Slocum, 2021). Employee performance is viewed as a key component in assessing a business's performance since it helps the organization achieve its strategic objectives and creates a stronger competitive advantage (Lado & Wilson, 2021). According to Armstrong (2019), the main objective of developing performance management systems is to address subpar job performance as well as maintain and enhance excellent work performance. Companies with established robust Performance management systems and those without one should perform differently in terms of performance in a predictable way.This raises the question of whether the presence and use of performance management systems in a company automatically results in more diligent employees. Femi (2018) conducted a study on performance reviews and worker performance and recommended the need for ongoing performance reviews in order for the PMS to deliver the results that a company had planned.The mere fact that a business has performance management systems in place does not imply that worker competence and effectiveness will follow automatically.

            Femi (2018) asserts that doing performance reviews is a good strategy for enhancing a company's image. However, in order for the assessments to meet the changing demands of the world we live in today, they must be continuously examined and modified.Annual evaluations are ineffective because organizations move too quickly for yearly goals to remain static, people take too long to respond to performance assessments, traditional reviews don't help employees grow, and ranking actually lowers engagement and demotivates employees. It would be easier for the employee to initiate the behavior and put it into practice when Performance management systems alter if additional behavior and outcome components were included.The behavior (input) of the employee and their performance outcomes would therefore need to be carefully considered by the human resource executive as they handle the presentation of their organizational employees, according to Robert (2019). According to Sahu's (2021) opinion, human resource specialists and several academics have concurred that creating performance management systems with appropriate guiding principles should finally result in high work presentation.Systems for performance management were initially developed for cost accounting. This performance quota strategy from a financial point of view was thought to be inappropriate for multidimensional performance management systems. The shift from just financial results to multidimensional presentation gained prominence in the 1970s when the term "Performance management systems" started to be used to obtain funding. Since that time, the concept of performance management systems has been embraced by modern firms that are eager to impact the competencies of their employees.According to Arup (2019), performance management systems primarily fulfill two important goals. They are meant to aid in making educated decisions about organizational matters, like giving employees gratuities, merit rises, and/or promotions. Second, performance management systems are essential for establishing organizational development goals including employee training and feedback creation.

            In the last ten years, this approach to managing people has become more institutionalized and specialized, including traditional methods of performance appraisal into the concept of performance management in an effort to be more extensive and thorough (Porter & Siegel, 2020). Some authors disagree, claiming that the initial purpose of performance management was to monitor employees' development over time, involve people in their work, and motivate and reward them for their efforts (Arvey & Murphy, 2019). Performance management is used by human resource managers to monitor employee performance, which was the only goal of the previous performance appraisal techniques. According to Shores (2020), the process went off the rails at some point, leading to the absurdity of the current approach, which is leading to turnover and disengagement, the exact opposite of what businesses want. As a result, concerns about the annual performance review process and the merit-pay-increase matrix have been made for years.

            In light of the aforementioned context, research on understanding employees' experiences with and views of performance management and assessment systems was essential to the development of a thorough performance management system. A crucial factor in determining a system's long-term success or failure is people's cognitive views about performance management and appraisal systems (Singh et al., 2020:360). If employees are dissatisfied with the system, they are unlikely to participate actively in the process because they see no value in it, which leads to low morale and, as a result, lower production. The purpose of this study is to investigate the development of an effective and efficient employee performance management system via the use of technology interventions: the case of concentrix.

1.2 Statement of the Problem

            Currently, it is believed that the process of evaluating and subsequently actively managing organizational and human performance is essential to the growth and survival of organizations(Heinrich, 2022). Simply copying organizational strategies employed by others can be quite risky, and it's much riskier to implement a strategy just because it's the current managerial fad (Storey & Sission, 2018:229).

Absenteeism, unhappiness, a lack of motivation, and poor working conditions are some of the variables that lead to poor employee performance, but the adoption of good performance management systems can assist to control their effects (Salau et al., 2021). According to Nyaoga et al. (2020), the goal of a performance management system should be to constantly improve organizational performance, which may be done through enhancing individual performance. Therefore, implementing a performance management system to enhance staff performance is essential. It is based on this background that the present study seeks to examine the development of an effective and efficient employee performance management system using technological interventions: case of concentrix.

1.3 Objectives of the Study

            The main objective of this study is to examine the development of an effective and efficient employee performance management system using technological interventions: case of concentrix. Other specific objectives of the study include;

1. To examine the effect of effective  employee performance management system on employee performance in  concentrix

2. To determine the extent at which performance measurements influence employee performancein  concentrix

3. To ascertain the relationship between performance management system and employee performancein  concentrix

4. To ascertain the extent at which  technological intervention influence employee performancein  concentrix

5. To determine the extent at which technological intervention influence employee performance management system

1.4 Research Questions

            The following question will guide this study;

1. To what  extent  does effective  employee performance management system affect employee performance in  concentrix?

2. To what extent does performance measurements influences employee performancein  concentrix?

3. Is there a relationship between performance management system and employee performancein  concentrix?

4. To what extent at which  technological intervention influence employee performancein  concentrix?

5. To what the extent at which technological intervention influence employee performance management system?

1.5 Research Hypotheses

            This study  hypothesized the following;

H01: Effective  employee performance management system does not have affect on the  employee performance in  concentrix.

H02: Performance measurements does not influence employee performancein  concentrix.

H03: There is no relationship between performance management system and employee performancein  concentrix

H04: Technological intervention does not influence employee performancein  concentrix.

H05: Technological intervention does not influence employee performance management system in  concentrix

1.6 Significance of the Study

            The top management of Concentrix and other practitioners should take note of this study because it offered insights on the impact of performance management systems on employees' presentations and how they may be maintained to increase productivity and efficiency.

The government and those who design policies will find the study's findings useful in understanding how performance management influences employee presentation. The research's findings will also provide information on how employees perceive the three performance management system dimensions' influence, and this knowledge will be helpful in formulating regulations.

The results of this study are significant to academics and intellectuals since they will add to the body of knowledge already available on employee presentation in firms and performance management systems.

The results of this study will also be important to scholars since they will serve as a source of reference and provide ideas for future studies on employee performance in firms and performance management systems.

1.7 Scope of this Study

            The study was undertaken in the confine of the concentrix. The study was limited to the employees of the organization and questionnaires used to collect information from them for this study. The whole study took approximately two months. One of the main limitations was the unwillingness for employees to give up some of their time to answer the questionnaire. Additionally, due to the limited time period, the research was restricted to the personnel based on the location of this study.