Employee Performance Management, a Major Factor to Organisational Growth

1.0 Title The working title of the study is initially drafted as - Employee Performance Management, a Major Factor to Organisational Growth. Performance is the central tenet of performance management which means an accomplishment of something or working effectiveness. Within an organisation, performance is realised as three levels namely organisation, process and individual, and the interrelationships among these levels serve as the vantage points of an organisation.

2.0 Research Overview According to Fenwick and De Cieri (1995) and Hitchcock (1992), performance management is the process of transforming strategic objectives into action, monitoring progress, and rewarding results. Definitions of performance management as a holistic, or integrated, strategic approach, thus extending the concept beyond performance appraisal, are now in common use. For example, a process for establishing shared understanding about what is to be achieved, and approach to managing and developing people in a way which increases the probability that it will be achieved in the short and longer term (as cited in Fenwick, De Cieri and Welch, 1999). Further, performance management plays an important role in performance feedback, individual job assignments, development planning and identification of training. From the managers perspective, performance ensures that individual employees or teams know what is expected of them and they stay focused on effective performance (as cited in Stahl, Bjorkman and Cebula, 2006, p. 179). Vance and Paik (2006) also relate that that an effective performance management should entail an ongoing professional and productive organisational learning and so the requirement for the individual expatriate to commit to continual reflection regarding the expatriation experience (p. 258). Performance therefore contributes to the growth and success of the company especially through the combination of competences and expertise within the organisation.

3.0 Research Problem The key question that will be given answer to in this study is: How important performance management is for organisational growth? Other research questions are: 1) What are the benefits and advantages of effectively managing the performance of the employee to the overall growth/development of the organisation? 2) What are the elements of performance management that makes it a precursor to organisational growth? 3) To what extent does organisational growth? effective performance management relates to

4.0 Research Objectives The main aim of the study is to investigate the importance of effective employee performance management to organisational growth. In lieu with this, it is necessary to: Determine the integrality organisational growth of effective performance management to

Distinguish the interplay between organisational growth and performance management

5.0 Research Plan The research strategy that the study will utilize is the descriptive method. A descriptive research intends to present facts concerning the nature and status of a situation, as it exists at the time of the study (Creswell, 1994). It is also concerned with relationships and practices that exist, beliefs and processes that are ongoing, effects that are being felt, or trends that are developing. In addition, such approach tries to describe present conditions, events or systems based on the impressions or reactions of the respondents of the research (Creswell, 1994). This research is also

cross-sectional because of limited time. This research is a study of a particular phenomenon (or phenomena) at a particular time. (Saunders et al, 2003) Accordingly, cross-sectional studies often employ the survey strategy, and they may be seeking to describe the incidence of a phenomenon or to compare factors in different organizations. In this study, primary and secondary research will be both incorporated. The reason for this is to be able to provide adequate discussion for the readers that will help them understand more about the issue and the different variables that involve with it. The primary data for the study will be represented by the survey results that will be acquired from the respondents. On the other hand, the literature reviews to be presented in the second chapter of the study will represent the secondary data of the study. The secondary sources of data will come from published contents from books, journals, magazines and newspapers and online databases.

6.0 References Best, J. W. (1970). Research in Education, 2nd Ed. Englewood Cliffs, N.J.: Prentice Hall, Inc. Creswell, J.W. (1994). Research design. Qualitative and quantitative approaches . Thousand Oaks, California: Sage. Fenwick, M. and De Cieri, H. (1995). Building an Integrated Approach to Performance Management Using Critical Incident Technique. Asia Pacific Journal of Human Resources, 33(3): 76-91. Hitchcock, D. E. (1992). The Engine of Empowerment. Journal for Quality and Participation, 15(2): 50-58. Saunders, M., Lewis, P. and Thornhill, A. (2003). Research Methods for Business Students, 3rd Ed. London: Prentice Hall Financial Times. Stahl, G. K., Bjorkman, I. and Cebula, R. (2006). Handbook of Research in International Human Resource Management. Edward Elgar Publishing. Vance, C and Paik, Y 2006, Managing a Global Workforce: Challenges and Opportunities in International Human Resource Management, M. E. Sharp Publishing.

7.0 Timeframe TASK 1st Read literature Finalize objectives Draft literature review 2nd 3rd 4th 5th Weeks 6th 7th 8th 9th 10th 11th 12th

Devise research approach Review secondary data Organizesurvey Developsurveyquestions Conductsurvey Analyze secondary and primary data Evaluate data Draft findings chapter Complete remaining chapters Submit to tutor and

await feedback Revise draft and format for submission Print, bind and submit

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