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Koh, Paulin (2007) Employees Perspectives On Performance Management In A Singapore Public Healthcare Institution. [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

Performance Management (PM) is the strategic and integrated process that delivers sustained success to organisations by improving the performance of people who work in them and by developing the capabilities of individual contributors and teams. Faced with a competitive business environment, public healthcare institutions are under relentless pressure to demonstrate improvements in performance of business objectives. This has made it imperative for effective PM approaches to be developed and applied. Current research has revealed a wealth of information on fundamentals of human resource management (HRM) theories and HRM and PM practices; but greater understanding is required on how employees think and embrace the practices.

The present study attempted to explore employees' perceptions on PM in a Singapore public women and children's hospital through 3 themes-(1) employees' understanding of the hospital's PM system; (2) employees' experiences of the PM system and (3) employees' opinion of the effectiveness of the PM system, including factors contributing to an effective PM system. The research methodology adopted was a qualitative approach utilising interview method to gather data from 20 nursing staff working in the women and children wards of the hospital.

Content analyses revealed that most respondents did not fully understand and embrace the linkages of the hospital's PM system framework. There were mixed feelings with regards to respondents' perceptions on whether the hospital's PM approaches were effective in motivating them towards high performance; and whether their voices were heard and that management responds to it. The 3 factors perceived by the respondents to be most important for developing and applying an effective PM system were 'employees feel valued', 'high regard for employees' and 'employee training and development'.

Implications from the study highlighted the need for greater involvement of staff and development of a partnership relationship between the employees and the organisation in PM and HRM practices. Critical success factors for developing and applying an effective PM system identified by respondents implied the need for employee involvement, recognition, concern, respect, responsive management and investment in training for the employees.

Finally, the study suggested that incorporating employees' perspectives and the needs of its workforce when developing innovations in their HRM practices would reap valuable benefits by way of superior performance for the organisation.

Item Type:	Dissertation (University of Nottingham only)
Keywords:	Human Resource Management Performance Management
Depositing User:	EP, Services
Date Deposited:	08 Nov 2007
Last Modified:	22 Mar 2018 07:35
URI:	https://eprints.nottingham.ac.uk/id/eprint/21300

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