Literature Review On Performance Management Performance

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LITERATURE REVIEW 2.1 Introduction This chapter reviews the relevant literature for the study. The literature looks at the theoretical literature, empirical literature, performance management practices and implementation in Ghana, and the conceptual framework. 2.2 Theoretical Literature 2.2.1 Performance Appraisal Systems Employee performance appraisal refers to an opportunity to take an overall view of work content (loads and volume), and look back at what has been achieved during the reporting period and agreed objectives for the next planning period (Lai, 2011). To this end, the performance appraisal system is an evaluation of individuals work performance and their potential to develop with the objective of improving their future performance.…show more content…
2.2.3 The Concept of Performance Management It has been claimed that performance management brings a multitude of benefits to the organization and its employees (Roberts, 2014). These include the opportunity to ensure that staff pursue goals that are aligned with the wider organizational objectives set by senior managers; the provision of objective assessment and regular feedback, which it is assumed will improve learning; heightened commitment and motivation; improved career management through the identification of training and development needs; the creation of legal documentation for use in the cases of discrimination, grievance and disciplinary processes or wrongful dismissal; an improved correlation between remuneration and organizational performance, through linking appraisals to performance-related pay; and an overall increase in organizational performance (Folorunso,…show more content…
Although Ammons et al., (2013), emphasized this evaluative idea in defining the performance domain, they still maintain that job performance is behavior, and not results. One further element of performance is that, the behaviors must be relevant to the goals of the organization (Angwin, 2012). Other researchers have stated that, even though specific dimensions of job performance can be conceptualized, there is utility in using a single, general factor (Armstrong,
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