Ogungbadejo, AO
2019,
Performance management implementation and the elements shaping performance management in selected oil and gas companies in Nigeria
, PhD thesis, University of Salford.
Abstract
Over the years, the changing business environment, highly competitive market, workforce demographics, and the ever-increasing demand on performance has driven organisations to come up with innovative ways to measure and manage employee performance. To manage these challenges, performance management has emerged as an efficient management tool. Along with the associated performance management implementation, well-implemented concepts are used strategically to create value for organisations, shareholders and employees. Hence, the oil MNCs adopted new performance management concepts by redesigning their performance management to make it real-time, continuous, interactive and more meaningful for their businesses. Rather than the traditional mode of appraisal process with once-in-a year goal-setting and feedback procedures.
However, the implementation of performance management in these oil MNCs have been affected by several elements such as, top-down bureaucratic mode of operations, employees’ involvement, employees’ fragmentation, lack of trust in the implementation, and appraisal satisfaction, more particularly, the perception about appraisal ratings and reward system. One of the major undermined factors driving employees’ perceived fairness of performance management process is their dissatisfaction in the reward and recognition system, which describes the expectations between employees and the management, what each gives and expects in return from the other. This thesis examines how performance management is implemented in three oil MNCs and perceptions of the process.
A qualitative research design was adopted to gain in-depth knowledge of performance management implementation and the perceptions of the process. Semi-structured interviews were used to ascertain how performance management is implemented and the perceptions of the process both at management level and employees’ level. The level of implementation and perceived fairness differs between the three oil MNCs, management and staff levels. Management perceived it as both organisation and shareholders driven, the employees perceived it as shareholders driven and not for employee’s development, particularly, not when operating a two-tier employment relationship (permanent and non-permanent staff), whereby only the few permanent employees are officially appraised and rewarded, while the nonpermanent staff who formed the large proportion of the workforce are outside the purview of performance management process.
xv
Drawing upon theories underpinning performance management and the integrated approach to performance management implementation, this thesis proposes a framework for effective performance management implementation in practice by looking at the same concept from different perspectives. The management of the three oil MNCs have commitment towards effective performance management implementation but need to understand performance management as a concept more integrated than they currently do. Such an understanding would enable them to implement the concept more effectively down the companies, thereby engendering increased employees’ commitment to performance management implementation.
This study makes important conceptual contribution through the empirical evidence and existing theoretical framework to assimilate current knowledge and chart a course for more effective and successful implementation of performance management, in the developing nations, the Nigerian oil and gas industry.
The research concluded that implementing performance management enhances employee performance through setting individual objectives that are derived from overall organizational goals and identifying skills gap which are addressed through trainings thus increasing staff competence levels.
Actions (login required)
 |
Edit record (repository staff only) |
Tools
Tools