A critical evaluation of the effectiveness of the current performance management initiative at the Cayman Islands National Archive: exploring how it assists the organisation to achieve its strategic objectives

Seymour, Josette K. (2007) A critical evaluation of the effectiveness of the current performance management initiative at the Cayman Islands National Archive: exploring how it assists the organisation to achieve its strategic objectives. MSc dissertation, University of Portsmouth.

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    Abstract

    This research seeks to extend the understanding of performance management by critically examining the effectiveness of performance management at the Cayman Islands National Archive, in the context of the Cayman Islands, and to explore the extent it aids the organisation to accomplish its business objectives. Findings revealed that the current system is fraught with pitfalls and the organisation conducts only a sub-set of performance management; that of performance appraisals, which is viewed as an annual mechanistic form filling event. Employee interviews revealed that objectives were pitched at unattainably high levels. There was misalignment of goals, lack of congruence in conducting appraisals, undue emphasis on hierarchical structure and defined boundaries within sections. Dimensions of organisational culture, such as set procedures and deep-rooted beliefs in conjunction with short-term residential status of expatriate employees, acted as barriers to performance. Few facilitating factors were discovered. Organisational change was found to be the catalyst for much of the concern and discontent conveyed by employees. Employees expressed feelings of being blocked by the organisation, leading to alterations in employee behaviour and attitudes, and as a consequence to declines in levels of commitment, job satisfaction, morale, breakdown in communication, feelings of distrust and indifference to the organisation. In contrast, managers purport that employees do not take performance management or appraisals seriously, and that some employees view this process as a means of gaining financial reward as opposed to meeting targets and taking ownership of their work. Recommendations for increasing the effectiveness of performance management include opening channels of communication, training and support for line managers, intrinsic and extrinsic motivators such as recognition, increased responsibilities, and strengthening the link between performance and reward. Expected business benefits may include genuine and lasting employee improvements, greater employee engagement with and commitment to the organisational objectives, and a more effective organisation.

    Item Type: Dissertation
    Departments/Research Groups: Portsmouth Business School > Organisational Studies and Human Resources Management
    Depositing User: Jane Polwin
    Date Deposited: 20 Jan 2011 12:48
    Last Modified: 28 Jan 2015 11:14
    URI: http://eprints.port.ac.uk/id/eprint/611

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