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加拿大dissertation:The Ministry of Community Development [15]

论文作者：英语论文论文属性：文献综述 Literature Review登出时间：2015-04-28编辑：g790726705点击率：17574

论文字数：5611论文编号：org201504241108464584语种：英语 English地区：加拿大价格：免费论文

关键词：

摘要：特立尼达和多巴哥的国家社区发展部是其最大的公共服务部门，本文通过调查研究发现国家社区发展部在绩效管理中存在的问题，并提出解决建议。

employee development revealed that 60% of the employees assessed are in support of the hypothesis that the PMS is needed for their individual development. However, the respondents identified areas in hypothesis 5-10, (see table 1) which questions whether the PMS which they so depend on for individual development is being effectively managed in the Ministry. The objective of this part of the research is to establish whether or not the performance management system in the ministry is designed to improve the performance and development of the employees, or is the PMS in the ministry aligned to focus on the organisational structure rather than focusing on the employees.


Schwartz, 1999 described an effective PMS as one which: must be able to informs employees of areas in which they excel and areas where they can improve; it helps employees improve performance, increase productivity and experience personal satisfaction; it provides the organisation with information for human resource planning which involves strategies for motivating, rewarding and training its employees.


Based on the low levels of support regarding the effectiveness of some key activities of employee development such as reward and recognition, motivation, training, provision of tools and equipment, and managing underperformance, and literature providing key information on employee development and the PMS, it can be deducted that the PMS in the ministry neglects to account for the development of the employees.


This goes against performance management principles outlined in the performance management manual in the public service, which also according Torrington and Hall (1998) PMS is a system for developing employee performance, and that performance management is a shared view between the manager and the managed to gain a clear view of what is expected of the employee.


4.4 LINKING EMPLOYEE PERFORMANCE TO ORGANISATIONAL PERFORMANCE


The dimensions assessed in this regard were the need for:

  • Having a clearer understanding of the ministry's performance.
  • Translating organisational goals into individual goals
  • Identifying what impact the employee has on the ministry overall performance.
  • Informing employees of the, ministry's performance
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