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dc.contributor.advisorKilika, J. M.
dc.contributor.authorKogi, Samuel K.
dc.date.accessioned2014-06-27T13:02:57Z
dc.date.available2014-06-27T13:02:57Z
dc.date.issued2014-06-27
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/10184
dc.descriptionDepartment of Business Administration, 73p. 2014en_US
dc.description.abstractAn Aberdeen Group survey 2004(as cited by Markus, 2004) of managerial and technical employees in service organizations found that 99% had some form of performance evaluation. Watson 2004(as cited by Markus, 2004) survey found a participation rate of approximately 90%. In a 2003 international survey of businesses of all sizes, 59% reported using some form of performance management tool, an increase of 18% compared with a similar survey two years earlier. It is obvious from the recent surveys and the high rate of change that performance management systems are not satisfactory in most businesses (Leanne 2004). This research seeks to explore the challenges that have contributed towards poor implementation of performance management systems. The main objective of the research was to investigate the factors that can be addressed to make performance management systems more effective. The role of employees, management style, the organization culture and structure in the implementation of performance management was investigated to establish their contribution towards effective and efficient performance management systems. This research sought to contribute towards improved implementation of performance management systems in organizations and contribute towards the body of knowledge in the area of implementation of performance management. The population of this study comprised of 42 managers and supervisors and 28 employees of Railway Training Institute (RTI). The study adopted descriptive survey design to collect data on the issues relating to the role of employees, culture, and structure and management style in the implementation of performance management system. Questionnaires with both open and closed ended questions were used to collect the data at both supervisory and employees levels. The questionnaires were administered through drop and pick method, to all the employees. Data collected was analyzed using the aid of Statistical Package for Social Sciences (SPSS). The study concludes that that employees should understand what is expected of them to perform optimally, the respondents agreed that in this organization, employees are commitment to their work and are keen on improving, but also at RTI employees know how their goals contribute to the organization objective. The study further concludes that the role of employees is considered important in the implementation of performance management in organization although not highly. The study recommends that the role of employees should be improved performance. The respondents agreed that in this organization, employees are committed to their work and are keen on improving, but also at RTI employees know how their goals contribute to the organization objective. The study further recommends that the role of employees is considered important in the implementation of performance management in organization. The study further recommends that the activities in the organization be made more clear-cut. The respondents agreed that there is a clear career path for members of staff in this organization, the respondents agreed that .The flow of information and communication within and across function is smooth at RTI and that everyone in this organization knows what they are responsible for and how they contribute to the organization.en_US
dc.description.sponsorshipKenyatta Uiversityen_US
dc.language.isoenen_US
dc.titleFactors contributing to implementation of performance management systems in organizations: a case of Kenya railways training instituteen_US
dc.typeThesisen_US


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