An Evaluation of the Effectiveness of Performance Management within Public Sector Organisations

Abstract

This thesis adopted an inductive, interprevistist with aspects of realist, mixed method approach to evaluate the effectiveness of Performance Management (PM) within four Organisations. Three of the organisations are part of the Public Sector (PS) whereas the other is sub-contracted by the Government to deliver a contract on behalf of Department of Work and Pensions. The methodology of the study consisted of semi-structured interviews and questionnaires. A sample of 6 employees was interviewed and a sample of 34 employees completed the questionnaire. These were conducted in order to evaluate the use of PM within the organisations and explore the effectiveness of the processes used within PM with specific focus on the Appraisal System and 360 Degree Feedback. Findings of the study propose that PM is present in all organisations researched and plays a part within all departments; however there is still an issue of managers viewing PM as an integral part of their role. Another key finding highlighted the influence of Organisational Strategy in the effectiveness of PM using the business vision to heighten employee engagement and performance. The study also indicated the PM processes studied; the appraisal system and 360°F have visible benefits and drawbacks. The appraisal system plays a significant role in PM however there are significant improvements to be made in the implementation.