INFLUENCE OF PERFORMANCE MANAGEMENT ON THE PERFORMANCE OF TELECOMMUNICATION INDUSTRY IN KENYA
DOI:
https://doi.org/10.47941/hrlj.281Keywords:
performance management, performance, telecommunication industryAbstract
Purpose: The purpose of this study was to establish the influence of performance management on performance of telecommunication industry in Kenya
Methodology: This study adopted both descriptive and correlational research designs. The study population was 300 senior management employees in all the four telecommunication firms in Kenya, which include, Safaricom, Airtel, Telkom and Equitel. The study used proportional sampling in selecting the managers from the four telecommunication firms. A sample size of 150 was arrived at using Fisher formula. Primary data was collected using structured questionnaires. Simple and multiple regression models were used to analyze the data using statistical package for the social sciences (SPSS version 20). Descriptive and inferential analysis was used to analyze the data.
Results: Correlation analysis showed that performance management and the performance of telecommunication industry are positively and significantly associated. Further, regression analysis indicated that performance management has a positive and significant effect on performance of telecommunication industry in Kenya. The hypothesis results indicated that there is a significant relationship between performance management and the performance of telecommunication industry in Kenya.
Recommendations: Based on the findings, the study recommended the need for telecommunication firms to strengthen their performance management aspects. These are: enhance employee rating, setting standards for employees, fostering teamwork among personnel, encouraging communication between employees and management and effective planning in the organization. The strengthening of these aspects will result to improved performance in the telecommunication industry.
Downloads
References
Armstrong, M., & Baron, A. (2004). Managing Performance: Performance Management in Organizations.
Broadbent, J., Dietrich, M., & Laughlin, R. (1996). The Development of Principal Agent, Contracting and Accountability Relationships in the Public Sector: Conceptual and Cultural Problems. Critical Perspectives on Accounting, 7 (4), 259-284
Brown, M., Hyatt, D., & Benson, J. (2010). Consequences of the Performance Appraisal Experience. Personnel Review, 39(3), 375-396
Carr, J. B., & Brower, R. S. (1996). Principal-Agent as an explanation of Non-sanctioned Organisational Behaviours: is the theory useful. Academy of Management Proceedings, 26(8), 323-327
Dimba, R. (2008). The effect of Strategic Human Resource Management practices on organizational performance of Manufacturing Multinational companies in Kenya. The mediating role of employee motivation. Unpublished doctoral thesis. University of Nairobi.
Elgie, R. (2002). The Politics of the European Central Bank: Principal-Agent Theory and the Democratic Deficit. Journal of European Public Policy, 9(2), 186-200.
Gupta, V., & Kumar, S. (2013). Impact of Performance Appraisal Justice on Employee Engagement: A Study of Indian Professionals. Employee Relations, 35(1), 6178
Kamau, A. W. (2015). Competitive Strategies Adopted to Drive Performance by Firms in The Telecommunications Industry In Kenya. Doctoral dissertation, University of Nairobi.
Kumar, S. & Gupta, V., (2013). Impact of Performance Appraisal Justice on Employee Engagement: A Study of Indian Professionals. Employee Relations, 35(1), 6178.
Lohman, C., Fortuin, L., & Wouters, M. (2004). Designing a Performance Measurement System: a Case Study. European Journal of Operational Research, 156(18), 267-86
Moe, T. (1984). The New Economics of Organisation. American Journal of Political Science, 28(4), 739-777.
Monari, D. G. (2017). Influence of Performance Management Initiatives on Service Delivery in State Corporations in Kenya (Doctoral dissertation).
Nzuve, S., & Nyaega, G. (2013). Application of Balanced Scorecard in Performance Measurement at Essar Telecom Kenya Limited. . Available at SSRN 2231330.
Oluoch, J. O. (2013). Influence of Best Human Resource Management Practices on Organizational Performance: a Case of College of Humanities and Social Sciences University of Nairobi, Kenya . Doctoral dissertation, University of Nairobi.
Rees, R. (1985) .The Theory of Principal and Agent: Part 1.Bulletin of Economic Research, 37(1), 3 - 26.
Romle, A. R., (2006). The Relationship between Management Practices and Job Satisfaction: The Case of Assistant Registrars at Public Institutions of Higher Learning in Northern Region Malaysia, the Journal of Human Resource and Adult Learning, 72-80.
Downloads
Published
How to Cite
Issue
Section
License
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.