Performance Management Practice and Employee Performance in Simon Diedong Dombo University of Business and Integrated Development Studies (SDD-UBIDS)

Abstract

This study explores the influence of Performance Management Practices (PMP) on employee performance at SDD-UBIDS through a qualitative study design. The theories used in the study were Theories X, Y, Z, and stakeholder theory. Using a census approach, the research engaged 71 participants. Data collection was conducted through open-ended questionnaires and in-depth interviews and analyzed using qualitative methods. The findings indicate that 86% of the respondents identified annual performance appraisals, while 14% cited promotion assessments (14%) as the nature of PMP, respectively, in the study institution. Respondents reported varying impacts of PMPs on employee performance: 35% noted a significant effect, 28% observed a moderate effect, 24% reported a minor effect, and 9% saw no effect. Furthermore, all respondents (100%) acknowledge challenges in the implementation of PMPs at SSD-UBIDS. Finally, 20% mentioned constant feedback, 25% stated quality consultation, 12% discovered effective stakeholder participation, 8% indicated avoidance of outdated PMPs, and 35% mentioned effective MP policy implementation, sensitization of employees, and regular monitoring of performance management activities were strategies identified to enhance PMP in the study institution. The study concludes that addressing the identified challenges and fostering inclusive practices will substantially improve employee performance and institutional effectiveness at SDD-UBIDS. Thy study recommends strengthening PMPs by enhancing management commitment and implementing performance management strategies effectively. Involving all relevant stakeholders is essential to ensuring accountability and transparency in the execution of PMPs.