Is performance management applicable in developing countries?

Abstract

Purpose -To test whether performance management is a useful management tool for organisations in developing countries. Design/methodology/approach -Firstly, an overview is given of the status of performance management in developing countries and in particular in Africa. Secondly, prescriptive empirical research, in the shape of a case study at the Tanzanian College of Business Education, is used to test whether performance management is a useful technique for organisations in developing countries. Findings -It seems clear from the case study that the management technique of performance management is suitable for organisations in developing countries to try out. At the same time, the case study also makes clear that performance management, and especially the fostering of performance-driven behaviour, cannot be implemented lightly and should not be underestimated. Its takes continuous attention, dedication and in particular stamina from management to keep focussing on performance management in order to keep it "alive" in the organisation. Research limitations/implications -Performance management was only tested at one organisation in one developing country. More research is needed to identify the manner in which performance management can be implemented in other types of organisations and other countries. Practical implications -Performance management has been proven to improve the performance of western organisations. The case study in Tanzania gives an indication that the same might be true for organisations in developing countries. This gives management of organisations in these countries the incentive to also start improving the results of their organisation by implementing performance management. Originality/value -There is not much known yet about the factors influencing and behavioural changes needed to make performance management a success in organisations in developing countries. The case study provides insight into the suitability of performance management and the importance of performance-driven behaviour for organisations in these countries.

The Role Of Supervisor Support In Predicting Employee Job Satisfaction From Their Perception Of The Performance Management System: A Test Of Competing Models In Engineering Environments

“…It is shown that only 5 per cent of studies have tried to test institutional theory empirically in developing countries [10]. De Wall [11] stated that performance management is one of the institutional theories "whose validity needs to be tested in an emerging country's context, as this context can be more dynamic and be completely different from a developed country's context". Moreover, it is found in the literature review that most studies on performance management and employee job satisfaction are performed in industries that have less complex technologies.…”

Understanding Challenges of Performance Measurement in a Public University: Evidence from Sudan

“…This is consistent with the problems of PM identified by the interviewees. Several prior studies found that if there is no link between the PMS and the evaluation and rewards system, organisational members will not be evaluated and rewarded for their good performance (De Waal, 2007;De Waal & Counet, 2008;Karuhanga, 2010). This situation might lead organisational members to consider issues regarding the PMS as not being very important.…”

“…Performance measurement refers to the use of financial and non-financial information by managers to make decisions pertaining to organisational activities with a focus on the pre-determined goals (De Waal 2007;Karuhanga, 2010). Therefore, performance measurement refers to the set of actions put in place to determine the extent to which an organisation is achieving its pre-determined targets (Amaratunga et al, 2001).…”

“…The use of performance measurement systems (PMS) in organisations in the developing countries is steadily increasing especially in Africa (De Waal, 2007;Karuhanga, 2010 ). De Waal (2007) cited a number of studies, which showed that there is an increasing interest in performance measurement and management in several countries in Africa, such as Burkina Faso, Egypt, South Africa, Kenya, Ethiopia, and Ghana.…”

“…De Waal (2007) cited a number of studies, which showed that there is an increasing interest in performance measurement and management in several countries in Africa, such as Burkina Faso, Egypt, South Africa, Kenya, Ethiopia, and Ghana. However, no study has been conducted to investigate PMS practices and the challenges of PMS in public universities in Sudan (De Waal, 2007). The slow speed of using performance measurement in higher education institutions is a critical issue that is worthy of more study (Bogt & Sacpens, 2009Wang, 2010).…”