Performance Management Practices and Employee Performance at Office of the Prime Minister in Uganda
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The study examined the extent to which selected performance management practices influenced employee performance at the Office of the Prime Minister (OPM) in Uganda. The study was motivated by the lack of empirical evidence on the influence of performance management practices on employee performance since performance management system was introduced at OPM in 2002. Four objectives were pursued in conducting the study including: To examine the extent to which performance planning influences employee performance at OPM; To examine the extent to which performance appraisal influences employee performance at OPM; To examine the extent to which training influences employee performance at OPM; and To examine the extent to which performance rewards influence employee performance at OPM. A case study design was used. A sample of 159 persons was selected for this study, and a response rate of 79.8% was realized. The findings revealed that the influence of performance planning on employee performance at Office of the Prime Minister was very weak but statistically significant (r = 0.187 and p = 0.046). It was established that the influence of performance appraisal on employee performance was very weak with no statistical significance (r=0.109 and p = 0.248). It was further established that there was no evidence that training influenced employee performance (r=0.058 and p = 0.538). Finally it was established that the influence of performance rewards on employee performance at Office of the Prime Minister was weak but statistically significant (r=0.342 and p = 0.0001). On the other hand, a multiregression analysis of the IV and OV showed that 25.9% variance in employee performance could be explained by performance management practices. These findings suggested that to achieve sustained high levels of employee performance there was need to correspondingly intensify the performance management interventions carried out. They further suggested that it was possible for employees to perform to their best if management could put in place the right strategies and policies at the work place. It was recommended that OPM continuously reviews the intensity with which its performance management measures were being implemented for improved and sustained employee performance.