Abstract
This research is mainly focussed on analysing a Performance Management System (PMS) and its impact on the motivational level of employees at the Ministry of Finance and Economic Development (MOFED) of the Republic of Mauritius. A survey was carried out using the convenience sampling technique to grasp the views of the employees. 200 questionnaires were distributed and the response rate was 55%. The results indicate that the main elements of a PMS process which are motivating elements for employees were missing in the organisation: regular feedback, communication and training. Thus, recommendations were made to the top management to market the concept of PMS, improve the communication strategy and feedback strategy, encourage employee participation and recognition, link PMS to pay and training and provide a supporting management who would promote organisational learning.
Highlights
A performance management system (PMS) is viewed as a tool whereby employees develop and achieve high standards of performance through the assistance and guidance of their managers
There is no iota of doubt that a PMS brings along in its trail a manifold of advantages, be it at organisational, management or individual level, and that all these benefits contribute in developing a motivating culture within the organisation
The main purpose of this research is to explore the implementation of the PMS system at the Ministry of Finance and Economic Development (MOFED) of the Republic of Mauritius and to assess whether there are any links between the PMS system and the motivational level of employees
Summary
A performance management system (PMS) is viewed as a tool whereby employees develop and achieve high standards of performance through the assistance and guidance of their managers. There is no iota of doubt that a PMS brings along in its trail a manifold of advantages, be it at organisational, management or individual level, and that all these benefits contribute in developing a motivating culture within the organisation. According to Armstrong and Baron (2005), some employees are dissatisfied with performance rating systems as there is often an absence of clear indices of measurement. They found that managers are unreceptive towards performance management system and dislike form-filling. Some employees might perceive a PMS as a sword of Damocles hanging over their head, as they might feel that by refusing to carry out nonofficial work given by their appraiser, their ratings might be affected
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