Departmental Goals Research Articles

Shades in technological frames: exploring police attitudes toward body-worn cameras in Chicago

PurposeThis study employed technological frames of reference (TFR) theory to explore officer attitudes toward body-worn cameras (BWCs) in the Chicago Police Department (CPD), identifying frames that may undermine compliance.Design/methodology/approachSemi-structured interviews were conducted with 11 officers, focusing on their perceptions of the BWCs’ purpose, adoption catalysts, effectiveness metrics and benefits and drawbacks.FindingsOfficers viewed BWCs primarily as tools for oversight and cited external influences and the department’s desire to be perceived as progressive as key catalysts for BWC adoption. There was widespread uncertainty regarding the criteria CPD uses to gauge BWC effectiveness. The protective feature of the cameras was cited as the primary benefit of the technology, while privacy intrusion and discretion were identified as key drawbacks. Noteworthy nuances were observed across these perceptual domains.Research limitations/implicationsThe study focuses on a single police agency, limiting its generalizability. Nevertheless, it holds value for departments experiencing BWC policy compliance issues and those preparing to implement the cameras.Practical implicationsInsights into officers’ technological frames help identify perspectives that threaten desired use of BWCs and highlight necessary training and policy interventions that align officers' BWC readings with departmental goals to enhance policy compliance.Originality/valueThis study is among the few that employ TFR theory to examine officer perceptions of BWCs in a large urban police agency.

Effect of Leadership on Employee Performance in Rwanda Revenue Authority

The general objective of this research study was to assess the Effect of leadership on employee performance in Rwanda Revenue Authority. The study used a multiple linear regression model. This study used a descriptive research design since it provides a researcher with first-hand primary data that is collected, maintained, and analyzed for the research goals. The current research was compassed by the following specific objectives: To establish the effect of leadership personality on employee performance at Rwanda Revenue Authority; To examine the effect of leadership styles on employee performance at Rwanda Revenue Authority; To analyze the effect of leaders’ competency on employee performance at Rwanda Revenue Authority; To analyze the influence of leaders’ commitment on employee performance at Rwanda Revenue Authority. The target population in this study was 1248 who are staff at Rwanda Revenue Authority (RRA). The researcher used purposive sampling. The sample size of the study was 269 Rwanda Revenue Authority staff selected from the known population of 1248 staff. Simply, in this study data was collected from both primary and secondary sources. The researcher distributed 269 questionnaires to the respondents, however, 265 respondents submitted in their responses while 4 respondents did not submit their responses. 56.2% of respondents strongly agreed that Leaders at RRA are considerate when dealing with subordinates which motivate staff to work and meet deadlines, 31.7% agreed with the statement, none of respondents were undecided, and 8.7% disagreed with the statement while 3.4% strongly disagreed with the statement. About the second item, 25.7% of respondents strongly agreed that Leaders at Rwanda Revenue Authority live a life of integrity at work and outside work which ignites workers to provide a quality work; 27.9% agreed with the statement, 14.7% were undecided, 24.2% disagreed with the statement while 7.5% strongly disagreed with the statement. 62.3% agreed with the statement that leaders at RRA use transformational leadership style to assist employees meet deadlines, 3.8% of respondents were undecided, and 32.8% disagreed with the statement while 1.1% strongly disagreed with the statement. Moreover, 12.1% of respondents strongly agreed that Transactional Leadership is used in Rwanda Revenue Authority by Leaders and have contributed to Quality of work; 86.8% agreed with the statement, none of respondents were undecided, 1.1% disagreed with the statement and none of respondents strongly disagreed with the statement. 63.8% agreed with the statement that leaders at RRA exhibit work expertise which makes also employees to excel in meeting deadlines, none of respondents were undecided, and 11.7% disagreed with the statement while 23.8% strongly disagreed with the statement. Likewise, 32.5% of respondents strongly agreed that Leaders at Rwanda Revenue Authority are results oriented which also encourages all employees to strive for achieving departmental goals; 67.5% agreed with the statement, none of respondents were undecided, none of respondents disagreed with the statement and none of respondents strongly disagreed with the statement. The researcher used questionnaire as data collection instrument. SPSS version 23.00 (Statistical Package for Social Scientists) was used to analyze the coded data.

Absorptive capacity and innovation generation in higher education institutions: the mediating role of inter-functional coordination

PurposeThe purpose of this paper is to theoretically broaden the knowledge-based view (KBV) by examining the significant intermediary role that inter-functional coordination (IFC) plays in acquiring new knowledge and exploiting it throughout the entire higher education institution (HEI) community for innovation generation (INNG).Design/methodology/approachData collected from a survey of 282 lecturers purposively selected from the business schools of 20 HEIs in the Greater Accra region of Ghana was analyzed using partial least squares structural equation model to test the hypotheses proposed for the study.FindingsThe results revealed that IFC significantly predicts teamwork and strong relationships across faculties, departments and units, and has a positive effect on the generation of innovations such as improved curricula, enhanced academic instruction and quality research output. Practically, the findings advise HEI managers to invest resources and efforts at building strong relationships that facilitate collaboration, trust and interactions among varying faculties, departments and units. This will enhance inter-functional knowledge sharing in academia to sustain a competitive advantage and continued relevance.Research limitations/implicationsThere are limitations that must be considered when interpreting and generalizing the quantitative results of this study. Data were collected from faculty staff of 20 public and private HEIs in the Greater Accra region of Ghana. Although the majority of HEIs are clustered in this region, the results may still not be representative of all HEIs in Ghana.Practical implicationsManagers of HEIs are advised to commit to ensuring the management of IFC to promote knowledge sharing across faculties and departments. Managers are also advised to ensure that staff are made to be responsible for their cooperative and integrative teamwork. They are also advised to ensure that faculty and departmental goals are aligned with the overall goals of the university. Staff may also be encouraged to act as partners and not just employees through rewards, incentives and recognition packages.Social implicationsAttention should be focused on creating lateral relations among faculty and department members to achieve internal social capital. They are advised to invest resources and efforts in building a culture of teamwork and connectedness through strong informal networking that facilitate collaboration between faculties and departments while cultivating a shared vision throughout the university.Originality/valueThe main contribution of this paper is that it theoretically extends the KBV by empirically broadening the scope of absorptive capacity (ACAP) beyond its dimensions to include the “collaborative mechanism” (IFC) through which knowledge can be holistically exploited. The paper also contributes to existing literature by examining the intermediary role played by IFC in the relationship between ACAP and INNG in the HEIs domain which has been least discussed in the ACAP literature.

Assessment of Professional Learning Teams: The College of Education Experience

In the recent professional development training, professional learning communities were recognized as a strategy for school development and student achievement. This descriptive exploratory study establishes the practices of PLT in the Education Department, College of Liberal Arts, Science, and Education (CLASE). The researchers investigated leadership and teacher collaboration, professional learning, and development attempts. All 21-full time faculty members were the participants in this study. They answered the 52-item Likert-type questionnaire adopted from Antinluoma, Ilomaki, and Toom (2021). Researchers sent Informed consent forms to the participants before the conduct of the study. Results showed that the academic supervisor is described as a visionary leader who started the positive creation, shared the leadership, and created the commitment to common departmental goals. Change in leadership is seen to have a positive effect. Decision-making processes were collaborative, cooperative, inclusive, and democratic. Relationship among faculty members is based on mutual trust and openness. Each faculty is encouraged to express their opinions. Shared responsibility for faculty members' peer mentoring, encouragement, cooperation, and peer teaching was practiced in both online and face-to-face strategies. Frequent online collaboration and communication were channels of effective professional learning engagements. The findings of this study present how other educational institutions can learn from the data in creating an environment that is proactive for teachers' professional practice, given the background of the professional learning communities' construct by which teachers can gain professional learning and development. The PLT serves as a process from which the department must continuously derive its development mechanism.

Racial Inclusivity in the Spanish Curriculum: A Case for Afro-Hispanic Literature

Racial Inclusivity in the Spanish Curriculum: A Case for Afro-Hispanic Literature Jerry L. Parker Ahead of the recent wave of social justice movements (e.g., [All] Black Lives Matter (#BLM), #MeToo, #StopJewishHate, #StopAsianHate), in 2019 the American Council on the Teaching of Foreign Languages (ACTFL) declared a stance on diversity, equity, inclusion, and belonging (DEIB) in language education. It affirmed that it “values diversity and strives for inclusion across foreign language teaching and learning contexts.” Such a profound statement was a rallying cry for world language teachers, researchers, advocates, and activists to further ensure that all students succeed regardless of where they are from or where they plan to go. While other leading language organizations such as the American Association of Teachers of French (2020) and the American Association of Teachers of Spanish and Portuguese (2021) followed suit with their own DEIB statements, there is still more to be done. This article seeks to add to the growing conversation on DEIB in word language curricula and instructional practices by sharing my experience with integrating Afro-Hispanic literature into an intermediate Spanish II course. Spanish 202 (Intermediate Spanish II) is a general education course required in certain majors at my university. The departmental goal of this course is to review basic grammar such as verb tenses and syntax and to use the language in communicative contexts. The vocabulary is usually a little more specific and geared toward college students’ interests and aspects of daily life. Culture is also normally focused on a more sophisticated study of everyday life in Spanish-speaking countries and facets of literature, history, music, education, and the arts. Students who successfully complete this course should ideally possess a Novice High to Intermediate Low level of proficiency in the language. Although I only detail one unit from the course, this experience was very powerful because it showed how all students, regardless of race, gender, religion, and other aspects of identity, truly do benefit from DEIB efforts in world language courses. This experience also serves as an example for others seeking to follow the same path as it relates to increasing DEIB efforts in their teaching. Particularly in Spanish, it provides a template for integrating the work of Afro-Hispanic authors into Novice and Intermediate level courses. The Reality of Black Students and Languages Just as many English, history, and humanities departments have started to move toward a more culturally inclusive curriculum to retain marginalized students, it is time for world languages to do the same. Additive Curricular Nullification, or the inclusion of discussions or units that promote critical perspectives on issues of language and society are key to advancing social justice in world languages (Reagan and Osborn 249). Ignoring racial diversity in language teaching reinforces the legacies of inequity and exclusion upon which America and the American education school system were built (Anya and Randolph). Hence, saying phrases like “I don’t see color” are perceived as “I want to forget the historical ramifications for your people from when mine and others used it as a means for defining American society” (Anya and Randolph 24). This attitude is not acceptable. [End Page 3] There currently exist larger degrees of diversity (e.g., racial/ethnic, gender and sexuality, socioeconomic) in Spanish language classrooms than what teachers experienced just 25 years ago. The result has become greater emphasis on and understanding of the need for teaching practices that will be received positively and simultaneously align with the learning needs of a wide array of students (Brown et al. 155; Rosa and Flores 175). Although for decades educators have argued that no individual should experience marginalization of their contributions or talents because of their unique attributes, there has historically been and still is disproportionally lower enrollment of Black students in comparison to other racial and ethnic groups in World Languages courses. Likewise, of the number of Black students who do enroll, an even smaller number of them graduate college with a major or minor in a language (Parker 2022). In looking at the data for 2020 and 2021 published by the National Center for Educational Statistics, the number of Black students leaving college with a bachelor’s degree in...

Management by Objective and Organizational Productivity: A Literature Review

The main aim of this study is to examine Management by Objectives as an instrument for improving organizational productivity. Management by objectives is a prominent management technique that cuts across or pervades all human activities, including business, education, government, health care, and non-profit organizations. It is not merely a managerial strategy for achieving well-coordinated managerial goals. Unfortunately, many firms have yet to use this strategy for gaining employee engagement and support. Subsequently, the objective of this research is to look into the connection between objective management and organizational production. More specifically, this paper intends to understand and describe the idea of management by objective (participation, goal setting and performance appraisal) and how it affects organizational productivity vis-à-vis market share and profitability. This study was conducted using the qualitative approach framework which include the review of related literatures in regards to the topic using journals, textbooks and other related document. From the discussion of findings, it was concluded that for any organizations to be productive and achieve sustained success, it must continuously encourage management by objective since it is very essential in attaining and sustaining organizational productivity. We recommended among others that managers should involve employees in setting and identifying short and long-term departmental goals.

Book Review

Book Review

Lessons Learned: Social Determinants of Health Screening Pilot in 2 Urology Clinics.

Unmet social needs lead to adverse health outcomes and contribute to health inequities. Efforts to screen for social determinants of health (SDOH) have occurred primarily within primary care. Here, we describe the feasibility of implementing a workflow for SDOH screening within 2 urology clinics in Charlotte, North Carolina. Our pilot was adapted from the WE CARE Model, which integrates a referral to community resources for patients identified with social needs and an optional followup with a navigator for additional assistance. Patients were screened with the validated Healthy Opportunities SDOH tool to assess food, housing, utilities, transportation and physical safety needs; 40 patients were screened at 2 urology clinics, totaling 80 patients. Surveys were sent to 16 clinicians and staff who participated in the pilot to assess feasibility of implementation. In all, 24/80 patients (30%) were screened for 1 or more social needs, with food and housing being the most frequent; 20/24 patients with social need (83%) successfully received a community resource guide, and 13 of those patients also requested a referral. All survey respondents either agreed or strongly agreed that screening was valuable and allowed them to better understand the needs of their patients. They also felt that understanding SDOH aligns with departmental goals and mission. Our results suggest that SDOH screening within a urological setting is feasible, and dedicated support staff should be available to ensure adequate followup for patients with unmet needs. Future work is needed to expand resources for patients and optimize workflow for clinicians.

The Clinical Training Center: A layered‐learning rotation model to meet departmental goals at a community teaching hospital

AbstractIntroductionQuality experiential education (EE) programs are the mainstay of hands‐on learning for Doctor of Pharmacy (Pharm.D.) candidates, but challenges remain in the health system setting regarding capacity. Layered‐learning practice models (LLPM) provide the opportunity to both increase student capacity and add benefit to the hospital pharmacy department.ObjectivesThe primary objective of this study was to describe a before and after assessment of a rotation practice model change to benefit departmental goals at a community teaching hospital.MethodsThe Clinical Training Center (CTC) model was implemented in 2016 in tandem with a curricular transformation at the University of North Carolina Eshelman School of Pharmacy. Faculty within the hospital pharmacy department developed a model to accommodate an increased student capacity and created a hands‐on, layered‐learning environment to provide direct patient care to non‐rounding clinical inpatient units and decreased staff‐to‐patient bed volumes.ResultsWith the implementation of the CTC rotation model, student capacity on the health systems and transitions of care rotations increased by 2.4‐fold (from 32 student‐months to 77 student‐months per year). The student‐driven care team provided comparable levels of clinical interventions to decentralized clinical pharmacists and increased direct patient contact by 2.2‐fold. Six decentralized clinical pharmacists experienced a 48% decrease in patient volume due to the CTC model. Capacity concerns within the institution were alleviated without the need for additional pharmacist preceptors. Other benefits of the model included peer‐to‐peer learning between different student levels and successful transition to a predominantly online training platform.DiscussionThe CTC model successfully provided hands‐on patient care opportunities to multiple levels of pharmacy students in an LLPM. This model allowed for similar rates of clinical pharmacy intervention to decentralized pharmacists, decreased clinical pharmacist‐patient volumes, and increased face‐to‐face patient contact by pharmacy personnel.

November 2020 Placement Ads

November 2020 Placement Ads

Fronts Matter: The Effectiveness of an “Edited Book” Project in Classical Theory

The instruction of classical sociological theory at Lehman College of the City University of New York (CUNY) underwent significant transformation to make it more activity-based and better aligned with departmental learning goals. The article focuses on the effectiveness of an “edited book” project that came of this endeavor, where students become editors and curate “chapters” on a topic by identifying journal articles from specific sociological traditions to then write the “book’s introduction.” In addition to situating the project within the sociology curriculum and scholarship on sociological literacy, the article presents assessment results that revealed improvement in learning outcomes. The latter suggests that discipline-specific writing and literacy activities can be as effective as informal assignments even in anxiety-inducing courses like theory. This is encouraging given Lehman College’s role as a commuter campus, which makes the instructional strategy applicable in a wide range of programs.

Surgery Resident Perceptions of the Clicker Evaluation System: A Novel Approach to Collecting and Utilizing Clinical Faculty Performance Data

Medical trainees often have a process in place to receive feedback from clinical faculty regarding overall performance. While there is guidance on effective methodologies for faculty to provide feedback for learners, there is a dearth of literature analyzing trainees' evaluation of faculty performance. We sought to identify an effective and anonymous method for surgery residents to evaluate clinical faculty. The Department of Orthopedic Surgery at Virginia Commonwealth University (VCU) Health implemented a novel process to gather annual clinical faculty performance data from residents for the purpose of program improvement starting in 2012. Specifically, residents used a web-based audience response system, also known as a "clicker" system, to evaluate faculty performance over the academic year. During the June 2018 evaluation session, residents also completed an anonymous, 9 question survey to assess the residents' perceptions regarding this clicker evaluation process. VCU Health System, a tertiary care hospital in Richmond, Virginia. All 24 orthopaedic surgery residents at VCU Health participated in the evaluation process and completed the perception survey in 2018. Ninety-six percent (n = 23) of the residents agreed that they are able to accurately rate their attendings' performance, felt confident that their responses remained anonymous, and that their departmental chair values their opinion when evaluating their attendings' performance through the clicker process. Qualitative responses identified anonymity as a strength of the clicker process, while opportunities for improvement included refinement of questions. The clicker evaluation system is an effective and anonymous method for resident evaluation of clinical faculty performance in academic settings. Future steps include refinement of questions based on departmental goals for education, adoption of the clicker evaluation system by other specialties, as well as research into ways to optimize the clicker evaluation process. Additional research should be done to see if and how the clicker evaluation feedback translates into change in clinical faculty behavior.

Perceptions of administrative staff on career advancement realities at a South African university

The necessary training and development to equip staff to fill critical positions accounts for a substantial percentage of the annual budget of universities. This article reports on perceptions on career advancement among administrative staff at a South African university. This study extends the existing body of knowledge concerning the barriers to career advancement at universities. Qualitative research approach was adopted, with the sample consisting of 14 middle-ranking members of the administrative staff, who had been identified for possible senior management posts. Empirical results identified barriers which limit career advancement, namely that there has been a shift from a collegial to a managerial governance model; and that a perceived silo mentality has led to increasing politicisation of the workplace. Furthermore, a lack of managerial skill means that training opportunities and departmental goals are not well communicated to staff members; and inadequate career guidance, retention strategies and opportunities for promotion are all responsible for reducing prospects of career advancement. However, the participants indicated that they had not lost hope and would continue to perform to the best of their ability and even go beyond what was expected of them. Managers should, however, not lose sight of the possibility that morale and productivity will suffer, if talented employees become dissatisfied, and that future leaders may resign, with a consequent failure to achieve departmental goals. The results of this study may serve as a wake-up call to university management: strategies aimed at the retention of administrative staff and at promotion policies need to be revised because the staff that make up this cohort perform essential university services.

Negotiating Quality and Productivity: An Experiential Exercise

This article presents an active experiential exercise that requires participants to negotiate over scarce resources while assigned separate managerial responsibilities. Students explore concepts associated with integrative and distributive bargaining while engaging in a realistic workplace role-play. Students form pairs and assume the role of either (1) a business line manager charged with product line production and profit/loss responsibilities or (2) a corporate finance manager who is tasked with achieving overarching corporate financial goals. Both face budgetary pressures and feel great responsibility for the achievement of their individual departmental goals. Participants must negotiate with each other to attempt to come to some resolution. Teaching notes are provided. The exercise is designed for undergraduate students and can readily be used in courses such as Organizational Behavior, Negotiations, and Leadership.

Optimisation of Human resource Management through Process Re-engineering

In a world of rapid flexibility, organisations must change their priorities from a traditional focus on planning and control to emphasise speed, innovation, flexibility, quality, service and cost. The Human Resource team has to demonstrate their commitment to meet these key business drivers. A major problem confronting Human Resource managers today is to increase line management and employee productivity, provide higher more value-adding levels of Human Resource service and internal customer responsiveness and at the same time reduce costs. What is needed is a Human Resource team that is customer-focused and market-driven in its external relations with customer and process-focused and teamoriented in its internal operations. Only such a Human Resource team can look at the way work is performed across the organisation and seek to make Human Resource processes more logical, effective and efficient. Such an effort is at the heart of Human Resource Optimisation and Process Re-engineering. Business Process Reengineering (BPR) advocates the fundamental examination and redesign of business processes, recognizing that the legacy of scientific management has been the excessive fragmentation of work practices in organisations today. This is reflected in the hierarchical structuring of organisations around functional departments, with individual and departmental goals displacing overall organizational performances. Organisational performance is a result of the effectiveness and efficiency of the actions that an organisation. Effectiveness refers to the achieved outcomes in relation to strategic objectives/goals and customer requirements. Efficiency refers to how economically the organisation's resources are utilized by an activity such as a business process that produces a given output or that delivers a given service. These two fundamental performance dimensions highlight the external and internal reasons for pursuing a specific course of action; that is, effectiveness with a primary focus on customers, and efficiency with a primary focus on internal operations and processes. The research explains the reliance of business process reengineering (BPR) in the improvement of performance in Human resource in the organization. Here, the research try to validate the significance of successful business process reengineering (BPR) process can also construct the successful organization.

SOURCES OF THEORETICAL AND METHODOLOGICAL DIFFERENCES IN THE INTERPRETATION OF THE TERMS "FINANCIAL SYSTEM" AND "FINANCIAL STABILITY"

The article considers two interpretations of the terms “financial system” and “financial stability”. It is shown that the definition of this concept by the monetarists pursues departmental goals and is focused on the priority of the interests of the banking sector to the detriment of the real sector of the economy and population. It is concluded that it is necessary to bring the activities of the National Bank in line with the Constitution of the Republic of Belarus, as well as the inexpediency of creating the so-called “mega-regulator” in the country.

Measuring Activity and Department/Provider Unit Outcomes.

Evaluation relates to both activity and departmental goals. Differentiating these two types of evaluation and implementing them appropriately is a critical role of nursing professional development practitioners. [J Contin Educ Nurs. 2019;50(6):245-247.].

Impact of Rewards Management System on Employees’ Satisfaction in Case of DebreBirhan University Administrative Staffs

Reward management is concerned with the processes of developing, implementing, operating and evaluating reward policies and practices that recognize and value people according to the efforts and contributions they make towards achieving organizational, departmental and team goals. Employee satisfaction is the degree to which an employee has positive emotions towards the work and organization. The objective of the study is to determine the impact of reward management system on employees’ satisfaction in Debire Birhan University administrative staffs in Ethiopia. The sample size of the study contained 280 administrative staffs in the different departments’’ of University. Data was collected using structured questionnaire technique. The data obtained was processed using the statistical package for social science (SPSS) and was analyzed using both descriptive and inferential statistics. The result discussion indicate that there was a moderate significant positive relationship between transparency of reward system and Employees satisfaction (r =0.582, p< 0.00), Fair distribution reward system and Employees satisfaction (r =0.562, p< 0.00). Low significant positive relationship between Equity reward system and employees satisfaction (r = 0.336, p< 0.00); Consistency and continuity of reward system and Employees satisfaction (r =0.388, p< 0.00). The study found that reward management system collectively have significant effect on employees satisfaction. The study recommends that the university reward management system should be transparency, equity, fair distribution and consistency among administrative staffs in the university. The university should be developing channels of communication for making transparency and clarity of reward management system to administrative staffs.

Leadership in Higher Education in Saudi Arabia: Benefits, Constraints and Challenges of Adopting Servant Leadership Model by Department Chairs

Effective leadership is crucial to the success of every academic institution. In Saudi higher education, the pressure has increased on department chairs to achieve the departmental goals required for the general reform of the country. Therefore, the type of leadership that the chairs adopt and express plays a significant role in the progress of the department. Servant leadership is a contemporary approach that has gained increasing acceptance in leadership and organisational literature. From this point of view, this study aims to identify the possible effects of embracing servant leadership by department chairs, and to determine the strengths and weaknesses that the style could bring to the department. A qualitative inquiry using semi-structured interview designed around a vignette was used to elicit the perspectives of 14 department chairs on adopting servant leadership. The finding indicates that servant leadership has positive impacts in the working environment which can be taken advantage of. However, some drawbacks were noted which could impact the department negatively if the style was not used properly. Some challenges for implementing the style also emerged.

Analyzing Factors Attributing To Effectiveness of Performance Management System of a Manufacturing Industry

Performance Management System (PMS) is considered as one of the vital aspects of Human Resource Management. PMS is the focus of study in this paper. The effectiveness of Performance Management System of a manufacturing company in Malaysia has been studied. And for this study, factor analysis is conducted. Different factors attributing to effectiveness of Performance Management System have been extracted and the study highlighted that Reward and Development, Continuous Communication and Departmental Development, Standard and Goal Setting, Developing HR Systems, Policy and Tool for Performance Management, Performance Measurement, Performance Linkage to Payment Decisions, Fairness for Employee Appraisal, Implementation and Employee Control, and Performance Review and Employee Recognition are the factors responsible for PMS Effectiveness. It has been suggested for taking developmental measures to enhance the existing Performance Management System contributing more for the benefits of organization and also for the betterment of the employees of the organization. Firstly, the importance of Performance Management System and the factors attributing to its effectiveness have been discussed in the introduction section. Secondly, relevant literature is being reviewed. It is followed by discussion about the methodology adopted in this study. Fourthly, results pertaining to this study and their analysis have been discussed in detail. Finally, concluding comments have been mentioned.