A motivated workforce is crucial for the success of an organization. Increasing employee performance is a key ingredient to a successful organization. Effective leaders should therefore be able to motivate their subordinates. How can leaders use vision, empowerment, culture, and ethics to increase employee performance main subject of this thesis. “Vision represents a leader's idealized goal that is shared with followers” (Johnson 2009). Strong visions are inspiring, and associated with higher organizational performance. Transformational leadership articulate an appealing vision of the future, challenge followers with high standards, and provide encouragement and meaning for their work (Johnson 2009). Empowerment is an important element that leaders can utilize to increase employee performance in organizations. Empowerment refers to individuals’ self-motivating mechanisms and consists of meaning, competency, self-determination, and impact (Spreitzer, 1995). Employees who are empowered reported high job satisfaction, organizational commitment, and decreased turnover rates (Sparrowe, 1994; Koberg et al., 1999). Ethical leaders are leaders with right values and strong character that set examples for others and withstand temptations (Freeman & Steward 2006). Ethical leadership behavior has been found promote employee attitudes and behaviors and increase task significance, resulting in improved employee performance (Piccolo et al., 2010). “Organizational culture is defined as patterns of shared values and beliefs over time which produces behavioral norms that are adopted in solving problems” (Owens 1987; Schein, 1990). A strong organizational culture inspires, motivate, and enable employees to perform at a high level and work towards a common objective.

M.P.H., Faculty of Health Sciences, University of the Witwatersrand, 2011 / Background: This study seeks to determine knowledge and attitudes of operational supervisors on the performance management system, at Mopani district hospitals in Limpopo Province. This is owing to the fact that literature indicates that poor management of performance is still found among experienced managers. Employees‟ perception is that managers/supervisors lack proper understanding with regard to implementation of management performance system, due to lack of training and use of predefined ratings. Material and Methods: A cross-sectional descriptive study was carried out in the district hospitals of Mopani district for a period of two months (March to April 2010). The study targets operational supervisors because they directly supervise many employees (5 to 8) and are at the front line of service delivery, interacting daily with community members. Results: A response rate of 54% (88/162) was achieved. Operational supervisors with less than ten years of experience scored higher in both positive attitude and knowledge on performance management system, as compared to supervisors with more than ten years of experience. There is no statistical significance difference with all questions relating to perceptions. Conclusion: The finding of this study has led to the following recommendations being made: a) The provision of regular in-service training on implementation of the performance management system with special attention being given to operational supervisors, to assist in adherence to some form of quality control. b) Setting up of a task team to conduct regular audits on the implementation of performance management system in all departmental institutions hospitals to ensure that quality service delivery is provided to clients.

Submitted in fulfilment of the requirements of Master of Arts in the Department of Social Work in the Faculty of Arts at the University of Zululand, South Africa, 2013. / The study investigates the implementation process of the Employee performance management development systems policy within the Department of Social Development, attitude of staff and policy makers towards whether or not it is achieving its goals, the strengths and constraints in its implementation as a way to improve it. This study is conducted with an aim of coming up with solution to the problem or to identify drawbacks and establish if the policy is implemented correctly with the required tools for the purpose of improving service delivery. Since the EPMDS aims at organizational development and efficiency, this study will investigate if social workers are delivering their services to their best and to find out it is the right tool in the grooming and career pathing of social workers. The study reveals that there has been some dissatisfaction the way in which retention strategy was implemented, thus roll out campaigns are highly recommended for the provision of clarity provision of information on how it was implemented by the implementers. It explores the processes involved in implementation of Employee Performance Management Systems (EPMDS) it also identify what tools are used in the identification of other support mechanism and implementation of EPMDS mechanism. It establishes challenges that exist in the implementation and gain from participants possible recommendations for successful implementation of EPMDS. The study also establishes if there is integration of EPMDS with Integrated Service Delivery model (ISDM) and Situational Leadership Supervision Model (SLS), and focuses in the investigation of how Retention Strategy was implemented. The researcher utilizes evaluative research because the study aims at evaluating how EPMDS policy has been implemented within the Department of Social Development .Evaluation research, frequently referred to as program evaluation or practice evaluation, involves searching for practical knowledge in considering the implementation and effects of social policies and the impact of programs.

No description available.

In order to understand if and how employer branding influences employees’ work behaviours and enhances employees’ ability to contribute to organizational productivity, effectiveness, and competitiveness, one needs to examine its functionality and capacities beyond that of employee attraction and retention to that of employee development, engagement, and performance. This research aims to do that by answering the following questions:1. What are the factors present in the content and delivery of employer brand promises and how might they influence employee performance?2. What influence does employees’ perceived level of employer brand promise fulfilment by their organization have on their level of organizational citizenship and task performances? A mix method case study was conducted on one of Canada’s best-of-the-best employers. In total, 19 managers were interviewed and 316 employees were surveyed. Five themes emerged to reflect the employer brand promise content factors that could influence performance. They are the factors of personal sustainability, personal connectedness and belonging, opportunities and growth, personal stake and influence, as well as significance and esteem. Three themes emerged to reflect the employment benefit materialization factors. They are brand championship, branding control, and stakeholder selection and interaction. Quantitative results suggest that as a whole, statistically significant, positive, and generally weak to moderate influence exists between employees’ perceived level of employer brand promise fulfillment and their organizational citizenship performance. The influence on task performance is much weaker. However, there is stronger indication that employees’ perceived fulfillment of employer brand promises positively influences their perception of 1) their employment experience as being desirable and distinctive, 2) their organization as being a great place to work, 3) their happiness to spend the rest of their career at the organization, and 4) their lack of frequency in thinking of leaving the organization, and these positive perceptions, in turn, further influence employees’ organizational citizenship and task performances.

Employee satisfaction and performance are a major determinant of the corporate culture of a property. Discussion of whether or not this statement is true within the kitchens of The Ritz Carlton Hotel in New Orleans is the basis for this study. By using the corporate mandated tools (the annual employee satisfaction survey and the employee performance appraisals) the determination of this question was confirmed. However, there were some great concerns about the validity of the two tools. The tools showed a definite relationship between the employee satisfaction survey and the performance appraisal, as well as a negative employee perception of the communication from managers on certain topics.

<p>The main purpose of this study was to” assess the role of work motivation on employee performance”. This study in an assessment of this purpose used deductive approach in which a qualitative survey was carried out among students at of Umeå Business School (USBE) who are assumed to be future employees .The survey was intended to get their responses on what they feel is (are) the best factors that could motivate them as future employees among a list of ten motivational factors. In this light the study sets to identify the most ranked factors among the ten motivational factors.</p><p>The analysis from the empirical findings showed that Job satisfaction”was the most ranked factor for both sub groups that made up the sample survey. However a study from previous researches used in this study showed that different results could be obtained from different groups of already working employees. This study therefore can be seen as an introduction to a more detailed study to be carried by future researchers on the field of employee’s motivation.</p>

The main purpose of this study was to” assess the role of work motivation on employee performance”. This study in an assessment of this purpose used deductive approach in which a qualitative survey was carried out among students at of Umeå Business School (USBE) who are assumed to be future employees .The survey was intended to get their responses on what they feel is (are) the best factors that could motivate them as future employees among a list of ten motivational factors. In this light the study sets to identify the most ranked factors among the ten motivational factors. The analysis from the empirical findings showed that Job satisfaction”was the most ranked factor for both sub groups that made up the sample survey. However a study from previous researches used in this study showed that different results could be obtained from different groups of already working employees. This study therefore can be seen as an introduction to a more detailed study to be carried by future researchers on the field of employee’s motivation.

Abstract A Study for the Influence of Compensation System, Organization Climate to Employee Performance ¡Ð Taking Traditional Textile Companies as Examples Recently textile companies in Taiwan have been, more or less, through business transformation with e-knowledge management of resources integration, supply chain collaboration and globalization, in order to enhance their own competition threshold for the ubiquity of marketing battles. In such delicate tasks, issue of human resources exhibits a pivot role to reach the designated goals. Compensation system is then considered as the most direct aspect to relate the issue. In this study, a factorial design is conducted to find a better compensation system to enhance employee performance for traditional textile companies. To probe intrinsic influence among variables, aspects of compensation system¡]CS¡^, organization climate¡]OC¡^and employee performance¡]EP¡^are examined. 407 questionnaires were collected, and provided to verify existence of related assumptions in this study. Results can be concluded as followings¡GA ¡V It is mutually significant for CS to all the constituted phases of EP, and to those of OC¡FB ¡V It is mutually significant for the constituted phases¡]employee orientation, human communication and responsibility trend¡^of OC to the constituted phase¡]task performance¡^of EP. It is mutually significant for the constituted phases¡]employee orientation and human communication¡^of OC to the constituted phase¡]contextual performance¡^of EP¡FC ¡V It is significant for duty compensation and performance compensation of CS to employee orientation of OC. It is significant for duty compensation of CS to human communication of OC. It is significant for performance compensation of CS to responsibility trend of OC¡FD ¡V It is significant for employee orientation and human communication of OC to task performance and contextual performance of EP. It is significant for procedure regulation of OC to contextual performance of EP¡FE ¡V It is significant for duty compensation of CS to task performance and contextual performance of EP¡FF ¡VOC acts as a factor of intermediate effect between CS and EP. According to this study, traditional textile companies shall pay more attention to junior employees/rookies, design of CS, influence of CS to EP, influence of intermediate effect from OC to CS and EP. Key words¡Gcompensation system, organization climate, employee performance.

Performance appraisal satisfaction is the extent to which the employee perceives performance ratings, which reflect those behaviours that contribute to the organisation. Even though performance appraisal satisfaction is the most frequently measured appraisal reaction, there are relatively few meta-analysis studies which link determinants of appraisal system to satisfaction with employee performance. The focus of this research is to examine the determinants affecting employee performance appraisal satisfaction in the Brunei public sector using data collected from among public sector employees, with particular emphasis on how performance is viewed and measured in the public sector. Data for this research were gathered across ten government ministries in Brunei. This research study adopts a ‘mixed method approach’, which utilises quantitative data supported by qualitative data. The qualitative interviews involved 14 participants, while the main quantitative data had 355 samples. Quantitative data was analysed using descriptive analysis and exploratory factor analysis run on SPSS, while confirmatory factor analysis, path analysis and structural equation modelling were also employed on applied analysis of moment structure (AMOS) to assess the model fit of the study and hypotheses testing. Results indicated that latent constructs (goal-setting and the purposes of performance appraisal; alignment of personal objectives with organisational goals; fairness of the appraisal system; types of performance evaluation measures; format of rating scales; appraiser-appraisee relationship and credibility of appraiser; in-group collectivism; power-distance; and pay-for-performance constructs) were positively and significantly correlated to performance appraisal satisfaction. The results also showed that the goodness of fit indices offered an acceptable fit to Brunei’s data. The study findings advance current knowledge in the performance management domain by extending individual level theory of performance appraisal satisfaction and provide empirical evidence for performance appraisal and employee satisfaction at the individual level in the public sector. This study contributes theoretically by highlighting the unique effects of latent factors on employee performance appraisal satisfaction. The research also contributes in terms of methodology, in that this study contributes to the examination of the predictors of established models of performance management in a country which is culturally different from the environments in which these constructs were developed. This research has filled gaps by testing predictor variables in cross-cultural work settings, which may be useful in generalising these predictors. Furthermore, the examination of the conceptual framework using structural equation modelling is a methodological contribution in its own right. The presence of multivariate normality encourages the assessment of the measurement model by a confirmatory factor approach, using maximum likelihood estimation, which is an additional contribution to the method analysis.