This dissertation defined employee performance and the challenges experienced by each individual employee during the operation setting. All the factors such as the conditions, tools used and understanding the setting are being researched. Despite this, the clear multidisciplinary approach, the field of performance management has developed from diverse origins. Different measurement and management techniques and approaches have developed independently. Personnel (or HR) have been concerned with managing the performance of people. Performance management from these disparate disciplines has begun to converge and recognize the need for integration into a multidisciplinary approach to managing performance. The management discipline which most often associates itself with the term is in Human Resources. Performance management is often associated with the management of the performance of people. However, in the HR field the best practice emphasizes the contribution of people to the achievement of organizational performance. From the HR field Armstrong and Baron highlight the importance of performance management being strategic, integrated (vertical, functional, HR integration and integration of individual needs), concerned with performance improvement and concerned with development. Performance management should be integrated horizontally across the organization; The performance being managed should reflect the requirements, wants and needs of all of the key stakeholders of the organization and not just reflect a limited set. Performance management should be integrated vertically linking the strategies and objectives of the organization to the execution of activities which will enable their achievement. Explicit understanding of linkages across the vertical and horizontal integration (e.g. through success maps) enables consideration of conflicting priorities and trade-offs that need to be made in order to achieve overall objectives. The performance monitoring, review and action planning process should be structured around the strategic performance objectives of the organization. / Thesis (MBA) North-West University, Mafikeng Campus, 2013

Thesis (M.S.)--University of Wisconsin--Madison. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaf 31).

Thesis (M. Psych. Org.)--University of Queensland, 2002. / Includes bibliographical references.

No description available.

No description available.

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

Thesis (M Ed)--University of South Australia, [1997?]

Thesis (M.S.)--Virginia Polytechnic Institute and State University, 1990. / Vita. Abstract. Includes bibliographical references (leaves 172-178). Also available via the Internet.

Thesis (Ph. D.)--Ohio State University, 1976. / Includes vita. Includes bibliographical references (leaves 255-266.) Available online via OhioLINK's ETD Center.

Thesis (M. Ed.)--Kutztown University, 1990. / Source: Masters Abstracts International, Volume: 45-06, page: 2738. Typescript. Includes bibliographical references (leaves 40-44).