Exploring The Problems Associated with Performance Management in Project Based Organizations: A Research Survey in Karachi

Authors

  • Mubashir Mirza M.Phil Scholar, Quality Management, Deputy Director (PSDU), Sindh Education Foundation. Author

Keywords:

Performance Management, Project Based Organizations, Project Management, Strategic Human Resource Management

Abstract

At the verge of fourth industrial evaluation regular and formal job markets are rapidly shrinking whereas on the other hand demand has increased for Project-Based employment catering to services, engineering, construction & development sector etc. This has also been in Karachi with increasing contractual engagements being offered for short-, mid- and long-term projects. On the other hand, with increasing competition for jobs in almost all industries, evaluation of performance and getting optimum human resource output is also a challenge. This research survey is an effort to find out and analyze the challenges associated with Performance Management in Project-Based Organizations (PBOs) in Karachi. Through convenient sampling, a sample of twenty (20) Project-Based Organizations was selected covering five distinct industries / sectors with four PBOs from each industry / sector working in & from Karachi with two (02) respondents from each PBO, i.e. one from management cadre and one from core workforce (senior technical person) deployed on any project running under that organization at the time of this research, making a total of forty (40) respondents for the study. A semi-structured questionnaire comprising of close-ended and open-ended questions was developed and filled out by respondents. The findings reveal that there are huge gaps in understanding of Performance Management systems and Project Management methodologies across various organizations operating in different industries and sectors in Karachi. The challenges of legislation & compliance, regulation & monitoring, lack of effective communication in organizations and lack of research oriented practices are some of the major problems faced by employees and employers across PBOs in Karachi.

https://doi.org/10.5281/zenodo.10296279

References

Addams, H. L., & Embley, K. (1988). Performance management systems: From strategic planning to employee productivity. Personnel, 65, 55–60.

Aguinis, H. (2009). An expanded view of performance management. In J. W. Smither and M. London (Eds.), Performance management: Putting research into practice (pp. 1–43). San Francisco, CA: Wiley.

Aguinis, H. (2013). Performance management (Vol. 2). Boston, MA: Pearson.

Boswell, W. R., & Boudreau, J. W. (2000). Employee satisfaction with performance appraisals and appraisers: The role of perceived appraisal use. Human Resource Development Quarterly, 11, 283–299

Bourouni, A., Noori, S., & Jafari, M. (2014). Organizational groupings and performance in project-based organizations: an empirical investigation. Aslib Journal of Information Management, 66(2), 156-174.

Buckingham, M., & Goodall, A. (2015). Reinventing Performance Management. Harvard Business Review, April.

Cooke-Davies, T. (2002). The “real” success factors on projects. International journal of project management, 20(3), 185-190.

Cooke-Davies, T. (2002). The “real” success factors on projects.International journal of project management, 20(3), 185-190.

DeNisi, A. S., & Kluger, A. N. (2000). Feedback effectiveness: Can 360-degree appraisals be improved? Academy of Management Executive, 14, 129–139

Dunning, D. (2004). TLC at work: Training, leading, coaching all types for star performance. Palo Alto, CA: Davies-Black

Grote, D., & Grote, R. C. (1996). The complete guide to performance appraisal. Amacom Books.

Guide, P. M. B. O. K. (2004). A guide to the project management body of knowledge. In Project Management Institute (Vol. 3).

Halachmi, A. (2005). Performance measurement is only one way of managing performance. International Journal of Productivity and Performance Management, 54, 502–516

Harper, S., & Vilkinas, T. (2005). Determining the impact of an organisation’s performance management system. Asia Pacific Journal of Human Resources, 43, 76–97

Jawahar, I. M. (2005). Do raters consider the influence of situational factors on observed performance when evaluating performance? Evidence from three experiments. Group & Organization Management, 30, 6–41.

Kerzner, H. (2017), Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Kloot, L., & Martin, J. (2000). Strategic performance management: A balanced approach to performance management issues in Local Government.Management Accounting Research, 11(2), 231-251.

Larson, E. W., Gray, C. F., Danlin, U., Honig, B., & Bacarini, D. (2014). Project management: The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.

MacBryde, J., & Mendibil, K. (2003). Designing performance measurement systems for teams: Theory and practice. Management Decision, 41, 722–733.

Malos, S. B. (1998). Current legal issues in performance appraisal. Performance appraisal: State of the art in practice, 49-94.

Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a managerial approach. John Wiley & Sons.

Motowidlo, S. J., Borman, W. C., & Schmit, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10, 71–83

Murphy, K. R., & Shiarella, A. H. (1997). Implications of the multidimensional nature of job performance for the validity of selection tests: Multivariate frameworks for studying test validity. Personnel Psychology, 50, 823–854

Naquin, C. E., & Tynan, R. O. (2003). The team halo effect: Why teams are not blamed for their failures. Journal of Applied Psychology, 88, 332–340

Otley, D. (1999). Performance management: a framework for management control systems research. Management accounting research, 10(4), 363-382.

Pfeffer, J. (1998). Six dangerous myths about pay. Harvard Business Review, 76, 109–111

Powell, W.W. (1996), “Interorganizational collaboration in the biotechnology industry”, The Journal of Institutional Theoretical Economics, Vol. 152 No. 1, pp. 197-215

Reilly, R. R., & McGourty, J. (1998). Performance appraisal in team settings. In J. W. Smither (Ed.), Performance appraisal: State of the art in practice (pp. 245–277). San Francisco: Jossey-Bass.

Reyna, M., & Sims, R. R. (1995). A framework for individual management development in the public sector. Public Personnel Management, 24, 53–65.

Salas, E., Burke, C. S., & Fowlkes, J. E. (2006). Measuring team performance “in the wild”: Challenges and tips. In W. Bennett, C. E. Lance, & D. J. Woehr (Eds.), Performance measurement: Current perspectives and future challenges (pp. 245–272). Mahwah, NJ: Lawrence Erlbaum

Toegel, G., & Conger, J. A. (2003). 360-degree assessment: Time for reinvention. Academy of Management Learning & Education, 2, 297–311.

Van Dooren, W., Bouckaert, G., & Halligan, J. (2015). Performance management in the public sector. Routledge.

Zeitoun, A. A. (1998). Managing projects across multi–national cultures, a unique experience. In Proceedings of the 29th Annual Project Management Institute 1998 Seminars and Symposium; PMI: Newton Square, PA, USA.

Downloads

Published

2022-03-31

How to Cite

Exploring The Problems Associated with Performance Management in Project Based Organizations: A Research Survey in Karachi. (2022). International Research Journal of Management and Social Sciences, 3(1), 250-276. https://irjmss.com/index.php/irjmss/article/view/110

Similar Articles

1-10 of 159

You may also start an advanced similarity search for this article.