Performance Management Practices, Employee Attitudes and Managed Performance

Article Summary:        Performance management practices, employee attitudes and managed performance.

Kagaari, J., Munene, J. C., & Ntayi. J. M. (2010). Performance management practices, employee attitudes and managed performance. Retrieved March 16, 2015 from http://www.emeraldinsight.com.ezaccess.library.uitm.edu.my/doi/pdfplus/10.1108/09513541011067683

Introduction

There are three authors who write this article which the first one is James Kagaari. He is a PhD candidate, holds a Master’s degree in Organisational Psychology and a Bachelor of Arts in Social Sciences. He is a Lecturer at Kyambogo University and Makerere University Business School. He is interested in developing and testing models on performance management. Besides is John C. Munene. He holds BA and MA degrees and a PhD. He is a Human Resource Specialist and Consultant with interests in organisational development and human behaviour in the work place. He is currently a Professor of Occupational Psychology with over 20 years of Post Doctorate training experience. He is a Professor at Makerere University and Makerere University Business School and has mentored several staff and students both on masters and doctoral programs and lastly is Joseph Mpeera Ntayi. He holds a PhD, International Postgraduate Diploma in Marketing (UK), MCIM, International Postgraduate Diploma in Project Management, MBA and BCom from Makerere University. He is a Member of the Chartered Institute of Marketing and Member of the European Union Marketing Association. Ntayi lectures and supervises undergraduates, masters and doctoral students. He has undertaken research in the areas of entrepreneurship, marketing and procurement in Uganda’s small scale industries (SME) and public sector.

Summary

In this article “Performance management practices, employee attitudes and managed performance”. According to Kagaari, Munene and Ntayi (2010), the purpose of this paper is to establish the relationship between performance management practices, employee attitudes and manage performance. They was approach by using a disproportionate stratified purposive approach, a sample of 900 employees was drawn from four public universities in Uganda and what they get in their findings is the paper reveals that performance management practices and employee attitudes are crucial for achievement of managed performance in public universities. However, this was a cross-sectional study that inherently has common method biases. Such biases could be minimised with replication of the study using a longitudinal study approach that would also unearth all salient issues that could have remained untouched. In addition, the paper emphasises the need for public universities to institutionalise result-oriented relationships and adapt in the external hyper changing environment and the paper calls for a new approach to managing employees in public universities with increasing demand for university education and stakeholder interests in delivery of cost-effective quality services.