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Performance management is one of the control measures used by organizations to
evaluate individual performance towards attainment of its strategic objectives. The
aim of introducing BSC system at TRA was to measure performance of the staff by
aligning the performance of individual employees to the organizational strategic
goal.
The management expected that, following the strategic alignment, transparency, and
automation of the system, employees could apply it successfully to acquire its’
benefits while the organization realizing its mission. However, the study revealed
that management expectations were not met. Employee’s knowledge, attitude and
practice towards application of BSC were reflected in the way staff participated in
setting goals, planning and hence performing the related work.
The objective of this research was to assess the knowledge, attitude and practice of
BSC as a tool for performance management at TRA. Firstly it identified the extent
that lack of knowledge in BSC has contributed to the failure in application of the
system. Secondly, it assessed the impact of lack of knowledge to employees’ attitude
over the system and lastly find out from employees if they were provided with
adequate resources to implement the system and if the system have an impact in
performance.
Research findings indicated that training conducted on BSC was not enough to make
employees conversant with the system. Furthermore, availability of resources for
implementing the system was inadequate.
Having poor knowledge and negative attitude over the system ended with poor
practice. Therefore the study recommends the management to conduct a formal
training of trainers’ course for TRA Senior HR Officers to create a group of internal
trainers who will impart enough knowledge to employees through group trainings.
This will change employees’ attitude to positive and practice will be improved to the
required level that will ensure better performance and productivity. |
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