Factors Influencing Staff Performance in the Implementation of Project Activities in Governmental and Non-Governmental Organisations in Sierra Leone

摘要

Staff performance has been a critical sensation and posed several challenges in competitive environments.Investigating and discovering elements that constitute effective performance encompass a whole lot of issues bothering around staff encouragement.The construct of this study stemmed from experience gain from projects implementation which led to unfruitful outcomes.This study was constructed on the influential factors of staff performance in project activities in governmental and non-govemmental organisations in Sierra Leone.For effective assembly of the structure of this study,mixed method of data collection was employed so that theories can be examined,coupled with first-hand information to establish objective conclusion.For the secondary method,information was extracted from published work,journals,books and other relevant materials that are meaningful for the construct of this study.Extracted materials were critically reviewed and thoroughly analysed to set the pace for further actions.Primary data was generated with the aid of questionnaires to obtain first-hand information from participants who availed satisfactory data that led to the discussion of results.The data was analysed using cross tabulation of variables to determine percentages or respondents actions in the survey process with the aid of statistical package for social sciences(SPSS).From the analysis conducted,relevant information disclosed how important the conduct of this study is and outlined the following factors influencing staff performance in governmental and non-governmental organisations:Training and development,coaching and mentoring,high employee engagements,financial rewards,employee satisfaction and promotion.The aforementioned factors will aid practising project management specialists in the execution of their responsibilities.It is noteworthy to know that this study is not only relevant to the case studies,but also to all sectors of development since achieving strategic objectives emanates from staff performance.The relevance of this study will also help large scale and multinational organisations to position themselves for staff retention strategies.

目录

声明

Table of Contents

ACKNOWLEDGEMENTS

LIST OF ABBREVIATIONS AND ACRONYMS

ABSTRACT

CHAPTER 1 INTRODUCTION

1．1 STUDY BACKGROUND INFORMATION

1．2 Statement of the Problem

1．3 Significance of the Study

1．3．1 Choice of the Topic

1．3．2 Interest of the Topic

1．3．3 Personal Interest

1．3．4 Academic and Scientific Interest

1．4 Research Objectives

1．4．1 General Research Objective

1．4．2 Specific Research Objectives

1．5 Research Questions

1．6 Scope of the Study

1．7 Organisation of the Study

CHAPTER 2 LITERATURE REVIEW

2．1 Characteristics，Developments，Concerns and Guiding Principles of Performance Management and how these Elements Contributes towards Enhancing Outstanding Performance in Profit-making and non-profit making Organisations

2．1．1 Definition of Performance Management

2．1．2 Characteristics of an Ideal Performance Management System

2．1．3 Developments in Performance Management

2．1．4 Concerns of Performance Management

2．1．5 Guiding Principles of Performance Management

2．2．The relationship between Performance Appraisal and Performance Management，the Views，Processes，and Activities of Performance Management in Modern Large-scale Enterprises

2．2．1 Performance Appraisal and Performance Management

2．2．2 Views of Performance Management

2．2．3 The Process of Performance Management

2．2．4 Activities of Performance Management

2．3 Performance and Development Planning，Role Profiles，Objective Setting，Performance Measures and Assessment，Agreements and Checklists as Tools towards Maintaining Consistencies between Organisations stated Objectives and Performance Outcomes

2．3．1 Role Profiles

2．3．2 Objective Setting

2．3．3 Performance measures and assessment

2．3．4 Performance planning

2．3．5 Development planning

2．3．6 The performance agreement

2．4 The Role of Effective Communication in identifying Performance Problems at Organisational levels

2．4．1 Effective Communication in Performance Management

2．4．2 Identifying Performance Problems

2．4．3 Facilitating the Improvement of Performance at Organisational levels

2．4．4 lndividual and Team Performance

2．4．5 Managing Underperformers

2．5 Contributions of Training and Staff Development towards Increasing Employees Performance level through Skills and Competencies Attained during the Conduct of Training Programmes

2．5．1 Definition of Training and Development

2．5．2 Approaches to learning and development

2．5．3 The contribution of learning and development to organizational performance

2．6 Significance of Strategic Training and Development，Transfer of Training and Knowledge Sharing for Non-profit making Organisations

2．6．1 Strategic Training and Development

2．6．2 Transfer of training

2．6．3 Knowledge Sharing

2．7 The role of Financial and Non-financial Rewards in Motivating Employees to unleash Creativity and Effect Transformation in the Implementation and Successful Achievement of Organisations Objectives

2．7．1 Definition of Reward Management

2．7．2 Characteristics of the Rewards Systems for Teams

2．7．3 Financial Rewards

2．7．4 Non-financial Rewards

2．7．5 Motivation

2．7．6 Information Gap

CHAPTER 3 CONCEPTUAL FRAMEWORK

CHAPTER 4 METHODOLOGY

4．1 Study Area

4．1．2 Research Design

4．1．3 Data Types and Sources

4．1．5 Sampling of Respondents

4．1．6 Sampling Frame

4．1．7 Sample Size

4．1．8 Sampling Procedures

4．1．9 Detailed Fieldwork

4．1．10 Data Processing，Analysis，and Presentation

CHAPTER 5 DATA PRESENTATION ANALYSIS AND INTERPRETATION

5．0 Introduction

5．1 Gender and Age Distribution

5．2 organisational Description and Respondents Experience

5．3 Number of Employees and Formal Performance Management System

5．4 Employees Categories and Assessment Methods

5．5 Method of performance appraisal * Process influence performance

5．6 Performance／Requirements for Individuals and what inspires Employees to Perform

5．10 Relevance of Motivation to Employee Performance

5．11 Employee Attraction and Supervisory Motivation Role

CHAPTER 6 SUMMARY AND CONCLUSION

6．0 Introduction

6．1．Summary of major findings

6．2 Conclusion and Innovative Points

REFERENCES

APPENDIX