Performance management impacting organizational output in private and public sector organizations of Pakistan, a case in point

Bashir  Ahmad; Maawra Salam; Muhammad Naeem Shahid

doi:10.69565/jems.v3i3.259

Authors

Bashir Ahmad Faculty, DHA Suffa University, Karachi
Maawra Salam Faculty, Bahria University Karachi Campus, Karachi
Muhammad Naeem Shahid Faculty, Cholistan Institute of Business Administration and Animal Sciences, Bahawalpur

DOI:

https://doi.org/10.69565/jems.v3i3.259

Keywords:

Performance Management, Organizational Performance, Performance Reviews, Private and Public

Abstract

Purpose: This paper analyzes performance management practices in the private and public sector organizations of developing countries like Pakistan. Management and measurement of individual and team performance is a step towards improvement and growth in the organizational functioning. Capacity enhancement of human resources is possible only when periodically monitored and measured. Computer and information technology have facilitated the process of performance management in today’s work environments. Method: The research endeavor in this paper is fundamentally explanatory based on secondary data from the official circles of private and public sector setups and firms of Pakistan, mainly located in Karachi. The study follows a qualitative secondary data analysis in publications and official websites. In the case of countries like Pakistan, which earnestly need modern management techniques for their much-needed productive employment of human resources, the accountability of outputs provides a stepping stone towards economic and social growth. In addition to the rich literature review, panel discussions and survey responses provided insights into the existing shortfalls of performance measurements and deficient performance in the organizations. Official documents like annual performance appraisals, hiring practices, training, and development plans provided practical arguments to draw relevant conclusions. Findings: Proficient organizational functioning and performance management of individuals and teams operate in mutual synch. In the case of Pakistan, the study has found deviations from the standards outlined in the contemporary literature. This is why organizations, especially in the public sector, fail to meet the goals to the satisfaction of stakeholders. The study draws conclusions from the deviations on planning, determining achievable objectives, continuous guidance, midcourse monitoring, and facilitating environments due to which individuals and teams fall short of meeting the benchmarks. It also found that conflicting practices leading to deficient levels of satisfaction among employees, which ultimately impacts organizational success.

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