MANAGING DAY-TO-DAY EMPLOYEE PERFORMANCE (A CASE STUDY OF NIGERIAN TELEVISION AUTHORITY ENUGU)

ABSTRACT

The focus of this work is to establish the best ways of managing the performance employee. The public sector in Nigeria has suffered setbacks which are largely attributed to ineffective and inefficient management. Performance management is a tool which focuses on managing the individual and work environment in such a manner that an individual/team can achieve set organisational goals. It is a relatively new concept in human resource management. The research work investigates the performance of employees a case study of Nigerian Television Authority Enugu.

The  project  treated  the  importance,  purpose  and  benefits  of  performance  management, overview  of the employee  performance,  factors  affecting  employee  performance,  how to manage performance effectively and reasons for underperformance.

The research design employed in this research is the survey research designs. Questionnaire which was made up of fifteen questions were administered using a sample size of 96 which comprised of both management and non-management staff to explore their perceptions of the performance management processes 82 out of the 96 administered were returned. Some of the findings  of this research  work reveal that effective  performance  management  affects  the performance of employees and their attitude to work; it also Shows that good motivational scheme inspires employees to put in their best in the organisations; it shows that performance management does not influence the behaviour of employees. Further findings reveal that lack of training contributes to poor  employees’ performance and that performance management has impact on employees’ performance.

Some of the recommendations  made based  on the  findings  are that Management  should ensure they put in place good performance management system in their organisation so has enhances  the  performance  of  employees  in  that  organisation;  they  should  ensure  that employees go on regular training since training ensures that employees have knowledge and skills needed to perform jobs effectively, take on new responsibilities, and adapt to changing conditions,  management  should  ensure  they  monitor  and  evaluate  the  performance  of employees in the organisation.

Organisations should ensure that performance management is established as to ensure high- performance  culture in which individuals and teams take responsibility for the  continuous improvement  of  business  processes  and  for  their  own  skills  and  contributions  within  a framework provided by effective leadership.

CHAPTER ONE

1.1     BACKGROUND OF STUDY

Performance management is a new concept in human resource management.  In  Nigeria  the  performance  of  staff  of  executing  agencies  or public enterprises is limited to budget monitoring and annual performance evaluation.  However, experts are of the view that there is no  link between employee performance and financial data (Pollitt and Bouckaert, 2004).

Performance Management has become increasingly important due to a variety of economic and social pressures. Williams (2002) identifies globalization, increased competition and the increasingly individualistic rather than collective employee relationship as some of the major drivers contributing to the increased visibility of performance management systems (PMS). Faced with fast moving and competitive environments, companies are constantly searching for unique ways in which to differentiate themselves from their competition and are increasingly looking to their “human resources” to provide this  differentiation.  This  has  led  to  much  interest  in  the  performance  of

employees, or more importantly, how to get the best out of employees in order to gain competitive advantage.

Managing employee performance every  day  is very important  in any organization, whether profit or nonprofit oriented, government or private, big or small. Many organizations agree that the principle of performance management is important for success. Performance management thrives where managers and supervisors take  responsibility  for influencing results  and  favour facts over intuition in decision making. Undoubtedly, those who operate in governments where performance management is the norm and where organization-wide systems are in place to support this norm are in a better position to make data- driven decisions than their counterparts operating without such systems and support. Nevertheless, many managers and supervisors operating without formal organization-wide systems and without major executive or legislative encouragement can and do engage in performance management regularly. Often without much fanfare, these program directors and mid-managers commit random acts of performance management that benefit the citizens they serve. While it is important to encourage formal, organization-wide systems of performance management, it is also important to neither forget nor fail to encourage these more isolated and more individual efforts to use performance data to achieve better results (Ammons, 2007). Performance Management offers an understanding of the performance levers which can be managed to drive high

performance behaviours and improve decision making. It focuses on the design and  integration  of  a  Management  Framework  which  ensures  alignment  of people, process, and the use of information, to the organization’s strategic objectives (Armstrong, 2006:2).

Obisi (1996) opined that in today’s competitive economy characterized by risk  taking organization must  survive  and  the key to  such  survival is a revitalized human resources. Neither billions of naira nor the state of art, technology and machine can do the miracle if human resources are neglected and forgotten. This can be achieved if an organization nurtures, nourishes and develops its human  resources through performance management.  In today’s competitive and chaotic environment Human Resource Management and Performance Management are the surest way of coping with competition. Thus, such activities as rewards, motivation and recruitment are all strategies of improving performance.

Bhaskar (2007) noted that all organizations begin their operations with three major ingredients for success – financial resources, physical resources such as machinery, buildings, land, tools etc., and human resources. The management team has to develop and manage each of these three critical resources. But there is little doubt that for the majority of organizations today, the most difficult as well as the most crucial resource to manage is the human one, i.e., its people.  Because of this human element involved in the running of

an organization it is difficult to effectively and objectively implement performance management system, yet it is crucial to individual and organizational growth.

According to Walks (1989:210),

“the guarantee of all organization is measured by performance”

That is why emphasis is placed on performance in most organization. To make performance management effective in organizations, performance standards or goals  must  be  established  and  employee  performance  should  be  evaluated against such established goals or specific sets of expected behaviour. Effective drives in the public sector of many countries during 80s and 90s further contributed to emphasize the notion that performance of individuals should not be taken for granted (Flynn, 1993), and that higher productivity –a dimension of performance –  could  only be  attained  through people  (Peter,  1992; Handy,

1976). This led to the principle that good performance should be rewarded, and bad performance should not be tolerated and should be promptly addressed by management.

However, the need for improved performance management in Nigerian organizations compels organizations to continually examine issues which tend to  undermine  organizational  performance.  The  growing  emphasis  on  some

organization indicates that there is need for improvement in the management of employees in order to enhance productivity in these organizations.

1.2     STATEMENT OF THE PROBLEM

Employee performance does not occur in a vacuum. The effective utilization of an organization’s employees is most often the critical factors in the successful accomplishment of its mission. In most Nigerian organizations workers lack the basic commitment to work and often feel indifferent to the goals and objectives of the organization under which they work as a result of poor performance management. We have to take a systems perspective and look not only at the employees, but also  at the environments in which they  are expected to perform. It has been said that if we put good performers in bad systems, the systems will win every time.

Lack of good attitude by employees as to enhance performance: The attitude of employees in an organization goes a long way to affect their performance. We know that behaviour in any aspect of our lives is a function not only of the person, but also of the environment-more specifically, of the interaction of the person and the environment. Behaviours at work, then, are a function of the interaction of our employees (with their person factors) and the

work environment (all the organizational systems factors). It should be noted that it is behaviour that leads to performance. In most public organizations workers attitude have a great influence on their productivity and also on their relationship with others.

Deficiencies in performance management styles in Nigeria: However, it is important to state that adequate emphasis on performance management as a tool for development in Nigerian organizations on the part of government as well as the organized private sector could not be far-fetched from the lack of understanding of both the concept and methods for performance management in a post-colonial Nigerian State in which the process of human resource development  for  national  growth  was  distorted  by  colonialism  with  the attendant negative orientation that was injected into political leadership (Ekpo,1989).

Lack of  good  motivational scheme  as to  enhance  performance: Most organizations lack good motivational schemes, and motivation is crucial in any organization;  it  is  a  key  to  performance  enhancement.  Motivation  may  be defined as psychological forces that determine the direction of a person’s behaviour in an organization, a person’s level of effort; and a person’s level of persistence in the face of obstacles (Ingram and Bellenger, 1983:198). Organizations should articulate the need components of their employees so as to know  what  motivates  them.  In  motivating  employees  several  strategies  are

generally used. They include approval, praise, recognition, trust, respect, high expectations, good communications and financial incentives

Lack of training as a performance enhancer and low productivity: Most organizations do not consider training as an important part of an organization’s overall strategy. Training helps to ensure that organizational members have the knowledge and skills needed to perform jobs effectively, take on new responsibilities, and adapt to changing conditions (Bohlander and McCarthy,

1996:25). The need for training arises due to technological advancement, need for improving performance or as a part of professional development. Training enhances  performance  and  when  organizations  do  not  embark  on  regular training of staff it brings about low productivity in that organization.

1.3     OBJECTIVES OF THE STUDY

The main objective of this study is to find out the role of performance management in managing day-to-day employees’ performance in organizations.

This research work aims at addressing the following:

1.  To  determine  the  impact  of  effective  performance  management  on employees’ performance and attitude to work in Nigeria.

2.  To  determine  the  impact  of  good  motivation  scheme  on  employees’

performance in Nigeria.

3.  To ascertain whether performance management can identify deficiencies in employees’ performance in Nigeria.

4.  To  determine  the  impact  of  training  on  employees  performance  in

Nigeria.

5.  To ascertain the extent to which performance management can be used in improving job performance.

1.4     RESEARCH QUESTIONS

1.  What significant impact does an effective performance management have on employees’ performance and attitude to work?

2.  To what extent will good motivational schemes inspire employees to put in their best?

3.  Does performance management influence the behaviour of employees?

4.  To what extent does the management of organizations consider training and development of employees?

5.  Does performance management have an impact on job performance of employees?

1.5     RESEARCH HYPOTHESES

In analyzing the role of performance management in the Nigerian public sector these hypotheses have been formulated to guide this study.

1.  Ho:    Effective management does not affect employees’ performance and attitude to work.

2. Ho:     Good motivational scheme does not inspire employees to put in their best.

3. Ho:     Performance  management  does  not  influence  the  behaviour  of employees.

4. Ho:     Lack   of   training   does   not   contribute   to   poor   employee performance.

5. Ho:     Performance management does not have an impact on employee performance.

1.6     SIGNIFICANCE OF THE STUDY

The significance of any research work is its ability to expand the frontier of human knowledge and improve the present human condition. It is on this basis that the researcher fashioned this project work to meet both practical and academic needs of humanity. To this end the work will be significant to the following groups:

i.      Management Staff: It will enable management identify various means that can be used to improve the performance of employees in an organization, and also throw more light on the understanding and concept of performance management.

ii.      Non-Management Staff: It will enable employees understand their role in the organization.

In the academic arena, this research will prove to be significant in the following ways:

 It will contribute to the enrichment of the literature on managing day to day employee performance.

 It will suggest ways based on empirical evidence on how to improve the performance  of  employees  in  public  organizations in  Nigeria  and  by extension, the Nigerian economy.

 This study will serve as a body of reserved knowledge to be referred to by researchers.

1.7     SCOPE OF THE STUDY

The  scope  of  this  study  will  cover  one  public  organizations  namely Nigeria Television Authority (NTA) Enugu. This organization will provide the researcher with useful information that will be required to effectively carry out this research work.

1.8     LIMITATIONS OF THE STUDY

The main limitations of the study are:

1.  Uncooperative attitude of some employees of  the organizations under study. This was evident in their refusal to answer some questions, some

of the respondents refused to respond to oral questions. This affected the volume of information available for the study.

2.  The time available to undergo this study was not adequate because of other activities the researcher had to attend to such as class work and assignments; and

3.  Finance and inadequate power supply were also a limiting factor.

1.9     BRIEF HISTORY OF THE ORGANIZATION UNDER STUDY Nigerian Television Authority (NTA)

With the promulgation of Decree 24 by the then Federal Military Government in May 1977 the Nigerian Television Authority (NTA) was born. The decree which took effect retrospectively from April 1976 brought all the ten existing  television  stations  under  the  control  of  the  federal  Government of Nigeria. These included Western Nigerian Television (WNTV) established in

1959 which later became NTA Ibadan, Eastern Nigerian Television (ENTV)

1960 later to be known as NTA Enugu  and Radio Kaduna Television (RKTV) in 1962 which later split to become NTA Kaduna and FRCN Kaduna. These were  established  by  their  various  regional  governments.  Television  stations were later established in the remaining state capitals where none existed.

By the promulgation of Decree 24, the Authority became the only bogy empowered to undertake television broadcasting in Nigeria, therefore all the ten

existing  state  television  stations  then,  were  incorporated  into  NTA.  The television   broadcasting   stations   enjoyed   exclusive   rights   when   it   was inaugurated in May 1977 by the Federal Military Government, was removed by the 1979 Constitution, which gave rights of ownership to the state governments, organizations and individuals that the President may authorize to operate television stations. This provision in the Constitution led to the Establishment of the   National   Broadcasting   Commission   (NBC)   in   1992   and   resulted subsequently in the issuance of radio, television and cable broadcast licenses to private operators for the first time in the history of broadcasting in Nigeria on

10th June, 1993.

1.10   DEFINITION OF TERMS

Performance:       This is what is expected to be delivered by an individual or a set of individuals within a time frame, and it has many dimensions.  These include: output dimensions, input dimensions, time dimensions, focus dimensions, quality dimensions and cost dimensions.

Management:   It involves the coordination of an organization’s resources towards the accomplishment of its primary goal.

Employees: Is  an  individual  hired  by  an  employer  under  a  contract  of employment to perform work on a regular basis at the employer’s behest.

Performance Management:   Is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational  effectiveness  in  the  accomplishment  of  agency  mission  and goals.

Human Resource:   The people that staff and operate an organization as contrasted with the financial and material resources of an organization.

Human Resource Management:        Is a process of procuring, developing and maintaining competent human resources in an organization so that the goals of an organization are achieved in an effective and efficient manner.

Performance Appraisal:   The systematic and objective way of judging the relative worth or ability of an employee in performing his/her task.

Organizational Performance:  Organizational performance is described as the extent to which an organization can fulfill both its stakeholders’ and its own expectations.

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