ASSESSING THE IMPACT OF PERFORMANCE MANAGEMENT  ON EMPLOYEE PRODUCTIVITY IN THE BANKING SECTOR OF CAMEROON

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

The process of performance management involves creating a conducive work environment that empowers employees to maximize their potential. The specific methods employed by employers can vary, but generally include goal setting, performance appraisal, and reward mechanisms. According to Madison (2018) training is also often provided throughout this process. In Cameroon, employee productivity is a significant concern, with challenges such as recruiting suitable staff, addressing redundancies, retaining talent, staff development, and issues related to the performance management process.  

Conceptually, employee productivity refers to the efficiency and effectiveness with which an employee contributes to achieving organizational goals, typically measured by the quantity and quality of output produced in relation to the resources and time invested. Beyond that, performance appraisal, training and development, and reward systems are identified as crucial tools to address these challenges (Onyije, 2020; Kyakulumbye, 2018). Studies conducted in various sectors, including supermarkets, banks, the Ministry of Energy, and industries, highlight the impact of the performance management process on employee productivity (Gichuhi, Abaja, and Ochieng, 2018; Fletcher, 2018; Omusebe, Kimani, and Musiega, 2020). Meanwhile, in Pakistan, employee productivity is perceived as a threat to institutions, emphasizing the need for effective and positive performance management processes, including motivational techniques to boost worker morale and enhance productivity (Karimi, Malik, and Hussain, 2021; Khan and Gautam, 2018). Notably, the productivity of employees in banks is associated with improved service quality, reduced complaints, increased client numbers, and higher sales volumes (Oluoch , 2017). However, despite these positive aspects, there remains a dilemma in the implementation of the performance management process, creating a gap in the existing literature (Prowse and Prowse, 2019). As one of the most positive and essential developments in management, the performance management process has been shown to result in higher levels of engagement, retention, and employee productivity (Fletcher, 2018). In the banking industry, productivity is evaluated based on the quantity of output per unit of input, where establishment and operating expenses serve as inputs, and business per branch, business per employee, and operating profit per employee are considered outputs. Moreover, performance management process is a mode of creating a common idea with the intentions and goals of the organization, helping each individual employee undertake and know the role play in contributing to them (Fletcher, 2018). Therefore, thriving organizational change depends on management commitment, the stronger the commitment the greater the potential for employee productivity (Armstrong and Baron, 2019). Banking sector in Cameroon has been characterized by low employee productivity attributed by inadequate performance management process (Oluoch P. 2018) and banks in Douala, Cameroon are not exempted. In an effort to alleviate some of these challenges, the Bank of Central African States  has in the past launched several reform programs including performance management process whose aim was to enhance productivity (BEAC, 2021). Therefore, a survey will be conducted in order to assess the impact of performance management  on employee productivity in the banking sector of Cameroon.

1.2 Statement of the Problem

All organizations  benefit greatly from the performance management process since it can help to ensure that workers are putting in a lot of effort to achieve the organization's goals and mission, which will increase production (Omusebe, Kimani, and Musiega, 2018).  However, bank stakeholders are concerned about the significant HRM challenges of finding the proper employees, layoffs, retaining talent, staff development, salary inflation, and other external threats, in addition to the different working circumstances and re-skilling (Hudson, 2018 and Jyothi, 2020). Commercial banks in Kumba, Cameroon struggle with hiring the proper people, reductions in staff, retaining talent, staff development, and salary inflation (BEAC, 2021). While efforts have been made to address the low employee productivity in the banking industry (Oluoch P. 2018), it appears to be a limited extent of accomplishments in the examination of performance management processes and employee productivity in local studies, particularly within the Ministry of Energy, industries, supermarkets, and the Ministry of State for Provincial Administration & Internal Security (Gichuhi, Abaja, and Ochieng, 2022; Fletcher, 2018; and Omusebe, Kimani, and Musiega, 2019). This focus has left a gap in research, indicating the need for further exploration in additional sectors. It is in the light of these that the study seeks to assess the impact of performance management  on employee productivity in the banking sector of Cameroon.

1.3  Objectives of the Study

The main purpose of this study is to assess the impact of performance management  on employee productivity in the banking sector of Cameroon. Specifically, the study will;

1.Determine whether there is a significant relationship between  performance management and  employee productivity in the banking sector of Cameroon.

2.Investigate on the underlying factors that influence employee productivity in the banking sector of Cameroon.

3.Investigate the impact of performance management on employee productivity in the banking sector of Cameroon

1.4 Research Questions

The following questions have been prepared for the study:

Is there a significant relationship between  performance management and  employee productivity in the banking sector of Cameroon?

2.What are the underlying factors that influence employee productivity in the banking sector of Cameroon?

3. What are the impact of performance management on employee productivity in the banking sector of Cameroon?

1.5 Research Hypotheses

H0: There is no significant relationship between performance management and employee productivity in the banking sector of Cameroon.

Ha: There is a significant relationship between  performance management and  employee productivity in the banking sector of Cameroon.

1.6 Significance of the Study

The findings of this study will be revealed to various organizations, stakeholders, management, financial institutions and commercial banks in this study. It will provide employees the opportunity to state their individual perceptions towards performance management of the organization, and make recommendations as to what they feel the organization should do to improve productivity. Also, the management will benefit from the study too, as the findings will be presented to them with recommendations from the respondents. It will make them understand the benefits of good performance management and it influence on employees productivity. Further more, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to the impact of performance management on job effectiveness of academic staff in universities.

1.6 Scope of the study

The scope of this study is boarded on the impact of performance management on job effectiveness of academic staff in universities. Empirically, this study will determine whether there is a significant relationship between  performance management and  employee productivity, Investigate on the underlying factors that influence employee productivity and the impact of performance management on employee productivity in the banking sector of Cameroon

Geographically, the study will be delimited to staff of commercial banks in Kumba, Cameroon.

1.7 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

 1.8 Definition of Terms

Management: is the process of planning, organizing, directing, and controlling resources (human, financial, and material) to achieve organizational goals effectively and efficiently.

Performance: is the accomplishment of tasks, activities, or functions with a certain level of effectiveness and efficiency.

Productivity: is a measure for efficiency that shows the proportion of input to output in a system or process.

Banking Sector: a financial institution that provide various financial services, including accepting deposits, lending money, and facilitating transactions.

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