Performance management system in developing countries

A case study in Jordan

Datos Bibliográficos

ID12705180
AutoresMo’men Hani Mahmoud (0000-0001-9006-1322, Graduate School of Business Universiti Sains Malaysia Penang Malaysia, autor de correspondencia), Rosly Othman (0000-0002-7837-4323, Graduate School of Business Universiti Sains Malaysia Penang Malaysia)
Año2023
Volumen23
Número4
Fecha de publicación2023-05-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaJournal of Public Affairs (JOURNAL)
Identificadores de la revistaISSN: 1472-3891 • E-ISSN: 1479-1854
EditorialWiley (PUBLISHER • GB)
DOI10.1002/pa.2864
OpenAlexW4367595508
IdiomaEN
Citas recibidas2
Referencias citadas51

The performance management system (PMS) is critical to the success of any organisation, and this article investigates the PMS of the Greater Amman Municipality (GAM) in Jordan, which is one of the largest public entities in the country. The article identifies various problems that are faced by GAM, such as HRM and staff, management behaviour, and performance management, which significantly affect GAM's performance. Additionally, the article discusses the process of goal and indicator setting and development of the PMS of GAM. The article adopts a phenomenological approach and a qualitative case study methodology to collect primary data from 15 purposeful semi‐structured interviews with GAM's experts. Thematic analysis is used as the data analysis technique to identify the PMS activities and address problems and difficulties in GAM's performance. The findings highlight eight major activities of GAM's PMS, which include performance sourcing, targeting, development, setting and responsibility, gauging, information, results, and alignment. These activities need to be managed properly if GAM wanted to meet its performance targets. Hence, the article presents a set of recommendations to improve GAM's PMS and overcome the identified difficulties, such as improving HRM practices and staff role, enhancing management behaviour, and establishing a performance management culture. Overall, the article provides valuable insights into the PMS of GAM and highlights the importance of an effective PMS to achieve organisational success

Business · Knowledge management · Performance Management · Process (computing · Process management · Qualitative research · Sociology · Thematic analysis · Accounting and Organizational Management · Computer Science · Construction Project Management and Performance · Public Policy and Administration Research · Marketing