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Mary Muthoni Nduati - Doctor of Philosophy in Business Administration (HRM), Kenyatta University, Kenya

Dr. Rosemarie Wanyoike - Lecturer, Department of Business Administration, Kenyatta University, Kenya


Employee performance is a key determinant in an organization’s success. For an organization to achieve its goals and objectives, employees’ involvement, commitment and motivation plays a key role. Literature have revealed a relationship between performance management practices and organizational effectiveness while many studies have been subjective in determining the impact of performance management practices on organizational effectiveness. This study adopted desk review to determine the impact of role clarity and performance review on organizational effectiveness. It is clear from the literature reviewed that there are gaps in explaining the relationship between the two variables. Different scholars have measured performance management practices and organizational effectiveness using different measurements. The literature review carried out also revealed that other factors including; leadership, organizational culture and behaviour, employee engagement, training, top management commitment, globalization, technological capabilities, resilience capabilities and employees competencies among others affect the effectiveness and use of performance management practices. There is need to examine the interrelation between performance management practices and organizational effectiveness. Managers and supervisors should ensure that deliverables, processes/methods as well as goals and objectives are clear to employees. Role content and scope should be clearly defined to avoid role ambiguity and role conflict. Employees’ performance should also be reviewed from time to time to ensure that goals and objectives are continuously being met towards the achievement of organizational effectiveness .

Full Length Research (PDF Format)