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dc.contributor.advisorRowland, Carolineen
dc.contributor.authorGresty, Dominique*
dc.date.accessioned2010-07-30T15:11:52Z
dc.date.available2010-07-30T15:11:52Z
dc.date.issued2010-06
dc.identifier.urihttp://hdl.handle.net/10034/108736
dc.description.abstractThis study seeks to assess issues which may prevent performance management theory being applied effectively in practice. In particular it is interested in performance management in an SME. A single case study was used to test the author’s theoretical propositions and assess them against previous academic research. Findings were validated through a multi-method approach. Many issues found in prior performance management research were present in the study organisation, with behavioural factors, management capabilities and past experience of performance management as potential barriers to a successful PMS. Although this research is based on a single case study and therefore not generalisable, it can be concluded that for a performance management system to be effective companies must be clear about their goals, develop a coherent PM strategy and show commitment at each stage of the process. This study was based on a privately-owned micro-organisation in the service sector and adds to previous research conducted into performance management issues in SMEs.
dc.language.isoenen
dc.publisherUniversity of Chesteren
dc.subjectperformance managementen
dc.subjectsmall and medium enterprisesen
dc.titlePerformance management: Assessing the gap between theory and practice in an SMEen
dc.typeThesis or dissertationen
dc.type.qualificationnameMBAen
dc.type.qualificationlevelMasters Degreeen
refterms.dateFOA2018-08-14T03:58:17Z
html.description.abstractThis study seeks to assess issues which may prevent performance management theory being applied effectively in practice. In particular it is interested in performance management in an SME. A single case study was used to test the author’s theoretical propositions and assess them against previous academic research. Findings were validated through a multi-method approach. Many issues found in prior performance management research were present in the study organisation, with behavioural factors, management capabilities and past experience of performance management as potential barriers to a successful PMS. Although this research is based on a single case study and therefore not generalisable, it can be concluded that for a performance management system to be effective companies must be clear about their goals, develop a coherent PM strategy and show commitment at each stage of the process. This study was based on a privately-owned micro-organisation in the service sector and adds to previous research conducted into performance management issues in SMEs.


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