Performance management and employee performance in private sector organizations, a case study of century bottling company

Abstract

The purpose of the study was to examine the relationship between performance management and employee performance in private sector organisations in Uganda basing on a case study of Century Bottling Company. The objectives were to examine the relationship between performance planning and employee performance in Century Bottling Company, to analyse the relationship between performance monitoring and employee performance in Century Bottling Company and to assess the relationship between performance evaluation and employee performance in Century Bottling Company. The study adopted a cross-sectional research design with a quantitative and qualitative research approach. The study used both probability and non-probability sampling methods which were purposive and simple random sampling techniques. A sample of 92 respondents were selected from a population of 120- and data was collected using self-administered questionnaire and interview guide which were distributed to respondents. Results reveal that performance planning had a positive significant association with employee performance (r=.736, p=000), performance monitoring had a positive significant relationship with employee performance (r=.632, p= .000) and performance evaluation had a positive significant relationship with employee performance (r=.687, p= .000). It was also revealed that performance planning had a greater effect on employee performance with a Adjusted R Square of .603 compared to performance monitoring and performance evaluation with .401 and .471 respectively. It was therefore recommended that the Human Resources Department should develop and implement a structured goal-setting framework that clearly links individual employee goals to the company’s strategic objectives, ensuring alignment across all levels of the organization. It was also suggested that The IT Department should invest in digital performance tracking systems that facilitate continuous feedback and provide user-friendly platforms for recording and reviewing employee progress. Also, management should introduce mechanisms for employee self-assessment and involvement in evaluation discussions to increase participation, ownership, and alignment of perceptions about performance