Impact of globalization on performance management: : a case study of manufacturing industries in Kenya

Abstract

This study was a survey of the impact of globalization on performance management. Objectives of the study were to: .:. determine how to improve the overall productivity and effectiveness of manufacturing firms by maximizing individual performance and potential. .:. find out how organizations have responded to globalization in improving individual and collective performance . :. fmd out how the institutions can assist their HR staff to enhance their career prospects. :. identify some ofthe factors that influence performance globally. The research project covered manufacturing industries in Kenya. The researcher targeted employees who fall under human resource management department and other employees working close to that department. Also the management of the organization was covered. Data was collected by means of library research, questionnaires and direct interviews. The researcher also used descriptive research to attain data that could answer questions concerning the current status of the subject in the study. Majority of the responses indicated that about half of the organizations define or publish guidelines on the skills and knowledge required for personnel management activities and responsibilities, there is evidence of the existence of a body of knowledge and codes of conduct, which are important in terms of establishing the professionalism of HR, that questions regarding what levels of personnel practitioner carry out which activities produced a wide range of responses. The managers across all the investigated organizations reported that a very large majority of employees are qualified to college certification level. Amongst these certifications business studies was the most popular discipline for personnel management practitioners, followed by psychology and then law. Among other recommendations, the researcher suggested that managers should implement in their firms high-commitment practices in their management of human resources. The researcher also suggested that organizations should employ training, development, flexibility and employee relations' practices to achieve organizational performance.