Abstract:
The purpose of this study was to examine the relationship between performance management (PM) behaviors and employee performance among various companies operating in Khartoum State; whereas six companies were targeted (two banks, a communications company, and three oil companies). Out of 605 distributed questionnaires, 337 were analyzed (96 from supervisors and 241 from subordinates). The results indicated that supervisors’ PM behaviors are significantly related to employee performance. Overall, all PM behaviors except establishing/monitoring performance expectations are positively related to task performance and organizational citizenship behavior (OCB). Whereas PM behaviors (feedback, communication, coaching, and establishing/monitoring performance expectations) are negatively related to counterproductive work behavior. Based on these findings, companies’ managers have the opportunity to improve the overall effectiveness of PM and the employee performance by focusing on increasing the supervisors’ engagement in positive behaviors with regard to PM processes, while putting more emphasis on coaching and provision of performance rewards
