Performance Management System at OCBC

This assignment investigates the performance management system implemented at Oversea-Chinese Banking Corporation Limited (OCBC). It analyzes employee satisfaction with the system, the perceived importance of performance appraisal, and the impact of various aspects such as employee motivation, training & development programs, rewards & benefits, quality standards, team bonding, and operational excellence. The assignment aims to evaluate the effectiveness of OCBC's performance management system in driving overall employee performance and achieving organizational goals.

Running head: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
International Human Resource Management
Name of the Student
Name of the University
Author Note

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Abstract
The present research includes the investigation on the research title “The Impact of
Performance Management System on Employee Performance: A case study of OCBC Bank “.
The major purpose of the research is to understand how performance management system
influences the performance of the employees. The introductory chapter provides a strong
background to the research, which reveals that HRM strategies are widely related to the
performance management system of the organization. This means if the HRM strategies are not
effective, the management might find it difficult to build the base of performance management
system. The literature review indicates that that if the employees’ performances are assessed and
based on that they are rewarded, they could be responsible towards organizational job and
responsibilities. The literature review also indicates that the human resource management plays a
strong role in developing performance management system. In order to conduct the research a
primary analysis has been conducted and the primary data has been collected from the employees
of Oversea-Chinese Banking Corporation Limited. The data has been collected from a
particular population size and the population size has been selected based on the probability
sampling technique method. The overall population size is 65 but 50 employees of OCBC
Bank has been surveyed. The findings indicate that performance management system has a
strong and positive impact on employees of OCBC Bank. The employees mention that training
and development programs developed by the firm are effective enough to keep performance up
to the mark.

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Acknowledgement
The completion of the dissertation gives me a great amount of satisfaction. I have gained
knowledge in several fields of human resource management and performance management
system. On the completion of the dissertation, I would like to thank a number of people who
have helped me to complete the project successfully. Firstly, I would like to thank my supervisor
for guiding me throughout the dissertation. I thank my colleagues for helping me to collect data
for the project. I thank my families and friends for encouraging me to work on the project.
Thanking you all,

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Table of Content
CHAPTER 1- INTRODUCTION....................................................................................................7
1.1 Introduction................................................................................................................................7
1.2 Background to the research.......................................................................................................8
1.3 Problem Statement.....................................................................................................................9
1.4 Research Hypotheses...............................................................................................................10
1.5 Research Aim and Objectives..................................................................................................10
1.6 Research Questions..................................................................................................................10
1.7 Significance of the study.........................................................................................................11
1.8 Dissertation Structure..............................................................................................................11
1.9 Conclusion...............................................................................................................................12
CHAPTER 2- LITERATURE REVIEW.......................................................................................13
2.1 Introduction..............................................................................................................................13
2.2 Importance of performance management system....................................................................13
2.3 Implementation of the performance management program.....................................................15
2.4 Role of human resource management in performance management system...........................18
2.5 Process of performance management......................................................................................21
2.6 Understanding performance applying theories and models.....................................................24
2.7 Research Gap analysis.............................................................................................................27
2.8 Summary..................................................................................................................................28
CHAPTER 3- RESEARCH METHODOLOGY...........................................................................29
3.1 Introduction..............................................................................................................................29
3.2 Research process......................................................................................................................29
3.3 Research philosophy................................................................................................................29

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3.4 Research Approach..................................................................................................................31
3.5 Research Design......................................................................................................................33
3.6 Data collection techniques.......................................................................................................34
3.7 Data analysis............................................................................................................................35
3.8 Sampling technique.................................................................................................................36
3.9 Reliability and Validity............................................................................................................37
3.10 Ethical Consideration.............................................................................................................38
3.11 Research Limitations.............................................................................................................38
CHAPTER 4- FINDINGS AND DISCUSSION...........................................................................40
4.0 Findings and Analysis..............................................................................................................40
CHAPTER 5- CONCLUSION AND RECOMMENDATION.....................................................70
5.1 Conclusion...............................................................................................................................70
5.2 Linking the objectives..............................................................................................................71
5.3 Recommendation.....................................................................................................................73
References and Bibliography.........................................................................................................74
Appendix........................................................................................................................................80

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List of Figures
Figure 1: Dissertation Structure.....................................................................................................11
Figure 2: Performance management framework...........................................................................17
Figure 3: Elements of human resource management.....................................................................19
Figure 4: Elements of Goal setting theory.....................................................................................25
Figure 5: Research Philosophy......................................................................................................29
Figure 6: Research Approach........................................................................................................31
Figure 7: Types of Sampling and their associates.........................................................................36

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List of Graphs
Graph 1: Tenure.............................................................................................................................41
Graph 2: Gender............................................................................................................................42
Graph 3: Age..................................................................................................................................44
Graph 4: Satisfaction level of employees......................................................................................46
Graph 5: Performance appraisal is essential in performance management system.......................48
Graph 6: Employee motivation will be affected by the performance management system..........50
Graph 7: Training and development programs are important in creating effective performance
management system.......................................................................................................................52
Graph 8: Rewards and benefits will have an impact on the overall performance management
system............................................................................................................................................55
Graph 9: Performance management system will facilitate in maintaining quality standards........57
Graph 10: Performance management system improves the team bonding of the employees.......59
Graph 11: Performance management system will facilitate in achieving the operational
excellence......................................................................................................................................62
Graph 12: Performance management system creates positive impact on the overall employee
performance...................................................................................................................................64

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Topic- The Impact of Performance Management System on Employee Performance: A case
study of OCBC Bank
CHAPTER 1- INTRODUCTION
1.1 Introduction
It has been identified that performance management is one of the most significant
human resource management practices as well as is crucial for every organization. Thus, to
enhance the performance of the employees, it is very significant to evaluate the performance at
the regular intervals to understand where they stand, what is being expected from the employees
and what they are actually contributing. However, it is also important to learn the impact of such
system on the employees. The research also focuses on the facts about how such system affect
the employee performance. According to Kehoe and Wright (2013), performance appraisal or the
performance review remains as the technique for individual employees. Here, Christian, Garza,
and Slaughter (2011) also commented that performance management is a holistic process that
brings together a large set of activities that collectively help to form an effective management of
individuals and teams. The major purpose of the study is to examine the impact of performance
management system on the employees. This chapter presents a set of issues that organizations
and the employees face while implementing and cooperating with such system. This section of
the study also presents the research questions and objectives based on which the research has
been conducted.

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1.2 Background to the research
According to Elnaga and Imran (2013), one of the significant elements of Human
Resource is performance appraisal, as all engaged parties supervisors, employees, Human
Resource administrators conventionally are dissatisfied with the organization performance
system and considers the appraisal process as the bureaucratic exercise or the distractive
influence. On the other side, Gunday et al. (2011) mentioned that appraisal involve the
identification of cause and effect relationship on which the employment as well as the labor
policies are based and it remains as the routine method that firms use to evaluate their
employees. Thus, it can be mentioned that it is a systematic evaluation that is as objective as
possible of an ongoing programs. Christian, Garza and Slaughter (2011) commented that this
practice aims to appraise the relevance and fulfillment of objectives, efficiency, influence and
sustainability as well as the effectiveness.
As put forward by Guest (2011), the organizational performance criteria must include
productivity, profitability, marketing effectiveness, customer satisfaction as well as the
employees morale. In such context, the employee performance is strongly associated with the
organizational performance, effective but it is observed that efficient employee performance
could positively influence organizational performance. On the other side, a study conducted by
Kehoe and Wright (2013) presented a framework of talent management which includes
recruiting, performance, learning, planning, career enhancement, measuring and reporting.
Moreover, to organize an organization effectively, the organizations must have to reconsider how
they hire, train and reward their employees. Thus, the organizational members could be
encouraged to be competitive. In this context, Gruman and Saks (2011) commented that
performance appraisal remains as a significant aspect of performance management, in itself it

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might not be considered as performance management; instead it become one of a series of tools
that can be used to deal with the performance. To the background of performance management,
Mithas, Ramasubbu and Sambamurthy (2011) mentioned that performance management can be
considered as the holistic technique integrating several activities that collectively contribute to
the effective management of individuals and teams to achieve high extent of organizational
performance. This is a strategic technique, which is particularly about the wider issues as well as
the long-term goals that connect several aspects of the business, human resource management,
organizational and members.
1.3 Problem Statement
The problem identified in the research concerns the impact of performance management
system on employee performance, which might negatively affect employee motivation,
performance, teams and the organization as a whole. This is not certain that performance
management system only has negative impact on employee and organizational performance.
PMS does positively influence employee performance but that depends on the type of methods of
performance management system applied by the organizations. Therefore, it is not known, how
and to what extent, the performance management system influences the employee performance
and this unknown fact creates the necessity of conducting a research on this context.
Performance management techniques in regional spheres are often considered and implemented
separately from other organizational practices. However, such separate technique could make
negative influence like employee deviation as well as performance issues. The current research
problem examined manner, which makes sure the synergy of the component parts within the
system to evaluate the role of Human Resource with regard to performance management system
and analyze the barriers faced in this technique regarding PMS and employee motivation.

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1.4 Research Hypotheses
H0-A well-developed performance and well-designed performance management system with
well thought-out approaches and practices can enhance employee performance
H1- A well-developed performance and well-designed performance management system with
well thought-out approaches and practices cannot enhance employee performance
1.5 Research Aim and Objectives
The aim of the research is to examine the impact of employee performance on the employees of
the organization. To achieve the purpose of the study, the study covers the following key
objectives.
 To critically investigate the components of performance management system
 To critically analyze the impact of performance management system on employee
performance
 To identify the major loopholes while improving employee performance parameters
1.6 Research Questions
 What are the components of performance management system?
 What is the impact of performance management system on employee performance?
 What are the major challenges found while improving employee performance
parameters?

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1.7 Significance of the study
The present study is significant for several reasons; its major significance is in
employee’s contribution in the organization with their performance in helping the firms
achieving its mission and given knowledge development in the area of performance
management. Moreover, the identification of the factors that influence performance management
system to be relevant to help employees achieving organizational objectives. Moreover, the
investigation of the issues could help to find the solutions to the issues and barriers faced by the
employees and the organization to meet their respective needs. The significance of performance
management system to the employees ensures that organization develops the required strategies
to introduce performance management but this could also help to figure out what exactly the
employees are supposed to contribute towards the achievement of the visions.
1.8 Dissertation Structure

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Figure 1: Dissertation Structure
(Source: Self-Made)
1.9 Conclusion
The introductory chapter builds the backbone of the research project. The chapter
provides the definition and importance of performance management system and its relation with
the employee performance. The chapter provides a detail background to the research containing
the components and techniques used for designing performance management system. Based on
the elements discussed in the background to the study, issues associated with performance
management system have been discussed in the chapter. Moreover, this chapter has a direct
relation with the next section of the study, as considering the research questions and objectives,
review of literature has been conducted in the next section of the study.

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CHAPTER 2- LITERATURE REVIEW
2.1 Introduction
In the previous section of the study, the problem statement and research objective were
presented. The background information on performance management systems and its effect on
employees have been stated. This chapter of the study presents an evaluation of literature review
relevant to performance management system developed by the organizations. The literature of
performance management provides fascinating understanding into the ways in which employees
and organizations organize themselves following their visions. In addition to this, it also enables
us to understand the complex as well as ever-changing organizational life. For each organization,
PMS is necessary because it enables the organization to find the suitable solutions to complex
issues of quality service enhancement. Here, the study intends to examine the impact from the
employees perspective view.
2.2 Importance of performance management system
The people often forget about their purpose of work in their work routine in an
organization. According to Guest (2011), individual performance drives organizational
performance and it is necessary to ensure every individual understands this agency’s goals and
visions and how their work fits in to the firm and how they contribute to their mission and
objectives accomplishment.
A clear understanding of job expectation

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When employees and the supervisors have a clear understanding of their specific job
duties, any ambiguities in the workplace are eliminated. Individuals are usually held accountable
for their own responsibilities and duties. Here, performance management empowers the
individual to consider about as well as clarify the role in the organization. Green et al. (2012)
mentioned that setting goals and expectation might be relevant to this context. Moreover, the
performance plans of the employees should provide balanced and credible measures. Therefore,
in addition to the measurement of expected results, the performance plans might include
appropriate measures like quality, quantity and cost and expectation. Therefore, in order to
become credible, the performance expectation should be developed on the basis of quality, job
analysis, reasonable as well as attainable measures. Moreover, these strategies should be
communicated in a timely manner.
Regular feedback about the performance
As put forward by Avey et al. (2011), regular feedback facilitates effective
communication in the workplace. Performance Management helps to identify the strength and
weaknesses. It also provides the opportunities to hear and exchange opinions and views that are
away from the usual pressure of work. Moreover, it gives employees a clear understanding of
how individual’s performance is evaluated and monitored. This develops employee confidence
as well as enables them to contribute to the organizational performance development. It has also
been understood that performance management could be a motivational tool that not only makes
the individual to feel satisfied but to go beyond the expectation. Batt and Colvin (2011)
mentioned that if the supervisors and employees do not talk throughout the year, the system
might not work, thus, the organization must ensure that they have performance feedback
procedure that facilitates dialogue between the managers, supervisors and employees throughout

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the year. This fact makes it evident that performance management is not something that should
be looked only at the initial stage as well as the end of the review cycle with just one-quarter
cycle review. Certainly, it remains as continuous and ever changing technique, reflecting and
monitoring the work that employees are doing for the organization.
Advice and steps for enhancing the performance
Performance management could help to identify and address ways in which one could enhance
performance and use the opportunity to explain the career direction as well as prospects.
Moreover, the performance management brings the opportunity to plan for and fit the objectives
to enhance the career further. According to Buller and McEvoy (2012), PM helps to obtain all
additional training as well as mentoring, which could act as the base for the development of
future succession strategies.
Rewards for effective performance
It is quite certain that outstanding effort do not remain unnoticed because the performance
management offers several kinds of awards that demonstrate gratitude for a particular task that is
effectively done- such as the performance bonus. Moreover, the employees feel motivated, as the
Performance Appraisal provides employees with incentives and could open the door to career
development in the near future. The performance management is about the development of
performance. However, the organizations in the recent time, the organizations enhance the
performance management system that could enable them to enhance their programs delivery and
enhance employee involvement and productivity.

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2.3 Implementation of the performance management program
As mentioned by López-Nicolás and Meroño-Cerdán (2011), the performance
management policy guides the implementation of performance management system. This policy
provides a framework for enhancing the performance indicator, intervals and targets of
conducting, monitoring as well as coaching sessions, with the inclusion of development and
performance management scorecard. As put forward by Huselid and Becker (2011), the
performance management policy is usually concerned with the way in which the individual
employee performance is managed across the organization. In addition, the objective of PMS
system is to enhance organizational performance by enhancing individual performance. It might
also help to clarify expectation of what the individuals are required to accomplish, enhance the
skills and competencies of individuals within the organization. Such practice could also help the
firms to develop the skills and competencies of the individuals within the firm. On the other side,
Daley (2012) mentioned that under such practice, the managers also find the scope to manage the
performance of their employees as well as permit employees to become actively involved in
managing their individual performance. The following diagram describes the performance
management framework.

(Feb) Planning
The managers call for a
meeting with the employees to
determine the performance
objectives of the year
Feb-March: Coaching (Ongoing throughout the year)
The managers generate both formal and informal opportunities to deliver feedbacks to the employees on their pe
April: Reviewing
The managers could report inputs from customers on the employee
performance throughout the period
The managers rate employees’ performance against the set objectives
Manager and employees meet for formal performance appraisal and
final score. Managers and employees prepare the development plant
May: Rewarding
To be suggested
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Figure 2: Performance management framework
(Source: Franco-Santos, Lucianetti and Bourne 2012)
The above-presented performance management framework indicates four different aspects such
as planning, coaching, reviewing as well as rewarding.
Planning- This stage helps to collaboratively identify individual performance expectation as
well as gains employee’s commitment to accomplish these expectation (Jiménez-Jiménez and
Sanz-Valle 2011).
Coaching- This remains as a significant phase of persistently tracking and enhancing the
performance through feedback as well as strength of potential outcome and competencies.
Reviewing-This stage involves the assessment of actual performance against the expectation at
the end of the performance cycle to evaluate and document the desired and recorded performance
(Boxall 2012).
Rewarding- This stage develops the relation between the performance and the reward. It helps to
direct as well as strengthen the work behavior by determining as well as acquiring equitable and
adequate reward (Alfes et al. 2013).
2.4 Role of human resource management in performance management system
Pulakos and O’leary (2011) mentioned that human resource remain as the most expensive
resource and the most critical in obtaining efficiency as well as effectiveness in the organization.
This fact signifies that organizational performance eventually depends on the performance of
human resource of a firm. In addition, the performance of individual s of an organization

Recruitment and selection
Induction
Performance Review
Reward system
Training and Development
Labor relation and management
Retention Strategy
Succession Planning
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somehow depends on the human resource management practice and system. Thereby, the human
resource management practice needs to be integrated with as well as aligned to organization’s
performance management system. More specifically, HRM system consists of some potential
elements and techniques such as recruitment, selection, induction, performance appraisal, reward
system and training & development.

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Figure 3: Elements of human resource management
(Source: Boxall 2012)
Moynihan and Lavertu (2012) argued that human resource management in the organization
involves the most effective utilization of employees to meet the goals of the institution. Here,
Larkin, Pierce and Gino (2012) expanded this statement by introducing the aim of strategic
human resource management. Larkin, Pierce and Gino (2012)) mentioned strategic indicates that
human resource managers should ensure that they provide that skills and competencies required
to meet the requirements of an organization’s overall objectives. Larkin, Pierce and Gino (2012)
strategic human resource management considers a wider and international view on human
resources that HRM processes should be clubbed with all other resources. This fact signifies that
related human resource management problems such as diversity, equity of employment and poor
economic environment should be identified.
Recruitment selection- This is arguably the most significant element of human resource
management. Especially, when the wrong people join the organization, it certainly becomes very
difficult to deal with their performance. Most importantly, in a public sector organization, it
becomes very difficult for the firm to fire them for poor performance due to the labor legislation
that protects the workers. Thus, it is necessary to have proper effort as well as system in place to
recruit and select the most talented people. Therefore, while selecting and recruiting people it is
necessary to review company’s strategic plan for staffing implication. The recruiter must audit
the skills and age profile of the current and existing staff. In this context, Judge and Zapata
(2015) commented that succession planning could allow for the employees turnover.
Induction

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Once the individual are recruited, they need to undergo an induction as well as orientation
programme. The major purpose of an induction program is to present a new individual to
company’s strategy, culture and system. In this context, Lazaroiu (2015) commented that
induction can be defined as the introduction of new employees to the department. Thereby, the
new individual could understand the job responsibility, approaches, culture and other aspects.
Performance management, training, and development
In the era of knowledge evolution, the human capital is considered more the most
significant than the financial capital. In such context, large organizations with the high
productivity invest more in persistent training and development of their employees. In this
context, Barrick et al. (2015) also commented that successful organizations invest significant
resources in research and development activities and the base of new knowledge. From the
previous studies, it is gained that training and development interventions have significant effect
on employee motivation. According to Anitha (2014), training and development need to be
approached strategically.
2.5 Process of performance management
The previous studies have discussed about certain step that should be applied to performance
management process.
Identifying the vision- Trainor et al. (2014) mentioned that the starting point for forming a
performance management system is to identify the vision of the organization. The strategic plan
of an organization specifies the vision for achievement of objectives within the developed time-
frame. Eccles, Ioannou and Serafeim (2014) mentioned that a vision statement actually responds
to the question, “What the organization wants to become?”

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Identifying the mission statement
The development of a vision guides the path to form the mission statement of a company that
specifies the output of all department and units within the company to be achieved.
Identification of key outcome and critical dimension
According to Birasnav (2014), the identification of key results might include the results might
include the reasons for the existence of a particular job, significance of the services that job
incumbent is providing to other employees and departments. The supervisors in consultation
with their subordinates should identify such key results.
Preparing the performance objectives
Setting of objectives is usually done in multiple departments of the organizations. It could
become the challenge to separate the goals for lower levels in the organization. The departments
formulating their own objectives might not be aligned to the overall organizational goals. Such
disintegrated goals could lead to a diverse scale of performance indicators existing in the
organization causing inability to achieve vision and mission.
Formulation of critical success factors (CSFs)
Critical success factors are defined as the attributes or the characteristics to measure the
output. In addition, the critical success factors should be clubbed together to make sure the
performance management system becomes successful. Mir and Pinnington (2014) argued that the
achievement of success depends on the relationship between the key performance indicators and
critical success factors. The performance management system needs to be kept present as well as
functional by aligning it with dynamic environmental needs.

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Development of key performance indicators (KPIs)
As mentioned by Neiger et al. (2012), the key performance indicators are quantitative and
qualitative measurements that show significant steps that are being considered towards the
desired goals. In order to support this statement, Chen et al. (2014) mentioned that it is essential
to develop criteria for each performance dimension with the necessary requirements leading to
the development of performance indicators. Yin, Zhu and Kaynak (2015) mentioned that the
relations between different key performance indicators that need to be clarified. It is studied that
there are two different types of relations such as the relation between the KPIs implemented
within the context of one single function and the relation between the sets of Key Performance
Indicators. In this context, Sykes, Venkatesh and Johnson (2014) mentioned that key
performance indicators need to be selected and agreed upon based on both external and internal
stakeholder requirements. Hence, all stakeholders should be used to gather information that
forms the basis during the generation of set of key performance indicators.
Setting of performance standards
Once the KPIs are developed, the next phase is to develop the performance standards and
it is observed that the performance standards specify the least acceptable result for each task. As
put forward by Speklé and Verbeeten (2014), performance standards remain as the numeric
values of performance metric that could be achieved by a mentioned date and it is usually
expressed as the range of some required range that certainly meets the predefined specifications.
On the other side, another study conducted by Qrunfleh and Tarafdar (2014), mentioned that
performance standards extracts positive action from the employees. The performance standards
provide employees with a better understanding of performance expectation.

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2.6 Understanding performance applying theories and models
The performance management is a method of identifying, measuring and developing the
performance of individuals as well as aligning with the strategic goals of the agency. Guest
(2011) mentioned that performance management is often misunderstood and considered as
performance appraisal but the performance appraisal just a part of performance management
system. Kehoe and Wright (2013) mentioned that there is no single universally accepted model
of performance management. However, Mithas, Ramasubbu and Sambamurthy (2011) proposed
two different theories such as the goal setting theory and expectancy theory.
Expectancy theory-
The expectancy theory has been developed by Victor Vroom in 1964 and this theory is
developed on the basis of the hypotheses that individuals adjust their behavior in the organization
based on the desired satisfaction of values objectives and goals. The individuals modify their
behavior in such a manner, which is most likely to lead them to attain the goals and objectives.
This theory particularly highlights the concept of performance management since it is believed
that performance is influenced by the expectation in terms of the future event. Therefore, while
designing the performance management system for the employees and the organization as a
whole, such expectation is often considered by the management Batt and Colvin (2011). In this
context, López-Nicolás and Meroño-Cerdán (2011) commented that whereas Maslow’s and
Herzberg aims at the relationship between the internal requirement as well as the resulting effort
asked to fulfill them, Vroom’s expectancy theory divides effort, performance and results that
usually come from the motivation. Vroom’s expectancy theory anticipates theory predicts that
behavior could result from conscious choices among several alternatives whose major purpose is

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to increase pleasure and reduce the pain. Vroom understood that employee’s performance is
usually based on the factors like personality skills, knowledge, experience and abilities.
Goal setting theory- Edwin Locke in 1968 developed the goal setting theory, which suggest that
individual goal setting developed for motivating the employees in their superior performance.
This happens as the employees keep following their goals; and if these goals are not achieved,
they could improve their performance and make them more realistic. In this context, Schunk,
Meece and Pintrich (2012) commented that in the case the performance enhances, it could result
in achievement of the performance management system objectives. In another context, Boxall
(2012) mentioned that goal setting often refers to what being set for the future for the subsequent
performance of employees. Pulakos and o’leary (2011) commented that if the goals are easy to
achieve, the performance of an individual or the organization might not be improved.
Nonetheless, when an individual or the organization is committed to achieve goals and they do
not suffer from any conflicting goals, the accomplishment of the goals might be positive. During
the invention of the theory, Locke mentioned about five different elements such as clarity,
challenge, commitment, and feedback and task complexity.
Clarity- According to Buller and McEvoy (2012), clarity refers to clear as well as
measurable goals that could be achieved within the particular timeline as well as within the goal
setting.

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Figure 4: Elements of Goal setting theory
(Source: Guest 2011)
Challenge- Batt and Colvin (2011) mentioned that challenges are referred to the goals being able
to achieve decent range of challenge, motivating the individual and firms to strive for positive
goal achievement.
Commitment- The commitment enables the individuals and the organizations to increase up the
deliberate efforts in accomplishing goals but such commitment certainly makes the goals
achievable.

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Feedback- It is studied that feedback provides information on the growth towards achieving
objectives. The employees and organizations could adjust goal setting in accordance to the
feedbacks.
Task complexity- As put forward by Buller and McEvoy (2012), the task complexity makes the
accomplishment of goals easier by developing process and steps. Thus, goal setting can be
achieved by implementing all principles strictly and making sure that all objectives account for
the major principles.
According to Kehoe and Wright (2013), the goal setting can be implemented to all places where
effective results are expected through proper goal setting. On the other side, efforts could make
it easy to achieve goals with high intensity as well as positive working.
2.7 Research Gap analysis
It is observed that the previous studies have presented the facts related to performance
management and its importance associated with the organization performance. The previous
studies have also discussed about all related elements associated with the performance
management. However, the studies did not pay required attention to employee performance and
motivational factors. Particularly, the study conducted by Batt and Colvin (2011), presented the
aspects of performance management process but it did not include the element of employee
motivation. Moreover, the whole literature hardly mentioned about the employee motivational
theories.

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2.8 Summary
This chapter presented a series of facts related to performance management and its potential
impact on the employees and the organization. In order to conduct the literature, almost 30
journal articles have been considered in the analysis. The previous studies have only mentioned
about the organizations’ recruitment and selection process and its relation with the performance
management. However, performance appraisal required more attention in the analysis of
previous studies.

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CHAPTER 3- RESEARCH METHODOLOGY
3.1 Introduction
This chapter explains the research methods, approaches and designs that have been used
throughout the study. Moreover, the chapter justifies the selection by describing the advantages
and disadvantages of each particular approach. Tong (2012) commented that methodology as the
framework, which is usually related to the particular set of paradigmatic anticipation. Snyder
(2012) emphasized that when performing a study, the methodology should be appropriate to
achieve the research goals and objectives. This chapter presents the type of research techniques
that have been used to the study.
3.2 Research process
Usually, the research process has to be included in methodology section of the research
project. Research process usually includes the selection of the research area, formulation of
research aim, objectives and research questions. Moreover, the research process must include
literature review, the methods of data collection and implementation of primary analysis. The
present study includes all of these steps. Firstly, in the introductory chapter, research aim,
objectives, and hypotheses have been formed and likewise, the literature review has been
conducted considering the journal articles. Specific data collection methods have been selected
based on analyzed benefits and shortcomings related to the alternative data collection techniques.

30INTERNATIONAL HUMAN RESOURCE MANAGEMENT
3.3 Research philosophy
As mentioned by Anderson and Shattuck (2012), the research philosophy is related to the
clarification of assumption regarding the nature as well as the source of knowledge. It is
identified that all researches are usually based on some particular assumptions regarding the
world and process of understanding the world. Usually, there are four different types of research
philosophies such as positivism, interpretivism, realism and pragmatism. As put forward by
Scotland (2012), the positivism research philosophy deals with the factual knowledge that has
been acquired through observation. This positivism research philosophy helps to elicit the hidden
facts.
Figure 5: Research Philosophy
(Source: Scotland 2012),

31INTERNATIONAL HUMAN RESOURCE MANAGEMENT
For example, if organizational performance has to be measured, all associated elements
can be elicited for the discussion can be done by the positivism research philosophy. As put
forward by Creswell (2013), the positivism research philosophy relies on the quantifiable
observation that could further lead to statistical analysis. On the contrary, Mertens (2014)
mentioned that positivism provides an empirical view that knowledge comes from human
experience. On the other side, Saunders (2011) interpretivism research philosophy involves the
action of interpreting the research elements of the research project. It is also observed that
interpretivism research philosophy helps to interpret the existing facts with human assumptions.
For example, the performance management system can be interpreted with authors’ own
assumption. However, in the present study, the positivism research philosophy.
Justification behind the selection of research philosophy- positivism
For conducting the analysis in the present study, positivism research philosophy has been
selected because, in accordance with the definition, helps to find out the hidden facts related to
the performance management system. For example, in order to analyze related elements such as
training and development, the importance performance appraisal and other facts, positivism
research philosophy might be required. Likewise, this philosophy helps to find out numerical
data associated with the performance management procedures.
3.4 Research Approach
The research approaches are usually divided into two different categories such as
deductive and inductive research approach. It is observed that deductive approach is associated
with the formulation of research hypotheses that should be based on the existing theory and
design of research strategy. As put forward by Smith (2015), deductive means reasoning from

32INTERNATIONAL HUMAN RESOURCE MANAGEMENT
the specific to the general. This approach particularly starts with an expected pattern that is
verified against the observation; conversely, the inductive approach starts with observation and
then it tries to look for a pattern within it. Therefore, in the context of present research topic,
hypotheses related to the effectiveness of performance management and its impact has been
formed observing the existing theories and models. As put forward by Saunders (2011), the
inductive research approach initially starts with the observation and eventually leads to theories.
Figure 6: Research Approach
(Source: Saunders 2011)
Justification of selecting the deductive research approach
The deductive research approach has been selected because, this approach helps to form the
relevant hypotheses such as a well-designed performance management system can enhance the

33INTERNATIONAL HUMAN RESOURCE MANAGEMENT
performance of the employees. This hypothesis has been formed considering some relevant
theories based on performance management system. Now, this hypothesis will further be tested
with some statistical tools. On the other side, the inductive research approach has not considered
in the present research because it first goes with observation without any consideration of
existing facts.
3.5 Research Design
The research design can be considered as general strategic plan about how the research
questions are supposed to be responded. The research design can be divided into two categories
such as explanatory and descriptive. As mentioned by Bryman (2015), the exploratory research
explores the research questions but it does not provide any conclusion to the existing problems.
Bryman and Bell (2015) also mentioned that if a research is supposed to determine the content or
nature of the issue, the exploratory research is not supposed to offer conclusive evidences here.
On the contrary, the descriptive research design focuses on the present issue through the process
of data collection. The major purpose of descriptive research design is describing, explaining as
well as validating the research findings. Therefore, in the present study, descriptive research
design has been selected. The causes of selecting the descriptive research design have further
been provided in the following.
Justification of selecting descriptive research design
The descriptive research philosophy has been selected as this research philosophy
provides the possibility of observing the phenomenon in a natural manner. Moreover, this
research philosophy provides the scope for using qualitative as well as quantitative techniques of
data collection. Thus, in the present study, this research design contributes to the execution of

34INTERNATIONAL HUMAN RESOURCE MANAGEMENT
qualitative and quantitative data collection. More specifically, the effectiveness of performance
management system and its impact can be analyzed with the real-world facts and evidences, as
descriptive research design provides the scope for applying qualitative and quantitative research
design method.
3.6 Data collection techniques
The data collection technique is usually divided into two different categories such as the
secondary and primary data collection.
Secondary Data collection
It is a known fact that secondary data is a type of data that has already been published in books,
newspaper, journals, magazines and broad reading sources. Such data are abundant in nature;
thereby, in the present study, the data has been collected from all above-mentioned sources.
However, the criteria of selecting the secondary data have largely been used in the study, such as
the reliability and validity of the data. The journals cited in the discussions are not before than
2011. The secondary data collections have effectively been used more intensively in literature
review.
Primary Data Collection
The primary data collection is divided into two different categories such as quantitative
as well as qualitative data collection method. As mentioned by Glesne (2015), the quantitative
data collection methods are usually developed based on the mathematical calculation in different
formats. Hence, the methods of quantitative data as well as the analysis usually involve the
questionnaire with a set of close-ended questions. On the other side, the qualitative research

35INTERNATIONAL HUMAN RESOURCE MANAGEMENT
methods do not use numbers or mathematical calculation as this research is close associated with
sounds words, feelings, emotions, and some other elements that are non-quantifiable. As put
forward by Mertens (2014), the qualitative researches aim to ensure larger level of
understanding. In the present study, this research method includes interview and questionnaire
with open-ended questions. Unlike, the quantitative data, in qualitative data collection method,
open-ended questions, as this section requires an in-depth analysis.
3.7 Data analysis
Data analysis in the present study includes both quantitative and qualitative data analysis.
In qualitative data analysis, using interview method, the data has been collected and analyzed by
liking them with the findings found in the literature review. Conversely, the data analysis
involves critical analysis and interpretation of numbers, figures and seeks to find the rationale
behind the appearance of major findings. More specifically, the quantitative data first has been
converted to numeric digits, and then they are presented in the graph, table and charts to signify
the statistical value.
During the analysis, the facts and findings of previous research works have been linked.
Likewise, such large piece of primary data findings have been analyzed as well as objectively
interpreted through comparing it to other findings of the previous research papers. In addition to
this, the literature review findings conducted at the earlier stage of the research process required
to reflect the viewpoint of other authors on the context. On the other side, in qualitative data
analysis, there is no particular applicable techniques that might be applied to the general research
findings. Therefore, in the present study, the quantitative data analysis has been analyzed by
comparing the primary and secondary data.

36INTERNATIONAL HUMAN RESOURCE MANAGEMENT
3.8 Sampling technique
As put forward by Smith (2015), the sampling has been explained as the specific
principle used to select members of population to be engaged in the study. The methods of
sampling in primary data collection include certain stages such as defining the target population,
selecting the sampling frame and determining the size of the sample. Hence, the target
population presents the specific area within larger population that are effectively placed to serve
as a primary data source for the research.
For instance, for the research title of the present study, “Impact of performance
management system on employee performance: A case study of OCBC Bank Singapore”, the
target population consist of the individuals working in OCBC Bank Singapore. Likewise, the
next phase of sampling method comes with the selection of sampling frame, where certain
number of people from the target population takes part to the study. For instance, sampling frame
in the current study is the extensive list of OCBC bank’s employees. Likewise, the sampling size
has been determined based on the number of employees taking part in survey and interview
method. The population size for conducting the survey and interview is 65, but responses of 50
employees have been considered in the analysis and discussion.
Types of Sampling
The sampling methods are usually divided into two different categories such as the
probability and non-probability sampling. In probability sampling, every individual of the
population has the chance to take part in the study but in non-probability sampling, the
individuals are selected on non-random manner; thus, not each member of the population is
authorized to take part in the study. However, in the present study, the probability sampling

37INTERNATIONAL HUMAN RESOURCE MANAGEMENT
methods has been applied because in accordance to the criteria, the findings have been collected
from those individuals who have knowledge regarding the research context. In preset study,
following the principles of probability sampling method, the employees have been selected for
survey and interview as they have knowledge about the performance management system of
their organization.
Figure 7: Types of Sampling and their associates
(Source: Bryman and Bell 2015)
3.9 Reliability and Validity
As put forward by Bryman and Bell (2015), the reliability is generally referred to the
degree to which the same responses can be gained by using the same instruments more than a
single time. It is worth mentioning that present study carries a high range of reliability and other

38INTERNATIONAL HUMAN RESOURCE MANAGEMENT
scholars will be able t generate the same findings with the help of the same study methods such
as survey and interview. On the other side, the research validity has also been considered in the
present study and to assure the validity of present study, appropriate time scale for the study have
been selected ad appropriate methodology has also be considered while considering the features
of the study.
3.10 Ethical Consideration
As put forward by Gay, Mills and Airasian (2011), the ethical consideration can be
specified as one of the most significant aspect of the research. In order to apply ethics to
research, certain ethical principles have been followed and implemented to the research. No
respondent has been forced to take part in the research; moreover, before involving the
respondents to survey and interview, the consent of the respondents have been considered. The
researcher makes sure that the respondents of the research are not subjected to harm in any ways.
In addition to this, the respect for the dignity of research respondents has been prioritized in the
study. An adequate amount of confidentiality of the study has been ensured. Moreover, the
researcher makes sure identity of the respondents have been withdrawn. To maintain the
confidentiality and anonymity, the principles of data protection act 1998 has been followed in the
study. All type of communication in regard to the study has been done with honesty as well as
transparency.
3.11 Research Limitations
The present study is limited to primary study only. No thematic analysis has been
performed besides the primary analysis in the study. Moreover, the study also lacks a
comparative analysis, where the scenarios of two different organizations would have been

39INTERNATIONAL HUMAN RESOURCE MANAGEMENT
analyzed in terms of performance management system and its outcome. In addition to these
barriers, the study faces constraints of time and budgets. The given deadline for the task is very
limited and the analysis would have been more useful, if few more evidences were linked to the
discussion. The budget was another challenge faced during the completion of the study. The
collection of data and execution of interview cost a large amount of money, as it requires data
storage devices such as laptop, recorder and internet.

40INTERNATIONAL HUMAN RESOURCE MANAGEMENT
CHAPTER 4- FINDINGS AND DISCUSSION
4.0 Findings and Analysis
1. How long are you associated with Oversea-Chinese Banking Corporation Limited?
Row labels No of response Percentage of
response
Total respondents
less than a year 9 18% 50
1-2 years 12 24% 50
2-5 years 16 32% 50
more than 5 years 13 26% 50
Table 1: Tenure
less than a year 1-2 years 2-5 years more than 5 years
18%
24%
32%
26%
Tenure

41INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Graph 1: Tenure
Descriptive Statistics
Mean Median Mode
2.66 3 3
Findings
This is a question, which will address the tenure of the respondents. The findings of the
study show that there is uniformity in tenure among the respondents. In this current question,
18% of the respondents are relatively new to the organization, 24% of the respondents have been
in the organization for more than a year and the remaining respondents have significant
experience in the organization. Thus, the tenure of the sample population indicates that the study
will be able to highlight the perspective of each of the segments of employees in the organization
and provide a wider dimension to the study.
The descriptive statistics in the study shows that the mean is 2.66 which means that
majority of the respondents’ have been in the organization between 1-5 years. This indicates the
employee turnover is good in the organizational context. The median and mode value are 3
which means that the median value will divide the distribution equally in two halves. Moreover,
the mode value suggest that majority of the respondents are between the range 2-5years.

42INTERNATIONAL HUMAN RESOURCE MANAGEMENT
2. Your gender?
Row labels No of response Percentage of
response
Total respondents
Male 19 38% 50
Female 31 62% 50
Table 2: Gender
38%
62%
Gender
Male Female
Graph 2: Gender
Descriptive Statistics
Mean Median Mode
1.62 2 2

43INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Findings
This question identifies the gender of the respondents in the study. In this current study,
the numbers of female respondents are more. Generally, it has been seen that there is a difference
in opinion among the different genders. Thus, the study will identify the perspective of the
different genders to evaluate whether the performance management system will have different
impact on different genders.
The descriptive analysis will have no significant in this question as the there are only two
parameters.
3. Your age?
Row labels No of response Percentage of
response
Total respondents
less than 25 11 22% 50
25-30 15 30% 50
31-40 12 24% 50
41 and above 12 24% 50
Table 3: Age

44INTERNATIONAL HUMAN RESOURCE MANAGEMENT
less than 25 25-30 31-40 41 and above
22%
30%
24% 24%
Age
Graph 3: Age
Descriptive Statistics
Mean Median Mode
2.5 2 2
Findings
This is a question, which will highlight the age of the respondents in the study. the
fi9nidnsg of the study suggest that 22% of the respondents are below the age group of 25, 30%
of the respondents are between the age of 25-30, 24% of the respondents are between the age
group of 31-40 and rest of the respondents are above the age group of 41 years. Thus, as there is
uniformity among the respondents, opinion of different age group will be gathered to yield a
better result in the study.

45INTERNATIONAL HUMAN RESOURCE MANAGEMENT
The descriptive analysis of the study shows that the mean is 2.5 which means that
majority of the respondents are the between the groups 25-30 and 31-40. However, it is difficult
to determine the range by taking the mean in to account and thus, there are limitations of the
using of the mean as there are instances where it does not provide the exact picture. Median
divides the distribution in to equal halves, which means that the value 2 signifies that majority of
respondents are between the age group of 25-30. The mode has been able to confirm that the
number of occurrence is highest in the range 25-30
4. Are you satisfied with the performance management system in Oversea-Chinese Banking
Corporation Limited?
Row labels No of response Percentage of
response
Total respondents
Highly satisfied 24 48% 50
Satisfied 22 44% 50
Indifferent 0 0% 50
Dissatisfied 2 4% 50
Highly dissatisfied 2 4% 50
Table 4: Satisfaction level of employees

46INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Highly satisfied
Satisfied
Indifferent
Dissatisfied
Highly dissatisfied
48%
44%
0%
4%
4%
Satisfaction level of employees
Graph 4: Satisfaction level of employees
Descriptive Statistics
Mean Median Mode
1.72 2 1
Findings
This is question, which will highlight the satisfaction level of the employees regarding
the performance management system in Oversea-Chinese Banking Corporation Limited. The
findings of the study suggest that 48% and 44% of the respondents are highly satisfied with the
performance management system in the organization. There are only 8% of the employees,
which are dissatisfied with the performance management system.

47INTERNATIONAL HUMAN RESOURCE MANAGEMENT
The mean value is 1.72, which shows that majority of the respondents are satisfied, the
median value suggests the people that are satisfied fall in the middle and splits the distribution in
two equal halves. The mode value implies that majority of the respondents are highly satisfied
with the performance management system in the organization. Thus, the findings of the study
indicate that Oversea-Chinese Banking Corporation Limited has been able to maintain an
effective performance management system. Performance management system ensures that
employees are continuously growing and they are able to keep their goals in alignment with the
organizational goals. This is a reflection of their quality workforce and the strong performance of
the organization is determined by the application of efficient performance management. Thus,
this question is able to provide validation of the fact the organization has an effective
management system.
5. How far do you agree that performance appraisal is essential in performance
management system?
Row labels No of response Percentage of
response
Total respondents
Strongly Agree 26 52% 50
Agree 15 30% 50
Indifferent 1 2% 50
Disagree 3 6% 50
Strongly disagree 5 10% 50
Table 5: Performance appraisal is essential in performance management system

48INTERNATIONAL HUMAN RESOURCE MANAGEMENT
52%
30%
2%
6% 10%
Performance appraisal is essential in
performance management system
Highly satisfied Satisfied Indifferent
Dissatisfied Highly dissatisfied
Graph 5: Performance appraisal is essential in performance management system
Descriptive Statistics
Mean Median Mode
1.92 1 1
Findings
This is a question, which will portray the importance of performance appraisal system in
developing an effective performance management system. The findings of the study suggest that
52% of the respondents are in strong agreement with the fact that performance appraisal is
essential for developing an effective performance appraisals system. Moreover, 30% of the
respondents are agreeing with the majority thus confirming this fact. On the contrary, only 16 %
of the respondents are in disagreement with the statement made in this question.

49INTERNATIONAL HUMAN RESOURCE MANAGEMENT
The mean, median and mode clearly indicate the same thing where performance appraisal
has significant impact on the performance management system of the organization. From,
theoretical point of view, it is already known that performance appraisal is an essential
component of performance management system and this theory has been validated by the
findings. Thus, performance appraisal has contributed significantly improving the performance
management system of Oversea-Chinese Banking Corporation Limited. However, this does not
mean that performance appraisal is the only aspect of performance management system and there
are other relevant tools of creating performance management. Performance management deals
with improvement in overall performance of human resources and measurement of performance
of the employees is a component in it.
6. How far do you agree that employee motivation will be affected by the performance
management system?
Row labels No of response Percentage of
response
Total respondents
Strongly Agree 26 52% 50
Agree 16 32% 50
Indifferent 0 0% 50
Disagree 3 6% 50
Strongly disagree 5 10% 50
Table 6: Employee motivation will be affected \by the performance management system

50INTERNATIONAL HUMAN RESOURCE MANAGEMENT
52%
32%
6%
10%
Employee motivation will be affected by the
performance management system
Strongly Agree Agree Indifferent
Disagree Strongly disagree
Graph 6: Employee motivation will be affected by the performance management system
Descriptive Statistics
Mean Median Mode
1.90 1 1
Findings
Thus, this is question, which will identify the impact of performance management system
on motivation level of the employees. The findings of the study suggest that 52% of the
employees are in strong agreement with the fact employee motivation is affected by the
performance management system. Moreover, the majority of the respondents are supported by
32% of the respondents. On the contrary, only 16% of the respondents are in disagreement with
the above statement.

51INTERNATIONAL HUMAN RESOURCE MANAGEMENT
The mean, median and mode has provided similar indication that employee motivation
will be highly effected by performance management system. The employees in Oversea-Chinese
Banking Corporation Limited are highly motivated and it has been validated that performance
management system is one of the major reason for improving the quality of the workforce.
Oversea-Chinese Banking Corporation Limited has been able to make immense growth in the
market and earn profits even though they are faced with a complex surrounding environment.
Performance management system has been major contributor to that factor.
7. How far do you agree that training and development programs are important in creating
effective performance management system?
Row labels No of response Percentage of
response
Total respondents
Strongly Agree 25 50% 50
Agree 15 30% 50
Indifferent 2 4% 50
Disagree 4 8% 50
Strongly disagree 4 8% 50
Table 7: Training and development programs are important in creating effective
performance management system

52INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Strongly Agree Agree Indifferent Disagree Strongly disagree
50%
30%
4% 8% 8%
Training and development programs are
important in creating effective performance
management system
Graph 7: Training and development programs are important in creating effective
performance management system
Descriptive Statistics
Mean Median Mode
1.94 1.5 1
Findings
This is a question, which will analyze the impact of training and development programs
on the performance management system of Oversea-Chinese Banking Corporation Limited. The
findings of the study suggest that 50% of the employees are in strong agreement with the fact
that training development will have a positive impact on the performance management system of
the organization. They have been supported by 30% of the respondents, which shows that the

53INTERNATIONAL HUMAN RESOURCE MANAGEMENT
majority of the respondents agree. On the contrary, 16% of the respondents are not in agreement
with the majority of the respondents in the study.
The man value is 1.94, which signifies that the majority of the respondents lie between
agree and strongly agree zone. However, the median value in this descriptive statistics is 1.5,
which is indicating a similar result. The mode shows that majority of the respondents lie in the
strongly agree zone. Thus, the findings of the study suggest the training and development
programs are essential for developing an effective performance system. The theoretical concept
has as similar opinion as the training and development has been considered as one of the
essential aspect of the performance management system. Thus, the findings of this question is
able to validate the fact the existing theory that training and development will have a significant
positive impact on the performance management system. Oversea-Chinese Banking Corporation
Limited has included effective training and development programs which has improved the skill
level of the workforce. Thus, Oversea-Chinese Banking Corporation Limited has been able to
develop an effective performance management system by including training and development
programs.

54INTERNATIONAL HUMAN RESOURCE MANAGEMENT
8. How far do you agree that better use of rewards and benefits will have an impact on the
overall performance management system?
Row labels No of response Percentage of
response
Total respondents
Strongly Agree 35 70% 50
Agree 8 16% 50
Indifferent 0 0% 50
Disagree 3 6% 50
Strongly disagree 4 8% 50
Table 8: Rewards and benefits will have an impact on the overall performance
management system
Strongly Agree Agree Indifferent Disagree Strongly disagree
70%
16%
0%
6% 8%
Rewards and benefits will have an impact on
the overall performance management
system

55INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Graph 8: Rewards and benefits will have an impact on the overall performance
management system
Descriptive Statistics
Mean Median Mode
1.66 1 1
Findings
This is question, which will indentify the significance of using rewards and benefits in
the performance management system. The findings of the study clearly depict the fact that 70%
of the respondents are in strong agreement that inclusion of rewards and benefits are an essential
component of performance management system. On the contrary, only 14% of the respondents
are in disagreement with the fact that rewards and benefits will have an impact on the
performance system of the organization. The mean value is 1.66, which is not showing the
correct value due to its limitation of the fact, it is unable to take the extremities in to account.
Thus, the value of mean is a misinterpretation of the actual mean. Thus, the median value is 1
that has been able to represent the normal distribution in a proper way and shows the exact
middle value which is dividing the values in the normal distribution in to two equal lower and
higher halves. The mode shows the maximum occurrences of a factor and in this scenario, the
mode is representing the majority of the respondents who have strongly agreed to the statement
in the question.
Oversea-Chinese Banking Corporation Limited has implemented rewards and benefits in
to the human resources practices which shows that their operational supremacy and growth in

56INTERNATIONAL HUMAN RESOURCE MANAGEMENT
this sector. Thus, the use of rewards and benefits has improved the effectiveness of their
performance management system. According to existing theories, rewards and benefits are an
integral part of performance management system and the findings of the study have been able to
validate this theory.
9. How far do you agree that performance management system will facilitate in
maintaining quality standards?
Row labels No of response Percentage of
response
Total respondents
Strongly Agree 31 62% 50
Agree 12 24% 50
Indifferent 1 2% 50
Disagree 3 6% 50
Strongly disagree 3 6% 50
Table 9: Performance management system will facilitate in maintaining quality standards

57INTERNATIONAL HUMAN RESOURCE MANAGEMENT
62%
24%
2%6% 6%
Performance management system will
facilitate in maintaining quality standards
Strongly Agree Agree Indifferent
Disagree Strongly disagree
Graph 9: Performance management system will facilitate in maintaining quality standards
Mean Median Mode
1.7 1 1
Findings
This is a question, which will address the impact of performance system on quality
standards in Oversea-Chinese Banking Corporation Limited. The findings of the study suggest
that 62% of the respondents are of the opinion that performance management system will have
an impact on quality standards in an organization. On the other hand, 24% of the respondents
have a similar opinion to the majority. The current findings show that only 12% of the
respondents are not in agreement with the majority of the respondents. The mean value is 1.7,
which is not representing the specific value due to its limitation of the fact, it is unable to take the

58INTERNATIONAL HUMAN RESOURCE MANAGEMENT
extremities in to account. Thus, the extremes values in the data set will change the accurate value
of the mean. Thus, the value of mean is a misinterpretation of the actual mean. Therefore, the
median value is 1 that has been able to represent the normal distribution in a proper way and
shows the exact middle value which is dividing the values in the normal distribution in to two
equal lower and higher halves. The mode will identify the maximum number of times a value is
present in the data set. In this scenario, the majority of the respondents are in strong agreement
with the above statement in the question. Thus, the mode will represent that majority of the
respondents in the study.
According to human resource management, theory performance management will
improve the quality of workforce in an organization and at the same time improve the quality of
p0erformance of each of the employees. Thus, the study has successful in validating the existing
human resource theory where majority of the respondents has agreed to the mentioned statement
in the study. Oversea-Chinese Banking Corporation Limited has a strong management system,
which is one of the reasons that it has been able to maintain their long terms sustainability and
competitive advantage in the market. Thus, a strong and effective performance management
system has improved the quality of the workforce and performance.
10. How far do you agree that performance management system improves the team
bonding of the employees?
Row labels No of response Percentage of
response
Total respondents
Strongly Agree 31 62% 50
Agree 11 22% 50

59INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Indifferent 0 0% 50
Disagree 2 4% 50
Strongly disagree 6 12% 50
Table 10: Performance management system improves the team bonding of the employees
Strongly Agree
Agree
Indifferent
Disagree
Strongly disagree
62%
22%
0%
4%
12%
Performance management system improves
the team bonding of the employees
Graph 10: Performance management system improves the team bonding of the employees
Mean Median Mode
1.78 1 1

60INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Findings
This is a question, which will highlight the impact of performance system on team
bonding of the employees in Oversea-Chinese Banking Corporation Limited. The findings of the
study indicate that 62% of the respondents are of the view that performance management system
will have an impact on team bonding of the employees in an organization. On the other hand,
22% of the respondents have a similar opinion to the widely held notion. The current findings
show that in totality only 16% of the respondents are not in agreement with the maximum
respondents. The mean value is 1.78, which is not demonstrating the precise value due to its
limitations, it is unable to take the extremities in to account. Thus, the extremes values in the data
set will change the accurate value of the mean and will show value that will have a different
interpretation. Thus, the value of mean is a misinterpretation of the actual mean. Therefore, the
median value is 1 which represents the standard normal distribution in a proper way and shows
the exact middle value which is dividing the values in the normal distribution in to two equal
lower and higher halves. The mode will identify the maximum number of times a value is
present in the data set. In this scenario, the majority of the respondents are in strong agreement
with the above statement in the question and therefore, the mode will represent that majority of
the respondents in the study.
According to organization theory, performance management system will have a positive
impact on team bonding of employees in the organization. The finding of the study is indicating
the same thing and thus, it can be concluded from the findings that existing theory has been
validated. Oversea-Chinese Banking Corporation Limited has been able to motivate their
employees and improve the level of team bonding among the workforce only because of the fact
they have an effective performance management system. This performance management system

61INTERNATIONAL HUMAN RESOURCE MANAGEMENT
has been able to transform the overall organizational culture by accommodating team bonding as
one of its key components.
11. How far do you agree that performance management system will facilitate in achieving
the operational excellence?
Row labels No of response Percentage of
response
Total respondents
Strongly Agree 28 56% 50
Agree 13 26% 50
Indifferent 1 2% 50
Disagree 4 8% 50
Strongly disagree 4 8% 50
Table 11: Performance management system will facilitate in achieving the operational
excellence

62INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Strongly
Agree Agree Indifferent Disagree Strongly
disagree
56%
26%
2% 8% 8%
Employee motivation assists in operational
excellence
Graph 11: Performance management system will facilitate in achieving the operational
excellence
Mean Median Mode
1.86 1 1
Findings
This question will portray the impact of performance management system on achieving
operational excellence in Oversea-Chinese Banking Corporation Limited. The findings of the
study indicate that 56% of the respondents are of the view that performance management system
will have an impact on achieving operational excellence in an organization. Moreover, 26% of
the respondents have agreed to the majority of the respondents. The current findings show that in
entirety only 16% of the respondents are not in agreement with the maximum respondents. The

63INTERNATIONAL HUMAN RESOURCE MANAGEMENT
mean value is 1.86, which is not demonstrating the exact value due to its limitations, of not being
able to take the extremities in to account. Thus, the extremes values in the data set will change
the accurate value of the mean and will show value that will have a different interpretation. Thus,
the value of mean is a misinterpretation of the actual mean. Therefore, the median value is 1
which represents the standard normal distribution in a proper way and shows the exact middle
value which is dividing the values in the normal distribution in to two equal lower and higher
halves.
Thus, existing organizational theory states that performance management system will
have facilitate in achieving operational excellence in the study. Therefore, the finding of the
study has been able to validate the existing theories. The findings signify that Oversea-Chinese
Banking Corporation Limited has been able to achieve operational excellence due to their
superior performance management system.
12. How far do you agree that performance management system creates positive impact on
the overall employee performance at Oversea-Chinese Banking Corporation Limited?
Row labels No of response Percentage of
response
Total respondents
Strongly Agree 28 56% 50
Agree 10 20% 50
Indifferent 2 4% 50
Disagree 5 10% 50
Strongly disagree 5 10% 50

64INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Table 12: Performance management system creates positive impact on the overall
employee performance
56%
20%
4%
10%
10%
Performance management system creates
positive impact on the overall employee
performance
Strongly Agree Agree Indifferent
Disagree Strongly disagree
Graph 12: Performance management system creates positive impact on the overall
employee performance
Mean Median Mode
1.98 1 1
Findings
This question will highlight the impact of performance management system on overall
performance of the employees in Oversea-Chinese Banking Corporation Limited. The findings
of the study indicate that 56% of the respondents are of the view that performance management

65INTERNATIONAL HUMAN RESOURCE MANAGEMENT
system will have an impact on achieving operational excellence in an organization. Moreover,
20% of the respondents have agreed to the majority of the respondents. The current findings
show that in entirety only 20% of the respondents are not in agreement with the maximum
respondents. The value of mean, median and mode has indicated the same thing that performance
management system will have a positive impact on the employee performance. Oversea-Chinese
Banking Corporation Limited have gained competitive due to the quality of service they provide
top their customers. The performances of the employees are exceptional and this has been
possible due to the incorporation of effective performance management system in to the
organization. However, these are all opinions of the respondents, which need to be validated by
using statistical tools. Thus, the next part of the analysis will try to establish a relationship
between the independent and the dependent by using regression analysis.

66INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Regression Analysis
SUMMARY OUTPUT
Regression Statistics
Multiple R 0.210271
R Square 0.044214
Adjusted R
Square 0.024302
Standard Error 0.643254
Observations 50
ANOVA
df SS MS F Significance F
Regression 1 0.918766
0.91876
6
2.22044
3 0.14273623
Residual 48 19.86123
0.41377
6
Total 49 20.78
Coefficient
s
Standard
Error t Stat P-value Lower 95%
Upper
95%
Lower
95.0%
Upper
95.0%
Intercept 1.449484 0.296503
4.88859
3
1.18E-
05 0.853324471
2.04564
4
0.8533244
7
2.04564445
4
X Variable 1 0.23414 0.157129
1.49011
5
0.14273
6 -0.081788614
0.55006
9
-
0.0817886
0.55006872
2
PROBABILITY OUTPUT
Percentile Y
1 1
3 1
5 1
7 1
9 1.25
11 1.25
13 1.25
15 1.25
17 1.25
19 1.25
21 1.25

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23 1.25
25 1.25
27 1.5
29 1.5
31 1.5
33 1.5
35 1.5
37 1.5
39 1.5
41 1.75
43 1.75
45 1.75
47 1.75
49 1.75
51 1.75
53 1.75
55 1.75
57 1.75
59 1.75
61 1.75
63 2
65 2
67 2.25
69 2.25
71 2.25
73 2.25
75 2.25
77 2.25
79 2.25
81 2.5
83 2.5
85 2.5
87 2.5
89 2.75
91 2.75
93 3
95 3
97 3.25
99 4

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0 20 40 60 80 100 120
0
1
2
3
4
5
Normal Probability Plot
Sample Percentile
Y
Graph 13: Normality plot
Findings
The significance F value in regression analysis is 0.14273623, which is less than the 0.5,
which means there is relation between the dependent variable employee performance and
independent variable performance management system. The regression equation is y= 0.23414x
+ 1.449484, which means that there is positive relation between both the variables. Thus, the
improvement in performance management system will improve the performance of the
employees. Thus, the null hypothesis in the study can be rejected and the alternative hypothesis
has been accepted. The value of R2 is 0.044214, which means that the independent variable is
able to explain 4% of the dependent variable. As there are large number of factors which affect
the performance of the employees, out of which is performance management system is one such
factor, which has been able to explain the dependent variable to almost 5%. The normality plot
identifies whether the data set in the study is following a normal distribution or not. The
normality plot shows that the data sets are normally distributed in the study and the goodness of
fit of the regression line is good. Thus, the regression analysis states that with one unit change in
x, y will be changed by 1.683624, which shows a positive impact.

69INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Analysis
Thus, it has been analyzed form the study that there is the null hypothesis in the study
will be rejected due to the F value and the alternative hypothesis will be accepted. Moreover,
Oversea-Chinese Banking Corporation Limited is providing a live example of the impact of
performance management system on employees’ performance. Oversea-Chinese Banking
Corporation Limited has been able to maintain their competitive advantage due to the effective
use of this organizational tool.

70INTERNATIONAL HUMAN RESOURCE MANAGEMENT
CHAPTER 5- CONCLUSION AND RECOMMENDATION
5.1 Conclusion
The above-presented data and outcome indicates that performance management system
plays a great role in influencing employee performance. Each large and small organization
nurtures the practice of performance management system. The introductory chapter of the
dissertation presents the facts that performance management system, as the field of study, is
popular context in HRM. It is significant for the organization to plan, manage and reward the
performance. In implementing this, organization’s productivity could develop and profits could
increase through supervising the entire process of performance management and this process
might include forming objectives, checking feedbacks and evaluation of performance. The
existing studies indicate presented in the research indicate that when the employees and the
managers have proper understanding of their job, uncertainties about the job do not remain in the
workplace. The performance management system empowers the individual to consider about the
role and understand them and so that they could perform effectively. The studies also indicate
that performance management system could include the general procedures such as regular
feedback about the performance, steps for improving the performance and the rewards for
effective performance.
The literature review also indicates that existing studies also indicate that HRM has a
strong significance in performance management system. Particularly, the HRM system could
include the potential elements like recruitment, selecting, induction, performance appraisal,
rewards, training and development. There have been other significant grounds remain in between

71INTERNATIONAL HUMAN RESOURCE MANAGEMENT
the performance management system and HRM practices and to learn those grounds a primary
analysis has been conducted. In the quantitative analysis, one of the questions was about the role
of performance management system on organization’s team building clarifies that Oversea-
Chinese Banking Corporation Limited has the ability to encourage their employees and
enhance the range of team bonding among the workforce and this is due to the fact that they have
an effective performance management system. The findings indicate that performance
management system has the ability to convert the overall organizational culture by tightening the
team building as one of the significant element. Another question about the positive impact of
performance management on the overall employee performance indicate that Oversea-Chinese
Banking Corporation Limited is providing a great example of performance management system
on employee performance. The organization is able to gain a competitive edge because of this
organizational tool. Research objectives have been linked to the findings found in the above-
presented chapters.
5.2 Linking the objectives
Objective 1: To critically investigate the components of performance management system
This objective was about the examining the components of performance management system and
the objective has been linked to the quantitative questions 6,7 and 8. The findings presented
above helps to observe that performance management system comprises of several components
such as rewards, appraisal and training and developments. The existing studies have proven that
the training and development programs certainly influence the performance of the employees. In
addition, outcome derived from the primary analysis also indicate that training and development

72INTERNATIONAL HUMAN RESOURCE MANAGEMENT
at Oversea-Chinese Banking Corporation Limited is effective enough to positively influence
employee performance. This objective has partially met the research findings.
Objective 2: To critically analyze the impact of performance management system on employee
performance 4,10,1 2
This objective is about analyzing the impact of performance management system on employee
performance. This objective has been to the quantitative questions, 4, 10, and 12. The literature
review implies that performance management system is one of the significant HRM practice and
HRM in turn has a strong control over performance management system. The previous studies
claim that if employee performance is not assessed, the employees might feel unmotivated
towards their job role and duties. The findings obtained from the primary analysis also indicate
that the employees at Oversea-Chinese Banking Corporation Limited are satisfied with the
performance management system of the organization. The employees mention that performance
management components such as training and development, performance rewards motivate them
to meet organizational target. This objective has partially met the findings.
Objective 3: To identify the major loopholes while improving employee performance
parameters
This objective is about finding the major loopholes while enhancing employee performance
parameters. The existing studies did not focus on any such loopholes in employee performance
parameters. The existing studies have only talked about how performance management system
can improved. However, the findings derived from the primary analysis indicate that if the
organizations are not aware of their employees’ basic needs and the employees could feel
unmotivated about towards the organizational goals and objectives.

73INTERNATIONAL HUMAN RESOURCE MANAGEMENT
5.3 Recommendation
Even though, the performance management system at OCBC bank is effective enough to
positively influence employee performance, the firm needs to retain such practice.
Develop a performance evaluation form that makes sense for the positioned reviewed:
Administrative professionals completely have different requirements on the job than a sale
representative. The organizations should have a separate evaluation form for the administrative
employees, non-management employees, and management employees. The outcome should be
easier and more targeted review process.
Make self- review part of the process for each employee- The workers could provide significant
project or competency achievement example, which is not known to the managers and this
insight could be helpful because the manager prepares for the review. A self-review could also
provide discussion content for new expectation and definition of quality, timeline and others.

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Appendix
Questionnaire
1. How long are you associated with Oversea-Chinese Banking Corporation Limited?
a) less than a year
b)1-2 years
c) 2-5 years
d) more than 5 years
2.Your gender?
a) male
b) Female
3. Your age?
a) less than 25
b) 25-30
c) 31-40
d) 41 and above
4. Are you satisfied with the performance management system in Oversea-Chinese Banking
Corporation Limited?

81INTERNATIONAL HUMAN RESOURCE MANAGEMENT
a) Highly satisfied
b) Satisfied
c) Indifferent
d) Dissatisfied
e) Highly dissatisfied
5. How far do you agree that performance appraisal is essential in performance
management system?
a) Strongly agree
b) Agree
c) Indifferent
d) Disagree
e) Strongly disagree
6. How far do you agree that employee motivation will be affected by the performance
management system?
a) Strongly agree
b) Agree
c) Indifferent
d) Disagree

82INTERNATIONAL HUMAN RESOURCE MANAGEMENT
e) Strongly disagree
7. How far do you agree that training and development programs are important in creating
effective performance management system?
a) Strongly agree
b) Agree
c) Indifferent
d) Disagree
e) Strongly disagree
8. How far do you agree that better use of rewards and benefits will have an impact on the
overall performance management system?
a) Strongly agree
b) Agree
c) Indifferent
d) Disagree
e) Strongly disagree
9. How far do you agree that performance management system will facilitate in
maintaining quality standards?
a) Strongly agree

83INTERNATIONAL HUMAN RESOURCE MANAGEMENT
b) Agree
c) Indifferent
d) Disagree
e) Strongly disagree

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10. How far do you agree that performance management system improves the team
bonding of the employees?
a) Strongly agree
b) Agree
c) Indifferent
d) Disagree
e) Strongly disagree
11. How far do you agree that performance management system will facilitate in achieving
the operational excellence?
a) Strongly agree
b) Agree
c) Indifferent
d) Disagree
e) Strongly disagree