Safaa Shaaban, Sahar Badawy

Proceedings of the 26th World Multi-Conference on Systemics, Cybernetics and Informatics: WMSCI 2022, Vol. III, pp. 140-145 (2022); https://doi.org/10.54808/WMSCI2022.03.140

Safaa Shaaban
Business Department, Faculty of Business Administration, Economics and Political Science, The British University in Egypt, Cairo, Egypt

Sahar Badawy
Business Department, Faculty of Business Administration, Economics and Political Science, The British University in Egypt, Cairo, Egypt

Cite this paper as:
Shaaban, S., Badawy, S. (2022). AFA Model of Performance Management System (PMS) From a Practical Perspective: A Conceptual Framework. In N. Callaos, J. Horne, B. Sánchez, M. Savoie (Eds.), Proceedings of the 26th World Multi-Conference on Systemics, Cybernetics and Informatics: WMSCI 2022, Vol. III, pp. 140-145. International Institute of Informatics and Cybernetics. https://doi.org/10.54808/WMSCI2022.03.140

Performance management System (PMS) is a systematic approach that bring into line structures, stages, processes, and procedures through a series of establishment activities to assure quality and progress toward organizational goals which enable an organisation to work systematically and to track the connection between outcomes. PMS has its origins in three main theories: goal-setting; public-choice; and expectancy theory. These theories contribute to the understanding of employees motives to perform according to the required standards. However, the models introduced for PMs has three common features: they are focusing on the process, emphasizes on quantitative measures and address the evaluator/ organisation point of view. This can justify why employees complains about PMS. Through a qualitative study in several Egyptian companies, this paper introduces a model for PMS from the perspective of performers and discussing the integration between quantitative and qualitative performance measures. The introduced model has three clear stages: Agreement on objectives, Feedback and Agreement on appraisal.
This study, though with some limitations in term of response and scope of study has served the purpose of initiating research on considering the other side of the performance equation which is the performer, which can be used as a basis for further study and benefit to the management of organizations in the service industry. The study offers theoretical and practical recommendation and suggests further research areas related to performance measurement practices and measures. This would enable managers to focus on the issues that positively influence both individual and organizational performance.