The purpose of this qualitative case study was twofold: to investigate the effect of the new performance management system (Connect for Growth) and processes on retention, growth, coaching, and engagement at a global health and wellness organization, and to evaluate the impact of this new performance management system on managers and employees at a global health and wellness organization. Through semi-structured interviews, eight managers and ten employees (individual contributors) provided their opinions, experiences, and insights as they related to the previous and the new performance management systems at a global health and wellness organization. Data were coded and analyzed with NVivo software for windows (QSR International, 2014) to obtain a detailed qualitative analysis of the narratives of each participant. Five main findings for both groups emerged through analysis of the eight managers’ and ten employees’ interview responses. Among both groups, three of the five findings were similar: a) Connect for Growth is significantly better than the previous performance management system at a global health and wellness organization; b) Connect for Growth allowed managers and their direct reports to set, align, and track progress on relevant goals to help improve individual and team performance; and c) Connect for Growth improved fairness, engagement, and retention of employees. In the manager and employee groups there were two findings that were different. For managers, the differences were: a) Connect for Growth provided a clear and improved performance management framework for managers and the tools, resources, and training required for organizational/management success; and b) Connect for Growth helped managers improve their performance and coaching conversations with their direct reports, as well as with their managers. For employees, the differences were: a) Connect for Growth resulted in more employees feeling empowered about their careers; and b) Connect for Growth helped employees improve their performance and coaching conversations with their managers and coworkers. These findings described the positive shift and improvement that managers and employees experienced with a global health and wellness organization’s new performance management system and processes. This qualitative case study contributed to the literature by identifying how the use of updated performance management systems and processes can help organizations attract, engage, inspire, and retain employees and improve organizational performance.
|Advisor:||Rivas, Eduardo R.|
|Commitee:||Maranga, Kennedy, Perez, Jose|
|School:||St. Thomas University|
|School Location:||United States -- Florida|
|Source:||DAI-A 80/03(E), Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||Organizational behavior, Performance management|
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