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ADMAS UNVERSITY
DEPARETMENT OF BUSINESS ADMINSTRATION
SCHOOL OF POST GRADUATE STUDIES
ASSESSMENT OF EMPLOYEES’ PERFORMANCE MANAGEMENT PRACTICE IN THE
CASE OF COMMERCIAL BANK OF ETHIOPIA,
HEAD OFFICE.
BY: -RAHEL ALEMAYEHU

ADMAS UNVERSITY
SCHOOL OF POST GRADUATE STUDIES
DEPARTEMENT OF BUSINESS ADMINSTRATION
A Thesis Submitted to the School of Post Graduate Studies Presented in Partial Fulfillment
of the Requirements for the Degree of Business Administration (MBA)
BY: RAHEL ALEMAYEHU
ADVISOR: DR. GIDEY. (PHD)
JUN, 2023
ADDIS ABABA,
ETHIOPIA
DECLARATION
I, Rahel Alemayehu hereby declare that this Thesis titled Assessment of employee
performance management practice in the case of commercial bank of Ethiopia, Addis
Ababa. I have carried out the present study independently with the guidance and support
of the research advisor, Dr. Gidey.G. (PHD). Any other research or academic sources used
here in this study have been duly acknowledged. Moreover, this study has not been
submitted for the 60 award of any Degree or Diploma Program in this or any other
institution.
Rahel Alemayehu: Signature: _____________________
Date:____________________
This is to certify that the thesis titled Assessment of employee performance management
practice in the case of commercial Ethiopia, head office submitted in partial fulfilment 66 of
the requirements for the degree of Masters of Business administration of the Postgraduate
Studies, Admas University and is a record of original research carried out by Rahel
Alemayehu, Id 4142/21, under my supervision, and no part of the thesis 23 has been
submitted for any other degree or diploma. The assistance and help received during the
course of this investigation have been duly acknowledged. Therefore, I recommend it to be
accepted as fulfilling the thesis requirements.
Confirmation by Advisor ______________________
_____________________
DR. GIDAY (Phd) Signature Date

Certificate of Approval
This is to certify that the thesis prepared by Rahel Alemayehu, titled Assessment of
Employee Performance Management Practice in the case of commercial bank of Ethiopia,
head office and submitted 26 in partial fulfillment of the requirements for the Degree of
Masters of Arts in master of Business Administration/MBA/ complies with the regulations of
the University and meets the accepted standards with respect to originality and quality.
Signature 61 of Board of Examiner`s:
____________________________ _______________ _______________
External examiner Signature Date
____________________________ _______________ _______________
Internal examiner Signature Date
____________________________ _______________ _______________
Dean, SGS Signature Date
ACKNOWLEDGEMENTS
First and foremost, I want to express my gratitude to the Almighty God for keeping an eye
on me throughout the study, providing me with health , strength and blessings, and
helping me to fully complete this research .second, I would want to express my gratitude to
my advisor, Dr Gidey (PhD),for making this a worthwhile learning experience.
Finally, I would also than employees of commercial bank of Ethiopia.my heartfelt gratitude
extends to all respondents who took the time to complete my questionnaire and answered
all of the questions.
Table of Contents
ACKNOWLEDGEMENTS iii
ABSTRACT v
LIST OF FIGURES vi
LIST OF TABLES vii
LIST OF ABBREVIATIONS viii
CHAPTER ONE 1
1. INTRODUCTION 1
1.1. Background of the study 1
1.2. Statement of the problem 4
1.3. Research questions 6
1.4.1. General Objectives of the Study 7
1.4.2. Specific Objectives 7
1.7. Limitation of the study 8
1.8. Operational Definition of terms 8
1.9. Organization of the study 9
CHAPTER TWO 10
2. LITERATURE REVIEW 10
2.1. Theoretical Literature Review 10

2.1.1. Definition of Performance 10
2.1.2. Definition of Performance Management 10
2.1.3. Performance Management System 12
2.1.4. Performance Management System Process 14
2.1.5. Prospect and challenges of performance management system 23
2.3. Conceptual framework 27
CHAPTER THREE 29
3. RESEARCH METHODOLOGY 29
3.1. Study area 29
3.2. Research Design 30
3.3. Research Approach 30
3.4. Population, Sample Size, and Sampling Technique 30
3.4.1. Population of the study 30
3.4.2. Sample Size Determination 31
3.4.3. Sampling Technique 32
3.5. Source of Data 32
3.6. Data Collection Instrument 32
3.7. Data Collection Procedure 32
3.8. Validity and Reliability 33
3.8.1. Validity 33
3.8.2. Reliability 33
3.9. Method Data Analysis 34
3.10. Ethical considerations 34
CHAPTER FOUR 35
DATA PRESENTATION, ANALYSIS AND DISCUSSION 35
4.1. Response rate 35
4.2. Characteristics of Demographic Variables 36
4.2. Analysis of performance management system practices 38

4.2.1. The 10 current Prerequisite practice of CBE 38
4.3.2. The current performance planning practice 40
4.3.3. The current performance execution practice 42
4.3.4. The current performance assessment practice 44
4.3.5. The current performance review practice 47
4.3.6. The current performance renewal and reconstruction practice 48
4.3.7. The overall performance management process practice 49
CHAPTER FIVE 51
FINDINGS, CONCLUSIONS AND RECOMMENDATIONS 51
5.1. Summary of Findings 51
5.2. Conclusions 54
5.3. Recommendations 56
REFERENCE 59
APPENDIX 63
ABSTRACT
The research was an attempt to assess and investigate the current employee performance
management practice of commercial bank of Ethiopia .the main objective of this study is to
investigate the 10 performance management practice of Commercial Bank of Ethiopia,
head office. To achieve the objective, descriptive survey research design has been
deployed by using quantitative and qualitative research approach (mixed method
approach). Simple random
sampling technique was used to select respondents from CBE employees who work at
Head Office in Addis Ababa. 3 Structured questionnaire was used to collect the data from
a sample of 384 employees who are working in commercial Bank of Ethiopia Addis Ababa
area. Descriptive statistics were employed for the data analysis process, whereby
frequencies, percentage, and standard deviation were computed. The finding indicates that
though some gaps are observed the performance management practice of the bank is
good. The main gaps identified by this study include: while undertaking performance
prerequisite the bank does not involve the employee on target setting, the bank lacks
personal development plan, the bank didn’t effectively apply employee feedback and
coaching package. In addition, the bank is also dependent on one computerized
performance management system, hence was did used degree assessment, and peer to
peer review. Finally, employees are rewarded according to their performance besides
training and developments are expected to give based on employee performance however,
training and development program provided randomly. Based on the findings and
conclusions drawn from the study the researcher finally came up with recommendations
that the bank should increase employee involvement during target development, the bank
should arrange personal development plan for the employee, implement on going feedback
and coaching packages, similarly the bank is expect to reward good performers in terms of
financial and nonfinancial and include poor performers for feedback and coaching.
Key Words: Performance Management, performance prerequisite, Performance planning
practice, Performance execution practice, Performance assessment practice, Performance
review practice, Performance renewal and reconstruction practice
LIST OF FIGURES
Figure 2. 1. Conceptual Framework
........................................................................................ 27
LIST OF TABLES
Table 3.1. Reliability Statistics 31
Table 4.1. Characteristics of Demographic Variables of the respondents 34
Table 4.2. Summary of responses on prerequisite practice 36
Table 4.3. Summary of responses on performance planning 38
Table 4. 4. Summary of responses on performance execution 41
Table 4. 5. Summary of responses on performance assessment 43
Table 4. 6. Summary of responses on performance review 45
Table 4. 35 7. Summary of responses on performance renewal and reconstruction practice
46
Table 4. 8. Summary of responses on overall performance management process practice
47
LIST OF ABBREVIATIONS
CBE 31 Commercial Bank of Ethiopia

EPMT Employee Performance Management Team
EPM Employee Performance Management
HRM Human Resource Management
KSA Knowledge, 10 Skill, Ability
KPIs Key Performance Indicators
PM Performance Management
PDP Personal Development Plan
SPSS Statistical Package for Social Science
CHAPTER ONE
1. INTRODUCTION
1.1. Background of the study
In the era of globalization and high competition, it is critical for an organization to succeed
the reason for business existence and survive or compete effectively in the global
economy. This can happen only through efficient utilization of available resources.
Thus, one of the important resources who have the ability to translate the company’s goal
are the human resources. Effective and efficient human resource utilization 35 enables an
organization to maintain the reason for existence, survival and for organizational growth.
Therefore, in order to grasp this potential resources and compete in the potential market,
employers or organizations must be in the position to promote and practice employee
performance management in the best way. Against this background, performance
management 39 is one of the<<span class='highlighted color-39'>/span> most important
factors for effective and efficient use of human resources (Aguinis, 2007). Many authors
define performance management in different ways.
According to Armstrong (2006), performance management is "the systematic process of

improving organizational performance by developing individual and team performance". By
comprehending and managing performance within a set of predetermined planned goals,
standards, and competency requirements, it is a way to achieve better results. There are
procedures for creating a common understanding of what needs to be accomplished, as
well as for leading and developing individuals in a way that increases the likelihood that it
will be accomplished over the short and long term. By making people's goals clear, it
encourages them to do the proper actions. Line management is the one who owns and
operates it.
Performance management's overarching goal is to create a high performance culture in
which people and teams take ownership of the ongoing process improvement of business
operations as well as their own abilities and contributions within a framework provided by
effective leadership (Stredwick, 2005). Performance management specifically focuses on
coordinating individual goals with organizational goals and ensuring that people respect the
company's basic values.
In terms of role responsibilities and accountabilities (expected to do), skills (supposed to
have), and behaviors (expected to be), it allows for expectations to be established and
agreed upon (Armstrong, 2006). 84 The goal is to increase people's ability to fulfill their
potential and meet and surpass expectations for the good of the business and themselves.
Performance management is about making people readily available the support and
guidance they need to develop and improve (Armstrong, 2006). 46 Briscoe and Claus
(2008) also describe performance management as the process by which an organization
sets job goals, sets performance standards, assigns and evaluates employee work,
provides feedback to employees, and assesses training and competence. We agreed that
it was a system for identifying development needs and distributing rewards to employees.
It 6 is an ongoing process of identifying, measuring and developing individual

performance and aligning performance with organizational strategic objectives (Aguinis,
2009). Armstrong (1994) believes 71 that performance management is a strategic and
integrated process that improves the performance of people working within an organization
and develops the skills of individuals and teams, leading to the sustained success of the
organization.
In agreement with this, Laurie (2007) claim that 85 performance management is essentially
an integrated activity that permeates every facet of the operations of an organization. 10
Rogers (1990) on his part saw performance management as a system for managing
organizational performance. Different authors and organizations adopt different 6 types of
performance management process but there is no one type of system or set objectives that
is best suited for all organizations.
Specific performance management objectives 16 should be determined by considering
business needs, organizational culture, and system integration with other HRM systems
(Grote, 2002). According to Dick Grote (2002), performance management is a continuous
process he has four stages, Performance planning, performance execution, performance
evaluation, and performance review.
A study conducted by Janes (2018) of select private sector organizations found that private
sector organizations practiced performance management and had effective performance
management systems in place to assess/evaluate employee performance. It turns out that
there is furthermore, the results demonstrate that there are important relationships
between performance management and employee performance, and between
performance management and organizational performance. Similarly, a study on the
financial sector of the Ethiopian Commercial Bank.
(Hika, Feleke and Alemtsehay, 2017) found that the practices of performance evaluation in
their organization were high. Also 47 performance evaluation was conducted by top
management whereas self-evaluation and subordinate evaluation was not commonly
practiced in the study area. The study reported that checklist and goal settings are the
commonly used methods of performance evaluation.
Skills and quality were the most commonly used criteria of evaluation in the study area.
Finally, the study shows rater bias, similarity error, and low evaluator motivation were the
factors that affect performance management and evaluation in commercial bank of
Ethiopia finance and economic development department) conclude that employees are
aware about PMS and its purpose.
But with regard to PMS outcomes the bank only use PMS for promotion purposes.
However, some of the employees revealed that they aren’t measured by their current
performance and they prefer to be measured with updated PMS result and associate with
other packages like bonus, transfer, sponsorship.
The study suggested that bank should review the current practices especially on
performance assessment and performance review because evidences are showing
employee didn’t know how they measured, there is no scheduled feedback and coaching
package, employees didn’t reward based on their performance, employee measured with
outdated performance result.
Considering the concept and practice of performance management, the researchers
conducted a preliminary review (physical interviews, empirical verification and observation)
of employee performance management practices in an Ethiopian commercial bank and
examined CBE practices of the performance management process, i.e..there are certain
differences between performance planning, performance evaluation, performance

execution and review.
Some researchers was tried to see if any empirical reviews are available and found that
earlier researches and findings are not adequate; they are outdated and more focused on
performance management challenges and performance appraisal practices. 28 The
purpose of the study will try to investigate how Commercial Bank of Ethiopia performance
management practice is carried out with more emphasis and to finally give
recommendations for future improvements.
1.2. Statement of the problem
Statement of the problem Performance management plays a vital role within the
organization to ensure that employees are working according to the organization's mission
and objectives as well as helps to make sure that employees are rewarded based on their
performance and their development needs are also properly addressed. Performance
management sets expectations for employee performance and motivates employees to
work hard 84 in a way that is expected by the organization.
Moreover, performance management system provides a completed and professional
management process for organizations to assess the performance results of organizations
and employees. Employee performance could be expected, assessed and encouraged.
The performance management system that exists within the organization needs to improve
organizational result, deploy a culture that will attract and develop employees, create a
good relationship between leaders and employees, enhance meaningful work 1
cooperation among employees, generate an opportunity for growth and development and
to make clear on an understanding of work objectives.
Effective 14 performance management systems have a well-articulated process for
accomplishing evaluation activities, with defined roles and timelines for both managers and
employees. Especially in organizations that use performance management as a basis for
pay and other HR decisions, it is important to ensure that all employees are treated in a fair
and equitable manner (Pulakos, 2004).
Increasing competition from businesses across the world has meant that all businesses
must be much more careful about the choice of strategies to remain competitive. Everyone
(and everything) in organization must do what is supposed to be done to ensure strategies
are implemented effectively. This situation has put more focus on effectiveness, that
systems and processes in the organization be applied in the right way to the right things to
achieve results.
Performance management provides the way to managers to overcome and improve the
sudden changes very soon (Cokins, 2004). Therefore, in this competitive environment the
need for improved performance of each individual and teams working together to achieve
organizational goals is the key to competitive advantage.
To ensure market competitiveness, a performance management system that develops
employee competencies and inspires them to do their utmost to achieve company goals is
highly desirable. The overall purpose of performance management is to develop and
improve performance. Moreover, managing employee performance contributes significantly
to overall organizational performance.
As a result, 6 it is important to assess the actual practice of performance procedure and
document and also challenges which is faced in the performance management system. 31
Commercial Bank of Ethiopia is one of the renowned banks in Ethiopia and has a vision to
become a world class commercial bank by the year 2025. This vision can be achieved
through motivated and satisfied employees.
6 In order to create this motivation and satisfaction the bank is expected to have effective
employee performance management system. Because effective performance management
is a means to create an industry peace if the implementation process is done appropriately.
However, some evidences show that the bank does not give adequate attention to
performance management implementation.
This could have adverse effect on the performance of the bank and hinder its effort to
achieve the vision to become a world class commercial bank. 31 The Commercial Bank of
Ethiopia implements performance management system manually from November 2010 to
July 2017. However, from July 2018 onwards the bank has been using technology based
6 performance management system to eliminate subjectivity (CBE Employee
Performance Management follow-up document, 2018).
According to the Employee Performance Management System “EPMS” study (2019)
conducted by Abdurezak and Tigist, CBE maximizes stakeholder value globally through
enhanced financial intermediation, we strive to support national development priorities
through the deployment of human resources. Employee with the development of banking
and the expansion of the domestic banking industry, there is a need for highly qualified and
qualified personnel in the industry.
18 Therefore, CBE needs a well developed and implemented performance management
system to be competitive in the international market, to enhance the performance of its
employees and to provide highly motivated, skilled and disciplined employees to the
industry. However, the study exposed that EPMS 3 practice of the bank has limited
awareness and trainings concerning the purpose, requirements and implications of PM
(performance management) among employees; there is lack of trust and continuity of the
system; as well as lack of regular feedback and coaching to improve performance,
subjectivity of supervisor assessment.
The findings of the study conducted by Fanuel (2017) shows that there is a lack of
alignment between employee benefit package and Performance Management System
(PMS), the questionability of the capacity of the raters to rate and lack of software for
automating the PMS are his major findings. Habtamu. T (2020) shows that employees are
some of the employees revealed that they aren’t measured by their current performance
and they prefer to be measured with updated PMS result and associate with other
packages like bonus, transfer, and sponsorship that showing employee didn’t know how
they measured, there is no scheduled 3 feedback and coaching package, employees
didn’t reward based on their performance, employee measured with outdated performance
result.
Previous researchers have reached different conclusions. However, the study did not
examine at what level employee performance management processes (performance
planning, performance execution, performance appraisal, performance review) are
practiced. The study assesses 3 employee performance management practice levels,
determines employee performance management practices, and recommends processes
according to practice levels.
Therefore this study were try to fill the knowledge gaps about levels of employee
performance management practice. This study was to assess of employee performance
management practice in Commercial Bank of Ethiopia, head office.
1.3. Research questions
This study try to give answer the following questions:
• How is employee performance planning practiced in Commercial Bank of Ethiopia?
• How is performance execution performed within the bank?
• How is employee performance assessment carried out in the bank?
• How is performance review practiced in CBE?
• How is the performance renewal and reconstruction performed with in the bank?
1.4. Objectives of the study
1.4.1. General Objectives of the Study
28 The general objective of this study was to evaluate employee performance
management practices in commercial bank of Ethiopia, head office.
1.4.2. Specific Objectives
Research Researchers was attempt to address the following specific objectives.

- Examine performance planning practices of Ethiopian commercial banks.
- Examine performance execution processes within banks.
- Examine bank performance appraisal practices.
- Evaluate bank performance reviews.
- Identify how banks perform performance updates and restructuring.
1.5. Significance of the Study
The study has benefited all stakeholders, especially the Ethiopian commercial banks and
the banking sector in general. The findings are also expected to pave the way for
organizational authorities to understand and address the factors that influence employee
performance management practices within their organizations.
The findings of the study were also of great importance to bank managers, who helped
them build good relationships with their subordinates and address issues affecting
employee performance. The survey also aims to enable employees to express their
grievances to the organization and management.
1.6. Scope of the study
For the ease of administration, 31 Commercial Bank of Ethiopia employees are organized
under head office. This is due to time and resource constraints, the current study only
focus on employees who are currently working in Head office, which are located in Addis
Ababa. In addition, it is practically impossible to study all aspects 3 of employee
performance management practices; thus the researcher decided to focus investigating
employee performance management practice, specifically performance prerequisite,
performance 72 planning, performance execution, performance assessment, performance
review, performance renewal and reconstruction.
Moreover, the study was using both managers and permanent clerical employees as
participants and precluded the contractual clerical and non-clerical employees of the bank.
Although, there are many factors or variables that can play a role for studying the practice
of EPMS, in this study only a few critical variables were analyzed such as performance
planning, performance execution, performance assessment, performance review and
reconstruction. In addition, the study is delimited with some methodologies.
The study was adopting simple random sampling techniques (probability sampling
procedure). Besides descriptive approach will also use and primary and secondary data
source also used in the study. Finally, the analysis and interpretation of the finding result
was do from February to July, 2023 then end up at the end of July, 2023.
1.7. Limitation of the study
Due to time and resource constraints distribution and collection of questionnaires to
selected respondents may difficult. Likewise, respondents may not willing to give response.
To overcome the challenge the researcher was try to administer the questionnaire
distribution and collection through formal way and with great polite. In addition, to
complement data’s collected from questionnaire and strengthening the ideas the
researcher try to explain about its purpose for participants.
1.8. 62 Operational Definition of terms
Performance: is the level of output or result accomplished against a given targets and the
way it is accomplished.
Employee 6 performance management system: a mechanism designed to align
organizational objective with individual objective so that the individual was tracked against
to the target and goal accordingly.
Challenges: refers to limitations, that restrict the implementation of performance
management system in the organization
1.9. Organization of the study
This thesis is organized in five chapters. The first chapter presents background of the
study, statement of the problem, research questions, and objectives of the study,
conceptual definition of terms, significance of the study, and scope of the study, limitation
of the study and organization of the study. Chapter two provides Conceptual definition and
empirical literature review then end up with conceptual framework. Chapter three outlines
the methodology, including research design, research approach, population of the study,
sample size and sampling technique, sources of data, instrument of data collection, data
collection procedure, data analysis procedure, validity and reliability and ethical
consideration of the study. Chapter four of the study deals with the results and discussions
of the finding. The last chapter of this research covers the summary, conclusion, and
recommendations.
CHAPTER TWO
2. LITERATURE REVIEW
2.1. Theoretical Literature Review
2.1.1. Definition of Performance
Performance can be defined as the completion of a task with application of knowledge,
skills and abilities (Wikipedia). According to Brumbach (1988) ‘’Performance means both
behaviors and results. Behaviors emanate from the performer and transform performance
from abstraction to action. 9 Not just the instruments for results, behaviors are also
outcomes in their own right – the product of mental and physical effort applied to tasks and
can be judged apart from results.’’
This definition of performance leads to the conclusion that when managing performance
both inputs (behavior) and outputs (results) need to be considered. It is not a question of
simply considering the achievement of targets, as used to happen in ‘management by
objectives’ schemes. Competency factors need to be included in the process. This is the
so-called ‘mixed model’ of performance management, which covers the achievement of
expected levels of competence as well as objective setting and review.
2.1.2. Definition of Performance Management
Fletcher (2001) defines performance management as “an approach to creating a shared
vision of the purpose and aims of the organization, helping each individual employee
understand and recognize their part in contributing to them, and in so doing manage and
enhance the performance of both the individual and the organization”.
Similarly, performance management is a management process for ensuring employees is
focusing on their work efforts in ways that contribute to achieving the organization's
mission. It consists of 22 three phases: (a) setting expectations for employee performance,
(b) maintaining a dialogue between supervisor and employee to keep performance on
track, and (c) measuring actual performance relative to performance expectations.
Comprehensively, Armstrong (2004) defined performance management as a means of
getting better results from the whole organization by understanding and managing within
an agreed framework, performance of planned goals, standards and competence
requirements. “Performance management is a process of designing and 56 executing
motivational strategies, interventions and drivers with an objective to transform the raw
potential of human resource into performance. All 29 human beings possess potential
within themselves in a few or more functional areas.
However, utilization and conversion of this potential into deliverable performances is often
sub optimal due to a variety of reasons. Performance management 30 acts as an agent in
converting the potential into performance by removing the intermediate barriers as well as
motivating the human resource". According to Pulakos (2004), 1 when we say
performance management it is an integrated process; first it is linking the organization
objective with the teams and individual core competences as well as integration of different
aspects of human resource management including, organizational development, human
resource development, reward and recognition to ensure excellence in the management
and development of people.
Performance management is based on agreed goals, knowledge, skills, competencies,
performance improvement and personal development plans. This includes joint and
ongoing review of performance against these goals, requirements and plans, as well as
agreement and implementation of improvement and further development plans. There are
many factors that affect the effectiveness of an organization's performance management
system, but three are the most important.
First, the system must support organizational alignment and critical success factors.
Second, well-developed and efficiently managed tools and processes are required to make
the system user-friendly and well-received by organizational members. Third, and most
importantly, both managers and employees should use the system in a way that adds
tangible value in the areas of performance planning, performance development, feedback
and results generation.
Performance Management is the process of defining clear objectives and targets for
individuals and teams, and the regular review of actual achievement and eventual
rewarding for target achievement (O’Callaghan, 2005). Akata (2003) considers 52
performance management as a systematic and holistic process of work planning,
monitoring and measurement aimed at continuously improving the teams and individual
employee’s contribution to achievement of organizational goal.
Furthermore (Rothwell, 2002) consider Performance management as a continuous process
of identifying, measuring and developing performance in organizations by linking each
individual’s performance and objectives to the organization’s overall mission and goals
Therefore 7 performance management is a tool which enables to improve organizational
performance by clearly aligning the general objectives and mission of the organizations
with each individual/ team goals.
In most cases performance management system and performance appraisal are
interlinked with each other. 6 However, performance management is the broader one
which identifies measure, manage and develop performance of the human resource in an
organization whereas performance appraisal is the sub set of performance management in

which we use it for evaluating the competence of employee’s (Robert and John, 2013).
Generally, we can define 42 performance management as an ongoing communication
process, undertaken in partnership, between an employee and his or her immediate
supervisor that involves establishing clear expectations and understanding about: the
essential 15 job functions of employee are expected to do; how the employee's job
contributes to the goals of the organization; what doing the work well means in concrete
terms; how employee and supervisor will work together to sustain, improve, or build on
existing employee performance; how performance management 5 will be measured, and
identifying barriers to performance and removing them (Bacal, 1999).
In most cases performance management and performance appraisal are interlinked with
each other. 6 However, performance management is the broader one which identifies
measure, manage and develop performance of the human resource in an organization
whereas performance appraisal is the sub set of performance management in which we
use it for evaluating the competence of employee’s (Robert and John, 2013).
Performance management is a process of improving the performance of an organization by
helping individuals and team to develop their capacity to reach the intended destination
(Armstrong, 2006).
2.1.3. Performance Management System
A performance management system, according to Rudman (2003), is increasingly seen as
a means of integrating HRM activities with the business objectives of the organization,
where management and HR activities are 67 working together to influence individual and
collective behavior to support the organization's strategy. Besides, he also stressed that
the performance management system must fit with the organization's culture.
Performance 63 management system is a kind of completed and integrated cycle for
performance management. The emphasis 48 of performance management systems is

continuously improving organizational performance, and this is achieved through improved
individual employee performance (Macky & Johnson, 2000).
Similarly, according to Lawler (2003), goals include motivating achievement, 57 helping
individuals develop their skills, building a culture of achievement, determining who should
be promoted, eliminating underperforming individuals, and executing business strategies.
often include support for Performance management is primarily aimed at improving
organizational, team and individual performance to achieve effectiveness.
Secondly, performance management is concerned with employee development. 1
Performance improvement is not achievable unless there are effective processes of
continuous development. This addresses the core capabilities of the organization and the
specific capabilities of individuals and teams.
Performance management should really be called performance and development
management. Thirdly, performance management is concerned with satisfying the needs
and expectations of all of an organization’s stakeholder owners, management, employees,
customers, suppliers and the general public.
68 In particular, employees are treated as partners within the company, their interests are
respected, they have a say in matters that affect them, and their opinions are sought and
heard (Armstrong, 2006). 7 Performance management should be viewed as a flexible
process, not as a "system". The use of the term "system" implies a rigid, standardized,
bureaucratic approach, a consistent yet flexible and evolving system that managers use in
collaboration with their teams in response to the situation at hand. It is at odds with the
concept of performance management as a process that who operate them.

These are managers and their leaders, who act as partners but within a framework that
defines how best to work together.
2.1.4. Performance Management System Process
Researchers and experienced professionals have identified a number of characteristics
that are prerequisites for an effective performance management system, but which are
ideally suited to the needs of a particular organization. There are also many decisions to be
made in designing a system that was.
One of those decisions is what purpose the system should serve. For example, 16 a
performance management system can support salary decisions, promotion decisions,
employee development and staff reductions (Bacal, 1999). A performance management
system that tries to achieve too many goals can fail because of its own lack of focus and
importance. There is no one type of system or set of goals that is best for all organizations.
The objectives of a particular performance management system should be determined by
considering business needs, organizational culture, and the system's integration with other
human resource management systems (Grote, 2002).
An important caveat 16 is that while performance management for decision-making
purposes and employee development are certainly related, these two goals are seldom
equally well supported in a single system. That's it. 5 When performance management
systems are used for decision-making, evaluation information is used as the basis for
personnel management actions such as pay increases, promotions, and transfers,
placements, and staff reductions.
Where performance management systems are used for development, evaluation
information is used to guide the training, work experience, mentoring and other
development activities employees participate in to develop their skills. In theory it is

possible to build a performance management system that works well for both decision
making and development, but in practice this is difficult to achieve (Chingos, 2002).
2.1.4.1. Performance Management Stages
According to Aguinis (2007) performance management systems has six stages:
Stage 1: Pre-requisites
According to Smither & London (2009), before the 7 implementation of Performance
Management System there are two important prerequisites:-
Knowledge of the organization’s mission and strategic goals: An organization‟ s mission
and strategic goals are a result of strategic planning, which allows an organization to
clearly define its purpose for existing, where it wants to be in the future, the goals it wants
to attain, and the strategies it will use to reach these goals. Once the goals for the
organization have been established, similar goals flow downward, with departments setting
objectives to support corporate objectives. The cascading of goals continues until each
employee has a set of goals compatible with the overall organization. It is also known that
employee commitment to goals is significantly important for goal accomplishment and that
employees must believe that 5 they are able to achieve their goals. It is therefore vital to
ensure that employees participate 7 in the goal setting process, accept their goals and
are motivated to work towards those goals. It is also important for managers to
communicate their willingness to assist employees in achieving their goals by providing
guidance and resources, and removing obstacles to goal attainment (Pulakos, 2004).
Knowledge of the job: This is done through job analysis. Performance standards ought to
be established for jobs through the use of job descriptions. Job descriptions help the
manager and the employee identify the performance gap between what is expected for the
job and what is being achieved by the employee (Chingos, 2002).
Stage 2: Performance Planning
At the start 6 of the performance management cycle, it is important to go over with
employees performance expectations, including both the behaviors employees are
expected to display and the results they are expected to achieve during the coming rating
phase. Behavioral and results expectations should be aligned to the organization’s
corporate objectives. In fact, if developed and implemented properly, performance
management systems drive employees to engage in behaviors and achieve results that
facilitate meeting organizational objectives (Smither & London, 2009). 7 The
effectiveness of the planning process becomes most effective when there is broad
employee participation so employees take responsibility for their development (Chingos,
2002). According to (Aguinis, 2007), Performance Planning consists of results, behavior
and, developmental plan.
1 Performance planning is a discussion between supervisor and employee with the
agenda of coming to agreement on individual’s key job responsibilities, developing a
common understanding of the goal and objective that needs to be achieved, identifying the
most important competencies and creating an appropriate individual development plan
(Grote, 2002).
Results: refer to what needs to be done or the outcomes an employee must generate. 2
Results needs to include key accountabilities, or areas of a job for which the employee is
responsible for. A discussion of results also includes specific objectives that the employee
will achieve as part of each accountability (Chingos, 2002). 8 The results or goals to be
achieved by employees should be tied with the organization’s strategy and goals (Pulakos,
2004).
Behaviors: effective performance management systems provide behavioral standards that
describe what is expected of employees in key competency areas (Pulakos, 2004). A 2
consideration of behaviors includes discussing competencies, which are measurable
clusters of knowledge, skills, and attitudes (KSAs) that are critical in determining how
results will be achieved (Shipman et al., 2000).
Development plan: usually include both results and behaviors. 1 Such plans highlight an
employee strengths and the areas in need of development, and they provide an action plan
to improve in areas of weaknesses and further develop areas of strength (Nickson, 2007).
To show the difference between result and behavior, Grote (2002) identified that, results
include actual job outputs, countable products, measurable outcomes and
accomplishment, and objectives achieved. It deals with what the person achieved.
However, behaviors include competencies, skills, expertise and proficiencies the
individual’s adherence to organizational values, and the person’s style, manner and
approach. Behaviors deal with how the person went about doing the job.
Components of Performance Planning
Performance planning is the process of setting goals in relation to the key accountabilities
associated with the role. According to Kirkpatrick (2006), setting performance goals
involves having 86 a clear understanding of key accountabilities, setting goals in relation to
these accountabilities, and deciding how we will measure the achievement of the goals.
Generally, performance planning includes agreement on goals/objectives, performance
standards, performance measures, key result areas, and agreement on personal
development needs Armstrong (2009).
Goals/ objectives: according to Grote, 2002 goal setting 1 is one of the key elements of
performance planning. 53 In addition, to identifying the key responsibilities of the
individual’s job and the competencies or behaviors that the organization expects everyone
to display, another critical element is setting appropriate goals for the upcoming year.
Performance standards: are management 19 approved expressions of the performance
threshold(s), requirement(s), or expectation(s) that employees must meet to be appraised
at particular levels of performance (United States Office of Personnel Management,
January 2001). Standards of performance are different from objectives. Objectives should
be set for an individual, rather than for a job. Therefore, a manager who has several
employees who do the same job will have one set of standards for the job but may have
different objectives for each person based on that person’s experience , skills, and past
performance
Performance measures: in identifying what the key 19 responsibilities of a position are; the
manager and the individual need to discuss how the person’s performance will be
measured and evaluated. There is a difference between output measures and outcome
measures. An 21 output is a result that can be measured quantifiably, while an outcome is
a visible effect that is the result of effort but cannot necessarily be measured in quantified
terms. According to Grote (2002) there are four general measures of output: Quality, Cost,
and Timeliness. Armstrong (2009) suggested that measures of outcome include: changes
in behavior; completion of work/project; acquisition and effective use of additional
knowledge and skills etc.
Key performance indicators: KPIs define the results or outcomes that are identified as
being crucial 9 to the achievement of high performance.
Stage 3: Performance Execution
Even though both the employees and managers are responsible for performance
execution, 2 the burden is on the employee to communicate openly and regularly with the
supervisor. Also, the supervisor should observe and document performance, update the
employee 1 on any changes in organizational goals, and providing resources so the
employee can succeed and continue to be motivated (Aguinis, 2007).
According to Smither & London (2009), 2 the employee strives to produce the results and
display the behaviors established earlier as well as to work on development needs.
Supervisors have responsibility over the following issues:
• Observation and documentation: it is essential to keep abreast of examples of both good
and poor performance
• Updates As the organization’s goals may change, it is important to update primary
objectives, standards, and key accountabilities and competency areas.
• Feedback on progression toward goals and coaching to improve performance should be
given on an ongoing basis, and before the review cycle is done.
• Resources Supervisors should provide employees 38 resources and opportunities to
partake in development activities
• Reinforcement Supervisors must let employees know that their outstanding performance
is observed by reinforcing effective behaviors 2 and progress toward goals Performance

problems should be identified early, and proper steps must be taken as soon as the
problem is revealed.
Stage 4: 1 Performance Assessment
In the assessment phase, both the employee and the manager are in charge of evaluating
the extent to which the required behaviors have been displayed, and whether the required
results have been achieved. Although many sources can be used to gather performance
information (for example, peers or subordinates), most of the time the direct supervisor
provides the information. 2 Evaluation of the extent to which the goals stated in the
development plan have been achieved is also included. It is important that both the
employee and the manager take ownership of the assessment process (Smither & London,
2009).
Methods of performance assessment
Armstrong (2006) recommended seven ways of assessing performance:
Overall analysis of performance: it is a form of assessment, which possibly shows 5
strengths and, weaknesses, which indicate where development can usefully take place.
Narrative Assessment: is a written summary 13 about the level of performance
achieved.
Rating: 8 A rating scale is supposed to assist in making judgments and it enables those
judgments to be categorized to inform performance or contribution pay decisions or simply
to produce an instant summary for the record of how well or not so well someone is doing.
Rating scales can be defined alphabetically (a, b, c etc.) or numerically (1, 2, 3 etc.).
Sometimes the alphabetical or numerical scale points may be described adjectivally, for
example a = excellent, b = good, c = satisfactory and d = unsatisfactory.
Forced distribution: means 13 that managers have to conform to a laid-down distribution of
ratings between different levels.
Forced ranking: it is a development of forced distribution. Rankings can be generated
directly from the assignment of employees to categories (e.g. A, B and C) or indirectly
through the transformation of performance ratings into groups of employees.

Quota systems: lay down what the distribution of ratings should be and adjust the ratings of
managers after the event 62 to ensure that the quota in each level is met.
13 Visual methods of assessment: alternative approach to rating is to use a visual method
of assessment. This takes the form of an agreement between the manager and the
individual on where the latter should be placed on a matrix or grid.
2.1.4.2. Self-assessment 1 and 360 degree feedback
Self-assessment is a process in which individuals review their own performance, using a
structured approach, as the basis for discussions with their managers in review meetings
(Armstrong, 2006).
Self-assessments not only reduce employee defensiveness during evaluation interviews
and increase employee satisfaction with performance management systems, but also
improve perceptions of accuracy and fairness, resulting in better acceptance of the system.
(Shore, Adams & Tashchian, 1998). 41;. 360-degree feedback is a relatively new
performance management feature, but interest is growing.
360-degree feedback was defined by Ward (1995) as:
"Systematic collection and feedback of performance data from individuals or groups
obtained from various stakeholders." Data are typically reported in the form of
assessments of various aspects of performance. 360-degree feedback is also known as
multi-source rating or multi-rater feedback. .
4 Performance data in a 360-degree feedback process can be generated for individuals
from the person to whom they report, their direct reports, their peers (who could be team
members and/or colleagues in other parts of the organization) and their external and
internal customers. The range of feedback could be extended to include other stakeholders
– external customers, clients or suppliers (this is sometimes known as 540-degree
feedback).
A self-assessment process may also be incorporated using for comparison purposes the
same criteria as the other generators of feedback. Feedback can be initiated entirely by
peers (in a team setting) or by both peers and team leaders. It can also take the form of
180-degree or upward feedback where this is given by subordinates to their managers.
Feedback may be presented direct to individuals, or to their managers, or both. Expert
counselling and coaching for individuals as a result of the feedback may be provided by a
member of the HR department or by an outside consultant. 360-feedback 6 is a tool that
has become popular in helping employees, particularly those in supervisory positions roles
improve performance by gathering information from different groups.
According to Armstrong (2009), 360 feedback benefits employees to increase self-
awareness, enhanced understanding of behaviors needed to increase individual and
organizational performance, the creation of development activities that are more specific to
the employee, increased involvement of employees at all levels in the hierarchy, and
increased devolution of self –development and learning to employees.
2.1.4.3. 20 Criteria for assessing performance
The criteria for assessing performance should be balanced between:
• Achievements in relation to objectives;
• The level of knowledge and skills possessed and applied (competences);
• Behavior in the job as it affects performance (competencies);
• The degree to which behavior upholds the core values of the organization and;
• Day-to-day effectiveness.
11 The criteria should not be limited to a few quantified objectives, as has often been the
case in traditional appraisal schemes. In many cases the most important consideration will
be the job holders’ day-to-day effectiveness in meeting the continuing performance

standards associated with their key tasks. It may not be possible to agree meaningfully
new quantified targets for some jobs every year. Equal attention needs to be given to the
behavior that has produced the results as to the results themselves.
The commonly encountered problems during performance assessment include:
As identified by Decenzo & Robbins (2005), Ivancevich & Gluedck (1989) and Rao (2004),
the following common problems encountered during performance assessment:
Recency vs Primacy Error: 54 recency refers to the proximity or closeness to appraisal
period. Primacy is the opposite of Recency. It refers to a situation where an employee’s
initial impression influences his/her rater’s appraisal decision irrespective of whether the
employee has been able to keep up the initial impression or not.
Leniency error: 32 some raters have a tendency to be liberal in their rating by assigning
higher rates consistently. Equally damaging one is assigning consistently low rates. Some
evaluate high (positive leniency) and others, low (negative leniency).
Halo error: the tendency for an evaluator to let the 58 assessment of an individual on one
trait influence his or her evaluation of that person on other traits. A person may be good in
one trait but is generally rated as overall good. Halo effect takes place when traits are not
clearly defined and are unfamiliar.
Similarity error: occurs when evaluator rates others in the same way that the evaluator
perceives him or herself.
Central tendency errors: the 43 reluctance to use the extremes of a rating scale and to
adequately distinguish among employees being rated. 44 They follow play safe policy
because of answerability to management or lack of knowledge about the job and/or the
employee rated or the appraisers‟ lack of interest in their job.
Inflationary 33 pressures: pressures for equality and fear of retribution for low ratings
leads to less differentiation among rated employees.
Inappropriate substitutes for performance: effort, enthusiasm, appearance, etc. are less
relevant for some jobs than others.
Attribution Theory: evaluations are affected based on whether someone’s performance is
due to internal factors they can control and external factors which they cannot. If poor
performance is attributed to internal control, the judgment is harsher than when it is
attributed to external control.
Stage 5: Performance review
This 1 stage involves the meeting between the employee and the manager to review their
assessments. The appraisal meeting is important because it provides a formal setting in
which the employee receives feedback on his or her performance which leads to
performance improvement and in the end employee satisfaction with the system. The
appraisal discussion focus on 2 what has been done and how, what reward is received or
denied as a result, and the goals to be attained before the upcoming review session.
In order 8 for the feedback process to be effective, there should be a two way
communication process and it must be shared responsibility of both managers and
employees. According to Decenzo &
Robbins (2005) “Effective feedback should be timely, constructive, specific and balanced,
and should include both positive and development information based on what the
employee did or did not do. 7 It is critical that feedback be based on behaviors rather than
on personal characteristics and that these behaviors are linked to effective versus
ineffective performance.”
Main problems that arise in conducting performance reviews are (Armstrong, 2006):
• Identifying performance measures and criteria for evaluating performance;
• Collecting factual evidence about performance;
• The existence of bias 11 on the part of managers;
• Resolving conflict between reviewers and the people they review;
• Defensive behavior exhibited by individuals in response to criticism.
Grossman and Parkinson (2002) forwarded recommendations for conducting effective
performance reviews:
• Recognize 1 what the employee has done well and poorly by referring specific positive
and negative behaviors.
• Request feedback from your employee about these behaviors
• Explain the implications of changing, or not changing, the behaviors
• Explain to the employee how skills used in past achievements can help him or her
overcome any current performance problems.
• Agree on an action plan.
• Set up a meeting to follow up and agree on the behaviors, actions, and attitudes to be
evaluated.
Stage 6: Performance renewal and reconstructing
Essentially, this is identical to the performance planning component. The 40 main
difference is that the renewal and reconstructing stage uses the insights and information
gained from the other phases (Smither & London, 2009).
2.1.5. Prospect and challenges of performance management system
2.1.5.1. Prospects/Benefits 41 of Performance Management
In reality, performance management is everyone's responsibility, and everyone benefits.
The tangible benefits of performance management for employees, management and
organizations are numerous.
The objectives of a particular 8 performance management system should be determined
by considering business needs, organizational culture, and the system's integration with
other human resource management systems (Pulakos, 2004). In general, 5 performance
management systems can serve the following important purposes, as summarized by
Cleveland & Murghy (1989):
Strategic - Links organizational goals to personal goals by supporting actions aligned with
achieving organizational goals.
Management – A valuable source of information for making employee decisions such as

salary adjustments, promotion, retention or termination, recognition of good performance,
identification of underperformers, layoffs, and performance improvement.
Communication/Information – Allow employees 1 to know how they are doing and receive
information on specific areas that need improvement.
Development Oriented – Contains feedback that helps managers guide their employees
and continuously improve their performance.
Organizational Sustainability - Provides information on current employee skills, potential for
skill development, and deployment history. 1 This information can be used not only for
workforce planning, but also for evaluating future training needs and evaluating
performance at the organizational level.
Documentation - it yields data that can be used to assess the predictive accuracy of newly
proposed selection instruments.
2.1.5.2. Challenges of Performance Management System
Common challenges of effective performance management practices include (Armstrong,
2009):
• Lack of training of the individuals and managers,
• Lack of a formal change management process,
• Lack of addressing the change in the culture of the organization,
• Subjectivity level too high during evaluations,
• Performance reviews used as a stick to get back at employees,
• Lack of addressing the fears of employees and clarification of the whole process and
advantages to the employees,
• Lack of conformity regarding 6 Performance Management in the various departments,
• Lack of management commitment.
2.2. Empirical Review
In this section empirical evidence related 7 to the performance management system is
presented. However, there is scarcity of such evidences as only a few studies were
undertaken, of which most of them were not on the banking industry, especially
government banking sector.
The research conducted in Nigerian multi choice company by Tommy, Umoh, Inegbedion,
and John (2015) found out that most employees were unaware of the prevailing model of
performance management system in the organization. Also the employees feel that the
company’s 1 performance management system has failed to give a proper assessment of
their contribution to the organization.
In general, workers are 77 not satisfied with the staff performance review system of Multi
choice limited. 5 A study conducted by Morris and Jane (2017) on Commercial Banks in
Kitui Town, Kitui County, Kenya revealed that performance management system enhances
employee performance by providing a reliable performance measure, increasing staff
competency and hence realization of set targets and researchers found that implementing
a performance management system improves employee performance by setting individual
goals based on organizational-wide goals and identifying skill gaps that are addressed
through training, thereby improving employee performance. It concludes that the
competency level of employees increases. The study found that bank management raised
employee awareness of the role 6 of the performance management system, rewarded top
performers, filled identified training gaps, conducted professional evaluations, and
conducted employee training after the performance evaluation process. It also
recommends the need to provide accurate feedback on employee performance. According
to a study on Abay Bank S.C.
(Solomon (2016), the bank uses Performance Management as a tool 78 to measure
employees’ job performance twice a year on January and July. The findings of this same
study also reveals that bank does not follow formal appraisal process 7 and the
performance standards of the bank addresses issues such as quantity, quality, timelines,
cost effectiveness and strategic relevance.
However, it does not take into account stability or persistence, or 5 the extent to which
individuals tend to maintain a certain level of performance over time. The bank also faces
major problems in its performance evaluation practices. Most of these are evaluator errors
such as recency, halo/horn, situational effects, and the rest are system issues. .
The bank's human resources department is ultimately responsible for the evaluation, with
supervisors playing the majority role and filling out most of the employee evaluation forms.
Abay Bank's rating results are only used to determine promotions, bonus payments and
annual increases. This company does not conduct evaluation interviews unless there are
complaints from employees.
In general, the findings of the survey confirmed Abay Bank S.C.'s performance appraisal
practices. There are problems and weaknesses that need improvement. Furthermore,
Frehiwot (2017) conducted 1 a study on the Ethiopian Commercial Bank and found that
the results of this particular study indicated that some targets were unattainable, that the
data tracking system was manual and the format was not used. This suggests that proper
documentation of PMS files was lacking and inadequate. Such as providing feedback,
inconvenient office layouts for providing private feedback to employees, and lack of
policies governing employee transfers between job functions during the evaluation period.
Based on the results, the researchers will help banks set achievable goals, automate data
tracking systems, assign appropriate staffing, and manage employee transfers to different
jobs 6 at the end of the evaluation period. It was recommended to formulate a clear policy
to Habtamu T (2020) concludes that staff are aware of her PMS and its purpose. However,
regarding PMS results, we will use her PMS for promotional purposes only.
other packages like bonus, transfer, sponsorship. The study also recommended that bank
should review the current practices especially on 1 performance assessment and

performance review because evidences are showing employee didn’t know how they
measured, there is no scheduled feedback and coaching package, employees didn’t
reward based on their performance, employee measured with outdated performance result.
Based on the above theoretical and empirical reviews the researcher of the current study
has got a clear insight about the concept and overview 3 of employee performance
management system. The researcher has reviewed a number of performance
management literature and almost all the literatures agree 1 that performance
management is concerned with identification of organizational visions, missions and
objectives, bringing managers and employees on the same direction 6 towards the
achievement of organizational strategic objectives/alignment, creating shared
understanding, provision of coaching and periodic performance review, finalize
performance evaluation, attaching results with reward system depending on the nature of
result and creating a felt fair atmosphere in the mind of all employees.
Therefore the researcher is interested to see the overall employee performance
management practices in the Commercial Bank of Ethiopia.
2.3. Conceptual framework
A 24 conceptual framework is a set of broad ideas and principles taken from relevant fields
of enquiry and used to structure a subsequent presentation (Kombo and Tromp, 2009).
Different theoretical and empirical evidences witnessed 1 that performance management
is not a onetime action rather it’s a nonstop continues process which aims to achieve
organizational objectives and individual objective strategically and make appropriate
amendment by maintaining smooth and transparent feedback system. But practices show
that companies failed to maintain the alignments between organizational and individual
objectives rather focusing only on organizational achievement. 5 On the other hand,

employee performance management system is a nonstop loop which contain performance
planning, execution, review, feedback and maintenance all those activities require the
collaboration of employee and employer. But organizations perform the reverse and as a
result they do not get the deserved market share or rise their market value due to
employee dissatisfaction.
Moreover in contrary to the theoretical view the empirical reviews show that the
involvement of employee on performance management is very low. 1 As a result, the
purpose of performance management system became worthless or a source of conflict
(disagreement).
Finally, based on the above and other detailed related literature reviews the researcher
adopted relevant conceptual framework that helps to understand how employee
performance management system works in a precise manner. The framework also serves
the researcher as a road map to address research questions as well as in developing
questionnaires.
Source: Owen Source, 2023
Figure 2. 1. Conceptual Framework
CHAPTER THREE
3. RESEARCH METHODOLOGY
This chapter outlines research design and approach, study population, sample size, and
sampling techniques, source of data, data collection tools and data analysis method 28
used in the study.

3.1. Study Area
36 The history of commercial bank of Ethiopia (CBE) dates back to the establishment of
state bank of Ethiopia in 1942. CBE 37 Was legally established as Share Company in
1963 and currently it has 30 district and those districts are administered/controlled by head
office with in the country (The organization annual report).
31 Commercial Bank of Ethiopia has a vision “To become a World-Class Commercial Bank
by the year 2025” which is aligned to the government GTP III plan. Taking into account 7
the vision and mission statement of the bank; employees are strongly working in service
excellence and mobilizing the resource for supporting the national development of the
nation. CBE has 30 districts in all over Ethiopia among the 30 Districts eight of them are
located in Addis Ababa; the eight Addis Ababa area districts have the great share in
supporting the nation by mobilizing the resource from the public i.e., Kirkos,Nifas Silk,
Merkato, Kolfe,Yeka, Megenagna, Bole, Arada Addis Ababa Districts.
To finance the GTP, banks’ deposit is expected to grow. To this end, greater emphasis
was given to strengthening modern payment systems, developing regulations that meet
international standards and support them to expand their capital to enable them continue
supporting the development endeavor. It is also planned to strengthen Microfinance
institutions in intermediating financial assets. Microfinance institutions are also expected to
expand their financial services through covering at least 50 percent of rural areas. In
addition, the role of the Development Bank of Ethiopia in raising long-term finance through
selling saving bonds was commence. 1 Having this in mind all commercial and other
financial institution expected to expand their branches and deliver quality service
throughout the country, this implies there was snatching of skilled manpower between
competitive banks by using different strategies.
Accordingly the bank has its values which can serve as a foundation to attain the stated
vision and supporting the national development plan of the country by financing various
kind of private and government projects. In doing so the bank has a strategy of improving
service excellence.
3.2. Research Design
Research design is a blueprint for fulfilling research objectives and answering research
questions. It is the general plan of how the research questions would be answered 7 and
it is the conceptual structure with which research is conducted (Saunders et al., 2007).
17 Therefore descriptive type of research design was employed to gather different data
related to the problem. This type of research helps to portray accurately the characteristics
of a particular individual, situation or a group. The 1 descriptive survey research design is
appropriate choice, because the study is aimed at assessing the implementation of the
employee performance management of the bank.
3.3. Research Approach
This study applied both qualitative and quantitative 3 approach (mixed method approach).
25 The core argument for a mixed methods approach was that the combination of both
forms of data provides a better understanding of a research problem than either
quantitative or qualitative data by itself. Mixed methods designs were procedures for
collecting, analyzing, and mixing both quantitative and qualitative data in a single study or
in a multiphase series of studies (Creswell, 2012).
Accordingly this study was adopted the quantitative research approach the researcher able
1 to collect numerical data from the group of people, and generalize those results to a
larger group of people.
3.4. Population, Sample Size, and Sampling Technique
3.4.1. Population of the study
79 The term population refers to the entire group of individuals, objects or events having
common observable characteristics in which the research was interested in studying.
According 34 to Doku (2011), population of a study constitutes all individual items or
organization whose contribution was primarily providing relevant information to the
research.
According to Frankel and Wallen (2000) a population refers to 39 the group to which the
results of the research are intended to apply. They stated that a population is usually the
individuals who possess certain characteristics or a set of features a study seeks to
examine and analyze. Population 6 can be defined as the total group of people or entities
from which research information was intended to be obtained.
Therefore, based on the (CBE’s HR database as of December 31, 2022), CBE has 22,908
employees who were working at Head Office, Addis Ababa.
3.4.2. Sample Size Determination
The researcher was tried to calculate the sample size after determining the target
population. In addition to population, purpose of the research, population size, the level of
precision or sampling error, the level of confidence or risk level and the degree of variability
or the distribution of attributes in the population determine the appropriateness 1 of the
sample size (Miaoulis & Michener, 1976).
The sample size for this study was determined by using Yamane (1967) sample size
determination formula. The sample size determination applied when the population was
finite and the population size is known. Recognized that if the target population was large
sampling method with an error of 5% in which the true value of the population estimated
and confidence coefficient of 95% in which 95 out of 100 sample was to have the true
population value within the range of precision. Thus, the sample size determination was
determined as follows.
n= N/1+N (e) 2
=22,908/1+22,908(0.05)2
n=393
Where;
• n is the sample size,
• N is the target population size, and
• e is 5% the level of precision.
• 95% confidence level

Therefore, the total sample for the study was 393 employee taken 1 using simple random
sampling techniques.
3.4.3. Sampling Technique
93 Sampling is the process of selecting a sufficient number of elements from the target
population so that by studying the sample, and understanding the properties or the
characteristics of the subjects, the researcher is able to generalize the properties or
characteristics to the population elements. Hence the researcher was used 1 simple
random sampling technique (probability sampling technique) and the researcher was
focused Addis Ababa, at Head office.
3.5. Source of Data
Both primary and secondary data were used in this study. The 87 primary data was
collected through questionnaires from the employees and the management respectively
while the secondary data was collected from different secondary sources to supplement
and support the primary data. Secondary data was a 88 data collected by someone other
than the user. A clear benefit of using secondary data was that much of the background
work needed had already been carried out or analyzed (Funsho, 2012). Because the data
already existed, they were evaluated them prior before using it.
3.6. 1 Data Collection Instrument
The primary data was collected by using questionnaires that are developed based on the
research questions. The major advantages of questionnaires were that they 5 can be
administered to groups of people simultaneously, and they were less costly and less time-
consuming than other measuring instruments. The structured questionnaire comprised
close questions were the methods of gathering the relevant data in the study. The design
of close ended question comprised of 5-point Likert scale ranging from (1=strongly
disagree to (5=strongly agree) questionnaires.
3.7. Data Collection Procedure
Since the study had employed questionnaires as one of the tool of data collection,
questionnaires was adopted from reviewing different literatures and previous works 7
related to performance management practices and edited accordingly. The questionnaires
were developed 1 in order to understand the performance management practice of CBE.
These questionnaires were distributed to 393 sample employees who were working at
head office.
3.8. Validity and Reliability
73 The validity and reliability of the data was checked carefully. Validity and reliability of
scores on instruments, additional standards for making knowledge claims, lead to
meaningful interpretations of data.
3.8.1. Validity
5 Validity refers to the extent to which the measurement instrument actually measures
what it intended to measure. 6 It is used to suggest determining whether the findings are
accurate from the standpoint of the researcher, the participant, or the readers an account
(Creswell, 2014). In order to ensure the quality of this research design content validity of
the research instrument was carried. The content validity also verified by the advisor of this
research, who looks into the appropriateness of questions and the scales of measurement.
Peer discussion with other researchers was also conducted as another way of checking
the appropriateness of questions.
3.8.2. Reliability
Reliability has to do with the accuracy and precision of a measurement procedure.
Cronbach alpha is a coefficient of reliability. It is commonly used as a measure of the
internal consistency or reliability of the instrument. To this effect, copies of the
questionnaires was distributed to twenty respondents as a pilot test who didn’t participate
in the main research. This is done to find out whether the developed instrument measures
what it is meant to measure and also to check the clarity, length, structure and wording of
the questions. This test 1 helped the researcher to get valuable comments and to modify
some questions.
Table 3.1. Reliability Statistics
Cronbach's Alpha
Prerequisite practice
.969
Performance planning practice
.953
Performance execution practice
.956
Performance assessment practice
.952
Performance review practice
.953
Performance renewal and reconstruction practice
.964
According to statistical interpretation, the closer the reading of Cronbach‘s Alpha to digit 1,
the higher the reliability is. In internal consistency should acceptable when Cronbach‘s
Alpha is over 0.70 range are acceptable, Hence in this research Cronbach’s Alpha utilized
and calculated to test the accuracy or dependability or, as we usually call it, reliability of the
research instrument (Lee Cronbach, 1951). In this research each statement rated on a 5
point Likert response scale.
3.9. Method Data Analysis
This study was used mainly descriptive statistics to describe the behavior of a sample data.
It is used to present quantitative analysis of the given set of data. Descriptive statistics is
used to break huge amount of data into simplest form. 89 Descriptive statistics can be
measured by measures of central tendency or variability. A measure of central tendency

indicates to one number that summarizes the entire set of data/measurements which are a
central to the complete set (Sohi, 2019).
After once the raw data was on hand, quantitative methods of data analysis was used.
Particularly with the quantitative data collected via the questionnaire, a descriptive
statistical analysis method and SPSS version 26 was used to tabulate the data and present
it in tables. Particularly, frequencies, percentages, mean 3 and standard deviation were
generated from the data.
3.10. Ethical considerations
With regard to ethical issues, the researcher was govern and strictly bound by the research
code of ethics. Hence, respondent’s privacy be maintained, their personal values also be
kept confidential. Respondents should not also ask to write their names, their telephone
numbers and their specific address so that their private secrets never been disclosed.
The research was also obeyed by the law not to take someone’s work without appropriate
citation and all the data’s collected with the consent 1 of the organization as well as only
for academic consumption not to harm the organization goodwill.

CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION
As it stated on chapter three interviews with head office human resource and business
managers and the human resource development officer of the bank and questionnaire
were distributed for Head Office Senior employees. The questionnaire has two parts Part
–I was used to gather general information about the respondents, in part II 5 point Likert
scale questions were used to collect information that are related with subject matter. Three
Hundred Ninety Three (393) questionnaires were distributed to the organization and it was
distributed proportionally depending on the size and the number of employees the office
has. The researcher focuses on employees of CBE to assess 1 about the practice of
Performance Management System (PMS).
4.1. Response rate
The study distributed 393 and actually collected 384 usable questionnaires (response rate
of 97.57%) as a result, 6 there is a need to check whether 97.70% response is enough to
go through the analysis or not. Accordingly, non-response bias was tested based on
comparison of the pattern of „early‟ and „late‟ respondents on selected variables of the
study assumed to motivate respondents 1 to give their response to the survey by taking 9
early (2.3% of the data) and 9 late (2.3%) respondent's response and the results showed
that for almost all of items (99.1%) there was no significant difference between the late and
early respondents (p >.05) indicating that non-response bias was not a problem for the
data. Respondents‟ response was measured using Five point Likert scale from „1‟ being
„strongly disagree‟ to „5‟ being „strongly agree‟. The researcher is going to assess PMS
practices in CBE by taking senior officers and managers. Because once collected data
were tested for internal consistency using the commonly used statistical tool –Cronbach‟s
Alpha coefficient. The result indicated that the collected data are reliable with Cronbach‟s
alpha coefficient as shown in the table below. According to Lee Cronbach, 1951) the closer
the coefficient is to 0.7 the greater the internal consistency of the data, which implies 62
that the data is qualified for further analysis.
4.2. Characteristics of Demographic Variables
Table 4.1. Characteristics of Demographic Variables of the respondents
Variables
Descriptions
Frequency (N)
Percent (%)
Gender
Male
205
53.4
Female
179
46.6
Age Group
< 30
135
35.2
31 – 40
165
43.0
41 – 50
64
16.7
>=51
20
5.2
Marital Status
Single
178
46.4
Married
165
43.0
Widowed
16
4.2
Divorced
25
6.5
Educational Status
Diploma
72
18.8
BA/BSc
235
61.2
MA/MSc
77
20.1
Any other
Work experience
1-5 Year
251
65.4
6-10 Years
85
22.1
11-15 Years
29
7.6
16-20 Years
2.3
>=21
10
2.6
Source: Owen Survey Result (2023)
As shown in table 4.1 a total of 384 employees participated in this study of which (53.4%)
1 were male and the rest (46.6%) were female participants. This shows that the banking
industry predominantly engages male employees. Regarding the age group of
respondents, the largest group was employees whose age is from 31 to 40 years with 43.0
percent following these employees whose age is less than 30 years holding the second
with 35.2 percent. Least and last group of employees with 16.7 percent share are through
age group of 41-50, 51and above with 5.2 percent. This clearly depicts that the majority of
the respondent workforce of CBE are young and within the productive age range.
Therefore, the bank can tap and utilize the energy and enthusiasm and translate it to result
by employing effective performance management practices within the bank. Otherwise,
there could be a risk of losing such workforce if they are dissatisfied with the existing
performance (human) management practices as such young groups tend to be mobile and
keen to explore new opportunities.
As regards the marital status of the respondents, 178 (46.4%) of respondents are single,
whereas 165 respondents (43.0%) of respondents are married. 25 respondents (6.5%) are
divorced, while 14 respondent (4.2 %) is widowed.
With regard to educational level, 72 (18.8%) of respondents are Diploma holders; 235
(61.2%) of respondents are BA Degree holders and 77 (20.1%) of respondents are MA or
MSc degree holders. Thus the results show that the vast majority of the surveyed bank
employees are BA/BSc and MBA/MSc holders. This implies that the banking industry is
running by fairly well educated persons which offers a fertile ground for efficiency, growth
and development in the Bank. But this again needs effective 1 human resource
management to translate the available potential into concrete results.
In terms of 94 work experience of the respondents in the bank, 251 respondents (65.4%)
have 1 – 5 years of work experience, 85 respondents (22.1%) have 6 – 10 years of work
experience, 29 (7.6%) have 11-15 years of work experience, 9 (2.3%) have 16 – 20 90

years of work experience, while 10 (2.6%) respondent have more than 20 years of work
experience. From this result one can easily note 1 that most of the respondents (close to
half) have few years’ work experience (1 - 5 years), which shows that they are junior level
employees. A small proportion of the respondents have over 15 years’ of experience .This
indicate that the banking industry, at least 86 in the context of CBE, is predominately run
by young and unexperienced employees. This could also possibly show the high turnover
rate of employees. In recent years, one can clearly notice the increasing flow of
experienced manpower from CBE to private banks. This calls for the need to put in place
effective human resource management so as to retain experienced workforce in the CBE.
4.2. Analysis 7 of performance management system practices
This section presents the results of the descriptive statistics related to employee
performance management system practices of CBE.
The responses for the variables indicated below were measured on five-point Likert scale
with: 1=strongly disagree, 2= disagree, 3 = neutral, 4= agree and 5= strongly agree.
The researcher extracted arithmetic 95 mean and standard deviation of the sample
described. So that Mean score < 49 3.39 was considered as low, the mean score from
3.40 - 3.79 was considered as moderate and mean score > 3.8 was considers as high as
illustrated by comparison bases of mean of score of five-point Likert scale instrument
(Zaidaton & Bagheri, 2009).
4.2.1. The current Prerequisite practice of CBE
First step 7 of performance management process is to examine prerequisites and
performance planning. 12 Prerequisites include knowledge of the vision and mission
statement of an organization and knowledge of the job followed by job analysis and job
description (London et al, 2008). Thus, the study incorporated 6 research questions to
understand the banks practice with regard to prerequisite practice.
Table 4.2.2. Summary of responses on prerequisite practice
Descriptive Statistics
N
Minimum
Maximum
Mean
Std. Deviation
I am aware of the corporate, functional and team goals of the bank also I have knowledge
about the organization 2 mission and strategic goals
384
1.00
5.00
4.3021
.49266
I have involvement on organizational goal setting so I’m aware of what expected of the
bank from me
384
2.00
5.00
3.9375
.59699
The supervisors of CBE are fully aware about the strategies of CBE so they can manage
the job under their supervision
384
2.00
5.00
4.2474
.55857
I have the knowledge about my job so I can serve as an input when they needed any
information
384
4.00
5.00
4.2839
.45146
I know how my individual objectives support the overall organizations strategic goals and
objectives.
384
3.00
5.00
3.9479
.61521
Performance objectives of my department are aligned with the bank’s goal
384
1.00
4.00
3.0651
.74289
Valid N (listwise)
384
As the result in table 4.2 shows, the participants response for the statement ‘Are you aware
of the corporate, functional and team goals of the bank also do you have knowledge about
the organization mission’s and strategic goals’ the response rate shows their agreement
with a mean score of 4.3, and SD=.492). 1 The result shows that most of the respondents
were aware of the corporate, functional and team goals of the bank.
Likewise, in their response participants also tended to agree with the statement related to
‘the degree of their involvement on organizational goal setting and banks expectation from
them’ with a mean score of 3.937 and SD of 0.596. This shows that respondents have
some involvement in organizational goal setting and company expectation.
1 On the other hand, the participants who saw the supervisors of CBE are fully aware
about the strategies of CBE. So, they can manage the job under their supervision
effectively response is higher level of mean (M=4.24, SD=0.558).
Participants were also asked their knowledge about their job and their capacity to serve as
an input when the company needs any information. They agreed with the statement
(M=4.29, SD=0.451) with the high agreement. Which shows a positive implication for the
company because it minimizes cost of external consultation in addition it reduces
operational and administrative costs. It can also improve 7 efficiency and effectiveness of
workforce of the bank.
The participants also agreed with the statement ‘I know how my individual objectives
support the overall organizations strategic goals and objectives' with higher response rate
(M=3.94, SD=.615). In general, most of respondents are aware of the organization’s
strategic goals and objectives.
Finally, participants response to the statement ‘departmental performance objectives
alignment with organizational goals’ was also positive response (M=3.06, 0.742). This
implies that departmental goals were carefully set up so as to contribute to 41 the overall
goals of the organization. This also pin points to the employee his potential role and
contribution in meeting these goals.
Kaplan and Norton (2001) underscore the fact that we need to educate all of our people to
understand what they can do when they come to work every day to influence the
company.
In this regard, 1 the result of the current study indicates that more than majority of
employees are aware of organizational goals as well as departmental expectations.
4.3.2. The current performance planning practice
The next step is performance planning that include setting performance standard and
accepted behaviors. London et al (2004) argue that pre-requisites and pre-planning is very
important in terms of mutually agreed participative goal setting. 12 If this process is
participative or two way then the performance is always improved rather than assigning
goals to subordinates without any participation. Even though the aim is to improve
performance that can only be achieve by setting goals. Besides improving performance an
organization can communicate expectation, through attainment of goals and improved
quality an organization can boost confidence of their personnel and job satisfaction (Locke
and Latham 1984). As related to this the study incorporated research question to
understand the banks practice regarding performance planning.
Table 4.3. Summary of responses on performance planning
Minimum
Maximum
Mean
Std. Deviation
The objectives of employee performance management are clearly described for me
384
1.00
5.00
4.4375
.70895
In the bank goal setting, performance formulation and competency development carried
out jointly with the integration of the employee and immediate supervisor
384
1.00
5.00
4.1510
1.16435
With regard to employee performance management the bank (CBE) knows my expectation
from the bank
384
1.00
5.00
4.0964
.63705
All the time I am accountable for what I have done
384
1.000
5.000
4.31510
.818954
I know the expected behavioral standards (KSA) expected from me
384
1.00
5.00
4.0339
.67511
The bank participate employees while conducting action plan for deviations created against
the plan (adjustment/weakness)
384
1.00
5.00
4.0729
.94214
Dose the banks Key Performance Indicators convincing
384
2.00
5.00
4.6016
.52119
I clearly discuss with my supervisor on my personal development plan
384
4.00
5.00
4.3984
.49022
Do you think you have 5 the necessary skills and competencies to achieve the given
objective by the bank
384
1.00
5.00
4.5052
.80142
Do you have clear insight 13 about the level of performance you are expected to attain
384
2.00
5.00
4.5026
.62162
I believe my supervisor have the required KSA on performance formulation.
384
3.00
5.00
4.2786
.56250
Valid N (listwise)
384
The result in table 4.3 shows that participants response for does the objectives 3 of
employee performance management clearly described for you then the response was high
(M=4.43, SD=0.708).
From the result we can say 1 majority of the respondents don’t have clear insight on
employee performance objectives. Meaning major objectives of employee performance is
translating organizational objective thus it’s 14 difficult for the employee to achieve
organizational objectives unless they have clear insight about how they perform.
1 On the other hand, the participants response for does the bank goal setting,
performance formulation and competency development carried out jointly with the
integration of the employee and immediate supervisor in the bank is high (M=4.151,
SD=1.164). Developing and planning performance refers to the step where the goals and
targets of individual employees are set by the involvement of both managers or supervisors
and individual employees, and is also as motivational process which gives the feeling of
being involved and 1 sense of ownership for employees (Schneier et al., 1987). Hence
the practice of CBE requires improvement.
In addition, the respondents asked about does the bank (CBE) know your expectation from
the bank have a response of (M=4.09, SD=0.63) which is high.
Likewise, respondents asked all the time I am accountable for what I have done in the
bank have a strong level of agreement (M=4.31, SD=.818). In other words, most of
respondents are accountable for were they assigned.
When participants were asked ‘do you know the expected behavioral standards (KSA) from
you’ they responded in agreement of (M=4.03, SD=.675). This implies that majority of the
respondents are aware of their behavioral standard (KSA) expectations which is a positive
indication because at least it can minimize the cost of training and development, time, also
improve organizational efficiency.
Similarly, the participants were asked ’Does the bank participate employees while
developing action plan for deviations created against the plan (adjustment/weakness)’ the
result overcome with relatively good practice (M=4.07, SD=0.94). The result implies that
the bank requires improvement on employee involvement on action plan preparation so as
to come up with relevant and achievable plan that is owned by the employees.
The participant response for the statement ‘Are the banks Key Performance Indicator
convincing’ was low (M=4.60, SD=0.52). According to 27 Gosselin (2005), the
performance indicators can be defined as the physical values which are used to measure,
compare and manage the overall organizational performance. The performance indicators
can be quality, time, cost, etc. thus the employee act accordingly to attain the expectations.
But from the CBE side employee aren’t aware of or convinced on performance indicators.
This suggests 11 the need for further efforts to identify more convincing and relevant
KPIs.
The participants were also asked ‘I clearly discuss with my supervisor on my personal
development plan’ and provided relatively high score (M=4.39, SD=0.497). Personal
development give the employee a chance to plan 2 both results and behaviors and if
deviations encountered it provides a chance to design an action plan. This might help the
company to translate its goals through personal development plan. Thus, the result
suggests that this area needs further attention from the bank.
The participant’s response for the statement ‘Do you think you have 5 the necessary
skills and competencies to achieve the given objective by the bank’. They responded with
high score (M=4.50, SD=.808) and the response indicates high agreements.
Similarly, when participants were asked ‘Do you have clear insight 13 about the level of
performance you are expected to attain’, they responded in agreement (M=4.50, SD=.624).
This implies that employees are aware of 5 what is expected of them and strive to
achieve it.
Finally, the respondent’s response for the statement ‘I believe my supervisory have the
required KSA on performance formulation’ was also positive showing high agreement
(M=4.27, SD=.564). This might smoothen 6 relationship between employee and
supervisors; but requires further effort to come up with a KPI that strongly satisfies the
employee.
According 1 to Armstrong (2006), performance planning deals with agreeing objectives
and competency requirements as expressed in role profiles; identifying the required
behaviors; producing plans expressed in performance agreements for meeting objectives
and improving performance; preparing personal development plans to enhance knowledge,
skills and competence and reinforce the desired behaviors.
4.3.3. The current performance execution practice
According to Aguinis (2013), once the performance management cycle begins, employees
strive 2 to produce the results and display the behaviors agreed on earlier as well as to
work on development needs. At the performance execution stage the following factors
must be present: Commitment to goal achievement, on-going performance feedback and
coaching, communication with supervisor, collecting and sharing performance data and
preparing for performance reviews. Employees must be committed to the goals that were
set. One way to enhance commitment is to allow the employee to be an active participant
in the process of setting the goals. Thus, the current study incorporated research questions
to understand the banks practice with regard to performance execution process.
Table 4. 4. 10 Summary of responses on performance execution
Minimum
Maximum
Mean
Std. Deviation
Necessary resources are available to achieve my given objectives
384
4.00
5.00
4.2786
.44892
While the bank changes the organizational goal I’ve updated information
384
2.00
5.00
4.5078
.84886
Whenever I face challenges to deliver my target we discuss with my supervisor
384
4.00
5.00
4.4193
.49408
My supervisor provide me updated and constructive information on my performance

progress and regularly discuss on my area of improvement
384
1.00
5.00
3.7734
.75322
My supervisor have the capacity to monitor my performance against the plan, providing
and taking feedback and coaching if necessary
384
3.00
5.00
4.5339
.54929
My supervisor documented all my performance details.
384
1.00
5.00
4.1484
.61432
Valid N (listwise)
384
The above table 4.4 result shows that participants response to the question ‘Does the
necessary resources available to achieve your objectives’ have a high response of

(M=4.27, SD=0.443). Even if the responsibility of performance execution is 1 both the
employee and supervisor task, the supervisors are expected to avail resources for
employee under their supervision.
In addition the participants were asked ‘while the bank changes the organizational goal do
you have the updated information in the bank’ and gave a high response (M=4.50,
SD=0.84). Also this is important task 41 to ensure that employees have an up to date
information both about the organization goal as well as about the dynamic business world.
But the employee claimed they didn’t get updated information while the bank
changes/updated organizational goals.
The participants response to the statement ‘whenever I face challenges to deliver my
target we discuss with my supervisor’ was also low (M=3.41, SD=0.49). This level of
agreement shows 11 the need for further attention to this issue. In fact all the challenges
might not be solved, but through listening to and discussing with the employees, their
concerns and problems could be at least partly addressed.
The response for ‘my supervisor provides me up to date and constructive information on
my performance progress and regularly discuss on my area of improvement’ also received
light agreement (M=3.77, SD=0.752). This obviously suggests the need to improve this
aspect of the 3 employee performance management practice.
The participants response for ‘my supervisor has the capacity to monitor my performance
against the plan, providing and taking feedback and coaching if necessary in CBE’ was
similarly reflecting high agreement (M=4.534, SD=0.548). This is again an area that needs
addition attention from the bank and supervisors.
Finally, the participant responded to ‘my supervisor documented all my performance
details’ was high response of (M=4.14, SD=0.614). 59 Documentation provides evidence
that a history of employee’s improvement or failure to improve performance over time. It is
helpful 7 for both the employee and employer but the practice of the bank tap out there is
a poor practice of performance documentation.
Smither and London (2006) stated that while 2 the employee has primary responsibilities
for performance execution, the supervisor also needs to do his or her share of the work.
While the employee is working to achieve the agreed performance, the manager retains a
key enabling role which includes organizing the resources, providing off-job training,
dealing with unforeseen barriers, sharing ‘inside’ information, on-going coaching and
constructive feedback. Also they stated that 2 supervisors have primary responsibility
over the following issues: Observation and documentation, to update objectives, standards,
key accountabilities and competency areas, feedback on progression toward goals and
coaching to improve performance, provide employees with resources and opportunities,
reinforcement (supervisors must let employees know that their outstanding performance is
noticed by reinforcing effective behaviors and progress toward goals).
Therefore, the above results indicate that the bank follow and implement the performance
execution process but it requires improvement in all aspect.
4.3.4. The current performance assessment practice
Performance assessment remains an essential part of managing an organization and the
people within it. The crucial parts 2 of the assessment process are to provide accurate
feedback of assessment and to link assessment to jobs and organizational objectives
(Rowley and Jackson, 2010). Thus, the study incorporated research questions to
understand the banks practice regarding performance assessment process.
Table 4. 5. Summary of responses on performance assessment
Minimum
Maximum
Mean
Std. Deviation
My actual performance measured against to the agreement of results and behaviors
reached with my supervisor

384
1.00
5.00
3.8828
.78784
Before conducting the assessment I have a chance to give explanation on my poorly
performed objectives
384
1.00
5.00
4.0703
.53372
The performance evaluation criteria adopted by the bank determine my accomplishment
384
1.00
5.00
4.1484
1.02264
The bank has a self-assessment package so I can evaluate my own performance
384
1.00
5.00
4.4740
.70385
My performance review considers all my performance histories with in the agreement
period rather than on recent accomplishment
384
3.00
5.00
4.6042
.56401
My peer groups requested to give feedback on my performance
384
1.00
5.00
3.4401
1.34477
I have a chance to appeal for the bank top management if I didn’t agree on my
performance rating with your supervisor
384
3.00
5.00
4.6771
.55965
The senior management of the bank didn’t influence the outcome 2 of the assessment
process
384
1.00
5.00
4.6250
.83962
My supervisor follows inappropriate generalization 1 from one aspect of performance to
all areas of my performance.
384
1.00
5.00
3.8932
1.16366
Valid N (listwise)
384
The result in table 4.5 shows that participants response for my actual performance is
measured against the agreement of results and behaviors reached with my supervisor
received moderately favorable response (M=3.88, SD=0.787). Though it seems to be a
positive response, but 1 it needs to be further improved because if employees are not
evaluated with the actual performance against the target it will become a source of
complain. In addition, the remaining individuals must come to an agreement with
convenient adjustment.
From the total 384 respondents answered the statement ‘Before conducting the
assessment the employee have a chance to explain on good performed objectives’ (M =
4.07, SD = 0.53). This is a low score that shows poor practice of performance
management. This is apparently one of the areas that seek the attention of bank
management.
Likewise, the participants were asked ‘does the performance evaluation criteria adopted by
the bank determine your accomplishment’ they gave relatively low score (M = 4.14, SD =
1.02). This needs further attention that aimed at improving the performance evaluation
criteria used by the bank so as boost employees’ confidence in it.
Similarly, when the respondents were asked about the statement ‘the bank has a self-
assessment package so I can evaluate my own performance’ they gave a relatively high
score (M=4.47, SD=0.70). The result indicates the company might lose the benefits from
self-assessment if it does not fully allow employees to carry out self-assessment.
According to Shore, Adams, & Tashchian
, (1998), self – assessment can reduce an employee’s defensiveness during an appraisal
meeting and increase the employee’s satisfaction 5 with the performance management
system, as well as enhance perceptions of accuracy and fairness and therefore
acceptance of the system.
The participants response to my performance review considers all my performance
histories with in the agreement period rather than on recent accomplishment also
evaluated strongly (M=4.60, SD=0.46).
When the respondents were requested to respond to the statement ‘my peer groups were
requested to give feedback on my performance’ the response rate is (M=3.44, SD=1.34)
which is somehow in different. This suggests that supervisors often rely on their own
assessment and do not give opportunity to co-workers to comment on the performance of
their colleague. This is thus another area that needs attention and improvement.
The respondents were requested to answer to ‘do you 1 have a chance to appeal for the
bank top management if you didn’t agree on your performance rating with your supervisor’
again assigned a relatively poor score (M=4.67, SD=1.344). Lack of such mechanism to
reflect their disagreement and grievance could 5 be a source of dissatisfaction which may
also contribute to high turnover of staff.
Similarly, when the participants were asked ‘the senior management of the bank didn’t
influence the outcome of the assessment process’ they gave a relatively high response
(M=4.62, SD=0.83). Though the response was moderately positive, lack of strong
agreement points to presence of some gaps 7 that need to be addressed.
Finally, the participants were requested to respond to ‘does your supervisor follow
inappropriate generalization 1 from one aspect of performance to all areas of your
performance’ and responded with a score that reflects moderate practice (M=3.89,
SD=1.16). This should again be treat as another area that needs attention.
Aguinis (2007) summarizes 1 the importance of performance assessment and

involvement of employee and managers as: ‘At the core of any performance management
system is the assessment of performance. 2 This also includes an evaluation of the
extent to which the goals stated in the development plan have been achieved. It is
important that both the employee and the manager take ownership of the assessment
process. When both the employee and the supervisor are active participants in the
evaluation process, there is a greater likelihood that the information will be used
productively in the future. Employee’s involvement in the process increases employee’s
ownership and commitment to the system. In addition, it provides important information to
performance review.
4.3.5. The current performance review practice
Table 4. 6. Summary of responses on performance review
91 Descriptive Statistics
Minimum
Maximum
Mean
Std. Deviation
After conducting performance assessment my supervisor give me formal feedback on my
performance. Then we discuss on area of improvement
384
1.00
5.00
4.3021
.96540
I and my supervisor discuss and identify what are the problems hinder in achieving agreed
objectives and agreed on action plan to overcome together

384
1.0
5.0
4.115
1.0308
The review process 1 is based on the development and improvement needs
384
3.00
5.00
4.0807
.52234
We revise and agreed on area of changes (key result areas, competencies and
performance measures) if necessary also agree on performance plan for the next review
period
384
2.00
5.00
4.5339
.76742
The bank reward me according to my performance.
384
2.00
5.00
4.0417
.61175
Valid N (listwise)
384
Table 4.6 shows that participant’s response to the statement ‘after conducting performance
assessment my supervisor gives me formal feedback on my performance. Then we
discuss on area of improvement’ was somehow neutral or in different (M=4.302,
SD=0.965). This suggests the need for encouraging supervisors to provide feedback on
employees’ performance.
1 On the other hand, the participants were asked ‘do you and your supervisor discuss
and identify what are the problems that hinder achievement of agreed objectives and
agreed on action plan to overcome together’, they gave lightly positive response high score
(M=4.11, SD=1.03), which again requires further improvement.
The participants response to the statement ‘the review process 7 is based on the
development and improvement needs’ the respondents gave a strong response (M=4.08,
SD=0.522).
Similarly, when the participants were asked ‘do you revise and agreed on area of changes
(key result areas, competencies and performance measures) if necessary also agree on
1 performance plan for the next review period’ they showed high level of agreement
(M=3.53, SD=1.767), which still requires further improvement.
Finally, the respondents were asked ‘does the bank rewarded me according to my
performance; then the employee’. They gave high score to this statement (M=4.04,
SD=0.611). The high score implies that employees are happy 1 with the performance
management and rewarding system.
The performance review regarded as learning events. Individuals could be encouraged to
think about how and in which ways they want to develop. Research by Ashford and
Cummings (1983) demonstrates that feedback has strong positive effects on 9 the
performance of both individuals and groups, specifically through role clarification, improved
self-efficacy, the establishment of behavior reward contingencies and increased self-
regulatory control processes (Ashford & Cummings, 1983). Similarly, according to 4
Armstrong and Baron (2004), the actual performance could also be compared to the
desired performance, therefore the outcome is evaluated and a development plan is set
based on the strong.
4.3.6. The current 10 performance renewal and reconstruction practice
Table 4. 7. Summary of responses on performance renewal and reconstruction practice
Minimum
Maximum
Mean
Std. Deviation
All deviations collected from the previous review period serve as an input
384
3.00
5.00
3.9557
.78206
I involve on performance renewal and reconstruction process.
384
3.00
5.00
3.9479
.61521
Valid N (listwise)
384
The result of table 4.7 showed participants response to a question related to ‘all deviations
collected from the previous review period serve as an input’ is poorly evaluated (M=3.95,
SD=0.782). However, it can be concluded that the current practice is supported by
employees. Thus it still needs some improvement.
Finally, the participants response to the statement about employee involvement on
performance renewal and reconstruction process was somehow in different (M=3.94,
SD=0.615). This suggests to the management the need to encourage 1 involvement of
employees in performance renewal and reconstruction process.
4.3.7. The overall performance management process practice
Table 4. 8. Summary of responses on overall performance management process practice
S. No.
Employee Performance Management Processes
Average
Mean
Mean
Score
Prerequisite 3 practice of the bank
3.964
Moderate
Performance planning practice of the bank

4.308
High
Performance execution practice of the bank
4.276
High
Performance assessment practice of the bank
4.201
High
Performance review practice of the bank
4.214
High
Performance renewal and reconstruction practice of the bank
3.951
Moderate
Average Mean
4.152
The result of table 4.8 showed the overall performance management practice of the bank
has low average mean of 4.152. Therefore, the result implies the overall performance
management practice of the bank needs improvement especially at performance
assessment, performance review and performance renewal and reconstruction stage.
Thus 1 we can say that the banks prerequisite practice (Marginal Mean of 3.96) is
commendable though it requires some additional investments, especially on supervisors’
improvement with regard to how to manage jobs under their supervision. Moreover, the
bank also needs to make concerted efforts to ensure overall organizational and department
goal alignment.
In this regard, the results are showing the banks performance planning practice looks good
with marginal mean of 4.308. It’s in good condition some improvement especially among
those employees who scored above 3.8 mean.
Thus from the result we can say the overall 1 practice of performance assessment
(Marginal Mean of 4.276) done strongly. The bank was made improvements for questions
employee were scored above 3.8 mean.
Thus the above result indicates the performance review practice of CBE measured strongly
with marginal mean score of 4.214. Hence the bank was made improvements for questions
employee were scored above 3.8 mean.
Hence, the above result indicates 5 the performance renewal and reconstruction practice
of CBE measured strongly with marginal mean score of 3.951. The bank was made
improvements for questions employee were scored above 3.8 mean.
CHAPTER FIVE
FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.1. Summary of Findings
This study aimed to investigate the employee performance management practice
(prerequisite, 1 performance planning, performance execution, performance assessment,
performance review, performance renewal and reconstruction) the case of CBE Addis
Ababa areas. The data was collected from the purposively selected head office of CBE, by
using closed and open ended questionnaire of randomly selected 393 employees. From
the distributed 393 questionnaire, 384 were returned and the response rate was 93.5%,
which is acceptable for data analysis and discussion of the study. In addition personal
interview questions were conducted. There are different ways of calculating arithmetic
mean and standard deviation but the researcher adopted Zaidaton & Bagheri (2009) five-
likert scale instrument. Which is Mean score < 3.39 92 considered as low, the mean score
from 3.40 - 3.79 was considered as moderate and mean score > 3.8 considers as high.
In the demographic distribution, most of the respondent was male employee which shows
us (53.60%), in the age category 1 majority of the respondents are in the range of under
30 year which shows us (43.2%), when we see the educational level most of the
respondents are BA/BSc. degree holders which shows (64 %), when we see demographic
distribution majority of respondents (46.1%) served the bank in the range of 1-5 years of
work experience which the respondent are young. Finally, marital 1 status of the
respondents (61%) are single.
The prerequisite result indicates that average of 3.964 mean which is moderate. The
number implies that the employee are aware of the corporate, functional and team goals of
the bank also they have knowledge about the organization 2 mission and strategic goals
with the arithmetic means of 4.6. In addition the analysis able to understand both employee
and supervisors have the knowledge about the job they perform respectively they ordered
with the arithmetic mean were strongly performed.
As the analysis indicates on performance planning indicates the average mean is
moderate 3.964 mean. The result implicates the employee are aware of 8 performance
expectations, including both behavioral and the results they are expected to achieve during
the coming rating phase. Also they believe behavioral and results expectations are aligned
to the organization’s corporate objectives. But 1 during the interview session some
interviewee have negative reservation on development plan because the bank has a
personal development plan (PDP) but with unknown reason since now it’s not applicable
but such type of plans able an employee to highlight its strength and the areas in need of
development, and develop an action plan to improve in areas of weaknesses and further
develop areas of strength also respondents support with the mean of good performance.
Majority of the respondents show high level of agreement for key performance indicators
and they believe the bank did know their expectation from the bank. Finally, majority of
respondents agree there is a strong integration of between employee and supervisor
during goal setting and performance formulation with high level of mean. Finally employees
were having clear insight about the employee performance objective in the bank.
The analysis related to performance execution practice indicates marginal mean scores of
4.276 which is low. The qualitative analysis disclosed that the bank has good
communication between employees and immediate supervisor as well as between
employees and top management through different electronic Medias, memos and soon. 1
On the other hand, the employees had complaints regarding feedback and coaching
package at high level. Employees indicated that though the supervisors give
adjustment/correction on the spot, once the result is there is no mechanism to support poor
performers. The study also found that the bank has 3 feedback and coaching package
though it has been put to use. Secondly, the employees believe their performance histories
are recorded good condition.
1 In the performance assessment step employees believe even if the supervisors were
influence the result negatively, use inappropriate generalization, and measure against the
target there is poor performance assessment practice with the marginal mean of 4.201. In
contrary the bank don’t have a chance to appeal for their poor performance before
conducting the assessment with the mean of 4.379 and 1.159 standard deviation. The
mean 4.78 and 1.318 standard deviation indicates the performance rating/calculations are
clear for the employee. The bank have a peer review package at all, also the bank have a
degree or self-assessment package and employee 1 have a chance to appeal about the
result for the banks top management represented by arithmetic mean of 4.493, 4.34, and
4.128, with 1.47, 1.235, and 1.251 standard deviations. Nevertheless, even if they are
complaining on they don’t 1 have a chance to appeal on their performance the manager
employee performance management said the bank has a grievance package but almost
90% of complains are misunderstanding of how the system work. On the other hand the
bank uses 360 degree assessment only to assess organizations/branches performance but
they are working on it especially for top level managerial posts. Similarly some employees
claim they measured with unrelated target but the manager EPM disagree with this
reservation by convince this happens not because of target/target rather after assigning an
employee at once role and give the appropriate target they reshuffle the employee to other
role thus while the result comes the result will come by the first target so the result
mismatch happens. The EPM team indicated that they understand this gap and work is
underway to address it.
At the review stage the employees and supervisor are expected to arrange a meeting and
share feedbacks 5 on both positive and negative performances and then make
appropriate adjustment for errors and agree on development plan. However, in CBE 8
this does not happen at branch level due to many reasons. These include: performance
plans and results are forwarded through electronic media (Oracle) thus it does not give a
chance to arrange a meeting. The respondents indicated that the manager who understand
performance management arrange meeting manually and discuss with employee on area
of improvement especially for those who performed poorly. From the interview the study
was able to understand the performance review practice is performed by the EPM team
only. In addition, after formal performance review best employee should reward but 1
majority of the respondents believe they are not rewarded as they performed.
On performance renewal and reconstruction stage the EPM team has responsibilities to
receive all adjustment request at central level and differentiate the applicable one with
other and then make the adjustment for next appraisal period. In this stage employees
have involvement to disclose their complaints which require adjustment.
Participants 1 were also asked about their perception towards CBEs’ employee
performance management practice. Majority of the respondent’s perception was positive
and they mentioned that using computerized system and standard goal for the same role
reduces the level of manager’s subjectivity. They also 1 believe that they have a
competent PMS practice than other service giving companies. On the other side some of
the respondents believe that though performing PMS by computerized system is a good
practice, they feel that it was not customized well for some roles (it doesn’t consider the job
nature and lack flexibility).
Around 95% of respondents are BA/MBA degree holders thus due to their literacy level
they are aware about PMS theoretically. When it comes to the reality in CBE they believe
that at some point the bank was able to meet its purpose, but it failed to use PMS outputs
7 for training and development, feedback and coaching, bonus payments, free
scholarships, etc.
Finally, with regard to PMS outputs the participants indicated that nowadays CBE uses
PMS results for promotion purpose. They suggest that it is also good if the bank uses PMS
results for bonus payments, training and development, feedback and coaching, transfer
and so on. 1 On the other hand, the study found out that some of the respondents aren’t
comfortable with the use of PMS results for promotion purpose because they believe that
they are evaluated with outdated PMS result.
5.2. Conclusions
Based on the analysis, interpretations and findings, the following conclusions were drawn.
Conclusions regarding demographic characteristics of the respondents:
The finding indicates that most of the respondent employees are male. Thus, we can
conclude that in the banking industry there is low representation and participation of female
employees. Regarding the age, majority of the respondents are young. So we can
conclude that most of the employees are in the productive age range and which offers the
bank great potential to tap and utilize. Regarding on educational level most of the
respondents are BA degree holders, followed by MA holders. This shows that the banking
industry staffed with high literacy level which is good for the competitive advantage in
banking industry. Most of the respondents have 1 to 5 years work experience. Therefore,
we can conclude that there is insufficient number of experienced or expertise employee

which facilitate the banking operation in this competitive banking industry in Ethiopia also
there is low skill and capacity sharing practice from experienced employee. Most 6 of the
employee are single in marital status, which shows employee might lack responsibility and
stability.
Conclusion regarding CBE’s performance management practices:
The findings indicate that employees are aware of CBE strategic planning, which implies
that they understand what CBE expects from them at present and in the future. In addition,
departmental and 5 individual goals are aligned with the overall bank goals and
objectives. On the other hand, both the employees and supervisors have knowledge about
the job they are performing, though some problems were reported with a target which
emerges from changes in role/assignment allocation. Overall, we can conclude that the
bank’s prerequisite practice is good, but it requires some adjustment especially on
employee assignment.
The performance planning consists results, 1 behavior and development plan. In addition
it consists the relationship among employee and supervisor as well as key performance
indicators, performance measurements and standards. Thus, we can conclude that
majority of the CBE employees are aware of 8 their performance expectations including
both behavioral expectations to display and the result they are expected to generate during
the appraisal period. In addition they are aware of KPI and performance standards.
However, some employees are knowledge on how the results are calculated for each
target. Additionally, the banks HR procedure (2017) included PDP package 7 for the
employees, and was applied yet, which was also cited as critics by employees. Thus we
conclude that the banks performance planning practice is best, which includes almost all
performance planning components, but it has a gap on performance development plan and
performance measurements.
During the performance execution the main task is arranging two way communication
between employee and supervisors’. The study closed that the bank has good
communication between employees and immediate supervisor as well as between

employees and top management through different electronic Medias, memos and other
Medias. 1 On the other hand, the employees had complaints regarding feedback and
coaching package. Employees indicated that though the supervisors give
adjustment/correction on the spot, once the result is transferred to appraise there is no
mechanism to support poor performers. The study however found that the bank has 3
feedback and coaching package though it has been put to use. Secondly, the employees
believe that their previous performance histories are recorded/documented.
From the findings 1 we can understand that the bank has major gaps on performance
assessment that is the bank did have assessment, employees did have a chance to appeal
on their poor performance before conducting the result, and the bank also did have a peer
review program on their performance. Thus we can conclude that the bank has
performance assessment gap.
The study identified strong practice on arranging meeting and 1 discussion between
employees and supervisors on area of employee performance improvement. Such
meetings are only arranged with other activities like on deposit mobilization. In addition, the
performance review practice is only carried out by EPM team, and majority of employee
agree that they are rewarded based on their performance. Thus 74 we can conclude that
the bank’s performance review practice has a gap that needs to be addressed.
From the analysis we can conclude that employees are aware about PMS and its purpose.
But with regard to PMS outcomes the bank only use PMS for promotion purposes.
other packages like bonus, transfer, sponsorship, etc.
5.3. Recommendations
3 Based on the findings and conclusions of the study, the following recommendations are
forwards to alleviate or at least minimize the currently observed problems and gaps in CBE
in relation to the bank’s employee performance management practices:
The study exposed performance prerequisite practice of the bank is good however it
requires improvements on employee involvement during target development. Therefore,
the researcher recommended that while conducting prerequisite the bank needs to
increase employee involvement or increase number of representatives on target
development. It would also be good if the bank can organize a mechanism that allow the
employees to review the developed documents and provide comments. Because if 1 they
have adequate knowledge about the job and organizational, corporate and functional
strategies, they can serve as a resource to sharpen the targets and increase the targets
level of agreement. To achieve this the EPM team can circulate the proposed document
via portal address or outlook address so that the employees can review the document and
forward their comment. Such measures can reduce or eliminate complains on target
mismatch.
1 The study revealed that there is a target mismatch during assessment period. Hence,
after conducting the target it is better not to make rotation at least until the appraisal period.
However, if it is mandatory 5 there should be a mechanism that the target are changed
accordingly. To do so the EPM team of the bank should customize the system (Oracle) and
give the mandate to immediate supervisors for any changes related to role/assignment
change.
Employees are an asset to the bank and their personal level of development directly affect
the bank. However the study find out the bank didn’t have a personal development
package for employees. Therefore, while the bank develops a plan for every fiscal year, it
should be mandatory to design 3 personal development plan for employees. To do so,
the bank can develop and provide a platform which enables the employees to plan on their
personal development plan 6 in line with the banks plan.
After conducting the plan it is mandatory to arrange continuous follow up however, the
research disclosed that the bank didn’t implement ongoing feedback and coaching.
Therefore, the bank should have 3 on going feedback and coaching package before the
performance assessment begins. By doing this, the bank will able to resolve conflicts that
may happen during performance assessment. 1 In order to make his happen, the bank
should arrange a weekly discussion program between the employees and supervisor and
encourage both of them to report about their progress. Additionally, the bank can remind
them in every week/Fifteen days to send their progress by portal or outlook address.
Regarding performance review after forwarding the target employee might perform poorly.
To the contrary the study revealed the bank didn’t have a listening room for poor
performers. Therefore, before forwarding the assessment the bank should have a room for
listening to the employees why they performed poorly rather than waiting till the
assessment period is due. Hence, rather than receiving complain on poor performance
result the EPM team can arrange a platform which enables to understand where the
employee are or understand his/her progress.
In addition, 1 for the sake of standardization reviewing performances by center (EPM
Team) is good. Hence, rather than giving the performance review mandate only for EPM
team 13 it is better to decentralize it because sometimes targets may vary according to the
very nature of the business.
Regard to performance criteria employee must have clear insight about how their
performances are calculated/measured however, the bank practice was poor. Hence the
bank should have a clear calculation of performance results. In doing so the employee’s
confidence in CBE can be increased as well as can help the employee to refine their
performance according to expectation or more. In addition, now-a-days companies are
implementing different methods to measure employee performance. Therefore, in addition
to 3 computerized performance management system it would be better to try other
methods like 360 degree assessment, peer to peer review, and self-assessment.
After the appraisal period completion it must be result oriented, which means based on the
result best performers should be rewarded. Likewise, poor performers also deserve to get
ongoing feedback 2 and coaching to improve the poor performance. To the contrary 1
the study revealed that the bank failed to maintain this benefit. Therefore, the bank should
reward best performers and support poor performers to improve their poor performance
until they become best performer. In addition, the reward package must comprehends both
financial and nonfinancial reward. Example: training and development, scholarship,
promotion, transfer etc.
5 Employees should be evaluated with updated PMS result. Because both employee’s
history and current performance need to be considered to avoid misjudge. So, the study
recommended 3 that the bank should use updated PMS results.
Finally, the researcher recommended that the bank should give attention for employee
performance management practice. In order to maintain service excellence and business
growth CBE should work on employee development. Additionally, the bank should review
the current practices especially on 1 performance assessment and performance review
because evidences are showing employee didn’t know how they measured, there is no
scheduled feedback and coaching package, employees didn’t reward based on their
performance, employee measured with outdated performance result. 3 In addition, the
bank should implement the revised HR Procedure (2017) which corporate the performance
management practices. The document included almost all performance management
practices but implement only some areas. Therefore, the study highly recommended the
bank should implement the document and if possible revise the overall HR procedure.
Future researchers would further review existing literature on 3 employee performance
management practice. This would enable them as a standing point to discover the
uncovered areas of knowledge in this study.
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APPENDIX
ADMASS UNIVERSITY
SCHOOL OF GRADUATE STUDIES
DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION
Dear Participant;
I am a graduate student at Admass University. As partial fulfillment of my MBA, I am
conducting with the topic of 3 Assessment of Employees’ Performance Management
Practice: The case of Commercial Bank of Ethiopia in Head Office. You are kindly invited
to genuinely fill in this questionnaire and return it to me within one week’s time.
Participation in this study is voluntarily and appreciable. 96 The information you provide
will be kept in a confidential manner, and it will only be used for academic purposes
aggregated with the response of other respondents.
Thank you for taking the time to assist me in my educational endeavors.

Instruction:
• Please do not 1 write your
name
• Put “√”or “x” mark in the box to the point which mostly reflect your idea
Part I. Demographic Data
1. Gender:
A. Male
B. Female
2. Marital Status:
A. Single
B. Married
C. Divorced
D. Widowed
3. Age:
A. Under 30
B. 31 - 40
C. 41 – 50
D. >=51and above
4. Educational level:
A. Diploma
B. BA/BSc
C. MA/MSc
D. PHD
5. Work experience:
A. 1-5 Year
B. 6-10 Years
C. 11-15 Years
D. 16-20 Years
E. 21 and above
II. Research Related Questions
The following questions are presented on a five point Likert scale which show the level of
agreement with each statement are. If the item strongly matches with your idea choose 5
(Strongly Agree), if you moderately agree on the idea choose 4 (Agree), if you do not have
any idea or information on the point choose 3 (Neutral), if you moderately disagree with the
idea choose 2 (Disagree) and if you completely 1 disagree with the idea choose 1
(Strongly Disagree).
Please put (√) in the place where the choice is appropriate for you.
Items
Scale Rating
Prerequisite
I am aware of the corporate, functional and team goals of the bank also I have knowledge
about the organization mission and strategic goals

2
I have involvement on organizational goal setting so I’m aware of what expected of the
bank from me
The supervisors of CBE are fully aware about the strategies of
CBE so they can manage the job under their supervision
I have the knowledge about my job so I can serve as an input when they needed any
information
5
I know how my individual objectives support the overall organizations strategic goals and
objectives.
Performance objectives of my department are aligned with the bank’s goal
II
Performance Planning
The objectives 3 of employee performance management are clearly described for me
In the bank goal setting, performance formulation and competency development carried
out jointly with the
integration of the employee and immediate supervisor
With regard to employee performance management the bank
(CBE) knows my expectation from the bank
All the time I am accountable for what I have done
I know the expected behavioral standards (KSA) expected from me

6
The bank participate employees while conducting action plan for deviations created against
the plan (adjustment/weakness)
Dose the banks Key Performance Indicators convincing
I clearly discuss with my supervisor on my personal development plan
Do you think you have the necessary skills and competencies to achieve the given
objective by the bank

10
Do you have clear insight 13 about the level of performance you are expected to attain
11
I believe my supervisor have the required KSA on performance formulation.
III
Performance Execution
Necessary resources are available to achieve my give objectives

2
While the bank changes the organizational goal I’ve updated information
Whenever I face challenges to deliver my target we discuss with my supervisor
My supervisor provide me updated and constructive information on my performance
progress and regularly discuss on my area of improvement
My supervisor have the capacity to monitor my performance against the plan, providing
and taking feedback and coaching if necessary

6
My supervisor documented all my performance details.
IV
Performance Assessment
My actual performance measured against to the agreement of results and behaviors
reached with my supervisor
Before conducting the assessment I 1 have a chance to give explanation on my poorly
performed objectives
3
The performance evaluation criteria adopted by the bank determine my accomplishment
The bank has a self-assessment package so I can evaluate my own performance
My performance review considers all my performance histories with in the agreement
period rather than on recent accomplishment
My peer groups requested to give feedback on my performance

7
I 1 have a chance to appeal for the bank top management if I didn’t agree on my
performance rating with your supervisor
The senior management of the bank didn’t influence the outcome of the assessment
process
My supervisor follows inappropriate generalization from one aspect of performance to all
areas of my performance.
Performance Review
1
After conducting performance assessment my supervisor give me formal feedback on my
performance. Then we discuss on area of improvement
I and my supervisor discuss and identify what are the problems hinder in achieving agreed
objectives and agreed on action plan to overcome together
The review process 7 is based on the development and improvement needs
We revise and agreed on area of changes (key result areas, competencies and
performance measures) if necessary also agree on 1 performance plan for the next
review period
5
The bank reward me according to my performance.
VI
Performance Renewal and Reconstructing
All deviations collected from the previous review period serve as an input
I involve on performance renewal and reconstruction process.

THANK YOU!!!
xi
46
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DEPARETMENT OF BUSINESS ADMINSTRATION

SCHOOL OF POST GRADUATE STUDIES

ASSESSMENT OF EMPLOYEES’ PERFORMANCE MANAGEMENT PRACTICE IN THE

CASE OF COMMERCIAL BANK OF ETHIOPIA,

BY: -RAHEL ALEMAYEHU

SCHOOL OF POST GRADUATE STUDIES

DEPARTEMENT OF BUSINESS ADMINSTRATION

of the Requirements for the Degree of Business Administration (MBA)

BY: RAHEL ALEMAYEHU

ADVISOR: DR. GIDEY. (PHD)

performance management practice in the case of commercial bank of Ethiopia, Addis

Rahel Alemayehu: Signature: _____________________

course of this investigation have been duly acknowledged. Therefore, I recommend it to be

accepted as fulfilling the thesis requirements.

Confirmation by Advisor ______________________

DR. GIDAY (Phd) Signature Date

Employee Performance Management Practice in the case of commercial bank of Ethiopia,

Masters of Arts in master of Business Administration/MBA/ complies with the regulations of

Signature 61 of Board of Examiner`s:

____________________________ _______________ _______________

External examiner Signature Date

____________________________ _______________ _______________

Internal examiner Signature Date

____________________________ _______________ _______________

Dean, SGS Signature Date

my advisor, Dr Gidey (PhD),for making this a worthwhile learning experience.

all of the questions.

LIST OF TABLES vii

LIST OF ABBREVIATIONS viii

1.1. Background of the study 1

1.2. Statement of the problem 4

1.3. Research questions 6

1.4.1. General Objectives of the Study 7

1.4.2. Specific Objectives 7

1.7. Limitation of the study 8

1.8. Operational Definition of terms 8

1.9. Organization of the study 9

2.1. Theoretical Literature Review 10

2.1.2. Definition of Performance Management 10

2.1.3. Performance Management System 12

2.1.4. Performance Management System Process 14

2.1.5. Prospect and challenges of performance management system 23

2.3. Conceptual framework 27

3.1. Study area 29

3.2. Research Design 30

3.3. Research Approach 30

3.4. Population, Sample Size, and Sampling Technique 30

3.4.1. Population of the study 30

3.4.2. Sample Size Determination 31

3.4.3. Sampling Technique 32

3.5. Source of Data 32

3.6. Data Collection Instrument 32

3.7. Data Collection Procedure 32

3.8. Validity and Reliability 33

3.9. Method Data Analysis 34

3.10. Ethical considerations 34

____________________ _ _________

____________________ _ _________

____________________ _ _________