واقع تسيير الأداء الوظيفي للمورد البشري في المؤسسة الاقتصادية

Abstract

Because of the various challenges which face presently the Algerian economic enterprise, it become necessary for the managers to make more efforts to limit problems from which suffer the enterprise, and develop its competitive advantage, by using the appropriate methods and ways of management to achieve its objectives. Performance management is a new management concept. It is considered as a process containing a set of practices and skills used by the superiors in the hierarchy for the improvement of the performance and the motivation of the subordinates, and the orientation of their efforts towards the realization of the enterprise objectives. It is also a shared and continuous process rather than an action which takes place one or two times a year. This process requires in its first phase (performance planning) the collaboration of the subordinates with their superiors to set and clarify the performance expectations, and the method by which the results will be appraised. These are aimed to improve their understandings, and maintaining their engagements while developing the feeling of membership. Secondly, the process requires the phase of continuous performance monitoring and coaching, which necessitate the maintaining of a permanent touch between the superiors and the subordinates, the conducting progress reviews, providing ongoing feedback, and making the corrective measures or the changes if necessary. This process ends by the formal appraisal of the performance, whether about the obtained results or about the observed behaviours during the period of evaluation. The aim of this research study is to see to what extent the superiors of the Algerian economic enterprises are interested in scientific practices related to performance management, and to verify the availability of the necessary means for the success of this process. To achieve this aim, an empirical study has taken place in “Cranes and Excavators Complex” (CPG), one of subsidiaries of the “National Company of Public Works Equipments” (ENMTP), by means of an investigation using questionnaires directed to the superiors and to the subordinates at the executive level. The main results of this study are the following: * The complex does not possess a formal and global system of performance management, and does not have the sufficient means to build such a system, such as forms of appraisal available the necessary requirements for an objective appraisal. * The superiors in the complex do not show enough interest in: - the practices relative to the planning of the performance of their subordinates. - the practices which can improve their relations with their subordinates. - and they make many errors during the evaluation of performance of their subordinates.