Performance Management Practices and Employee Retention in Organizations
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Date
2025-09-22
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Uganda Christian University
Abstract
This research investigated how performance management practices contributed to employee retention at Housing Finance Bank. In particular, it paid attention to training and development, fairness of the evaluation, the quality of feedback, and clarity of goals. The survey was conducted with the help of a descriptive approach, where 32 employees were used based on a survey methodology, including structured questions, quantitative answers, and qualitative ones. The quantitative data were discussed in terms of frequencies and percentages to determine the tendencies and the degree of agreement, whereas the qualitative comments were used to provide a context and deeper understanding of the employees.
The results showed that despite the fact that only 57.9% employees provided active participation in the goal-setting, the majority of them knew their performance targets and were aware of how they aligned with the strategic objectives of the bank. Whereas there are employees who complained about the unequal availability of opportunities, most of them said there was timely feedback and useful. There were also challenges observed on the availability of training and fairness of performance appraisals. Generally, performance management practices were observed to have a lot of impact on the intentions of the employees to stay in the organization.
It suggests to improve structured feedbacks and to have transparent and equitable assessments, to have better access to training, to have performance-based recognition and increase participatory goal-setting as a way to increase employee engagement, satisfaction and retention in the long term.
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Undergraduate thesis