THE IMPACT OF EMPLOYEE PERFORMANCE AND ORGANIZATIONAL PERFORMANCE IN CAMEROON

CHAPTER ONE

INTRODUCTION

Background of the study

Employee Performance management is an organisational procedure that ensures that employee metrics, competencies, skills, development strategies, and result delivery are all in alignment. It is defined in the business dictionary as the performance of job-related duties and responsibilities that an employee is expected to perform. Within the context of an organisation, various resources—including personnel, capital, equipment, and basic materials—are utilised to facilitate the organization's operations. Human capital is the only living resource that an organisation possesses among these. While it is true that any organisation can procure adequate funds, modern apparatus, and suitable materials to ensure efficient operations, not all organisations can allocate sufficient resources towards suitable human capital (Gujarati, 2021). Human resources are an organization's most valuable asset because they enable the business to maintain a competitive advantage over rivals in the same industry. Therefore, in order to remain competitive in an ever-evolving environment relative to other businesses, organisations in the twenty-first century place a high value on employee performance.

While employee performance is contingent upon a multitude of factors, training, which augments employees' capabilities, stands as the preeminent determinant (Khan, 2018). Employees with greater practical experience generally exhibit superior performance due to the enhancement of their skills and competencies that ensues from such extensive work experience (Khan, 2018). Training additionally influences the return on investment due to the fact that the performance of an organisation is contingent upon the performance of its employees, and the human resource capital of an organisation is a critical factor in its expansion and progress. Therefore, in order to enhance both the performance of the organisation and its employees, training is provided. Employee development, on the other hand, can be described as a process in which employees, with the employer's support, participate in a variety of training programmes to acquire current knowledge and skills (Ibhagui 2019). Therefore, employee development is a collaborative effort between the employer and employee to enhance the employee's current skill set and knowledge; thus, training and development contribute to the enhancement of employee competency.

Conversely, organisational performance pertains to those attitudes whose impact on the achievement of organisational objectives has been evaluated or quantified (Anyanwu, 2020). The manner in which the management, particularly line management, utilised the resources competently and professionally was demonstrated by their conduct or demeanour. Nevertheless, the labour union can serve as an intermediary between the organization's management and its employees by negotiating more favourable welfare programmes, such as periodic training, advancement, and development opportunities. Prior research in the field of employment has established that employees are more likely to exert maximum effort, operate with optimal efficiency and effectiveness, and perform admirably when they perceive a favourable work environment and observe the flexibility that management and corporate executives frequently require (Farlex, 2018). This argument is predicated on the notion that the employment predicament stems not solely from inadequate educational attainment, but also from a discrepancy between the skills generated and those that are in demand within the workforce. The difficulties linked to the evolving characteristics of labour and the professional setting are equally tangible on campuses as they are elsewhere. Rapid change necessitates a knowledgeable and competent labour force comprised of personnel who are adaptable, flexible, and future-oriented. Therefore, in order to tackle this challenge, "active and aggressive" intervention on both sides of the labour market is required. 

1.2 Statement of the problem

Notwithstanding the criticality of workforce development and training to employee productivity and organisational performance, Cameroonian organisations fail to adequately fund training programmes (Holton & Baldwin, 2019). The funds that these organisations intend to invest in their training programmes are regarded as waste. They neglect to anticipate the importance of ongoing employee training and development as a means to increase the productivity and efficacy of their respective organisations. Organisations that make an effort to provide training for their staff often do so in a hasty and improvised fashion, resulting in training that is essentially unorganised and lacks a systematic approach. Despite the abundance of empirical research examining the impact of development and training programmes on employee productivity and organisational performance, the available evidence indicates that further investigation in this domain is auspicious. However, the preponderance of these studies were carried out in sectors other than education in Cameroon. Conversely, the majority of the obstacles that posed a threat to the quality of education in Cameroon's educational sector were attributed directly to insufficient personnel (Fell, 2019). 

Furthermore, research indicates that performance evaluations are mandated for employees in only 65% of organisations, and 47% of managers consider performance management to be a human resource process rather than a crucial one for the success of the business hence this study will be examining the impact of employee performance and organizational performance in Cameroon.

1.3 Objectives of the study  

The general objective of this study is to examine the impact of employee performance and organizational performance in Cameroon. The specific objectives include the following:

To determine whether there is a relationship between employee performance and organizational performance in businesses in Cameroon.

To examine the factors that influence employee performance in an organization.

To assess ways employee performance in organizations can be improved.

1.4 Research Questions 

The following research questions will be answered in this study:

Is there a relationship between employee performance and organizational performance in businesses in Cameroon?

What are the factors that influence employee performance in an organization?

What are the ways employee performance in organizations can be improved?

1.5 Research Hypothesis

The following research null hypothesis will validate this study:

Ho: There is no relationship between employee performance and organizational performance.

Ha: There is a relationship between employee performance and organizational performance.

1.6 Significance of the Study

Regarding the development of a positive attitude toward the motivation of employees, the study would be of great use to businesses in Nigeria. Additionally, the employees will benefit from the awareness that this study would have generated among organizational management, since their welfare would have been prioritized. As workers are expected to put up their best effort after being motivated, the organizational production would also grow, boosting the profit margin of the organization. In addition, the entire society would enjoy relative peace, as conflicts between employees and employers would have been reduced as a consequence of employees' and employers' better treatment.

1.7 Scope of the study

Generally, this study focuses on examining the impact of employee performance and organizational performance in Cameroon. Empirically, this study focuses on determining whether there is a relationship between employee performance and organizational performance in businesses, examining the factors that influence employee performance in an organization and assessing ways employee performance in organizations can be improved.

This study will be carried out in Cameroon.

1.8 Limitation of the study

The researchers encountered slight constraints while carrying out the study. The significant constraint was the scanty literature on the subject owing that the impact of employee performance and organizational performance discourse is vast thus the researcher incurred more financial expenses and much time was required in sourcing for the relevant materials, literature, or information and in the process of data collection, which is why the researcher resorted to a limited choice of sample size covering only residents of Cameroon. Thus findings of this study cannot be used for generalization for other regions within Cameroon. Additionally, the researcher will simultaneously engage in this study with other academic work will impede maximum devotion to the research. Howbeit, despite the constraint encountered during the research, all factors were downplayed in other to give the best and make the research successful.

1.9 Definition of terms

Organizational Performance: In today's workforce, organizational performance can be defined as a company's ability to achieve goals in a state of constant change.

Employee: A person employed for wages or salary, especially at non-executive level.

Employee Performance: Employee performance is how a member of staff fulfills the duties of their role, completes required tasks and behaves in the workplace. Measurements of performance include the quality, quantity and efficiency of work.

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