The Role of Organizational Management Practices on the Performance Management System Effectiveness in the Ministry of Interior in Abu Dhabi

ABSTRACT

This study investigates the role of organizational management practices on the effectiveness of Performance Management Systems (PMS) in the Ministry of Interior in Abu Dhabi. The primary objective is to evaluate how specific management practices contribute to enhancing PMS effectiveness. A quantitative research methodology was employed, involving data collection from 390 employees via a structured questionnaire. The study focused on various practices including job suitability, professional development, tools, respect, recognition, empowerment, compensation, vision-mission-goals alignment, and stress and workload management. The results indicate that job suitability, professional development, tools, respect, and recognition have a significant positive impact on PMS effectiveness. In contrast, empowerment, compensation, vision-mission-goals alignment, and stress and workload management do not exhibit significant effects. The discussion highlights the differential influence of these management practices, emphasizing that not all practices contribute equally to optimizing PMS effectiveness within the governmental context. The originality and value of this research lie in its provision of empirical evidence specific to the public sector, particularly within the context of the Ministry of Interior in Abu Dhabi. The studys insights offer a foundation for designing targeted managerial interventions to enhance PMS effectiveness.

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