Revised final desseratation sample

PERFORMANCE MANAGEMENT
GLOBACOM MOBILE TELECOMS INDUSTRY IN NIGERIA

Performance Management 2
DEDICATION
I first thank God for giving me complete this task without health problems and with sober minds. I also
dedicate this dissertation to my loving husband…………………. for being there for me during the
dissertation writing process. I thank my parents ……………….for their encouragement and support. I
also extend my appreciation to my supervisor ……………………………….who has been there guiding
me throughout this stressing period. I thank my friends, relatives and schoolmates for their encouraging.

ACKNOWLEDGEMENT
First I would thank my God for His Mighty grace, health and strength he gave me throughout the
writing and research process till the completion of this dissertation. I express my sincere
gratitude to my supervisor Dr………….. for his dedicated support, advice and guidance in every
step in the entire dissertation writing process. His dedication and friendly supervision contributed
highly to my successful completion of my dissertation.

ABSTRACT
This dissertation focuses on performance management, a case study of Globacom Telecom
Company, Nigeria. This dissertation has utilized both primary and secondary data in collecting
information regarding performance management in Globacom Telecom Company. The data was
collected from fifty people, both employees and customers of Globacom Telecom Company.
The instrument that was used to gather data for the research was the questionnaire for the
primary data while the secondary data was collected from books, journals and magazines with
relevant information regarding the topic under study.
The findings of the research found that the company has been in the front line in the
implementation of performance management and this has kept it ahead of the competition from
other players in the industry. The company continues to gain new customers and trust due to
improvement of its services.
The researcher has recommended the company should be involved in increased social
responsibilities to ensure closer interaction with its customers. The researcher has also
recommended that the company should have a committee to oversee performance management
in the company and recommend improvements that should be made to the performance
management system.

TABLE OF CONTENTS
Dedication…………………………………………………….………………………….……2
Acknowledgement………………………………………………………………………….…3
Abstract…………………………………………………………………………………….….4
Table of contents………………………………………………………………………….…...5
CHAPTER 1: GENERAL OVERVIEW AND INTRODUCTION
Structure of the Dissertation………………………………………………………………..….8
What Is Telecommunication…………………………………………………………….……...8
An Introduction to Globacom and the Telecommunications Industry in Nigeria…………..….8
Background Information on Mobile Telecommunications in Nigeria……………..…………..9
The Importance of Performance Management………………………………………………..11
Research Aims…………………………………………………………………………….…..13
Objectives…………………………………………………………………………………..…13
Methodology and Research…………………………………………………………………...14
Secondary source……………………………………………………………………………...14
Limitations…………………………………………………………………………………….15
Summary…………………………………………………………………………………..…..15
CHAPTER 2 LITERATURE REVIEW
THE IMPORTANCE OF PERFORMANCE APPRAISAL………………………….……...16
Benefits of Performance Management……………………………………………….……..…16
Methods of Performance Appraisal…………………………………………………..……..…21
Critical Incident Approach………………………………………………………………21
The use of graphic rating scales…………………………………………………………21

The paired comparison analyses………………………………………………………....21
The Essay Evaluation Method…………………………………………………………..21
The 360 degree method of performance appraisal………………………………………22
The use of weighted checklist…………………………………………………………...22
The use of behaviorally anchored scale ratings…………………………………………22
The performance rating or ranking method …………………………………………….22
The use of behavioral observation scales …………………………………………….…23
The Management by Objectives Method (MBO)…………………………………….…23
The forced ranking method (also known as the forced distribution method)…………...23
The criticisms of Performance Management approaches……………………………..…23
How Employee Performance Is Related To a Wide Range of Areas and the Evidence for
These Claims…………………………………………………………………………….....….28
Performance management processes at Globacom……………………………………………33
Analysis on the relationship between the growth of Globacom and performance management
And evaluation…………………………………………………………………………………36
Chapter 3 METHODOLOGY…………………………………………………………………38
Research Philosophy…………………………………………………………………………...38
Research Strategy……………………………………………………………………………...40
Research methods……………………………………………………………………………...40
Questionnaire design and issue………………………………………………………………...41
Interviews……………………………………………………………………………………...43
Data analysis………………………………………………………………………………..….43
Research ethics………………………………………………………………………………...44

Constraints……………………………………………………………………………………..45
Conclusion……………………………………………………………………………………..46
Chapter 4 Data presentation and Analysis…………………………………………………..…48
Performance Management System………………………………………………………..…...48
Data analysis………………………………………………………………………………..….49
CHAPTER 5 – DISCUSSION
Introduction …………………………………………………………………………………...60
Performance Management Awareness………………………………………………………...61
Using the Right Strategies in Running a Business……………………………………………..61
Impacts of Performance Management………………………………………………………....62
Performance Management Satisfaction………………………………………………………..62
Reaction towards Motivational Strategies……………………………………………………..63
Individual Contribution………………………………………………………………………..63
Room for Improvement………………………………………………………………………..63
Impacts of Motivation…………………………………………………………………………64
Conclusion……………………………………………………………………………………. 65
Recommendations……………………………………………………………………………..67
References……………………………………………………………………………………..69
Appendices …………………………………………………………………………………....72

CHAPTER 1: GENERAL OVERVIEW AND INTRODUCTION
Structure of the Dissertation
Chapter one is the background of the research of the importance of telecommunication in
Nigeria. Chapter two will explore the literature to gain insight on performance management and
its importance in a telecommunications environment. The third chapter is an evaluation of the
methods used for the research purposes. Chapter four is the case study which shall lead to
chapter five that will be on the presentation of the data gathered. The last chapter is the
recommendations and conclusion in chapter six.
What Is Telecommunication
The Institute of Electrical and Electronics Engineers (IEEE) standard dictionary defines
telecommunication as the transmission of signals over a long distance, such as, by telegraph,
radio or television. These different media which includes telephones, cell/mobile phones and
internet based communication like Skype, virtual phones, social networks including Facebook,
Twitter, Myspace, radio communication and cables, emails and video conferencing are what
contribute to the formation of the telecommunication industry.
An Introduction to Globacom and the Telecommunications Industry in Nigeria
The launching of Globacom on the 29th of August 2003 relieved the Federal Government
of Nigeria from many telecommunication problems that were facing the country. The company
provided the badly needed means of communication not only to the citizens of Nigeria, but also
to countries surrounding Nigeria. It is worth noting that the national service operator (NITEL)
could not understand why operational activities, management and services to the nation had been
a failure.

Globacom was launched in 2003 with the objectives of leading Nigeria in reviving its
telecommunication sector. The vision of the company from the beginning has been to establish
the biggest and most reliable telecommunication network not only in Nigeria but also across the
African continent. Analysing the current status of the company, it is evident that Globacom has
the potential of making its vision a reality. Currently, the company boasts of over 25million
subscribers and has extended its market to Ghana, Benin and Ivory Coast. Globacom is Nigeria’s
second largest telephone service provider after MTN.
The company made its first breakthrough in 2010 when it constructed an $800milliom
high-capacity fiber-optic cable between Nigeria and UK. This is a submarine communication
cable estimated to be 9800kilometres long with a capacity of 640Gbits/s and has been named
Glo-1. Similar cables connecting Nigeria with other countries where the company wishes to
establish branches are under construction. The cable has increased the speed of the process of
communication between Nigeria and UK and increased the bandwidth to many cities from the
two destinations that have been connected to the cable. Glo-1 is aimed at providing
teleconferencing, disaster discovery, distance learning among other services to subscribers from
the connected regions.
Background Information on Mobile Telecommunications in Nigeria
Before Globacom, the Nigerian Telecommunication Plc, NITEL had roughly half a
million lines available to cover 100 million Nigerians. Though the company enjoyed a monopoly
on the sector, it was not effective in service delivery to the people. The failure of this company
to satisfy the needs of Nigerians has been attributed to poor management. The company failed to
effectively cover the whole country. During the tenure of President Olesegun Obasanjo,
telecommunication in Nigeria received a major boost. For instance, the government during this

time granted operating license to the Global System for Mobile communication (GSM). The
government also advocated for the privatisation of Nigeria’s telecommunication sector to
operators who wished to venture into the second generation mobile phone providers market.
Until recently, most of the actions have been concentrated in the GSM sector of the
industry. Increased number of handsets provider, increasing range of possible services and the
serious tariff wars amongst GSM service providers have all combined to place the spotlight in
the GSM market. This is coupled with the apathy with which Nigerians held the fixed phones in
the past time and the pricing of fixed phoned beyond the reach of Nigerians. The GSM operators
provided an alternative which slackened demand for the fixed phones. As such, the Private
Telecoms Operators (PTO's) would have to adapt, come up with innovative services or be
crushed between the jaws of the mobile phone and a future improved land line network as could
be provided in the two National carriers; Nitel and Glo (Menta, 2004)
However, businesses, homes and many other outfits would require a fixed phone over
and above a mobile. Broadband and some other services cannot be offered efficiently on mobile
phones. The biggest differentiating fact however is the rate charged. As the spread of the
networks of fixed operators’ increases, complimentary services such as internet and data
transmissions would spread. Early signs are already being given of where the future is with
many of the operators offering free dialog services and lower data transmission cost pricing
services to hold the key to competition and growth.
According to David Hill (2002), to ensure the GSM family embraces the lessons learnt
from the past, the GSM family association is promoting consumer involvement actively in terms
of research and robust testing. It has also championed many new global forums to help tackle
consumer issues and requirements. For example, its mobile services initiative is mobilising the

wireless industry, bringing together its operator community to provide clear guidance to handset
manufacturers and software developers on the needs of consumer of mobile Internet Services
today and in the future.
Without doubt, the evolution of the next-generation wireless enabled world will prove
even more exciting, dynamic and prolific than the current generation. It will have more players
delivering more services to more people and in many ways than ever before. While there are still
many uncertainties as to the precise shape of the market or the technologies, one thing is certain;
the GSM family will remain an underlying force. The GSM dynasty will embrace the lessons
learnt, the platforms developed and the infrastructure already in place, remaining a global
platform that dominates the future wireless landscape with the same worldwide success as it has
in the past (Dunn, 2003).
This research focuses on the impact of performance management in telecommunications
through a case study of Globacom mobile telecommunication in Nigeria and how it has impacted
the business environment, which has also led to a change in the country’s telecommunication
status.
The Importance of Performance Management
Performance management is an important business discipline many entrepreneurs and
companies tend to ignore. Most companies get busy in funding the marketing, sales and research
forgetting that their employees are equally important in the success of the business. The
company needs to give a full support to the human resource to ensure they excel and have better
performance in the industry. There are several important issues that are associated with the
performance management in an organisation, these are discussed below.

Working towards common goals is one of the most important aspects that are associated
with performance management in an organization. In most cases, most people within an
organisation concentrate on their daily routine work forgetting the main objectives within a
company. Individual performance is what drives the company to greater heights and the overall
company performance is what gets benefits at long term. It is important that every employee in
the company understands the goals and visions of the company and works towards achieving
them (Alasdair, 1995).
Performance management helps in giving a clear understanding of what is expected of
every employee. When everyone in the company from the management to the employees
understands what their duties are within an organisation, the differences and variation of results
are eliminated. Performance management within an organisation helps the employees to have a
better and clear thinking of their responsibilities and what is expected of them. This on the other
hand helps them to plan and have a clear focus on what they need to do to produce the results
that are expected of them. To have better results, the performance management should be based
on the job performance and analysing the individual’s performance (Ferris and Rowland, 1990)
Regular feedback within an organisation enhances better communication within the
workplace. Additionally, performance management helps in identifying the strengths and
weaknesses of an individual and on the other hand may help in identifying where each and every
individual fits (Williams, 1998). Performance management provides an opportunity for
exchanging views and opinions away from the normal work place. This can be used as a
motivational tool which will help in making the employees not only feel satisfied but also the
need to go further in their career (Alasdair, 1995). The performance management cycle contains
a number of steps. These are illustrated in the diagram below.

The Performance Management Cycle retrieved on 6th /11/2011 from
http://technet.microsoft.com/en-us/library/cc811594%28office.12%29.aspx
Research Aims
This paper aims at evaluating the impact of performance management as a factor that led
to the growth and prosperity of Globacom. The research aims at giving an insight into the
usefulness of performance management in an organisation. The paper focuses on showing what
the impact of performance management is to an organisation with reference to Globacom
telecommunication provider.
Objectives
1. To describe the role of performance management in a telecommunications
environment
2. To identify how Globacom implements performance management.

3. To explore the impact of performance management on staff, management operations and
the organisational performance of Globacom Mobile Telecommunications Ltd.
4. To make recommendations how performance management can be optimised in Globacom
Mobile Telecommunications Ltd.
Methodology and Research
The qualitative research methodology will be applied during data collection and analysis.
This methodology has been arrived at after comparing its strengths and weaknesses with those of
other research methodologies. Interviews and a questionnaire will be used to gather data to
answer the following research questions:
 How has performance management been appraised in Globacom Mobile
Telecommunication service provider?
 Which performance management techniques have been employed by Globacom
Company?
 How did the staff respond to the impacts of performance management?
 How does Globacom reward its employees’ performance?
 How relevant is performance management to telecommunication?
 What are the benefits of performance management to Globacom?
Both primary and secondary data will be used to analyse the developmental strategies of
Globacom as a mobile telecommunication provider in Nigeria and its surroundings.
Secondary source:
The paper will analyse the contribution of other scholars in this field by reviewing the
existing literature on performance management. Additionally, the research will look at the

available publications from the Globacom Nigeria human resource department. In this respect, a
major concern will be on determining the company’s network coverage and management policies
with the aim of understanding its developmental growth.
Limitations
 Understanding the aspect of performance management related to telecommunication
industries.
 Limited time for research.
 Collecting data from new people and convincing them its academic research project
Summary
Chapter one explains the significance of mobile telecoms in Nigeria with the recognition
it has been given in order to sustain business in the telecommunication industry. The chapter
introduces the importance of performance management within an organisation. It also explains
the aims and objectives of the research including how information used for the research will be
sourced despite the limitations.

CHAPTER 2
LITERATURE REVIEW
THE IMPORTANCE OF PERFORMANCE APPRAISAL
There can be no gain saying that effective determination of performance management is
totally integral to the operations of an organisation that is serious about fostering its own
stability, growth, profitability, and continuity. This is also because performance management has
many advantages which no serious organisation can dare sidestep. Individual performance
management is the process by which each and every employee in the company works towards
attaining set goals. On the other hand, organisation performance management is where the entire
organisation works towards the realisation of its short and long term goals.
Benefits of Performance Management
Among the many benefits, an organisation that continuously and austerely follows
through performance management is the minimising of its exposure to high employee turnover.
This happens in a number of ways.
In the first instance, by determining the impacts of performance management, an
organisation like Globacom is able to show its personnel the extent it values them. This happens
when the organisation, upon having carried out the performance evaluation exercise, appreciates
the efforts that have been made by the personnel, makes correction of the pitfalls that present
themselves among employees’ performance by invoking training and workshop programs, or
when the organisation revises upwards, the emoluments of employees who have been seen to be
working hard, or giving out the best output (Thomas et al, 2001).
In the above case, employees are bound to realise the truth that they are appreciated by
their organisation. Not only will this spark optimal motivation, but also the same is bound to

secure faithfulness to the organisation. In respect to this, instead of searching for greener pastures
in other organisations, there is bound to be the inculcation of organisational values, goals and
vision among the personnel (Thomas et al, 2001). The converse of this is that organisations
which do not pay keen attention to performance evaluation have high levels of employee
turnover. This development will always leave an organisation susceptible to the perennial need to
always carry out new recruitments and to train the new recruits (Lee, 1996). The above
development always leaves an organisation vulnerable to high employee turnover, and ultimately
the realisation of losses, no matter the financial and organisational stature of that organisation
(Nash, 1984).
In regard to the above revelation, it is important that big and dynamic organisations such
as Globacom must also appreciate the fact that as part of performance appraisal, the extension of
just remunerations and perks to employees, based on merit also extirpates chances for employees
giving the organisation divided attention. On the converse, organisations that underpay their
employees are always bound to have their workers channeling their manpower, skills and time to
other outlets or activities in the name of part-time jobs or businesses. An organisation that
facilitates this by giving poor remunerations is always on a primrose path, due to its propensity
to realise full effort and skills from its employees. In this case, if employees do not troop into the
office too spent up to maximally work, then they are either late or in the need to leave office
before the stipulated office hours. It is very important for the company to offer the employees
remunerations worth their work. This will enhance the productivity of the employees and they
will channel all their efforts and time towards achieving the organisational goals (Williams,
1998).

Thus, should any organisation or even Globacom find itself in such a position, then such
an organisation must realise that the best panacea to the illness is not to ratify punitive measures.
On the contrary, that organisation must appreciate the fact that the most permanent and effective
solution to the problem is providing fair or attractive emoluments, as a way of courting and
consolidating employee faithfulness, diligence and commitment. In the event that an organisation
employs the use of punitive measures as a way of reining in the symptoms of de-motivation such
as lateness, divided attention at work, absence of commitment, chronic tardiness and general
under-productivity, that organisation is totally poised to trigger and incur mass exodus from the
antagonised employees. This will leave the organisation not only bereft of its adequate skilled
labor, but also the same development is bound to suffer more losses as it has to make full
payment of employees’ entitlements, given that such an event is likely to leave employees
tendering their resignation letters before the organisation terminates the employment of such
employees (Shane, 2003).
At the same time, upcoming market leaders such as Globacom which are concerned with
not only curving its own niche in the market but also going regional should realise that carrying
out determination of the impacts of performance management as a way of good performance
management gives work an individual and a more humane face.
This individualised face is illustrated when every employee gets to know that at the end
of a given period of time, his efforts will have to be evaluated. The importance of this value is
seen in the fact that even in an environment characterised by general lethargy or general de-
motivation, an employee as an individual knows that he will be individually brought to account.
The aspect of humaneness that comes about with the carrying out of evaluation of
impacts in the performance management or evaluation finds its fulfillment in the revision of the

emoluments that are extended to employees, alongside the acknowledgements, training and
workshop programs which the organisation extends. For instance, by setting up workshop
programs, not only does the individual employee get endowed with newer and better skills, but
also with the realisation of the fact that the organisation he is working for is also interested in
expanding his intellectual wellbeing and prowess. Similarly, that the organisation in picture
should take extra measures to expand, improve and refresh the intellectual and professional
capabilities of an employee, is a matter that is to be seen by that employee as a demonstration of
trust (Nworah, 2005).
The aspect of trust comes herein in the sense that the organisation is using its resources to
invest in the employees by educating them. The aspect of trust is also underscored by the kind of
relationship which characterises the training effort, with this relationship being symbiotic in
nature: as the employee realises increased knowledge and competence from the training and
workshop programs, the organisation as the initiator of these programs also will realise increased
productivity, in terms of both quantity or quality, or either of the two. This on the other hand
improves the performance of the employee and also helps in realising the set goals by the
organisation. For the organisation to improve on the performance there should be regular
employee trainings to ensure they are achieving what is expected of them (Lee, 1996).
Apart from the realisation of the accruals above, Uchenna (2011) divulge that it is true
that in proper performance management, there are many values that an organisation such as
Globacom can realise from. It is very interesting but not fortuitous that the Chairman of
Globacom, Mike Adenuga Jnr. attributed the immense growth that Globacom had undergone to
effective management of employee performance. Mike Adenuga said that because of the
performance management strategies that had been put into place and are consistently followed

since 2007, the company registered an increase of 41.9% so that the total number of subscribers
at the end of 2007 reached 40.50 million (Uchenna, 2011).
At the same time, Adenuga remained poignant that because of the same performance
evaluation strategies, the organisation was able to realise a favorable rate of market penetration
that reached 29.6% at the end of the same year (Uchenna, 2011). The veracity and tenability of
the assertions being made by Mike Adenuga as Globacom Chairman is seen in the fact that his
analyses and presentations totally acknowledge the reality of important developments at the
intra-organisational level. This means that the analyses are not just a consideration of
quantitative constructs, but also qualitative ones. The qualitative aspect is seen in the fact that it
is cognisant of interface that abound within the existing processes of a company’s production.
This qualifies for the use of practical indicators (Uchenna, 2011).
Another importance of performance management strategies is seen in its ability to foster
employee accountability. As any worker becomes acquainted with the fact that his work will be
evaluated in terms of either quality or quantity or both, he is to work dexterously and effectively.
Likewise, an employee can be made accountable for his dealings, upon his work being made
subject to evaluation.
Whenever a person has his work being subjected to evaluation, that person is bound to
advance well in his career path. This is because evaluation gives an employee the ability to
realise where he/she is in terms of growth. Therefore, an employee being evaluated may serve as
a chance to improve on his performance, or to maintain on the impeccable track record that he
has already struck. Consequently, that employee is likely to make personal resolve within him to
make advancements towards his career by enrolling for further or advanced studies, going for
more technical training or attending refresher courses. Definitely an organisation working with

this employee is bound to record gains from his efforts, mainly in the form of increased
specialisation and skills and heightened productivity (Nworah, 2005).
Methods of Performance Appraisal
Critical Incident Approach
The Critical Incident Approach (CIA) which involves the identification and description
of particular incidents where an employee is known to have performed a particular task so well,
or in a manner that warrants correction. This particular incident may be analysed so as to either
reward or to correct the employee, respectively. The time in which this is done is known as the
performance period.
The use of graphic rating scales
In this approach which is considered the most ancient and the most popular instrument
for measuring employee performance, the management simply assesses the performance levels
and quality being given out by the personnel.
The paired comparison analyses
This method is hailed because it enables the board of performance managers to make the
fullest use of all options that are within the disposal of the board. In this method, there are lists of
relevant options that are to be pursued. These many options are to be considered, in comparison
to others that are in the list. The results are then calculated to allow the option having the highest
score to be identified and chosen.
The Essay Evaluation Method
In this approach, the managers, the supervisor or the directors are supposed to analyse
and ascertain the strengths and weaknesses of their employees’ behaviors. The strength of this
method is that it is non-quantitative. This means that the essay evaluation method is a very good

panacea to the weakness of Globacom’s problematic subscribing to quantitative analyses of
productivity or performance. The compatibility that this approach has with accuracy is founded
upon the fact that it is usually integrated with the graphic rating scale approach.
The 360 degree method of performance appraisal
In this method of appraisal, employees are supposed to carry out anonymous and
confidential assessment on their fellow employees. Some vestiges of this method are usually
extended to other methods of performance management such as the 180, 540 or even the 720. At
times, the approach may be carried over to these other approaches as a whole.
The use of weighted checklist
In this instance, the performance evaluation is made in an instance where descriptive
statements are made in two opposing extremes such as effective versus ineffective behavior on
work.
The use of behaviorally anchored scale ratings
This is a formatted method which is premised on the making of rates on employee
behaviors or other sets of indicators as a way of determining the effectiveness or the failure of
the employees’ working performance. This method of assessing performance of the staff is
usually a mixture of the critical incident approach and the rating scale.
The performance rating or ranking method
This style of performance management is used to evaluate employees’ working
performance right from the highest to the lowest cadres of the organisation. Managers at this
point are to make comparisons between employees, in lieu of comparing an employee with
certain standards or frameworks as well as determining the impacts the method could have to the
employees.

The use of behavioral observation scales
This approach is based on the scales of observation of the behaviors that are desirable. It
is upon these desirable behaviors that the vital tasks that these employees have performed, within
the working hours which are assessed on regular bases.
The Management by Objectives Method (MBO)
In this method of performance appraisal, managers or supervisors make a list of
objectives and then follow this by assessing their fulfillment or performance regularly. Finally,
the supervisor, the management or the panel is to extend rewards to the employees, based on
their achievements. This method is mostly geared towards the results that are achieved, but not
so much on the manner in which the employees can fulfill these same results.
The forced ranking method (also known as the forced distribution method)
Employees are ranked in terms of allocations that are forced upon them in this type of
approach. For example, it is best that proportions are shared in such a manner that 10 to 10% are
the highest extents of performance, whereas 70 to 80% are to serve as the middle level. The
remaining others are to stand as the lowest one.
In light of the discussion that has been sustained immediately above, it is therefore easy
to see that not only do multiple methods of determining the impacts of performance management
possible, but also that Globacom failed to exploit these alternatives.
The criticisms of Performance Management approaches
There are many concerns that have come about in relation to performance management
approaches that can be employed. This underscores the fundamental challenges in employing
performance management. For instance, according to Alasdair, (1995), there are those who argue
that almost all performance management and evaluation strategies are always devoid of the

factoring of the total environment that is needed for productivity or performance. For example,
when carrying out performance evaluation which is a facet of performance management, the
serenity or the hostility that characterises the working environment is barely taken into
consideration. At the same time, the policies that are put in place by the human resource
management in terms of the emoluments being extended are always not factored out when
carrying out performance management, yet they are core to productivity (Journal of
Organisational Behavior Management, 2009).
The gravity behind this development is that workplace dynamics heavily pervade
productivity and affect output. This is to the effect that if Globacom is to totally take care of
under-productivity, then it has to totally and formally structure all the hierarchical flow of
power as the best panacea to cases pertaining to conflicts of interests. This structuring is to also
portend the drawing of definitions, boundaries and stipulations on what is entailed in harassment
at the workplace. The flipside of this development is that not so many organisations take
environmental realities into factoring when carrying out reconnaissance on performance,
performance management or even performance evaluation (Day, 1989). Conversely, carrying
out performance management in the face of poor emoluments is the very bane of many
organisations, the world over. This is because; the need for profit maximisation usually leaves
an organisation interested in limiting expenditure as a way of making a lot of profit. Thus, it is
very common to find organisations which are doing well, yet their employees are poorly
remunerated.
It is therefore important that even in its quest for the realisation of meaningful profit,
Globacom should consider highly the estate of its employees if it has to remain at the top.

In another wavelength, other weaknesses that many organisations, Globacom included
make, is the failure to tinker the different forms of performance indicators when carrying out
performance management. In particular, many organisations have been amenable to the use of
quantitative indicators alone, with these quantitative indicators only looking at the numbers
(Bretz et al, 1992). Globacom uses this form of indicator is well underscored in analysing its
performance in every fiscal year. For instance, in 2011, Globacom boasted of having hit a
Nigerian subscriber base totaling 15 million, with over 12 million of these serving as very active
subscribers. At the same time, Globacom was able to brag about being the second telephone
services dealer in the Nigerian market, with this claim being based on the fact that it was able to
hold over 35% of the shares in the Nigerian market (Wills, 2003).
Similarly, such an enviable position was confirmed by the statements that had been
released by the Nigerian Communications Commission (NCC) which sought to release statistics
on the actual number of subscribers in the country. After making adjustments on the figures
featured in the Mobile World Database, NCC said that the subscribing to the services of
Globacom rose from 15.9% to 26.9% from the start of 2010 to the end of the very same year
(Uchenna, 2011). Although these presentations are in themselves authentic, yet, a larger
problem accosts them in the sense that it is merely quantitative in nature. The fundamental
problem in this approach is elucidated in the fact that it sidesteps all the interfaces that an
organisation like Globacom has gone through.
Specifically, organisations like Globacom that have grown and are still growing cannot
follow the primrose path of limiting attention to quantitative indicators. The success of an
organisation cannot only be limited to the quantitative growth, but to the steps that have been
made to make production efficient, fast and economical. As a matter of fact, quantitative data

that hint at development may not really be accurate in itself since the failure or the success of an
organisation starts with gnawing at the essential facets of production which cannot be quantified.
Some of the facets include the motivation or de-motivation of employees. It is from this
motivation or de-motivation of employees that serious matters such as strikes, go-slows, sit-ins,
diligence, commitment, mass resignations and high employee turnover ensue. This is to mean
that organisational policies towards employees form the basest and the most central position of
an organisation’s productivity and output (Williams, 1998).
Therefore, it is clear that there is need for the adoption of comprehensive approach when
carrying out performance management. In this light, there ought to be the recognition of
practical indicators which recognise the importance and place of the interface that exists within
an organisation’s production processes. The internal changes that Globacom has made should
thus not be overlooked, merely because of the need to profits and increased enrollment of
services subscribers.
There is also the need for management or the human resource management to examine
directional indicators, since the same will help an organisation to gauge whether it is progressing
or retrogressing (Ferris & Rowland, 1990). This will indeed demand the evaluation of other
indicators of production which surpass quantification. It is also important among Globacom
managerial board to note the importance of actionable indicators. This is because, such indicators
are not only important in evaluating active developments that are taking place within an
organisation, but also instrumental in determining the extent and nature of change that an
organisation has already undergone.
Should Globacom want to consolidate its competitive edge over its peers, it must pay
great heed to the importance of financial indicators. An organisation that is interested in

excelling in its productivity must carry out performance measurement in both quantitative and
qualitative manner, in order for the progress of the organisation to be accurately analysed and
recognised. The same analysis of financial indicators must also portend the evaluation of
operating index.
According to Datong (2007), apart from the fact that performance index illustrates the
performance of a company along the key performance indicators (KPI) or the financial metric in
comparison with the average performance of the metric contained in the peer universe which had
been running for a period of time, performance index remains very accurate. This is because,
with performance index, it is easier to avoid the drawing of false conclusions from misleading
signals that are always carried over into the financial report. Particularly, the false conclusions
that usually arise out of the comparison of the five KPI comparisons can be deluded by looking
at other constructs such as indexed strategy controlling and index bonus targets.
Performance managers should also factor the use of operating index, given that it is
instrumental in assessing index investment valuation. This, the Globacom managers or any other
managerial team can carry out by comparing the planned data and the past market values that
belonged to the respective metrics.
In about the same vein, Globacom managers can use the operating index for acquisition
of due diligence as a way of illustrating to the client, the tenability of the financial projections
that the typically nonpublic equity investment organisations and firms are trying to put across.
The same is especially the case; in light of the fact that Globacom has become a large
investment, having the potency and the propensity to enact and complete large projects (Boyne et
al, 2002).

How Employee Performance Is Related To a Wide Range of Areas and the Evidence for
These Claims
The importance that employee performance and proper performance management have is
also underscored further by the fact that they touch on a wide range of areas. The extents to
which these areas affect the livelihood of an organisation are therefore discussed forthwith.
According to Ivatury (2007), in the first instance, it is important to appreciate the fact that
proper and accurate performance management and evaluation affect the productivity of an
organisation, whether that productivity is quantitative, qualitative or both. As employees are
evaluated, they are made aware that they are accountable and answerable to a higher power. This
does not only ensure increased productivity and the production of high quality work, but also
serves as a very strong bulwark against corruption.
At the same time, it is through the effectual execution of proper performance
management and evaluation that the weaknesses that employees are exhibiting can be corrected;
and the strengths of the same rewarded. The correction of the pitfalls witnessed among
employees after performance evaluation has been done is mainly corrected through the initiation
of workshop and training programs, where employees can be taught newer or more advanced
concepts that pertain to their jobs. Conversely, there can be the conducting of this workshop or
training programs only being aimed at inculcating or revisiting skills that the personnel were
already privy to, but over the years, have steadily eroded and undermined accuracy or general
productivity (Ivatury, 2007).
Ultimately, it is only by critically examining performance evaluation and management
that performance gap can be accurately detected. The performance gap is the disparity between
the output that an organisation had anticipated at the beginning of the year and the actual

performance that has been realised, at the end that same fiscal year. It is by factoring
performance by the employees that the organisation’s top brass can move to attenuate that
performance gap. Examining the weakness, the strengths and the overall output of the employee
is the first step of bridging the performance gap, with the strengths and high productivity being
rewarded, and the weaknesses being corrected through workshop or training programs (Weiss,
2007). The best and most usual ways in which the same performance is rewarded are: revising
employee emoluments and perks upwards; issuing awards such as certificates of exemplary
performance or even extending scholarship awards; and promoting the employees who have
performed well. Therefore, one can clearly see that performance of employees is not only
important in directing an organisation towards its goals, but also crucial in detecting the accuracy
with which an organisation is expanding its synergies towards the same goals. In the event that
the performance gap gets wider, that organisation immediately knows that it is getting off-track.
Weiss (2007) gives a stern warning that those who would want to pass employee
performance and performance management as factors that exist within the borderlines of an
organisation’s concerns ought to note that so inextricably interwoven with the organisation’s
corporate image and public image are these two factors that usually, a corporate, business,
private or public entities are usually judged by the manner in which they handle their personnel.
Organisations that shortchange their personnel by giving them very low remunerations
and subjecting their employees to undemocratic working conditions seldom gets the respect of
the market, the general public, peer organisations and competitors and other crucial players in the
market. This is because; the outside world always believes that the best asset that an organisation
owns is the employee. Likewise, the world generally takes it for granted that all organisations are
in possession of this knowledge. By extension, this means that the degree, by which an

organisation is credible, is directly proportional to the extent by which such an organisation
treats its employees. The veracity of this standpoint is usually exemplified in the traditions and
dynamics that characterise multinationals (Riches, 2007).
Multinationals are always of the belief that since foreign markets that they are invading
are not usually privy to their history, these foreign markets usually have a penchant for analysing
tax compliance, commitment to corporate social responsibility and the welfare of the
organisation’s personnel as ways of gauging the credibility of these entities. Thus, the world
over, virtually all multinationals are known to be the highest payers. Coca Cola, the United
Nations and all its high commissions, Transparency International, SONY, Barclays Bank and
Michelin are all institutions that are globally spread and respected. The crux of the matter herein
is that an organisation that respects itself and is concerned for its future stability will always
work hard to develop and sharpen its personnel as a way of reaching its target.
The gravity behind this revelation is that this will affect the performance in the outside
environment. Respectable organisations such as these are always able to secure credit (in the
form of loans and grants) and subsidies because of the meaningful opportunities these
organisations accord the local market (Fetterman, 2009).
Given that organisations that treat performance and performance management become
easily recognised, such organisations’ are known to easily obtain respect and good corporate
image in the market. As such, such organisations find it easier to penetrate to new markets.
Globacom is one of the organisations which have illustrated the ease with which a market (the
Nigerian market) can be penetrated, even without total concentration on marketing strategies. It
must be brought to recollection that the Chairman of Globacom, Mike Adenuga attributed the
success of the new entrant into the market, to increased attention on performance and effective

performance management. To Adenuga, this is the very strategy that helped Globacom gain a
competitive edge over giants such as Celtel which had already established themselves, both in
the local market and in the regional market.
Gainsaying the illustration above, on the account that Globacom is restricted to Nigeria is
to argue in a maladroit manner. Since the advent of the 21st century AD, the world has seen
Globacom expand gradually to other parts of Africa, mostly the West and Central regions of the
continent. Particularly, these countries are the Republic of Benin, Ghana and Ivory Coast.
Similarly, one cannot ignore the performance, growth and stability that this mobile services
provider has realised in the region. The prolificacy of the company’s performance is seen in the
organisation’s track record. In Benin for instance, the company was launched in 2008. In the first
10 days, the company was able to sell and register 600,000 sim cards into operation. Apart from
using certain strategies such as Per Second Billing (which assured clients of accuracy and
accountability), value added services like the Multimedia Messaging Services, vehicle tracking,
news and weather and general information, mobile banking and mobile ring-back tone, the
company attributed its success and growth in Benin to intra-organisational strategies such as
proper performance management (Riches, 2007).
The situation also replicates itself in Ghana. Immediately Globacom obtained its license
of operation in May 2008, it was able to net 30% of its 11 million subscribers (Uchenna, 2011).
This took place in the first 18 months of the company’s launch. Herein, the company cited strict
respecting of performance evaluation as the prime factor behind the company’s magnificent
growth. Other factors that were pointed out at by the Globacom CEO in charge of Ghana
included the provision of Internet services and the bundled services in a vast purview that
included Kumasi and Accra. The presence of other external strategies is further exemplified by

the fact that Globacom on April 8th launched its twin operation, thereby becoming the chief
player in the country’s telecommunication industry.
Nevertheless, Fetterman (2009) maintained that this development is also identical to the
happenings that had taken place in Ivory Coast. As young as Globacom was, it was able to
acquire the International Gateway Services and a submarine cable landing rights. Speaking on
this development, the general manager in charge of Globacom in Ivory Coast predicted this
growth and development on different strategies such as the setting up of competitive tariffs that
were affordable to the clients, exacting call rates that were based on Per Second Billing, the
selling of Internet data bundles, the provision of money transfer services, and the use of superior
technology that ensured the clearest telephone connectivity. For instance, the use of Per Second
Billing allowed clients or the general public in Ivory Coast to get the most accurate breakdown
on how he has used his money or airtime. This becomes very easy to calculate, given that all that
the client has to do is to calculate the length of time used in calling and the calling rate (Uchenna,
2011).
To Datong (2007), this approach distinguished Globacom from other competitors, since it
portrayed Globacom as being totally transparent in its billing. At the same time, many people
made inroads into being part of Globacom clientele because the company’s calling rates were
seen to be more affordable, compared to other competitors.
Nevertheless, it is important to note that the general manager of Globacom in charge of
Ivory Coast attributed the above strategies to the success of the company therein, but he did not
accredit them as the very blueprints that catapulted the company into stardom. As a matter of
fact, it is easy to see that all these aforementioned strategies were able to be lifted by any other

organisation. This meant that the strategies, though instrumental to the success of the
organisation, were not the key to the organisation’s success (Datong, 2007).
On the contrary, the general manager in the Ivory Coast market pointed out that the best
way that enabled Globacom to realise effective entry into the Ivorian market, grow, stabilise and
succeed therein was through proper management of performance. To the manager, the approach
remained uniform throughout the different chapters (Ivory Coast, the Republic of Benin, Ghana
and Nigeria) and started right with the recruitment exercises and practices of this same company.
In this respect, the following of meritocracy in lieu of cronyism and nepotism during the
recruitment program helped Globacom ensure that only those who were qualified for the posts
were employed. This culture was carried over through to other human resource management
practices so that performance evaluation totally adhered with the dictates of meritocracy
(Uchenna, 2011).
Performance management processes at Globacom
It is interesting to note that Globacom in all its performance evaluation uses the 360-
degree performance management systems by objectives which portend, a special panel doing the
evaluation. This ensures that the entire personnel, the rank and file of Globacom is totally and
fairly examined in terms of performance; with all aspects, both primary and secondary being
widely considered (Fetterman, 2009).
In the same respect, Fetterman (Ibid) argues that Globacom makes sure that the
rewarding of employees is based on the output of the employee. This is to the effect that those
employees who are most productive in terms of quality or quantity and those employees who
have been instrumental in the upholding of the company’s values, goals, vision, mission and
objective statements are the ones who are given the greatest priority in the awarding of

promotions, increases in emoluments, perks and scholarships. The same approach follows the
designation of employees who have been earmarked for workshop or training programs.
In the same vein, it must be remembered that Globacom rewards all its employees at the
end of every fiscal year, since as a company, it believes that regardless of the varying levels of
output, every employee did his or her best to beat the deadlines and to remain on track with the
policies and aims of the organisation. This is also because Globacom believes that its entire rank
and file is a single family which should not be divided by the issuance or withholding of rewards
and emoluments. The veracity behind this policy is that the rewarding of only top performers is
likely to be seen by the low performers as punitive expedition against them. Nonetheless,
Globacom appreciates the fact that the accordance and extension of rewards and emoluments is a
tool of motivation, and not a tool for exacting punishment on those who are seemingly not hitting
the target (Thomas, 1997).
There is also a direct sense in which production directly affects marketability. Simply,
optimal productivity in a consistent manner assures the market of stability in supply and quality.
As far as services for mobile telephony are concerned, by emphasising on performance and
performance management, Globacom is still on course, given that the market will still want to
subscribe to an organisation which is internally stable and provides stable services. Organisations
that are deemed not to have these qualities are usually seen as unstable and therefore, not to be
totally trusted. The absence of trust is always due to the perception that unstable organisations
are always susceptible to collapse. Therefore, the direct relationship between performance and
marketability or increased success of an organisation remains unchanged at all times (Uchenna,
2011).

Another facet of organisational wellbeing which performance affects is the
democratisation of the workplace and the flow of information into all levels of power, in an
intra-organisational setting. Conversely, it must be remembered that the reverse is also true:
democratisation of the workplace and the efficient and timely flow of information also increases
productivity. Organisations that are mature or developed ensure that certain communication
policies are entrenched into the culture of that organisation so that power can flow horisontally
and vertically, across all the centers of organisational power. For the vertical flow of power,
information should flow both downwards (from the highest hierarchy of power, to the lower
hierarchies) and upwards (Magd, and Adrienne, 2003). While the downward flow existing alone
without the upward flow may indicate management by authoritarianism, the reverse also signals
a management which is incompetent, since all work is seemingly done by the lower cadres of
power. The horisontal flow of information on the other hand ensures that information flows from
one department to another.
While some of these measures may include the formation and ratification of policies,
others may demand the procurement of such services and goods that may be considered as
necessary for the sustenance of effective communication. Some of the policies that an
organisation may bring into effect may include the round table and the open door policies (Magd,
and Adrienne, 2003).
Round table may entail persons sharing a matter of common interest coming together at a
table to discuss such a matter. These people may share a department or a section. The open door
policy on the other hand refers to the practice of leaving the literal doors of managers open so
that those who have distressing issues pertinent to the organisation can come in. This is to the
effect that any employee can walk into a designated higher office and have a talk on matters that

affects him and his performance, without needing to book an appointment with the secretary. The
offices that are usually earmarked for these provisions include the human resources management
and the office of the chief executive officer.
Other incentives and utilities that the organisation may put in place include telephones,
facsimile, internal memos and emails, among others. Telephones will ensure both horisontal and
vertical flow of communication, while internal memos are usually known to foster the flow of
information in a vertical manner, from the top to the bottom. This is because internal memos are
usually prepared by the managerial team or the departmental heads (Thomas, 1997).
In respect to the above, it becomes easy to see the extent to which performance affects
the communication and the flow of power in the organisation (commonly known as
organisational politics), and vise versa. The effect that performance has on the two is seen in the
fact that the organisation in point wants maximal performance so that profit maximisation can be
realised. For this to happen, the organisation centers every element of communication and the
distribution of organisational power in such a manner that will foster optimal performance.
Analysis on the relationship between the growth of Globacom and performance
management and evaluation
Indeed, there are a lot of that can be seen in the relationship between the advent, rise and
stability that Globacom as a company has experienced from the time of its formation. The
importance of performance evaluation and management is seen in the manner in which
Globacom has been able to rise through the ranks and to surpass competitors that had anteceded
it. As a matter of fact, Globacom was launched in August 2003 in Nigeria, and thereby being the
fourth operator therein. However, seven years into operation, the company remains one of the
most formidable competitor therein, having a customer base that exceeds 25 million. When

asked about the secrets to the organisation’s success, the company chairman, Mr. Mike Adenuga
Jnr. described the same as having emanated from the accordance of lower tariffs to clients and
proper performance strategies (Uchenna, 2011).

CHAPTER 3
METHODOLOGY
In conducting research, consideration of the understanding on how the knowledge is
generated is vital. The research philosophy is also vital because it has a great impact and effect
on the research procedures including the methodology and how the data was collected as well.
When the researcher understands the research philosophy, it is easier to give a clarification of the
design that is used in the research. According to Creswell (2003:32), the entire research process
is directed by the philosophy that was adopted by the researcher.
Research Philosophy
The research started by giving an insight and overview of the company as the leading
Telecommunication company in west Africa and I was able to conduct primary research through
collecting raw data from the company’s customers and members of staff regarding the
company’s performance management.
It was important to select a method that would not have any effect on the company and its
operations, it was also important to avoid any bias on the part of the researcher. The research has
utilised different approaches, both qualitative and quantitative methods, to take a mixed approach
used in the research. According to Morgan (1980), qualitative research contributes to the
hypothetical assumptions of interpretative change that is based on the belief that social reality is
sustained and created through communicated experience by people. Qualitative methods enables
a sample of the population of interest to be studied, furthermore, there are less assumptions or
restriction placed on data of interest. Qualitative research also allows room for hypothesis
generation and exploratory research where the respondents are availed a chance to provide data
freely using their own way and on their own words. However, this technique has got its

weaknesses, such as an interviewer is faced with the problem of being unable to investigate
causality among divergent phenomena; another one is respondents may depart from the original
focus of the study in response to dynamic nature of the context. Also there is lack of consistency
and sometimes reliability due to the interviewer employing different styles as this can make the
respondent ignore crucial questions and move on to answer the simpler ones. A researcher needs
to be someone who is experienced, but if he or she is inexperienced may obtain unnecessary
information from the respondent (Cassell & Symon, 1994).
On the hand, Smith (1988) is of the view that quantitative research involves measuring
and counting of events as well as analysing a statistical body of data. The advantages of
quantitative research is that it states the research problem in a more precise and set terms, it also
adheres to research objectives firmly throughout, testing hypothesis, and shaping causality.
Moreover, it minimises and eliminates subjectivity of judgment and allows longitudinal
measures of consequent subjects of the study. In spite of all of its advantages it has weaknesses,
such as it fails to provide the interviewer with conclusive information of the situation in times of
occurrence of studied phenomenon. In addition, one is unable to control the environment in
which the respondents give the answers. There are also limited outcomes because of the two
types of questions usually used; closed type and structured questions (Frankfort-Nachmias &
Nachmias, 1992).
To have a better understanding of performance management strategies used by
Globacom, the staffs were given a chance to give their views on what they thought was the
greatest secret behind the company’s success through the utilisation of performance
management.

To have a better understanding of the publics’ views on organisational performance,
social constructivists approach and complementary qualitative methods were used to help in
understanding how people adjusted to any strategy introduced by the company (Creswell
2003:19).
Research Strategy
A research strategy is a way of conducting a given research through following of specific
procedure step by step. Collecting and analysing the collected data is regarded as research
technique.
There are six major research strategies in business research namely survey, design and
creation, experiment, case study action and ethnography research (Creswell, 2003)). For the
purpose of this research, case study research was utilised as research is focused on performance
management in Telecommunication Industry, secondly, because a case study of Globacom
Nigeria is aimed at providing useful information on the research work. Thus, interviews were
conducted to collect qualitative/ descriptive data from the staff of Globacom in order to analyse
the importance of performance management in a Telecommunication industry.
Research methods
There are different types of research methods that are used to come up with valid data.
These are the primary research method which utilises empirical study while the other one,
secondary research method relies on materials such as government documents, company
literature and business media. Secondary data is quick to get as there a lot of materials that are
found online freely. Furthermore, there are libraries and archives where one can get books to
study about the case study of interest. Nonetheless, secondary data has its weaknesses as it does
not unearth the reality on the ground as studied materials might have changed over time (Cohen,

2000). Hence, using this method especially from sources that were not conclusively researched
may lend you to conclude the wrong thing. This study utilised company literature to understand
how Globacom has improved through implementation of performance management.
Three methods of data collection are used when using this type of research methodology.
This includes interviews, assumptions and observations. In this particular research, interviews
were the most preferred method of data collection. This is based on the fact that interviews are
more interactive and gives the researcher a chance to research deeper on the topic under
discussion. When contacting the interviews on this particular research, I expected the
interviewees who were customers of Globacom, employees and managers of the same company
to fill in the questionnaires. Questionnaires were filled according to the set questions by the
respondents. For purposes of coming up with a detailed report, it was important to contact the
interviews personally as a strategy of avoiding tilting of information. Contacting the interviews
personally also gives the researcher an opportunity to interact with the interviewees directly
(Cohen, 2000: 77).
Questionnaire design and issue
A questionnaire is within the fully structured technique and is used to collect data from
the target group of a given survey. Since the main aim of the questionnaire is to collect data from
the interviewees; it could be through writing or through verbal responses. A questionnaire
contains a set of questions which the interviewee is required to respond to. A well designed
questionnaire and easy to understand motivates the respondents to respond and give accurate
answers (Creswell, 2003).

The questionnaires are not stand alone data collection tools. They require to be supported
by the researcher through communicating with the respondents, through distribution and also
trough going to the field to collect already filled in questionnaires.
According to Frankfort-Nachmias and Nachmias (1992), there are different steps that are
used in questionnaire development and the following steps were followed when developing the
questionnaire:
 The first step in the questionnaire development was to determine the information
intended to be achieved through the questionnaire
 The second step was to formulate questions that would give the responses am looking for
and which method is best in administering. This however was through sending the
questionnaires through email and also making a follow up phone calls. The filled in
questionnaires are relayed back through emails and fax.
 The other step was to eliminate questions that would not give expected feedback
 Determining the best form of questions through having the best wording and sequence
 Testing the questionnaire functionality on whether it would give the expected responses.
The questions of this case study were designed according to the aimed objectives respectively.
There were five questions designed for twelve customers who were selected randomly to avoid
bias. The other six questions beginning from number six were aimed at employees and managers
of Globacom which were sent to a total of thirty eight. These questions were set in away that
they were relevant to the respondents. To make sure that the questionnaires met were good and
acceptable to the respondents, a reconnaissance study was carried out. Two customers were
randomly sampled together with five employees and three managers of Globacom to ascertain
the validity of the questions. The questionnaires were administered orally, where respondents

were asked questions as per the questionnaires but others opted to fill the questionnaire
themselves and they were only helped when they could not digest the question clearly. After
filling in these questions, the questionnaires were stored and kept for data capturing.
Interviews
Given the different methods of contacting interviews, this particular research adopted a
semi-structured approach. This method entailed designing questions to assist the interviewee to
give relevant information concerning the topic under investigation. Semi structured approach is
significant in this particular research because of its flexibility. It allows the bringing in of
different and new set of questions during the interview depending on the interviewees responses.
This makes it easy to gather more responses from a single interviewee (Torrance 2005:99). In
addition to this, the semi structured interview will also be able to bring in new set of themes and
this will give a deeper understanding of the topic.
Using a semi structured interview method helped in giving a wide range of insights on
the performance management of Globacom Company. On the other hand, the method is less
intrusive because it is specifically based on the two way communication instead of a formalised
interview. Using a semi structured approach when contacting interviews benefits the researcher
with more information about the given issue and more still it provides a platform of discussing
sensitive issues as well (Saunders et al, 2003: 88).
Data analysis
After completing data collection, a comprehensive analysis was done through
interpretation of the data to have an accurate and dependable conclusion. The literature was
reviewed and was fully utilised in data analysis. The findings that were achieved are compared
with the findings other researchers found in the literature review. The findings that are achieved

from the analysis are termed as the results and are used to justify the research and in supporting
authenticity of this research (Schneider 2004: 99).
Analysing of the data that was collected in this research was determined by the research
questions and the comparison with the results of the achievements of different researchers that
contributed in this particular topic. This helped greatly in achieving a viable conclusion that can
be replicated by other telecommunication companies in the world in achieving their excellent
result in performance management (Saunders et al, 2003: 123). I used SPSS (Statistical Package
for Social Scientist) software to analyse the captured data. This is because the software can
analyse and draw graphic charts coherently. It also has the capacity to analyse multiple response
answers for open ended questions. It enables high frequency data analysis thus; I found it
suitable for this case study analysis. Every single question was analysed by use of this software
where the dichotomous questions were represented by a pie chart while the others were
represented by a bar graph.
Research ethics
Considering ethical issues when conducting a research that involves human subject is
vital. Considering ethical issues like respect for others, honesty and scholarly integrity helps in
coming up with a research that fulfils ethical acceptability. This entire research has considered
different ethical issues that have helped in validating the process and findings achieved (Schein
2004:96).
In showing the commitments and ethical consideration to an acceptable degree in the
research, permission was sought first from the participants and from the Globacom telecom
company. Moreover, the research considered highest degree of privacy through maintaining

anonymity and confidentiality as well as reciprocity to ensure the participants are protected from
the public notice (Schein 2004: 98).
Participants feelings were considered throughout the research through ensuring all ethical
aspects are employed. The process ensured that there is no difficulty any participant would face
during the entire process and also no discomforts or feeling insecure that their information may
be used for any other purposes beside the research work. This was done through giving written
assurances.
Considering ethical issues was one of the most important factors that were considered in
this research based on the sensitivity of the research. Exposing of the company’s secrets in the
research was avoided through considering only the relevant information for the study and
ensuring that this did not pose the company any business risk. The information that was exposed
in this research was authenticated and confirmed by the company. Sensitive information that was
provided maintained the highest degree of anonymity (Livingston 2004:49).
Constraints
Reliability is of great importance in qualitative research. The measure of the qualitative
research is the validity and reliability of the research (Livingston 2004: 69). Due to ever
changing settings in the research, it has proved difficult to achieve the external reliability in
qualitative research because it hard to repeat or conduct a research twice the same way it was
conducted in the first time and conducting it the same manner and following the same settings is
the main problem. The external validity in the research deals with the generalisation of the
results when it extends beyond the research settings (Schelkle, 2009: 77).
Research that is not reliable can never be regarded as a valid research. A valid research
must agree on whether the research question is honest and truthful while the predictive research

deals with the ability to forecast on what will be in the future without stating conclusive facts.
The validity of the research is the extent to which the findings and the results achieved are able
to present on the reality of the research and accuracy. On the other hand, the research must be
able to prove the validity and originality of the results achieved (Livingston, 2004:104).
While carrying this study, reliability and validity of data was a major constraint as some
of the employees and managers were very busy thus were only available for a short period. Some
of them filled questionnaire half way then they were disrupted by their seniors or by customers.
This proved very difficult to collect information from staff on duty thus I had to wait till their
leisure time to have a smooth process of data collection. Other were never available thus, I had to
cancel their half filled questionnaires.
Another problem was researching at a physical distance from the subject (Cohen, 2000).
Customers were mainly affected as some could not remember clearly the company good
points that made them loyal clients. Other customers did not have clues of what performance
management was. Hence, I had to elaborate to them by giving them examples.
Conclusion
The study made sure that only the knowledgeable respondents participated in the survey.
This was informed by conscientiousness of the study and the need for relevant information. At
the point of collecting the data, the interviewer guaranteed respondents of their confidentiality
and privacy of the data they had given out. Some respondents feared that their information
might be used against them, while others more so customers were of the view that the company
should rewards or sponsor them for their participation, but the researcher told them the truth that
their information would be used for academic purpose only. Therefore, in this study a simple

random sampling data collection method was used to get data from the Globacom customers,
employees and managers.
A survey is an expensive method, in spite of it being the best data collection method for
one is able to get direct information from the respondents. It is also time consuming as one has to
move for a vast distance to collect data and if the respondent does not give adequate answer to
questionnaire a call back should be done. However, in carrying out a research the study has
shown that there are various challenges encountered such as non-responsive respondents, other
demanded money before answering the questions and some were resistant to answering survey
questions. Data editing, punching and analyse were done concurrently to minimise typos which
could have changed the analytical result.

CHAPTER 4
DATA PRESENTATION AND ANALYSIS
In this chapter, the focus is the presentation and analysis of data that was collected
through use of secondary means and questionnaires sent to the staff and the customers of
Globacom. The secondary information utilized was obtained from research conducted on
resourceful internet sources such as online books, specific organization, journals and other
publication that aided greatly what lead to discovery of performance management. Besides that I
also used documentary such as video recordings and journals and previous surveys like
government censuses and industry statistics and reports. Just as Byrman and Bell (2008) says I
used secondary information for the information that could not measured or predicted. Precisely
this literature reminded the literature review chapter and the introduction. It also provided me
with the understanding of the performance management system used by Globacom.
Performance Management System
Performance management is a the practice of creating a conducive environment for
employees where they are allowed and helped to perform and utilize their maximum potential to
produce their best through unlocking their latent potential.
Each employee has two performance management reviews each year where his or her
work is evaluated at the middle of the year and end year. The best performing employees are
rewarded for their hard work while the trailing are encouraged to work harder as their
weaknesses are highlighted and they are helped to improve on them and discard them .
Measurement is by the work output where the member of staff is evaluated through
individual accountability what he or she has done for the company and their pitfalls if any are

traced. For customer cares employees the measurement is the number of employees you served
and the time you were present on the job.
The outcomes are quick service delivery to customers as each member of staff understand
the repercussions of individual responsibility and large market penetration for marketing
employees thus, at the end of the day the company maximizes its revenue.
Data analysis
The analysis of the data is necessary to bring out the results of the work that was done
and also to be able to draw conclusions from it.
Researchquestion 1, n= 50 - all groups
The data analysis was analyzed by use of SPSS version 17. A sample size of 50 respondents
were interviewed and responded respectively. This sample was representative as it was
probabilistic random sample utilizing stratified random sampling technique. A respondent of
interest had to have a relationship with Globacom; either as manager, employee or a customer.
The first graph represents the people who were given questionnaire to respond to. Among
the 50 respondents, there were 4 managers, 12 customers and 34 employees. The bar graph also
represents the first question of the questionnaire which required the person to identify their

position in the company. 68% of the respondents were employees; they were followed by
customers who formed 24% of the sample while mangers trailed with 8%. This choice was
informed by their population coupled with the company acquaintance.
Researchquestion 2, n=12- customers
The study revealed that a high majority 83.33% of the customers are aware of the performance
strategies that are employed by Globacom mobile telecom, while only 16.67% said they were not
aware.
Performance strategies Frequencies
Responses Percent of
CasesN Percent
If yes, please explain
strategies you are
familiar with?
Individual
accountability
9 34.6% 81.8%
Rewarding hard
working employees
5 19.2% 45.5%

Correction of pitfalls 3 11.5% 27.3%
Training programs 2 7.7% 18.2%
Respecting and valuing
employees
7 26.9% 63.6%
Total 26 100.0% 236.4%
a. Dichotomy group tabulated at value 1.
This was a multiple response question where the respondent had an option of choosing more than
one answer in a single question, thus the reason why the percentage exceeded one hundred
percent in percent of cases column.
This is the representation of the second question in the questionnaire and was responded
by the customers. They were supposed to indicate whether they are aware of the management
strategies that are being employed by Globacom Company. Among the 12 respondents, 10 were
aware of the strategies being employed by Globacom while only 2 were not aware of the
management strategies being employed by Globacom. After responding on whether the customer
is aware of the strategy, there was an open ended question which required each individual
respond to the question of familiarity with specific policies and strategies.

The bar graph represents the individual responses from the customers. This was a
multiple response question that gave a respondent a chance to give more than one answer to a
single question, hence the reason we have a percentage of more than a hundred. 81.8% of the 12
respondents admitted to be familiar with individual accountability strategy, 63.6% with
respecting and valuing employees’ strategy, 45.5% were familiar with rewarding of hard
working employees respectively. Training programs strategy was the less well known with only
18.2% of the customers being familiar with it.
Researchquestion 3, n= 12 -customers

This is the representation of the third research question which sought to understand how
customers felt about Globacom use of effective strategies in its business operation. This was a
dichotomous question and a majority of 83.33% of the respondents thought the company used
the right strategies while 16.67% indicated that the company does not use the right strategies.
Different respondents have different reasons as to why they think the company used the
right strategies. Their responses are represented in the graph below
The study found out that 81.8% of the respondents believed that Globacom had the right strategy
due to favorable rate of market penetration, 54.5% due to maximization of revenue and 45.5%
due to secured faithfulness among its employees respectively.

Researchquestion 4, n=12 – customers
The fourth research question was
on what impact performance
management in the company has on its
customers. This question was a multiple
response question indicating that a
respondent had the opportunity to make
more than one choice in the question,
hence, the reason we have a percentage
total greater than a hundred. According to the responses gathered, 63.6% of the respondents said
that the company has been having quick service delivery on the customer. 90.9% said the
company has lower tariffs that make the customers like and trust the company compared to other
companies in the telecommunication industry in Nigeria. Only 45.5% said that the performance
management impacted the community through having large market share that boosted the
confidence of the subscribers.
83.33% of the respondents indicated that impacts of
perfomance management had a positive effects on
consumer services, while 16.67% did not know about
the impacts of performance management on these
services.
Researchquestion 5, n=12 - customers

This question was a multiple
response that gave respondents the chance to select many answers in a single question thus
resulting to a percent higher than a hundred. The study found that 66.75% of the respondents
thought that the company had positive effect on consumer services due to cheaper calling rate,
58.3% thought because of reliable services, 50% because of many customers subscribe to it and
33.3% due to vast coverage area respectively. In every successful company customers must be
appeased to enhance their loyalty thus the reason many respondents believed that cheaper calling
rates was the main positive effects in relation to consumer services.
Researchquestion 6, n=38 – employees and managers
This question sought to know if the employees and managers were satisfied with the
performance management strategy used by Globacom. 86.84% of the interviewed customers
agreed to be satisfied with the strategy. Only a small portion of 13.16% said that they were not
satisfied by the strategy. With lower tariffs and quick service delivery being the popular impact
of performance management strategy could be because the company was not perfect in regard to
yard sticks they used to evaluate it. Nonetheless, this positive feedback supports the view that
performance management is importance, especially in service industries.

Researchquestion 7, n=38 – Employees and managers
An overwhelming majority 92.11% of employees and
managers agreed that the company had the right motivational strategies. Only 7.89% of the
respondent indicated otherwise and felt that the company did not have right motivational
strategy.
Researchquestion 8, n= 38– Employees and Managers
As expected all the respondents making up a 100% agreed unanimously to contribute to the
performance management of the company. This could be because nobody would have agreed to
be a liability to the company and furthermore, this being a successful company everyone was a
pillar to its success.
Researchquestion 9, n=38 – Employees and managers
This question was aiming to construe whether the employees and managers feels there is a gap
that needs to be tackled.

Majority of the respondents were
satisfied with the company managent as more
than a half of the respondents comprising
55.26% thought there was no need to make improvement, and of the remaing 44.74% felt
improvement was necessary.
Furthermore, the result of the study found out that 71.43% of the respondent believed that
applying the different forms of performance indicators to the company was one of the best ways
to improve performance management, while another 28.57% of the respondents believed that
regular evaluation coupled with rewarding good performance was the way.
Researchquestion 10 (a), n=38 – Employees and managers

This question sought to understand how Globacom as a company how its workers feel about it.
78.95% of the respondents consented to being highly motivated, 18.42% were neutral while a
minimal number of 2.63% for various reasons felt they were not motivated.
Researchquestion 10(b), n=12 – customers
83.33% of the respondent felt motivated for using the company services, 8.33% of the
respondents were neutral about the company services while an equivalent percent of 8.33% felt

not motivated. The high level of endorsement of the company’s product is indicative of
commitment to the company.

CHAPTER 5
DISCUSSION
5.1 Introduction
This chapter will discuss the meaning of outcomes and results in light of the literature
connected to performance management in Globacom and other likeminded companies. Its main
objective is to present the relationships, principles and generalisations that are yielded by the
outcome of the study. As evidenced by Thomas et al, (2001), performance management in a
company creates a distinctive difference from other companies which do not systematically
utilise this system.
Globacom has cut a niche in its marketplace as it has overtaken all its competitors in
telecommunication industry. The result shows that both customers and staffs are contented with
operation of the organisation in terms of rewards and recognition of efforts made by staff within
the company. When an organisation carries out performance evaluation it is able to appreciate its
hardworking staffs and therefore, boosting their morale to work even harder and to minimise
their transfers to other companies. Additionally, evaluation provides a company with a platform
to correct pitfalls that may have pushed down organisational performance in terms of finance and
customer relations. Customers from this kind of system are treated well and quickly by these
happy employees who feel well cared for by the company. The staffs are regularly trained on
how to be loyal and the best ways to handle different types of customers. By doing these,
customers quickly realises the changes in the company and thus, join in promoting this
organisation through telling their friends good things about this company.
Question one shows how interviewee were selected with employees taking the lion shares
(68%) an indication that their experience and internal knowledge of Globacom was of paramount

importance. Nonetheless, and as expected managers were the least (8%) selected as they formed
a small population of the company. Statistically this was the right decision to enable the
interviewer avoid sampling errors, biasness and importantly coming up with a representative
sample.
Performance Management Awareness
Question two indicates that customers have an extremely high level of awareness (83%)
of the performance management and other policies of the organisation. This indicates that
Globacom have an efficient and full level of communication with their customers and an open
policy on information dissemination. However, not all policies were understood equally and
Globacom could ensure that their customers are better informed about the investment that they
make in training if they wish to develop this strategy. Once the employees are aware of a better
performance system they become loyal to the company and as according to Williams (1998),
employees should be paid remunerations worth their volume of their work to halt the lookout for
green pastures.
Using the Right Strategies in Running a Business
Question three shows that exceedingly high level of customers (83.33%) believes that Globacom
uses the right strategies in running it businesses. This is an indication that Globacom has an open
policy that enlightens the public and more so its customers on event and proceedings of the
company. Here it can be said that this company advertises its strategies and market penetration to
its customers. Customer loyalty stood at 45% and indicates that this may be an area which
Globacom may wish to strengthen if they want to boost their hold on the upcoming generation.
Impacts of Performance Management

Question four reveals that a large segment (90.9%) of the customers showed that they
understood the company policies and their impacts to them especially on matters concerning
price such as lower tariffs. This indicates that Globacom cheaper calling rate had attracted
customers to the company. Nevertheless, the company should educate its customer through
numerous training and improve public awareness of the impacts of their strategy to get them
know the advantages and positive impacts of performance management on services towards
them. In additional, Globacom can put measures in place to have online customers’ desk where
customers can lodge their complaint and matters concerning their company if the Globacom wish
to continue dominating this telecommunication market.
Question five reinforces the idea that Globacom has truly penetrated the market vastly through
positive impacts it makes to customers. It has made customers enjoy the services worth the value
for their money as they are able to distinguish the different offerings on consumer services. Just
as Nworah (2005) says that a successful organisation should take extra measures to extend its
territorial boundaries, accommodate its customers and employees view and intellectual and
expertise capabilities to streamline their trust. This could mean that Globacom has an effective
advertising policy. If the company wishes to increase more customers it can increase its coverage
area to enable it serve more customers who would be probably be happy as per the current ones.
Performance Management Satisfaction
Question six indicates that an exceedingly, large Globacom staff base (86.84%) agrees
they like the performance management being employed the company In spite of this Globacom
should look for ways to reach out to the small but significant population of employees (13.16%)
who were not satisfied by their performance management strategies. Mike Adenuga, the
Globacom chairman, states that because of their performance evaluation strategies his company

had realised a sizeable rate of market penetration whereas at the beginning the company had not
attracted many customers. The company should try to find out the problems facing their
customers and solve these once and for all if it is interested in halting negative rumours from the
unhappy customers.
Reaction towards Motivational Strategies
Question seven shows that an overwhelming majority (92.11%) of the employees and
managers are contented with the Globacom motivational strategies set for its staffs. This is an
indication that the company respect and appreciate every role played by an employee.
Nonetheless, there was a minor dissent from employees who felt that they were for some reasons
not accorded the respect and honor they deserve; these are the people the company ought to
further engage in dialogue without reprisals, if they so wish adopt a policy to solve any nagging
problem among their lamenting staffs.
Individual Contribution
Question eight indicates that the staffs unanimously (100%) of the company staffs
thought as expected that they contribute to performance management of the company. This is an
indication that Globacom through its performance management policies especially one making
every individual to be accountable for his or her role through evaluation has improved the quality
of output of each staff. Globacom should therefore continue with their resourceful policies.
Room for Improvement
Question nine reveals that the company still has many avenues of exploiting to make its
services more unique and appealing to customers.A slightly more than a half (55.26%) of the
staffs thinks that Globacom needs to make improvements. This is an indication that some
underlying gaps needs to be mended within the company operation procedures to streamline the

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