Date of Conferral

1-10-2025

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Irene Williams

Abstract

Performance management system (PMS) implementation presents significant challenges for small business owners in Jamaica, often due to resource constraints and limited expertise. Effective PMS practices, however, are critical for fostering employee engagement, which enhances productivity, retention, and organizational sustainability. Grounded in the job demands-resources (JD-R) model, the purpose of this qualitative pragmatic inquiry was to explore strategies Jamaican small business owners use to implement PMS successfully. The participants included eight small business owners operating for at least 3 years. Data collection included semistructured interviews and reviews of publicly available organizational documents. Through thematic analysis, I identified four key themes: (a) continuous feedback and communication, (b) employee support and well-being, (c) performance monitoring and improvement, and (d) employee empowerment and autonomy. A key recommendation is for small business owners to provide formalized monthly feedback sessions to enhance continuous communication. The implications for positive social change include the potential for organizational leaders to promote employee well-being and foster community resilience by implementing effective performance management practices that support the success of their businesses.

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