| The purpose of this qualitative study is to explore how leaders of faith-based organizations manage employee performance. There has been a shift in how work transpires, in general, as industrialism has moved to a subordinate position to the information age. This shift occurs in the human resource management industry as employee performance measurement has taken a center stage position in reference to employee skill-sets and their ability to contribute to an organization's competitive advantage. Performance management has been used as a guide to gage an organization's success. Great importance rests on this human resource function's execution and its link to how efficiently and effectively leaders manage organizations. The researcher deemed this study necessary and vital to address the literature gap with regard to how faith-based organization leaders manage employee performance and if they did not, why? The study's results provided insight into the link between employee performance and that of the organization's success, faith-based leader views on employee and organizational competencies, leader characteristics prone to manage employee performance, and the foundation for understanding any usage barriers of formalized mechanisms aimed to manage employee performance. The study's participants consisted of 20 faith-based organization leaders within the state of North Carolina. This study found that an employee management model emerged as the preferred practice that serves the organization's goals, productivity, and proficiency while incorporating faith-oriented tasks. Additionally, the study's findings discuss data outcomes, their implications, and recommendations for further research. |
