The fourth theme contains six statements that were grouped to explore the attitudes of the participants regarding the steps of MBO application associated with periodic review in the General Secretariat of the Cabinet in Oman. The results showed that there is a high level of agreement between the respondents‟ answers to the application of the six steps in this theme, and thus a strong possibility of success in applying the model of MBO in the General Secretariat to the Cabinet. The researcher develops these statements (steps) as following:
1. “The management provides all information about the organisation performance for employees and The management considers on broadcasting the spirit of partnership and teamwork between the employees.” These steps obtained the highest rank for the possibility of the application of MBO in the General Secretariat to the Cabinet in Oman. This finding might be attributed to the participants in the study emphasising the importance of teamwork and participation in work. The participants also appear to recognise the importance of identifying data on the organisation, and the progress made in the implementation of the set objectives and action plans. This may include daily, weekly, monthly or periodic review, depending on the nature of the objectives and the timescales in which they are to be achieved. The outcome of each review action should be an assessment of the extent to which the goals are being met, so that planning for the next stage can continue on the basis of accurate
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information. Furthermore, problems may arise from the difficulty of investigating organisational performance. This finding may result from participants‟ awareness of the importance of these steps in the implementation of action plans and achieving goals.
This result agreed with many researchers who confirmed that the need for uninterrupted information feedback was a critical success factor for MBO (Akrani, 2010; Philip, 1993; Al Salmi, 1999). These researchers noted that both management and employees should have information regularly made available to them on how well the employees are performing in their attempts to reach the agreed objectives. In this respect, they highlighted the fact that information should also form part of the regular performance appraisal sessions; and as part of the overall information system, provision should be made for counselling, and encouragement to subordinates should be given. Indeed, managers must have the necessary information on the objectives of the organisation and the needs of individuals in order to jointly formulate goals, analyse performance, then re-formulate goals to ensure constant improvement (Philip, 1993; Al Salmi, 1999). The practical experience of the many organisations in the application of MBO, demonstrating that one of the main success factors was the availability of information and data on goals and financial needs for implementation and training. It clear from the finding that where there is no culture of sharing information, a re-orientation of attitudes is required to obtain a more open communication atmosphere. Drucker (1954) confirmed this finding of the significance of teamwork. From the discussion, it can be said that MBO might encourage to work as a team with employees, in providing information about the organisation performance, in the spirit of partnership.
2. “Monitoring the implementation of the plan is carried out in the light of expected objectives and outcomes, The management and employees must meet on a regular basis for following up the implementation of the plan and The management in cooperation with employees analyses the work-related data for following up the accomplishment of objectives.” These steps were all ranked highly. This result could be attributed to the importance of periodic review of objectives and action plans in the General Secretariat to the Cabinet, in increasing efficiency at work. It is also obvious from this finding that the
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participants think that monitoring the implementation of the plan should be carried out in the light of expected objectives and outcomes, to help them to reach a greater level of performance. They believe that it is an absolutely crucial success factor to review the objectives and targets. The results also show that the respondents believe that the control process through continuing monitoring is an essential feature of MBO.
This result agreed with many researchers who confirmed the need for uninterrupted information feedback as a critical success factor for MBO, as stated above (Akrani, 2010; Philip, 1993; Al Salmi, 1999; Abdul Wahab, 1984). These researchers noted that the basis of MBO is that progress is planned through setting objectives, and that monitoring is implicit in order to establish what progress has been made. In addition, the monitoring system has to be sufficiently up to date that issues can be dealt with before they threaten the achievement of goals. Spreading down through the organisation, no goal is set in isolation. This means that meeting targets in one area will affect targets everywhere. An annual performance review is insufficient (Drucker, 1954). Badly implemented MBO also tends to stress the setting of goals without monitoring them, and it is here that management can control performance and demand accountability (Drucker, 1954).
Akrani (2010) and Tosi and Carrol1 (1968) agreed with the result on monitoring, that one advantage of MBO is increased attention being paid to planning, developing action plans, ensuring resources are available to complete the tasks associated with the action plans, and following up the implementation of these plan. In this respect, some of the international experiences of implementing MBO in the public sector illustrated that the periodic review of the implementation of the action plan was necessary to monitor the extent to which the established objectives were being achieved: for example, the Office of the Civil Service of America, the Local Government Management in England, the University of Tennessee, Saudi Telecommunications, and the Emirates Telecommunications Corporation Limited. Therefore, it can be said that MBO might help the management and employees in the General Secretariat of the Cabinet to monitor and follow up the implementation of their plans.
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3. “The management encourages employees to revitalise self, accountability and responsibility.” This step achieved high rankings. This result could be attributed to the importance attached to revitalising self, accountability and responsibility in the General Secretariat in increasing the efficiency at work. It is also obvious from this finding that the participants believe that accountability and self- censorship will give them more confidence in their work, and will contribute to an increase in productivity. As a result, it can be said that MBO may perhaps assist the management and employees in the General Secretariat to the Cabinet to revitalise self, accountability and responsibility.
This result has been confirmed by several researchers who agreed that in MBO, employees are more self-directed than manager-directed; thus, the independent performance is expected from employees, whichrequires that management provide them with the tools they need (Drucker, 1954; Abdul Wahab, 1984; Al Madhoon, 1984; Robbins, 1984). Moreover, Al Rehaily (2009) agreed with this result, that participants believe that accountability and self-censorship will give them more confidence in themselves, as well as contributing to enhancing productivity. This finding confirmed that MBO enhances self-evaluation and encourages the identification of the duties and rights for achieving the goals. Thus, self-censorship of performance is an important principle of MBO. It is apparent from this result that the management and employees in the General Secretariat to the Cabinet confirmed that it is necessary to give opportunities to individuals to realise their potential and carefully consider the performance of their responsibilities.