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摘要：社区发展部门、文化部门和性别部门是人力资源部门的基本部门，负责员工的绩效管理、培训和其他功能，保证部门遵守各种规章制度。本文作为一篇英国留学生论文，通过国家社区发展的特点，探索其发展的前景和社会中的作用。 1.2.1人力资源的使命声明 “社区发展、文化和性别事务的人力资源部门关注人力资源与战略目标、经营计划，目的是为了提高企业绩效，发展促进创新和灵活性的组织文化。”

This chapter analyses and interprets data and further demonstrates the effectiveness of performance management system in MCDCGA based on the theory amassed from the literature review, best practice and the environment within which the Ministry exists. The environment is emphasised because MCDCGA is a crucial agency of the public sector and is governed by constraints within that particular industry. Therefore, to be effective and efficient in this environment, performance in terms of service delivery should be at the centre of the daily activities of the Ministry.

4.1 DISTRIBUTION OF QUESTIONNAIRES AND ANALYSIS OF DATA

A questionnaire as shown in Appendix was used as a data-gathering instrument. It consisted of twenty-seven (27) statements using the 4-point likert scale. This instrument was only distributed to the main Head Office of MCDCGA. The other supporting divisions of the Ministry was left out because of difficulties in reaching their geographical locations and because the focus of attention was to test the performance of persons directly related to the performance of the main Ministry and not the sub-divisions who have responsibility for the performances of their own divisions.

The data collected was analysed based on the 5 specific group headings which seek to address the key elements of the objectives of this research. The responses based on each grouping were measured against theory and best practice to identify the effectiveness of the PMS under the different headings.

4.1.1 Overall Responses from Questionnaires

Out of a Total of ninety questionnaires distributed, all were completed and returned. Therefore, although there was a response rate of 100% of the sample size, the responses actually represents 45% of the total population. The percentages hereon represent the percentage of the total population to give a fair judgement of the views of the entire Ministry.

This section of the questionnaire responded to dimensions such as:

Gender

Age

Length of service in MCDCGA

In terms of this section, the respondents' gender profile consisted of 27% male and 73% female whose length of services range between one and 30 years. The responses were mainly from mature employees and consisted of 100 % between the ages of 20 and under to 60 and over.

4.2.1 Deductions

It is important to note that whatever conclusions this study will make later will be the views of a more mature cross-section of the ministry with a fairly long service record and adequately represented by females whose views has a history of oppression.

4.3 ASSESSMENT OF EMPLOYEE DEVELOPMENT

The dimensions assessed in this regard were the need for:

A system which is essential to the development of the employees

Feedback on performance and ways to improve performance

Necessary tools and equipment needed to perform effectively

Motivation to perform

Praise and recognition as rewards for good performances

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