Dejene Tulu (PhD)Niftalem Mengistu Yimenu2024-04-232024-04-232024-02-20https://etd.aau.edu.et/handle/123456789/2752The case study evaluates the employee performance management system of the Commercial Bank of Ethiopia (CBE), aiming to identify challenges and assess practices, and awareness among managers and employees. Adopting descriptive research design, utilizing quantitative and qualitative research approaches via survey, both primary and secondary data were collected through structured and unstructured interviews with 34 line managers and 127 non-managerial employees. The data was analysed using descriptive statistics of mean, standard deviation, and correlation using SPSS version 26 software. The study examines six variables covering various stages of the performance management system. CBE, a major player in the banking sector with a large workforce and extensive branch network, emphasizes contemporary HR practices for strategic execution. With the assistance of an international consultant, the bank implemented the performance management system. The study recommends several areas for improvement, including Providing appropriate and timely training to staff regarding the various aspects of the performance management system. Establishing a system to track and document performance data. Encouraging and fostering a culture of coaching and feedback within the organization. Revision of metrics and performance standards to minimize subjectivity, impreciseness, and inappropriateness. giving managers and staff the tools, resources, and information they need to become more involved and take responsibility of their work. Expressing the performance management system's overall consequences in a straightforward manner. The bank can improve this system's efficacy and bring it closer to line with its strategic goals by taking care of these issues.en-USThesis