Employees’ perceptions of the performance management system at a selected public sector institution in KwaZulu-Natal

Abstract

The Performance Management System (PMS) was introduced into the South African public services sector with the intention of monitoring, reviewing and assessing performance, developing underperformers and recognising and rewarding good performance. This study was undertaken to assess employees’ perceptions of PMS on the management of their performance. The research was qualitative and a case study approach was followed. The study used a non-probability sampling design known as purposive sampling. Purposive sampling was used because the researcher wanted to obtain information from specific members of the population who could provide the desired information. Data were collected from a total of 72 participants through semi-structured interviews conducted with ten ordinary workers and 62 in depth questionnaires were distributed to participants comprising eight Shop Stewards from each of the four Trade Unions, three Directors, ten Deputy Directors (DDs) and 17 Assistant Directors (ASDs). Findings revealed that PMS methods may differ across various countries. However, the practices that are deemed effective for PMS are shared and so similarities between countries were noted. For the primary study, a significant discovery revealed that the PMS was being implemented to a certain extent; however, there exist major gaps and flaws in its implementation that threaten its usefulness within the Department. It was evident that the perception exists that the system is unfairly and poorly implemented. This, consequently, impacts negatively on employees’ motivation, commitment, team collaboration, employee-supervisor relationships and performance. The study found that effective performance management could result in employee motivation, improved job performance, satisfaction and commitment. The reviewed data also revealed that PMS could be more effective if employees were involved in the process. The importance of training supervisors and all other stakeholders involved in the performance management process was also acknowledged. Despite flaws, most respondents considered the performance management system to be a useful tool for enhanced employee performance. The study offers informed recommendations on the need to train managers in managing the performance management process and systems and concludes with suggestions for future research