Determining employee perceptions towards performance management and development: a case study

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Peer-Reviewed Research
  • SDG 8
  • Abstract:

    Performance management and development, particularly in public organisations, have become a bone of contention between managers and employees. The reality is that, without the effective and efficient management and development of employees, public organisations will not be able to achieve their mandate of delivering quality services to the public. The significance of enhancing the performance of human resources in organisations is the central theoretical argument for this article, as a competent and committed workforce can contribute to the achievement of organisational objectives. On the basis of this theoretical assumption, the need for employees to adopt a positive perception towards the Performance Management and Development System (PMDS) is imperative. The article endeavours to determine the nature of employee perceptions towards the PMDS, specifically as it relates to the implementation by the North West Department of Social Development, Women, Children, and People with Disabilities (DSDWCPD) with particular emphasis on the Matlosana Service Point as a case study. The argument put forth by the article is that the lack of shared understanding amongst managers and employees regarding the purpose, process and value of the PMDS contributes to the negative employee perceptions. The article uses a mixed method approach with a case study design for in-depth understanding and analysis. Data was collected through a document review supported by a semi-structured questionnaire. Purposive sampling was used and participants from all salary levels were included in the research. The article concludes by recommending a systematic training strategy as synthesis towards addressing the negative perceptions employees have towards the manner in which the PMDS is implemented.