A Performance Management and Development System has become the main focus for
many organisations in the Public Service. Organisations are always looking for strategies
to effectively enhance the performance of their employees in order to improve the
organisational performance. However, despite all these efforts the implementation of the
System is still marred by many challenges and as a result it is perceived by many
employees as ineffective and inefficient. The focus of this study is, therefore, to identify the
different perceptions of employees regarding the System and to investigate the underlying
factors influencing the employees’ perceptions regarding Performance Management and
Development System at the Matlosana Service Point, DSDWCPD.
A triangulation research approach encompassing qualitative and quantitative analysis was
employed in this study. The primary data were obtained from a semi-structured
questionnaire completed by 50 respondents. Secondary data were drawn from the
departmental reports, business plans, performance agreements and other official
documents from the North-West University library. The respondents for the questionnaire
were sampled utilising the purposive sampling within the non-probability category of
samples. The sample comprised social workers, social auxiliary workers, community
development practitioners and human resource officers. The sample was purposively
sampled due to the fact that the sample frame that was needed for this study included
people who were aware of the Performance Management and Development System; were
regarded as experienced in the subject matter and who could provide useful information.
The data from the questionnaire were analysed by means of conceptual (thematic)
analysis, every statement that was relevant to the research questions was created; and
meanings were also attached to the categories.
The findings of the study show that the employees perceive implementation of the
Performance Management and Development System as not complying with the
legislation. The implementation of the Performance Management and Development
System is not effective and efficient in the Matlosana Service Point. The findings also
revealed that the need for training in the System is undisputed as employees felt that the
training that they received is not adequate and failed to address their needs. The
respondents also felt that the assessments were not properly implemented hence they
perceive the System as biased, unfair and subjective and also felt that the assessments
were implemented just for compliance purposes. The findings of the study also highlighted
the importance of effective communication and feedback in the entire process and in
integrating the components of the Performance Management and Development System
leading to poor supervision and monitoring of employees’ performance. All these factors
revealed a correlation between the negative perceptions of the employees and the
Performance Management and Development System in the Matlosana Service point. The
study concludes by providing recommendations on a systematic training strategy for
changing employees’ perceptions regarding the Performance Management and
Development System in order to ensure a common understanding and consistent
implementation of the Performance Management and Development System. / M Development and Management, North-West University, Potchefstroom Campus, 2015
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:nwu/oai:dspace.nwu.ac.za:10394/15360 |
| Date | January 2014 |
| Creators | Legalatladi, Ntswaki Meshotlo Victoria |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
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