Utilising performance management as a Human Resource System in a Public Sector Department

Abstract

This study was conducted to investigate the effectiveness of a performance management process, utilised as a Human Resource system, in the public sector Department within the North West Province. The literature reviewed indicated key processes that must be followed by organisations and problems that have been observed and experienced by international and national organisations when implementing a performance management system. A quantitative study was undertaken to answer the following research questions: (i) What comprises the current performance management and development system and process in the Department? (ii) Is the current utilisation of the performance management and development system and process aligned with the intended purpose stated in the performance management prescripts and guidelines? If not, what purpose does it serve and why is it not aligned to the intended purpose? (iii) What are the challenges faced by the Department when implementing the required performance management and development system? The sample of 135, derived from employees on salary level 2-12, was requested to respond voluntarily to a survey questionnaire distributed to them. The results indicate that the Department must put more emphasis on staff development and training of the performance management system and the comprehension and competence of supervisors to successfully execute their critical role in the system. It is also important for the Department to avail themselves of resources to support the enhancing of their performance and to ensure that the system is applied in a transparent and fair manner. Recommendations are made to the Department to improve the utilisation of the performance management system.