Employees’ perceived effectiveness of the performance management system at a North-West provincial government department
Orientation: The implementation of the performance management system (PMS) within a specific North-West provincial government department appears to be ineffective. Research purpose: To measure employees’ perceived effectiveness of the PMS. Motivation for the study: Employees’ experiences of employ...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
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AOSIS
2019-09-01
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| Series: | SA Journal of Human Resource Management |
| Subjects: | |
| Online Access: | https://sajhrm.co.za/index.php/sajhrm/article/view/1081 |
| _version_ | 1818139633134862336 |
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| author | Pheagane I. Modipane Petrus A. Botha Tonja Blom |
| author_facet | Pheagane I. Modipane Petrus A. Botha Tonja Blom |
| author_sort | Pheagane I. Modipane |
| collection | DOAJ |
| description | Orientation: The implementation of the performance management system (PMS) within a specific North-West provincial government department appears to be ineffective.
Research purpose: To measure employees’ perceived effectiveness of the PMS.
Motivation for the study: Employees’ experiences of employee PMSs may be different from that which it intends. The motivation for this study was to quantify employees’ perceptions of PMS effectiveness.
Research approach/design and method: The researchers used a quantitative research approach and collected data using self-administered e-mail questionnaires on a total population of 247 employees at a North-West provincial government department.
Main findings: Utilising two measurement constructs, namely, performance management accuracy and fairness, the study revealed that employees perceived the PMS as effective. However, some deficiencies were identified. The major shortcomings related to the lack of coaching provided and manager’s non-compliance with procedural, distributive and procedural justice principles. The overall mean score of the perceived accuracy was slightly above the midpoint of the range, indicating that employees perceived PMS as accurate, and were generally satisfied with the implementation of the system. However, employees perceived the PMS as unfair.
Practical/managerial implications: A perception of effective and accurate PMS does not translate into perceptions of fairness. When employees feel unfairly treated during the appraisal system, morale and performance are likely to be adversely affected. Coaching and/or training related to PMS remains imperative.
Contribution/value-add: This study contributes to the body of knowledge by quantifying the perceptions of employees regarding the factors that determine the effectiveness of PMS, namely, accuracy and fairness. It contributes towards the theory and practice regarding employees’ perceived effectiveness of the PMS. |
| first_indexed | 2024-12-11T10:31:11Z |
| format | Article |
| id | doaj.art-8b85fbc85340477ba029656e445279a8 |
| institution | Directory Open Access Journal |
| issn | 1683-7584 2071-078X |
| language | English |
| last_indexed | 2024-12-11T10:31:11Z |
| publishDate | 2019-09-01 |
| publisher | AOSIS |
| record_format | Article |
| series | SA Journal of Human Resource Management |
| spelling | doaj.art-8b85fbc85340477ba029656e445279a82022-12-22T01:10:55ZengAOSISSA Journal of Human Resource Management1683-75842071-078X2019-09-01170e1e1210.4102/sajhrm.v17i0.1081498Employees’ perceived effectiveness of the performance management system at a North-West provincial government departmentPheagane I. Modipane0Petrus A. Botha1Tonja Blom2Faculty of Economic and Management Sciences, NWU Business School, North-West University, MafikengFaculty of Economic and Management Sciences, NWU Business School, North-West University, MafikengFaculty of Economic and Management Sciences, NWU Business School, North-West University, MafikengOrientation: The implementation of the performance management system (PMS) within a specific North-West provincial government department appears to be ineffective. Research purpose: To measure employees’ perceived effectiveness of the PMS. Motivation for the study: Employees’ experiences of employee PMSs may be different from that which it intends. The motivation for this study was to quantify employees’ perceptions of PMS effectiveness. Research approach/design and method: The researchers used a quantitative research approach and collected data using self-administered e-mail questionnaires on a total population of 247 employees at a North-West provincial government department. Main findings: Utilising two measurement constructs, namely, performance management accuracy and fairness, the study revealed that employees perceived the PMS as effective. However, some deficiencies were identified. The major shortcomings related to the lack of coaching provided and manager’s non-compliance with procedural, distributive and procedural justice principles. The overall mean score of the perceived accuracy was slightly above the midpoint of the range, indicating that employees perceived PMS as accurate, and were generally satisfied with the implementation of the system. However, employees perceived the PMS as unfair. Practical/managerial implications: A perception of effective and accurate PMS does not translate into perceptions of fairness. When employees feel unfairly treated during the appraisal system, morale and performance are likely to be adversely affected. Coaching and/or training related to PMS remains imperative. Contribution/value-add: This study contributes to the body of knowledge by quantifying the perceptions of employees regarding the factors that determine the effectiveness of PMS, namely, accuracy and fairness. It contributes towards the theory and practice regarding employees’ perceived effectiveness of the PMS.https://sajhrm.co.za/index.php/sajhrm/article/view/1081accuracyfairnessfeedback and coachingjusticeperformance appraisalperformance management systemperformance management effectivenessperformance planningoutcomes |
| spellingShingle | Pheagane I. Modipane Petrus A. Botha Tonja Blom Employees’ perceived effectiveness of the performance management system at a North-West provincial government department SA Journal of Human Resource Management accuracy fairness feedback and coaching justice performance appraisal performance management system performance management effectiveness performance planning outcomes |
| title | Employees’ perceived effectiveness of the performance management system at a North-West provincial government department |
| title_full | Employees’ perceived effectiveness of the performance management system at a North-West provincial government department |
| title_fullStr | Employees’ perceived effectiveness of the performance management system at a North-West provincial government department |
| title_full_unstemmed | Employees’ perceived effectiveness of the performance management system at a North-West provincial government department |
| title_short | Employees’ perceived effectiveness of the performance management system at a North-West provincial government department |
| title_sort | employees perceived effectiveness of the performance management system at a north west provincial government department |
| topic | accuracy fairness feedback and coaching justice performance appraisal performance management system performance management effectiveness performance planning outcomes |
| url | https://sajhrm.co.za/index.php/sajhrm/article/view/1081 |
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