Mpumalanga’s performance appraisal system
Date
2012-10-04
Authors
Sibiya, June Sizwe
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Abstract
The performance management processes in the Mpumalanga Department of
Public Works, Roads and Transport are implemented in isolation from Public
Service national guiding prescripts and policy framework. The central problem
addressed in this study concerns the deviation of the Mpumalanga Department of
Public Works, Roads and Transport from national PMDS guiding prescripts and
policy framework as developed by the Department of Public Service and
Administration (DPSA) when implementing their performance appraisal system.
This study provides an overview of the discipline of performance management
with a special focus on the South African public service performance management
system. The main objective of the study is to explore the causes of the deviation
of the Mpumalanga Department of Public Works, Roads and Transport from
national guiding prescripts and policy framework on performance management.
In order to achieve this objective, literature review and data collections were
conducted, which served as the foundation on which the research was based. The
qualitative research methodology was chosen as it allows for interpretative
research and a holistic approach to the research process. Thirteen respondents
from senior, middle and junior managers, as well as employees at lower level
participated in the study. The fieldwork results identified lack of effective
leadership, failure to understand, interpret, and implement policies as some of the
reasons that caused the Department to deviate from national guiding prescripts
and policy framework when implementing their performance appraisal system.
The study recommends that in order to correct these deviations, the leadership of
the Department should consider implementing PMDS policies correctly.
Furthermore, the leadership should prevent trade unions from dictating terms on
the payment of performance bonuses to employees. The department should
engage in a change management process that will delink the money culture and
the culture of entitlement through involvement of all stakeholders to a proper
consultation, capacity building and buy-in. The study concludes that an effective
performance appraisal system needs top management’s support and proper
objective; consultation and ownership by all stakeholders
Description
MM thesis - P&DM
Keywords
Performance appraisal systems, Performance appraisals, Mpumalanga, Performance management