Effectiveness of the performance management and development system at the South African Social Security Agency.
Effectiveness of the Performance Management and Development System at the South African Social Security Agency The South African Social Security Agency (SASSA) was established in 2005 primarily for the administration and payment of social assistance to citizens. Although the performance management and development system (PMDS) aims to harne ss individual and team performance towards realisation of the strategic objectives of SASSA in order to provide a world class Social Security service, questions have been raised about whether this mandate is being met. The overall performance of SASSA employees in registering, administering and paying social grants is controversial. The quality of service delivery suggests that employee performance may not be in alignment with the organisation' s strategy, vision and values. This study therefore explores the effectiveness of the PMDS at SASSA by examining the relationship between employee buy-in and PMDS implementation. The overarching research question is: How can the relationship between PMDS buy-in and system implementation enhances effectiveness of the performance management system at SASSA? The hypothesis is: the greater the employee buy-in to the PMDS, the more effective PMDS implementation. This applied research study has a mixed-methods design underpinned by a pragmatist worldview. The hypothesis is confirmed. Conclusions are drawn and recommendations made for public sector organisations seeking to render effective performance management development systems with the aim of improving service delivery to South African citizens. Findings from across district and local offices and targeted employee ranks further reveal a statistically significant relationship between employee buy-in and information provided orally and in writing to employees. It was established that efficiencies of human resources programmes are improved when employees buy-in to the concept of PMDS.
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