The effects of a performance management system: a case study of the South African Social Security Agency, KwaZulu-Natal, SASSA Durban district.
Mkhize, Dumisani Alexander.
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Studies have shown that employees must be involved in the whole cycle of performance management. This view draws upon Locke’s conceptualization of goal-setting theory in which employees and supervisors in a workplace should set objectives that need to be achieved during the performance cycle. Unfortunately, studies have shown that employees are not involved in the performance planning and setting of their performance targets. This study has sought to explore the effects of performance management in the South African Social security Agency (SASSA) in the Durban district. Drawing on the pragmatism philosophy, the study has employed a quantitative method approach with documentary analysis and survey methods (92 questionnaires) to elicit the views of workers on the implementation of performance management in SASSA Durban district. Through documentary analysis, this study has established that there are proper and systematic procedures for performance management. However, workers are often excluded from the planning and setting of goals. The quarterly and half yearly reviews that are meant to assess performance are rarely performed. Training needs that are identified through performance management are rarely addressed. A further analysis has revealed that the central tendency is evident when supervisors give performance scores, with most workers being given average scores and few scores being above the average, which adversely affects their motivation. These findings have critical implications for human resources managers in the public sector. The upshot of this is that there is a need to balance the tensions between time constraints and proper performance management by involving workers in the whole cycle of performance management.