An exploration of management perception of performance management systems at the ray Nkonyeni local municipality.

Abstract

The aim of this study was to explore management perception of performance management systems at the Ray Nkonyeni Local Municipality (RNM). In this regard, this was to recommend strategies that can help to improve performance management system (PMS) for the ultimate benefit of the organisation, its employees and residents.This research was motivated by the need to explore how management perceive performance management system as a tool that influences service delivery at RNM. A qualitative research methodology was used in this study. Purposive sampling was adopted to select a sample of eight (8) managerial employees out of a target population of eighteen (18) to participate in the research. Semi-structured interviews with these managers were used to collect data. Data was transcribed and analysed using thematic data analysis technique. The major finding of the research reveal that there is a positive perception among Heads of Department (HoDs), managers and the Municipal Manager of RNM pertaining to the effectiveness of PMS in enhancing service delivery. It is perceived that the PMS has resulted in setting performance objectives and targets that are closely connected with the delivery of services to the municipality’s residents in line with Integrated Development Plan (IDP) and Service Delivery and Budget Implementation Plan (SDBIP). Furthermore, annual and quarterly review of performance; measurement and verification of performance; feedback; and remedial action were perceived as positive aspects of the PMS at RNM. Failure to take qualitative aspects of performance measurement as well as disregard for the importance of self-employee evaluation and peer review performance evaluation were perceived as negative aspects of the PMS. Furthermore, PMS was also not cascaded to operational employees. In the light of the above, the study makes three key recommendations, namely the (1) incorporation of qualitative aspects into the PMS, (2) extending the PMS to include the evaluation of performance by operational employee, and (3) inclusion of employee self-evaluation and peer review performance evaluation to strengthen the effectiveness of the existing PMS at RNM.