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An evaluation of the implementation of the performance management and development system : a case study of the Department of Home Affairs in Durban, KwaZulu-Natal.

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In government, mere traditional administration focuses on executing government tasks. However, the question of efficient and effective performance management has not been addressed, in spite of it assuming more importance today in driving the goals and objectives of organisations. As such, this study centers on the Performance Management and Development System (PMDS) in the public sector in general and in the Department of Home Affairs (DHA), in particular, to assess the effectiveness and how the system is being implemented. The qualitative research design was conducted through a case study approach underpinned by a performance management system model as a conceptual framework of the study which draws on key performance dimensions including the setting of objectives, measuring performance, feedback of performance results, reward system, as well as amendments to performance objectives and activities. The study site was DHA in the Durban offices. Data was collected through interviews and analysed through content and thematic data analysis techniques. The general view emanating from this study is that there is not enough knowledge of the PMDS even amongst senior members of management. Amongst those with enough understanding and knowledge, implementation of the system has not been effective, since there are elements of mistrust, misconceptions, and lack of interest, as the exercise is viewed by some as a mere formality which does not impact on the employee and service delivery. Overall, the study discovered that the ‘business-as-usual’ attitude pervades the DHA. Finally, the study recommends that the DHA should hire more manpower within the organization in order to ensure segregation of duties and avoid officials multitasking which makes it difficult to assess them as there are no clear boundaries of duties. It is further recommended in the study that it should be made compulsory for employees to understand and appreciate the vision, mission, as well as the strategic objective of the DHA for every period under review, in order to ensure that performance objectives set are attained. Furthermore, it is recommended that continuous training on PMDS be maintained as an organisation culture.


Masters Degree. University of KwaZulu-Natal, Durban.