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Article

Open Access

Performance Management and Development System: A Case Study of the Office of the Premier in South Africa

Author(s)

P. K. Manye, D. M. Mello

Full-Text PDF Download XML 685 Views

DOI:10.17265/1548-6591/2017.02.001

Affiliation(s)

North-West University, Mafikeng Campus, South Africa

ABSTRACT

Public institutions across the globe are confronted with the challenge of achieving more objectives with limited resources. Human resource managers and line managers have even fewer resources to incentivize performance. The limitation in resources makes performance management a difficult task. Top management has performance expectations on the one hand while employees on the other hand expect fair reviews and rewards that are commensurate to their performance from immediate supervisors and their institutions. Despite persistent challenges in the Performance Management and Development System (PMDS), the South African public service has not initiated internal surveys to establish perceptions of employees regarding the system. In such instances, the employer assumes that employees are happy or utilizes the number of grievances lodged as a benchmark for effective implementation of PMDS. This study closes the gap between what the employer thinks and the real perception of employees at operational level.

KEYWORDS

performance, assessment, management, development, South Africa

Cite this paper

Journal of US-China Public Administration, February 2017, Vol. 14, No. 2, 63-73

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