Diissertation StevensMalekaFinalexamined 20february2014

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Critical Assessment of the Effectiveness of Performance Management System of

the Department of Communications
Thesis · February 2014

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Management College of Southern Africa

the Department of Communications (DOC)
Mahlomola Stevens Maleka
MBA
2014
the Department of Communications (Doc)
by
Dissertation submitted in partial fulfilment of the
requirements for the degree of
Master of Business Administration
In the
Department of Business Studies

Management College of Southern Africa (MANCOSA)
Supervisor: Shamila Singh
2014
I
DECLARATION
I, Mahlomola Stevens Maleka, do hereby declare that this dissertation is the result of
my own investigation and research and that it has not been submitted in part or full for
any other degree or any other University.
21 February 2014
------------------------------- -------------------------
Signature Date
II
ACKNOWLEDGEMENTS
First of all, I would like to thank the Lord for providing me with the opportunity to
successfully complete my Masters Degree, and for all the strength, encouragement and
perseverance that He has bestowed upon me during this period.
I would like to acknowledge and thank the following persons who have assisted me in
making this research possible:
 My research supervisor Shamila Singh, for her invaluable assistance, guidance,

encouragement in this study and inspiration in getting me to the end of this
journey;
 My dear wife, Daphney Maleka, my daughter, Lesedi Maleka and my son,

Letlhogonolo Maleka, for their constant interest, motivation and encouragement
during my studies;
 My colleague, Farhad Osman for all his contribution, constantly motivating me to

become the best that I could be, and always believing in me, especially during
the final stages of my studies;
 The rest of my family and friends for all the support and encouragement, more
especially my grandmother, Francinah and my mother, Esther for their moral
support, who gave me the courage to finish my dissertation; and
 The staff at the Department of Communications for never failing to assist me

during my research.
III
ABSTRACT
The research study was based on critically assessing the effectiveness of the
performance management systems in Department of Communications (DoC). The study
focuses effectiveness of the performance management systems (PMS) and its
alignment with organisational goals. The PMS is a distinctive and a fundamental part of
human resource management within the organisation. The objectives of the study were
to identify the strengths and weaknesses of the current PMS; Identify and explore the
staff attitude and perception on performance management in the DoC; Identify causes
of resistance and stumbling blocks for the implementation of the performance appraisal
system; determine the extent to which the DoC PMS conforms with contemporary
models of performance management; and recommend options in order to improve the
performance management system within the DoC.
The effective implementation of the system requires the involvement and commitment of
both the employees and the managers. The outcome of a well-designed PMS should be
to channel and motivate employees to concentrate their energies on value-added
performance. The extent to which an organisation achieves this outcome depends upon
the design and structure of its PMS.
This research adopted a descriptive and inferential research design where the 80
selected staff of the DoC participated in the research from the total staff component of
200 employees. The findings of the study and the conclusions by the researcher is that
although certain element of the PMS within the DoC can be perceived as being
effective, however there are issues which still need to be addressed such as to
communicate with employees and clearly defining the purpose of the PMS, commitment
of senior managers and addressing the staff attitudes and perceptions, as staff attitude
and negative perception by employees can have detrimental consequences to the
organisation and positive perception can improve the organisation and commitment of
employees towards organisational performance.
Keywords: Performance management, Performance Management System,

Performance Appraisal, Performance Management Process, Effectiveness,
Improvement, Evaluation, Department of Communications.
IV
LIST OF ACCRONYMS
DoC Department of Communications

DPSA Department of Public Service and Administration
EPMDS Employee Performance Management and Development System
ICT Information and Communications Technology
MBO Management by Objectives
NTR National Treasury Regulations
PA Performance Appraisal
PAS Performance Appraisal System
PFMA Public Finance Management Act
PM Performance Management
PMDS Performance Management Development System
PMS Performance Management System
PSCBC Public Service Coordinating Bargaining Council
SMART Specific, Measurable, Achievable, Realistic, and Time-Specific
V
TABLE OF CONTENTS
TITLE PAGE………………………………………………………………………………………………I
DECLARATION ............................................................................................................... II
ACKNOWLEDGEMENTS .............................................................................................. III
ABSTRACT .................................................................................................................... IV
LIST OF ACCRONYMS .................................................................................................. V
TABLE OF CONTENTS ................................................................................................. VI
LIST OF FIGURES ......................................................................................................... IX
LIST OF TABLES ............................................................................................................ X
CHAPTER 1: INTRODUCTION ...................................................................................... 1
1.1. Introduction ........................................................................................................... 1
1.2. Research Context: Background ............................................................................ 2
1.3. Research Problem ................................................................................................ 4
1.4. Aim of the Study ................................................................................................... 5
1.5. Research Objectives............................................................................................. 5
The study seeks to fulfill the following objectives: ........................................................... 5
1.6. Research Questions ............................................................................................. 6
1.7. Significance of the Study ...................................................................................... 6
1.8. Format of the Study .............................................................................................. 7
1.9. Conclusion ............................................................................................................ 8
CHAPTER 2: LITERATURE REVIEW ............................................................................. 9
2.1. Introduction ........................................................................................................... 9
2.2. Performance Management ................................................................................... 9
2.3. Performance Management in Public Service ...................................................... 13
2.4. Regulatory Framework for the Performance Management System in the
Department of Communications ......................................................................... 14
2.5. Performance Management Process ................................................................... 18
2.6. Advantages and Disadvantages of Performance Management System ............. 23
VI
2.7. Integrated Performance Management Systems.................................................. 27
2.8. Performance Appraisal ....................................................................................... 33
2.9. Purpose of Performance Appraisal ..................................................................... 35
2.10. Benefits of Performance Appraisal ..................................................................... 37
2.11. Factors Affecting Effective Performance Appraisal System ................................ 39
2.12. Problems Associated with the Implementation of the Performance Appraisal
System. ............................................................................................................... 47
2.13. Effect of Performance Appraisal on Employee’s Attitude .................................... 48
2.14. Approaches to Performance Appraisal ............................................................... 50
2.15. Conclusion .......................................................................................................... 55
CHAPTER 3 RESEARCH METHODOLOGY ................................................................ 56
3.1. Introduction ......................................................................................................... 56
3.2. Rationale for the Methodology ............................................................................ 56
3.3. Research Design ................................................................................................ 56
3.4. Research Population and Sampling.................................................................... 57
3.5. Questionnaire Construction ................................................................................ 58
3.6. Documentary Analysis ........................................................................................ 59
3.7. Data Collecting Methods ..................................................................................... 59
3.8. Administration of the Questionnaire .................................................................... 61
3.9. Statistical Technique........................................................................................... 61
3.10. Reliability ............................................................................................................ 62
3.11. Validity ................................................................................................................ 62
3.12. Data Analysis ...................................................................................................... 63
3.13. Limitation of the Study ........................................................................................ 63
3.14. Ethical Considerations ........................................................................................ 63
3.15. Conclusion .......................................................................................................... 64
CHAPTER 4: RESULTS, DISCUSSIONS AND INTERPRETATION OF FINDINGS ... 65
4.1. Introduction ......................................................................................................... 65
VII
4.2. The Sample ........................................................................................................ 65
4.3. Research Instrument .......................................................................................... 69
4.4. General Aspects of the Performance Management System ............................... 73
4.5. Performance Management System Aspects ....................................................... 74
4.6. Implementation Aspects ..................................................................................... 82
4.7. Performance Planning Aspects........................................................................... 84
4.8. Performance Improvement Aspects.................................................................... 86
4.9. Periodic Reviews Aspects .................................................................................. 89
4.10. Annual Review Aspects ...................................................................................... 93
4.11. Rewards and Recognition Aspects ..................................................................... 96
4.12. Staff Attitude and Perceptions ............................................................................ 98
4.13. Assessment of Potential Interventions .............................................................. 101
4.14. Conclusion ........................................................................................................ 103
CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS ..................................... 104
5.1. Introduction ....................................................................................................... 104
5.2. Findings from the Study .................................................................................... 104
5.3. Conclusion of the Study .................................................................................... 107
5.4. Recommendations ............................................................................................ 107
5.5. Areas for Further Research .............................................................................. 112
5.6. Conclusion. ....................................................................................................... 113
BIBLIOGRAPHY ......................................................................................................... 114
APPENDICES ............................................................................................................. 125
Appendix A: Covering Letter ....................................................................................... 125
To: Department of Communications Staff .................................................................. 125
Appendix B: Approval Letter ........................................................................................ 126
Appendix C:Questionnaire .......................................................................................... 127
Appendix C: DoC Performance Management Policy ................................................... 131
VIII
LIST OF FIGURES
Figure 2.1: Defining Performance Management ............................................................ 11
Figure 2.2: The Performance Management System…………………………………….…18
Figure 2.3: Performance Comparison ........................................................................... 21
Figure 2.4: Vroom’s theory of Expectancy..................................................................... 23
Figure 2.5: Reinforcement Theory of Motivation ........................................................... 25
Figure 2.6: Integrated Performance Management Systems .......................................... 28
Figure 2.7: Balance Scorecard ...................................................................................... 53
Figure 4.1: Respondents Working Experience...............................................................65
Figure 4.2: Respondents Age.........................................................................................66
Figure 4.3: Respondents Highest Qualification……………………………………………67
Figure 4.4: Respondents Sex………………………………………………………………..68
Figure 4.5: Category of Positions .................................................................................. 68
Figure 4.6. DoC Performance Management Interventions………………………………102
IX
LIST OF TABLES
Table 3.1: A guide for sampling……………………………………………………………..58

Table 4.1: General Aspects…………………..………………………………………….......73
Table 4.2: Performance Management System.……………………………………………75
Table 4.3: Implementation Aspects………………………………………………………….82
Table 4.4: Performance Planning Aspects………………………………………………….84
Table 4.5: Performance Improvement Aspects.……………………………………………87
Table 4.6: Periodic Reviews Aspects…..……………………………………………………89
Table 4.7: Annual Reviews Aspects…………………………………………………………93
Table 4.7: Rewards and Recognition………………………………………………………..96
Table 4.8: Staff Attitude and Perception…………………………………………………….99
X
CHAPTER 1: INTRODUCTION
1.1. Introduction
“The pretension is nothing; the performance everything. A good apple is better than an
insipid peach.” (Leigh Hunt 1784-1859, English poet and essayist”)
The reason why the above mentioned quote is so applicable to each and every
organisation is that all organisations need effective performance management in order
to achieve their goals and objectives. Although this quote dates more than hundred
years back, it is still valid even today. Without oversimplifying the matter, the greatest
challenge to most of the organisation is the performance management. In this regard,
performance management systems are amongst the most important human resource
practices and also continue to be a subject of interest and importance to human
resources specialist. Performance is a true litmus test for survival in the marketplace.
High performing employees contribute superior performance, giving the organisations
they work for a competitive advantage and their extra effort differentiates great
organisations from merely good ones (Oberoi and Rajgarhia, 2013:02).
According to Van der Waldt (2004:39) Performance Management (PM) is defined as an

approach to management which harnesses the endeavours of individual managers and
workers towards an organisation’s strategic goals. It defines goals and outputs needed
to achieve those goals, it gains the commitment of individuals and teams to achieve
those output and monitors outcomes. PM is a continuous process of identifying,
measuring, and developing the performance of individuals and teams and aligning
performance with the strategic goals of the organisation (Aguinis, 2013:2). All
stakeholders in an organisation should take a responsibility for the success of their
organisation. Managing performance of employee does not affect the individual
employee only but affect the performance of the entire organisation. When employees
are provide with the clear strategic direction and support in an organisation their
determination and confidence and motivation will increase.
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According to Ochurub, Bussin and Goosen (2012) and other researchers argues that a
PMS improves service delivery through a culture of performance dialogue, improves
performance against specific organisational goals, improves employees’ understanding
of the link between performance and organisational goals and leads to positive behavior
to achieve them (Armstrong, 2006; DeCenzo & Robbins, 2005; Dixon, 2004; Hale 2004;
Poister, 2003).
It is therefore important that research be conducted on the effectiveness of the PMS in

the Department of Communications (DoC) and so as to obtain an understanding of the
employee experiences and perceptions of PM and appraisal system.
The performance appraisal is part of the PMS and should be seen as a joint process
which is intended to identify common goals that are linked to the organisation and must
involve both the employee and the supervisor. Furthermore, it should not be seen as the
sole responsibility of management but also utilised by the employees as a tool to
discover self development needs. The main focus of this study is to critically assess the
effectiveness of the PMS of the DoC from the perspective of the employees and with
specific focus on its effectiveness towards improving staff performance, in so doing
identify and appreciate the value of the PMS.
1.2. Research Context: Background
The DoC is a policy-making department within the Information and Communications

Technology (ICT) Sector and their mandate is to create a favourable ICT environment
that ensures South Africa has the capacity to advance its socio-economic development
goals, support the renewal of Africa and contribute to building a better world.
PMS in the DoC is conducted as a matter of compliance and is aligned to the directive
from the Department of Public Service Administration (DPSA) and as dictated by
relevant government directives. The concept of the PMS has become an almost
universally accepted in government institutions and it is increasingly important that
organisational leaders more than ever need to improve their managerial and
supervisory skills in such areas as creating performance standards, getting employee’s
2|P a g e
more committed to performance standards and conducting their semester and annual
performance appraisal meetings.
The PMS system is a distinctive and a fundamental part of human resource

management within the organisation. PM is the process through which managers
ensure that employee' activities and outputs contribute to the organisation's goals.
According to Aguinis: (2013: 15) there are six main purposes of the performance
management system which are the strategic, administrative, developmental,
informational, organisational maintenance and documentational. The strategic purposes
help the organisation to achieve its business objectives. The administrative purposes
help in the ways in which the organisation uses the system to provide information for
day-to-day decisions about salary, benefits, and recognition programmes. The
developmental purposes serve as a basis for developing employees' knowledge and
skills Informational purpose serve as an important communication device.
Organisational purpose provides information to use in workforce planning.
Documentational purpose allows organisations to collect useful information that can be
used for several documentation purposes (Aguinis, 2013:16).
It has been observed that in the DoC, the rewarding of individual employees for their
performance cannot be equated to that of the departmental goals in general. Therefore,
there is an unequal practice within the PMS raising alarms in terms of the accuracy of
the assessment of the employees. Furthermore, the budget spent by the department on
rewarding the employees for performance cannot be equated or linked to the overall
performance of the department.
Tziner, Joanis, and Murphy (2000:176) also indicate that organisations generally use
PA for two broad purposes. Firstly performance appraisals are used in administrative
decisions such as promotions, salary allocations, and assignments. Secondly, PA are
used as a tool for employee development processes such as offering feedback,
critiquing performance, and setting goals for improvement. Clearly, PA is an integral
part of the PM which is used for the assessment of employees.
3|P a g e
However the problem is that while the organisations have established their performance
management system for employees they fail or find it difficult to evaluate whether their
PMS is accomplishing their organisational desired outcomes.
This study focused on the assessment of the effectiveness of PMS of the DoC.
1.3. Research Problem

The PMS improves the quality of management in an organisation, but fails to promote
satisfaction to the employees in a broader context and this result in failures
overshadowing the achievements. PA evokes immediate and sometimes negative
response from the managers and employees in the appraisal process of the
organisational life (Longernecker: 1997). Yet, every manager recognises that, like it or
not, PMS are here to stay. Sogra et al. (2009:43) put forward an argument that politics
has its stake in most organisations appraisal process and only the deliberate effort of
manager and those partaking in training employees on appraisal techniques to make
the performance appraisal process effective.
An area of significant concern is the DoC PMS. Firstly, it appears that the evaluation of
employee performance is an omnipresent process that occurs both formally and
informally, irrespective of existence of a PMS. Secondly PM has had a controversial
history within the DoC. It is believed by most DoC employees that PMS assumes an
incorrect degree of measurement accuracy, can create conflict between employee
evaluations and counseling, and provokes dysfunctional conflict and competition.
Central to the importance of the present study is the promotion of equitable allocation of
ratings by managers in the PA process. The motivation for embarking on the present
study is to improve the quality of the application of the PMS thereby enhancing peoples’
perceptions of fairness of the PA system. The DoC PA system provides for bi-annual
reviews of employee performance and is thus a guide towards improved performance
and the performances rating judgments at cycle end.
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The PMS create stress on the managers because they know that they must evaluate
their employees realistically, of which some of the managers are not ready to do this.
They want to be seen as having to keep a good relationship with their employees at the
expense of performance. PA provides a way to measure skills and achievements. It
helps to identify the strengths and areas for improvement in order to design a
comprehensive development plan. Therefore, in cases where the managers rated the
employees poorly they will withhold the raise, which will affect negatively the employees'
performance in particular and the department’s performance in general (Redman &
Wilkinson, 2009:178).
1.4. Aim of the Study
The aim of the study is to critically assess the effectiveness of the Performance
Management System of the Department of Communications (DoC).
1.5. Research Objectives
The study seeks to fulfill the following objectives:
 to identify the strengths and weaknesses of the current performance

management system;
 to identify and explore the staff attitude and perception on performance
management in the Department of Communications;
 to identify causes of resistance and stumbling blocks for the implementation of
the performance appraisal system;
 to determine the extent to which the DoC performance management system
conforms with contemporary models of performance management; and
 to recommend options in order to improve the performance management system
within the DoC.
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1.6. Research Questions
In light of the above research objectives, a question emerges pertaining as to why the
DoC conducts formal performance appraisal and bearing in mind the lack of research in
the DoC regarding the PMS and the problems associated with fairness in performance
appraisals, the aim of the present study is to answer the following questions:
 What are the strengths and the weaknesses of the performance management
system?
 What is the DoC staff attitudes and perception towards the performance
management system
 What are the identified stumbling blocks and problems for the implementation of
the performance management system of DoC?
 What is the relationship between DoC’s performance management system and
the best practices?
 What recommendations can be made to improve implementation of the
performance management system of DoC?
1.7. Significance of the Study
Work performance in many organisations is determined by performance appraisal. The

implementations of the PMS on employee work performance and subsequently the
derived feedback from the process have recently derived attention from both
researchers and the management of many organisations. The effectiveness of the
performance management system may be a challenge and if not properly applied, the
knowledge and skill of gaining the trust of employees as well as getting the appropriate
feedback will be seriously lacking.
There have been no previous studies that have been conducted in the DoC with regards
to the effectiveness of their performance management system. This research is
important to determine the effectiveness of the DoC’s PMS and it would also give an
indication with regards to whether or not the system does contribute to the attainment of
the overall organisational objective or not. Only after the research, the recommendation
6|P a g e
could be provided and ascertain the effectiveness of the DoC’s performance
management and this would then benefit the employees and the management of the
department.
Employees and managers will gain from this research as they would learn how to have
an effective system, implement the performance appraisal on employees’ work
performance and subsequently contribute toward attaining the objective of the
department.
1.8. Format of the Study
The following chapter outlines will act as a guide to the content of the different chapters
in the dissertation. A broad overview is provided here as follows:
Chapter 1- Introduction
This chapter presented a summary of the entire project - introduction. It identifies the
areas of research, splits the project down into a sequence of objectives for the research
and links this to the background of the organisation that is to be researched in depth.
Chapter 2 - Literature Review
This section reviews literature related to the research purposes. Literature will be
reviewed on the topic of organisational performance management as well as related
topics also providing definitions and explanation of performance management. The
literature will further cascade down in looking at the performance appraisal system and
it related topics.
Chapter 3 - Research Methodology
This section explains the research methodology that will be employed to collect the
primary data. It will sketch the research model selected, put out the research strategy,
and also give explanation for the selection of the methodology. Ethical challenges will
also be discussed in this Chapter.
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Chapter 4 - Results, Discussions and Interpretation of Findings
This section will put forward the findings of the research, due to the diverse ways used
to research the issue, some of the findings will be shown in text, and some will be
displayed in tables. Furthermore this section outlines conclusions on the subject of the
research objectives through connecting the research finding and, based on conclusion
advises and offers suggestions for the performance management system.
Chapter 5 - Conclusions and Recommendations
This section provides the conclusions and gives recommendations of the study for the
effective implementation of the performance management system in the DoC and also
indicates areas of for further studies.
1.9. Conclusion
This chapter has covered the background to the problem which includes a brief outline
of the DoC situation regarding the PM and appraisal system. This chapter also depicts
the problem statement, research questions and followed by the objective and the
proposed value of the study. The study focuses on the critical assessment of the
effectiveness of performance management system of the DoC.
The next chapter provides the literature review to ascertain the current knowledge of the
subject and to advance the research questions.
8|P a g e
CHAPTER 2: LITERATURE REVIEW
2.1. Introduction
Performance Management (PM) is the daily management of the employees in terms of

achieving the goals of the organisation. In the Public Service a PM programme should
also be viewed as a process that documents the goals and objectives of each
employee, with a review process mechanism. A good PMS should be able represent
that each employee will have goals and measures that they are directly linked to the
organisation’s strategy (Stiffler, 2006: 71). The process should start by taking the
strategy of the organisation and cascade the objectives down to the branches of the
department and should also be linked to that of the individual employees through their
performance agreements which will facilitate the goal alignment process. As a result
everyone in the organisations will be directed towards the same goal which must be
achieved.
In chapter 2 the author will review and provide the definitions of PM in relation to the
different definitions of various researchers or authors. The chapter will look at the PMS
and highlight the legislative framework of the PM in public service. The advantages and
disadvantages of PM are highlighted and the components of an effective PMS. The
recommendations from a research by Saravanja (2010: 257) for the integrated
performance management in the public service are also discussed in this chapter.
The purpose and benefits of PA, factors affecting the effective performance system and
problems associated with the implementation of performance management system are
discussed. The effect of PA on staff’s attitude and perception on PA are discussed.
2.2. Performance Management

Pretorius and Ngwenya (2008:146 ) defines PM as a process for establishing a shared
understanding about what is to be achieved and how it is to be achieved and an
approach to managing people to increase success, it is a closed loop control system
which arranges policy and strategy and gains feedback in order to manage the
9|P a g e
performance of the system. PM is a multifaceted field of study. Public Sector
performance is influenced by a countless factors such as staff motivation, efficiency and
effectiveness, value for money, equity, quality, accessibility, integrity and funding.
Therefore, there is great significance in exploring key concepts and processes and
understanding the basics of PM and it is a process that brings together many people
management practices including learning and development. It is a process which
contributes to the effective management of individuals and teams in order to achieve
improved levels of individual and organisational performance and development (DPSA’s
Guide on Employee Performance Management and Development System: 2007). PM is
about establishing a culture where individuals and teams take responsibility for
continuous improvement of service delivery and of their own skills, behaviour and
contributions. It is therefore a strategic process, long term in nature, aimed at the
development of an appropriate culture linking people management, service issues and
long term goals. It is not a once off quick fix process.
According to Weiss and Hartle (1997) cited in Buchner (2007:61) PM is “A process for
establishing a shared understanding about what is to be achieved and how it is to be
achieved and an approach to managing people that increases the probability of
achieving success”
PM is a tool to ensure effective management which results in individuals and teams

knowing and understanding what is expected of them, having the skills and ability to
deliver on these expectations, that are supported by the organisation in developing the
capacity to meet these expectations, that are given feedback on their performance and
having the opportunity to discuss and contribute to individual and team aims and
objectives (Weiss and Hartle (1997) cited in Buchner (2007:62).
Du Toit, Knipe, van Niekerk, Van der Waldt, and Doyle (2002:187) state that
performance management is about managing systems which translate strategic goals
into individual performance terms through human resource management. Hence
Fletcher (2001: 473) defines performance management as “an approach to creating a
shared vision of the purpose and aims of the organisation, helping each individual
employee understand and recognise their part in contributing to them, and in so doing
10 | P a g e
manage and enhance the performance of both the individual and the organisation”. The
emphasis is on the shared vision and achieving the organisational objective. PM acts as
an agent in converting the potential into performance by removing the intermediate
barriers as well as motivating the human resource (Kandula, 2006:5).
The diagram below represents a summarised depiction of the PM definitions which most
of the authors cited in this literature review, the depiction also support some of their
definitions as indicated below.
Figure 2.1: Defining Performance Management
DEFINING PERFORMANCE MANAGEMENT
Business Context Workforce Performance Driving Business

Requirement Management Results through
Strategy & Design People
What are we What capabilities What approach

Critical Questions
What
trying to do we need to be should we use to approach(es)
accomplish as a successful today measure should we use to
business/ and in the Performance to reinforce the
organisation future? determine if “right”
and how are we people are performance
going to get demonstrating results
there? the “right” from employees?
capabilities?
 Critical roles  Pay-for

 Vision and  Performance
Key Characteristics
mission  Knowledge planning and

performance
 Skills  Succession
 Strategy criteria
 Short-term and  Competencies,  Performance
planning and
both behavioral career
long-term feedback
and technical movement
business  Performance
 Learning and
planning evaluation
development
opportunities
Source: Machado (2011).

Lawler (2003:397) also state that performance management involves managing
employee efforts, based on measured performance outcomes. Therefore, determining
what constitutes good performance and how the different aspects of high performance
can be measured is critical to the design of an effective performance management
process. And performance management effectiveness increases when there is ongoing
feedback, behavior-based measures are used and preset goals and trained raters are
11 | P a g e
employed. The performance management must be in line with the company’s or
organisation’s long term policies (Kandula, 2006:5).
Armstrong as cited in Woods (2003:98) defines PM as a “strategic and integrated

approach to delivering sustainable success to organisations by improving the
performance of the people who work in them and by developing the capabilities of
teams and individual contributions”.
DeNisi and Kluger (2000:14) describes PM as a continuous process of identifying,

measuring and developing performance in organisations by linking each individual’s
performance and objectives to the organisation’s overall mission and goals. Aguinis
(2005:2) also defines PM as a continuous process of identifying, measuring and
developing performance in organisations by linking each individual’s performance and
objectives to the organisation’s overall mission and goals.
Aguinis (2013:2) consider each of the definition’s two main components as follows:
Continuous process- PM is ongoing. It involves a never-ending process of setting

goals and objectives, observing performance, and giving and receiving ongoing
coaching and feedback.
Link to mission and goals- PM requires that managers ensure that employees’
activities and outputs are congruent with the organisation’s goals and, consequently,
help the organisation gain a competitive business advantage. PM therefore, creates a
direct link between employee performance and organisational goals, and makes the
employees’ contribution to the organisation explicit.
Aguinis (2005:2) further argues that many organisations have what is labeled a
‘performance management’ system. However, a clear distinction should be made must
between PM and PA. A system that involves employee evaluations once a year, without
an ongoing effort to provide feedback and coaching so that performance can be
improved, is not a true PMS. Instead, this is only a PA system. Although PA (i.e., the
systematic description of an employee’s strengths and weaknesses) is an important
component of performance management, it is just a part of the whole. PMS that do not
make explicit the employee contribution to the organisational goals are not true PMS.
12 | P a g e
Making an explicit link between an employee’s performance objectives and the
organisational goals also serves the purpose of establishing a shared understanding
about what is to be achieved and how it is to be achieved (Aguinis,2013: 2-3).
2.3. Performance Management in Public Service
Effective PM promotes a collaborative approach that influences individual performance,

development and organisational outcomes. It pushes employees and employers to think
about how they currently manage their working relationships, what they need to do to
improve their own performance, the team’s performance and the service they provide to
patients and service users.
Public sector performance does not depend only on the human and financial resources
allocated, but also on the organisational environment in which public servants operate.
The environment is influenced by multiple, formal and informal factors, ranging from
rules, procedures and systems to organisational culture, values and the work ethic of
employees. Therefore, there are various schools of thought and perspectives on
performance management.
The DPSA’s Guide on Employee Performance Management and Development System

(2007:6) defines performance management as follows:
“A purposeful, continues process aimed at managing and developing employee
behavior for the achievements of the organisation’s strategic goals; the
determination of the correct activities as well as the evaluation and recognition of the
execution of tasks/duties with the aim of enhancing their efficiency and
effectiveness; and the means of improving results from the Department, teams and
individual by managing performance within an agreed framework of planned goals,
objectives, standards and incentives”.
The Workplace Employee Relations Survey in the UK finds that organisations that
recognised as investing in people are significantly more likely to have a PA in place.
And research in the US has found that organisations with strong PMS are 51 percent
more likely to outperform their competitors on financial measures and 41 percent more
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likely to outperform their competitors on non-financial measures such as customer
satisfaction, employee retention and quality of products or services (Briscoe and Claus,
2008:16). This reflects the impact which can be realized through PMS.
2.4. Regulatory Framework for the Performance Management System in the

Department of Communications
The implementation and the management of the Performance Management

Development System (PMDS) in the Public Service is guided by a number of legislative
and policy provisions, which should be taken into consideration. The Performance
Management System (PMS) is informed by the following legislation and policy:
 The Constitution of the Republic of South Africa, 1996 (Act 108 of 1996).
The Constitution is the supreme law of the country. Chapter 10 of the Constitution lays
down the basic values and principles governing public administration in South Africa
and includes the following principles:-
o High standard of professional ethics must be promoted and maintained.
o Efficient, economic and effective use of resources must be promoted.
o Public administration must be development-orientated.
o Services must be provided impartially, fairly, equitably and without bias.
o People’s needs must be responded to, and the public must be encouraged to
participate in policy making.
o Public administration must be accountable.
o Providing the public with timely, accessible and accurate information must foster
transparency.
o Good human resources management and career development practices, to
maximise human potential, must be cultivated.
o Public administration must be broadly representative of the South African people,
with employment and personnel management practices based on ability,
objectivity, fairness, and to redress the imbalances of the past to achieve broad
representations (Constitution of South African, 1996:107, Munzhedzi, 2011: 23).
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The Department of Communications, together with public institution and private entities,
are lawfully subjected to comply within the framework of the provision of the Constitution
of South Africa. Van der Waldt and Du Toit (1999) cited in Munzhedzi (2011: 23)
indicates that the 1996 Constitution makes provision for the effective performance of
administrative functions in this regard. It may also be argued that the 1996 Constitution
is one of the founding legal prescripts from which the PMS emanated. All legislations
and policy provisions should at all times be informed by the 1996 Constitution as the
supreme law of the land. Also believe that the 1996 Constitution as the supreme law of
the land.
 Public Service Act, (Act 103 of 1994)
The Public Service Act, (Act 103 of 1994) regulates the terms and conditions of
employment in the public service and provides that an executive authority shall have
those powers and duties regarding the performance management of employees for an
office of department (Public Service Act, 1994:14). Section 7 (3) (b) states,”… a head of
the department shall be responsible for the efficient and administration of his or her
department, including the effective utilisation and training of staff…” (Munzhedzi,
2009:24).
 Public Service Regulation, 2001
Minister of Public Service and Administration issued the directives contained in the
Public Service Regulations which prescribes principles and measures about the way
departments have to manage themselves. The Regulations apply to all persons
employed by the public service of the country and lays down the principle to enable the
head of department to lead his or her department effectively and efficiently. The Part
VIII(A) of the regulations also state that all department shall manage performance in a
consultative, supportive and non-discriminatory manner in order to enhance
organisational efficiency and effectiveness, accountability for the use of resources and
the achievement of results. The performance management process of the department
shall link to broad and consistence plans for staff development and align with its
strategic goals. The primary objective for performance is to be developmental and
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should minimise the administrative burden on supervisors, while maintaining
transparency and administrative justice (Public Service Regulation, 2001:13). The
performance of Senior Management Service (SMS) members is managed in
accordance with a performance agreement. The performance agreement shall be linked
to the department’s strategic goals and objectives as well as assisting a SMS member
in defining his key responsibilities and priorities, encouraging improved communication
between the SMS member and the person to whom he or she reports, enabling the
person to whom he or she reports and access the SMS member and providing
appropriate support (Munzhedzi, 2009:24).
 The Labour Relations Act 66 of 1995
The Labour Relations Act, 1995 states in schedule 8 that when an employee is
considered for dismissal because of poor work performance, the employer is tasked to
provide a performance evaluation of the employee as part of the dismissal process. The
Labour Relations Act ensures that all employees, including those at the Department of
Communications, have the right to fair labour practices and employees are able to call
on their trade unions or representative should they feel that the performance
management system is applied in an unfair manner, (Munzhedzi, 2009:25).
 Public Service Coordinating Bargaining Council (PSCBC) Resolution No.13 of 1998
Erasmus et al. (2005) cited in Munzhedzi (2009:26) mention that the Labour Relations
Act (Act No. 66 of 1995) provides for the creation of an overarching structure, the
PSCBC that regulates and coordinates collective bargaining across the public service
as a whole. The PSCBC Resolution 13 of 1998 provides that senior managers in the
public service have to agree to individual performance agreement are:
o The senior manager’s key duties and responsibilities
o Output targets for the performance agreement period;
o Dates for the performance review;
o Dispute resolution mechanisms; and
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o Effective dates of salary increments and mechanism for the management and/or
awarding of salary increments (Erasmus et al. (2005) cited in Munzhedzi.
(2009:26).
 The Public Finance Management Act (PFMA), Act 1 of 1999
Section 38(b) of the Public Finance Management Act state that the accounting officer
for department, trading or a constitutional institution is responsible for effective, efficient,
economical and transparent systems of the of the resources of the department, trading
entity or constitutional institution to ensure compliance with the provisions set out in the
PFMA, it is essential that resources of the public service, including personnel, are
managed and evaluated effectively and efficiently, (Public Finance Management Act
(PFMA), Act1 of 1999: 23; Munzhedzi, 2009: 26).
 National Treasury Regulations (NTR) of 2002
The National Treasury Regulations (NTR) are regulations that concern general matters
and are issued in terms of section 76 of the PFMA. No.1 of 1999. The Treasury
Regulations are applicable to all departments, trading entities, constitutional institutions
and public entities in South Africa. The National Treasury Regulations propose that the
accounting officer of an institution has to establish procedures for quarterly reporting to
the executive authority to facilitate effective performance monitoring, evaluation and
corrective action (National Treasury Regulations: 2002:15; Munzhedzi,2009:26.).
 Employee Performance Management and Development System (EPMDS).
The Department of Public Service and Administration (DPSA) has developed the
Government Employee Performance Management and Development System which was
envisioned as framework for managing employee performance that includes a policy
framework as well as a framework relating to all aspects and elements in the
performance cycle, including performance planning and agreement, performance
monitoring, review and control, performance appraisal and moderating, and managing
the outcome of appraisals. The EPMDS provide a framework for employee in the
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department from Head of Department, to SMS members, professionals, middle
management and production staff. Performance agreements for all employees enable
all departments, including the DoC, to assign specific performance objectives and
targets to its employees (EPMDS, 2005: 8).
2.5. Performance Management Process
In his research, Zing (2012:12) indicates that there are various models of performance
management and each model has its importance as a system for managing
organisational performance, managing employee performance, and for integrating the
management of organisational and employee performance. According to Macky &
Johnson (2000: 43) performance management systems is continuously improving
organisational performance, and this is achieved through improved individual employee
performance strategies. The main aim of the PMS is to ascertain that the work is done
by employees; achieves the organisation’s objectives and, that there is a clear
expectation regarding quality and quantity of the expected work from employees.
Secondly, there is constant information provided to the employees regarding their
performance. Thirdly, PMS ensures that the rewarding of the employees is based on
their performance and distributed accordingly. Fourthly, the prospects for the for
employee development are identified; and lastly that the expectations are addressed
thorough the employees performance to meet organisation’s objectives.
The performance management process provides a vehicle through which employees

and their supervisors’ collaborate to enhance work results and satisfaction. This process
is most effective when both the employee and the supervisor take an active role and
work together to accomplish the stated goals and objectives.
According Schneier, Beatty and Baird (1987:98), a performance management system is

classified into three phases. Figure 2.2. below illustrates the three phases, which are
further categorized into the development, planning, managing, reviewing and rewarding
phase.
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Figure 2.2: The Performance Management System
PHASE 1 PHASE 2 PHASE 3
Developing & Planning Managing & Reviewing Rewarding Performance

Performance Performance
 Outlining development  Assess against  Personal Development

plans objectives  Link to Pay
 Setting objectives  Feedback  Results performance
 Getting commitment  Coaching
 Document Review
Source: Schneier, Beatty and Baird (1987:98)
Phase 1- Developing and Planning Performance
According to Houldsworth and Irasinghe (2006:114) planning is based on the individuals

completing their own performance plan ready to discuss with their managers for sign off.
It the first phase in the PMS process cycle and provides a base for effective process. In
this process there is a need for strong commitment from the top for the introduction of
process, as without this commitment it will be difficult to gain support from the lower
echelons of organisations and insufficient resources may be allocated to achieve the
desired result.
Schneier et al. (1987: 98) stated that planning helps to encourage commitment and
understanding by linking the employees’ work with organisation’s goals and objective.
The supervisors and subordinates are involved in a joint participation process and set
organsiational goals, as well as specific goals for an individual. Objectives, on the other
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hand, also create the environment in which an individual will be measured according to
his or her own performance and output, with set standards for evaluation (Nyembezi,
2009:24).
Phase 2- Managing and Reviewing Performance

According to Schneier et al, (1987: 99) managing performance distinguishes
performance management as a process from performance appraisal as an activity.
Once there is an agreement between the supervisor and the employee regarding the
performance objectives and action plan, performance management process will then
ensure that agreed plans are acted upon and results are produced. This phase focuses
on management and empowerment of the employee. It will require that the supervisor
provide necessary support and appropriate conditions for employee to bring expected
results (Hickman, 2001:13). The employees will be empowered through providing them
with training and development and resources required to execute their work. This will
assist employees in achieving their work responsibilities and organisational priorities.
Armstrong and Baron (2004) cited in Nyembezi (2009: 20) indicate that “performance
management is a tool to ensure that a manager manages effectively”. Management
styles plays a very critical role to develop a performance culture within the organisation
and the way the organisation manages its performance should also be reflected in the
way the employees are being developed and trained to achieve the organisational
objectives.
It is the role of the manager to ensure that the results within his control are obtained,
and the delegation or empowerment of subordinates does not absolve that manager of
that responsibility. There may be the danger that subordinates may not be able to cope
with the ambiguity that could arise from the use of different styles at different times.
According to Van der Waldt (2004: 255) feedback should be given after each
performance appraisal and should be performed at least one a year. A feedback has
strong positive effects on the performance and that actual performance can also be
compared to the desired performance, therefore the outcomes is evaluated and a
development plan is set based on the weakness (Ashford and Cummings, 1983). This
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comparative provide a feedback mechanism to employees. Figure 2.3 illustrate the
structure of performance comparing according to Ashford and Cummings (1983:370).
Figure 2.3: Performance Comparison
Performance Comparison
Desired Performance Feedback Mechanism
Measurement
- Vision
- Mission
- Strategy
Actual Performance Development - Value Drivers
Source: Ashford and Cumming (1983: 370).
In this phase managers must provide coaching and training as it is an important tool in
learning and development. Armstrong(2004) as cited in Woods (2003:98) indicate that
performance management is a strategic and integrated approach to delivering sustained
success to organisations by improving the performance of people who work with them
and by developing the capabilities of teams and individual contributors.
Phase 3- Rewarding Performance

Rewarding performance is the building block of the performance management process
which assists employees to achieve their work objectives and targets and in return
assist in achieving the overall organisational objectives and in return assist in achieving
the overall organisational objectives. Rewarding performance can include both financial
and non-financial rewards. The non-financial reward can include, amongst others,
opportunities for recognition from supervisors and, growth and developmental
opportunities for employees.
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According to Schneier, Beatty and Baird (1987) cited in Zhang (2004:14), this phase
include three activities: personnel development, linking to pay and identifying the results
of performance.
Teke (2002) cited in Zhang (2004:14) also proposes that training and development
interventions and regular feedback are important factors in skill retention. High
performers tend to look for better opportunities elsewhere if they are not present in their
working environment or organisations. As a results training, development strategy and
the performance management process should be closely linked with the overall
retention strategy of the organisation.
The Vroom’s (1978: 151) expectancy theory states that employee’s motivation is an
outcome of how much an individual wants a reward (Valence), the assessment that the
likelihood that the effort will lead to expected performance (Expectancy) and the belief
that the performance will lead to reward (Instrumentality). In short, Valence is the
significance associated by an individual about the expected outcome. It is an expected
and not the actual satisfaction that an employee expects to receive after achieving the
goals. Expectancy is the faith that better efforts will result in better performance.
Expectancy is influenced by factors such as possession of appropriate skills for
performing the job, availability of right resources, availability of crucial information and
getting the required support for completing the job. Instrumentality is the faith that if you
perform well, then a valid outcome will be there. Instrumentality is affected by factors
such as believe in the people who decide who receives what outcome, the simplicity of
the process deciding who gets what outcome, and clarity of relationship between
performance and outcomes (Lunenburg, 2011:3).
The expectancy theory concentrates on the following three relationships:
 Effort-performance relationship: What is the likelihood that the individual’s effort

be recognized in his performance appraisal?
 Performance-reward relationship: It talks about the extent to which the employee
believes that getting a good performance appraisal leads to organisational
rewards.
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 Rewards-personal goals relationship: It is all about the attractiveness or appeal
of the potential reward to the individual (Lunenburg, 2011:3).
The diagram is clearly representing the Vroom’s theory of expectancy below:-
Figure 2.4: Vroom’s theory of expectancy
The final
Outcome
Which should lead to
A level of
performance
to reach Instrumentality: how confident

you are that the goal really will
Work Required lead to the outcome.
Expectancy: how confident you

are that if you put in the effort
required you will actually reach
the goal
Expectancy: how confident you
are that if you put in the effort
required you will actually reach Low Motivation = you don’t think you can do the work that’s required (low expectancy)
the goal + You don’t think you will get the outcome even if you do the required work (low instrumentality)
+ You don’t really want the outcome that much (low valence for the outcome)
High motivation = you are confident you can do the work that is required (high expectancy)
+ You are confident that you will get the outcomes if you do work (high instrumentality)
+ You really want the outcome (high valence for the outcome)
Source: Vroom, H. M. & Yago, A. G. (1978:151)
Vroom was of view that employees consciously decide whether to perform or not at the
job. This decision solely depended on the employee’s motivation level which in turn
depends on three factors of expectancy, valence and instrumentality. (Vroom and Yago,
1978).
2.6. Advantages and Disadvantages of Performance Management System
There are various advantages and disadvantages related to the implementation of a

performance management system. Lotich (2013:2) indicates that organisations that do
not have strong performance management systems can experience a negative
outcomes both on employees as well as their managers and those who have a well
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designed and consistently managed performance management process can be
rewarding for both the employee as well as the manager.
2.6.1. Advantages of Performance Management System
2.6.1.1. Performance Based Conversations or Regular Feedback
Managers get busy on daily bases with their responsibilities and often disregard the
necessary contact with staff that provide the opportunity to coach and offer performance
feedback. According to Lotich (2013:2) a PM process compels managers to discuss
performance issues with employees. When coaching is done constantly to employees it
compels employees to change behaviors and becomes developed. When providing
feedback on past performance, a supervisor can encourage employees to sustain good
behavior. When employees receive regular feedback they may become highly
motivated to perform well ( Van der Waldt, 2004:245).
2.6.1.2. Self-Insight and Development
Lotich (2013:3) indicates that if done well, a good performance management system
can be a positive way to identify developmental opportunities and can be an important
part of a succession planning process. All employees are on a development journey and
it is the organisation’s responsibility to be preparing them for increased responsibility.
The participants in the system are likely to develop a better understanding of
themselves and of the kind of development activities that are of value to them as they
progress through the organisation. Participants in the system also gain a better
understanding of their particular strengths and weaknesses that can help them better
define future careers path (Aguinis, 2013:5).
2.6.1.3. Motivation to Perform is increased.
Aguinis (2013: 4) specify that receiving feedback about one’s performance increases
the motivation for future performance. Knowledge about how one is doing and
recognition about one’s past success provides the fuel for future accomplishments.
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Reinforcement theory of motivation was proposed by BF Skinner and his associates. It
states that individual’s behaviour is a function of its consequences (Redmond, 2010:7).
It is based on “law of effect”, i.e., individual’s behaviour with positive consequences
tends to be repeated, but individual’s behaviour with negative consequences tends not
to be repeated.
Reinforcement theory how an individual learns behaviour and it is a process of shaping

behaviour by controlling the consequences of behaviour . Managers who are making
attempt to motivate the employees must ensure that they do not reward all employees
simultaneously. They must tell the employees what they are not doing correct and how
they can achieve positive reinforcement as an individual’s behaviour is a function of its
consequences (Banaji, 2011: 32).
According to Huitt and Hummel (1997) in Redmond (2013), four methods are employed
in operant conditioning: positive reinforcement, negative reinforcement, positive
punishment, and negative punishment. The table below is derived from the table
created by Huitt and Hummel (1997) demonstrate the reinforcement theory.
Figure 2.5: Reinforcement Theory of Motivation
Source: Huitt and Hummel (1997).
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2.6.1.4. Organisational Goals are Clear
Aguinis (2013: 5) also argues that goals of the unit and the organisation are made clear
and the employees understand the link between what she does and organisational
success. This is a contribution to the communication of what the unit and the
organisation are all about and how the organisational goals cascade down to the unit
and the individual employee. Performance management system are concerned not only
with what is achieved but also with how it is achieved and this can only be achieved
when the organisational goals are clear (Price, 2000:177).
2.6.1.5. Allows for Employee Growth

Another advantage for the PM is that it allows for employees to grow professionally. An
obvious contribution is that employee performance is improved. In addition there is a
solid foundation for helping employees become more successful by establishing
developmental plans (Aguinis 2013:5).
2.6.2. Disadvantages of Performance Management System
Various authors (Rademan and Vos, 2001; Furnhan,2004, Brown and Armstrong, 2004)
cited in Whittenton-Jones (2005:13) have levelled criticisms at PMS including amongst
others, staff demotivation, unfair application of the PA, too subjective, unclear, unethical
and very time consuming.
2.6.2.1. Time Consuming

Aguinis (2013: 8) state that PMS cost money and are bit of time consuming and these
resources are wasted when the system are poorly designed and implemented. It can be
very time consuming when manager has many subordinates to write performance
agreements for and spend weeks doing it and to conduct the performance appraisals to
employees. According to (Alfred and Potter, 1995, Rademan and Vos, 2001) cited in
Whittenton-Jones (2005:13) PA can be seen to be time wasting and having no values
information received during the appraisals is just filed afterwards and not utilised fully.
26 | P a g e
2.6.2.2. Discouragement
If the process is not a pleasant experience, it has the potential to discourage staff. The
process needs to be one of encouragement, positive reinforcement and a celebration of
a year’s worth of accomplishments. It is critical that managers document not only issues
that need to be corrected, but also the positive things an employee does throughout the
course of a year. The purpose of the performance management is to be used as a tool
for improving service delivery (Van der Waldt, 2004: 328).
2.6.2.3. Inconsistent Message

Inconsistent messages can also be a disadvantage for PMS. If a standardised system is
not in place, there are multiple opportunities for fabricating information about an
employee’s performance (Aguinis, 2013: 8).
2.6.2.4. Biases
Lotich (2013:3) state that it is difficult to keep biases out of the performance appraisal
(PA) process and it takes a very structured, objective process and a mature manager to
remain unbiased through the process. PA rater errors are common for managers who
assess performance so understanding natural biases is important to fair evaluations.
Personal value, biases and relationships are likely to replace organisational standards
(Aguinis, 2013: 9).
2.7. Integrated Performance Management Systems
Research by Saravanja (2011:257-263) provides a set of recommendations to decision

makers in the public service in the following areas of integrated performance
management systems: integration; design; leadership; implementation; competence;
reward system; communication; motivation; monitoring and evaluation. An integrated
performance management system is presented in the following diagram:-
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Figure 2.6: Integrated Performance Management Systems
Source: Marko Saravanja (2010:258).
2.7.1. Design
Saravanja (2010:258) indicate that the PMS and tools must be designed to address the
particular needs of public service departments. The design process should involve
thorough consultation with major stakeholders and especially with future users of the
system. Consultation and interaction are necessary to build trust and relationships with
employees and relevant stakeholders. People involved in the design of the system must
have expertise in public service performance management and an understanding of the
institution's context Over-reliance on external consultants might be an expensive way of
developing the system, which often has additional negative consequences of
dependency and lack of ownership of the new performance management system
(Saravanja, 2010:258).
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2.7.2. Integration
Nel, Gerber, Van Dyk, Haasbroek, Schultz, Sono and Werner (2001:37) indicate that
the individual and the organisation are thus in constant interaction with each other, with
the aim of attaining their mutual goals. Performance management has to be approached
from an integrated perspective. Synergy has to be created between the PMS and
strategic planning, human resource management processes, organisational culture,
structure and all other major organisational systems and processes. Individual, team
and organisational strategic objectives must be harmonised (Saravanja, 2010: 258).
2.7.3. Leadership
The implementation of the performance management system has to be supported and

driven by top leadership and management. Leadership has to be committed to
implementing the performance management system, (Saravanja, 2010:259). Leaders
should be encouraged to develop the capacity to create a shared vision, inspire staff
and build a performance management system that drives the entire organisation
towards a common purpose in order to attain its goals.
2.7.4. Implementation
According to Van der Walt (2004: 46) PM is an ongoing process in which employees
and employers together make an effort to improve employee’s individual performance
and contribution to the department objectives. The departmental top leadership must
drive the change process. Resistance to change should be managed proactively. A
communication process should be put in place, which will explain the benefits of the
performance management system communicate progress with the implementation and
reduce uncertainties, fears and anxieties. Managers must be encouraged to engage in
careful, systematic and professional planning and implementation of the performance
management system. Implementation time frames must be respected. All
documentation and forms must be completed properly and professionally, especially
performance agreements and personal development plans, (Saravanja, 2010:259).
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Saravanja (2010:259).further argues that mechanisms must be put in place to ensure
the objectivity of performance ratings and judgements and to reduce favouritism and
bias. Performance management should be a continuous process and not an activity
conducted once or twice a year and feedback should be timely and continuous. A
rewards system, comprising both monetary and nonmonetary rewards, should be
developed to reward high performers. Mechanisms must be put in place to deal with
nonperformers.
2.7.5. Competence
Competence is required from supervisors as they are required to have appropriate

knowledge, attitudes and skills to utilise the PMS. The following are the major skills
required; development of performance indicators, key results areas, core management
competencies and performance agreements; measurement of performance indicators;
communication of results and feedback and monitoring and evaluation of the
performance management system. (Saravanja, 2010:260).
Proactive training and development interventions should be implemented to ensure that

the users of the performance management system are continuously developed. Special
emphasis should be given to soft skills and the behavioural aspects of performance
2.7.6. Reward System
According to Concharuk and Monat (2009:767) organisation must keep an effective

rewards system to improve their behaviours. A system that rewards high performance
and dejects low and average performance must be put in place. A comprehensive and
holistic reward system, which includes various rewards such as financial rewards, public
acknowledgments, merit awards, promotions, greater work responsibilities, learning and
study opportunities, should be developed and communicated to staff. Much greater
emphasis must be given to non-monetary rewards. Mechanisms must be put in place to
take corrective action against low performers. With a large number of nonperformers,
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there cannot be high performance of a public service department. (Saravanja,
2010:261).
2.7.7. Communication
Whittington-Jones (2005:12) argues that Performance Management System provide a

communication channel that can motivate s staff and improve their attainment
objectives through the use of the reward based system. A clear process and strategy for
communication must be realised throughout the implementation of the PMS. In the
planning and design phases, good communication will enable buy-in from the major
stakeholders. In the implementation phase, good communication will assist with
managing resistance to change and building positive momentum. In the monitoring and
evaluation phase, good communication will assist with learning and reinforcing
achievements gained. Users of the system must be trained to communicate
professionally and developmentally during the process of conducting performance
appraisals and when communicating outcomes and feedback. Communication is one of
the most critical success factors of the entire performance management system.
Effective communication requires the provision of relevant information, ensures buy-in
from the users of the system, reduces fears and anxieties, reduces resistance to
change, and generates commitment to the system (Saravanja, 2010:261).
2.7.8. Motivation
According to Hellreigel, Jackson Slocum, Staude, Amos, Klopper, Louw and Oosthuizen
(2001:278) the employees will exert effort when they believe that increases effort will
lead to a reward, and that the reward is something they value. The public service must
ensure high levels of staff inspiration and motivation. This requires a systematic
approach to addressing the challenges of staff motivation. Motivation requires
continuous investment in human resources. Staff motivation should not be left
unmanaged. Staff motivation if left unmanaged will naturally deteriorates. Programmes
are required to ensure high levels of staff motivation and commitment to the
organisational vision, which may include a variety of activities such as team building,
31 | P a g e
strategic planning, family picnics, internal competitions and awards, learning and
development opportunities, behavioural change exercises, attitude change activities,
sport activities, and similar. These programmes must be proactive, continuous and have
a long-term focus on ensuring sustainable levels of staff motivation, (Saravanja,
2010:262).
Viedge (2003:74) postulate that there is often a mistaken belief that all that is needed to
improve performance is that staff are committed and motivated. In addition to direct staff
motivation programmes, public service departments must build an enabling
organisational environment for staff motivation. Organisational development
interventions must be implemented continuously in order to ensure high levels of staff
motivation in a sustainable manner. Special emphasis must be given to culture change
programmes to ensure that the organisational culture is progressive and developmental.
Issues of the objectivity of performance ratings, fairness and equity should be
addressed – otherwise staff motivation is compromised, (Saravanja, 2010:262).
The organisational structure should be reviewed and issues of power, layers of
bureaucracy, organograms, accountabilities, reporting and communication channels
should be analysed. Obstacles should be removed in order to ensure that structure is
not an obstacle to staff motivation, (Saravanja, 2010:262).
Performance feedback should be given timeously and continuously and not once or
twice a year following the performance appraisal process (Saravanja, 2010:262).
Human resource management and development policies, strategies and activities
should be proactive and developmental. The system should be designed and
implemented to attract, nurture, develop and retain the best staff. In addition to the
development of intellectual capabilities and technical skills, training and development
interventions should emphasize the development of emotional and spiritual intelligence.
A comprehensive reward system should be implemented, comprising monetary and
nonmonetary rewards, to ensure high levels of staff motivation on a sustainable basis. A
reward system should be designed in such a way that it encourages excellence,
discourages mediocrity and addresses non-performance (Saravanja, 2010:262).
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(Saravanja, 2010:262) further states that Leadership plays a crucial role with regard to
staff motivation. It is the main responsibility of a leader to inspire staff, to ensure that
obstacles to staff motivation are removed and to generate their passion and
commitment to the organisational mission. High motivation generally leads to high
performance. Without motivated staff, no performance management system can be
successful, irrespective of how well the system is developed and how sophisticated
performance documents, forms and agreements are (Saravanja, 2010:262).
2.7.9. Monitoring and Evaluation
Performance management system implementation must be continuously monitored.

Problems must be detected at an early stage to enable prompt corrective action.
Monitoring systems must be developed to systematically collect information, analyse
and interpret it, and use it for decision-making (Saravanja, 2010:263).
The evaluation process must be conducted at regular intervals to enable the detection
of problems at an early stage. The problems identified should be fed back to the design
phase. This will ensure that prompt corrective action is taken to address the identified
problems. This will also ensure that government understands the impact of its policies,
programmes and projects on its citizens and on the sustainable development of the
country. In order to ensure the integrity of the evaluation process, it is advisable that an
independent party conducts the evaluation process. In order to be successful, the
performance management system must be continuously evaluated and improved
2.8. Performance Appraisal
Several researchers have defined performance appraisal systems (PAS) in different

ways. According to Roberts (2003:303) a performance appraisal is one of the most
complex, and controversial human resource techniques. Performance appraisal can be
viewed as the process of assessing and recording staff performance for the purpose of
making judgement about staff that leads to decisions. The performance appraisal
system has to be based on clearly specified and measurable standards and indicators.
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Durai (2010:271) also argue the entire ethos of the PA should start at the top and be
built into the strategy of the organisation. It should be embodied in the values of the
organisation. It must aims to evaluate the job performance of employees, so that
appropriate corrective action and management decisions can be taken. As it is part of
organisational control, the components of the control system which is indispensable in
the appraisal system. Therefore, a basic control system consists of control standards,
measurement, and corrective actions. Corrective actions comprise the feedback
processes after the performance appraisal is completed. If there is an evident gap
between actual performance and performance standards, appropriate corrective actions
should be taken to change the behaviours of the employees concerned.
According to Boswell and Boudreau (2003) in Mooney (2009:21) further mentioned that
performance appraisal is increasingly considered to be one of the most important
human resource practices. Many organisations understand that unless they develop
goals and an associated performance management process it is difficult to succeed as
the entire organisation is not aligned in what it is trying to accomplish and, to provide the
corporation with a long-term focus that is achievable. PM should also be viewed as a
system of highly interactive processes which involve performance at all levels in
differing degrees in determining job expectation, writing job descriptions, selecting
relevant appraisal criteria, developing assessments tools and procedures, and collecting
interpreting, and reporting results.
According to most researchers the PA systems should be able to help to promote better
understanding of an employee's role and clarity about his or her functions, give a better
understanding of personal strengths and weaknesses in relation to expected roles and
functions, Identify development needs of an employee; establish common ground
between the employee and the supervisor; Increase communication; provide an
employee with the opportunity for self-reflection and individual goal setting; help an
employee internalise the culture, norms and values of the organisation. This helps
develop an identity with and commitment to the organisation and prepares an employee
for higher-level positions in the hierarchy and assist in a variety of personnel decisions.
(Craig, Beatty, and Baird, 1986: 38-42)
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2.9. Purpose of Performance Appraisal
The main aim of the appraisal system is to identify the performance gap. This gap is the
shortfall that occurs when performance does not meet the standard set by the
organisation as acceptable. Therefore, the objective of the feedback system is to inform
the employee about the quality of his or her performance. This process will further assist
in identifying if the employee is not working on the standard level required to meet the
expectation of the organisation objectives. In this regard feedback serves to inform the
employee about his/her performance and the quality of work he/she produces and the
supervisor get to resolve the employee job issues. Cash (1993) cited in Collins
(1993:34)
Erasmus, Schenk, Swanepoel and Van Wyk (2003: 373) states that performance appraisal is
used to provide information on job related subjects in various departments and
decisions making process. Performance appraisal system should create an enabling
environment and meaningful difference to contribute to overall goals and objectives in
the organisation. For employees, it can impart a better understanding of their job, skills
and limitations, and provides an opportunity for self-reflection. It can help identify
development needs. It can increase mutuality and strengthen communication between
employees and management.
The most important known purpose of performance appraisal is to improve performance

of individuals and it is therefore believed that when the individual’s performance has
been improved therefore it will make an impact in the overall organisation performance
and goals will be achieved as a results. The performance appraisal system has two
main aspects in it, and has different objectives for management and for the employees.
Employees are interested in having an assessment of their work from the viewpoint of
personal development, work satisfaction and involvement in the organisation.
Management assesses the performance of employees to maintain organisational
control and give out rewards and punishments to further organisational goals. Thus, a
spirit of mutuality is essential in an effective performance appraisal system (Najafi,
Hamidi, Ghiasi, Shahhoseini,and Hasan, 2011:1762).
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Lyster, Arthur and Arthur (2007:21) indicates that the primary purpose of the employee
appraisal is to provide managers and employees the opportunity to meet face-to-face
and identify how well an employee is meeting personal and organisational goals and
objectives. Performance appraisal is the process of assessing an employee’s
performance based on a set of standards. In spite of its flaws, performance appraisal is
still widely used in making significant management decisions. The Human Resource
Department relies on evaluation results in determining the soundness of its hiring
decision.
The significance of performance appraisal in disclosing training and development needs

of employees cannot be discounted. The weaknesses as revealed in the instrument
implies that a collaboration between superior and subordinates is an utmost necessity in
identifying appropriate training and development programmes which are responsive to
the needs of the employees. Employee movements are, to a large extent, determined
through a merit rating. The supervisor can always refer to performance data in
recommending people for promotion, demotion, layoff, discharge and even for
counseling.
Roberts (2003:94) believed that performance appraisal is one of the most complex and
controversial human resource techniques. Participatory PA is a crucial and proven
aspect of an effective PA system. Employee participation is an efficient means for
improving work-related independence and also an essential prerequisite for employee
growth. Intrinsic motivational approaches provide confidence and self-belief in employee
abilities. Appraisal participation assists the employees to actively get involved into the
appraisal process. Employees are allowed to invalidate ratings, documents or feedback
with which they disagree. However Cronje et al (2005:11) in Ahmed and Dablan
(2007:5) indicate that the purpose of performance appraisal is to determined in which
aspects the employee performed exceptionally well and complied or did not comply with
the job’s requirements.
In a nutshell, the PA system should be able to be correlated with the organisation's

philosophies and mission; cover assessment of performance as well as potential for
development; look after the needs of both the individual and the organisation; help
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create a positive environment; rewards linked to achievements; generate information for
personnel development and career planning; and suggesting appropriate person-task
matching.
2.10. Benefits of Performance Appraisal
Esd (2004) in Ahmed and Dablan (2007:12-13) indicates that the benefits of the
performance appraisal may be divided into three parts: Individual, Managers and
organisation:
The individuals
 Gaining a better understanding of their role;
 Understanding more clearly how and where they fit in within the wider picture;
 A better understanding of how performance is assessed and monitored;
 Getting an insight into how their performance is perceived;
 Improving understanding of their strengths and weaknesses and developmental
needs;
 Identifying ways in which they can improve performance;
 Providing an opportunity to discuss and clarify developmental and training needs;
 Understanding and agreeing their objectives for the next year; and
 An opportunity to discuss career direction and prospects. ESD (2004) in Ahmed and
Dablan (2007:12-13).
The line manager

 Opportunities to hear and exchange views and opinions away from the normal
pressure of work;
 An opportunity to identify any potential difficulties or weaknesses;
 An improved understanding of the resources available;
 An opportunity to plan for and set objectives for the next period;
 An opportunity to think about and clarify their own role;
 An opportunity to plan for achieving improved performance;
 An opportunity to plan for further delegation and coaching; and
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 An opportunity to motivate members of the team. ESD (2004) in Ahmed and Dablan
(2007:12-13).
The organisation
 A structured means of identifying and assessing potential;
 Up-to-date information regarding the expectations and aspirations of employees;
 Information on which to base decisions about promotions and motivation;
 An opportunity to review succession planning;
 Information about training needs which can act as a basis for developing training
plans;
 Updating of employee records (achievements, new competencies etc);
 Career counseling; and
 Communication of information (Ahmed and Dablan, 2007:12).
According to Craig et al, (1986:38) the performance appraisal systems should be able to
help in the following:
 Promote better understanding of an employee's role and clarity about his or her
functions;
 Give a better understanding of personal strengths and weaknesses in relation to
expected roles and functions;
 Identify development needs of an employee;
 Establish common ground between the employee and the supervisor;
 Increase communication;
 Provide an employee with the opportunity for self-reflection and individual goal
setting;
 Help an employee internalise the culture, norms and values of the organisation. This
helps develop an identity with and commitment to the organisation and prepares an
employee for higher-level positions in the hierarchy; and
 Assist in a variety of personnel decisions
It should be noted that where performance appraisal allow the employee to benefit
through monetary and non monetary rewards from the organisation, it gives the most
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significant benefit for employees the chance for one-on-one discussion with their
supervisor to deal with the main issues that are the stumbling block to performance and
to address the work concerns. Feedback of performance appraisal can create a positive
and strong bond between subordinate and the supervisor only if the appraisal is
conducted properly and fairly and their interaction provide an opportunity to help the
future goals.
2.11. Factors Affecting Effective Performance Appraisal System
An effective PA system is an important driver for improving performance and

productivity of employees and organisation’s day-to-day operations. A poorly
implemented PA appraisal will lead to lack of commitment, frustration, resentment and
withdrawal. An individual appraisal system measures the individual’s contribution to his
organisation. It is often used when rewards and sanctions are tied to performance. In
providing feedback to the individual, he/she is able to improve and work towards
achieving a better performance result.
According to Chinn (2012) PA provoke fear in many workers. They also provoke
passionate debate among managers and human resources professionals about the
value of the appraisal process. But regardless of the reactions, annual performance
appraisals are a fact of business life. When done properly, PA can be effective
management tools that provide valuable information to managers and employees on
worker strengths and opportunities for improvement. They can motivate employees to
improve their performance and can serve as an effective administrative device for
management to determine salary increases, bonuses and other rewards.
Lyster et al. (2007:112) further argue that the following issues clearly indicate how
effective PA system should be conducted.
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 The appraisal system should be tailored to the specific needs of the
organisation
The performance appraisal system should be designed to fit the specific requirements
of the organisation. The effective system should have organisation's specific needs and
be tailored to its specific situation, to achieve its various goals (Lyster et al. 2007:112).
The organisations need to ensure that the activities of its divisions, departments, other
units and individual employees are aligned and contribute to the organisational
strategies and goals. Strategies are implemented by identifying the results and
behaviours needed to carry out the strategies. The performance appraisal process
contributes to strategy implementation by developing performance measurement and
feedback systems that will maximise employee performance (Lyster et al., 2007:113).
Performance appraisal is linked to strategy by setting down at the beginning of a fiscal

year or other evaluation period, the results, and the types and levels of performance
that must be achieved if company goals are to be met (Noe, Hollenbeck, Gerhart &
Wright, 1994) cited in (Allan, 1994).
 Rating factors should be as objective and concrete as possible
Like other management functions, performance appraisal cannot be truly or completely

objective. Some degree of judgment is required in all appraisal systems just as it is in
other management areas. Appraisal cannot simply be a mechanical process that calls
for the application of a mathematical formula. (Allan, 1994).
Managers should maximise the degree of objectivity in performance appraisals, and to

eliminate as much as possible the use of subjective factors, such as traits, which have
long been regarded as unreliable bases for evaluation. Factors such as initiative,
dependability and cooperativeness have been deemed to be less desirable than
performance measures such as costs and output (Allan, 1994).
The courts have tended to take a dim view of appraisals used for promotion, pay and
termination decisions that relied on subjective and vague criteria. Rather, judges have
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leaned towards objective, concrete and observable factors. Courts have indicated that
supervisors would be hard put to make valid and consistent appraisals using subjective
criteria that do not provide useful guidelines for appraisers (Noe, Hollenbeck, Gerhart &
Wright, 1994) cited in Allan (1994).
Allan (1994) further argues that dimensions such as initiative and dependability may be
useful and appropriate if they can be expressed in terms of behaviours. If a rater can
demonstrate, in terms of employee behaviour or work results, how and when the
employee lacked a particular quality, then the appraisal will be more meaningful to the
employee and more likely to be accepted. Traits can be useful, provided they are
described as work behaviours or results and are developed as part of a rating scale to
guide supervisors in their appraisals. Expressed in this way, traits can provide the bases
for fruitful discussions with subordinates during the appraisal interview (Allan, 1994).
 Appraisals should be free of bias

Performance ratings should not be influenced by race, sex, age or other irrelevant
factors. Unconscious or conscious prejudices toward subordinates may affect
supervisors' appraisals. In either case, biases are detrimental and costly, both to the
employee and the employer. Court decisions and government laws and regulations
have made it abundantly clear those personnel actions which discriminate unfairly are
unlawful (Burchett and De Meuse, 1985: 29-35.; Cascio and Bernardin, 1981: 211-216.)
cited in Allan (1994). While prejudices are often deep-rooted, employers can, through
explicit policy declarations, punishment of unacceptable supervisory behaviour, and
training, help to counteract these biases. Furthermore, good faith efforts by employers
to deal with discriminatory behaviour are likely to be viewed favourably by government
enforcement agencies and the courts (Field and Holley, 1982 392-406) cited in Allan
(1994).
 Procedures and administration should be uniform

A system's procedures and its administration should be standardized and uniform in
their application. This is especially important if information generated by the appraisals
is to be used to compare employees. Even if the information is not used for employee
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comparisons, the system must still be applied uniformly to all. If it is not, the system will
be seen as unfair and as giving preferential treatment to some employees and not to
others. Favouritism, whether actual or perceived, will lead to employee cynicism about
the system and will probably affect its acceptability (Field and Holley, 1982 392-406)
cited in Allan (1994).
Periodic training of raters, issuance of clear instructions and definitions of terms used in
appraisals, and close monitoring of the system will help promote uniform, standardized
administration (Feild & Holley, 1982) cited in Allan (1994).
 The system should be easy to operate

The system must be easy to administer and managers should be able to use it without
undue effort. There should not be too many forms to complete; nor should they be
burdensome to fill out. The system should not interfere with on-going operations. If the
system proves too much of a burden for managers, they may see it as an imposition on
their normal work activities (Allan, 1994).
Ease of administration should be a factor to consider when designing a system.

Potential problems for users should be anticipated and dealt with. In designing a
system, involvement of its users would be helpful in identifying potential trouble spots
and in considering practical aspects of administration. A pilot run or tryout of the system
should be conducted before it is implemented organisation-wide. A trial run in one part
of the organisation would help identify problems and iron out rough spots (Allan &
Rosenberg, 1981) cited in Allan (1994).
 The system's results should be used in decisions
If nothing comes of performance appraisals, if they are merely recorded and placed in
personnel files never to be referred to again, the system will be perceived as a useless
exercise, as sheer paperwork. Managers will tend to place a low priority on the system
or ignore it altogether. In time it will lose whatever credibility it may have had. For a
system to be taken seriously it must be useful to line management (Burchett and De
Meuse,1995:29). Using appraisals as a basis for rewards, promotions, work
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assignments, employee developmental activities, punishments and other personnel
decisions will demonstrate the importance and credibility of the system. The ultimate
goal of performance appraisal should be to provide information that will best enable
managers to improve employee performance. Thus, ideally, the performance appraisal
provides information to help managers manage in such a way that employee
performance improves (DeNisi and Pritchard, 2006).
 The system should provide a review or appeals process
To help ensure fairness in appraisal, some type of review and/or appeal mechanism
should be established. Providing a safety valve may reduce complaints and is likely to
help strengthen employee confidence in the system. It may also enhance the public
image of the organisation.
Furthermore, courts have indicated that they favour systems which include review of
ratings by upper-level personnel and an appeals procedure that permits employees to
express disagreement with their ratings and that notifies employees of their right of
appeal (Barrett and Kernan, 1987: 489–503).
Reviews of appraisals may be conducted automatically by superiors one or two levels

above the rating supervisor. Appeals can be forwarded to higher-level managers or to
the human resource management department. If the matter is not resolved at this stage,
provision may be made for appeal to either a panel of high-level managers or a single
adjudicator or ombudsman empowered to hear and decide employee appeals (Allan,
1994).
No matter what the specific procedure is, it must be publicized to all employees.
Furthermore, managers must be knowledgeable about the appeals process and how it
works. They should be trained to deal with employee complaints and, when possible, to
resolve them to prevent their escalation into more serious problems (Allan, 1994).
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 The system should be acceptable to users
Lack of user acceptance may well undermine a system. One way to increase
acceptance is to involve users in developing the system. Participation of employees,
whether managerial or non-managerial, has been shown repeatedly to be an important
factor in bringing about acceptance of change. Employee involvement can also be
beneficial in identifying possible problems or weaknesses in a system and in coming up
with suggestions for improvement (Allan and Rosenberg, 1981) cited in (Allan, 1994).
Performance standards are more likely to be accepted by the ratees if they are involved
in developing them. Even if they are not involved in developing the standards,
employees should certainly be told prior to the start of the rating period exactly what
performance is expected of them. Providing periodic feedback on performance also is
likely to promote acceptance of the system by ratees. Notifying them of performance
shortcomings when they occur and giving ratees the opportunity to correct weaknesses
reduce the possibility of surprises and resentment at the time of the annual performance
review (Allan, 1994).
 The system should be economical to operate
In addition to the costs of developing the system (such as the time and salaries of
human resource department staff, line managers, and possibly outside consultants),
there are costs of installation (including orientation and training programme
administration, salaries of system administrators), and costs of operating the system
(including processing and maintaining records by human resource department staff,
time of line managers and subordinates). If these costs impose an unreasonable
financial burden, top management may well decide to scuttle the system. Careful
planning of the system and close monitoring of expenses will help prevent costs from
getting out of control (Mohrman, Resnick-West & Lawler, 1989) cited in (Allan, 1994).
 Performance ratings should be documented
The ratings given to ratees should be substantiated by the raters and the ratings must
be put in writing. The reasons for appraisals and specific instances of inadequate
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performance should be recorded in writing. Although the requirement of written
justifications may seem like onerous paperwork, it is prudent, in the light of court rulings,
to have in employees' personnel records not only their appraisals but the reasons for
them.
Careful written documentation of performance may prove important for an employer in

case employees file suit alleging that the employer discriminated against them on the
basis of race, sex, or age in making promotions or awarding merit pay increases.
Documentation may also be crucial in the event employees who have been discharged
sue on the grounds they were let go without good cause (Barrett and Kernan, 1987;
Kleiman and Durham, 1981:121).
Requiring raters to document their ratings may provide other benefits such as
motivating raters to give greater thought to their appraisals. Supplying written guidelines
or instructions to raters to help them arrive at their ratings will strengthen the
documentation and probably be viewed favourably by the courts (Fisher, Schoenfeldt
and Shaw, 1993) cited in (Allan, 1994).
 Raters should be trained and qualified
Although training is recommended for some of the other suggestions, it is sufficiently

important to be singled out as a separate requirement for other purposes. Experience
and research tell us that for performance appraisal to succeed, raters must be trained in
the philosophy of the system, how it fits in with the organisation's goals and strategies,
how it will help managers, and the actual mechanics of the system, including how to use
the rating forms.
Raters must be helped to develop skills for observing and recording employees'
behaviour and giving employees appropriate feedback. Training that uses role playing,
behaviour modeling through films and videotapes, and discussion is likely to be more
effective than training which relies on lectures. In addition, the training should be
bolstered by issuing written guidelines to which supervisors could refer (Sashkin, 1981)
cited in (Allan, 1994).
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When a system is being introduced, training should take place as close to the date of
implementation as possible; if given too far in advance, the training may be forgotten.
Furthermore, the training cannot be conducted only once and expected to be effective
forever. Periodic retraining is needed to reinforce what was learned initially; otherwise
skills may atrophy and interest and commitment decline (Allan & Rosenberg, 1981)
cited in (Allan, 1994).
 The system should provide for monitoring and evaluation
It becomes an impossible task to design a performance appraisal system that will work
perfectly when it is initially installed. Provisions should be made to identify weaknesses
in the design and to ensure that the system is being installed properly and is operating
according to plan (Allan, 1994).
Monitoring of the system should be continued after it has been operational for a while to
identify weaknesses and areas for improvement in system design and administration,
including deletion of some features and addition of others. Users of the system are a
major source of information on how well it is working. Interviews with top management,
raters and ratees can reveal areas of satisfaction or dissatisfaction. Additional
information may be obtained by examining records to identify problems, e.g., rating
errors, forms filled out improperly, appraisals not completed on time, etc. (Mathis &
Jackson, 1994) cited in (Allan, 1994).
 Top management should clearly support the system
Top management must strongly support the performance appraisal system and be
firmly committed to seeing it succeed. Top management support is essential for the
success of implementing the system. Without strong top management backing or buy-
in, the system, no matter how well designed, is doomed to fail. Top management cannot
give only lip service to the system and cannot be perceived as lukewarm in its support.
Supervisors and subordinates alike can sense when management is not really
interested in a system and are quick to take their cue from the top (Schuler & Huber,
1993) cited in (Allan,1994).
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Allan (1994) further indicate that top management's commitment may be manifested
through strong policy statements backed by incentives that reward managers who help
make the system a success and by penalties for those who are uncooperative or
obstructive. In addition, management's declaration of support cannot be a onetime
event.
There must be periodic reminders of management's endorsement of the system.

Experience has shown that systems that started out promisingly because of initial top
management support subsequently failed when the support waned. The system must
be seen as top management's, not as a project of the human resource management
department. And it must be viewed as an integral part of the organisation's on-going
management system rather than as a mere appendage without purpose or effect (Allan:
1994).
Cleveland, Murphy, and Williams (1989) cited in Chu (2009:6) argued that that there is a
relationship between organisational characteristics and the uses of a performance
appraisal system. Stonich (1984:47) cited in Chu (2009:6) also argued that performance
measurement in an organisation should be in tune with its structure and culture. The
effective appraisal system should be able to improve the quality of management in an
organisation, and to promote satisfaction to the employee.
2.12. Problems Associated with the Implementation of the Performance

Appraisal System.
The performance appraisal systems are not without drawbacks and problems arise in a
situation where managers are not properly trained to conduct and measure appraisals,
or at other times they are just not bothered. Appraisal systems should be carefully
selected, implemented and conducted. Thus the performance appraisal systems can be
highly accurate or just a simple waste of both, resources and effort. The system being
classified as unfair would consequently lose its effectiveness with respect to employer’s
point of view.
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Avery (2005) points out some pitfalls that many appraisal systems start out with the best
of intentions. However, organisations are keen to find out who their top people are and
how they are performing, sometimes the appraisal system is used as a downsizing tool
to identify the ‘less desirable’ portion of the organisation. Sometimes the annual
appraisal round is tied to a reward system (pay raises and bonuses being the main
culprits) and often they are tied in with promotion processes. At a senior level appraisal
systems are looked on as the best way to measure staff performance at grass roots
level however the picture is very different with cynicism being the main feeling
especially in organisations where reward has been thin on the ground.
The rater or evaluator may be blameworthy of giving undeservedly high or low ratings
which may not truly reflect the outcome of the evaluation. This may be done by
managers to hide their incompetence and lack of interest in rating the subordinates.
Kleiman (2000: 105) indicate that raters sometimes do it for political reasons, that is,
ratings are manipulated to protect their self-interests and image.
2.13. Effect of Performance Appraisal on Employee’s Attitude
Employees’ attitude plays a very key role on every organisation. Attitude of employees
is positive when they are satisfied with their job and if their attitude is negative it simply
means that they are not satisfied and they may create unhealthy environment in their
work. In a working environment the employee attitude may greatly affect relationship
and job productivity.
In a performance appraisal process, employee attitudes toward the system are strongly
linked to satisfaction with the system. According to Boswell and Boudreau (2000),
perceptions of fairness of the system are an important aspect that contributes to its
effectiveness. Understanding employee attitudes about the PAS in organisations is
important as they can determine its effectiveness (McDowall & Fletcher, 2004:10). If the
PAS is seen and believed to be biased, irrelevant or political, that may be a source of
dissatisfaction with the system. Employee reaction to the PAS is a critical aspect of the
acceptance and effectiveness of the system. Extreme dissatisfaction and perceptions of
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unfairness and inequality in the ratings may lead to the failure of the system (Cardy and
Dobbins, 1994; Cleveland and Murphy, 1995: 123).
The employee attitude may manifest itself in three factors. Firstly, organisational factors,
which may be on, promotion opportunities, the work itself, working conditions and pay,
Secondly, involvement of grouping factors that comprise of, coworkers and supervisor;
Thirdly, the factor focuses on personal factors such as, contributory benefits, needs,
and ambitions. Performance appraisal should help in clearly distinguishing between
more specific crucial issues and broad concerns often expressed as perceptions
(Moorhead and Griffin, 1992:110).
Employees with an upbeat attitude working with employees who may be having a bad
day have a "cheerleader effect" which can be contagious. It may be difficult for
someone who is so negative to remain that way around someone who is so positive.
Upbeat people look at their work as a challenge and strive to do their best. Working with
someone who has a negative attitude can make work life very unpleasant. The focus
can become the negative employee rather than doing a good job for the company.
Employees may dread coming to work if there is someone negative in their department
or on their team. There may be more absences and employees who are normally in a
good mood may become negative as well. Conflict may arise as a result of a negative
attitude which may cause disruption and lack of teamwork in the organisation
(Moorhead and Griffin, 1992:112).
Employees who project a positive attitude brings a positive stance and can be a huge
benefit the organisation in a positive way and should considered to be acknowledge and
valued. However, employees with negative attitudes must be quickly addressed by the
superiors as their attitude may affect other employees and this may have negative
consequences to the organisation.
Edwards (2001) indicates that attitude is hard to define and need to be broken down
with descriptions of the employee's behavior, comments and actions, along with impacts
on job performance. According to Chiang and Birtch (2010:1366) appraisal is normally
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an indicator of attitudes aimed at individual motivation, performance, and relationship
that in most cases are dissimilar from one country to the other.
Chiang and Birtch (2010:1367) further indicate that, in the USA it is believed that
participation of employee and their feedback provision contain both motivational and
cognitive advantage. In China, free and open discussion about performance is rare.
This is done under the pretext of protecting the image of Asian countries. In the West,
the levels of trust rating by employees contribute significantly to the acceptability of
appraisal. Generally, the degree of trust placed on appraisal practices also differ from
one country to another. Therefore, for appraisal to be operational and effective it has to
align itself with cultural norms, values and beliefs of that particular society
Performance appraisal can furthermore be viewed as a vital process for influencing both
the extrinsic and intrinsic motivations of employees, that is, increasing employees'
perceptions and understanding of job tasks and subsequently their job satisfaction.
2.14. Approaches to Performance Appraisal
2.14.1. Management by Objective

The principle behind Management by Objectives (MBO) is to make sure that everybody
within the organisation has a clear understanding of the aims, or objectives, of that
organisation, as well as awareness of their own roles and responsibilities in achieving
those aims. MBO operationalises the concept of objectives by devising a process by
which objectives cascade down through the organisation (Robbins, 1988:550).
Robbins (2006:246) state that MBO consists of four elements that are Goal specificity,
Participative decision making, an Explicit time period and Performance feedback MBO
aims to increase organisational performance by aligning goals and subordinate
objectives throughout the organisation. MBO substitutes for good intentions a process
that requires rather precise written description of objectives for the period ahead and
timelines for their monitoring and achievement. The process requires that the manager
and the employee agree to what the employee needs to be attempting to achieve in the
period ahead, and the employee accepts and agree with the objectives, otherwise the
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commitment will be lacking. MBO is often achieved using set targets. MBO introduced
the SMART criteria: Objectives for MBO must be SMART (Specific, Measurable,
Achievable, Realistic, and Time-Specific). However, this style of management has been
reported having receiving criticism in that it triggers employees' unethical behavior of
distorting the system or financial figures to achieve the targets set by their short-term,
narrow bottom-line and completely self-centered thinking.
MBO emphasizes participation by all organisation members. Grote (1996) identifies the
following core elements in MBO, formation of trusting and open communication
throughout the organisation, mutual problem solving and negotiations in the
establishment of objectives, creation of win-win relationships, organisational rewards
and punishments based on job-related performance and achievement, minimal uses of
political games, forces, and fear, and development of a positive, proactive, and
challenging organisational climate.
2.14.2. Results Approaches

These approaches tend to use specific performance factors to evaluate staff. Measures
of performance can be either quantitative or qualitative. Creamer and Janosik (1997:67)
stated both advantages and disadvantages to results-based performance appraisal
approaches. The advantage been, they produce short and long term results in achieving
the performance and organisational objectives, and are generally perceived as fair, and
also tend to generate high levels of commitment among the employees to the
organisation, and they encourage a high level of participation and are thus defensible.
The disadvantage being that, they can be overly results oriented and they are mostly
inflexible. Before an organisation can adopt this approach, the management must be of
the view that the advantages outweigh disadvantages, for the approach to be
incorporated (Creamer and Janosik, 1997:67).
2.14.3. Quality Approach

This approach is designed with the strong quality orientation which can be expected to
emphasize an assessment of both persons and system factors in the measurement
structure. It also emphasizes that both managers and the employees work together to
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solve performance problems. It also Involve both external and internal costumers in
setting standards and measuring performance and use multiple sources to evaluate
person and system factors. Statistical process quality control techniques are used such
as process flow analysis, cause and effect diagram, Pareto chart, control chart,
histogram and scattergram.(Gravett, 2002).
2.14.4. Multi Rater Approach

Multi Rater Approach is an evaluation method which is based on feedback from the
worker, subordinates, peers, superiors and even sometime from the customers (directly
or indirectly associated) to Assessee. In other words, it is a process where an individual
(Assessee) is rated on certain common attributes or traits which (affects the
surrounding) by people who know something about Assessee’s work by asking close
ended questions and finally receives confidential anonymous feedback. It is called 360
Degree Feedback because here the assessment process flows in both directions; from
Top to Bottom and Bottom to Top. This is usually in addition to completing a self-
assessment on performance (Gravett, 2002).
As a process, 360 degree feedback sits alongside a number of other processes used in
organisations to harness the potential of individuals. Indeed, although not intended to
replace any of these processes, it does draw on specific strengths of each, bringing
them together in a new form. It builds on the principle of regular feedback on
performance evident in performance appraisals, but because a wider range of people
are involved can be seen as fairer and more credible. Furthermore, 360 degree
feedback, also known as multi-level, multi-source feedback, is a very powerful and
sensitive process. It can increase the individual’s awareness of how their performance
is viewed by their colleagues and indeed how it compares with their own view of their
performance (Gravett, 2002).
A major advantage to the 360 degree process is that it provides an opportunity for all
those people with whom a person comes into frequent contact to offer feedback. A
caveat here is that the raters should be people that truly have observed an employee or
manager on a frequent basis. It's not fair to ask people for input that haven't had a
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chance to observe someone's skills, talents, and abilities on a regular basis. (Gravett:
2002).
Another advantage of the 360 degree process is that it is designed with a customer
focus in mind. The customers can be internal or external. Unfortunately, it's difficult for
some employees to understand the impact their daily activities have on other individuals
or departments within the company. However, if they receive direct and frequent
feedback on how their behaviors affect others, employees are more likely to be attentive
to deadlines and quality requirements. They learn how to make their company look
good, not just themselves (Gravett, 2002).
One important drawback that has been observed is that organisations send out 360
degree evaluations to raters without advance notice or information about how to use the
instrument. When an organisation decides to implement a 360 degree review process,
two sets of employees and managers must be trained on how to effectively use the
process: those receiving feedback and those offering feedback. Training should also
include objectives of the process and the impact on the organisation (Gravett, 2002).
2.14.5. Balance Scorecard

According to Kaplan and Norton (1996:106) the balance scorecard is a tool to assist
managers in equitably balancing the achievement of organsiational objectives. The
purpose of a balance scorecard according to Kaplan as cited in de Waal (2003:84), is
that it links the visions and strategy to employees’ everyday actions by translating the
abstract strategy into clear priorities and initiatives and relating these to clear, tangible
strategic outcomes that the organisation and it employee have to strive for. The
balanced scorecard gives executives and senior management an actionable outline of
goals and strategies to increase or maintain performance levels. This method of
resource management allows for clear communication between various levels of
management by providing an exacting framework for reporting.
Figure 2.7: Balance Scorecard
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THE BALANCE SCORECARD
Financial Perspective
Funding and financial health
Customer Perspective
Vision Internal Business Process
&
Service delivery and relationship with Perspective
customers Mission
In place value adding business process
Strategy
Learning and Growth

Sustainable ability to change and
improve
Source: Balance Scorecard Institute of South Africa: Executive Performance

Management Reader (2011:26).
The balanced scorecard provides a broad consideration of all business aspects, both financial
and human. It takes into consideration how each part affects another, rather than just focusing
on the performance of one aspect. Once a balanced scorecard system is in place, it allows for
ongoing monitoring of goals and objectives. Because the balanced scorecard looks at the affect
on the whole, the performance and encouragement of the individual can be lost. Alternatively,
Executive Dashboard warns that the scorecard can be perverted and used as an employee
monitoring tool rather than as an organisational performance tool. Finally, the large number of
variables taken into consideration to form a viable scorecard can be cumbersome and result in a
job unto itself (Watson-Price: 2007).
According to Kaplan and Norton (1996) measures needed in the internal business
processes perspective can be in the organisation value chain. For instance the
organisation can also achieve operational excellence through improving internal
processes and asset utilisation. The learning and growth perspective, managers will
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define the employee capabilities and skills, technology and corporate climate needed to
support strategy (Kaplan and Norton, 2000:169).
2.15. Conclusion
The significance of performance management as a management tool in the organisation

is irrefutable. Managing performance in the organisation involves letting the employees
know about the organisational expectation, how they are doing, and how they can do a
better job to improve their performance. Performance management is a tool for
improving service delivery in the public sector. This chapter highlighted the purpose of
the performance management system and performance appraisal system. Indication
was given that performance management system has certain advantages and
disadvantages, which require consideration on implementation. If the performance
management system is applied properly the organisation should not experience any
problems or be discouraged by the disadvantages.
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CHAPTER 3 RESEARCH METHODOLOGY
3.1. Introduction
As mentioned in chapter one, the study focuses on the assessment of the effectiveness
of the performance management of the Department of Communications. This chapter
deals with research methods used, population and sampling, data collection and data
analysis.
3.2. Rationale for the Methodology
According to Leedy and Ormrod (2005:2) research is a systematic process of collecting,

analysing, and interpreting information or data in order to increase the understanding of
the phenomenon which the researcher is interested in, or concern with. The research
approach for this study is of a quantitative nature questionnaire-based design. In this
research, two instruments were used, namely a questionnaire and documentary
analysis, meaning that relevant books, journals and articles on performance
management were also taken into consideration.
According to Golafshani (2003:597) a quantitative researcher attempts to fragment and

delimit phenomena into measurable or common categories that can be applied to all of
the subjects or wider and similar situations. The researcher's methods involve the use of
standardised measures so that the varying perspectives and experiences of people can
be fit into a limited number of predetermined response categories to which numbers are
assigned (Patton, 2001:14) cited in Golafshani (2003:597).
3.3. Research Design
Mouton (2001: 55) defines research design as a blueprint of how one plan to conduct
the research. Research design focuses on the logic of research and helps the
researcher to address the research problem. Zikmud (1994: 43) views a research
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design as a master plan that specifies the methods and procedure used in collecting
and analysing information.
The research design in this study has also was intended to search the facts and
answers to questions to reach valid and reliable conclusions within the DoC and also
ensure that the evidence obtained enables the researcher to answers to initial questions
as unambiguously as possible.
3.4. Research Population and Sampling
According to Welman and Kruger (2003:47) the population is the study object, which
may be individual, group, organisation, human products and events, or the conditions to
which they are exposed.
The research population in this instance was the employees of DoC. De Vos et al.,
(2002:199) describe a sample as a set of persons that together comprise the subject
study.
This study drew a sample that includes DoC employees (males and females) with
different working experience and different work status levels. According to De Vos et al.
(2002:201) a larger population requires a smaller percentage of the population.
However, a relatively small population would need a reasonably larger percentage of
the population to draw representative, accurate conclusion and predictions.
The following table provides guidelines for sampling:

Table 3.1: A guide for sampling
Population Percentage Suggested Number of Respondents
20 100% 20
30 80% 24
50 64% 32
100 45% 45
200 32% 64
500 20% 100
1000 14% 140
10 000 4.5% 450
100 00 2% 2000
200 000 1% 20 000
Source: De Vos et al.(2002).
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The research focused on the employee of the DoC. The employees were listed into four
categories: Top Management, Middle Management, Junior Management and
operational workers. The research respondents were drawn from these categories,
using a combination of structure and random sampling technique. The structure
selection ensured that all employees in the various status categories were represented.
The population of this research comprises of 80 employees (N=80) divided in
proportions of 20% -Top Management, 20% -Middle Management, 20% - Junior
Management and 40% - Operational Workers. The total number of employees working
in the Department of Communications is 200, which means that the sample used
represent 40% of the total population in the department.
3.5. Questionnaire Construction

The first page of the questionnaire explained the aim of the research study and provides
guidelines on how to respond to questions. An assurance of the respondent’s
confidentiality was also provided. The respondents were kept anonymous in an attempt
to ensure high response rate to increase the reliability of information.
The main aim of the questionnaire was to find out the perceptions, views, and or
experiences of the staff members about the Performance Management System in the
Department of Communications.
The Questionnaire consisted of the following three sections:
Section A –Demographics
Section B – Assessment of the Performance Management System . This section formed

a body of the research as it attempted to address the research questions. It focused on
the general assessment of the Performance Management. The survey also gave the
respondents an opportunity to indicate the condition of the PMS within the Department.
Section C – Interventions. This section gave the respondents an opportunity to assess,

through rating the potential interventions that can be done by ranking the statement
provided. In this regards, the respondents were required to rate the interventions from
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highest priority to lowest priority based on the potential impact it will have on DoC
Performance Management System.
Likert Scale was used for the questionnaire which established the extent of agreement
or disagreement with statement for example, strongly agree, agree, disagree or strongly
agree. Likert Scale was used in this research with the aim to determine a compliance
with principles and practices of performance management with the intention that the
outcome of the study will contribute towards a wider acceptability of PM. Questionnaire
is one of the most efficient ways of collecting data because it typically contains fixed-
response queries about various features of an organisation and can be administered to
large numbers of people concurrently.
3.6. Documentary Analysis

Relevant books, journals and articles were used in order to obtain a broader view of the
study. Performance management system containing primary data on specific actions
relating to the performance management were reviewed to set a framework for the
empirical analysis of the PMS in the Department of Communications. Amongst others
official document such as DoC Policy on PMS as well as and the DPSA Performance
Management and Development System (PMDS).
3.7. Data Collecting Methods

It is important to make a distinction between two kinds of data namely, the primary data
and secondary data.
Secondary data includes both qualitative and quantitative data and can be used in both
descriptive and explanatory research (Saunders, Lewis and Thornhill, 2000: 189). It is
basically available in already published data and primary refers to data which is
obtained from the original source, for example, participant observation.
The primary data in this study includes DoC Performance Management Policy and the
DPSA PMDS: Performance Management and Development System.
The method of gathering data for this study consisted of a literature study. This also
meant that there was an attempt to answer the questions via the literature. It should be
noted that the focus was on the textbooks, journal articles, reports, articles, case
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studies, government reports. Secondary data refer to the data that is available in
published literature, such as those used in the literature review chapter of this
dissertation, whilst primary data refer to the data from the original source being
investigated. The collection of primary data was necessary because the researcher held
the view that there was insufficient secondary data available on the subject of the study.
The below mentioned approaches were followed in order to gather the data:-
 The sample used for this investigation was 80 employees representing top
management, middle management, junior management and operational
workers.
 Questionnaires were delivered through e-mails and the respondents were
requested to complete the survey questionnaires.
 The respondents were assured of the confidentiality of the study and
encouraged to answer the questionnaires as honestly and as accurately as
possible. They were encouraged to answer all the questions.
3.7.1. Pilot Study
Saunders, Lewis, and Thornhill, (2007: 308) stated that the pilot test provides an
opportunity to obtain some assessment of the validity and reliability of the research
instrument. This process assisted in establishing content validity and reliability of the
survey instrument to be distributed for collection of data. Before the questionnaire could
be administered to participants in the study, a pilot study was conducted to test the
questionnaire on a small sample. In this regards, 8 members of staff were used as a
pilot. The pilot study was carried out on members of the relevant population, but not on
those who will form part of the final sample. This was because it may influence the later
behaviour of research subjects if they have already been involved in the research. The
pilot study respondents were drawn from these categories, using a combination of
structure and random sampling technique. The pilot study comprised of 8 employees
divided in proportions of 2 – top management, 2- middle management and 2 - junior
management and 2 operational workers. Upon finalization of the pilot study the
necessary amendment and improvement were made to the questions.
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It should be noted that the objective of the pilot run was to recognise misunderstandings
and weaknesses on the questionnaire in order to improve its simplicity additionally to
identify and eliminate potential problems. The questionnaire wording, sequence, form or
layouts were tested. Several questions were deleted due to misunderstanding, or
reformulated following suggestions. Grammatical changes were made to some
questions to avoid potential ambiguity and leading responses. The Section C of the
questionnaire was entirely changed to look at the assessment of potential interventions
and respondents were requested rate interventions according to importance.
3.8. Administration of the Questionnaire
The main modes of questionnaire administration are:

 Face-to-face questionnaire administration, where an interviewer presents the
items orally;
 Paper-and-pencil questionnaire administration, where the items are presented on
paper;
 Computerised questionnaire administration, where the items are presented on
the computer; and
 Adaptive computerised questionnaire administration, where a selection of items
is presented on the computer, and based on the answers on those items, the
computer selects following items optimised for the testee's estimated ability or
trait.
In this study the questionnaire was forwarded through DoC email system to the
participants. Some of the questionnaires were completed and returned by emailed some
respondents completed the questionnaire and hand delivered the questionnaire to the
researcher.
3.9. Statistical Technique

The SPSS statistical software packages will be used for the statistical analysis of the
research data.
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3.9.1. Descriptive Statistics
Descriptive statistics are used to describe the basic feature of the data in a study
(Brace, Kemp and Snelgar, 2000:95). They provide simple summaries about the sample
and the measures. Together with simple graphics analysis, they form the basis of
virtually every quantitative analysis of data.
3.9.2. Inferential statistics

Gabrenya (2003:1) describes inferential statistics as the mathematics and logic of how
the generalization from sample to population can be made. The fundamental question
is: can we infer the population’s characteristics from the sample’s characteristics?
Descriptive statistics remains local to the sample, describing its central tendency and
variability, while inferential statistics focuses on making statements about the
population. We use inferential statistics to try to infer from the sample data what the
population might think. Or, we use inferential statistics to make judgement of the
probability that an observed difference between groups is a dependable one or one that
might have happened by chance in this study. Thus, we use inferential statistics to
make inferences from our data to more general conditions; we use descriptive statistics
simply to describe what’s going on in our data. In this research however descriptive
statistics was used.
3.10. Reliability
According to Joppe (2000) in Golafshini (2003: 598) defines reliability as: … the extent
to which results are consistent over time and accurate representation of the total
population under study is referred to as reliability and if the results of the study can be
reproduced under similar methodology, then the research instrument is considered to
be reliable.
3.11. Validity
Joppe (2000) in Golafshini (2003: 599) provide the following explanation of what validity
is in qualitative research: “validity determines whether the research truly measures that
which it was intended to measure or how truthful the research results are. In order
words, does the research instrument allow you to hit the bull’s eye of your research
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object? Researchers generally determine validity by asking a series of questions, and
then often look for the answer in the research of others”.
3.12. Data Analysis

Data was processed, analysed and interpreted before taking any rational sense. The
results of the return questionnaire were entered and tabulated using Statistics Software
SPSS and Microsoft Excel Spreadsheet, using standard statistical formulas. Most
importantly the statistical tables concerning the respondents’ data on the various issues
are included in the next Chapter detailing results of the study and recommendations and
provide a picture of the performance management of the Department of
Communications. Of the 80 questionnaires sent out, 80 questionnaires were returned.
This represents a response rate of 100%.
Mouton (1996: 161) argues that data analysis involves two key components, reducing
the collected data to manageable proportions and identifying patterns and themes in the
data. Critical examination of the collected data is most important and first step in the
analysis of data. In this study, analysis included data collected through distributed
questionnaire, and documents including the DoC Policy on Performance Management
System as well as and the DPSA PMDS: Performance Management and Development
System.
3.13. Limitation of the Study

This research was conducted during the same period in which the DoC was also
conducting their Annual Performance Assessment to its employees, this could have
potentially influenced the study. Furthermore, the survey was restricted to only 80
employees of the DoC. Time spent on research was limited and the conclusion drawn
from the study is only indicative and not exhaustive in nature. It should also be noted
that analysis of the questionnaire was done across all categories/levels of employee
and not categorised per class level of employees.
3.14. Ethical Considerations

According to De Vos, Strydom, Fouche, Poggenpoel, and Schurink (1998:24) ethics is a
set of moral principles which is suggested by individuals or group, is subsequently
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widely accepted and which offers rules and behavioural expectations about appropriate
conduct towards experienced subjects and respondents employees, other researchers
and sponsors.
De Vos et al. (1998:240-) further reiterate that the following ethical issues applicable to
social research, voluntary participants, anonymity, confidentiality, not deceiving
subjects, analysis and reporting of all findings negative and positive as applicable.
3.15. Conclusion
The research design and methodology used in this study were discussed above. The
research followed a descriptive survey in which a questionnaire was used as the main
data collection instrument. The questionnaire was distributed among representative
from top management, middle management, junior management and operational
workers. The questionnaire was responded to by all 80 identified staff to participate on
the study or research.
This chapter also provides a detailed description of data collection method used in the
study which includes a questionnaire and documentary analysis. The method in which
the data analysis was done is also discussed. The research sample and population was
also provided. The research findings together with the interpretations are provided in the
next chapter.
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CHAPTER 4: RESULTS, DISCUSSIONS AND INTERPRETATION OF FINDINGS
4.1. Introduction
In this Chapter, the research results will be shown and discussed. The survey results
are presented based on the responses from the questionnaires. The data was analysed
by calculating and comparing the responses per sample size and by interpreting the
information. The response of the respondents was also discussed and information was
presented through the use of tables, numbers and percentage of the employees who
responded to the questionnaire.
4.2. The Sample
The figure below is representing the response from the question of How long have you
been working for the Department of Communications?
Figure 4.1 Respondents Working Experience

A1: Respondents Working Experience
15 or more years 13.8%
10-15 years 33.8%
5-10 years 28.8%
1-5 years 21.3%
0-1 year 2.5%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%
Figure 4.1 illustrates that 2.5% of the respondents have less than one years experience
in working for the DoC, 21.3% have between 1-5 years experience, 28.8% have
between 5-10 years experience, 33.8% have between 10-15 years experience and
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13.8% have 15 years and more experience (N=80). The median is 3.00 with a standard
deviation of 1.013.
The graph below indicates the respondents’ age.
Figure 4.2. Respondents Age

A2: AGES OF RESPONDENTS
60 Years & Over 2
50 - 59 Years 6
40 - 49 Years 25
30 - 39 Years 33
20 - 29 Years 14
Below 20 Years 0
0 5 10 15 20 25 30 35
17.5% of respondents were between the ages of 20-29 years, 41.3% between 30-39
years, 31.3% between 40-49 years , 7.5% between 50-59 years and 2.5% were 60 and
over the age of 60 years and over (N=80). The median is 3.00, with a standard deviation
of 0.911.
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Figure 4.3 Respondents highest qualification?
Figure 4.2 indicates that 3.8% of the respondents have below a grade 12 qualification,
42.5% of the respondents have Grade 12, 1.3% of the respondents have a certificate,
12.5% of the respondents have Diplomas, 20% of the respondents have an
undergraduate degree, 15% of the respondents have an Honours or Bachelor of
technology, 3.8% of the respondents have Masters Degrees and 1.3% of the
respondents have PhD degree, (n=80). The median is 4.00 with a standard deviation of
1.824.
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Figure 4.4. Respondents’ Sex
A4: What is your Sex?
58.8%
Females
41,2%
Males
0% 10% 20% 30% 40% 50% 60%
41.2% of the respondents are male and 58.8% female (N=80).
Figure 4.5. Category of position

A5: Category of Positions
Operational level 32
Junior management level 16
Middle management level 16
Top Management level 16
0 5 10 15 20 25 30 35
The analysis was based on the 80 employees from four categories which are indicated
in the tables above. The population of the sample of this research comprises of the total
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of employees (n=80) (100 %) from four categories, divided into 16 (20%), 16 (20%), 16
(20%) and 32 (40%) respectively and their responses were reported as numbers and
percentage.
4.3. Research Instrument
The effectiveness of the Performance Management System was determined by these

nine dimensions:
1. General Aspects (3 items)

2. Performance Management System Aspects (11 items)
3. Implementation Aspects (3 items)
4. Performance Planning Aspects (5 items)
5. Performance Improvement Aspects (5 items)
6. Periodic Review Aspects (8 items)
7. Annual Review Aspects (5 items)
8. Rewards and Recognition (6 items)
9. Staff attitude and perceptions (5 items)
The research instrument consisted of 52 items distributed over these 9 factors with a
level of measurement at nominal and ordinal level. Crobach’s Alpha equaled to 0.838,
which indicates that a scale is reliable (α = 0.838, N = 64).
A Factor Analysis was conducted as a data reduction technique to summarise the items
loading under factors summarising the research instrument.
The Kaiser- Meyer-Olkin Measure of Sampling Adequacy was >0.5, thereby revealing
that the sample was not adequate to produce a reliable sample and factor analysis and
the results will be interpreted with caution. Furthermore, Bartlett’s Test of Sphericity was
significant, indicating the lack of multi-collinearity as the matrix is not an identity matrix.
A factor analysis was conducted for each dimension. Even though the first dimension
was marginally short of 0.5, it will be presented here as a comparison to other sections,
and their respective loadings.
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KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .432
Approx. Chi-Square 101.872
Bartlett's Test of
df 3
Sphericity
Sig. .000
Performance Management System Aspects Factors
Factor 1: Performance Management Effectiveness

C2. Senior Management is accountable for effective implementation of PMS.
C3. Goals, with appropriate performance standards are in place at three levels, namely organisational,
team and individual.
C4. Formal communication processes are in place to ensure that employees understand the
department’s business plan.
C5. The department’s performance system supports the objectives of the department’s business plan.
C6. The PMS is viewed by employees as a valuable tool for managing how work gets done and how
effective each individual is performing.
C7. The PMS is viewed by employees as a valuable tool for managing how work gets done and how
effective each individual is performing.
Factor 2: Performance System Results

C9. The PMS is better than the incident reporting system that the department had been previously
implemented.
C10. The PMS results in fair performance appraisal of staff members.
C11. The PMS enables the department to identify underperformers.
Factor 3: Communication of Performance
C1. Clearly defined purpose of PMS is communicated effectively to all employees.

C8. The PMS was developed with inputs from the staff throughout the department.
Implementation Aspects
Bartlett's Test of Sphericity df 3
Sig. .000
The Kaiser- Meyer-Olkin Measure of Sampling Adequacy was <0.5, thereby revealing
that the sample was inadequate. Furthermore, Bartlett’s Test of Sphericity was
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Performance Planning Aspects

Sig. .000
The Kaiser- Meyer-Olkin Measure of Sampling Adequacy was <0.5, thereby revealing
that the sample was adequate. Bartlett’s Test of Sphericity was significant, indicating
the lack of multi-collinearity as the matrix is not an identity matrix.
Factor 1 – Employee performance planning
E3. Personal development objectives, negotiated with the supervisor, are in place.
E4. Relevant performance expectations are set between supervisor and employee.
E5 Employees are clear about how their performance is to be measured.
Factor 2 Mutual agreeance on performance

E1. Performance goals are mutually developed and have specific time frames.
E2. Employees consider performance standards attainable.
Performance Improvement Aspects

Sig. .000
The Kaiser- Meyer-Olkin Measure of Sampling Adequacy was >0.5, thereby revealing
that the sample was inadequate. Furthermore, Bartlett’s Test of Sphericity was
Factor 1 – Overall Performance Improvement

F2. Mechanisms exist to continuously improve performance
F3. Sufficient information about PMS is communicated to all employees to enable them to execute
their responsibilities in the best interest of the department.
F4 Supervisors identify development needs to assist subordinates to grow.
F5 Supervisors effectively design opportunities for subordinates to develop.
Factor 2 – Management vs. Control

F1. Supervisors concentrate on managing of performance rather than controlling performance.
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Annual Review Aspects
Bartlett's Test of Sphericity Df 10
Sig. .000
The Kaiser- Meyer-Olkin Measure of Sampling Adequacy was > 0.5, thereby revealing
that the sample was adequate, and Factor Analysis appropriate, thereby producing
reliable results as correlations are relatively compact. Furthermore, Bartlett’s Test of
Sphericity was significant, indicating the lack of multi-collinearity as the matrix is not an
identity matrix.
Factor 1 – Annual Review Process objectivity
H2. Objectivity is maintained.

H3. Descriptive assessment based on actual accomplishment and behaviours demonstrated (rather
than numerical ratings) are used.
H5. Outcomes of performance review are fed directly into other human resources systems, (e.g.
reward, training and development).
Factor 2 – Performance appraisal, and its limitations
H1 Sufficient information for appraising staff members’ performance is available (e.g. critical
behaviours recorded during the year).
H4. Immediate supervisors do not have time to monitor the performance of their staff.
Rewards and Recognition

Bartlett's Test of Sphericity Df 15
Sig. .000
The Kaiser- Meyer-Olkin Measure of Sampling Adequacy was > 0.5, thereby revealing
that the sample was adequate, and Factor Analysis appropriate, thereby producing
reliable results as correlations are relatively compact. Furthermore, Bartlett’s Test of
Sphericity was significant, indicating the lack of multi-collinearity as the matrix is not an
identity matrix.
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Research Questions
Normality
Both the Kolmogorov-Smirnov and Shapiro-Wilk are significant – data is not normally
distributed, non-parametric test should be used. Therefore, Kruskal-Wallis, and non-
parametric correlations (Spearman’s Rho) will be used to analyse differences and
correlations.
4.4. General Aspects of the Performance Management System
The main focus for this part of the questionnaire was to ascertain the awareness of the
of the performance management in the Department by the employees across all the
levels. The criteria used in order to assess the performance management system was
to look at proportions such as awareness of the PMS, departmental policy that
addresses PMS and the alignment of Departmental PMS with the National Performance
Management System. The study commenced with the general aspects which intended
to establish the existence of the performance management system.
Table 4.1. Research Questions, Section B: General Aspects
B1 indicates that 40% of respondents strongly agree and 60% agree that they are
aware that there is a PMS in the DoC, (n=80). The median is 2.00 with a standard
deviation of 0.492.
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There is a medium correlation between B1 and B9 (r=0.654). The fact that the
employees are aware about the PMS of the DoC, the more the department’s
performance system supports the objectives of the department’s business plan.
B2 indicates that 40% of respondents strongly agree and 60% agree that there is an
approved policy in the department, (n=80). The median for this question is 2.00 with a
standard deviation of 0.494. There is a strong, high correlation between B2 and B26
(r=825). The more there is an approved policy within the DoC that addresses the PMS,
the more sufficient information about PMS is communicated at all employees to enable
them to execute their responsibilities in the best interest of the department.
B3 indicates that 40% of responded strongly agree and 60% agree that there is a PMS in
place, (n=80). The median is 2.00 with a standard deviation of 0.494. There is a clear
indication that all respondents agree that there is PMS in the DoC. There is a very
strong correlation between B3 and B2 (r=1.000), the more there is PMS in the DoC, the
more the approved policy will address the PMS.
B4 indicates that 20% of responded strongly agree and 80% agreed that there DoC
performance management system is in line with the National PMS issued by the DPSA,
(n=80). The median for is 2.00 with a standard deviation of 0.405.
Deducting from the response of the general aspect of the PMS, It was very clear that
employees are aware of the existence of the PMS in the Department of
Communications and that it aligned with that of the National PMS.
4.5. Performance Management System Aspects
This section of the questionnaire was assessing the effectiveness of the PMS in the
Department of Communications. The results are indicated in the next page.
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Table 4.2: Research Questions, Section B: Performance Management System Aspects
The result of the study in B5 with regards to ascertain if there is a clearly defined
purpose of PMS which is communicated effectively to all employees. 60% strongly
disagree, 20% disagree, 10% agree and 10% strongly agree. It is very clear that 80% of
the employees are of the opinion that the purpose of the PMs is not effectively
communicated to the employees. (n=80).
The median is 2.00 with a standard deviation of 0.492. There is a strong disagreement
with the statement by responded and there is a negative correlation which is indicative
of the need for the DoC to effectively communicate the purpose of the PMS. The more
the respondents perceive that the purpose of PMS is not communicated effective to all
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employees, the less likely the personal development objectives negotiated with the
supervisors and employees will be in place, and the less the relevant performance
expectations are set between supervisor and employees(r=0.420, n=80).
The survey show in B6 indicates that 30% strongly agree, 60% agree and 10%
disagree, (n=80). In total 90% of employees agree that senior management is
accountable for the effective implementation of the PMS in the Department of
Communications. The median=3.2, std. deviation=0.603.
The median response has a slight tendency towards strongly agreeing. That is the
respondents agree that senior management is accountable for the implementation of
PMS. There is a moderate correlation between senior management being accountable
for the effective implementation and there being a policy addressing the PMS and the
PMS system in DOC. This implies that due to the presence of the policy addressing the
PMS and the presence of PMS in the department then senior management is
accountable for effective implementation.
There is a moderate to strong, high correlation between senior management being

accountable for effective implementation of PMS and performance planning aspects
(r=0.407, 0.465, 0.646, 0.509 respectively). The more the respondents agree that the
senior management is accountable, the more they agree that the performance planning
is essential and would enable senior management to effectively implement.
The respondents agree that there are mechanisms to continuously improve

performance hence they hold senior management accountable for implementation.
The more the information about PMS is communicated to all employees, the more the
respondents agree that senior management is accountable for implementation of the
effective PMS.
B7 indicates that 31% strongly agree, 38% agree and 31% disagree with the statement
that goals with appropriate performance standards are in place at three levels, namely
organisational, team and individual. The median = 2.00, Std. Deviation = 0.766. The
employee responses are slightly closer to the mean response. The median response is
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agreed. The respondents do agree though not strongly that the goals with appropriate
standards are in place to make the performance management system effective. There
is a moderate correlation between B7 (factor C3) and B4. The employees agree that the
goals with appropriate standards are in place because the PMS in the Department of
Communications is in line with the National PMS. There is also moderate correlation
between B7 (factor C3) and B6. Implying that the more the management is accountable
for the effective implementation, the more the goals with appropriate standards is in
place.
The researcher also observed a moderate linear relationship between B7 (item C3) and
B22. Employees agree that the relevant performance expectations are set between
supervisor and employee, hence the goals with appropriate standards in place.
(r=0.553, n=80).
The survey also shows that only 40% of respondents strongly agree, 20% agree, and
40% disagree that there are formal communication processes in place to ensure that
employees understand the department’s business plan (n=80).
B8 indicates that 40% strongly agree, 20% agree and 20% disagree with the statement
that formal communication processes are in place to ensure that employees understand
the department’s business plan, namely organisational, team and individual. The
median = 2.00, Std. Deviation = 0.914.
There is a strong, high correlation between B8 and B9, B11 (r=0.707 , 0.718,
respectively, n=80). The more the formal communication processes are in place to
ensure that employees understand the department’s business plan, the more the
departments performance system support the objectives of the departments business
plan. The more the formal communication processes are in place to ensure that
employees understand the department’s business plan, the more the performance
management system is viewed by employees as a valuable tool for managing how work
gets done and how effective each individual is performing.
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B9 indicates that 20% of respondents strongly agree, 60% agree and 20% disagree that
the department’s performance system supports the objectives of the department’s
business plan and that the PMS support the objective of the DoC business plan. The
median = 2.00 and std. deviation = 0.641. The employees on average agree that the
department’s performance system supports the objectives of the department’s business
plan.
There is a moderate to a slightly stronger correlation between B9 (item C5) and B1, B2,
B3.The officials of the department are aware of the performance management system
of the department hence they agree that it supports the objectives of the business plan.
The more the policy in the Department addresses the performance management
system, the more the system supports the objectives of the department’s business plan.
There is a strong high correlation between B9 (Factor C5) and B8.The Department of
DOC employees agree that there are formal communication processes in place to
ensure that they understand the business plan, hence they agree that the performance
system supports these business plans.
There is a moderate positive correlation between B9 (item C5) and B50, B51, B52.
Since the PMS supports the department’s business plan, employees have faith in this
system. They believe that performance appraisal change employee attitude at work and
that the PA system plays a vital role in the success of the DoC.
B11 indicates that 20% of respondents strongly agree and 30% agree and 50%
disagreed that PMS is a valuable tool. This is a cause for concern in terms of the view
of employee regarding the PMS of DoC taking into account that only 20% strongly
agreed that PMS is viewed as a valuable tool for managing how work gets done and
how effective each individual is performing (n=80).
The median =1.7 and std. deviation= 0.7859.The employees responses are in between
disagreeing and agreeing. This implies that the employees do not entirely view the PMS
as the valuable tool for managing how work gets done and how effective each individual
is performing. They do somewhat agree but not convincingly so.
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There is strong, high correlation between B11/B12 (C6) and B8. Though the employees
do not strongly agree that they view the PMS as a valuable tool, they do strongly agree
that there are formal communication processes in place to ensure that they understand
the department’s business plan.
B11/B12 is highly correlated to B26. The more sufficient information about PMS is
communicated to all employees to enable them to execute their responsibilities in the
best interest of the department, the more the respondents/employees view the PMS as
a valuable tool for managing the work and their effectiveness.
There’s a strong correlation between B11/B12(C6) and (B29,B30).The more the

respondents agree that the senior management take performance review seriously, the
more they agree that they view the PMS as a valuable tool for managing how work is
done and how effective each individual is. They confer that prior to review, supervisor
and subordinate reach agreement about factors against which performance would be
measured.
There exists a very strong relationship between B11/B12(C6) and B32.This implies that
the employees who do view the PMS as a valuable tool for managing how work gets
done and how effective each individual is performing, agree that Supervisors use a
supportive approach in the performance review. That is the more the supervisor’s uses
the supportive approach in the review, the more PMS is viewed as a valuable tool.
There is a moderate correlation between B11/B12 (item C6) and B16, and also between
B11/B12 (Factor C6) and B18.The more the Senior Management and all employees are
committed to the successful implementation of the PMS, the more the
respondents/employees view PMS as a valuable tool for managing how work gets done
and how effective each individual is performing.
B12 indicates that 10% of respondents strongly agree, 20% agree and 70% disagree
that the PMS was developed with inputs from the staff throughout the department. The
results indicate that the majority of the employees believe that there were not involved
in the development of the PMS system of the Department.
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The median score =3.00 and the standard deviation 0.681.
There is strong, high correlation between the that fact more the PMS is not developed
with the inputs from the staff throughout the department, the more senior managers will
not commit to the implementation of the PMS (r=0.719, n=80)
The survey (B13) further shows that 20% of respondents strongly agree and 60% agree
that the PMS is better than the incident reporting system that the department was using
previously. However, 20% disagree with the statement, (n=80).
The median score =2.00 and the standard deviation 0.640.
The median response has a slight tendency towards strongly agreeing. Thus the
respondents agree that the PMS is better than the incident reporting system that the
department had previously implemented.
There is a strong high correlation between B13 (item C9) and B25(r=0.787, n =80).The
more the mechanisms exists to continuously improve performance, the more the
respondents agree that the PMS is better than the incident report implemented
previously.
There is a strong high correlation between B13(Factor C9) and B14(r=0.730,n =80).The
more employees agree that the PMS is better than the incident report implemented
previously, the more they agree that the PMS will result in fair performance appraisal of
staff members.
There is a strong high correlation between B13(Factor C9) and B15(r=0.769,n =80).The
more employees agree that the PMS is better than the incident report implemented
previously, the more they agree that the department will identify the underperformers.
B14 indicates that 10% of respondents strongly agree, 50% agree with the statement
that PMS results in fair performance appraisal of staff members and only 40% disagree
with the statement (n=80).
The median score =2.00 and the standard deviation 0.652. The majority (40%) of
respondents agree that the PMS results in fair performance appraisal of staff members.
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There is a strong high correlation between B14 and B13 (r=730, n=80). The more the
PMS results in fair performance appraisal of staff members, the more the PMS is
perceived more consistent than the incident reporting system that was previously
implemented by the department.
There is a strong high correlation between B13 and B15 (r=0.769, n=80). The more the
PMS results in fair performance appraisal of staff members, the more the PMS enables
the department to identify underperformers.
B15 indicates that 20% of respondents strongly agree, 50% agree, 20% disagree and
10% strongly disagree that the PMS enables the department to identify
underperformers. Therefore, overall 70% of respondents believe that DoC PMS can
identify the underperformers, (n=80).
The median score =2.00 and the standard deviation 0.902. The majority (70%) of
respondents agree that the performance management system enables the department
to identify underperformers.
PMS enables the department to identify underperformers, the more the reward system
facilitates the implementation of strategy by attracting and retaining the right kind of
people.
performance management system enables the department to identify underperformers,
the more the PA system is applied fairly and equally towards all employees.
PMS enables the department to identify underperformers, the more the employees have
faith in the performance appraisal system.
Analysing from the survey responses on the aspects of the performance management it
is clear that the respondents or employees are of the opinion that much efforts need to
be done with regards to clearly defining and communicating the purpose of the PM as
the results of the survey tend to strongly disagree. This is further shown by the
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response which indicate that the DoC PMS was not developed with inputs from staff.
However, in general one can conclude that management is accountable for the PMS
and majority believes that there is an understanding regarding the link between
employees' jobs and the organisation’s goals and at least 60% of the respondents
believe that the PMS results in fair performance appraisal system.
4.6. Implementation Aspects
The implementation part of the questionnaire was looking as the implementation aspect
of the DoC PMS.
Table 4.3: Research Questions, Section B: Implementation Aspects
The statistics indicate that 10% strongly agree and 40% agree that there is commitment
from senior management while another 50% [40% (n=32) disagree and 10% (n=8)
strongly disagree] disagree that there is a commitment from the senior management.
The Median =2.50 with a Std. deviation of 0.815.
There is a strong high correlation that the more the Senior Management is committed to
successful implantation of PMS, the more likely that all employees are committed to the
successful implementation of PM. (r=769, n=80). The senior management commitment
is very crucial. The implementation of the performance management system has to be
supported and driven by top leadership and management. Leadership has to be
committed to implementing the performance management system, (Saravanja,
2010:259).
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B17 indicates that only 40% (32) indicated that supervisors are held accountable for
ensuring completion of each step of PMS and 60% (48) believe that they are not held
accountable. It is very important that leaders should be encouraged to develop the
capacity to create a shared vision, inspire staff and build a performance management
system that drives the entire organisation towards a common purpose. It is very
disturbing to note that the study shows 60% (48) disagree that all employees are
committed to the successful implementation of PMS and only 40%(32) agrees that there
is commitment for all employees. The Median =3.00 with a Std. deviation of 0.492.
There is a strong, high correlation between B17 and B12 (r=0.791, n=80). Therefore it is
more likely that the PMS was developed with inputs from staff throughout the
department the more the supervisors are held accountable for ensuring completion of
each step of Performance Management System.
B18 indicates that 40% (32) agree and 60% (48) disagree that all employees are
committed to the successful implementation of PMS. The Median =3.00 with a Std.
deviation of 0.494.
There is a strong, high correlation between B18 and B23 (r=849, n=80). The more all
employees are committed to the successful implementation of Performance
Management System, the more employees are clear about how their performance is to
be measured.
The more all employees are committed to the successful implementation of PMS, the
more the Senior Management is committed to successful implementation of
Performance Management System (B18 and B16, r=796, n=80).
According to the survey results, regarding the implementation aspect it is very clear that
there is conflicting opinions with regards to the respondents as 50% are of the opinion
that senior management is committed to successful implementation of the PMS and the
other 50% disagrees. The majority also disagree with the opinion that supervisors are
held accountable for ensuring that completion of each step of PMS. It is also very
interesting to note that most respondents disagreed that all employees are committed to
the successful implementation of PMS recorded 60% disagreed.
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4.7. Performance Planning Aspects
The aim for the performance planning aspects was to ascertain if the planning of
performance is done in the Department of Communications.
Table 4.4: Research Questions, Section B: Performance Planning Aspects
The survey reveals that 10% strongly agree and 80% agree and 10% disagree that
performance goals are mutually developed and have specific time frames. The results
clearly show that there is an effort made in DoC in this regards. Aguinis (2013:47) also
states that an important step before the review cycle begins is for supervisors and
employee to agree on the development plan. At a minimum, this plan should include
identifying areas that needs improvement and setting goals to be achieved in each area.
The Median =2.00 with a Std. deviation of 0.453.
There is a strong, high correlation between B19 and B20 (r=745, n=80). The more the
performance goals are mutually developed and have specific time frames, the more the
employees consider performance standards attainable.
The more the performance goals are mutually developed and have specific time frames,
the more the PMS is better than the incident reporting system that department had been
previously implemented (B19 and B13, r=707, n=80).
B20 indicates that 10% strongly agree and 90% agree of the respondents indicated that
employees consider performance standards attainable. The median =2.00 with a Std.
deviation of 0.453. It has been established that the standard are mandatory in DoC and
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are required in terms of the DoC performance management policy. The 100% agreeing
with this statement could be explained that this matter is a compliance matter.
According to the survey results regarding the issue of whether personal development
objectives, negotiated with the supervisor, are in place, the B21 statistics show that 20%
(16) strongly agree, 60% (48) agree and only 20% disagree. An overall results of 80%
shows that indeed the personal objectives negotiated with the supervisors are in place.
The median =2.00 with a Std. deviation of 0.630.
There is a strong, high correlation between B21 and B33 (r=0.787, n=80). The more the
personal development objectives, negotiated with supervisor are in place, the more
effective personal recognition is provided during review meetings.
The more the personal development objectives, negotiated with supervisors are in
place, the more employees are clear about how their performance is to be measured.
(B21 and B22, r=750, n=80). Furthermore, the more the personal development
objectives, negotiated with supervisors are in place, the more supervisors use a
supportive approach in the performance review.
B22 indicates that 20% (16) strongly agree, 60% (48) agree and 20% (16) disagree that
relevant performance expectations are set between supervisor and employee. The
median =2.00 with a Std. deviation of 0.630.
There is a strong, high correlation between B22 and B21 (r=0.750, n=80). The more
relevant performance expectations are set between supervisor and employee, the more
the personal development objectives negotiated with the supervisor are in place.
There is a moderate correlation between B22 and B33 (r=0.646, n=80). The more
relevant performance expectations are set between supervisor and employee, the more
effective personal recognition is provided during review meeting.
B23 results show that 20% (16) strongly agree and 30% (24) agree and 50% (40)
disagree that employees are clear about how their performance is to be measured and
50% disagree with the statement.
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There is a strong, high correlation between B23 and B18 (r=0.849, n=80). The more
employees are clear about how their performance is to be measured, the more all
employees are committed to the successful implementation of PMS.
The more the employees are clear about how their performance is to be measured, the
more senior management demonstrates that they take performance reviews seriously
(B23 and B29, r=802, n=80). The employees are clear about how their performance is
to be measured, the more prior to review, supervisors and subordinates reach
agreement about factors against which performance would be measured, (B23 and
B30, r=829, n=80).
The survey results on performance planning aspect indicate clearly that the
respondents agree with the statements regarding the performance planning. In this
regard, the goals are mutually developed, standards attainable according to employees,
personal development objectives are negotiated with supervisors and relevant
performance expectations are set. However according to statistics there is a problem in
DoC regarding employees being clear about how their performance is to be measured
as their results show that 50% agree and another 50% disagreed. However, one could
conclude that the performance planning aspect of performance management in DoC is
well attended to.
4.8. Performance Improvement Aspects
This section of the questionnaire intended to assess the performance improvement

aspects from the respondents.
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Table 4.5: Research Questions, Section B: Performance Improvement Aspects
The statement regarding supervisors concentrate on managing of performance rather

than controlling performance show that the 70% (56) agreed and 30% (24) disagreed.
Managing of performance encourages continuous development of the staff members
and recognising their contributions, assessing the future potential and also the
development needs which may be professional as well as personal and facilitating a
shared understanding of mutual accountability through giving and receiving feedback.
There is a strong, high correlation between B24 and B47(r=0.833, n=80). The more the
supervisors concentrate on the managing of performance rather than controlling
performance, the more PMS establishes a clear connection between performance and
rewards.
B25 survey results regarding the statement that mechanisms exist to continuously
improve performance show that 10% (n=8) strongly agreed, 60% (n=48) agreed and
30% (n=24) disagreed. Median=2.00, std deviation=0.612.
The respondents are in agreement with the statement that mechanisms exist to
continuously improve performance. There’s a high, strong correlation between B25 and
B13(r=0.787). This implies that due to the existence of these mechanisms, respondents
view the PMS being better than the incident reporting system that the department
implemented previously.
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Regarding sufficient information about Performance Management System is
communicated to all employees to enable them to execute their responsibilities in the
best interest of the department, the B26 shows that 10% (n=8) strongly agreed, 40%
(n=30) agreed and 50% (n=40) disagreed. There results show that actually 50% agreed
and the other 50% disagreed regarding the communication of PMS information in DoC.
Median=2.50 with a std. deviation =0.679.
There’s a high, strong correlation between B26 and B2(r=0.825), which implies that
having an approved policy that addresses the PM, the more sufficient information about
PMS is communicated to all employees to enable them to execute their responsibilities
in the best interest of the department. Fletcher (2004) indicates that employee
consultation is vital as it enhances ownership of the system and its effectiveness.
Although the results shows that the there is a 50/50 splits from the respondents, the
literature indicate that communication is vital for the effectiveness of the PMS.
Regarding B27 statement on whether supervisors identify development needs to assist

subordinates to grow. The survey show that 80% (64) agreed, 10% (8) disagreed and
another 10% (8) strongly disagreed. The results could mean that the interests of the
employees with regards to development are taken care of. According to Aguinis
(2013:196) personal developmental plans specify the courses of action to be taken to
improve performance, achieving the goals stated in the developmental plans allows
employees to keep abreast on changes in their fields or professions.
There’s a high, strong correlation between B27 and B31(r=0.855), which implies that the
more the performance is measured against the factors previously agreed upon, the
more supervisors identify development needs to assist subordinates to grow.
B28 results show that 50% (n=40) of respondents agreed that supervisors effectively
design opportunities for subordinates to develop and 50% disagreed (40% (n=32)
agreed and 10% (n=8) strongly disagreed).
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There’s a high, strong correlation between B28 and B32(r=0.855, n=80), which implies
that the more supervisors use supportive approach in performance review, the more
they will effectively design opportunities for subordinates to develop. Furthermore the
more supervisors effectively design opportunities for subordinates to develop, the more
they will provide feedback within the context of performance plan so that the employee
behavior is linked to the individual performance plan (B28 and B35, r=786, n=80).
Statistics shows the respondents agree to the majority of the statements under the
Performance improvement aspects as indicated in the table of results. According to the
statistics it is clear that specific details of the areas in which the employee must improve
and that stipulate the period of time during which that improvement should occur are
being addressed in the DoC.
4.9. Periodic Reviews Aspects
This aspect of questionnaire was intended to assess whether the reviews are being
conducted and all correct review processes are being followed and the approach of
supervisors towards the performance review.
Table 4.6: Research Questions, Section B: Periodic Reviews Aspects
The results regarding the Senior Management demonstrates that they take performance
reviews seriously shows that 70% (56) (disagree= 50% (n=40) and strongly disagree
20% (n=16) of the respondent disagree with the statement and which means that senior
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managers don’t demonstrate seriousness when coming to the performance review while
only 30% (n=24) agreed with the statement. Median=3.00 with a std. deviation =0.896.
There’s a high, strong correlation between B29 and B30 (r=0.852, n=80), which implies
that the more senior management demonstrates that they take performance reviews
seriously prior to the review, supervisor and subordinates will reach agreement about
factors against which performance would be measured.
The Senior Management demonstrates that they take performance reviews seriously,
the more positive and negative financial and nonfinancial consequences of performance
(e.g. salary adjustment, recognition) are utilised effectively (B29 and B46, r=820, n=80).
Furthermore, the more senior management demonstrates that they take performance
reviews seriously, the more employees are clear about how their performance is to be
measured (B29 and B23, r=802, n=80).
Armstrong (1994:13) supports the results above and indicates that PM plays an
important role in measuring both individual and organisational performance. It involves
joint goal setting and continued review of performance in relation to agreed objectives.
B30 statement on whether prior to review, supervisor and subordinate reach agreement
about factors against which performance would be measured, the results shows that
indeed they do as the 20% (16 )strongly agreed, 50%( 40) agreed and only 30% (24)
disagree with the statement. Median=3.00 with a std. deviation =0.896
that the more supervisor use a supportive approach in the performance review, the
more prior to review, supervisor and subordinate reach agreement about factors against
which performance would be measured. Furthermore, the more the rewards system
facilitates the implementation of strategy by motivating desired level of performance, the
more prior to review, supervisor and subordinate reach agreement about factors against
which performance would be measured (B30 and B45,r=813, n=80).
B31 indicates that 10% strongly agree, 70% agree and 20% disagree that performance
is measured against the factors previously agreed upon. Median=2.00 with a std.
deviation =0.543.
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that the more performance is measured against the factors previously agreed upon, the
more supervisors will identify development needs to assist subordinates to grow. The
more performance is measured against the factors previously agreed upon, the more
the performance Appraisal System is applied fairly and equally towards all employees
(B31 and B49, r=0.849, n=80).
Supervisors use a supportive approach in the performance review, response to B32

statement shows that 10% strongly agree, 50% agree and 40% disagree. . Median=2.00
with a std. deviation =0.652.
that the more supervisors use a supportive approach in the performance review, the
more effective personal recognition is provided during review meetings. The more prior
to review, supervisor and subordinate reach agreement about factors against which
performance would be measured, the more supervisors use a supportive approach in
the performance review (B32 and B30, r=829, n=80). Additionally the more supervisors
use a supportive approach in the performance review, the more they will effectively
design opportunities for subordinates to develop (B32 and B28, r=811, n=80).
B33 indicates that 10% strongly agree, 60% agree and 30% disagree that effective
personal recognition is provided during review meetings. Median=2.00 with a std.
deviation =0.605.
that the more supervisors use a supportive approach in the performance review , the
more effective personal recognition is provided during review meetings. The more
performance is measured against the factors previously agreed upon, the more effective
personal recognition is provided during review meetings (B33 and B31 (r=0.849, n=80).
It is clear from the B34 results that feedback is not given as soon as possible after the
activity is performed as 70% disagree, 10% strongly agree and 20% strongly disagreed.
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There is a high, strong correlation between B34 and B36 (r=0.849, n=80), which implies
that the more ffeedback is given as soon as possible after the activity is performed the
more feedback is directed towards activities and resources the individual can control.
Furthermore feedback is given as soon as possible after the activity is performed. The
more feedback is provided within the context of the performance plan so that employee
behavior is linked to the individual performance plan (B34 and B35, r=791, n=80).
B35 indicates that 60% disagree and 40% agree that, feedback is provided within the
context of the performance plan so that employee behaviour is linked to the individual’s
performance plan. Median=3.00 with a std. deviation =0.494.
the more feedback is given as soon as possible after the activity is performed, the more
feedback is provided within the context of the performance plan so that employee
behaviour is linked to the individual’s performance plan.
Regarding that feedback is directed towards activities and resources the individual can
control, B35 results shows that 10% agree, 30% and 60% disagree with the statement.
that the more ffeedback is directed towards activities and resources the individual can
control the more feedback is provided within the context of the performance plan so that
employee behaviour is linked to the individual’s performance plan.
Aguinis (2013:239) indicates that giving feedback to an employee regarding their

progress towards achieving their goals is a key component of the coaching process.
Feedback improves future the performance of the employees. In this instance, it would
mean that the department must improve the aspect of giving feedback to the
employees. In a nutshell feedback serves to help build confidence, develops confidence
and enhances involvement for the employees.
According the overall results on the Periodic Reviews Aspect, the survey shows that
where management does not demonstrate the seriousness on the performance review
as per 70% of respondents, however 70% also indicate that prior to review agreement is
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reached by subordinate and the supervisor on the factor against which performance
would be measured, this is very clear as the performance agreements are very specific
on what should be measured. There is a problem with regards to feedback in general to
the employees which need to be addressed by the DoC.
4.10. Annual Review Aspects
This part of the Questionnaires focused on the annual review aspects regarding the
recording of behavior, objectivity, monitoring of performance and outcome of
performance review.
Table 4.7: Research Questions, Section B: Annual Review Aspects
The survey shows that 60% agreed and 40% that sufficient information for appraising
staff members’ performance is available (e.g. critical behaviours recorded during the
year). Median = 2.00 with a std. deviation = 0.494.
There’s a high, strong correlation between B37 and B23 (r=0.772, n=80). The
respondents agree sufficient information for appraising staff members’ performance is
available.
There is a high, strong correlation between B37 and B23 (r=0.772).With sufficient
information for appraising staff members’ performance being available, employees are
clear about how their performance is to be measured. There’s also a moderate
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correlation between B37 and B27 (r=0.609).That is the respondents do agree that the
supervisors identify development needs to assist subordinate growth.
B38 indicates that 50% disagree that objectivity is maintained regarding the annual
review, while 10% strongly agree and 40% agree with the statement. Median =2.50,
standard deviation=0.679.
The median response is tending towards strongly agreeing. That is the respondents
strongly agree that the annual review process objectivity is maintained.
There’s a moderate correlation between B38 and B11, B12,( r=0.611,0.611)

respectively The more the respondents agree that PMS is valuable tool for managing
how work gets done (B11) , the more they agree that the annual review objectivity is
attainable. They also agree that the PMS was developed with inputs from the staff
throughout the department.
There is also a high, strong correlation between B38 and B41, B44, B48 respectively
(r=0.811, n=80), which implies that the more outcomes of performance review are fed
directly into other human resources system, e.g. rewards, training and development, the
more objectivity is maintained. The more rewards system facilitates implementation of
the strategy by motivating desired levels of performance, the better objectivity is
maintained. The more DoC appraisal system adds value towards the development of
the employee, the greater objectivity is maintained.
Regarding B39 statement “Descriptive assessment based on actual accomplishment

and behaviours demonstrated (rather than numerical ratings) are used”. Results show
that 40% (n=32) of the respondents agreed and 60% (n=48) disagreed.
Median =3.00, standard deviation=0.494. The median response is 3.00. This implies
that the respondents are in strong agreement with the statement.
There’s a moderate correlation between B39 and B48, B49 and B50 (0.549, 0.407,
0.407 respectively).There is a linear correlation between the descriptive assessment
based on actual accomplishments and behaviours used and DoC appraisal system
adding value towards the development of the employees, The PA system being applied
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fairly and equally towards the employees and the employees having faith in the
performance management system.
Results shows that 70% disagree, 20% agree and 10% strongly agree that the
immediate supervisors do not have time to monitor the performance of their staff.
Median =3.00, standard deviation=0.683.
There’s a weak, low correlation between B40 and B7, B5 respective (r=0.292, r=267
n=80), which implies that the correlation is not very significant between the Immediate
supervisors do not have time to monitor the performance of their staff and the goals with
appropriate performance standards are in place at three levels, namely organisational,
team and individual, clearly defined purpose of performance is communicated
effectively at all employees.
B41 indicates that 50% disagree, 10% strongly disagree and 40% agree that outcomes
of performance review are fed directly into other human resources systems, (e.g.
reward, training and development).
There is also a high, strong correlation between B41 and B42, (r=0.777, n=80), which
implies that the more outcomes of performance review are fed directly into other human
resources systems, (e.g. reward, training and development) the more performance
appraisal system plays an important role in an organisation’s success.
The results shows that the Annual Review Aspects tend to be disagreeing according to
the respondents, there is a 50/50 split in opinion regarding whether the objectivity is
maintained. Other aspects of such as the descriptive assessment based on actual
accomplishment and behaviours demonstrated are used, responded disagreed and also
there is an indication that immediate supervisors do not have time to monitor the
performance of staff. Furthermore, it is also clear that 60% of respondents indicated that
outcomes of performance review are not fed directly into other human resources
systems, such as rewards, training and development.
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4.11. Rewards and Recognition Aspects
This part of the questionnaire was intended to assess the reward and recognition
aspects of the DoC from the respondents.
Table 4.8: Research Questions, Section B: Rewards and Recognition
The result regarding the communication processes are in place to ensure that
employees are familiar with the department’s recognition programme. In this statement
the respondent have indicated that 10% strongly agree, 40% agree, 30% disagree and
20% strongly disagree.
There is a moderate correlation between B42 and B19, B20 (r=0.420, 0.548,
respectively). There is a linear correlation between the statements regarding
communication processes are in place to ensure that employees are familiar with the
department’s recognition programme and the performance goals are mutually
developed and have specific timeframes, and also that the employees consider
performance standards attainable.
B43 indicates that 60% agree, 30% disagree and 10% strongly disagree that pay
decisions are linked to performance achievements. Median =2.00, standard
deviation=0.687.
There is a strong, high correlation between B43 and B38, B16 (r=0.767, 0.758,
respectively). The more the pay decisions are linked to performance achievements, the
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more objectivity is maintained. The more the pay decisions are linked to performance
achievements, the more the senior management is committed to successful
implementation of PMS.
B44 indicates that 40% agree, 50% disagree and 10% strongly disagreed that the
reward system facilitates implementation of strategy by motivating desired levels of
performance. Median =3.00, standard deviation=0.639.
There is a strong, high correlation between B44 and B49, B50, B38 (r=0.863, 0.863,
0.811 respectively). The more the reward system facilitates implementation of strategy
by motivating desired levels of performance, the more the Performance Appraisal
System is applied fairly and equally towards all employees and the more employees
have faith in the performance of appraisal system and the more objectivity is
maintained. Clay–Werner, Hegvedt and Roman (2005:89) support the findings and
indicate that when employees perceive that they are treated fairly, they express greater
satisfaction with social relationship. The fair treatment of the employees leads to the
complete support of the Performance Appraisal System.
According to the results it is clear that 80% do not believe that the DoC reward system
facilitates the implementation of strategy by attracting and retaining the right kind of
people. Results in B45 shows that 20% agree, 70% disagree and 10% strong disagree.
There is a strong, high correlation between B45 and B52, B51, B50, B49, (r=0.869,
0.849, 0.849, 0.849, respectively). The more the reward system facilitates the
implementation of strategy by attracting and retaining the right kind of people the more
performance appraisal system plays an important role, the more performance appraisal
changes employees attitude to work, the more employee have faith in the performance
appraisal system and the more performance appraisal system is applied fairly and
equally towards all employees.
B46 results indicates that 40% agree, 50% disagree and 10% strongly disagree that
positive and negative financial and nonfinancial consequences of performance (e.g.
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salary adjustments, recognition) are utilised effectively. Median =3.00, standard
deviation=0.639.
There is a strong, high correlation between B46 and B10, B38, (r=0.829, 0.811,
respectively). The more positive and negative financial and nonfinancial consequences
of performance (e.g. salary adjustments, recognition) are utilised effectively the more
PMS is viewed by employee as a valuable tool for managing how work get done and
how effective each individual is performing and the more objectivity is maintained.
With regards to the statement that PMS establishes a clear connection between
performance and rewards, 20% strongly agree, 50% agree, 20% disagree and 10%
strongly disagreed. Median =2.00, standard deviation=0.881.
There is a strong, high correlation between B47 and B45, B24, B16 (r=0.869, 0.833,
0.823 respectively). The stronger the reward system facilitates the implementation of
strategy by attracting and retaining the right kind of people, the more the PMS
establishes a clear connection between performance and rewards, enabling the
supervisors to concentrate on managing of performance rather than controlling
performance, and the greater senior management is committed to successful
There is a 50/50 split with regards to the communication process in place regarding
recognition programme. However respondents agree that pay decisions are linked to
the performance achieved. It is very interesting to also note that the survey shows that
respondents disagree that the reward system facilitate the implementation of strategy by
attracting and retaining the right kind of people. Therefore it is clear that there is a
problem regarding the attracting and retaining the right skills in the DoC.
4.12. Staff Attitude and Perceptions
This section of the questionnaire was intended to assess staff attitude and perception
regarding the DoC performance appraisal system.
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Table 4.9: Research Questions, Section B: Staff Attitude and Perception:
Survey indicates that 40% agree, 50% disagree and 10% strongly agree that DoC
appraisal system add value towards the development of the employees. Median =3.00,
standard deviation=0.639.
There is a strong, high correlation between B48 and B38 (r=0.811, n=80). The more the
DoC appraisal system adds value towards the development of the employees, the
greater the objectivity is maintained.
B49 shows that 30% agree, 60% disagree and 10% strongly disagree that PA system is
applied fairly and equally towards all employees. Median =3.00, standard
deviation=0.603.
There is a strong, high correlation between B49 and B44, B45, B52 (r=0.863, n=80).
The more the PA system is applied fairly and equally towards all employees, the greater
the reward system facilitates the implementation of strategy by motivating desired levels
of performance. The stronger that the reward system facilitates the implementation of
strategy by attracting and retaining the right kind of people and the more the PA system
plays an important role in organisational success.
B50 indicate that 30% agree, 60% disagree and 10% strongly disagree that employees
do have faith in the PA system, while. It is clear from the results that majority of the
employee do not have faith in the PA system of the department. Median =3.00, standard
deviation=0.603.
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There is a very strong correlation between B50 and B49 (r=1.000, n=80). The more PA
system is applied fairly and equally towards all employees, the greater the faith the
employees have in the PA system.
B51 shows that 20% strongly agreed, 30% agree, 40% disagree and 10% strongly
disagree with the statement that performance Appraisal changes employee attitude to
work. Median =3.00, standard deviation=0.603.
There is a strong, high correlation between B51and B52, B46 (r=0.881, 0.885, n=80).
The more the PA system plays an important role in an organisation’s success, the
greater the performance appraisal changes employee attitude to work. And the more
PMS establishes a clear connection between performance and rewards.
Messer and White (2006) also indicate that the employee perception of fairness affect
their likelihood to demonstrate organisational citizenship. The results reflected above
and perceived unfairness and ineffectiveness of the PMS can results in employees
being less productive and sometimes displaying undesired behaviour.
B52 results shows that 20% strongly agree, 50% agree, 20% disagree and 10%
strongly disagree with the statement that PA system plays an important role in an
organisation’s success. Although there is an indication that the employees of DoC do
not have faith in the PA system they still believe that it plays an important role in an
organisational success. Median =2.00, standard deviation=0.881.
There is a strong, high correlation between B52 and B45, B47 (r=0.827, 0.869, n=80).
The more the PA system plays an important role in an organisation’s success, the
greater the reward system facilitates the implementation strategy by attracting and
retaining the right kind of people, the more the PMS establishes a clear connection
between performance and rewards.
Although there is an indication that the employees do not believe that DoC appraisal
system add value to the development of the employees, there is believe that the
performance appraisal system plays an important role in an organisational success.
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There is furthermore an indication that employees do not have faith in the appraisal
system, although they believe that the PA changes employee attitude to work. Fairness
can promote positive attitudes toward supervisor attitude and increase the degree the
degree to which employees are willing to accept constructive criticism (Atwater and
Elkins, 2009). Fairness will influence the effective implementation of the system.
4.13. Assessment of Potential Interventions
Section C of the questionnaire was to assess and rate the interventions using a scale of
1 to 12. One (1) is the highest priority and Twelve (12) the lowest. The pie graph below
is the results of the assessment according to how the respondents responded to the
statements in order of what they is priority.
The results on the pie graph indicates that 20% of the respondents have indicated that
the statement “improve the link of the between the strategic objectives and the
performance feedback given to employees” should be the top priority in the department.
The second highest ranking statement was “train employee on how to prepare for the
performance appraisal” with 19% of respondents Furthermore, 14% respondents has
indicated that “improve performance feedback given to employees” as the third priority.
The fourth priority has been indicated that as “develop a high performance culture”
which has been supported by 14% respondents. Results of other statements are
indicated in the pie graph.
The pie graph below indicates the percentage achievement of all the rankings of other
statements which were provided on the survey to be rated.
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Figure 4.6: Doc Performance Management Intervention
DoC Performance Management Inteventions
Periodic training on
performance management Annual review of the
Review outcomes of the system must be given to all performance management
performance management stakeholders system
process 2% 1%
3% Staff involvement in the
performance management
system
6%
Improve performance feedback
given to employees
16% Develop a high performance
culture.
14%
Improve the link between the

strategic objectives and the
performance feedback given to Train employees on how to
employees prepare for the performance
20% appraisal
19%
Improve performance process

3%
Linking performance with
promotion matters. Constant communication with
5% the employee before the Review the reward system
assessment period. 5%
6%
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4.14. Conclusion
The purpose of chapter four was to analyse the data obtained through the research
questionnaire. The analysis and interpretation was undertaken in terms of objectives
stated in chapter 1
The factors and items analysed above seem to suggest that the DoC employees who
participated in this research (respondents) seem to perceive the PMS within the DoC to
be effective. According factors analysed it could be concluded that the PMS is
perceived to be effective. However, there are various elements which still need to be
addressed such as communication with regards to PMS.
Chapter 5 will focus on the various recommendations, based on the above findings,
problems and as well as opportunities for further research will be highlighted.
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CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS
5.1. Introduction
In this final chapter, the researcher will provide a summary of the main findings of the
research study. The aim of this study was to assess the effectiveness of the PMS within
the DoC. This chapter presents conclusions and recommendations based on the
analysis of the primary and secondary data collected.
5.2. Findings from the Study
The findings of the research study are discussed under two heading namely, key
findings from the literature review and findings from the primary research.
5.2.1. Findings from the Literature Review
The literature review conducted permits the researcher to define performance

management system, describe its purpose and benefits and indicate the process to be
taken in the implementation of the effective system.
As mentioned in the literature review chapter by most authors proposed that

performance management entails managing employee contributing to the organisation
based on measured results. A trend has been noticed that most of the organisations
within the public sector use a 360 degree which focuses of the peer input, customer
feedback, and input from direct reports. The public sector organisations frequently
include team-based objectives in individual performance plans. There is less common
practice in team appraisal, in which team members or peers actually appraise one
another.
Furthermore, the literature review reveals that performance management systems is

critical to each and every organisation and need to be linked to the strategic direction of
the organisation in order to improve the organisational performance as a whole and to
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achieve their objectives. Becker, Antuar and Everett (2011:255) indicate that the PMS
contributes to aligning the interests of employees and management by providing a clear
indication of the strategic direction of the organisation. This should take in motivating,
monitoring, controlling and rewarding employees for achieving desired results for the
organisation.
The PMS seeks to improve the performance of individuals and organisations, with the
purpose of improving organisational effectiveness. Biron, Farndale and Paauwe,
2011:1296 proposed that the system should cover all aspects of performance that are
relevant for the existence of an organisation as a whole and should be the ways of
executing organisational strategy by indicating to employees what is important in the
organisation, fixing accountability for behaviour and result, and to improve performance.
Furthermore, according to Cheng, Dainty and Moore (2007:60-75) PMS can also be use
to advance employee involvement, commitment and motivation and act as a
communication tool to provide feedback on employees’ contribution to achieving
organisational goals.
5.2.3. Findings from the Primary Research
The findings from Section B indicate that 70% of the respondents disagree that the PMS
was developed with inputs from the staff throughout the department. Furthermore,
findings also revealed that 80% of the respondents disagree that a clearly defined
purpose of PM is communicated effectively to all employees. This finding clearly
indicates the weaknesses of the DoC PMS. However, the strength of the DoC PMS is
demonstrated by the 70% of respondents who indicated that the PMS enables the
Department to identify the underperformers and also the 60% of respondents indicated
that the pay decisions are linked to performance achievements.
The findings from Section B which was looking at answering the issue regarding the
DoC staff attitudes and perception towards the PMS indicates that the staff attitude and
perception towards the DoC PMS shows that 60% of respondents disagreed with the
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statement that DoC appraisal system add value towards the development of the
employees. Furthermore, 70% of the respondents have a perception that the
performance appraisal system is not applied fairly and equally towards employee and
70% of respondents indicated that employees does not have faith in the performance
appraisal system.
Hornibrook, Fearne and Lazzarine (2009), indicated that enhanced perceptions of

fairness by individuals can improve outcomes relevant to organisations such as
commitment, job satisfaction and performance and by implication, organisational
performance. Although 70% of respondents indicated that performance appraisal
system plays an important role in an organisation’s success, but there was a 50/50 split
with regards to the statement that performance appraisal changes employee attitude to
work. The above findings clearly demonstrates the staff attitude and perceptions
towards the DoC PMS.
The findings from Section B were looking at what are the identified stumbling blocks and
problems for the implementation of the performance management system of DoC. The
findings shows that 60% of respondents disagree with statement that supervisors are
held accountable for ensuring completion of each step of PMS and 60% of respondents
also disagree that all employees are committed to the successful implementation of
PMS. Therefore, from these results one can deduce that lack of commitment of senior
management/ supervisors is a stumbling block and pose a problem with regards to the
implementation of the PMS in DoC.
The findings from Section B which was looking at the relationship between DoC’s
performance management system and the best practices was answered some of the
section b questions which are discussed in the following paragraph. The results show
that 80% of respondents agree that the department’s performance system supports the
objectives of the department’s business plan and 69% of respondents also agree that
goals with appropriate performance standards are in place at three levels, namely
organisational, team and individual. Furthermore regarding rewards and recognition
60% of respondents agree that pay decisions are linked to performance achievements
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and 90% of respondents agree that performance goals are mutually developed and
have specific time frames. Of the respondents 80% agree that supervisors identify
development needs to assist subordinates to grow. Regarding the reviews the results
also shows that 70% of respondents agree that prior to review, supervisor and
subordinate reach agreement about factors against which performance would be
measured and 80% of respondents also agree that performance is measured against
the factors previously agreed upon. The result represented concurs and suggest that
some of the DoC PMS practices can be regarded as the required best practices.
5.3. Conclusion of the Study
The conclusion drawn by the researcher is that although certain element of the PMS
within the DoC can be perceived as being effective. The factors and research questions
analysed in this study seem to suggest that the DoC employees who participated in this
research (respondents) seem to perceive the system as being effective. However, there
are issues which still need to be addressed such as communicating with employees and
clearly defining the purpose of the PMS. Commitment of senior managers and staff
attitude and perception still need to be addressed, as negative perception of the
fairness of their organisation’s PMS can be very detrimental to the organisation. Positive
perception can improve results relevant to organisations such as job satisfaction,
commitment, and overall performance of employees and also that of the organisational
performance as a whole.
5.4. Recommendations
There are three most important factors that will impact on the effectiveness of an
organisation’s PMS. First, the system needs to be aligned with and support the
organisation’s direction and critical success factors. Second, well-developed, efficiently
administered tools and processes are needed to make the system is user-friendly and
well received by organisational members. Third, and most important, is that both
managers and employees must use the system in a manner that brings visible, value-
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added benefits in the areas of performance planning, performance development,
feedback and achieving results (Pulakos,2004:30).
From the literature review, PMS has phases which should firstly look at developing and
planning which assist to support commitment by linking the employees work with
organisational goals and objectives. The results indicated that the employees are not
clear about how there are to be measured. In the second phase, activities such as
coaching, communication and seeking feedback place an important role. Coaching in
this regard is aimed at developing and empowering employees through skills and
knowledge. Improving communication with the DoC will make employees to be aware
and be able to contribute to the Annual Performance Plan (APP) of the Department.
Timeous and efficient feedback has the ability to enhance employee commitment, job
satisfaction and motivation. The third phase is performance rewarding which consists of
developing employees, conducting evaluations and reward. An employee evaluation
system which is effective provides needed feedback and assist in administrative
decisions and assist in motivating employees in attaining the organisation’s objectives
and goals. The correct rewarding of the employee should also play a role in
encouraging employees to perform and most importantly achieving organisational goals.
The DoC has been giving the performance bonuses to the employees. However, the
targets set in the APP were not achieved, for example during the reporting period of
2012/13 the department has only achieved 52% of its annual plan targets and this
cannot be equated to the performance bonuses given to employees. The connection
between individual performance and organisational performance still needs to be
strongly linked and the DoC should manage the process properly.
Furthermore, results indicated that 70% of respondents indicated that Senior
Management does not demonstrate seriousness when coming to the performance
review. It important that managers take this issue very seriously and is addressed as
this may demotivate employees. Managers should ensure that the performance is
monitored regularly against the standard set and that corrective actions are taken to
encourage staff to perform as required. This should also be tied to the training and
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development programme. Managers should conduct the quarterly and annual reviews
as required and dictated by the Performance Management Policy.
Procedural guide on performance setting and management should be developed

stemming from the Performance Management Policy which will provide for suitable
interventions at the various management levels in the DoC. This should also be
reflected in the performance agreement of all employees and should assist in creating a
culture of performance.
Managers should fully appreciate the potential and use of performance management
system, should always ensure that all the role players obtain the full benefits of the
system, should revisit the system on a regular basis to see whether it still serves its
objective, and avoid any pitfalls that may render it inefficient.
The problem-solving approach is the best approach. It encourages active participation

of everybody in discussing and solving problems and in the setting of specific goals.
The Performance Management and Development Plan (PMDP) is a working document,
which should be referred to regularly by both parties, but by the employees in particular,
to make sure that the employee’s performance is moving in the right direction.
Based on the findings, analysis and conclusion of the research study, the following are
summarized recommendations to the Department of Communication:-
(i) Performance Management System Aspects

The findings observed indicated that the department must ensure that there is a clear
defined purpose of PMS is communicated effectively to all employees. Therefore DoC
needs to establish clear organisational objectives which will contain clear criteria and
standards of expected performance from all business units and each employee
(ii) Implementation Aspects

The findings indicated that there is a need for the supervisors to be held accountable to
ensure completion of each step of PMS. The DoC should focus on coming up with a
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communication plan which will help gain system acceptance, training programs for
raters, which will help minimised errors in performance ratings.
(iii) Performance Planning Aspects

The findings concur with the literature review regarding the performance planning in the
department. However the results also indicated that there was 50/50 split on the issue
regarding employees being clear about how their performance is to be measured. The
basic principle in performance management is that an employee must know what is
expected of him or her to be an effective performer. This should be done by the
supervisor and the employee collaborating to develop individual performance plans.
Individual performance plans, to be most effective, directly stem from work plans. A
good work plan should lays out programme and project objectives for the whole year.
From work plans a supervisor can develop Individual Performance Objectives and
Team Performance Objectives which should be Specific, Measurable, Attainable,
Results oriented, and Time bound (SMART).
(iv) Periodic Reviews Aspects

The findings show that there is a lack of evidence that Senior Management takes
performance reviews seriously. The periodic review allows that subordinates should be
coached through the review process by identifying concrete and specific feedback to
assist them in completing their individual objectives and assessing an individual
employee’s job performance and productivity in relation to certain pre-established
criteria and organisational objectives.
The Doc should ensure that the feedback should be givens as soon as possible after
the periodic assessments are conducted. This should be able to assist the employee to
correct his/her behaviour and as such the employee behavior is linked to the individual’s
performance plan.
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(v) Annual Review Aspects
The finding under this aspect indicated that there is a need in the DoC that the
immediate supervisors should create time to monitor the performance of their staff.
Furthermore, the outcomes of performance review should be fed directly into other
human resources systems such as reward, training and development. The feedback
should be contingent upon the nature of the job and characteristics of the employee. For
example, employees of routine jobs where performance maintenance is the goal would
benefit sufficiently from annual PA feedback. On the other hand, employees of more
discretionary and non-routine jobs, where goal-setting is appropriate and there is room
for development, would benefit from more frequent PA feedback. The DoC should
ensure that Annual Reviews are also linked to the reward system and the training and
development of the employees.
(vi) Rewards and Recognition Aspects

The findings has indicated this aspect need to be given more priority as the response
from the respondents indicates that there is a need for DoC to ensure that the rewards
system facilitates implementation of the strategy by motivating desired levels of
performance and also by attracting and retaining the right kind of people. Furthermore
there is a need that positive and negative financial and non-financial consequences of
performance such as salary adjustments and recognition are utilised effectively. The
DoC should view rewards and recognition in a positive way as it can be powerful tools
for employee motivation and performance improvement. In order to achieve desired
goals, reward systems should be closely aligned to organisational strategies (Allen and
Helms: 2002). For example, DoC could design their reward practices to foster
innovation and improved service delivery.
(v) Staff Attitude and Perceptions

The findings concluded that majority of the DoC employees has a negative attitude and
perception regarding the PMS, even though they are in agreeance that the Performance
Appraisal System plays an important role in a organisation’s success. The negativity on
this aspect can be alluded to the fact that they are of the view that the PAS is not
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applied fairly and equally towards all employees and as a results they do not have faith
in the PAS. In addressing this situation the management can communicate constantly
with employees, Include employees in the decision-making process. Help workers to
understand the issues surrounding the available options and the ultimate reason the
decision was made. This will result in greater acceptance of the choice and will
positively influence employees' perceptions about the decision and resulting business
actions. The DoC should encourage supervisors to discuss the issues with staff to
correct the perceptions of employees. Workers are more likely to trust the opinion of
their direct supervisor than the opinion of a high level manager with whom they rarely
interact. It should be noted DoC should not expect immediate results and recognize that
the employee's perceptions and beliefs were built gradually over time. Reversing those
perceptions takes sustained effort over an extended period.
5.5. Areas for Further Research
This study can provide the basis for further research. The research in this study has
shown that there are various topics for further research, which fall outside the scope of
this research investigation. There are various research opportunities that should receive
further attention in future. The following research topics could be investigated in future:-
 The link between individual performance management and the organisational

performance;
 The impact of the reward and recognition system in relation to performance
management;
 Critical assessment of the link of the between the strategic objectives and the
performance feedback to employees;
 The relationship between the implementation of the strategic plan and the
performance management; and
 Stakeholder involvement in developing the performance management system
112 | P a g e
5.6. Conclusion.
In a nutshell, the effective implementation of the performance management system is

the key for achieving the organisational goals and objectives. The successful
implementation of this system requires contribution by both employees and
management. The management buy-in in the implementation of the performance
management system is critical for the survival of the organisation. The performance
management process provides a vehicle through which employees and their
supervisors collaborate to enhance work results and satisfaction through planning,
managing and rewarding performance.
The aim of the study was aimed at critically assessing the effectiveness of the
Performance Management System of the Department of Communications (DoC). The
literature on performance management was examined to assisting in developing the
research. Performance management literature indicated that in order to have an
effective performance management system, organisations need to have strong
leadership and employee’s commitment. It has also being noted that performance
appraisal as an integral part of performance management is a very important tool to
evaluate and develop employees performance. Performance management needs to be
given attention by both managers and employees. Most importantly for the
implementation of performance management in the organisation, there is a need for
management buy-in to be successful.
The research, amongst others, has focused on various issues related to the
implementation of the performance management system which will lead to the
successful implementation and the organisation achieving its intended outcomes.
113 | P a g e
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APPENDICES
Appendix A: Covering Letter
To: Department of Communications Staff
Dear Participant
I am a student at the Management College of Southern Africa (MANCOSA). I am currently

conducting a research study regarding the critical assessment of the effectiveness of
performance management system of the Department of Communications in partial fulfillment of
my Masters degree in Business Administration (MBA).
The present research study is aimed at assessing the effectiveness of the Performance
Management System of Department of Communications which is aimed at assisting employees
and managers towards improving staff performance and provides recommendations to improve
the performance Management system within the Department of Communications.
The enclosed questionnaire will gather data pertaining to this study and will give further insight
into the assessment of the effectiveness of the performance management system of the
Department of Communications. Research findings will enable the department of
Communications to improve performance.
I would highly appreciate if you could return the questionnaire and the completion of the
questionnaire will take 20 minutes of your time. Participation in this study is voluntary. All
information provided through your participation will be treated confidentially. The participants will
not be identified in the dissertation or any report on this research. There are no known or
anticipated risks to participate in this study.
I thank you in advance for agreeing to participate in this research study.
Yours sincerely

Date: 05 June 2013
125 | P a g e
Appendix B: Approval Letter
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Appendix C:Questionnaire
Section A: Demographic Information
Please mark with an (x) in the box with the appropriate response. Mark one box only.
 A1. How long have you been working for the Department of Communications?
0-1 year
1-5 years
5-10 years
10-15 years
15 or more years
 A2. What is your age?

Below 20 years
20-29 years
30-39 years
40-49 years
50-59 years
60 years and over
 A3. What is your highest qualification

Below Matric/Grade 12
Matric/Grade 12
Certificate
Diploma
Undergraduate Degree
Honours/BTech
Masters
PhD
 A4. What is your sex?
Male
Female
Please mark with an (x) in the box with the appropriate response. Mark one box only.
A5: CATEGORY OF YOUR POSITION

1 Top Management level (senior manager to Head of Department
2 Middle management level (Deputy Manager to Manager
3 Junior management level (Chief Administration to Senior Administration Officer)
4 Operational level (All those workers who are not managers)
127 | P a g e
SECTION B: Assessment of Performance Management System
INSTRUCTIONS
Please place a cross (X) in the column which most closely reflects your view about the statement.
Please answer each statement
General Aspects Strongly Agree Disagree Strongly

Agree Disagree
B1 As an employee of Department of Communications I am
aware about the Performance Management system of the
Department of Communications.
B2 There is an approved policy in the Department of
Communications that addresses the performance
management system.
B3 There is Performance Management System in the Department
of Communications.
B4 Performance Management System in the Department of
Communications is in line with the National Performance
Management System issued by Department of Public Service
and Administration.
Performance Management System Aspects Strongly Agree Disagree Strongly
Agree Disagree
B5 Clearly defined purpose of Performance Management System
is communicated effectively to all employees.
B6 Senior Management is accountable for effective
B7 Goals, with appropriate performance standards are in place at

three levels, namely organisational, team and individual.
B8 Formal communication processes are in place to ensure that
employees understand the department’s business plan.
B9 The department’s performance system supports the objectives
of the department’s business plan.
B10 The PMS is viewed by supervisors as a valuable tool for
managing how work gets done and how effective each
individual is performing.
B11 The PMS is viewed by employees as a valuable tool for
managing how work gets done and how effective each
individual is performing.
B12 The PMS was developed with inputs from the staff throughout
the department.
B13 The PMS is better than the incident reporting system that the
department had been previously implemented.
B14 The performance management system results in fair
performance appraisal of staff members.
B15 The PMS enables the department to identify underperformers.
Implementation Aspects Strongly Agree Disagree Strongly
Agree Disagree
B16 Senior Management is committed to successful
B17 Supervisors are held accountable for ensuring completion of
each step of PMS.
B18 All employees are committed to the successful implementation
of PMS.
128 | P a g e
Performance Planning Aspects Strongly Agree Disagree Strongly
Agree Disagree
B19 Performance goals are mutually developed and have specific
time frames.
B20 Employees consider performance standards attainable.
B21 Personal development objectives, negotiated with the

supervisor, are in place.
B22 Relevant performance expectations are set between
supervisor and employee.
B23 Employees are clear about how their performance is to be

measured.
Performance Improvement Aspects Strongly Agree Disagree Strongly
Agree Disagree
B24 Supervisors concentrate on managing of performance rather
than controlling performance.
B25 Mechanisms exist to continuously improve performance.
B26 Sufficient information about PMS is communicated to all

employees to enable them to execute their responsibilities in
the best interest of the department.
B27 Supervisors identify development needs to assist subordinates
to grow.
B28 Supervisors effectively design opportunities for subordinates
to develop.
Periodic Reviews Aspects Strongly Agree Disagree Strongly
Agree Disagree
B29 Senior Management demonstrates that they take performance
reviews seriously.
B30 Prior to review, Supervisor and subordinate reach agreement
about factors against which performance would be measured.
B31 Performance is measured against the factors previously
agreed upon.
B32 Supervisors use a supportive approach in the performance
review.
B33 Effective personal recognition is provided during review
meetings.
B34 Feedback is given as soon as possible after the activity is
performed.
B35 Feedback is provided within the context of the performance
plan so that employee behaviour is linked to the individual’s
performance plan.
B36 Feedback is directed towards activities and resources the
individual can control.
Annual Review Aspects Strongly Agree Disagree Strongly
Agree Disagree
B37 Sufficient information for appraising staff members’
performance is available (e.g. critical behaviours recorded
during the year).
B38 Objectivity is maintained.
B39 Descriptive assessment based on actual accomplishment
and behaviours demonstrated (rather than numerical ratings)
are used.
B40 Immediate supervisors do not have time to monitor the
performance of their staff.
B41 Outcomes of performance review are fed directly into other
human resources systems, (e.g. reward, training and
development).
129 | P a g e
Rewards and Recognition Strongly Agree Disagree Strongly
Agree Disagree
B42 Communication processes are in place to ensure that
employees are familiar with the department’s recognition
programme.
B43 Pay decisions are linked to performance achievements.
B44 The reward system facilitates implementation of strategy by
motivating desired levels of performance.
B45 The reward system facilitates the implementation of strategy
by attracting and retaining the right kind of people.
B46 Positive and negative financial and nonfinancial
consequences of performance (e.g. salary adjustments,
recognition) are utilised effectively.
B47 PMS establishes a clear connection between performance
and rewards.
Staff Attitude and Perceptions Strongly Agree Disagree Strongly
Agree Disagree
B48 DoC appraisal system add value towards the development
of the employees
B49 Performance Appraisal System is applied fairly and equally
towards all employees
B50 Employees have faith in the performance appraisal system.
B51 Performance Appraisal changes employee attitude to work.
B52 Performance Appraisal System plays an important role in

an organisation’s success
SECTION C: Assessment of Potential Interventions

INSTRUCTIONS
Please rate the following interventions using a Scale of 1 to 12. 1 being highest priority and 12 being
lowest
From the following, rate the interventions from highest priority to lowest priority based on the
potential impact it will have on DoC Performance Management System.
Interventions Ratings (provide a
rating of each statement
below (1-12))
Periodic training must be given to all stakeholders
Annual review of the performance management system
Staff involvement in the performance management system
Develop a high performance culture.
Train employees on how to prepare for the performance appraisal
Review the reward system
Constant communication with the employee before the assessment period.
Linking performance with promotion matters.
Improve performance process
Improve the link between the strategic objectives and the performance agreement a t all
levels
Improve performance feedback given to employees
Review outcomes of the performance management process
130 | P a g e
Appendix C: DoC Performance Management Policy
131 | P a g e
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Critical Assessment of the Effectiveness of Performance Management System of

Thesis · February 2014

The impact of strategic planning on the organisational performance. View project

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Critical Assessment of the Effectiveness of Performance Management System of

Mahlomola Stevens Maleka

Mahlomola Stevens Maleka

Dissertation submitted in partial fulfilment of the

requirements for the degree of

Master of Business Administration

Department of Business Studies

Supervisor: Shamila Singh

 My research supervisor Shamila Singh, for her invaluable assistance, guidance,

 My dear wife, Daphney Maleka, my daughter, Lesedi Maleka and my son,

 My colleague, Farhad Osman for all his contribution, constantly motivating me to

 The staff at the Department of Communications for never failing to assist me

Keywords: Performance management, Performance Management System,

DoC Department of Communications

Figure 2.1: Defining Performance Management ............................................................ 11

Figure 2.2: The Performance Management System…………………………………….…18

Figure 2.3: Performance Comparison ........................................................................... 21

Figure 2.4: Vroom’s theory of Expectancy..................................................................... 23

Figure 2.5: Reinforcement Theory of Motivation ........................................................... 25

Figure 2.6: Integrated Performance Management Systems .......................................... 28

Figure 2.7: Balance Scorecard ...................................................................................... 53

Figure 4.1: Respondents Working Experience...............................................................65

Figure 4.2: Respondents Age.........................................................................................66

Figure 4.3: Respondents Highest Qualification……………………………………………67

Figure 4.4: Respondents Sex………………………………………………………………..68

Figure 4.5: Category of Positions .................................................................................. 68

Figure 4.6. DoC Performance Management Interventions………………………………102

Table 3.1: A guide for sampling……………………………………………………………..58

Table 4.2: Performance Management System.……………………………………………75

Table 4.3: Implementation Aspects………………………………………………………….82

Table 4.4: Performance Planning Aspects………………………………………………….84

Table 4.5: Performance Improvement Aspects.……………………………………………87

Table 4.6: Periodic Reviews Aspects…..……………………………………………………89

Table 4.7: Annual Reviews Aspects…………………………………………………………93

Table 4.7: Rewards and Recognition………………………………………………………..96

Table 4.8: Staff Attitude and Perception…………………………………………………….99

According to Van der Waldt (2004:39) Performance Management (PM) is defined as an

It is therefore important that research be conducted on the effectiveness of the PMS in

1.2. Research Context: Background

The DoC is a policy-making department within the Information and Communications

The PMS system is a distinctive and a fundamental part of human resource

1.3. Research Problem

1.4. Aim of the Study

1.5. Research Objectives

The study seeks to fulfill the following objectives:

 to identify the strengths and weaknesses of the current performance

1.7. Significance of the Study

Work performance in many organisations is determined by performance appraisal. The

1.8. Format of the Study

Chapter 2 - Literature Review

Chapter 3 - Research Methodology

Chapter 5 - Conclusions and Recommendations