Performance Management Development System (PMDS) Perceptions and Challenges in the VUCA World with Reference to the KwaZulu-Natal Office of the Premier
Abstract
Objectives: The study examines employees’ perceptions and the challenges of the PMDS in the KwaZulu Natal Office of the Premier (OTP). Prior Work: A significant component that seems to be lacking in public services is the constant monitoring, as well as, evaluation and appraisal for employees’ performance (Armstrong, 2019). The Goal setting theory highlights non-feedback without a goal has no effect on performance and there is a need for clear, measurable and specific objectives (Locke & Latham, 2012). Makamu, & Mello, (2014), Devine, Meyers & Houssemand, (2013). Approach: The mixed methods approach was used. Results: The study revealed managers’ incompetencies, racism and unfairness, lack of knowledge of the moderating committees, reduced scores, favouritism, lack of transparency and inexperienced moderating committees. Implications: Managers training and the efficient use of the PMDS system and policy when designing a reward system, is advocated. Additional research should focus on perceptions such as racism in PMDS, and the incompetence of moderating committees. Value: The study cited issues of racism, lack of knowledge of moderating committees, reduced scores without communicating with the employees, favouritism and lack of transparency in the process. Distinctively, the study revealed occurrences of racism not evident in other research. The study demonstrated that during VUCA times, the performance management system should be approached innovatively, rather than conventionally.
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