The perceived effectiveness of performance management practices in a government department
Rangwato, Thabo Joy
Rangwato, Thabo Joy
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Abstract
Workers are essential to any organisation's success since they are the most significant asset in ensuring that important strategic tasks are carried out on schedule and with a high level of diligence. Organisations also need the processes and procedures that will allow them to appropriately reward their staff and guarantee that they perform at the highest level. For organisations to achieve their strategic goals, they must implement a fair, transparent, and effective performance management system (PMS). The primary objective of this study was to investigate the perceived effectiveness of performance management practices in the Department of Communications and Digital Technologies (DCDT). The secondary objectives of the study were to determine whether employees’ perceptions of the effectiveness of performance management practices influence employee performance, and to compare employees’ perceptions within various demographic groups. A comprehensive literature review, a relevant research survey, and an inferential statistical evaluation of the data were all part of the quantitative research technique used by the study, in conjunction with a scientific descriptive study approach to draw conclusions. The department under investigation employs 276 people, and the study used an existing questionnaire. Utilising factor analysis and Cronbach's alpha, the results were evaluated for validity and reliability, respectively. To accomplish the objectives other methods, such as correlation, regression, and variance analysis of the results were used.
Although certain suggestions are given to enhance the system, it is evident from the study's results that the Department of Communications and Digital Technologies (DCDT) performance management practices work well. Although some items elicited unfavourable responses, overall, the results regarding the impression of the effectiveness of PMS in the government department were positive and encouraging. The overall perspectives of employees with varying genders, ages, positions, and educational characteristics did not differ significantly, statistically.
Description
Submitted in partial fulfilment of the requirements for the degree: Master of Management Sciences in Human Resources Management in the Department of People Management and Development: Faculty of Management Sciences at the Tshwane University of Technology.
Date
2025-01-05
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Tshwane University of Technology
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Keywords
Performance management, Performance management practices, Performance management system, Effectiveness’.