Employee's perceptions of the performance management and development system at NECSA.
Tshila, Ofhani
Tshila, Ofhani
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Abstract
A performance management and development system (PMDS) is an important and effective human resource management tool used in organisations to measure
employees against agreed performance objectives. The effective implementation of a PMDS together with positive employee perceptions of the system, are key success
factors. The PMDS comprises the performance contract, performance evaluation, and outcomes, and employees’ negative perceptions of the PMDS can contribute to low
productivity and diminished staff morale. This study aimed to elucidate the employees’ perceptions of performance management and the development system at the South
African Nuclear Energy Corporation (NECSA). The primary objective of this research was to determine employees’ perceptions of the PMDS at NECSA. The study used a qualitative research approach and the target population comprised NECSA employees. Twelve participants were purposively selected, with face-to-face interviews conducted by the researcher. The researcher used a semi-structured interview framework to solicit data from the participants. Before data collection, the interview framework was piloted on three participants at NECSA from different divisions who met the selection criteria. A thematic analysis method of data analysis was used to analyse the information provided by the participants. The data were organised,
coded and grouped, and themes were constructed and refined that characterised the participants’ experiences, perceptions and views of and feelings about the PMDS within NECSA. The study's overall finding concluded that employee perceptions of the PMDS at NECSA were negative.
Description
Submitted in partial fulfilment of the requirements for the degree, Magister Technologiae: Human Resources Management in the Department of People Management and Development,
Faculty of Management Sciences at the Tshwane University of Technology
Date
2022-10-01
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Tshwane University of Technology
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Keywords
Performance management and development system, Performance contract, Performance evaluation, Employee perceptions, Human resource management