It is suggested that there is a world of research on the design and implementation of performance management and the effect it has on overall organisational results, but there appears to be a gap in knowledge on the enablers and inhibitors of performance management, or causes of its positive and negative effects. This study aimed to investigate the perceptions relating to performance management of chosen respondents at Multichoice (Pty) Ltd. A literature review was performed to identify research that was previously conducted pertaining to performance management. The literature review analysed the factors perceived to enable and inhibit performance management with the question remaining as to whether the perceptions of the sample population differ or are congruent with the literature summary. The research involved using a formal quantitative causal and explanatory design with a questionnaire being used to gather information from a sample of employees. The sample comprised of 60 employees, 20 from each category of performers, namely A players, B players and C players. Statistical techniques, namely descriptive and inferential statistics were used to extract key constructs from the raw data obtained from the questionnaires. The outcome of the research resulted in the enablers and the inhibitors of performance management at Multichoice (Pty) Ltd. These findings have been used to develop a framework which should be considered by organisations to achieve high performance. Further to this, the analysis revealed the strength of the different forces which were ranked in an attempt to determine whether the enabling forces outweigh the inhibiting forces or vice versa. The reason for this was to strengthen the enabling forces supporting the performance management systems at Multichoice (Pty) Ltd and reduce the impact of opposition to it.