Performance management and development, particularly in public organisations, have
become a bone of contention between managers and employees. The reality is that,
without the effective and efficient management and development of employees, public
organisations will not be able to achieve their mandate of delivering quality services
to the public. The significance of enhancing the performance of human resources in
organisations is the central theoretical argument for this article, as a competent and
committed workforce can contribute to the achievement of organisational objectives.
On the basis of this theoretical assumption, the need for employees to adopt a positive
perception towards the Performance Management and Development System (PMDS)
is imperative. The article endeavours to determine the nature of employee perceptions
towards the PMDS, specifically as it relates to the implementation by the North West
Department of Social Development, Women, Children, and People with Disabilities
(DSDWCPD) with particular emphasis on the Matlosana Service Point as a case study.
The argument put forth by the article is that the lack of shared understanding amongst
managers and employees regarding the purpose, process and value of the PMDS
contributes to the negative employee perceptions. The article uses a mixed method
approach with a case study design for in-depth understanding and analysis. Data was
collected through a document review supported by a semi-structured questionnaire.
Purposive sampling was used and participants from all salary levels were included in
the research. The article concludes by recommending a systematic training strategy
as synthesis towards addressing the negative perceptions employees have towards the
manner in which the PMDS is implemented.