Abstract:
ORIENTATION : Practices employed to manage the human resources at Johannesburg (JHB)
Metropolitan Municipality were explored to unearth their impact on employee performance.
RESEARCH PURPOSE : The study sought to reveal the human resource management (HRM)
practices that could support employee performance at local government.
THE MOTIVATION FOR THE STUDY : The achievement of organisational goals depends on HRM
practices that enhance employee competencies. Employee performance in municipalities is
often considered to be substandard. This study aimed to strengthen HRM practices to enhance
performance at JHB Metropolitan Municipality.
RESEARCH APPROACH/DESIGN AND METHOD : The qualitative inquiry adopted an interpretive
stance to reveal participants’ experiences that relate to employee performance. Ten participants
were identified purposively and the obtained data were analysed with the assistance of the
Atlas.ti software.
MAIN FINDINGS : Whilst the organisation’s employee-attraction practices were strong, its
retention practices were weak. Employees generally felt undervalued, which negatively
affected their morale and the organisation’s goal attainment.
PRACTICAL/MANAGERIAL IMPLICATIONS : The organisation should introduce effective employeeretention strategies, focussing on thorough needs analyses, skills development and rewards
linked to performance. Building employee commitment should be prioritised.
STUDY CONTRIBUTION : Human resource management effectiveness in the Johannesburg
Municipality would be enhanced by appropriate soft HRM investment in senior management
either through recruitment or development or both. Furthermore, the municipal culture
should change from HRM practices that are influenced by tradition to an adaptive approach
that responds to public-sector dynamics and varying employee expectations.
