Public sector employees’ experiences and challenges with the performance management system in South Africa

Abstract

This study examines the effectiveness of the Performance Management System (PMS) within a government department, with a particular focus on employees’ perceptions of fairness, motivation, and developmental support. It seeks to understand how the PMS influences employee morale and performance outcomes. Adopting a qualitative, phenomenological, and exploratory design, the study explored the lived experiences of employees who had participated in performance appraisal cycles. Data were collected through semi-structured interviews with twenty participants, with thematic saturation achieved after the nineteenth interview. Thematic analysis was used to identify recurring patterns and insights regarding the implementation and impact of the PMS. Findings revealed diverse perceptions of the PMS. Some participants regarded the system as fair, transparent, and motivating; however, the majority reported dissatisfaction due to perceived rating inconsistencies, limited feedback, and inadequate reward mechanisms. These challenges contributed to diminished morale and uncertainty about performance improvement. Participants proposed practical interventions, including rater training, enhanced feedback practices, clearer alignment between Key Performance Areas (KPAs) and rewards, and improved communication across hierarchical levels. The study underscores the need to strengthen fairness, transparency, and developmental value within the PMS. Implementing the recommended measures could enhance employee motivation, reduce dissatisfaction, and ensure that the PMS effectively supports performance monitoring, career progression, and the recognition of high performers.