Professional services staff perceptions of performance management at the University of KwaZulu-Natal: a case study of the College of Humanities.
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Date
2017
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Abstract
In a contemporary society, globalisation-induced competition has given rise to
significant improvements in human resource management styles to improve
competitive advantage. This is not only in the private sector but in the public sector
as well. Higher education institutions (HEIs) have caught on to this phenomenon
and have adopted these management practices. This means that the same
principles involved in managing the private sector, such as introducing performance
management systems, are now applied in the public sector. The University of
KwaZulu–Natal (UKZN) recognised that “managing and reviewing employee
performance and fostering employee development are critical factors in achieving
institutional strategic priorities and overall success.” In pursuit of its vision and
mission, UKZN had embarked on a strategic plan to introduce a performance
management system to the organisation in 2008. There is very limited knowledge
on what the perceptions of professional services staff regarding performance
management are. Furthermore, there is minimal empirical evidence relating to how
professional services or support staff perceive performance management. The aim
for this study is to investigate the effectiveness of performance management at the
College of Humanities as a strategic tool for motivation. Since the appraisee or
employee is meant to be the beneficiary of performance management, knowing how
they perceive the process can result in the rehabilitation of strategic procedures in
the organisation. The researcher used a survey research design and conducted a
quantitative research analysis for this study. A pilot study and pretesting confirmed
the reliability and validity of the questionnaire. Purposive sampling method was used
to forward the online questionnaire to a sample of 166 professional services staff.
The response rate was 106. The raw data was statistically analysed by descriptive
and inferential tests. The results indicated positive responses for the research
objectives. The research findings indicated that professional services staff are
satisfied with the performance management process and its strategic purpose of
improved performance objectives. It was recommended that additional training in
the use of the system is required and for management to consider both monetary
and non-monetary incentives.
Description
Masters Degree. University of KwaZulu-Natal, Durban.