Chapter 2: Literature review
6.4 Main Research Findings, Conclusions, and Recommendations
The previous section gave the summary of chapters of the study. The next section outlines research objectives and research questions and further gives an account of research findings, conclusion, and the recommendations.
6.4.1 Research Objective One and Question One
Research Objective Research Question
To determine how the performance management and development system set by the Department of Home Affairs in the Durban offices in Kwazulu-Natal can enhance employee performance and organizational productivity
How can the performance management goals set by the Department of Home Affairs enhance the effective implementation of performance management and development system to benefit the Department of Home Affairs offices?
6.4.1.1 Finding
It has been established that there is lack of knowledge amongst junior employees of the DHA with regard to the relationship between the vision, mission, and strategic objectives of the organization. Also, DHA does not prioritize PMDS like it does with service delivery.
6.4.1.2 Conclusion
It is concluded that when employees do not understand and appreciate the vision, mission, and strategic objective of the organization, they will be less likely to know how to effectively implement PMDS within the DHA.
6.4.1.3 Recommendation
It is recommended that it should be made compulsory for employees to understand and appreciate the vision, mission, and the strategic objectives of the DHA for every period under review in order to ensure that performance objectives set are attained.
6.4.2 Research Objective Two and Question Two
Research Objective Research Question
To understand the performance goals set by the department of Home Affairs in the Durban offices
What are the performance management goals set by the DHA in the Durban offices?
6.4.2.1 Finding
The researcher discovered that there is no proper implementation of PMDS as evidenced by the prevalence of challenges pertaining to performance within the department, particularly in the Durban District.
6.4.2.2 Conclusion
Two conclusions can be drawn here. On one hand, the PMDS at the DHA is conducted just to comply with the requirement of Department of Public Service and Administration (DPSA) and not as a tool to enhance the performance of the organization through its employees. This is evidenced in the way in which the organization prioritizes service delivery and not the PMDS.
On the other hand, there seems to be no proper coordination between HRM and HRD (Learning Academy) within the DHA, which the researcher attributes to lack of proper communication between the two units.
6.4.2.3 Recommendation
If executing performance management in the organization assists in the achievement of the business strategic objectives, then the DHA should consider incorporating PMDS in the setting of its goals and objectives from planning to execution.
6.4.3 Research Objective Three and Question Three
Research Objective Research Question
To ascertain how performance is measured at the Department of Home Affairs in the Durban offices
How performance is measured at the DHA in the Durban offices?
6.4.3.1 Finding
The study revealed that there are challenges affecting the implementation of the PMDS. For example, organizational performance is not clearly aligned with the existing with organizational policy.
6.4.3.2 Conclusion
Lack of sufficient PMDS knowledge among managers and employees preclude the DHA to effectively implement the system. This is due to sporadic provision of PMDS training and the inability of employees to attend such training initiatives because of the competing official priorities.
6.4.3.3 Recommendation
The researcher encourages dialogue and effective communication between HRM and Learning Academy units in order to facilitate the implementation of remedial and re-skilling of employees found to be in need of skills. The re-tooling should be done in order to improve employee performance, hence departmental service delivery.
It is recommended that the organization make it compulsory for each employee to know and understand the vision and the mission of the DHA as well as the strategic objective for the period under review in order to circumvent most of the challenges identified in this research.
6.4.4 Research Objective Four and Research Question Four
Research Objective Research Question
To understand the feedback system of performance results used by the Department of Home Affairs in the Durban offices
How does the DHA in the Durban offices feedback system of performance results work?
6.4.4.1 Findings
There is insufficient communication between managers and employees before, during, and after the PMDS. Some managers are afraid to communicate feedback to their employees because they are afraid of them.
6.4.4.2 Conclusion
Performance feedback at the DHA is not provided as it should due to challenges beyond the control of managers. Some of the challenges are exacerbated by some managers who do not understand the system, and yet they are expected to implement it.
6.4.4.3 Recommendation
It is recommended that feedback in the organization be provided in both written and verbal form.
This will minimize most of the challenges managers are currently faced with and it will also encourage them to read the policy knowing that they are expected to write credible reports to management about the performance of their employees.
6.4.5 Research Objective Five and Research Question Five
Research Objective Research Question To establish the nature of the reward systems
adopted by the Department of Home Affairs in the Durban offices.
What is the nature of the reward system adopted by the Department of Home Affairs in the Durban offices?
6.4.5.1 Finding
Employees at DHA do not fully understand the nature of the reward system used within the organization. While some employees are aware of the once off performance bonus, however most of the employees are not familiar with the qualifying criteria for this financial incentive. In addition, there are other existing non-financial rewards such as certificates of recognition.
6.4.5.2 Conclusion
While employees in DHA have knowledge of the reward system in place; they do not understand how they qualify for them. In addition, there are other non-monetary rewards like certificates of recognition offered by the DHA which participants did not mention during the interview. This clearly indicates that the DHA employees are not interested in them.
6.4.5.3 Recommendation
The DHA should provide training to its employees with regard to performance incentives available within the Department. Such training could be offered through induction and in-house refresher courses. These will help highlight to members the difference between their monthly salary and performance incentives. In addition, DHA should consider other means of rewarding the deserving employees for their performance. This will obviate the existing financial and
budgetary constraints. Finally, the Department should review its budget to allow more performance incentives.
6.4.6 Research Objective six and Research Question Six
Research Objective Research Question
To understand how the performance management system adopted by the Department of Home Affairs in the Durban offices impact on strategic objectives of the organization.
How does the performance management system adopted by the Department of Home Affairs in the Durban offices impact on the future strategic objectives of the organization
6.4.6.1 Findings
Employees of DHA are having negative attitude towards the system, which makes it difficult for them to embrace because lack of proper implementation of the system from the onset.
6.4.6.2 Conclusion
Performance management assist organizations to achieve their strategic objectives, therefore if the system is not properly implemented, the organization may fail to achieve them. Further to that, managers together with their supervisees are implementing this system as a tick box exercise and for compliance purposes not for the benefit of the employees and that of the organization.
6.4.6.3 Recommendations
It is recommended that continuous and frequent training on PMDS be maintained as an organizational culture and should cut across all employee levels. Finally, the study recommends that the DHA should recruit more manpower into the organization in order to ensure segregation of duties and avoid officials multitasking as this result in difficulties when assessing them as there are no clear duty boundaries of duties.