The overall picture that emerges from this research is that there is insufficient knowledge about PMDS, even among senior members of management. Furthermore, the study recommends that it be made mandatory for employees to understand and appreciate the vision, mission and strategic objective of the DHA for each period under review to ensure that the set performance targets are achieved.
Chapter Introduction
Background of the study
This is demonstrated in the amended Immigration Act 13 of 2002, which aims to close the loopholes in immigration management in the country (RSA, 2002). There are bottlenecks in the implementation of these activities and it is not clear to what extent the set goals are being achieved.
The significance of the study
Preliminary Literature Review
Performance management can be considered as an endless procedure to motivate employees to achieve the desired organizational results. However, the focus on performance management can be futile without the presence of effective implementation, proper organizational design and management systems.
Research problem
Companies have felt the need to introduce comprehensive performance management processes into their systems in order to improve their efficiency and effective execution of their organizational strategy and objectives. Furthermore, performance management is useful for prominent partners of an organization by clearly depicting what is supposed to be done to achieve certain desired goals.
Objectives of the study
Main Research Objective
Sub-Research Objectives
Research Questions and Sub questions
Main Research Question
How can the performance management objectives set by the DHA improve the effective implementation of PMDS for the benefit of the DHA. Linked to the identified sub-research objectives, the following were identified as the sub-research questions for the proposed study:
Sub-questions
Research Design and Methods
This design was considered appropriate because it allows the researcher to gain an in-depth understanding of the participants' feelings, experiences and understanding of the phenomenon in order to determine the use of the performance management and development system used for the achieving strategic objectives of the organization. DHA in its Durban offices, as the focus of the investigation. Creswell (2003:76) states that both enable a superior understanding of the interaction between variables in a given situation, with the aim of gaining an in-depth understanding of a topic under investigation.
Research Strategy
- Data collection
- Data Analysis
- Participation and Ethical Considerations
- Limitations of the study
This study adopted a case study approach as it allowed the researcher to gain a deeper understanding of the situation under investigation. Permission to conduct the study using DHA staff was sought and approval was granted.
Chapter Inventory
Introduction
Literature Review
Conceptual Framework
Research Design and Methods
Data Collection and Presentation
Findings, Conclusions and Recommendations
Definition of key Terms
Chapter summary
Chapter Introduction
Performance Management: A Conceptual Understanding
- Performance Management and Performance Appraisal
Linked to the conceptual understanding of performance management, the next subsection provides a discussion of performance management and performance appraisal. In addition, Aguinis (2014:3) highlighted that performance appraisal cannot be equated with performance management, as the former process is just a sub-process of the latter.
Objectives of Performance Management Practice
Bussin affirms that the proper use of performance management can serve as a vehicle for better results. The next subsection of the chapter presents a discussion of performance appraisal as a sub-process of performance management.
Performance Appraisal
The author further argues that this can be achieved if performance management is focused on development.
Performance Management and the Balance Score Card
Suggestions and complaints from employees that are properly attended to can further lead to the realization of the organizational vision. Van der Waldt deduces from this that organizational excellence and success are achieved once a balanced view of financial performance, internal business processes, customer or stakeholder satisfaction and organizational capacity within the organization is revealed.
Performance Management and Value Based Management
Performance Management and Total Quality Management (TQM)
Total quality is defined as a comprehensive effort of the entire organization to improve the quality of products and services (Evans and Dean, 2000:5).
Performance Management and Motivation
As one need is satisfied at a lower level, people are therefore motivated to move to a higher level of need. However, before all other needs can be satisfied, people strive to satisfy their basic need such as their physiological need, and then shift to focus on other needs. The list above highlights the need for managers to understand their employees' level of needs in order to motivate them accordingly to perform for the benefit of the organization and themselves.
Negotiating for Performance Management
This view is supported by Aguinis (2014:2), who states that performance management requires that employees' activities and outputs are compatible with organizational goals and therefore enable the organization to increase its competitive advantage. Aguinis (2014:2) further states that performance management creates a link between employee performance and organizational objectives and disambiguates employee commitment to the organization. The perspectives given above emphasize the crucial role that performance management plays in managing both organizational and employee performance, subsequently ensuring that there is harmony between the two in achieving organizational objectives (Williams, 2002: 10 ). .
Performance Planning
- Job description
- Performance Agreement
- Performance measurement and evaluation
- Performance Reviews
- Performance Feedback and Documentation
- Coaching and Mentoring
According to Nel et al, the job description provides guidance on what to do and how to do it in terms of the performance of tasks. This agreement guides the way in which the employee's performance is managed in the organization. The following were highlighted as some of the methods that can be used for performance measurement and evaluation (Nel et al.
Chapter Summary
Casio, cited in Nel et al, recommends a framework that a manager should use before, during and after the interview as follows: before the interview, managers should communicate more with employees about their performance, use problem-solving skills, gain knowledge about the performance of performance reviews, and encourage subordinates to prepare for interviews. After the interview, the manager should continue to communicate with the employee about their performance and ensure that there is periodic progress assessment towards set goals. During this stage of performance management process, the manager engages employees in informal reviews with a view to determining their level of performance and to ensure that performance challenges are identified and corrected at an early stage by providing coaching and mentoring to employees who be found. to have challenges, (Nel et al.
Chapter Introduction
Performance Management System Model
- Setting of Objectives
- Measuring Performance
- Feedback on Performance Result
- Reward System
- Amendments to Objectives and Activities
Therefore, individual performance appraisal, evaluations and reviews must be in line with the department's strategic plan in order to ensure the achievement of the organization's defined goals and objectives. Handerson cited in Nel et al that the objectives of a reward system are to encourage employees to perform in order to achieve the overall goals of the organization. The author further suggests reviewing the entire system to confirm its operation.
Application of the PMS model relative to the Study
Chapter Summary
Chapter Introduction
Research Designs
- Quantitative Research
- Qualitative Research
- Mixed Methods
Creswell cited in Maree states that mixed method is defined as a way to collect and analyze data using both qualitative and quantitative research methods. Bloomberg and Volpe (2016:42) argue that in mixed methods both qualitative and quantitative research are used simultaneously with a specific end goal to fully understand the phenomenon under investigation. Therefore, the use of mixed methods counteracts the shortcomings of qualitative and quantitative approaches as the method delves deeper into the subject matter.
Aims and Types of Research Strategies
- Research Strategies
- Case Study Research
This research design was considered ideal because it allows the researcher to gain an in-depth understanding of the participants'. This gives the researcher the opportunity to gain a deeper understanding of the phenomenon under investigation. The researcher chose a single case study to engage in an in-depth investigation of the PDMS within the DHA in the Durban offices in KZN.
Data Collection Methods
- Empirical Research: Data collection
- Survey
- Interviews
- Non-Empirical Research
- Documentary Evidence
A survey is characterized as one of the methods of collecting quantitative data (Bloomberg et al. 2016:157). Interviews are one of the methods used to collect data from respondents based on the researcher's interest (Sekeran and Bougie, 2016:113). In light of this, the researcher used semi-structured in-depth interviews to gain a comprehensive understanding of civil servants' perceptions of PMDS within the KZN Home Office.
Types of Sampling
- Target Population
- Sampling Population
Sampling Strategies and Techniques
- Probability Sample
- Non-Probability
Non-probability sampling is a sampling method that does not use random or probability selection (Bryman and Bell, 2011:170). Sekaran and Bougie in Gray argue that non-probability sampling can be further divided into two: purposive sampling and quota sampling. The researcher chose non-probability sampling (and purposive sampling) because of the amount of knowledge and experience the participants have about PMDS within DHA.
Data Quality Control
- Data Quality Control for Qualitative Data
- Data Quality Control for Quantitative Data
Yin (2016:85) recommends that the credibility of the study be taken into account during the design of the study. In qualitative research, reliability can be confirmed in various ways, for example by listening to a recording or asking informants who participated in the study. Maree et al. argue that credibility and reliability can be achieved by using multiple data collection methods such as observation, interviews and document analysis.
Data Reduction and Analysis Strategies
- Quantitative Data Analysis
- Qualitative Data Analysis
Marshall and Rossman further testify that data analysis in qualitative research transforms data into findings. According to Seidels, cited in Maree et al, qualitative data analysis involves summarizing, interpreting and making sense of the collected data. According to Bazeley and Jackson (2013:1), analysis of qualitative data can be carried out using qualitative data analysis software such as NVivo.
Ethical Considerations
For this study, the researcher did not use any kind of software to analyze data.
Limitations of the Study
Additionally, due to the nature of qualitative research, the researcher's presence during the interview could have provided a limitation to the responses. Assuring confidentiality to participants may not have created a sense of comfort as researcher is a member of the organization in the district under study.
Chapter Summary
Chapter Introduction
Case Context of the Department of Home Affairs
- The Department of Home Affairs’ Vision and Mission
The survey was conducted within the DHA in the Durban office of the eThekwini Municipality in local areas including Pinetown, Durban, Chatsworth, Tongaat and Umngeni. Out of 190 DHA employees in eThekwini Municipality, 15 employees were selected to participate in the survey. For DHA to achieve its vision, mission and strategic goals, it requires a competent team of employees who understand and are able to implement goals and objectives as set out in the organizational strategic plans.
Documentary evidence
Put in place measures to manage risk in terms of individual movement within and outside the country. Based on Tables 2 and 3, it can be assumed that DHA should work towards achieving the objectives and strategic development objectives of the country, such as the advancement of an efficient, effective and development-oriented public service based on the Constitution of the Republic and recently (PKD). Based on the discussion on the DHA context, the next section presents the data collected for the study.
Primary Qualitative Data
To ascertain the nature of the reward systems adopted by the Department of Home Affairs in Durban offices. To understand how the performance management system adopted by the Department of Home Affairs in Durban offices has an impact on future strategic objectives of the organization. What is the nature of the reward system adopted by the Department of Home Affairs in Durban offices.
Data Presentation and Analysis
- Employee’s knowledge of the relationship between the vision, mission and strategic goals of DHA
- Roles and Responsibilities
- Organizational goals versus individual and teams goals or targets
- Individual performance versus organizational performance
- System to Measure Performance at DHA
- Management of poor or underperformance at DHA
- Provision of training and development in response to identified training needs
- Communication of performance expectation at DHA
- Communication of performance feedback at DHA
- Performance rewards and recognition at Department of Home Affairs
- Budgetary Constraints
- Attitudes of DHA Employees towards PMDS
- Failure to properly implement PMDS at DHA
It is the direct manager's responsibility to implement PMDS in the office. This is due to lack of uniformity within the DHA offices in terms of implementation of the system. In light of the above analysis, it can be deduced that there is no uniformity in the implementation of the system within the DHA.
Chapter Summary
Chapter Introduction
Recapitulation of Research Objectives and Questions
To understand the performance management targets set by the Department of Home Affairs in the Durban offices. What are the performance management objectives set by the Department of Home Affairs in the Durban offices. To determine the nature of the reward systems adopted by the Department of Home Affairs in its Durban offices.
Summary of Chapters
To understand the performance feedback system used by the Department of Home Affairs in the Durban offices. How the Department of Home Affairs' performance feedback system works in the Durban offices. Understand how the performance management system adopted by the Department of Home Affairs in the Durban offices impacts the future strategic objectives of the organization.
Literature review
- Main Research Findings, Conclusions, and Recommendations
- Research Objective One and Question One
- Research Objective Two and Question Two
- Research Objective Three and Question Three
- Research Objective Four and Research Question Four
- Research Objective Five and Research Question Five
- Research Objective six and Research Question Six
- Conclusion
- Significance of the Study
- Study Limitations, Scope and Limits of the Research
- Suggestion for Future Research
- Chapter Summary
What is the nature of the remuneration system adopted by the Department of Home Affairs in the Durban offices. What is the nature of the remuneration system adopted by the Department of Home Affairs in the Durban offices. To understand how the performance management system adopted by the Department of Home Affairs in the Durban offices affects the strategic objectives of the organization.
