While performance management is a widely used system in many countries, the Public Service Regulations (2001) in South Africa are a basis for a Performance Management and Development System in the public service. The Civil Service Regulation (2001) gives effect to performance management systems for the purposes of managing the performance of individual employees, framework for performance assessment, the outcome and communication of assessment results, and the management of unsatisfactory performance, as well as providing a framework on incentives to good. performance. Each province is therefore expected to adapt the Performance Management System to its environment to ensure the implementation of the provisions of the Public Service Regulation (2001).
Accordingly, this study investigated the attitudes of individual employees towards performance management and development system. With the identification of different responses by civil servants to Performance Management and Development System, the study made an effort to investigate different perceptions about Performance Management and Development System among employees in the Department of Culture, Sports and Recreation in Mpumalanga Province. There are different perceptions shown by respondents regarding questions put to them about the Performance Management and Development System as implemented in the Department of Culture, Sports and Recreation in Mpumalanga Province.
There is a perception that the performance management and development system is a punitive tool used by superiors on their subordinates and that the officer's performance is not adequately recognized as it should be. Here it is written that the Ministry of Culture, Sports and Recreation must ensure effective communication of the system with other employees of the provincial government, so that the employees understand the system and what is expected of them, the internal development of implementation capacity through the Champions system of performance management and development will be in each in terms of limited inconsistencies between the use of the performance management system and development, which negatively affects the overall performance of the organization.
1. INTRODUCTION AND BACKGROUND
Therefore, this study attempts to investigate attitudes of the employees within the Department of Culture, Sports and Recreation in the Mpumalanga Province towards the Performance Management and Development System (PMDS), as such an attitude can have a potential to either positively or negatively to the implementation. The Performance Management and Development System focuses on employees to achieve the goals and objectives of the department and improvement of service delivery. To investigate different perceptions that employees within the Department of Culture, Sports and Recreation in Mpumalanga Province have of the performance management system.
To investigate the support mechanism available to ensure the effective and efficient implementation of the Performance Management System in the Department of Culture, Sports and Recreation in Mpumalanga Province. What support mechanisms are in place to ensure the effective and efficient implementation of the Performance Management System within the Department of Culture, Sports and Recreation in Mpumalanga Province. What is the perception of the employees in the Department of Culture, Sports and Recreation about the performance evaluation system.
The Performance Management and Development System is an integral part of planning and control within an organization. This study will further provide the necessary recommendations to improve the effectiveness of the Performance Management and Development System in the Department.
2. LITERATURE REVIEW
Most Western countries have prompted several initiatives to stimulate the use of performance management practices in the public sector. These goals provide an overview of the intended goals for performance management in the public sector. The Performance Management and Development System was introduced into the South African public service in 2001 through the Public Service Regulations, Government Notice No.
Ensuring the implementation of performance management within the public service in South Africa, the Public Service Regulations, 2001 (Government Notice No. R.1 of 5 January 2001) provides for areas such as the principles of performance management and development; systems. The Public Service Regulations, 2001 (Government Notice No. R.1 of 5 January 2001) set out the key principles underpinning performance management within the public service in South Africa. The Employee Performance Management and Development System Guide (2007:28) clearly shows the performance cycle as one year.
On the one hand, the Guidelines for the management of employee performance and the development system (2007:31) describe the various actors involved in the successful implementation of employee performance. The performance and development management system as it stands is fairly new in the public service in South Africa. The goal of the performance management and development system is to achieve maximum performance results.
The performance management and development system should not be considered as an incentive tool or for compliance purposes.
3. RESEARCH METHODOLOGY
DATA ANALYSIS AND PRESENTATION OF THE RESULTS 1 Introduction
17 percent of respondents are not sure whether the department's performance management and development system translates the department's goals into directorate, divisional, team, and individual goals. 63 percent of respondents disagreed that the department's performance management and development system helps clarify the department's goals. 19 percent of respondents agree that a departmental performance management and development system helps clarify departmental goals.
18 percent of the respondents are not sure whether the Performance Management and Development System helps to clarify the department's goals. 28 percent of respondents agree that the Performance Management and Development System creates a common understanding of what needs to improve performance and how this will be achieved. The majority of 52 percent of respondents who took part in the survey do not agree with the view that the Performance Management and Development System encourages self-management of individual performance.
57 percent of respondents in the study do not agree with the notion that the Performance Management and Development System enables. 61 percent of all respondents who participated in the study disagree with the notion that the Performance Management and Development System shows respect for the individual, with 31 percent of respondents agreeing with the latter notion. This is proven by 67 percent of the respondents who participated in the study, not being of the opinion that the Performance Management and Development System has fair procedures.
6 percent of respondents are not sure whether performance management has fair procedures or not. At least 9 percent of respondents are not sure about their opinion in this regard. 32 percent of respondents who participated in the survey agree with the latter.
60 percent of respondents who took part in the survey think so. At least 9 percent of respondents are not sure about their views on this. This is contrary to the opinion of 27 percent of respondents who participated in the survey.
The Performance Management and Development System is understood within the context of the Public Service Regulations Management Framework. The advent of the Performance Management and Development System has several challenges that include inappropriate implementation of performance management.
5. CONCLUSION AND RECOMMENDATIONS
In identifying the different responses of civil servants to the performance management and development system, the study sought to explore the different perceptions of the performance management and development system among employees in the Ministry of Culture, Sports and Recreation in Mpumalanga Province. As a result, the respondents expressed different opinions on the various questions they were asked about the performance and development management system as implemented in the Ministry of Culture, Sports and Recreation in Mpumalanga Province. There is a perception that the performance management and development system is a punitive tool used by superiors on their subordinates and that the officer's performance is not properly recognized as it should be; there is persistent conflict between supervisors and their subordinates resulting from supervisors evaluating their subordinates without their input, the submission of performance results is for compliance.
Debating the Development of New Public Finance Management: The Limits of Global Theorizing and Some New Ways Forward, Journal of Financial Accountability and Management, Vol. 15, No. 3, 2005). The Effects of Ambiguity and Uncertainty Tolerance on the Appropriateness of Accounting Performance Measures, Abacus, Vol 41, No. 2009) Centralization, organizational strategy and performance of public services. Re: Employee Perception Assessment in Mpumalanga Department of Culture, Sports and Recreation.
I am conducting a research, evaluation of perceptions of employees within the Mpumalanga Department of Culture, Sports and Recreation in order to fulfill the requirements of a Master in Public Administration. Please note that the outcomes of this study will be published and recommendations will be communicated to the department. This will go a long way in improving the state of implementation of performance management in the workplace.
Research on employee perceptions of the performance management system in the Mpumalanga Department of Culture, Sport and Recreation. Questionnaire for the evaluation of employee perceptions about performance management system in the Mpumalanga Provincial Department of Culture, Sports and Recreation. In your opinion, what are the main concerns or problems you experience with the current performance management system of the Mpumalanga Department of Culture, Sport and Recreation.
6 I get the opportunity to express my side of all the issues that were discussed during my employee interview. Possible means of self-improvement that I could take in my current position are discussed during my performance appraisal.
