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Title Executive perceptions on performance management in South Africa
Full text http://upetd.up.ac.za/thesis/available/etd-02162013-140018/
Date 2013
Author(s) Crowie, Clinton Craig
Contributor(s) Dr M Bussin
Abstract Performance management is a management tool with which to align employees and teams goals and objectives with the organisation's strategic goals. Performance management is a strategic and integrated approach to human resource management that facilitates the delivery of sustainable performance to organisations by continuously measuring performance and setting dynamic goals and objectives so that there is continuous improvement of individuals and the organisation.Historically, companies in South Africa have misunderstood the true elements of a performance management system, and have utilised a performance appraisals, which review and reward historical performance, as opposed to performance management, which is future-orientated for continuous improvement. The main aim of the present study was to explore the perceptions and understanding of performance management of executives in South African companies, and to determine the outcomes of an effective performance management system. This research was important to define the attributes of an effective performance management system, and to obtain clarity on the elements that assist in the implementation thereof.The researcher conceptualised a framework for performance management, and then conducted semi-structured interviews to gain the perceptions and insights of executives in South African companies regarding their experiences of performance management. A qualitative content analysis method was then utilised to cluster themes of consistency in the approaches of the executives.The results were consistent with previous literature in terms of the impact and the benefits of the implementation of a performance management system, highlighting the improved performance of individuals and teams in productivity, financial performance, employee engagement, continuous improvement of employees, reward systems, and the culture within the organisation. These findings support the need for performance management to be implemented effectively in South African companies. The implication for South African executives is that performance management should be implemented correctly and effectively, and to be driven by the CEO or the executive team of an organisation in order for it to be implemented effectively.© 2012 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: Crowie, CC 2012, Executive perceptions on performance management in South Africa, MBA dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-02162013-140018/ > F13/4/143/zw
Subject(s) Gordon Institute of Business Science
Language en-uk
Publisher University of Pretoria
Type of publication text
Format application/pdf
Source http://upetd.up.ac.za/thesis/available/etd-02162013-140018/
Rights unrestricted; I hereby certify that, I have obtained and attached hereto a written permission statement from the owner(s) of each third party copyrighted matter to be included in my thesis, dissertation, or project report (
Repository Pretoria - University of Pretoria, Theses and Dissertations
Added to C-A: 2017-03-10;15:13:06