Employees’ perceptions of the employment relationships, work engagement and performance management system in the selected South African National departments
DOI:
https://doi.org/10.20525/ijrbs.v14i4.4212Keywords:
PMS, work engagement, employment relationship;, South Africa, employeesAbstract
This study examines employees' perceptions regarding employment relationships, work engagement (WE), and performance management systems (PMS) within specific South African National Departments. This subject has not been thoroughly investigated in prior research within a comparable context. Despite extensive research on PMS, employment relationships, and WE, there remains a notable gap in comprehending employees' perceptions of these elements within the chosen South African National departments. This research aims to address the existing gap and provide a thorough understanding of these important aspects. This research is of significant importance and urgency. The research employed quantitative and cross-sectional designs. This study included 400 administrative employees, who were purposively selected from a population of 10,660. The research focused on employees at job levels 1 to 12, specifically those who were permanently employed and possessed a minimum of five years of experience within the department. A structured questionnaire was utilised as the primary instrument for data collection, comprising closed-ended questions. Descriptive statistics were conducted using SPSS to evaluate the reliability of the measurement instrument. The study results revealed mixed perceptions among respondents; nonetheless, there is a predominantly positive view regarding compliance, fairness, good faith, and truth within the selected government departments. The study indicated that respondents exhibited a notably positive perception of vigour, dedication, and absorption in their work. A moderate positive perception was noted regarding the understanding of PMS, PMS alignment, and the focus on performance management. This study presents practical implications, emphasising the importance for managers to prioritise employee attitudes towards the performance management system (PMS), alignment of performance management, organisational culture, and the employee performance review process, rather than solely comprehending the PMS process itself.
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