Implementation of performance management and its effect on employee productivity at South African Social Security Agency (SASSA) in Cape Town

Abstract

The Performance Management Development System (PMDS) was adopted by the South African public service as a way of tracking, evaluating, assessing, conducting, improving bad performers, and identifying and rewarding good performance. This research was carried out in the Western Cape Province to examine the PMDS at SASSA and its effect on employee productivity. The literature reviewed for this analysis found that PMDS in the public service and at SASSA are generally poorly understood. It also discusses many problems that are a stumbling block in the public sector with respect to PMDS. However, the framework for performance management development can identify instances of arbitrary ratings by managers and the failure of workers to account for this. These disparities may explain why productivity levels at SASSA are not achievable. The key finding of the research project is that some workers know nothing about PMDS and some do not necessarily understand it, while most SASSA supervisors have a clear understanding of it. The key proposal based on this outcome is the desperate need for frequent and comprehensive awareness of PMDS by employees inside SASSA and how it affects efficiency. Such additional guidelines include that performance evaluation should be performed not only bi-annually and/or annually, but should be carried out on a regular, weekly and monthly basis (even if informally) to recognize any defects or vulnerabilities as quickly as possible.