Effects of poorly implemented performance management systems on the job behavior and performance of employees

SOURCE: International Business & Economics Research Journal
OUTPUT TYPE: Journal Article
TITLE AUTHOR(S): P.Singh, T.Twalo
DEPARTMENT: Impact Centre (IC), Impact Centre (PRESS), Impact Centre (CC)
Print: HSRC Library: shelf number 8826

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The focus of this study is on the effects of a poorly implemented performance management system (PMS) on the job behaviour and performance of employees. In the implementation of a PMS, one of the imperatives is that managers ensure that their employees' outputs are compatible with that of their organizations' goals. The PMS provides vital information on whether the work-integrated learning skills of employees are compatible with the objectives of their organizations. A poorly implemented PMS will fail to motivate an organization's employees, and inevitably their lack of job satisfaction will impact negatively on their self-esteem, productivity levels and outputs. In a poorly implemented PMS as is evident in the findings of this case study, only 8.85% of the respondents agreed that there is daily monitoring of their jobs to ensure it's done properly. The fact that monitoring and evaluation systems seem to be weak could result in the proliferation of an unproductive workforce. The findings of this case study strongly suggest that a PMS can be the key factor determining whether an organization can manage its human resources effectively. This research affirms that when employees' expectations are not met, inappropriate job behaviour and performance can derail the attainment of an organization's goals. When implemented well, a good PMS would provide critical information that would allow an organization to make sound decisions regarding their human resources. Hence, there should be no room to compromise the use of a well-developed PMS to achieve the strategic plans of any organization.