Abstract
M.Com. (Business Management)
For the past three decades, the performance management system has become a strategic management tool aimed at improving the South African local government sector. Although the performance management system was developed to assist decision makers to bring about important outputs related to core management activities, training and development (including the ability of employees to perform their duties) have been key aspects in defining organisational performance. In addition, authorities acknowledged the importance of investing in employees’ skills and abilities with the primary objective of enhancing performance. The identification of suitable training and development programmes is critical in achieving this objective.
The purpose of this study was to establish the perceptions of managers and human resource practitioners in the application of the performance management system as a tool to identify the training requirements of employees in the Sol Plaatje Local Municipality. A qualitative approach was adopted to conduct the study and a purposeful sampling technique was used to select participants. Six employees were interviewed and an open-ended questionnaire was used to gather the data.
This study established a significant gap between theoretical understanding and actual implementation of the performance management system in the municipality. This was attributed to fragmented poor planning of the performance management system, a flawed workplace skills development plan, failure to exploit available resources in providing in-house training, and failure to involve relevant stakeholders throughout the entire process. The study recommended an influential role by municipal leaders and encompassing the planning process which will translate into comprehensive implementation of the performance management system.