Abstract
This study focuses on the development of a Performance Management model. However, the concepts of world-class and globalisation is discussed at length as a frame of reference for a best practice studded performance management system. The study further elaborates on the theoretical model of the world-class organisation as well as on the important milestones that organisations may have to go through in their pursuit for world-class status. Training, quality, reward and recognition, and the standardisation of operational procedures are highlighted as issues that inter alia should not be ignored when developing a performance management model.
Furthermore, a world-class organisation, which the new institution strives to be associated with, should be strategically led, competitively focused, market orientated, employee driven and operationally sound. It should do what it is good at and adapt quickly to the changes in the market place. It has to benchmark against competition and operate in terms of the team based approach to surpass its competitors. A well thought out performance management model could therefore be an ideal instrument to use to realise the above objectives and for it to be successfully implemented world-class principles and milestones discussed in this study should not be ignored.
To move closer to realising the objective of developing a world-class performance management model within the context of a world-class organisation, the study provides a detailed discussion of performance management and its key components, namely the traditional appraisal processes; the 360 „a feedback; the management by objectives and its emphasis on performance outputs. It also outlines the relationship between the required competencies and performance output. Emphasis is also laid on the need to shift from a pure output based appraisal tools to an integrated performance model that incorporates competencies, performance output and continued progress reviews.
The need to incorporate grievances and appeal processes in a performance management model is also identified as a very important factor not to be lost sight of when crafting a performance management model. This aspect is useful to consider because it could indicate the extent to which the model will be efficient, fair and legally compliant to the existing labour legislation.
The empirical aspect of this study further tested the perception of staff of the former technikons on performance management. Although the response rate was not what one would have expected, it was however encouraging to note that the organisational climate and culture at the technikons that did not have any instrument to measure performance were quite receptive to the introduction of a performance management system. It is assumed that the envisaged model will assist in improving the supervisor employee communication, clarify on a continued basis the organisation's expectations from each employee and assist the organisation to deliver to its expected mandate.
Prof. JA Slabbert