The management of the performance appraisal process in the Department of Home Affairs: the case of Tshwane area

Abstract

The purpose of this study is to explore the manager-subordinate conflicts or disagreements in relation to performance appraisal in the Department of Home Affairs in Tshwane area. An understanding of the reasons for manager-subordinate conflicts pertaining to performance appraisal is essential in order to identify viable solutions for improving workplace relations and morale. In order to achieve the purpose of this study, a qualitative research design was adopted, whereby semi structured interviews were used to collect data. A sample of twenty five research participants was selected from five offices of the Department of Home Affairs in Tshwane area using a purposive sampling strategy. Qualitative content analysis was conducted to analyse data obtained through interviews and observations. The major findings of the study revealed that performance bonuses and biased ratings are the sources of conflicts or disagreements between managers and subordinates in relation to performance appraisals. Therefore, is recommended that the National Department of Home Affairs should expose both managers, supervisors and operational staff members to training and development to ensure an effective performance appraisal process. In addition, managers and supervisors should be equipped with necessary conflict management skills to resolve manager-subordinate conflict in the workplace.