The management of security officer's performance within a private security company in Gauteng

Abstract

This study was undertaken to investigate whether there is a performance management system within the security industry, applicable specifically to Security Officers. To investigate which performance factors, apply to security officers and how security officers perceived performance management. The management of Security Officers’ performance is an aspect of management which has not garnered much interest compared to other operational and management areas – hence the paucity of research on the performance management of security officers. They make a major contribution to the labour market with 7 949 security companies listed on the Private Security Industry Regulatory Authority (PSIRA) website, and 2 973 companies (37%) based in Gauteng alone. However, despite the high number of companies, the industry has attracted the least attention in terms of performance. The overall research purpose of this study was to explore the management of security officers’ performance in a private security company operating in South Africa,focussing specifically on a company based in the Gauteng Province. The scope of the study was aimed at investigating security officers’ perception of performance management and to link performance to actual job performance and security officers’ perceived work performance. The researcher also investigated whether biographical factors had an influence on security officers’ performance. A quantitative research methodology was utilised to conduct the study. The main research instruments were primary data, comprising a self-developed questionnaire and secondary data, comprising company records. The respondents consisted of security officers whom had been subjected to the Dependability and Safety Instrument (DSI) during the period 2013 to 2015, in the region, who were still employed at the company at the time of the study.

The findings of the study identified 11 performance management factors and indicated links between self-reported and actual work performance. Biographical characteristics did not seem to influence the work performance of the security officers. However, the results did indicate that employees with less tenure were more prone to disciplinary action by the company and those with higher levels of education were prone to fewer disciplinary actions and dismissals based on AWOL. The study identified the areas that play a significant role in the management of security officers’ performance. The identification of performance management factors in the security industry and security officers’ perceptions about performance management should enable HR officers to develop and implement a performance management system that will contribute to better service delivery to both internal and external clients in this industry.