The relationship between performance management system effectiveness, job satisfaction and organisational commitment in a public service organisation

Abstract

This study examined the relationships between performance management system effectiveness, job satisfaction and organisational commitment in a public service organisation. The investigation of the relationship between these variables is important considering the changes in terms of the performance management system that was introduced by legislative amendments. Although some research relating to the public service performance management system has been conducted, its perceived effectiveness, as reflected in employees’ views about the accuracy and fairness of the system required further investigation. The study used a deductive research approach that was supported by a cross-sectional quantitative research design. A purposive sampling strategy was used to obtain data from a sample (n = 304) of permanent employees of the Department of Agriculture Forestry and Fisheries (DAFF) which served as the context for the study. Descriptive statistics revealed that these employees perceived the organisation’s performance management system as moderately accurate and fair, and displayed ambivalence or uncertainty about their overall job satisfaction. In terms of organisational commitment, they reported higher levels of continuance commitment than affective and normative commitment. Bivariate correlation analysis and mediation analysis confirmed a positive relationship between performance management system effectiveness and organisational commitment and indicated that this relationship is indirect through job satisfaction. Therefore, employees who regard their organisations’ performance management systems as accurate and fair, will experience greater job satisfaction and will, in turn, display higher levels of commitment towards these organisations. The study provides some insights into employees’ perceptions of the effectiveness of the performance management system and how these perceptions relate to their job satisfaction and commitment to the organisation. The findings may be useful to human resource practitioners who wish to enhance performance management practices in their organisations and thereby contribute to the development of positive employee attitudes towards their jobs and the organisation.

Die verband tussen die doeltreffendheid van prestasiebestuurstelsels, werksbevrediging en die verbintenis tot ʼn organisasie wat ʼn openbare diens lewer, is in hierdie studie ondersoek. Veranderings aan prestasiebestuurstelsels as gevolg van wetswysigings noodsaak ʼn ondersoek na hierdie verband. Hoewel navorsing reeds gedoen is oor die prestasiebestuurstelsel van organisasies wat ʼn openbare diens lewer, verg die doeltreffendheid daarvan op grond van werknemers se siening van die akkuraatheid en billikheid daarvan verdere ondersoek. ʼn Deduktiewe navorsingsbenadering gerugsteun deur ʼn kwantitatiewe navorsingsontwerp is gevolg. Data is deur middel van doelbewuste steekproefneming ingesamel uit ʼn steekproef (n = 304) van permanente werknemers van die Departement Landbou, Bosbou en Visserye (DLBV), wat ook as die studiekonteks gedien het. Beskrywende statistiek het aangetoon dat die organisasie se prestasiebestuurstelsel volgens die werknemers taamlik akkuraat en billik is. Van hulle algemene werksbevrediging was hulle egter nie so seker nie. Wat hulle verbintenis tot die organisasie betref, was hulle verbintenis tot voortdurendheid hoër as hulle affektiewe en normatiewe verbintenis. Tweeveranderlike korrelasieontleding en bemiddelingsontleding het ʼn positiewe verband tussen die doeltreffendheid van die prestasiebestuurstelsel en werknemers se verbintenis tot die organisasie bevestig. Hierdie verband is egter indirek deur werksbevrediging. Derhalwe sal werknemers wat hulle organisasie se prestasiebestuurstelsel as akkuraat en billik beskou, se werksbevrediging groter en se verbintenis tot die organisasie sterker wees. Hierdie studie bied insig in werknemers se persepsie van die prestasiebestuurstelsel se doeltreffendheid en hoe hulle persepsie met hulle werksbevrediging en verbintenis tot ʼn organisasie verband hou. Hierdie bevindings kan nuttig wees vir menslikehulpbronpraktisyns wat prestasiebestuurspraktyke in hulle organisasie wil verbeter en sodoende by werknemers ʼn gunstige gesindheid jeens hulle werk en organisasie wil kweek.

Nyakišišo ye e sekasekile dikamano magareng ga sestemo ya taolo ya phethagatšo ya mošomo ye e šomago gabotse, kgotsofalo ya mošomo le boikgafo bja mokgatlo go mokgatlo wa ditirelo tša setšhaba. Nyakišišo ya kamano magareng ga dibariabole tše e bohlokwa ge go elwa hloko diphetogo tša sestemo ya taolo ya phethagatšo ya mošomo ye e tsebišitšwego ka diphetogo tša molao. Le ge dinyakišišo tše dingwe ka sestemo ya ditirelo tša setšhaba ya taolo ya phethagatšo ya mošomo di dirilwe, dipego tša bašomi mabapi le go šoma gabotse, go nepagala le go hloka bošaedi ga sestemo go hlohleleditše dinyakišišo tše dingwe. Nyakišišo e šomišitše mokgwa wa nyakišišo wa go fokotša wo o thekgilwego ke tlhamo ya nyakišišo ya khwanthithethifi ya go kgoboketša datha go batho ba bantši ka nako e tee. Mokgwa wa go kgetha dikemedi ka morero o šomišitšwe go hwetša datha go tšwa go dikemedi (n = 304) tša bašomelaruri ba Kgoro ya Temo, Dithokgwa le Boreahlapi (DAFF) yeo e šomilego bjalo ka dintlha tša nyakišišo. Dipalopalo tša go hlaloša di utollotše gore bašomi ba bona sestemo ya mokgatlo ya phethagatšo ya mošomo e nepagetšego e bile e šoma gabotse, gomme ba tšweleditše maikutlo a go se swane ka kgotsofalo ya mošomo wa bona ka kakaretšo. Mabapi le boikgafo bja bona go mokgatlo, ba begile maemo a godimo a go nyaka go tšwela pele go feta maikutlo ka, le maikarabelo a bona go mokgatlo. Tshekatsheko ya tswalano ya diphetogo tša dilo tše pedi le tshekatsheko ya botsenagare e laeditše kamano ye botse magareng ga sestemo ya taolo ya phethagatšo ya mošomo ye e šomago gabotse le boikgafo bja mokgatlo gomme ya laetša gore kamano ye ga e lebanye twii go kgotsofalo ya mošomo. Ka fao, bašomi bao ba bonago disestemo tša mokgatlo wa bona tša taolo ya phethagatšo ya mešomo di nepagetšego e bile di šoma gabotse, ba tla itemogela kgotsofalo ya mošomo kudu gomme ba tla laetša boikgafo bja maemo a godimo mekgatlong ye.

Nyakišišo ye e fa tshedimošo enngwe ka dikarabo tša bašomi ka sestemo ya taolo ya phethagatšo ya mošomo ye e šomago gabotse le gore se se ama bjang kgotsofalo ya bona ya mošomo le boikgafo bja bona go mokgatlo. Dikutollo di ka hola bašomi ba merero ya bašomi bao ba ratago go tlhabolla taolo ya phethagatšo ya mošomo mekgatlong ya bona gore bašomi ba be le maikutlo a mabotse ka mešomo ya bona le ka mokgatlo.