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Training and coaching for underperformers

4.3.1 Description

Table 1 shows the responses and statistical representation to the statements developed to reveal whether or not the performance management system is effective in terms of employee development and also the support level based on the agreement to the various hypotheses.

4.3.2 JUSTIFICATION OF HYPOthesis

This method to assess the employees' development was used to determine whether or not the PMS in the MCDCGA is effective in terms of managing the performances of the employees in an attempt to develop there abilities. The seven hypothesis/statements used were developed from the literature research based on theory from various writers on how the PMS is used to develop individuals which identified that an effective PMS is one which is used to improve employee involvement, commitment and motivation by increasing people's sense of personal value and enhancing the individuals perception of empowerment (Fletcher and Williams, 1992)

4.3.3 INTERPRETATION OF DATA

The analysis of the data to assess employee development revealed that 60% of the employees assessed are in support of the hypothesis that the PMS is needed for their individual development. However, the respondents identified areas in hypothesis 5-10, (see table 1) which questions whether the PMS which they so depend on for individual development is being effectively managed in the Ministry. The objective of this part of the research is to establish whether or not the performance management system in the ministry is designed to improve the performance and development of the employees, or is the PMS in the ministry aligned to focus on the organisational structure rather than focusing on the employees.

Schwartz, 1999 described an effective PMS as one which: must be able to informs employees of areas in which they excel and areas where they can improve; it helps employees improve performance, increase productivity and experience personal satisfaction; it provides the organisation with information for human resource planning which involves strategies for motivating, rewarding and training its employees.

Based on the low levels of support regarding the effectiveness of some key activities of employee development such as reward and recognition, motivation, training, provision of tools and equipment, and managing underperformance, and literature providing key information on employee development and the PMS, it can be deducted that the PMS in the ministry neglects to account for the development of the employees.

This goes against performance management principles outlined in the performance management manual in the public service, which also according Torrington and Hall (1998) PMS is a system for developing employee performance, and that performance management is a shared view between the manager and the managed to gain a clear view of what is expected of the employee.

4.4 LINKING EMPLOYEE PERFORMANCE TO ORGANISATIONAL PERFORMANCE

The dimensions assessed in this regard were the need for:

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