Investigating Employee Perceptions of Performance Management at the Department of Radiology in a Public Hospital in Gauteng

Abstract

The South African Department of Public Administration has been utilizing the Performance Management and Development System (PMDS) to ensure accountability of performance in the public sector for the last twelve years. However, challenges of poor performance remain rife. Since perception, notably influences successful implementation of any system, this study evaluates employee perception of performance management in an attempt to evaluate the effectiveness of the system. The Department of Radiology at a Gauteng Public Hospital was chosen as the research site. No known research on PMDS had been conducted at the site since the implementation of PMDS. A quantitative study method utilized purposive sampling to obtain data from the Department of Radiology at the Gauteng Public Hospital. The target population consisted of forty three employees of the Department and forty of these employees made up the sample population. A pilot study was conducted on ten percent of the population. A questionnaire was then administered to the sample population. The questionnaire consisted of two sections having a total of twenty five closed statements Participants were required to rate the statements according to a five point Likert scale. The response rate was ninety percent with only thirty six participants returning completed questionnaires. The data was analyzed using the Statistical Program for Social Science (SPSS) version 22. The findings indicated that support staff had a positive perception of PMDS compared to clinical staff. This correlated to a congruent perceived effectiveness of PMDS. In addition both support and clinical staff viewed PMDS as not working well, demotivating and needing change. Results showed that 41.67% of participants disagreed to feeling motivated after PMDS reviews, 50% disagreed that PMDS works well, 44.44% disagreed that PMDS did not need to change, 58.33% disagreed that participating in PMDS for the money while 66.67% of participants agreed that the expected outcomes are aligned to the organizations vision, mission and core values, 55.56% agreed that PMDS helps achieve the organization’s goal and 69.45% agreed that PMDS informs areas for development. Recommendations included providing of non-financial rewards and measures to increase interpersonal relationships were therefore recommended.

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