A Performance Management System, Employment Relationships and Work Engagement Framework for the Public Sector in South Africa

Abstract

Purpose: This study sought to establish a performance management system, employment relationships and work engagement  framework for the public sector in South Africa.

Methodology: The study used a survey research design and a quantitative approach in which a structured questionnaire was employed  to obtain information from respondents. The data were processed using the Statistical Package for the Social Sciences (SPSS). Four  hundred employees who were permanently employed, who were at job levels 1–12 and had been employed for more than five years from  the population of 10 660 employees took part in this study. The study utilised a non-probability, purposive sampling method.

Findings: Empirical findings proved that there is a strong relationship between performance management systems, employment  relationships and work engagement.

Research limitations: This study was conducted within the public sector; therefore, the results may  not apply to other institutions, such as those in the private sector and government-private entities.

Practical implications: This  paper provides good insight into the relationship between performance management systems, employment relationships and work  engagement and the way they impact each other. The study advocated that public sector managers are required to ensure that passion  for employment relationships and work engagement is high and employee performance can be optimal.

Originality/value: There is still  a gap in the literature concerning the relationship between a performance management system, employment relationships and work  engagement framework for the public sector in South Africa. Therefore, this study makes a valuable contribution to the body of   knowledge already available.