Assessing Employee Perceptions Of The Performance Management System In The Ministry Of International Relations

ABSTRACT

This research sought to assess the effects of employee attitudes and perceptions on the functionality of the Performance Management System (PMS) in the Ministry of International Relations and Cooperation (MRICO). It also aimed to achieve the following research objectives: to determine whether employee attitudes and perceptions influenced the PMS; to explore whether the PMS motivated employees to perform better and to identify the major problems facing the PMS. The Office of the Prime Minister (OPM) implemented the PMS in 2015, with the aim to develop and create a performance oriented culture, and sustain motivation among employees. To that end, concerns on whether employee attitudes and perceptions affected PMS functionality had not been answered. Therefore, this narration prompted the study. The research adopted a mixed methods approach. Qualitative and quantitative research methods were utilised to gain in-depth knowledge on the topic. A triangulation paradigm was utilised wherein the quantitative research validated the qualitative research findings. A sample size of 80 respondents was statistically determined and targeted out of the workforce of 300 employees at the Ministry. Stratified random sampling technique was utilised to select the sample size. The research aimed for a sample of 16 respondents in management positions and 64 in non-management positions. Of the 80 emails sent, 64 were sent successfully while 16 bounced back and only 54 respondents completed the questionnaire. 10 emails were not responded to. Primary data was collected through an expert reviewed structured questionnaire with closed-ended questions and telephone interviews. Secondary data was collected through a review of books, journals and reports. The data collected was analysed using SPSS Statistical Software program version 25.0, to categorise the collected data into meaningful information that involved cross-tabulations and bar graphs. The study revealed that attitudes of non-compliance to set standards do affect the PMS. The study concluded that PMS principles were inadequately enforced, by part because of poor comprehension of the system. So far, the PMS has little consequence in inspiring better performance. It was recommended that the scheme should be treated with the seriousness it required for it to operate with excellence. Understanding the system’s policies and procedures should, therefore, be prioritised.