Organisational readiness for introducing a performance management system

Abstract

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

The effectiveness of the road accident fund (RAF) performance‐management development system at the RAF office in Durban, South Africa

“…The respondents also agreed that effective communication is key especially from management down to employee level. This view is supported by Ochurub, Bussin, and Goosen () who state that one of the significant findings of the research is that respondents feel that communication is a precondition to change. Employees would react negatively towards any performance management system it is not easily understood or communicated poorly.…”

Evaluación del desempeño

“…Demuestra agilidad y firmeza en la toma de decisiones generando un ambiente de autoconfianza y positivismo en su entorno 23% (2005, p.2), consiste en un continuo proceso de identificar, medir y desarrollar el desempeño en las organizaciones mediante la unión del desempeño individual y la misión y meta de las entidades. Esto supone que primero, deban haberse estudiado los valores y políticas que definen a la empresa, para que el nuevo sistema de evaluación sea coherente con el funcionamiento y filosofía de la empresa, con el último fin de crear un marco que ofrezca estímulo, apoyo y guía y que ayude a establecer una cultura orientada al desempeño (Ochurub, Bussin & Goosen, 2012).…”

Lack of information and difficulty of implementation as the obstacles to the adoption of performance measurement systems at Czech organisations

“…Some authors and practitioners are dedicated to designing a model of the preconditions necessary to introduce PMS, with emphasis on various aspects of organizational practices, e.g. employee buy-in, involvement in the process and proper communication of the change process (Ochurub, 2012), identifying stakeholders (de Lancer Julnes and Holzer, 2014), available human and material resources and time (Spearman, 2007), sufficient information (Tangen, 2004), defining strategy, (Eckerson, 2010), and linkages between the performance measures and the business unit's strategy (Hoque, 2014), and other.…”