Original Research

A performance management model addressing human factors in the North West provincial administration

Kezell Klinck, Sonia Swanepoel
SA Journal of Human Resource Management | Vol 17 | a1021 | DOI: https://doi.org/10.4102/sajhrm.v17i0.1021 | © 2019 Kezell Klinck, Sonia Swanepoel | This work is licensed under CC Attribution 4.0
Submitted: 07 December 2017 | Published: 13 February 2019

About the author(s)

Kezell Klinck, Faculty of Economic and Management Sciences, North-West University, South Africa
Sonia Swanepoel, Faculty of Economic and Management Sciences, North-West University, South Africa


Orientation: The article investigated factors from several perspectives using human resources-related issues of governance, legislation, regulation, organisation, administration and communication, workplace sociology variables pertaining to social and psychological relationships and several other factors that have an impact on the complex matrix of determinants for performance improvement in the public service.

Research purpose: This article explored the human factors linked to the performance management (PM) processes and its impact on the effectiveness of service delivery in the North West provincial administration (NWPA). The article isolated the strengths and weaknesses of the system of performance assessment from the human relations perspective, technical usage, the structural–organisational and the strategic perspectives, uniformity, legislative compliance and other possibilities envisaged and emerging.

Motivation for the study: The study would deliver a successful and carefully crafted PM model that could be used to remedy the current performance situation through improved and effective communication channels, as well as ongoing feedback, leading to a more productive and motivated workforce. This would ultimately yield improved service delivery for the citizens of the North West Province.

Research approach/design and method: To answer the main research questions, sub-questions and objectives of this study, several participants (permanent employees and managers) found in the departments within the NWPA had to respond to diverse instruments of inquiry (questionnaires, interview schedules, expert, operational, strategic and grass-roots opinion, etc.). The study took a sequential mixed-methods approach where interpretivist (qualitative) and positivist (quantitative) approaches were applied as the philosophy and descriptive statistics were used.

Main findings: The main findings highlighted all the human factors that mitigated against performance improvement in the NWPA. From the evidence gathered, some departments exhibited problematic manager–subordinate relationships, lack of training, no proper feedback, low staff morale leading to low job satisfaction, lack of leadership as well as broken channels of communication.

Practical/managerial implications: The findings revealed that it is important for the NWPA management to undertake the necessary efforts in order to adapt a new strategy and comprehensive model for improved performance, which would ultimately lead towards efficient and effective service delivery in the North West Province.

Contribution/value-add: This paper explores the salient human factors to be taken into consideration during performance management in the North West Provincial Administration.


human factors; performance management; performance environment; performance improvement; communication; leadership


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