Understanding managers’ perspectives regarding challenges of performance management within South African tertiary education institutions is vital for navigating the distinct challenges encountered in these settings. This study endeavours to explore the challenges experienced in the execution and management of performance management systems by managers within the tertiary education sector, thus enriching discussions on organisational effectiveness and advancement within higher education (Van Waeyenberg & Decramer, 2018).

Aguinis and Burgi-Tian (2023) emphasise the importance of aligning performance management practices with the cultural and contextual distinctions of their application. They argue that understanding these dimensions can enhance communication, management, and feedback processes, leading to improved employee performance. However, despite theoretical assertions, practical application of performance management systems often deviates from these principles (Aguinis & Burgi-Tian, 2023).

The existing research on performance management adopts a quantitative approach, focusing on rating scales and organisational outcomes. Recognising this gap, this contextual study sought to qualitatively delve into the distinctive landscape of performance management applications with the aim of understanding how performance management systems are used, adapted, and perceived in diverse socio-cultural and economically developing countries such as South Africa (Aguinis & Burgi-Tian, 2023).

However, ensuring the effectiveness of performance management systems poses a significant challenge, in understanding employees’ perceptions and understanding of their performance measures. Understanding employee perceptions and challenges experienced hence underscores the importance of designing and executing performance management systems that are not only well-designed but also applicable to the workforce (Van Waeyenberg & Decramer, 2018).

Despite the advancements in the field of performance management, there remains a notable gap in understanding how employees and line management interpret and engage with performance management and appraisal processes in real-world contexts, compared to traditional theoretical frameworks (Van Waeyenberg & Decramer, 2018). Addressing this gap is essential for developing more sustainable and culturally sensitive performance management practices that align with SDGs and sustainable HRM practice ensuring long-term organisational success, employee engagement, motivation and work commitment (Brewster & Brookes, 2024).

The primary purpose of this study was to conduct an interpretive qualitative analysis aimed at understanding how managers perceive and comprehend the performance management and appraisal process within a specific organisational context, offering applicable and practical insights to refine and implement performance management practices within the tertiary institution under investigation (Aguinis & Burgi-Tian, 2023).

To achieve this, the study adopted a phenomenological case study design, which delved into the lived experiences of security management personnel, exploring their understanding, perceptions, and challenges related to performance management (Creswell & Creswell, 2018).

The main objective of this study was to comprehend and identify concerns and challenges influencing managers’ perceptions and attitudes towards the current performance management system exploring the various internal, external, and contextual factors that managers view as detrimental of their performance management system, specifically tailored within a South African context (Aguinis & Burgi-Tian, 2023; Van Waeyenberg & Decramer, 2018).

Nxumalo et al. (2018) argue that historical management practices in South Africa are deeply intertwined with the country’s past, characterised by systemic discrimination rooted in racial and gender biases perpetuating societal divisions and socio-economic inequalities. The legacy of apartheid built upon the foundations of racial segregation, continues to exert a substantial influence on contemporary management applications and practices. These policies marginalised certain population groups, particularly black Africans, limiting their access to education, employment, and other essential resources (Nxumalo et al., 2018).

Despite efforts to transition South Africa into a democratic state, the remnants of apartheid persist, posing significant challenges, specifically for historically marginalised communities. Current legislative changes have facilitated a shift towards more equitable performance management practices. Affirmative action policies aimed at promoting employment equity have played a pivotal role in fostering non-discriminatory practices within South Africa. Consequently, an emphasis is positioned on diversity, inclusivity, and talent development for historically disadvantaged groups in HRM and performance management initiatives (Sitharam & Hoque, 2016).

According to Vignieri (2018), traditional theory and application of performance management places emphasis on output, controls, measurement, rewards, and results. However, the dynamic nature of public and security management necessitates adapting performance management tools to address contextual and environmental complexities. The ability of managers to successfully manage operations and processes in the security sector is dependent on the socio-economic context of the environment and the ability to manage both people and employees successfully because both factors are a part of performance outcomes (Vignieri, 2018).

From a managerial perspective, South Africa, along with other developing countries faces challenges in the recruitment of line managers, especially in lower-level job posts, as managers possess low levels of education, inadequate language skills and have a limited understanding of the conceptual knowledge of performance management processes. Managers also lack the necessary resources to keep up with fast-paced performance measurement and technological advancements (George et al., 2016).

Vignieri (2018) further mentions that administrative values related to performance include economy and parsimony, honesty and fairness, security, and resilience, which implies that performance management is multifaceted in the security sector. It is therefore imperative that managers receive ongoing education, skills development, and training in order to promote managerial competency and fairness in performance management assessments (Radebe, 2015).

Additionally, existence of factors such as corruption, bureaucracy, bias, and organisational politics are causative elements that foster the inadequacies present in performance management practice. Another challenge is the lack of empirical and contextual research on security performance appraisal systems (Baloch et al., 2021). DeNisi and Murphy (2017) notice that the lack of broader contextual research warrants further research in order to comprehend performance management through understanding the wider organisational climate, culture, beliefs, norms, and social factors, which affect performance outcomes, with continued efforts towards contextualising management practices and addressing barriers imperative for fostering sustainable organisational development and social progress in South Africa (DeNisi & Murphy, 2017).

This section uncovers key challenges for performance management systems such as unclear performance measures and inherent biases, a lack of training and resources, and the impact of management communication styles. Additionally, the difficulties and challenges posed by technological advancements in the contextual application of performance management are examined.

The practical application of performance management systems, particularly during the appraisal and rating process, often faces challenges with bias, although objective performance measures are established. Employees view performance management negatively, which contributes to a lack of motivation and low employee engagement (Singh et al., 2015). Unclear performance measurements and design also pose challenges in performance management systems where unclear performance measurements make rating employees objectively difficult. Ambiguous, inapplicable measurements also pose a challenge for both managers and employees as they may not know how to align efforts with performance targets (Gabriel & Villaroman, 2019).

Another challenge prevalent in performance management practice is the lack of training and development, particularly in lower-graded job levels. Both managers and employees may lack the necessary skills and training to conduct effective performance evaluations. Although training and development is an essential component of the performance management system, it is often overlooked because of the lack of resource allocation in certain sectors (Schleicher et al., 2018).

When poorly developed and managed, performance management has an adverse impact on employee engagement, morale, and motivation. A firm focus on employee weaknesses, authoritative management styles and negative reinforcement also impact performance outcomes; hence, managers should be able to provide constructive criticism and foster effective social, communication and managerial skills (Armstrong & Taylor, 2020). Therefore, it is imperative that HR strategies and practices are designed to achieve and foster effective leadership and communication, while managing employee acquisition, training, appraisal, compensation, labour relations, health, safety, and fairness (Karlshaus, 2020).

DeNisi et al. (2021) mention that an effective performance management system should be culturally congruent with a country’s broader cultural context. Aguinis and Burgi-Tian (2023) further state that, in modern implementation of performance management, objective and strategic outputs are emphasised, while in other contexts, cultural influences serve as more prominent performance measurements. This implies that subjective, contextual factors play a role in the success of performance management systems (Aguinis & Burgi-Tian, 2023; DeNisi et al., 2021).

Francis and Webster (2019) mention that from a South African perspective, socio-economic inequalities revolve around education, job opportunities and social challenges, and still continue to affect the South African population and workforce. In terms of performance management and HR practice, the above factors pose challenges to sustainable development as it hinders how employees understand, manage, and use these systems (Francis & Webster, 2019).

It is therefore important for HRM to integrate subjective, objective, and contextual performance standards when gathering data and defining key performance indicators (Sharma & Sharma, 2017). In this context, application, diversity, cultural differences, and communication barriers become challenging for both managers and organisations alike. Furthermore, older employees, specifically those with lower levels of education, tend to be resistant to change, which may undermine the acceptance of new performance management techniques and sustainable HRM initiatives (Teixeira et al., 2018).

The administrative burden of performance management can also become a burden to managers, hence they should be given an opportunity by senior management to increase engagement and reduce employee reluctance associated with the performance management process. Strict adherence to objective performance measures, in turn, creates another challenge, as it ignores the human aspect of performance, when individuals are reduced to mere numbers on a rating scale (Armstrong & Taylor, 2020). Managers should therefore be equipped with both people and technological skills needed to manage their employees throughout the performance management process. Contextual significance hence becomes important in addressing socio-economic discrepancies in developing countries where there is a need for education, technology, and sustainable HRM development in order to maintain competitive advantage (Cappelli et al., 2018).

Effective HRM practices, such as equitable recruitment and fair compensation, directly contribute to reducing poverty by providing decent work and economic opportunities (SDG 8). Performance management ensures that employees’ efforts are aligned with organisational goals, improving productivity and economic stability, which in turn supports poverty alleviation efforts (Navajas-Romero et al., 2022).

Social sustainability pertains to the quality of human systems, guided by ethical principles such as justice, fairness, and commitment, which reiterates the need to link HRM to SDGs (Malik et al., 2021). Performance management systems need to be sensitive to the socio-economic context of employees. This includes understanding the challenges faced by historically disadvantaged groups and creating opportunities for their development and advancement (Tyokwe & Naicker, 2021).

In the context of South Africa, where historical inequalities have led to significant disparities in education, HRM can play a pivotal role by fostering continuous professional development and training programmes (SDG 4). Performance management systems that emphasise development goals can ensure that employees acquire the skills necessary for their roles, promoting lifelong learning and educational advancement (Chams & García-Blandón, 2019). Investing in employee training and development ensures that the workforce remains skilled and adaptable, which is essential for economic growth and innovation. Leveraging technology in performance management can enhance efficiency and accuracy. However, it is crucial to balance technological advancements with the human aspect of performance management to ensure that employees feel valued and engaged (Mamman et al., 2018).

By addressing socio-economic inequalities (SDG 10) through equitable HRM practices and performance management systems, organisations can reduce disparities within the workforce. This is particularly important in Africa, where historical inequalities persist. Inclusive HR policies and performance management practices ensure that all employees, regardless of their background, have equal access to opportunities and resources (Mamman et al., 2018).

Human resource management and performance management contribute to the development of strong institutions by promoting transparency, accountability, and ethical behaviour (SDG 16). Effective performance management systems ensure that employees and employers are held accountable for their actions, fostering a culture of integrity, transparency and trust within the organisation. Ensuring that resources are allocated equitably and that institutions are held accountable for their performance is crucial for sustainable development (Haywood et al., 2018).

Management practice, theory and application often stem from developed, educated, democratic, economically advanced countries where SDGs may be more achievable. However, the implementation and management of both HRM and SDGs in varying cultures and contexts have not been sufficiently documented, indicating a lack of empirical research in linking HRM to SDGs in specific contextual applications (Brewster & Brookes, 2024). The diverse landscape of South Africa requires performance management systems that are culturally congruent, hence HRM practices must be inclusive, and consider the varied cultural backgrounds of employees to foster a unified and productive work environment (Aguinis & Burgi-Tian, 2023).

Integrating HRM and performance management with the UN’s SDGs is not only essential for organisational success but also for broader societal progress. In South Africa, addressing the unique socio-economic and cultural challenges through sustainable HRM practices can significantly contribute to achieving SDGs (Brewster & Brookes, 2024). By promoting equitable opportunities, fostering continuous development, and ensuring accountability, HRM and performance management can drive sustainable development and improve the quality of life for all South Africans (Rasool et al., 2019).

The study used a qualitative interpretivist exploratory approach to investigate the nuanced and subjective challenges experienced by security managers. Through the utilisation of in-depth semi-structured interviews and thematic analysis, participants’ lived experiences and contextual factors were captured (Aspers & Corte, 2019). The exploratory nature of the design allowed for flexibility in uncovering unexpected insights and deepening the understanding of the performance management applications with a focus on identifying patterns and themes that reflected the participants’ perspectives, ensuring a comprehensive and authentic representation of their experiences (Upmeier zu Belzen et al., 2021).

This study used a phenomenological case study design strategy to explore the lived experiences of security managers within a specific context with the aim of providing an in-depth examination of these experiences within their real-life settings (Creswell & Creswell, 2018). The study focused on understanding how managers perceive and make sense of challenges experienced with their performance management system. The study was underpinned by a constructivist theoretical framework, positing that knowledge is constructed through interactions between individuals and their environments. This perspective emphasises the subjective nature of reality, recognising that multiple, co-constructed realities exist based on individuals’ experiences and interpretations (Jung, 2019).

The research methods section details the research setting and participants, focusing on entrée and researcher roles, data collection instruments and strategies to ensure data quality and integrity, concluding with an outline of the thematic analysis process and ethical considerations.

To ensure the ethical conduct of this research study in order to safeguard the dignity, rights, and well-being of all participants, the project adhered to the following principles of privacy, confidentiality, voluntary participation, informed consent, non-maleficence, and data security. An application for full ethical approval was made to the Human and Social Sciences Research Ethics Committee, and ethics consent was received on 05 December 2023. The ethics approval number is HSSREC/00006204/2023.

The findings related to performance management challenges experienced by managers included three multifaceted sub-themes, namely communication, education, training and development deficiencies, technological barriers in performance management processes and allocation of resources, rewards and compensation. The following results were found:

The results of this study, focusing on the primary theme, ‘Challenges Influencing Managerial Perceptions of Performance Management’ discuss concerns in communication, education, and training; technological barriers; and resource allocation, rewards, and compensation. These insights highlight the obstacles to effective performance management in higher education security departments and suggest practical implications and recommendations to address these challenges in alignment with SDGs.

To improve performance management in the security department, the tertiary institution should focus on increasing adult basic education and training (ABET), and development, particularly in technological skills and literacy. Conducting regular performance needs assessments can identify skill gaps and resource shortages, enabling targeted training and resource allocation. Promoting diversity and cultural sensitivity and enhancing communication and feedback mechanisms are also crucial. Additionally, implementing non-monetary rewards and ensuring internal promotion opportunities can boost employee engagement and motivation. Shifting from a productivity-driven to a service delivery-oriented management approach will emphasise service quality, enhancing overall performance and aligning with SDGs such as quality education (SDG 4), decent work and economic growth (SDG 8), and reduced inequalities (SDG 10). Integrating these practices supports HRM strategies, fosters an inclusive work environment, and promotes long-term sustainable success of performance management within the security sector in particular. Future research in this area should consider contextual factors, as the same activities may yield different results in varying fields. This consideration will enable HRM to significantly contribute to achieving the SDGs on a broad and meaningful scale (Brewster & Brookes, 2024).

This study’s limitations include a small sample size, potential subjectivity and bias inherent in qualitative research, and limited generalisability because of focusing on one South African institute of higher learning and a particular industry. To address these limitations, future research should employ broader samples, mixed-method and meta-analyses approaches to explore the contextual nature of performance management, particularly in under-researched sectors such as security, among others. Additionally, developing models which account for the relationship between HRM practice, contextual influences and SDGs may aid in developing comprehensive insights in the future.