Exploring employees’ experiences with the performance appraisals at the South African Air Force

Abstract

Orientation: Performance management systems (PMS) are implemented through performance appraisals (PA), and during the PAs, fairness and justice should prevail to enhance employees’ positive experiences and satisfaction with the system.

Research purpose: The study aimed to explore and understand the South African Air Force (SAAF) employees’ experiences with the PAs and propose solutions thereof.

Motivation for the study: Despite its critical role in national defence, the South African Air Force is experiencing employee engagement and commitment challenges. Preliminary investigations suggest that these issues arise from shortcomings in the PA process and the distribution of rewards.

Research approach/design and method: The study adopted a qualitative phenomenological design and employed semi-structured interviews for data collection. Participants were selected through purposive sampling, and data collection ended after the 11th participant due to saturation reached by the 10th. Data analysis employed content analysis and inductive coding techniques.

Main findings: The results revealed PAs demotivating and biased. Proposed solutions included frequent PAs, eliminating the quota system, training line managers and linking performance standards with rewards and career advancement.

Practical/managerial implications: The findings suggest a revision of the PMS policy at the SAAF, along with a reevaluation of Affirmative Action and career progression policies. It is essential for line managers to grasp the strategic importance of PMS and PAs within the organisation.

Contribution/value-add: This study provides valuable insights to the SAAF management regarding employees’ experiences with the overall PMS, particularly the PA sessions. It also recommends solutions for implementing the PMS effectively at the SAAF.