Original Research

Organisational readiness for introducing a performance management system

Michael Ochurub, Mark Bussin, Xenia Goosen
SA Journal of Human Resource Management | Vol 10, No 1 | a389 | DOI: https://doi.org/10.4102/sajhrm.v10i1.389 | © 2012 Michael Ochurub, Mark Bussin, Xenia Goosen | This work is licensed under CC Attribution 4.0
Submitted: 03 June 2011 | Published: 20 September 2012

About the author(s)

Michael Ochurub, Department of Industrial Psychology and People Management, University of Johannesburg, South Africa
Mark Bussin, Department of Industrial Psychology and People Management, University of Johannesburg, South Africa
Xenia Goosen, Department of Industrial Psychology and People Management, University of Johannesburg, South Africa


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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.


Keywords

change management; change readiness; organisational culture; performance management; resistance to change

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