Orientation: The implementation of performance management systems (PMSs) and performance appraisals (PAs) by public managers remains a challenge and necessitates an investigation into employees’ perceptions of the effectiveness of the PMS and the fairness of PA.Research purpose: This study investigated the association between employee involvement, performance-oriented culture, management commitment and the effectiveness of a PMS. Six factors that determine and influence employees’ perceptions of PA fairness were also investigated.Motivation for the study: Employees’ experiences of the implementation and practice of PMSs and PAs by public managers may differ from what is intended. The motivation for this study was to quantify employee perceptions of the effectiveness of a PMS and the fairness of PA to establish if there is a discrepancy between what is intended and how they are implemented and practiced.Research approach, design and method: This cross-sectional study conducted a census on a total population of 140 employees in a public sector institution. A questionnaire comprising three sections was used to collect data: Section A contained biographical questions, Section B comprised questions on the contextual factors that measure the perceived effectiveness of the PMS while Section C comprised questions related to the perceived fairness of PA.Main findings: The results show that employees perceive their PMS to be ineffective and their PAs to be unfair. The mean perception scores for PA fairness for the Assets and Facilities Department were significantly lower than those of the Human Resources Department. This is indicative of some deficiencies in the appraisal process in the Assets and Facilities Department. Respondents occupying general positions returned significantly lower mean scores for PA fairness compared to those in managerial and professional positions, which indicates serious shortcomings in their appraisal process.Practical/managerial implications: The findings reveal that employees were not involved in the development of the PMS. Also, the results indicated a lack of employee participation in the PA process, that PAs were not conducted for development purposes, performance feedback sessions were not undertaken on a regular basis and employees were not involved in goal setting. A training programme should address these organisational and managerial deficiencies.Contribution: This research study contributes to the body of knowledge by quantifying the perceptions of employees regarding the organisational factors that influence the effectiveness of the PMS and the six factors, namely appraisers’ knowledge, employee participation, clear goal establishment, employee development, goal establishment, appraisal follow-up and goal discussion that influence PA fairness.

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.

Orientation: Employees are a source of competitive advantage for organisations and human resource management seek to promote employee efficiency. One of the tools organisations utilise to achieve this goal is performance appraisals.Research purpose: The purpose of this study was to investigate the weaknesses in performance appraisal and to determine whether it is politicised in the North West Department of Health and Social Development in South Africa.Motivation for study: Many organisations either ignore the existence of politics in the appraisal process or assume that its impact can be minimised if they refine their appraisal instruments. Executives admit that, in appraising others, they often intentionally avoid meeting the goal of accuracy in favour of achieving goals that have more to do with exercising discretion and maintaining departmental effectiveness. Ironically, these same executives lament that the appraisals they receive often do not accurately represent their abilities and performance (Gioia & Longenecker, 1994).Research approach, design and method: Self-administered questionnaires were used as a means of collecting data and analysis was done through the use of the Statistical Package for the Social Sciences (SPSS).Main findings: The results of the study showed that respondents believe that performance appraisals are highly politicised.Practical/managerial implications: If used effectively, performance appraisals may improve employee productivity and efficiency as well as motivation and performance. However, if performance appraisal is perceived as unfair and political, it can diminish rather than enhance employee attitudes and performance.Contribution: Amongst others, it is recommended that managers should consider separating assessment for development and assessment for rewards.

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