Macpherson, W.
Abstract
This study investigated employee perceptions of performance management practices in contemporary South Africa workplaces, with a specific focus on corporate governance principles, namely accountability, fairness, transparency and responsibility. The main objective was to explore employee perceptions on various aspects of performance management and to ascertain whether these perceptions differed based on work arrangements (on-site versus flexible), demographics, and the utilisation of formal performance management systems. Drawing on a quantitative approach with an online survey of 178 employees from diverse sectors in South Africa, the study’s findings reveal that employees predominantly hold themselves most accountable for managing their performance. Notably, the study found no significant differences in employee perceptions of the quality of the performance management system, agreements, or appraisals based on working arrangements (on-site versus flexible). The results also highlight the critical role of formal performance management systems in embedding corporate governance principles within organisations. The study’s implications suggest the need for organisations and managers to re-emphasise the value of performance management as a mechanism for ensuring accountability and fairness, particularly in flexible work settings. Furthermore, the findings challenge previous notions of remote workers perceiving performance management as less fair, indicating a potential shift in employee responsibility and organisational practices.