Bureaucrats views of the benefits of a performance management system in a South African provincial department

The aim of this study is to explore what bureaucrats view as the benefits of a performance management system (PMS) utilised in a provincial department in South Africa. A qualitative research design informed the study whilst adopting a phenomenological research strategy. This study found that respondents viewed their PMS as enhancing individual, team and departmental performance, ergo contributing to meeting community needs. The PMS also ensures performance management legislative compliance and enables the department to meet its goals. However, leadership style and managerial commitment to performance management were seen as most vital in ensuring the effectiveness of the PMS. The study fills a gap by pointing out that bureaucrats may perceive their PMSs positively, but this does not always translate to successful outcomes nor effective implementation of a PMS. Furthermore, the link between perceptions and practices are complex and should be considered, especially in the formulation and implementation of PMSs.