Performance Management Perceptions in South African Higher Education: Exploring Organisational and Socio-economic Influences

Economic inequality remains a concern for management practice in developing countries despite technological and industrial advancements as these inequalities impede both organisational and overall economic growth of a country. This study aimed at qualitatively assessing the intricacies of identifying the various internal, external and contextual factors that affect managers’ perceptions of performance management within the security sector of a South African tertiary institution. The study used a purposive sampling technique, which selected twelve security managers out of a total of twenty-four, based on specific inclusion and exclusion criteria. A constructivist phenomenological case study employed semi-structured in-depth interviews with twelve security managers. Thematic analysis revealed challenges that interactively span organisational and contextual dimensions. Research findings revealed that organisational factors such as inadequate technological competencies and training and development are critical determinants of successful performance management, highlighting the need for supportive management and leadership commitment. Contextual influences stemming from apartheid's legacy and current socio-economic disparities highlighted the importance of addressing historical, cultural, and socio-economic factors in performance management strategies. In alignment with social constructivism, the study underscores the dynamic interplay between cultural, contextual and individual perceptions urging a shift from traditional Eurocentric performance management approaches. Practical implications require holistic strategies that bridge internal organisational gaps while sensitively navigating external contextual complexities. To address these challenges the study proposes a contextualised performance management model for the tertiary institution fraternity, suggesting the need for Adult Basic Education and Training (ABET), performance needs assessments and cultural sensitivity. Further recommendations propose a focus on internal rewards and promotions, enhanced communication and feedback and transitioning to a service delivery-oriented performance management approach. By addressing these factors, organisations can cultivate equitable and effective performance management systems, thus contributing to broader socio-economic development goals in South Africa.