Orientation: To remain competitive South African organisations must improve their operational efficiency by lowering manufacturing and service costs, and the key is the performance of its employees. Research purpose: The purpose of the study was twofold: firstly, to establish if there is a relationship between performance management and employee engagement; and secondly to ascertain if performance management can be rebooted through increased employee engagement. Motivation for the study: Organisations that measure and manage performance generally outperform those that do not. Organisations need to understand what drives employee engagement and performance to outperform their competitors. Research approach, design and method: A qualitative approach was employed that included a review of research articles and interviews with employees from various functions across all levels within operations of a fast-moving consumer goods organisation based in Gauteng. A sample size of 20 employees was used. Main findings: The results suggest that a relationship exists between performance management and employee engagement and that an increase in employee engagement would result in improved performance of employees and subsequently the organisation. The study revealed that whilst engagement and communication occur across all levels within the organisation, there is still a significant gap. The messages and expectations are not simple enough to be understood. Employees are not empowered to have a voice which causes them to be demotivated. Supportive management, which is fundamental to the success of performance management, is lacking. Practical/managerial implications: The insight from this study may be used to change the way organisations engage with employees and manage performance to ensure it is a beneficial exercise that adds value to all stakeholders. Contribution/value-add: This study will contribute towards organisations understanding the relationship between performance management and employee engagement and how to leverage this towards improving operational efficiency and organisational effectiveness.

中文翻译：

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绩效管理和员工敬业度：南非视角

方向：要保持竞争力，南非组织必须通过降低制造和服务成本来提高运营效率，而关键是员工的绩效。研究目的：研究的目的是双重的：首先，确定绩效管理与员工敬业度之间是否存在关系；其次，确定是否可以通过增加员工敬业度来重新启动绩效管理。研究的动机：衡量和管理绩效的组织通常要优于那些没有绩效的组织。企业需要了解促使员工敬业度和绩效超越竞争对手的因素。研究方法，设计和方法：采用了定性方法，其中包括对研究文章的评论以及对位于豪登省的一家快速发展的消费品组织的各个层面的各个职能部门的员工的采访。使用了20名员工的样本量。主要发现：结果表明，绩效管理与员工敬业度之间存在关系，员工敬业度的提高将导致员工及其组织的绩效提高。该研究表明，尽管组织内各个层面的参与和沟通都存在，但仍然存在很大差距。消息和期望不够简单，难以理解。员工无权表达自己的想法，导致他们灰心丧气。支持性管理 缺少绩效管理成功的基础。实际/管理上的意义：这项研究的见解可用于改变组织与员工互动和管理绩效的方式，以确保这是有益的做法，可为所有利益相关者增加价值。贡献/增值：这项研究将有助于组织了解绩效管理与员工敬业度之间的关系，以及如何利用它来提高运营效率和组织有效性。