Performance management practices and managed performance: The moderating influence of organisational culture and climate

Abstract

The study attempted to explore and explain the existence and implementation of performance management practices to facilitate the achievement of managed performance. A mixedmethod study approach (Qualitative and Quantitative) was adopted. A sample of 900 employees was drawn using a disproportionate stratified purposive sampling approach that yielded a 53 % response rate. Twelve participants were purposively selected from top management members and interviewed using a semi-structured interview guide. Using Nvivo software and Miles and Huberman (1994) approaches, interview data was managed and analysed. Qualitative data results revealed that employees in public universities are involved in planning, mobilising resources, problem solving, evaluating performance and adopting ICT to deliver cost-effective quality services/products. The hypotheses were tested and revealed a significant positive relationship between performance management practices and managed performance(r = .25, ρ < .001). A moderating influence of organisational culture and climate on performance management practices and managed performance was also established and confirmed (∆R² = .012) significantly above zero (ρ = .015). However, crosssectional studies by their nature are subjected to common method variances; a replication of the study using a longitudinal approach was recommended. Also, further studies should be supplemented with in-depth interviews or case studies where possible to tap salient issues from the respondents. The study called for continuous refinement of theories that explain performance management practices. Public universities should have visionary futuristic managers who can think of new approaches to managing people in a dynamic hyperchanging technological environment.