An investigation into the causes of employee resistance towards the performance management process: A case of Destiny Electronics (PVT) LTD (January 2011 - June 2013)

Abstract

This study sought to identify the causes of employee resistance towards the Performance Management process at Destiny Electronics (Pvt) Ltd. The focus was on the Harare branch (Head office) over the period January 2011 to June 2013. The study was carried out using the positivist (quantitative) approach. Motivation to carry out the study was due to the fact that the PM process at Destiny Electronics had not been able to achieve most of its stated goals. During the period under study, the Human resource manager continuously reminded management of the submission of quarterly and annual PM progress reports and appraisals but would not receive them in time and would continuously change the submission dates but still some would never be submitted. This happened until the CEO of the company said he will personally follow up with the reports since the process was not being taken seriously. The research was limited to the Harare branch where a total of forty-five (45) employees which included managerial and non-managerial employees were selected for the research as part of data gathering. A total of forty-five (45) self-administered questionnaires were physically distributed to the selected sample. A follow up interview was also carried out with the Human Resources Manager to verify and understand some of the gathered data thus the research used mixed methods.

The factor analysis was used and proved that the main causes of employee resistance towards the PM process were lack of knowledge of the purpose and benefits of PM, poor implementation of the PM process and PM assessors who could not effectively manage the process. All these aspects were hindering the PM process from achieving its intended goals. The research recommended that both managerial and non-managerial employees should be educated about the PM process, its purpose and benefits, commitment should be obtained from all employees so as to effectively implement PM by way of involvement, refresher courses should be continuously offered to all supervisors on how to effectively manage performance. An area for further study would be an investigation on how the PM process which was initially developed for western cultures can be modified to suit cultures of developing nations like Zimbabwe.