Special section: Work engagement

The relationship between employees’ experience of performance management and work engagement within a South African organisation

Published in: Journal of Psychology in Africa
Volume 24 , issue 6 , 2014 , pages: 475–479

DOI: 10.1080/14330237.2014.997027

Author(s): Janko Kotzé Department of Industrial Psychology, South Africa , Sanet van der Westhuizen Department of Industrial Psychology, South Africa , Elzabé Nel Department of Industrial Psychology, South Africa

Keywords: performance management , work engagement , performance appraisals , goal setting , employee development , feedback , recognition , coaching , empowerment

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Abstract

The study investigated the relationship between employees’ experience of performance management and work engagement. Participants were a convenience sample of employed adults (N=202; females=59%, middle management = 48%, White = 54%, tenure more than 9 years = 48%) in an organisation in the vehicle and asset-based finance industry. They completed the Performance Management Questionnaire (PMQ) and Utrecht Work Engagement Scale (UWES). Multiple regression analysis was used to determine the proportion of variance of work engagement that is explained by employees’ experience of performance management. Results revealed that only empowerment significantly predicted work engagement. These findings suggest that when employees experience performance management as empowering, they are also likely to have higher levels of work engagement.

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