Employee Performance Management in the New Zealand Public Sector

Employee performance management is widely recognised as a complex system involving formal and informal practices. When done well, performance management benefits employees, organisations and wider stakeholders. For example, performance management in the public sector would theoretically benefit the public, as it may improve the proficiency of public servants. However, modern performance management faces challenges, and the complexities of the public sector environment can cause difficulty.

This thesis explores employee performance management in the New Zealand Public Sector. Adopting an interpretive qualitative research method, this research aims to provide insights into common formal and informal performance management practices. It also aims to provide practical insights into the barriers that may exist to improving employee performance management. Data was collected via interviews with managers in public sector organisations.

This research suggests effective performance management requires a balance of formal and informal practices. In practice, performance management is often set up as only formal organisational process focussed on system, policy and process, and the informal social systems underpinning it are neglected. To work well, modern performance management is a psycho-social process that bounces off formal, prescribed organisation systems and requires skilled managers. Contextual elements of the public sector overlay performance management systems and must be considered when implementing performance management.