Exploring the Perceptions of Senior Management on the Relationship Between Employee Performance and Organisational Performance in the Education Sector in KwaZulu-Natal, South Africa

This article examines the perceptions of Senior Management Service (SMS) members regarding the nexus between employee performance and organisational outcomes within the KwaZulu-Natal education sector. Prompted by persistent discrepancies between individual performance ratings and institutional achievements, the study explores how senior leaders interpret and experience the strategic alignment of performance management systems. Adopting a qualitative research design, data were gathered through semi-structured interviews with SMS members across the department. Thematic analysis revealed that, while SMS members generally acknowledge a strong correlation between employee performance and organisational success, systemic challenges, including inconsistent evaluation practices, limited accountability, and insufficient capacity-building undermine the effectiveness of existing performance management frameworks. The findings underscore the necessity for a more integrated, transparent, and strategically aligned approach to managing employee performance in the public sector. Key recommendations include aligning individual goals with departmental objectives, fostering a culture of continuous feedback, and equipping managers with the requisite tools and training to lead performance-driven teams.