Original Research

Performance management process changes on the work identity of employees during COVID-19

Kelley Clayton, Roslyn T. de Braine
SA Journal of Industrial Psychology | Vol 49 | a2090 | DOI: https://doi.org/10.4102/sajip.v49i0.2090 | © 2023 Kelley Clayton, Roslyn T. de Braine | This work is licensed under CC Attribution 4.0
Submitted: 02 March 2023 | Published: 20 December 2023

About the author(s)

Kelley Clayton, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Roslyn T. de Braine, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa

Abstract

Orientation: Performance management is a vital process across multiple businesses and is proven to be an integral element in navigating employees through the coronavirus disease 2019 (COVID-19) pandemic while determining possible influences on the work identity of employees during this period.

Research purpose: The purpose of this study was to understand the influence of performance management process changes on the work identity of employees during the COVID-19 pandemic.

Motivation for the study: There is little research available that discusses performance management and work identity. As such, this research works towards closing this gap by understanding the influence of performance management process changes on the identity of employees.

Research approach/design and method: A qualitative approach was followed through an interpretivist research paradigm. A purposive sampling technique was used to select 15 participants. The participants took part in semi-structured interviews. Grounded theory was followed, and the constant comparative method was used.

Main findings: The performance management process changes had no influence on the work identity and work role of participants. Instead, the pandemic itself and the way in which the organisation supported its employees while they navigated the pandemic had an influence on the work identity and work roles of employees.

Practical/managerial implications: Organisations can adopt the research findings to enhance employee work identity and performance throughout future changes that affect the organisation.

Contribution/value-add: This article offers insights into the lack of literature available that discusses performance management and work identity collectively.

 


Keywords

performance management; work identity; COVID-19; performance ratings; qualitative research

JEL Codes

J24: Human Capital • Skills • Occupational Choice • Labor Productivity

Sustainable Development Goal

Goal 8: Decent work and economic growth

Metrics

Total abstract views: 1319
Total article views: 830

 

Crossref Citations

1. The work role identity in flux of professional staff in a VUCA environment
Bernadette Kruger, Nicolene Barkhuizen
SA Journal of Industrial Psychology  vol: 50  year: 2024  
doi: 10.4102/sajip.v50i0.2181