The manager-subordinate conflict pertaining to performance appraisal process in the Department of Home Affairs in Tshwane Area

Abstract

The paper explored the reasons for manager-subordinate conflicts or disagreements in relation to performance appraisal in the Department of Home Affairs in Tshwane area. A broader comprehension of the reasons for manager-subordinate conflicts in relation to performance appraisal is necessary in order to identify viable solutions for improving workplace relations and morale. The leader-member exchange theory was used to explain manager-subordinate conflict. In order to attain the aim of this article, a qualitative research design was utilised, whereby semi-structured interviews were used to collect data. In this regard, a sample of twenty-five research participants was selected from five offices of the Department of Home Affairs in Tshwane area using a purposive sampling. Qualitative content analysis was used to analyse data obtained through interviews and observations. The major findings of the article indicate that performance bonuses and biased ratings are the sources of conflicts or disagreements between managers and subordinates in relation to performance appraisals. Therefore, it is recommended that the National Department of Home Affairs should ensure that managers, supervisors and operational staff members undergo training and development to ensure an effective performance appraisal process. In addition, managers and supervisors must be afforded training opportunities relating to conflict management skills to resolve manager-subordinate conflict in the workplace.