Editorial summary. This is our text summary of an article published by sajhrm. Charts, figures, and the author’s full voice are at the original — read it there .
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Editorial verdict
Methodologically limited but contextually valuable — a single-entity, 24-manager qualitative study produces a plausible framework, but the small, non-generalisable sample, the conflation of employee retention findings with the stated framework purpose, and several citation anomalies (including a 2026 reference) undermine confidence in the conclusions.
Executive summary
This article addresses the gap in empirical evidence regarding managerial competencies required for digital performance management in South African public entities. The authors argue that existing conceptual models are unsupported by local empirical data and propose a new competency-based framework grounded in the Iceberg Competency Theory (McClelland, 1973) and relevant South African legislative frameworks. Using an interpretivist, qualitative design with semi-structured interviews conducted via Microsoft Teams, the study captured the perceptions of all 24 managers at a single selected public entity. Thematic analysis using NVivo 15 identified two principal themes: the impact and benefits of digital performance management systems, and the development of a conceptual framework for their use. Key findings indicate that visible managerial competencies (KPI setting, system navigation, evidence production) are insufficient without underlying invisible competencies (adaptability, data-driven judgment, emotional intelligence). The study also identifies organisational culture, compensation and benefits, and training and development as factors influencing employee retention in this context. The proposed framework integrates legislative alignment, organisational goals, and Iceberg-informed competency development, offering a practical tool for public sector managers. Generalisability is limited by the single-site, single-province scope.
Key insights
- 1Visible managerial competencies such as KPI setting and system navigation are necessary but insufficient for effective digital performance management; invisible competencies including adaptability, empathy, and data-driven judgment (as framed by the Iceberg Theory) are equally critical.
- 2Managers in South African public entities reported that digital performance management systems improve transparency, fairness, and structured accountability, but their effectiveness is contingent on user fluency, platform integration, and realistic indicator design.
- 3Three organisational factors — organisational culture, compensation and benefits, and training and development — emerged as significant influences on employee retention within the public entity context, a finding that extends beyond the study's stated framework purpose.
Practical takeaways
- Organisations transitioning to digital performance management systems may benefit from addressing both technical training (platform navigation, data entry) and softer competency development (feedback delivery, goal alignment) to close the gap between system capability and managerial application.
- Public entities operating across parallel digital systems (e.g., ERP and legacy HR platforms simultaneously) face compounded usability challenges that affect the consistency and quality of performance data, pointing to the importance of transition planning and user support during system migrations.
Frameworks mentioned
Iceberg Competency Theory
Proposed by David McClelland in 1973, this theory models human competencies as an iceberg: visible competencies (knowledge and skills) sit above the waterline and are easily assessed, while invisible competencies (personal qualities, motives, values) lie beneath and are argued to be more determinative of effective performance.
Competency-Based Approach (CBA)
An organisational methodology that emphasises identifying and developing the specific skills, abilities, and qualities of managers as the primary determinants of managerial efficacy, used in activities such as succession planning and performance management design.
References
- South African Journal of Human Resource Management (sajhrm) (2025).Managerial competencies and digital performance management.
- Mphahlele & Dachapalli (2022).Employee perceptions of performance management and job satisfaction.
- Santos Fonseca et al. (2025).Impact of technology solutions on performance appraisal in IT.
- Thusi et al. (2023).Digital performance management systems in the public sector.
- Biswas et al. (2024).MIS and reduction in incorrect decisions.
- Prummer et al. (2024).Mentoring and emotional intelligence in managers.
- Prummer et al. (2024).Types of mentoring perceived by managers in South African colleges.
Source & Provenance
sajhrm
Favourite Celiwe T. Mokhohlouloane, Edwige P. Ngo-Henha
October 19, 2026
Research Study
Africa
Original source metadata is preserved. AI analysis is generated separately.
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