Book of Contemporary Multidisciplinary Research

Performance management plays an essential role in shaping workforce engagement, inclusivity and economic participation. However, in developing economies and sectors such as the security sector, performance management frameworks often fail to account for contextual and socio-economic growth factors in empowering marginalised groups and fostering social stability for small businesses. This study explored security managers’ recommendations for enhancing performance management to foster inclusivity and sustainable workforce engagement in a South African tertiary institution. Using a qualitative phenomenological case study approach, twelve semi-structured interviews were conducted with security managers across two campus sites and thematic analysis was employed to examine their insights. Guided by an interpretivist phenomenological theoretical lens, the 12 interviews were deemed sufficient based on information power, focused aim and a role-specific sample, supporting robust thematic development. Findings revealed gaps between theoretical and practical performance management conceptualisations, challenges in training and skills development and barriers to economic participation, due to inadequate performance appraisal strategies. Managers emphasised the need for tailored training programmes and strategies that recognise social and economic disparities impacting security officers. By integrating inclusive and sustainable performance management strategies, organisations can empower marginalised employees, enhance job satisfaction and contribute to broader economic development. This research offers practical recommendations for improving equitable workforce development and aligning performance management with inclusive economic growth strategies in developing economies.