Bridging entry and excellence: Exploring onboarding’s role in staff performance at a South African international development organisation
No Thumbnail Available
Date
2026
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
The IIE
Abstract
This study examined the influence of onboarding practices on staff performance within an
international development organisation (IDO X) operating in South Africa. Grounded in
Organisational Socialisation Theory, Human Capital Theory, and Hofstede’s Cultural
Dimensions, the research explored how onboarding facilitates staff integration, capability
development, and contextual alignment in a complex development environment. A qualitative
case study approach was adopted, guided by an interpretivist philosophy and an inductive
research design. Data were collected through semi-structured interviews with staff members
and human resource practitioners who had experienced onboarding within the organisation.
Thematic analysis was used to identify key patterns and insights, informing key findings,
conclusions and recommendations. The findings revealed that structured onboarding
practices significantly enhance role clarity, organisational understanding, and early stage
productivity. Key elements influencing staff performance included an effective onboarding
structure, strong human resources and managerial support, clear communication, and
opportunities for social integration. However, challenges such as inconsistent onboarding
delivery, limited resources, and constraints associated with remote and hybrid work
environments were also identified. The study highlights that onboarding in IDOs must balance
rapid integration with deeper contextual understanding to ensure sustainable performance
outcomes. The study therefore highlights the need for organisations, particularly within the
international development sector, to reconceptualise onboarding as a strategic function rather
than an administrative task. Investing in structured, inclusive, and context sensitive
onboarding practices is essential for improving staff performance, strengthening
organisational capacity, and ensuring sustainable programme delivery in complex and
resource-constrained environments. Future research should build on this study by examining
onboarding practices across different IDOs in South Africa to determine how practices vary by
organisational size, funding model and work modality, applying mixed methods research to
combine qualitative insights with quantitative indicators to strengthen understanding of the
relationship between onboarding and performance. This research contributes to the limited
body of knowledge on onboarding within IDOs, particularly in the South African context. It
offers practical recommendations for strengthening onboarding design, implementation and
evaluation to enhance organisational effectiveness, and programme delivery in resourceconstrained
environments.
Description
Keywords
Staff performance, Staff integration, Onboarding, Organisations, Effectiveness