An Integrated Performance Management Model to Be Used By the Botswana Public Service Sector

Theophilus Tebetso Tshukudu

Abstract


The call for improved performance by government ministries and departments is not a new phenomenon in both the developed and the developing countries. The Botswana public service experiences problems which hamper the country’s ability to be competitive. It is therefore important to investigate strategies used by the Botswana public service for the management in performance. Performance management entails formally guiding, directing, measuring, evaluating and rewarding employee effort, competencies and talent to achieve organisational and strategic objectives (Boselie 2010, p. 173). Performance management is also a combined effort between a supervisor and employee to achieve organisational goals. This study investigates the performance management strategies needed for the effective management of performance in the Botswana public service. Subsequently to review literature, the paper proposes a performance management strategic model for the effective facilitation of the of performance management system for the Botswana public. The proposed integrated model serves as a basis for drawing up a survey questionnaire to establish the extent to which supervisors, line and senior managers in the Botswana public service agree or disagree with the model. The questionnaire was sent to a random sample of supervisors, line and senior managers in the Botswana public service, in the Gaborone, Botswana. The empirical results obtained from the survey were analysed and interpreted. They indicated a strong concurrence with theoretical performance management strategies presented in the study. On the basis of the literature that was completed and on the basis of the results of the empirical study, a performance model for the effective implementation of performance management in the Botswana public service was developed. It must be noted that performance management should not be done in a mechanical manner, but should be understood as an essential tool in achieving the vision and mission of an organisation. Performance management also does not take place in a vacuum. It is essential that an organisational culture be analysed to see in which aspects it fosters or hinders effective performance. The organisational culture should be crafted and reinforced to create a high performance environment. Specific attention should be given to leadership, learning and the alignment of individual, team and organisational goals. 


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DOI: http://dx.doi.org/10.5296/jpag.v4i2.5717

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