Innovative performance management in the public sector in Botswana: towards a new model

Abstract

The demand by citizens for quality service in the public sector has generally changed the way government departments provide services globally. The provision of quality service delivery is no longer a private sector issue but also a public sector one and citizens now expect the public sector to provide quality service. The citizens of Botswana expect government departments to provide quality service and government responded by implementing performance management. The main aim of this study was to investigate the challenges confronting the implementation of performance management in the public sector in Botswana and to identify obstacles hindering effective implementation and come up with a model for innovative performance management. The study used a qualitative method research design to collect data. Data for the research was collected using oral interviews and focus group discussions. A sample of 80 participants was selected from the Ministry of Education and Skills Development and the Ministry of Local Government with each ministry providing 40 participants. Purposive sampling was used to select the participants. The study found that the implementation of performance management had challenges that included negative perceptions on performance management; lack of support for innovation from senior officials; lack of training on performance management; ineffective dissemination of information on performance management through the use of the cascading approach; poor work ethic; lack of incentives to motivate employees; weak implementation capacity; lack of monitoring, supervision and evaluation skills and lack of resources for effective implementation. The findings of the study provide insights on how the implementation of performance management in the public sector in Botswana could be effective through the adoption of recommendations and the implementation of innovative performance management. The recommendations include setting clear policy objectives for performance management; creating a team of performance management champions; strengthening management capacity in performance management; promoting effective implementation of innovative performance management; strengthening the culture of accountability and responsibility; strengthening communication between ministries; strengthening decentralisation and empowering local authorities; strengthening use of technology in ministries as well as implementing innovative performance management.