An investigation into the realization of Performance Management Practices in Schools (a case of two secondary schools in Gaborone Botswana)

Abstract

In 1999 the Botswana government decided to implement a Performance Management System (PMS) across the entire public service sector, including in public schools. Teachers in Botswana had to be appraised using the Performance Management System, and this Performance Management System became such a valuable tool that no school could function without it. This research sought to determine whether the implementation of the Performance Management System in schools are effectively utilised. A case study of two secondary schools located in Gaborone was undertaken to describe the extent to which the Performance Management System was implemented and utilised. Data collection was through structured self-administered questionnaires, comprising of ten questions. The research indicated that there was awareness of Performance Management System within the two schools. Subordinates seemed to be involved in the planning process as well as the setting of performance objectives. The introduction of Performance Management System however had not succeeded in improving the performance of teachers without facing certain challenges. The Performance Management System does offer evaluation feedback, but the problem is that the feedback is based on the complete utilisation of the system. The research identified a lack in sufficient support by the superiors to their subordinates on the use of the Performance Management System. Commitment from the supervisors was questionable. The Performance Management System needs complete support from leadership in order to operate efficiently and effectively. A few reasons were found to be the key root why schools are unable to implement the performance management system properly. The movement of teachers between schools is another challenge that affects the continuous implementation of Performance Management System. The teachers are of the opinion that promotions are not linked to the Performance management system as was intended. The main recommendations of the study are that the schools need to improve on the formalisation procedures of the feedback process. Performance Management System feedback has to be documented and formalised . This will allow employees to view the performance management process as an integral part of their work and also as part of organisational processes.