A performance management system in the office of the premier of the Limpopo provincial government : a critical analysis

Abstract

The Public Service Regulations (PSR) 2001, Part VIII, introduced a performance management and development model for the South African Public Service. This model's main aim is to manage performance in a consultative, supportive and non-discriminatory manner in order to enhance organisational efficiency and effectiveness, accountability for the use of resources and the achievement of results. It is necessary for the public sector institutions to have performance management systems in place in order to measure the overall performance of the institutions. Such systems should also assist to identify skills gaps or training needs amongst employees. A comprehensive Performance Management System (PMS) should be linked with the human resource development within institutions in order to close the skills gaps by sending employees for training. The primary objective of this study was to analyse the main perceptions of employees and to determine their level of awareness regarding the PMS and its implementation. To reach this primary objective, a number of secondary objectives were considered as relevant. These include exploring the principles, theories and models of Performance Management; identifying the typical elements that should be included in a comprehensive Performance Management System; analysing the statutory and regulatory guidelines pertaining to the development and implementation of a PMS in the South African Public Service; identifying typical challenges that responsible managers in the Office of the Premier experience in the implementation of the PMS; and developing guidelines and recommendations for a more effective implementation of the PMS to enhance best practice and statutory compliance as well as to overcome typical challenges currently experienced with its implementation. The research was conducted at the Office of the Premier in the Limpopo Province. It comprised of a literature study and an empirical survey using a questionnaire to obtain information from selected staff members and managers. Respondents were tested on their perceptions regarding the implementation of the PMS in the Office of the Premier. The findings demonstrated that the existence of performance management system does not guarantee automatic perfection in performance. The merit is how effective an institution can apply performance management in combination with an entire set of functional policies, systems and instruments to improve its impact on service delivery.