Setting and measurement of perfomanve standards as a control measure in the strategic management of organisations

Abstract

This research meant to probe the possible role that could be played by the setting and the measurement of performance standards in an organisation. The research focused on the North West Provincial Government Departments in the Mafikeng area. The objectives of the research was to determine the following; * whether there were any performance evaluation mechanisms in place within the government departments, * whether such performance measurement systems, if there were any, were properly implemented for attainment of positive results, and * whether there was any resistance or negative attitude towards such measures, if they existed. The primary aim of this research was to establish whether the setting of performance standards and the measurement thereof, as a control measure, can play an important role in the Strategic Management of government departments. Briefly the findings and observations were the following; * Civil Servants were in support of the setting of performance standards and the measuring of their performance. * Civil Servants wanted their performance to be evaluated regularly. The Government has designed and implemented performance enhancement tools such as; * The Performance Management System (PMS), * The Batho Pele - People First programme, and * The Civil Servants Code of Conduct. The three programmes stated above were well received by the civil servants. The civil servants did agree that setting of performance standards and the measurement of performance can play an important role in eliminating the following ; * Budget deficits/overspending, * Misappropriation of funds, * Fraud and forgery and * Favouritism within the Provincial Government Departments. The following were recommendations to the government; * Heads of departments/sections should be charged with the responsibility of being Real Change Leaders. They should create a conducive climate for the effective implementation of performance measurement systems such as the PMS. Seniors should have more time to discuss issues pertaining to performance with their subordinates. Civil Servants' performance should be evaluated more frequently than is the case at present and they should be provided with performance feedback regularly. The implementation of the Performance Management System (PMS) as a pilot project, should be accelerated. The Performance Management System, Batho Pele - People First and the Civil Servants Code of Conduct could be packaged as one for efficiency and effectiveness. The three should also be appraised, after at least twelve months of implementation. The government should also consider well thought out Performance Incentive Schemes for all civil servants.