Evaluating the impact of performance management system in the public service delivery of government ministries in Botswana : the service recepient perspective

Abstract

This paper addresses a number of issues concerning performance management systems as regards the government of Botswana. Particular reference is made especially to the view that the public has on the impact of the system in among other things; a) reason(s) for contact; b) the contact experience (e.g., length of time waiting for a service, time until final action, number of contacts to get resolution); and c) customer satisfaction. In this case, customer satisfaction being a variable that measures the overall experience of the contact, experience with the personnel (e .g., professionalism, knowledge, etc.), the turn around time of the provider/ response (e.g., timeliness, clarity, etc.) and the general perception on the organization and its services . A contrast is drawn. On the one hand, a diversity of issues that were covered in the original evaluation currently celebrated, on the other hand , the influence that the system might have had or appears to have had on the recipients of the service as provided by the various government ministries. Ironic contrast was noted between these two tendencies. The evaluation report spells out that PMS was a success to a certain extent which is why government decided to introduce the aspect of remuneration to motivate further efficiency. However, on the other hand, the outcomes of this baseline survey display the contrary, they tend to depict that PMS did not have any significant impact as far as service delivery is concerned as many of the respondents responded in the 'neutral' to most answers.

It is further suggested that there exist alternatives that reflect both the d1ver6y o representational approaches and the broader possibilities of taking into consideration the aspect of customer perspective in the review of similar programs (PBRS) in future. the importance of the role that the customer plays in

the success of public service was identified, by using a number of variables to measure it. In concluding, the paper established that, as much as it is imperative to have the service provider trained in their respective areas in order for them to provide efficient service, it is crucial to device means through which the customer's concerns can be raised such as 'hotlines' and suggestion boxes. These means help the designers of the program as well as the implementers know what matters to the customer and how to react to it accordingly.