Managing for Excellence: Performance Management in the Public Service

2013 ◽  
pp. 84-105
Keyword(s):  
Performance Management ◽  
Public Service ◽  
The Public

scholarly journals Performance management in the public service with particular reference to the senior management service cadre in South Africa: A perspective

2012 ◽  
Vol 9 (2) ◽  
pp. 197-205
Author(s):  
Yogi Penceliah
Keyword(s):  
Service Delivery ◽  
Performance Management ◽  
Public Service ◽  
Service Management ◽  
Senior Management ◽  
Main Concern ◽  
Management Service ◽  
The Public ◽  
Management And Development ◽  
Senior Management Service

The Performance Management and Development System (PDMS) for the South African Public Service was introduced in 2001,and driven by the transformative agenda to achieve both acceptable levels of service delivery and measurable results. Accordingly, there has been a shift from bureaucratic rules-driven approaches in public service management to a results-oriented approach to government performance. Although the main concern that should underpin the implementation of the PMDS is service delivery; the level of service delivery to date falls grossly short of being delivered at an acceptable level or quality. In this regard, the role of the Senior Management Service (SMS) cadre is critical as it is accountable for service provision and to demonstrate to the public that its needs are being addressed.

Employee Perceptions of Leadership and Performance Management in the Botswana Public Service

2003 ◽  
Vol 32 (2) ◽  
pp. 301-313 ◽  
Author(s):  
Kempe Ronald Hope
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Public Service ◽  
Good Governance ◽  
Employee Perceptions ◽  
Public Servants ◽  
The Public ◽  
The Past ◽  
And Performance ◽  
Perceptions Of Leadership

Public servants in Botswana play an important role as partners in the management of the public sector and national affairs; and, during the past three decades, the country has acquired a reputation for sound development management and good governance. That reputation has been derived primarily from the behavior and performance of the country's public servants who have been motivated to fulfill their duties honestly and effectively. However, in recent years, a culture of indifference and outright laziness has crept into the public service leading to serious bottlenecks in service delivery. This article discusses and analyzes employee perceptions of leadership and performance management in the Botswana public service in light of the country's reputation with respect to the nature and functioning of its public servants.

scholarly journals A reflection on the relationship between performance management and training in the South African public service

2017 ◽  
Vol 1 (2) ◽  
Author(s):  
P. Harry Munzhedzi
Keyword(s):  
Service Delivery ◽  
Performance Management ◽  
South African ◽  
Public Service ◽  
Good Governance ◽  
Skills Gap ◽  
The South ◽  
The Public ◽  
The Relationship ◽  
And Training

Orientation: Performance management plays a pivotal role in the realisation of many facets of public administration, including service delivery, good governance and organisational productivity through setting of performance targets and regular assessments of performance. In search of improved quality and productivity in the public service, the South African government introduced several legislative and policy interventions, including but not limited to the Public Service Act, 1994 (Proclamation 103 of 1994), Public Service Regulations of 2001 and the White Paper on Transforming Public Service Delivery of 1997.Research purpose: The main thrust of this conceptual paper was to explore the relationship between performance management and training in the South African public service.Motivation for the study: The lack of sufficient literature on the relationship between performance management and training. To also prove that the two are inseparably linked, meaning that one cannot exist without the other.Research design, approach and method: This article, which is conceptual in nature, reviewed existing literature on performance management and training in the public service extensively so as to arrive at a definitive conclusion.Main findings: The article contends that as much as training underpins the process of performance management, training is also fortified by performance management. Precisely, there cannot be performance management without training and vice versa.Practical/managerial implications: As much as training is imperative in the management of performance in the public service, such training must be need-based and it must be underpinned by performance management through identification of skills gap in the assessment of performance.Contribution: It is proposed that to enhance the knowledge, capacity, effectiveness and efficiency of the public service performance, needs-based training that seeks to close the skills gap, is developed and adequately implemented.

scholarly journals MANAJEMEN KINERJA KEMENTERIAN SEKRETARIAT NEGARA DALAM MENGELOLA PELAYANAN INFORMASI PUBLIK

2019 ◽  
Vol 1 (1) ◽  
pp. 19-38
Author(s):  
Khaerul Umam ◽  
Dimas Ariyoso
Keyword(s):  
Public Relations ◽  
Performance Management ◽  
Public Service ◽  
Public Information ◽  
Service Performance ◽  
The Public ◽  
Descriptive Research ◽  
Continuous Evaluation ◽  
The Government ◽  
State Secretary

This present research aims to analyze how the performance management of the Ministry of State Secretary in managing the service of public information. The approach employed in this research is qualitative with descriptive research. To obtain data, the technique used is a literature review through books, journals, articles, and other research. LINDU-DIS is a new breakthrough made by the Deputy Assistant Public Relations to support the implementation of their duties and functions. LINDU-DIS can support providing excellent services to the public who want to obtain information within the Ministry of State Secretary so that it can increase community satisfaction to the Ministry, and in the end, will specifically improve the positive image of the Ministry in the community and generally the government at large. But the thing that needs to be the focus on is that the amount of budget needed in the construction of LINDU-DIS is very large, do not let this budget become ineffective because of the ability of human resources who are not ready to become a barrier in LINDU-DIS operations. Continuous evaluation is also needed to measure the extent to which this program can run and can be replicated by other agencies.Keywords: Public Service, Performance Management, Bureaucracy, Public Information

Employee Perceptions of Leadership and Performance Management in the Botswana Public Service

2002 ◽  
Vol 31 (4) ◽  
pp. 531-542 ◽  
Author(s):  
Kempe Ronald Hope
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Public Service ◽  
Good Governance ◽  
Employee Perceptions ◽  
Public Servants ◽  
The Public ◽  
The Past ◽  
And Performance ◽  
Perceptions Of Leadership

Public servants in Botswana play an important role as partners in the management of the public sector and national affairs. During the past three decades, the country has acquired a reputation for sound development management and good governance. That reputation has been derived primarily from the behavior and performance of the country's public servants, who have been motivated to fulfill their duties honestly and effectively. In recent years, however, a culture of indifference and outright laziness has crept into the public service, leading to serious bottlenecks in service delivery. This article discusses and analyzes employee perceptions of leadership and performance management in the Botswana public service.

scholarly journals The reform of human resource management in the Irish public service

2020 ◽  
Vol 68 (4) ◽  
pp. 97-119
Author(s):  
William K. Roche ◽  
Joanna O’Riordan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Public Service ◽  
Empirical Literature ◽  
Employment Relations ◽  
The Public ◽  
The Past ◽  
External Reviews

AbstractThis paper reviews human resource management (HRM) reforms in the Irish public service over the past twenty-five years. The narrative is based around five HRM themes which have been the main focus of public service reform efforts: performance management, public service careers, leadership, strategic HRM and employment relations. The paper examines all available independent empirical research as well as internal and external reviews commissioned by the public service. The paper contributes to the empirical literature on HRM in the public service and in Ireland, and locates the pattern of HRM reform in the public service in Ireland in comparative context. The paper concludes by noting that while progress has been made, further energy is required in respect of HRM reform.

Performance management systems for senior civil servants: how strong is the managerial public service bargain?

2013 ◽  
Vol 79 (1) ◽  
pp. 9-27 ◽  
Author(s):  
Annie Hondeghem ◽  
Karolien Van Dorpe
Keyword(s):  
Performance Management ◽  
Public Service ◽  
Control Process ◽  
Civil Servants ◽  
Strong Result ◽  
Management Systems ◽  
Performance Management Systems ◽  
The Public ◽  
The Uk ◽  
Management Cycle

During the past couple of decades we have witnessed important reforms in the public sector in OECD countries. Various forms of performance management systems have been introduced. This had an impact on the role and position of senior civil servants. The traditional public service bargain (PSB) came under pressure and was replaced by – at least partially – a managerial PSB. This article looks at the performance management systems that have been introduced for senior civil servants in five countries (Canada, the UK, the Netherlands, Denmark, and Belgium) and their impact on the managerial PSB. When there is strong result-based control in the different phases of the performance management cycle, we assume a strong managerial PSB. The finding is that the Anglo-Saxon countries have stronger result-based control systems than the European continental countries. Therefore we conclude that in the former countries the managerial PSBs are stronger than in the latter countries. Points for practitioners Performance management systems for senior civil servants show a different degree of result-based control. Following the four steps in a control process (plan, do, check, act) we can divide the performance management cycle into four phases: planning, monitoring, evaluation, and acting. When there is strong result-based control in each stage, we can speak of a strong managerial public service bargain (PSB). When there is moderate or weak result-based control, there is a moderate or weak managerial PSB, respectively. Each country can make its own choices regarding the performance management system for senior civil servants, but one must be aware that this has an impact on political-administrative relations.

scholarly journals The Hidden Hand of Neoliberal Global Institutions: The World Bank and the Reshaping of Botswana Public Sector

2013 ◽  
Vol 2 (2) ◽  
pp. 89
Author(s):  
M. N. S. Marobela ◽  
Rudolph. L. Boy
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
World Bank ◽  
Public Service ◽  
International Institutions ◽  
Free Market ◽  
The Public ◽  
The World Bank ◽  
The World ◽  
The Government

This paper examines how powerful international institutions work to influence the reforms trajectory in the developing countries. A key dynamic that brings them to Botswana is the neoliberal agenda of the World Bank, which has been increasingly creeping into the public sector in many countries. For Botswana, this comes not as a surprise as the government is renowned for its strong conviction in the free market as a vehicle for development and prosperity. However, what is surprising is the idea being peddled by government bureaucrats that these changes are mainly initiated from within. It is argued that the involvement of networks of international organisations in Botswana’s reforms dispels this myth. The paper demonstrates how earlier concerns raised by the World Bank, of low productivity in Botswana became materialised with the assistance of a number of consultants from international institutions, who provided varied support to the government of Botswana. For example such assistance came in form of financial, intellectual, and training of government officers. It is from the role played by these international institutions that the national structures and mechanisms have changed the public service. This has eventually led to neoliberal reforms in the form of Performance Management System being the accepted dogma for improving productivity in the Botswana public service. 

scholarly journals The effectiveness of a performance management system at a South African public hospital in Cape Town

2021 ◽  
Vol 9 (1) ◽  
Author(s):  
Baxolele Tyokwe ◽  
Visvanathan Naicker
Keyword(s):  
Performance Management ◽  
South African ◽  
Public Service ◽  
Management System ◽  
Public Hospital ◽  
Cape Town ◽  
Performance Management System ◽  
Exploratory Research ◽  
Western Cape ◽  
The Public

Background: In 1994, South Africa instituted the Public Service Act of 1994 which is presumably applicable and must be adhered to by all public institutions. Because of the adoption of the Public Service Law, all employees employed in the Western Cape Government (WCG) are obligated to participate in the Performance Management System (PMS). Consequently, the authors were interested to know how the PMS performs and how employees respond to this system at a public hospital.Aim: The purpose of this study was to examine the processes of PMS to identify its effectiveness. Of uttermost significance, through the findings of the study, was to make recommendations that contribute to improving the implementation of PMS.Setting: The study is based at a public hospital to examine the effectiveness of a PMS at a South African public hospital. The hospital is situated in Cape Town, South Africa.Methods: In pursuing the study, the authors employed an exploratory research design. Consequently, a qualitative research method was applied.Results: The study discovered that the PMS at the hospital is ineffective to enhance the performance of the employees and achieve organisational goals.Conclusion: The system appears to be a great tool designed to measure the employees’ effectiveness. However, its implementation seems to suggest a need for a thorough investigation of its efficiency.

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