Challenges in the implementation of the performance management system in the ministry of social development in Lesotho
Ramataboe, L. T.
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Performance management system in an organisation helps top management to achieve strategic business objectives; furnishes valid and useful information for making administrative decisions about employees; informs employees about their performance and about the organisation’s and the supervisor’s expectations; allows managers to provide coaching to their employees; provides information to be used in workplace planning and allocation of human resources; and collects useful information that can be used for various purposes such as test development and human resource decisions. In the Lesotho context, PMS was introduced in the Public Service of Lesotho, the Ministry of Social Development (MSD) included, to enhance public officers’ performance. The aim of this research was to promote effective service delivery in the Ministry of Social Development in Lesotho through the implementation of the performance management system. The research envisaged to achieve the following four objectives; i) To provide an overview of the theoretical framework of performance management; ii) To document the existing legislative framework, policies and strategies supporting the implementation of the performance management system in the MSD; iii) To identify challenges that impede on the implementation of the performance management system in the Ministry of Social Development since 2000 to 2014 by means of empirical research; iv) To propose strategies to be employed by managers within the ministry’s departments to improve the implementation of the performance management system. A quantitative methodology was used to collect data from the respondents in the Ministry of Social Development. The research established that several legislative directives and policies were introduced to support the implementation of the PMS across all government ministries, departments and agencies, including the MSD. However, challenges pertaining to the implementation of the PMS in the MSD seem eminent. The research discovered that challenges in the implementation of the PMS revolved around: a) lack of training on performance management i.e. lack of orientation on PM, monitoring and evaluation, laws and policies supporting the implementation of the PMS; b) poor communication in performance planning, reviews, feedback and M&E of performance; and c) management involvement in the implementation of the PMS. The research proposed that MSD should train staff on PM, policies and legislative framework supporting the PMS implementation. The research also recommended strengthening of communication channels through development of a communication strategy. It deems imperative that MSD should show the courage to investigate the incorporation of innovative principles in the management of the PMS in future.