The impact of the performance management system on accountability in the public service of Lesotho
Loading...
Date
Jul-10
Authors
Sefali, Francis Tlhopheho
Journal Title
Journal ISSN
Volume Title
Publisher
University of the Free State
Abstract
Afrikaans: Die konsep van ‘n prestasiebestuurstelsel (PBS) is dinamies en kontroversieel tussen beide openbarebestuur akademici sowel as praktisyns. Dit bestaan uit ‘n verskeidenheid kontekste, vorms en doele soos internasionaal toegepas en waargeneem word. Dit is die moeite werd om te let dat die konsep van PBS relatief nuut in die Openbare Dienste van Lesotho is. Nogtans bestaan die PBS dekades lank internasionaal as ’n administratiewe en bestuurs konsep.
Hierdie tesis het gepoog on ondersoek in te stel oor die impak van die PBS op toerekenbaarheid in die Openbare Dienste van Lesotho. As gevolg daarvan is daar gepoog om die PBS te defineer, toerekenbaarheid vas te stel en om ‘n verhouding te vestig tussen die twee konsepte (PBS en toerekenbaarheid).
‘n Proefondervindelike studie is onderneem om die opinies van openbare beamptes oor die verhouding tussen die PBS en toerekenbaarheid te bekom sowel as hulle begrip van die PBS konsep en sy implementering in Lesotho. Die studie het gebruik gemaak van ‘n opmetings metode van wetenskaplike ondersoek. As gevolg daarvan, is vraagstukke versprei aan ‘n statistiese geselekteerde groepie openbare beamptes. Hierdie studie het van ‘n driehoekige aanslag gebruik gemaak waar albei die kwalitewe sowel as kwantitiewe navorsings metodes geimplimenteer is. Nadat die vraagstukke se opmetings saamgevat is en geaniliseer is, is die volgende vasgestel:
Eerstens is daar vasgestel dat weens ‘n gebrek aan opleiding, dat die meeste van die openbare beamptes nie die toepassing van die PBS en hulle dagtake verstaan het nie.
Tweedens is dit bloot gelê dat daar geen duidelike onderneming deur die Regering van Lesotho was om die PBS behoorlik te implimenteer nie.
Derdens het die studie bevind, dat weens ‘n gebrek aan aansporing, die openbare beamptes nie genoegsame motiveering gehad het om die PBS korrek te implimenteer nie.
Daar was ook geen duidelike bewys dat die PBS toerekenbaarheid bevorder het in die Openbare Dienste van Lesotho nie. Daarbenewens het die studie die probleem uitgelig van verouderde riglyne, vorms en wetgewing verbonde aan die PBS. Laastens het die studie voorgestel dat die Regerings van Lesotho meer moeite moet doen om die implementering van die PBS op te knap. Hierdie poging moet onder andere fokus op:
• Die intensifiseering van PBS opleiding en die praktiese verhouding met toerekenbaarheid.
• Die hersiening van PBS dokumente om ingelig te word deur die leerstelling van die Nuwe Openbare Bestuur.
• Die herorganiseering van Regeringsinstellings om volledige deel te neem, besit te neem van die toewyding met die implemtering van die PBS.
• Fasilitasie van die inleiding van die Prestasie Verwante Betalingsisteem (PVB).
Die gevolgtrekking is dat die implementeing van die PBS met minder entoesiasme en toewyding hanteer is en dat dit dus nie geheel deur alle relevante insethouers aanvaar is nie. Die PBS verwante bestuursgereedskap soos strategiese beplanning, werksbeskrywings, werksplanne en prestasie standaarde is nie ten sterkste beklemtoon nie. Die gebrek aan sterk beklemtoning het nie geassisteer met die verheffing van die PBS implementering nie. Die bogenoemde is geidentifiseer as tekortkominge wat daadwerkilke aandag van die Regerings benodig.
English: The concept of a performance management system (PMS) is dynamic and controversial amongst both public management academics and practitioners. It has a variety of contexts, forms and purposes as applied and perceived internationally. It is worth-noting that the concept of the PMS is relatively new in the Public Service of Lesotho. However, the PMS has existed for decades as an administration and management concept internationally. This thesis has attempted to investigate the impact of the PMS on accountability in the Public Service of Lesotho. As a result, an attempt has been made to define the PMS, accountability as well as establishing the relationship between the two concepts (PMS and accountability). An empirical study was undertaken to solicit opinions of the public officials on the relationship between the PMS and accountability; and their understanding of the PMS concept and its implementation in Lesotho. The study utilised a survey method of scientific inquiry. As a result, questionnaires were distributed to a statistically selected sample of public officials to respond. This study employed a triangulation approach in which both the qualitative and quantitative research methods were used. Findings were made after the analysis of the survey responses. Firstly, it was established that most of the public officials did not well understand the application of the PMS on their day-to-day work due to lack of training. Secondly, it was revealed that there was no evident commitment by the Government of Lesotho to properly implement the PMS. Thirdly, the study found out that due to a lack of incentives the majority of the public officials were not motivated enough to correctly implement the PMS. Furthermore, there was no clear evidence that the PMS enhanced accountability in the Public Service of Lesotho. In addition, the study highlighted the problem of outdated guidelines, forms and legislation related to the PMS. Finally, the study proposed that the Government of Lesotho should make more effort to revamp the implementation of the PMS. This effort should focus on, amongst others, the following: • Intensifying training on the PMS and its practical relationship with accountability. • Reviewing the PMS documents to be informed by the tenets of the New Public Management. • Reorganising Government institutions to fully participate and own and commit to the implementation of the PMS. • Facilitating the introduction of the Performance Related Pay system (PRP). It has been concluded that the implementation of the PMS has been handled with less enthusiasm, commitment and was not wholly embraced by all relevant stakeholders. The PMS related management tools such as strategic planning, job descriptions, work plans and performance standards were not strongly emphasized during the implementation of the PMS. This lack of strong emphasis did not assist to enhance the PMS implementation. The above were identified as deficiencies that warranted prompt attention by the Government of Lesotho, particularly the Ministry of the Public Service.
English: The concept of a performance management system (PMS) is dynamic and controversial amongst both public management academics and practitioners. It has a variety of contexts, forms and purposes as applied and perceived internationally. It is worth-noting that the concept of the PMS is relatively new in the Public Service of Lesotho. However, the PMS has existed for decades as an administration and management concept internationally. This thesis has attempted to investigate the impact of the PMS on accountability in the Public Service of Lesotho. As a result, an attempt has been made to define the PMS, accountability as well as establishing the relationship between the two concepts (PMS and accountability). An empirical study was undertaken to solicit opinions of the public officials on the relationship between the PMS and accountability; and their understanding of the PMS concept and its implementation in Lesotho. The study utilised a survey method of scientific inquiry. As a result, questionnaires were distributed to a statistically selected sample of public officials to respond. This study employed a triangulation approach in which both the qualitative and quantitative research methods were used. Findings were made after the analysis of the survey responses. Firstly, it was established that most of the public officials did not well understand the application of the PMS on their day-to-day work due to lack of training. Secondly, it was revealed that there was no evident commitment by the Government of Lesotho to properly implement the PMS. Thirdly, the study found out that due to a lack of incentives the majority of the public officials were not motivated enough to correctly implement the PMS. Furthermore, there was no clear evidence that the PMS enhanced accountability in the Public Service of Lesotho. In addition, the study highlighted the problem of outdated guidelines, forms and legislation related to the PMS. Finally, the study proposed that the Government of Lesotho should make more effort to revamp the implementation of the PMS. This effort should focus on, amongst others, the following: • Intensifying training on the PMS and its practical relationship with accountability. • Reviewing the PMS documents to be informed by the tenets of the New Public Management. • Reorganising Government institutions to fully participate and own and commit to the implementation of the PMS. • Facilitating the introduction of the Performance Related Pay system (PRP). It has been concluded that the implementation of the PMS has been handled with less enthusiasm, commitment and was not wholly embraced by all relevant stakeholders. The PMS related management tools such as strategic planning, job descriptions, work plans and performance standards were not strongly emphasized during the implementation of the PMS. This lack of strong emphasis did not assist to enhance the PMS implementation. The above were identified as deficiencies that warranted prompt attention by the Government of Lesotho, particularly the Ministry of the Public Service.
Description
Thesis (Ph.D. (Public Management))--University of the Free State, 2010
Keywords
Performance -- Management, Civil service -- Lesotho| -- Management, Performance standards -- Lesotho, Employees -- Rating of -- Lesotho