The impact of the performance management system on accountability in the public service of Lesotho

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 In addition, the study highlighted the problem of outdated guidelines, forms and legislation related to the PMS.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.