Disablers in the Implementation of Performance Management System in the Zambian Public sector

2021 ◽  
Vol 05 (03) ◽  
pp. 108-114
Author(s):  
Maxwell Phiri ◽  
Francis Simui ◽  
Gift Masaiti
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Management System ◽  
Performance Management System

scholarly journals Workable Performance Management System for Government of Pakistan

2020 ◽  
Vol 16 (1) ◽  
pp. 141-150
Author(s):  
Kaifee Siddiqui ◽  
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Management System ◽  
Poor Performance ◽  
Management Program ◽  
Modern World ◽  
The Political ◽  
Performance Management System ◽  
Islamic Republic ◽  
The Government

There is a lot of debate in Pakistan on and about the poor performance of the government and the bureaucracy. The performance of the government is marred by the corrupt practices, inefficiencies and waste. The political leadership and bureaucracy both are publically called corrupt and stories appear on news, media channels every now and then of the corruption scandals, misuse of authority and wasteful working. We rank the lowest amongst the nations in terms of basic government services like education and healthcare. This paper aims to highlight the reasons of this poor performance and recommends a workable performance management program which can help the government in improving the performance of its various functions. It also gives an over view of the current practices of performance management system in the public sector of Pakistan and discusses briefly the history of performance management in the modern world. Most importantly we discuss the challenges we face while implementing a performance management system in government sector, what are the differences between a private sector performance management program and the problems we face when we implement it in public sector in a developing world specially in a country like Pakistan. The challenges become even more profound when we face a democracy where the political interference has destroyed the core of the bureaucratic structure. But all is not lost since many reforms over the past few decades put in place by successive governments have at-least paved the way for a more progressive performance management program which can help Pakistan deliver on its promise of becoming a great Islamic republic. The Islamic republic of Pakistan.

scholarly journals Performance Management System of Jordanian Public Sector Organizations: Greater Amman Municipality’s (GAM) Experience

2020 ◽  
Vol 10 (2) ◽  
pp. 308
Author(s):  
Mo’men Hani Mahmoud ◽  
Rosly Othman ◽  
Mohammed Al Taher Mahmoud
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Planning Process ◽  
Descriptive Analysis ◽  
Secondary Data ◽  
Performance Management System ◽  
Critical Systems ◽  
Reward And Punishment

The Performance Management System (PMS) is one of the most critical systems within the context of public organizations. Without proper implementation of the PMS, these organizations will encounter challenges to deliver their services. Ideally, the PMS framework might cover several fields, including strategic planning and goals setting, strategies and plans, performance appraisal, the reward and punishment system, and performance information. Due to limitations in the existing literature about the PMS in the developing countries, this paper aims to reflect on the implementation of the PMS in the Greater Amman Municipality (GAM) in Jordan because it is one of the biggest employers of the Jordanian public sector in the Middle East region, which is an integral part of the developing contexts. To this end, a descriptive analysis of the secondary data has been conducted, including the related literature, published documents, and archival data. According to Otley’s (1999) framework and the analysis of the experiences of the PMS of public entities in the developing world, the GAM system has failed to implement the performance indicators formulation. Also, its indicators are excessively reliant on archival measures. The GAM system is missing out on two major processes, which are appraising performance and the reward and punishment system. The findings revealed that the GAM system has failed to consider the results of the community satisfaction survey as a valuable source of performance for the performance inputs and planning process. Accordingly, a comprehensive framework of PMS has been synthesized and introduced in this paper.

Challenges in the Implementation of Performance Management System in Namibian Public Sector

2020 ◽  
Vol 6 (2) ◽  
pp. 25-34
Author(s):  
Stewart Kaupa ◽  
Sulaiman Olusegun Atiku
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Performance Management ◽  
Management System ◽  
Employee Performance ◽  
Monitoring And Evaluation ◽  
Performance Management System ◽  
Contributing Factors ◽  
The Public ◽  
A Performance

Organizational performance of the management system helps top management achieve strategic business objectives and goals. It provides valid and useful information for making strategic decisions concerning employees. It includes information on employee’ performance, and organizational and supervisor’s expectations. Despite the benefits arising from the implementation of a well-designed performance management system, the public sector in Namibia still faces challenges when it comes to its realization. It is against this background that this study aimed to investigate the challenges faced by the public sector in the implementation of a performance management system in Namibia. The study used a qualitative research method and collected data through interviews. The sample consists of 42 participants. The data gathered was reviewed against the literature on the subject. The thematic data analysis technique was used to analyze the data, where core topics emerging from the discussion and interviews were grouped and analyzed. This research identifies a lack of training and proper orientation in performance management as primary challenges in adopting a performance management system in the public sector. The other contributing factors include inadequate monitoring and evaluation, the shortage of policies supporting the implementation process, poor communication in performance planning, performance reviews, poor feedback on performance and lack of employee involvement in the implementation of the performance management system. Hence, management should provide training and workshops to sensitize the employees on the aims and benefits of a performance management system and develop policies to enforce compliance in the public sector.

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