Performance management and skills capacity in the government sector

Abstract

Critical issues of performance management and skill capacities are raised in this article. Performance management and skill capacity are conceptualised and contextualised. Performance management is a radical shift from performance appraisal. In a performance appraisal system, there is a vacuum which exists between individual performance and organisational performance. The introduction of performance management in the government sector aims to close this vacuum. How the performance management is applied in the government sector still remains a question due to skill capacity problems. In the main, this article argues that the government sector cannot yield the same results of performance management as in the private sector unless skill inadequacies and alignments are addressed first and foremost. It is for this reason that performance management without adequate skill capacity in the government sector leaves much to be desired.

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