Perceptions of staff regarding the implementation of the performance management system in the Botswana Public Service between 1999 and 2014.

Abstract

The Botswana Public Service was confronted with several challenges \nwhen implementing the performance management system. Against this \nbackground, this research was undertaken to determine the perceptions \nof staff regarding the implementation of the programme in the Ministry \nof Foreign Affairs and International Cooperation between 1999 and \n2014. A mixed methods research design was employed using a case \nstudy, evaluation research and a survey as well as the model of social \nprogrammes. A sample of 90 was selected using purposive sampling and \nyielded a response rate of 54%. Data sources included a literature review, \ndocument analysis, questionnaires and interviews. The study found, inter \nalia, that implementation was problematic because of unclear foreign \npolicy goals and objectives, thus recommending setting specific foreign \npolicy objectives. The study findings highlight some of the major factors \nthat affect the implementation of performance management. By identifying \nthese factors through empirical study, this study generated new knowledge \nto the extant literature on implementation of performance management systems. This is an applied social research study that addresses the practical \nand theoretical issues of performance management which is of critical \nimportance and interest to the Botswana public service because of the \nneed to improve public service delivery.

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