ORIGINS OF THE PERFORMANCE MANAGEMENT SYSTEM OF THE BOTSWANA PUBLIC SERVICE

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Strategic planning

Strategic planning is defined as “a disciplined effort to produce fundamental decisions and actions that shape and guide what an organisation is, what it does, and why it does it” (Bryson, 1995: xii cited in Hildebrand and McDavid, 2011: 46). Performance or strategic planning is critical for the development of performance and development plans, annual performance plans, strategic plans, and performance objectives. However, the literature showed that strategic planning was often weak in the public service (Stainer and Stainer, 1998: 111; Kaplan, 2001: 358; Wisniewski and Olafsson, 2004: 607).

Dimension 2: Target group

The second dimension of the model of social programmes is the target group or intended beneficiaries of the social intervention programme. In the public service, the target group for the performance management system are public servants. A social intervention programme is introduced to address the needs of a specific target group. For example, the performance management system is often introduced to address the problem of poor performance in the public service. Babbie and Mouton (2001: 343) argue that the introduction of a new social intervention programme should be based on evidence (produced through needs assessment studies, observations or reports) that the current level of performance is unacceptable and requires some form of intervention to improve the situation.

Approaches to the design and implementation of the performance management system

There are two main approaches to the design and implementation of the performance management system, namely cascading or top-down approach and participatory or bottom-up approach (Armstrong and Baron, 1998: 118; Greiling, 2005: 565). The preferred and recommended method of introducing the performance management system in any institution is to establish a project team or working group with representation from both management and staff members to oversee the design and implementation of the programme. The bottom-up approach is preferred because it takes into consideration the views and experiences of both management and staff members, promotes wider consultation, involvement and communication, and thereby engenders buy-in and ownership from both management and staff (Antonioni, 1994: 30; Armstrong and Baron, 1998: 361).

Written and oral briefings on the performance management system

Ideally, the institution should prepare briefing papers on the performance management system for all its employees before introducing the programme. The briefing papers should be written in simple and clear language. They should, among other things, explain the reasons why the institution is introducing the performance management system; its objectives; method of application; processes and skills involved; the contributions that managers and supervisees have to make and the benefits of the programme to the institution, managers and individual employees (Armstrong and Baron, 1998: 364).

Performance management training

Managers and supervisees as the main beneficiaries and implementers of the performance management system should be trained to develop their performance management knowledge, skills and capabilities and to have an indepth understanding of the performance management system’s philosophy and how the programme works. This requires that the institution provides performance management training before the implementation of the programme. Performance management training should be provided close to the date of implementation to avoid forgetting what has been learnt (Allan, 2014: online).

TABLE OF CONTENTS :

• CONTENTS PAGE
• DEDICATION
• ACKNOWLEDGEMENTS
• DECLARATION
• ABSTRACT
• KEYWORDS
• CHAPTER 1: INTRODUCTORY CHAPTER FOR THE STUDY
  • 1.1 INTRODUCTION
  • 1.2 BACKGROUND AND RATIONALE
  • 1.3 RESEARCH PROBLEM AND QUESTIONS
    • 1.3.1 Research problem
    • 1.3.2 Research questions
  • 1.4 RESEARCH AIM AND OBJECTIVES
  • 1.5 SCOPE
    • 1.5.1 Geographical dimension
    • 1.5.2 Hierarchical dimension
    • 1.5.3 Time dimension
  • 1.6 CONCEPTUALISATION OF KEY CONCEPTS
    • 1.6.1 Evaluation
    • 1.6.2 Implementation
    • 1.6.3 Ministry of Foreign Affairs and International Co-operation
    • 1.6.4 Head of mission
    • 1.6.5 Performance management system
  • 1.7 RESEARCH DESIGN AND METHODOLOGY
    • 1.7.1 Research design
    • 1.7.2 Research methodology
  • 1.8 EDITING AND REFERENCING
• CHAPTER 2: LITERATURE REVIEW – PERFORMANCE MANAGEMENT
  • 2.1 INTRODUCTION
  • 2.2 ORIGIN OF PERFORMANCE MANAGEMENT
  • 2.3 DEFINITION OF PERFORMANCE MANAGEMENT
  • 2.4 APPROACHES TO PERFORMANCE MANAGEMENT
    • 2.4.1 Scientific management approach
    • 2.4.2 Trait-based approaches
    • 2.4.3 Behaviour-based approaches
    • 2.4.4 Results-based approaches
  • 2.5 PERFORMANCE MANAGEMENT SYSTEM TECHNIQUE
  • 2.6 STRATEGIC FIT AND ETHICAL CONTENT OF THE APPRAISAL PROCESS
  • 2.7 INTEGRATED NATURE OF THE PERFORMANCE MANAGEMENT SYSTEM
    • 2.7.1 Performance appraisal system
    • 2.7.2 Human resource management systems
  • 2.8 STEPS IN THE DEVELOPMENT OF A PERFORMANCE MANAGEMENT SYSTEM
    • 2.8.1 Determination of the institution’s mission and strategic goals and objectives
    • 2.8.2 Determination of the departmental and individual objectives
    • 2.8.3 Signing of performance and development agreement
    • 2.8.4 Development of the performance and development plan
    • 2.8.5 Work, development and support
    • 2.8.6 Continuous monitoring and feedback
    • 2.8.7 Formal performance review and feedback
  • 2.9 OBJECTIVES AND BENEFITS OF THE PERFORMANCE MANAGEMENT
• CHAPTER 3: ANALYTICAL FRAMEWORK FOR THE IMPLEMENTATION OF THE PERFORMANCE MANAGEMENT SYSTEM
  • 3.1 INTRODUCTION
  • 3.2 DEFINITION OF AN ANALYTICAL FRAMEWORK
  • 3.3 PURPOSES OF AN ANALYTICAL FRAMEWORK IN A STUDY
  • 3.4 JUSTIFICATION FOR CHOOSING THE MODEL OF SOCIAL PROGRAMMES AS AN ANALYTICAL FRAMEWORK FOR THIS STUDY
  • 3.5 EIGHT DIMENSIONS OF THE MODEL OF SOCIAL PROGRAMMES
  • 3.5.1 Dimension 1: Programme goals and objectives
• CHAPTER 4: ORIGINS OF THE PERFORMANCE MANAGEMENT SYSTEM OF THE BOTSWANA PUBLIC SERVICE
  • 4.1 INTRODUCTION
  • 4.2 BACKGROUND OF THE PERFORMANCE MANAGEMENT SYSTEM OF THE BOTSWANA PUBLIC SERVICE
    • 4.2.1 Problematic areas of performance of the Botswana public service
      • 4.2.1.1 Weak implementation capacity
      • 4.2.1.2 Poor work ethic
      • 4.2.1.3 Low labour productivity
      • 4.2.1.4 Bureaucratic dominance
      • 4.2.1.5 Corruption and mismanagement
    • 4.2.2 Evaluation of previous performance improvement programmes
• CHAPTER 5: NATURE AND CONTENT OF THE PERFORMANCE MANAGEMENT SYSTEM OF THE BOTSWANA PUBLIC SERVICE
• CHAPTER 6: RESEARCH DESIGN AND METHODOLOGY
• CHAPTER 7: ANALYSIS AND INTERPRETATION OF RESEARCH DATA COLLECTED BY QUESTIONNAIRES AND FOLLOW-UP PERSONAL INTERVIEWS
• CHAPTER 8: REALISATION OF THE STUDY AIM AND OBJECTIVES, CONCLUSIONS, LIMITATIONS, MAJOR RESEARCH FINDINGS, RECOMMENDATIONS AND FURTHER RESEARCH AREAS

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IMPLEMENTATION OF THE PERFORMANCE MANAGEMENT SYSTEM IN THE MINISTRY OF FOREIGN AFFAIRS AND INTERNATIONAL COOPERATION OF THE BOTSWANA PUBLIC SERVICE