Implementation of the Management Performance Assessment Tool (MPAT)
Date
2015
Authors
Maphela, Diekseng Gail
Journal Title
Journal ISSN
Volume Title
Publisher
Abstract
The purpose of the study is to investigate the factors that contribute to non-compliance with human resource management practices (HRM) in the public sector. The Department of Performance Monitoring and Evaluation was formed in 2009 with the aim to improve and encourage the utilisation of monitoring and evaluation in government in order to ensure good and acceptable improved performance. The focus of the study is on HRM practices in the public sector as implemented by the Management Performance Assessment Tool (MPAT) which is one of the programmes within the DPME.
The DPME (2012) observes that poor administration is a repeated habit across the main concerns of government and is contributing to poor quality of service that is delivered to the citizens. Without proper monitoring and evaluation systems it seems difficult to improve or change the current situation of non-compliance especially with regard to basic HRM regulations. The results of 2012/13 according to the DPME (2013) assessments show that, whilst some departments in South Africa made improvements on certain Key Performance Areas (KPA) of MPAT, namely Strategic Management, Governance and Accountability, and Financial Management, there has not yet been satisfactory development in the level of adherence with the legislative frameworks and national policies relating to HRM. This was confirmed by the Auditor-General’s 2012 results, the Office of the Public Service Commission (OPSC) and the Department of Public Service and Administration (DPSA).
DPME has also identified the HRM KPA as the worst performer of the three areas. According to DPME (2011) there are some benchmarking countries that have similar systems with the same aspects that aims at improving the HRM practices in the public sector through the utilization of monitoring, assessment, reporting and evaluation systems. The research I
methodology used in the study is mixed method which employs quantitative research that allow for the collection of numeric or numbers and qualitative which is applied more than the other in collecting and producing words. The research findings identified the following as some of the factors that contributes to non – compliance to HRM KPA; lack of capacity in the public sector and within the HR units, no positive drive and attitude, absence of monitoring and Evaluation (M & E) and performance assessment to ensure continuous improvements, poor communication between employer and employees and HR not regarded as the strategic business partner within departments.
The study concludes with the suggested strategies to be applied in order to ensure improvements in HRM practices for the national and provincial departments. The process of improving HRM practices in South African (SA) government departments requires attention to be given to the role of HRM practices such as human resources development, recruitment, organisational design, performance management development systems, management of diversity and disciplinary cases, together with a strong role and support from the policy departments such as the DPSA, OPSC, DPME, and Offices of the Premiers (OTP’s).
Description
Thesis (M.M. (Public and Development Management))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Public and Development Management, 2015.