Research Outputs

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Performance management in times of change: experiences of implementing a performance assessment system in a district in South Africa
(BioMed Central, 2018-09) Nxumalo, Nonhlanhla; Goudge, Jane; Eyles, John; Gilson, Lucy
Background: Health systems globally are under pressure to ensure value for money, and the people working within the system determine the extent and nature of health services provided. A performance assessment (PA); an important component of a performance management system (PMS) is deemed important at improving the performance of human resources for health. An effective PA motivates and improves staff engagement in their work. The aim of this paper is to describe the experiences of implementing a PA practice at a district in South Africa. It highlights factors that undermine the intention of the process and reflects on factors that can enable implementation to improve the staff performance for an effective and efficient district health service. Methods: Data was collected through in-depth interviews, observations and reflective engagements with managers at a district in one of the Provinces in South Africa. The study examined the managers’ experiences of implementing the PA at the district level. Results: Findings illuminate that a range of factors influence the implementation of the PA system. Most of it is attributed to context and organizational culture including management and leadership capacity. The dominance of autocratic approaches influence management and supervision of front-line managers. Management and leadership capacity is constrained by factors such as insufficient management skills due to lack of training. The established practice of recruiting from local communities facilitates patronage - compromising supervisor-subordinate relationships. In addition, organizational constraints and the constant policy changes and demands have compromised the implementation of the overall Performance Management and Development System (PMDS) – indirectly affecting the assessment component. Conclusion: To strengthen district health services, there should be improvement of processes that enhance the performance of the health system. Implementation of the PA system relies on the extent of management skills at the local level. There is a need to develop managers who have the ability to manage in a transforming and complex environment. This means developing both hard skills such as planning, co-ordination and monitoring and soft skills where one is able to focus on relationships and communication, therefore allowing collaborative and shared management as opposed to authoritarian approaches.
Agility in South African Public Service Leadership
(Batalea Publishers) John Ringson; Manamela Matshabaphala
The landscape of human and social services delivery has undergone significant transformation in recent years, driven by governments worldwide striving for improved outcomes amidst growing caseloads and constrained resources. This evolution is characterised by a shift towards integrated service delivery, leveraging innovative case practices and advanced information technology. Governments are adopting diverse strategies to enhance effectiveness and efficiency, including modernising information systems, redefining program boundaries and sector responsibilities, restructuring workforces, and introducing new casework tools and practices. Additionally, there is a push for enhanced commissioning, transparency, and accountability structures, reflecting a holistic approach to service delivery optimisation. Despite these global creative demands compounded with technology and the ever-changing global environment, the third-world public sector leadership is making a lackadaisical turn towards embracing the new leadership imperative of agility in delivering public value in public sector organisations. This qualitative desktop research seeks to unravel the challenges and prospects of leadership and the imperative of agility in the delivery of public value in the public service in South Africa. This article argues that whilst the public sector in South Africa has vehemently advocated and mobilised for strategic innovation in service delivery, the leadership is not proactive in the ever-changing environment. Consequently, this article recommends that the public sector leadership be responsive, flexible, and agile to the ever-changing environment due to global technological forces for effective service delivery in South Africa.

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