PERFORMANCE MANAGEMENT IN THE DEPARTMENT OF TOURISM

Abstract

During the past 15 years of democracy in South Africa, the government has embarked on the transformation of the public service, adopted the New Public Management (NPM) approach, whilst streamlining the ever-existing Weberian hierarchical structures and introduced the Performance Management and Development System (PMDS) to speed up service delivery to achieve a better life for all. In the process of implementing the PMDS, continuous performance improvement is expected to take place through coaching, guidance and mentoring on a regular basis, both informally and formally. The question is whether such fundamental elements of continuous improvement are applied in the process of performance management or are viewed as bi-annual or annual events. The purpose of this research is therefore to establish whether such fundamental performance principles are adhered to and whether performance management contributes to the achievement of government service delivery goals. This is a purposive qualitative research using the Department of Tourism as a case study. The findings will be analysed and recommendations made for future improvement.