Mpumalanga’s performance appraisal system

Abstract

The performance management processes in the Mpumalanga Department of Public Works, Roads and Transport are implemented in isolation from Public Service national guiding prescripts and policy framework. The central problem addressed in this study concerns the deviation of the Mpumalanga Department of Public Works, Roads and Transport from national PMDS guiding prescripts and policy framework as developed by the Department of Public Service and Administration (DPSA) when implementing their performance appraisal system. This study provides an overview of the discipline of performance management with a special focus on the South African public service performance management system. The main objective of the study is to explore the causes of the deviation of the Mpumalanga Department of Public Works, Roads and Transport from national guiding prescripts and policy framework on performance management. In order to achieve this objective, literature review and data collections were conducted, which served as the foundation on which the research was based. The qualitative research methodology was chosen as it allows for interpretative research and a holistic approach to the research process. Thirteen respondents from senior, middle and junior managers, as well as employees at lower level participated in the study. The fieldwork results identified lack of effective leadership, failure to understand, interpret, and implement policies as some of the reasons that caused the Department to deviate from national guiding prescripts and policy framework when implementing their performance appraisal system. The study recommends that in order to correct these deviations, the leadership of the Department should consider implementing PMDS policies correctly. Furthermore, the leadership should prevent trade unions from dictating terms on the payment of performance bonuses to employees. The department should engage in a change management process that will delink the money culture and the culture of entitlement through involvement of all stakeholders to a proper consultation, capacity building and buy-in. The study concludes that an effective performance appraisal system needs top management’s support and proper objective; consultation and ownership by all stakeholders