Online Journal of Social Sciences Research

ISSN 2277-0844; Volume 4 Issue 2, Pages 18-22; September 2015

©2015 Online Research Journals

Available Online at https://onlineresearchjournals.org/JSS

Full Length Research Paper

 

Performance Management in Public Sector Organisations: Benefits and Complexities   *Mildred Mahapa1, Prof. L. Dzimbiri2 and Prof. F. Maphosa3   1Department of Human Resource Management, Midlands State University P.M.B. 9055, Gweru, Zimbabwe. *Email: mupandarem(at)gmail.com; Tel.: 00263 779 297 472. 2Department of Public Administration, Chancellor College, University of Malawi. Email: proflewisdzimbiri(at)gmail.com. 3Department of Sociology, Faculty of Social Sciences, University of Botswana. Email: France.Maphosa(at)mopipi.ub.bw.   Received on 23 June, 2015 Accepted 30 July, 2015

Performance management is a very critical process in any organisation. It greatly influences the levels of productivity, service delivery and the image of an organisation in general. Performance management is a process that entails a lot of activities which include assessing individual performance, training and development, monitoring and evaluation and feedback. This paper is a theoretical analysis on the benefits and challenges of implementing performance management systems within public sector organisations. Most organisations struggle in effectively implementing performance management. Others have gone to the extent of regarding it as a useless technique because of various challenges faced. This paper discusses the pivotal roles and challenges that are enshrined in implementing performance management in public sector organisations. It also serves as an eye opener to organisations thinking of adopting a PM system and even those that already have a performance system in place.   Key words: Public sector, performance management, indicators, employees, and motivation.

Recommended Citation Mahapa M, Dzimbiri L and Maphosa F. Performance Management in Public Sector Organisations: Benefits and Complexities. Online J Soc Sci Res, 2015; 4(2): 18-22.

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