This book mainly indicates the manner in which public sector reforms particularly Performance Man... more This book mainly indicates the manner in which public sector reforms particularly Performance Management System (PMS) has been adopted and implemented in four government departments in Botswana. It sheds light on the circumstances that prompted senior public officials to embrace PMS, the relationship between PMS and organizational culture as well as factors that facilitate and hinder the implementation of PMS. A Force Field Analysis and a change model, developed by Kurt Lewin, are used to demonstrate how change is managed within the selected departments as the former demonstrates the manner in which the driving and restraining forces oppose each other whereas the latter indictes how the unfreezing, change and refreezing stages were handled.
International Journal of Business Administration, 2020
From the end of the 1970s up to the 2000s, governments in the developed and developing countries ... more From the end of the 1970s up to the 2000s, governments in the developed and developing countries were involved in implementing economic, social, political, cultural and legal reform programs. The first wave of public sector reforms came under the Structural Adjustment Programs (SAPs) which were implemented in most of the developing countries from the late 1970s to the early 1990s. The second wave, which started in the early 1990s, was propelled by influence generated by proponents of the New Public Management (NPM) school of thought. The major objective of reforms was to enhance performance and productivity in public sector organizations including higher education institutions. This practice was grounded on certain theories and models, mainly public-choice theory and goal-setting theory under the New Public Management (NPM) model. The Government of Mozambique has adopted a performance-based approach to implementing public sector reforms. This study, which employs a qualitative liter...
Since the implementation of new strategies usually results in changes within organisations, this ... more Since the implementation of new strategies usually results in changes within organisations, this article uses the Force Field Analysis model developed by Kurt Lewin to demonstrate how the driving and restraining forces oppose each other in four government departments in Botswana following the adoption and implementation of Performance Management System (PMS). The study findings indicate that the process of implementing PMS has been driven by forces such as pressure from leaders, training of public officers on PMS, prospects for further studies, prospects for promotion and the promise for rewards. On the negative side, forces such as top-down approach to decision making, exclusion of Industrial class employees at the formulation and implementation stages of the reform, unfulfilled promises made under the Performance Based Reward System (PBRS), negative attitude towards PMS, fear and anxiety, restrain or counteract the driving forces thus making it difficult for change to take place.
ABSTRACT Botswana\'s decentralization process has always been justified in terms of democ... more ABSTRACT Botswana\'s decentralization process has always been justified in terms of democracy and development. Consequently, the government has always argued that it is fully committed to decentralization in order to promote popular participation as well as facilitating sustainable rural development. Yet the government does not seem to be supporting its own efforts towards decentralization beyond the mundane talk of capacity building. This article takes a closer look at the government\'s over-cautious approach to decentralization. The article analyses some of its better documented efforts towards promoting decentralization and how such efforts seem to lack the necessary internal politico-administrative support.
In this article, we describe the preliminary results of the decentralisation of service delivery ... more In this article, we describe the preliminary results of the decentralisation of service delivery in the Central District Council (CDC or District) in Botswana that was begun in January 1998. The CDC's decision to decentralise ser-vice delivery from the district headquarters in Serowe ...
International Journal of Business Administration, 2020
From the end of the 1970s up to the 2000s, governments in the developed and developing countries ... more From the end of the 1970s up to the 2000s, governments in the developed and developing countries were involved in implementing economic, social, political, cultural and legal reform programs. The first wave of public sector reforms came under the Structural Adjustment Programs (SAPs) which were implemented in most of the developing countries from the late 1970s to the early 1990s. The second wave, which started in the early 1990s, was propelled by influence generated by proponents of the New Public Management (NPM) school of thought. The major objective of reforms was to enhance performance and productivity in public sector organizations including higher education institutions. This practice was grounded on certain theories and models, mainly public-choice theory and goal-setting theory under the New Public Management (NPM) model. The Government of Mozambique has adopted a performance-based approach to implementing public sector reforms. This study, which employs a qualitative literature survey with secondary data as its primary research source, discusses and analyzes literature on the design and implementation of a Performance Management System (PMS) in the public sector including public universities of Mozambique. The study also discusses the origins and evolution of the theories which are linked to PMS and their applicability to the public universities of Mozambique as they started embracing PMS as a tool for improving performance of individuals and the organization as a whole.
This book mainly indicates the manner in which public sector reforms particularly Performance Man... more This book mainly indicates the manner in which public sector reforms particularly Performance Management System (PMS) has been adopted and implemented in four government departments in Botswana. It sheds light on the circumstances that prompted senior public officials to embrace PMS, the relationship between PMS and organizational culture as well as factors that facilitate and hinder the implementation of PMS. A Force Field Analysis and a change model, developed by Kurt Lewin, are used to demonstrate how change is managed within the selected departments as the former demonstrates the manner in which the driving and restraining forces oppose each other whereas the latter indictes how the unfreezing, change and refreezing stages were handled.
International Journal of Business Administration, 2020
From the end of the 1970s up to the 2000s, governments in the developed and developing countries ... more From the end of the 1970s up to the 2000s, governments in the developed and developing countries were involved in implementing economic, social, political, cultural and legal reform programs. The first wave of public sector reforms came under the Structural Adjustment Programs (SAPs) which were implemented in most of the developing countries from the late 1970s to the early 1990s. The second wave, which started in the early 1990s, was propelled by influence generated by proponents of the New Public Management (NPM) school of thought. The major objective of reforms was to enhance performance and productivity in public sector organizations including higher education institutions. This practice was grounded on certain theories and models, mainly public-choice theory and goal-setting theory under the New Public Management (NPM) model. The Government of Mozambique has adopted a performance-based approach to implementing public sector reforms. This study, which employs a qualitative liter...
Since the implementation of new strategies usually results in changes within organisations, this ... more Since the implementation of new strategies usually results in changes within organisations, this article uses the Force Field Analysis model developed by Kurt Lewin to demonstrate how the driving and restraining forces oppose each other in four government departments in Botswana following the adoption and implementation of Performance Management System (PMS). The study findings indicate that the process of implementing PMS has been driven by forces such as pressure from leaders, training of public officers on PMS, prospects for further studies, prospects for promotion and the promise for rewards. On the negative side, forces such as top-down approach to decision making, exclusion of Industrial class employees at the formulation and implementation stages of the reform, unfulfilled promises made under the Performance Based Reward System (PBRS), negative attitude towards PMS, fear and anxiety, restrain or counteract the driving forces thus making it difficult for change to take place.
ABSTRACT Botswana\'s decentralization process has always been justified in terms of democ... more ABSTRACT Botswana\'s decentralization process has always been justified in terms of democracy and development. Consequently, the government has always argued that it is fully committed to decentralization in order to promote popular participation as well as facilitating sustainable rural development. Yet the government does not seem to be supporting its own efforts towards decentralization beyond the mundane talk of capacity building. This article takes a closer look at the government\'s over-cautious approach to decentralization. The article analyses some of its better documented efforts towards promoting decentralization and how such efforts seem to lack the necessary internal politico-administrative support.
In this article, we describe the preliminary results of the decentralisation of service delivery ... more In this article, we describe the preliminary results of the decentralisation of service delivery in the Central District Council (CDC or District) in Botswana that was begun in January 1998. The CDC's decision to decentralise ser-vice delivery from the district headquarters in Serowe ...
International Journal of Business Administration, 2020
From the end of the 1970s up to the 2000s, governments in the developed and developing countries ... more From the end of the 1970s up to the 2000s, governments in the developed and developing countries were involved in implementing economic, social, political, cultural and legal reform programs. The first wave of public sector reforms came under the Structural Adjustment Programs (SAPs) which were implemented in most of the developing countries from the late 1970s to the early 1990s. The second wave, which started in the early 1990s, was propelled by influence generated by proponents of the New Public Management (NPM) school of thought. The major objective of reforms was to enhance performance and productivity in public sector organizations including higher education institutions. This practice was grounded on certain theories and models, mainly public-choice theory and goal-setting theory under the New Public Management (NPM) model. The Government of Mozambique has adopted a performance-based approach to implementing public sector reforms. This study, which employs a qualitative literature survey with secondary data as its primary research source, discusses and analyzes literature on the design and implementation of a Performance Management System (PMS) in the public sector including public universities of Mozambique. The study also discusses the origins and evolution of the theories which are linked to PMS and their applicability to the public universities of Mozambique as they started embracing PMS as a tool for improving performance of individuals and the organization as a whole.
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