Performance Monitoring and Evaluation in Botswana’s Public Service: Achievements and Challenges

Mpabanga, Dorothy

doi:10.4102/apsdpr.v4i1.106

Cited by 2 publications

(4 citation statements)

References 13 publications

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“…Leaders also appear to provide inadequate performance feedback. The results of this study align with those of Parkies (2015) and Mpabanga (2016), who found that local government institutions lack the institutional culture to support effective performance management practices. Kalonda and Governder (2021) further maintain that a lack of leadership limits the optimisation of individual performance abilities to drive service efficiency in local government institutions.…”

Section: Discussionsupporting

confidence: 87%

“…Seabi (2020) found various gaps in local government talent management practice, such as poor performance planning and budgeting, incomplete and inaccurate performance reporting and misalignment between strategic and operational performance management activities. Mpabanga (2016) found that a lack of performance monitoring and evaluation skills in Botswana local government institutions and poor supervision, poor conditions of service and a weak work ethic contributed to the ineffective use of performance management systems and tools. According to Smit (2015), effective system, policy and process implementation are critical for improved performance management in local government institutions.…”

Section: Talent Performance Managementmentioning

confidence: 99%

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Leadership talent mindset as a catalyst for talent management and talent retention: The case of a Botswana local government institution

Barkhuizen

Masale

2022

SA j. hum. resour. manag.

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Orientation: Talented employees play an essential role in the service performance of local government institutions. Unfortunately, talent management remains a neglected practice within the local government, mainly because of the absence of leadership talent mindsets.Research purpose: The main focus of this research study was to determine how leadership talent mindset influences talent management and voluntary turnover intentions of employees in a Botswana local government institution.Motivation for the study: Research on the predictive relationships between leadership talent mindset, talent management and voluntary turnover intentions is yet forthcoming in the Botswana context.Research approach/design and method: The researchers followed a quantitative research approach. Data were collected from a stratified random sample of employees (N = 405) from a Botswana local government institution. A leadership talent mindset scale, talent management measurements and voluntary turnover intentions questionnaire were administered.Main findings: The results showed a weak leadership talent mindset towards talent management. A leadership talent mindset significantly predicted poor talent management practices and voluntary turnover intentions. Talent development moderated the relationship between the leadership talent mindset and voluntary turnover intentions.Practical/managerial implications: Leaders need to adopt the appropriate talent mindsets to implement those talent management practices that will retain key and competent talent in local government institutions.Contribution/value-add: This research study advances empirical knowledge on the importance of leadership in facilitating effective talent management in local government.

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Section: Discussionsupporting

confidence: 87%

Section: Talent Performance Managementmentioning

confidence: 99%

Leadership talent mindset as a catalyst for talent management and talent retention: The case of a Botswana local government institution

Barkhuizen

Masale

2022

SA j. hum. resour. manag.

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“…Mathis and Jackson [15] argue that HR Department is accountable for forming appraisals, ensuring appraisal is being carried out, coordinating the appraisal process, and ensuring that supervisors are skilled and well trained on the appraisal process. Not only supervisors are responsible for evaluating and reviewing planned and actual performance, but also they are required to be able to give constructive feedback and rate performance according to set and agreed scale, review appraisal with the employee in two-way communication, prepare and hand appraisal report to HR Department.…”

Section: Discussionmentioning

confidence: 99%

“…Mathis and Jackson [15] figure that appraisal methods depend on the distinctive value of achievement of the organizations. Hence, there are no set appraisal methods to be the best way of appraisal.…”

Section: Discussionmentioning

confidence: 99%

Challenges and Opportunity of Performance Policy Implementation in Facing New Normal Era

Dwiputrianti¹,

Adila²

2022

Proceedings of the Third International Conference Administration Science, ICAS 2021, September 15 2021, Bandung, Indonesia

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Human Development is one of the priorities of the Indonesian government for the year 2021-2024. The Performance Management Policy, which was just issued in 2020, is one of the breakthroughs to support human resource apparatus reform. However, data shows that there are still many obstacles faced for its implementation, especially in facing a new normal era at some local governments. This study contributes to ongoing evaluation and solutions in improving government performance through improving the performance of its apparatus. Various documents and data related to the implementation of performance management will be investigated to establish a mapping of problems and constraints, as well as alternative solutions. Using various supporting documents from various agencies both at the central and regional levels, various efforts and obstacles can be shown. Some of the challenges that are still being faced are given alternative solutions that can be applied to overcome these performance problems.

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Performance Monitoring and Evaluation in Botswana’s Public Service: Achievements and Challenges

Cited by 2 publications

References 13 publications

Leadership talent mindset as a catalyst for talent management and talent retention: The case of a Botswana local government institution

Leadership talent mindset as a catalyst for talent management and talent retention: The case of a Botswana local government institution

Challenges and Opportunity of Performance Policy Implementation in Facing New Normal Era

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