An assessment of the ministry of foreign affairs employees’ perceptions of performance management and its impact on service delivery

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International Journal of Development Research

An assessment of the ministry of foreign affairs employees’ perceptions of performance management and its impact on service delivery

Abstract: 

Performance management within the Public Service in Namibia was announced in 2006, but it took almost eight years to be attended with all permanent secretaries signing for it only in 2014 in front of the Prime Minister. Since performance management started with permanent secretaries, the need to find out the preparedness of employees and the perceived effective implementation of performance management prompted the carrying out of this study. A study was carried out to investigate the perceptions of the Ministry of Foreign Affairs employees towards performance management and its impact on service delivery. The study focused on investigating how employees perceived the effectiveness of performance management in public service delivery. The study will benefit the Ministry of Foreign Affairs considering the complaints often poor service delivery often made against public servants. Using the quantitative research methodology, the study surveyed a sample of 80 employees who were randomly selected using the systematic random sampling strategy. The data from questionnaires was analysed using descriptive statistics. The study found that employees had positive perceptions towards performance management.             The study found out that performance management was described as enhancing a link               between organisational objectives and employee key responsibilities that promote effective communication and identification of training needs.  Finally, the study also found that there are current barriers which could negatively affect the implementation of performance management. Inadequate skills and know-how of the process of performance management by both employees and management could affect the successful implementation of performance management. In conclusion, the study established that weak commitment to performance management by top management could negatively affect the implementation of performance management. These identified barriers led the study to recommend hands on performance management training for both employees and managerial staff. The study further suggested pilot testing the programme and making use of external specialists.

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