The main aim of this study was to investigate the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation of the Botswana public service and to identify the factors that facilitated and hindered the successful implementation of the programme. This study used a mixed methods research design which combines both qualitative and quantitative research design. The study used the model of social programmes, which is a holistic and comprehensive analytical framework that is used to study the implementation of social intervention programmes. Research data was obtained using a triangulation of research methods (case study, evaluation research and survey method) and data sources (literature review, document analysis, self-administered questionnaires and follow-up personal interviews). A sample of 90 respondents was selected using the purposive sampling strategy. The study found that the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation was problematic because of unclear and ambiguous foreign policy goals and objectives; lack of broad-based support and critical mass of champions of the performance management system; use of command-and-control management model rather than empowerment and the adaptation model; inadequate human and institutional capacities; ineffective supporting systems of the performance management system; weak accountability and responsibility mechanisms; weak intra-ministerial and inter-ministerial communication, co-operation, collaboration and co-ordination; inadequate information and communications technology infrastructure and unfavourable international environment. This study contributed to the existing literature by investigating the implementation of the performance management system in the global environment from a public service perspective rather than a private sector perspective, which relies on the experiences of multinational companies. The study findings provide some invaluable insights that may improve the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation of the Botswana public service by proposing recommendations to the identified problems. The recommendations include: setting clear and specific foreign policy objectives; creating a critical mass of champions of the performance management system; strengthening human and institutional capacities; promoting effective implementation and use of supporting systems of the performance management system; strengthening accountability and responsibility mechanisms; strengthening intra-ministerial and inter-ministerial communication, co-operation, collaboration, and co-ordination; strengthening decentralisation and empowerment principles and upgrading information and communications technology infrastructure. / Public Administration and Management / DPA

The main aim of this study was to investigate the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation of the Botswana public service and to identify the factors that facilitated and hindered the successful implementation of the programme. This study used a mixed methods research design which combines both qualitative and quantitative research design. The study used the model of social programmes, which is a holistic and comprehensive analytical framework that is used to study the implementation of social intervention programmes. Research data was obtained using a triangulation of research methods (case study, evaluation research and survey method) and data sources (literature review, document analysis, self-administered questionnaires and follow-up personal interviews). A sample of 90 respondents was selected using the purposive sampling strategy. The study found that the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation was problematic because of unclear and ambiguous foreign policy goals and objectives; lack of broad-based support and critical mass of champions of the performance management system; use of command-and-control management model rather than empowerment and the adaptation model; inadequate human and institutional capacities; ineffective supporting systems of the performance management system; weak accountability and responsibility mechanisms; weak intra-ministerial and inter-ministerial communication, co-operation, collaboration and co-ordination; inadequate information and communications technology infrastructure and unfavourable international environment. This study contributed to the existing literature by investigating the implementation of the performance management system in the global environment from a public service perspective rather than a private sector perspective, which relies on the experiences of multinational companies. The study findings provide some invaluable insights that may improve the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation of the Botswana public service by proposing recommendations to the identified problems. The recommendations include: setting clear and specific foreign policy objectives; creating a critical mass of champions of the performance management system; strengthening human and institutional capacities; promoting effective implementation and use of supporting systems of the performance management system; strengthening accountability and responsibility mechanisms; strengthening intra-ministerial and inter-ministerial communication, co-operation, collaboration, and co-ordination; strengthening decentralisation and empowerment principles and upgrading information and communications technology infrastructure. / Public Administration and Management / DPA

This study assessed the digital preservation capability maturity readiness within the context of e-government in Botswana Public Service with a view to developing a strategic framework that ensures digital continuity. There some studies that have been conducted in Botswana regarding digital preservation but they did not provide a framework which could be used as an assessment to check their capability in digital preservation as e-government progresses so that digital information is continuously being used for decision making over time. The study adopted a pragmatic paradigm and embedded mixed method approach; whereby a cross sectional survey and case study were deployed in each of the 6 selected ministries as a unit of analysis. The target study respondents comprises of 5 Senior Managers, 4 Managers - Human Resources and Administration, 6 ICT Managers, 40 Records Management Officers,12 Information Technology Officers, 1 Performance Improvement Coordinator, 1 Project Manager, 8 Archivists, 1 Assistant Deputy Manager and 1 Deputy Managers- Management Services. The data was collected through interviews, questionnaires, personal observations, and documents analysis. Both qualitative and quantitative data were collected sequentially and simultaneously where one form of data supported or complemented each other so as to have one form of data play a supportive role to the other. Data analysis was achieved through the triangulation of both qualitative and quantitative data in order to yield a single interpretation and conclusion drawn. The findings of the study showed that the Botswana Public Service has no unified national information systems used to manage public sector records leading to some ministries adopting their own electronic records management systems. Currently few ministries have implemented the electronic records management system and majority of the digital records are not preserved due to lack of preservation guidelines and strategies. The study further established the lack of preservation policies and skills in managing and preserving digital records in Botswana Public Service. In that regard, the study developed a strategic framework for digital preservation capability maturity readiness in the context of e-government in the Botswana Public Sector. The ultimate aim of the framework is to ensure digital continuity and make sure that e-government is sustained for the benefit of an open government and increased participatory citizenry. / Information Science / D. Litt. et Phil. (Information Science)