This study is an evaluation of the implementation of change processes in the Lesotho Civil Service, Ministry of the Public Service (MPS). A qualitative method was used where an exploratory study was conducted by drawing a case study to evaluate the change implementation process in the organisation. In enabling the researcher to conduct a more focussed study, only five factors that have an impact on the successful implementation of change were considered. The factors were namely: forces for change; managing and leading change; building the desired culture; resistance to change and errors common to organisational change. The relevant information for the case study was obtained mainly from interviews and questionnaires. The pattern matching technique was performed on the case study, whereby the way change was implemented in the Lesotho Civil service was compared to that suggested by the literature. Fifty questionnaires were administered to fifty employees in the Ministry of the Public Service. Finally an evaluation based on the responses of the respondents, what actually happened and that which the literature suggests were evaluated interdependently. Based on this evaluation, it was found that, there were forces for change in the organisation, but management did not communicate with the employees as to the need for change and how it was to be implemented. Employees were never involved or asked to participate in the planning process of the change. Management in the organisation did not take all aspects into account when planning for change as suggested by the literature and all these aspects need to be improved upon by the leaders in the organisation. / Thesis (MBA)-University of Natal, Durban, 2003.

The study focuses on Lesotho‟s Public Service. The aims of this study were to examine the factors that led to the repeal of the Public Service Act No.13 of 1995. This study looks at the legislative constraints and attitudes of civil servants towards unionisation in the Public Service. It also outlines the relevant provisions of the Public Service Act No.1 of 2005; the changes that have occurred since its inception. Findings show that the Public Service Act No.13 of 1995 was repealed in order to reform the Public Service. The Ministry of the Public Service implemented five-year strategic plans to reform the public service. Changes have occurred in the public service since the inception of the 2005 Act; however, they differ from ministry to ministry. The respondents included public officers from the Ministry of the Public Service, Ministry of Justice, Law Office, Ministry of Employment and Labour, Ministry of Planning, the Ombudsman Office, Parliament, different ministries, the International Labour Organisation (ILO), the Congress of the Lesotho Trade Unions (COLETU) and the Lesotho Public Service Staff Association (LEPSSA).

For most organisations the decision to implement performance management is not about introducing a completely new process. Most organisations start with annual appraisals and learn from them what goes well or bad. Because of being under the rule of Britain, Lesotho inherited some of the systems mostly followed by many Commonwealth countries in the public service; some of which were confidential reporting systems for appraising employees. Investigations were made about the existing system at that time and the findings indicated that most of the people did not like it. They said it was subjective, and that it contributed to low morale, and weakened supervision/employee relations. It was realised that a new system was urgently needed. The new system was introduced which was for an open appraisal. Several attempts were made, but they failed because of lack of resources and poor communication and teamwork in the organization. This report sets out the observations and comments on the new system and the findings are discussed together with the implications of the system. The aim of this research is to investigate all the measures concerning the system whether they are being applied correctly, whether all measurements are effectively implemented and if the system is acceptable in the civil service. Finally, whether it fits the culture of the organization. If its not working the way it was expected to, what are the problems and how can such problems be solved?. / Thesis (MBA)-University of Natal, 2003.