A full research dissertation submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in fulfilment of the requirements for the degree of Master of Management by research and dissertation, March 2016 / In an effort to improve performance, efficiency, accountability and effectiveness of public sector organisations, the Government of Lesotho has adopted a variety of reforms; one of these is the Performance Management System. However, despite its implementation more than a decade ago, the Performance Management System in the Ministry of Health in Lesotho is not producing the anticipated results. Performance management is a tool designed to improve organisational performance by channelling the tasks and activities of employees towards the goals of the organisation. Therefore the overarching purpose of the study is to describe and explain the reasons why the Performance Management System in the Ministry of Health in Lesotho is not producing the anticipated results. Through the qualitative approach, interviews and focus groups were used to collect data from the purposely selected sample of Ministry of Health employees. In addition, documents relating to the Performance Management System in the Ministry of Health have been used as data collection methods. Among other reasons, the study found that the Performance Management System (PMS) in the Ministry of Health in Lesotho is not producing the expected results because of lack of knowledge about the PMS by lowerlevel employees, absence of individual work plans, lack of feedback and lack of integration of Performance Management systems. In conclusion, the study found that the core reason for PMS not producing the anticipated results in the Ministry of Health in Lesotho is its misapplication and a lack of adherence with the legal framework on PMS. The study identified a series of concepts related to performance management, such as the setting of the organisational goals, planning, ii monitoring, evaluation, feedback and rewards, and improvement programmes. However, it has been discovered that in the Ministry of Health in Lesotho, some performance management concepts such as feedback and improvement programmes are not used, whereas some, such as performance evaluations and rewards, are wrongly applied. The theoretical and conceptual implication of this for the study is that there is little integration between the PMS processes and employees’ activities in the Ministry of Health in Lesotho / GR2018

No abstract available. / Thesis (M.T.R.P.)-University of Natal, 2000.

The study focuses and explores citizen participation in the policy and planning process in local government in Lesotho. The study argues that citizen participation in the policy and planning process is important. This is because it is through citizen participation that the government is rendered accountable and responsive to the needs of the local community. Secondly, citizen participation is important in that it helps in the deepening of democracy. In Lesotho, citizen participation has been encouraged by the different governments since the era of Moshoeshoe to the present regime. Lesotho held the first democratic local government elections in 2005. One of the objectives of introducing local government is to foster citizen participation in policy and planning processes. The interviews conducted reveal that citizen participation is taking place even though at a minute degree. Several challenges exist in local government that hinder active and effective citizen participation in local government in Lesotho. One of the major challenges impeding citizen participation is the statutory framework regulating citizens’ participation in local government. This study has found that there is no direct legal or policy framework regulating or enforcing citizen participation in local government. Coupled with this challenge is another crucial challenge relating to the structure and mechanisms that are used for citizen participation. The study reveals that the structures and mechanisms are not adequate to enhance and encourage citizen participation. Pursuant to this, the study proposes some reforms with a view to improving citizen participation in Lesotho. Firstly, the study proposes that the policy and legislative frameworks be improved so as to provide enough scope and space for citizen participation. These frameworks should provide for adequate structures, mechanisms as well as processes and areas that can improve citizen participation in local government. Secondly, crucial instruments for community participation in planning such as the IDP, budget process and the performance management in South African context can be designed with specific cognisance of the structures established. Thirdly, the government must encourage, educate and sensitize citizens to actively take part in local government, through capacity building programmes. It can take the advantage of the NGOs already working with the communities and citizens as a strategy to enhance citizen participation. / Public Administration & Management / M. Admin. (Public Administration)

This study analyses the relationship between the chieftainship institution and the elected councils in Lesotho. Based on a qualitative case study method the study seeks to understand this relationship in four selected councils in the Maseru district and how this can be nurtured to achieve a consolidated democracy. Contrary to modernists‟ arguments (that indigenous African political institutions, of which the chieftainship is part, are incompatible with liberal democracy since they are, inter alia, hereditary, they compete with their elective counterparts for political power, they threaten the democratic consolidation process, and they are irrelevant to democratising African systems), this study finds that these arguments are misplaced. Instead, chieftainship is not incompatible with liberal democracy per se. It supports the democratisation process (if the governing parties pursue friendly and accommodative policies to it) but uses its political agency in reaction to the policies of ruling parties to protect its survival interests, whether or not this undermines democratic consolidation process. The chieftainship has also acted to defend democracy when the governing party abuses its political power to undermine democratic rule. It performs important functions in the country. Thus, it is still viewed by the country‟s political leadership, academics, civil society, and councillors as legitimate and highly relevant to the Lesotho‟s contemporary political system. Because of the inadequacies of the government policies and the ambiguous chieftainship-councils integration model, which tend to marginalise the chieftainship and threaten its survival, its relationship with the councils was initially characterised by conflict. However, this relationship has improved, due to the innovative actions taken not by the central government, but by the individual Councils and chiefs themselves, thus increasing the prospects for democratic consolidation. I argue for and recommend the adoption in Lesotho of appropriate variants of the mixed government model to integrate the chieftainship with the elected councils, based on the re-contextualised and re-territorialised conception and practice of democracy, which eschews its universalistic EuroAmerican version adopted by the LCD government, but recognises and preserves the chieftainship as an integral part of the Basotho society, the embodiment of its culture, history, national identity and nationhood.

The study focuses and explores citizen participation in the policy and planning process in local government in Lesotho. The study argues that citizen participation in the policy and planning process is important. This is because it is through citizen participation that the government is rendered accountable and responsive to the needs of the local community. Secondly, citizen participation is important in that it helps in the deepening of democracy. In Lesotho, citizen participation has been encouraged by the different governments since the era of Moshoeshoe to the present regime. Lesotho held the first democratic local government elections in 2005. One of the objectives of introducing local government is to foster citizen participation in policy and planning processes. The interviews conducted reveal that citizen participation is taking place even though at a minute degree. Several challenges exist in local government that hinder active and effective citizen participation in local government in Lesotho. One of the major challenges impeding citizen participation is the statutory framework regulating citizens’ participation in local government. This study has found that there is no direct legal or policy framework regulating or enforcing citizen participation in local government. Coupled with this challenge is another crucial challenge relating to the structure and mechanisms that are used for citizen participation. The study reveals that the structures and mechanisms are not adequate to enhance and encourage citizen participation. Pursuant to this, the study proposes some reforms with a view to improving citizen participation in Lesotho. Firstly, the study proposes that the policy and legislative frameworks be improved so as to provide enough scope and space for citizen participation. These frameworks should provide for adequate structures, mechanisms as well as processes and areas that can improve citizen participation in local government. Secondly, crucial instruments for community participation in planning such as the IDP, budget process and the performance management in South African context can be designed with specific cognisance of the structures established. Thirdly, the government must encourage, educate and sensitize citizens to actively take part in local government, through capacity building programmes. It can take the advantage of the NGOs already working with the communities and citizens as a strategy to enhance citizen participation. / Public Administration and Management / M. Admin. (Public Administration)

Thesis ( M. Tech. (Public Management )) - Central University of Technology, Free State, 2013 / Traditional Leaders (Chiefs) historically served as “governors” of their communities with authority over all aspects of life, ranging from social welfare to judicial functions. The Basotho generally hold Chiefs in high esteem, continue to turn to them for assistance when conflict arises, depend on them for services, such as birth and death registration and regard them as integral and relevant role-players in local governance. Although many countries in Africa maintain a system of Traditional Leadership and many have incorporated Traditional Leaders into democratic forms of government, a concern exists in some quarters that Chieftainship in Lesotho may present a challenge to democratic governance and development. Similarly, local government structures created by the current decentralisation processes are perceived by many as deteriorating the authority of Chiefs. According to the Constitution of Lesotho, 1993 (Act 5 of 1993), the co- existence of the Chiefs and local Councils are legitimised. Under the legislation governing this process (the Local Government Act, 1997 (Act 6 of 1997), some of their powers and functions have been transferred to local government structures. The major sources of conflict between Chiefs and Councillors appear to be uncertainty and confusion around roles and functions of the various role-players created by the legislative and institutional framework and the loss of power and status that many Chiefs feel. Some of this confusion may be a deliberate form of resistance to the changes, but it is apparent that legislative clarity is required and that the roles and functions of all role- players need to be clearly defined and understood if development is to take place in a coordinated way. The inclusion of two Chiefs in each Community Council as well as two in District Municipalities would seem a genuine attempt to ensure that Chiefs are not marginalised in this modern system of local governance in Lesotho. The high proportion of Traditional Leaders (Principal Chiefs) in the Senate is a clear indication of the pre-eminence of the institution of Chieftaincy (Traditional Leadership) in Lesotho. On the other hand, the National Assembly is completely elected and consists of 120 members, elected through the so-called Mixed–Member-Proportional representation model. Although Chieftaincy is part of this organ of the state, it has limited powers in the legislative process and general decision-making processes outside Parliament. These powers are instead a jurisdiction of the elected representatives in the National Assembly. A similar set up exists at the local government level where Councillors enjoy decision-making powers with Chieftainship structures, such as the village, area and ward Chiefs role being ambiguously defined. It is very clear that the co-existence of the two institutions is a very crucial and challenging one. This co-existence has raised a number of political, developmental and conceptual problems and problems and challenges that have not been adequately addressed, let alone resolved. One of the problems is the anomalous situation in which people are simultaneously citizens of the state and subjects of the Chiefs. Other challenges include, amongst others, contradicting legislation, revenue constraints, a lack of human resource capacity, poor stakeholder management, the increasing rate of HIV/Aids in Lesotho, and so forth. Possible causes of these challenges had been investigated as well as how they can be managed or minimised in order to enable Chiefs to play an effective role in a modern democracy. With this research study an attempt was made to explore the role of Traditional Leaders in the current system of local government in Lesotho and how to improve Chieftainship as a strategy to complement governance at the grassroots level. The term “Chiefs” is used in this research study as synonymous to Traditional Leaders, because it is the term used in all legislation dealing with Traditional Leaders in Lesotho and it includes Principal Chiefs, Area Chiefs, Chiefs and Headmen, unless the context clearly indicates otherwise.

From Introduction: Lesotho is a small, mountainous country entirely surrounded by South Africa. The stark nature of its terrain and topography present harsh options to its inhabitants. Much of the country is mountainous, better suited to the keeping of stock than to agriculture. The lowlands, where the soils are more amenable to the plough, are scarred and cut by dongas. The soil is overworked and overcrowded and Lesotho does not grow enough to feed its people who depend on migrancy as a viable alternative to the limited resources of their own land. They stream from the country to seek wage employment in South Africa, for Lesotho has minimal industrial development and cannot provide jobs for her people. The civil service absorbs some of the educated elite, as does teaching, but the majority must sell their sweat in South Africa's service.