Thesis (MPA)--University of Stellenbosch, 2011. / ENGLISH ABSTRACT: Public sector organisations have to deliver quality services to the people amid budgetary
cuts and public disenchantment with the public sector. Delivering these services in the face
of dwindling resources has led public sector organisations to introduce performance
improvement initiatives in an endeavour to do more with less.
The government of Botswana introduced a raft of performance improvement initiatives such
as WITS, O & M and Job Evaluation in the public sector with the sole objective of improving
performance and driving public service delivery. However, despite the implementation of
these initiatives, there was increasing concern that the quality of the delivery of public
services was declining. These performance improvement initiatives were criticised for failing
to make any meaningful impact on organisational performance, as the problems of poor
service delivery remained unchanged.
The failure of these earlier public sector reforms to improve organisational performance led
the government to introduce a more comprehensive and holistic reform programme, PMS,
guided by the national vision – Vision 2016 – in 1999. PMS was seen as the overall
framework within which all previous reform initiatives could be integrated.
This research sought to determine whether the objectives of PMS of DTA were being
realised, given that previous public sector reforms had been deemed to have failed to
actually raise organisational performance. A case study of DTA was therefore undertaken to
describe the extent to which PMS had delivered on its objectives. Data collection was
through structured self-administered questionnaires, comprising 14 closed-ended questions,
one ranked question and one open-ended question. This was also augmented by
documentary analysis of official reports such as the Annual Statements of Accounts (ASA).
The research found that PMS had succeeded only in so far as communicating DTA’s vision,
mission and values across the department. There was awareness of PMS within DTA.
However, the system had not succeeded in improving DTA’s organisational performance, as
it was hampered by various challenges such as lack of leadership commitment, the difficulty
in implementing the system and lack of feedback on organisational performance.
Recommendations are also made for enhancing DTA’s PMS to actually realise its objectives
of improving organisational performance. / AFRIKAANSE OPSOMMING: Daar word van openbare sektor organisasies verwag om kwaliteit dienste aan die publiek te lewer te midde van ingekorte begrotings en openbare ontnugtering rakende die
openbaresektor. In ‘n poging om hierdie dienste te lewer ten spyte van
beperkte hulpbronne stel openbaresektor organisasies inisiatiewe in
om werkverrigting te verbeter en sodoende meer koste-doeltreffend te werk.
Die regering van Botswana het ‘n aantal inisiatiewe, byvoorbeeld Werk Verbetering Spanne
(WITS), Organisering en Metodes (O&M) en Posevaluering, in die
openbaresektor geïmplementeer met die uitsluitlike doel om werkverrigting te verbeter en
openbare dienslewering te dryf. Ten spyte hiervan was daar egter toenemende kommer dat die
kwaliteit van dienslewering toenemend verswak. Bogenoemde inisiatiewe is
gekritiseer dat hulle gefaal het om enige noemenswaardige impak op
organisatoriese prestasie te toon, aangesien probleme rakende swak dienslewering onveranderd
was.
Die versuim van hierdie aanvanklike hervormings in die openbaresektor om organisatoriese prestasie te verbeter, het daartoe aanleiding gegee dat die
regering in 1999 ‘n meer omvattende en holistiese hervormingsprogram, die
Prestasie Bestuur Stelsel (PMS), ingestel het, gelei deur die nasionale visie – ‘Vision 2016’.
Die PMS is gesien as die omvattende raamwerk waarbinne al die
vorige hervormingsinisiatiewe geïntegreer kon word.
Hierdie navorsing het gepoog om vas te stel of die doelstellings van die PMS in die
Departement van Stam Administrasie realiseer,
siende vorige openbaresektor hervormings nie geslaag het
om organisatoriese prestasie te verbeter nie. ‘n Gevallestudie van die departement is
onderneem om die mate waarin die PMS se doelstellings bereik is te beskryf.
Dataversameling is gedoen deur gestruktureerde, selfgeadministreerde vraelyste,
bestaande uit 14 geslote vrae, een ranglysvraag en een oopvraag. Dit is
aangevul deur dokumentêre analise van amptelike verslae soos Jaarlikse Rekeningstate.
Die navorsing het gevind dat die PMS slegs in dié mate geslaag het dat mense dwarsdeur die
departement bewusgemaak is van die departement se visie, missie en waardes.
Hoewel mense bewus was van die prestasiebestuurstelsel, bevind die
navorsing geen daadwerklike verbetering in organisatoriese prestasie nie,
aangesien dit belemmer word deur verskeie uitdagings, soos gebrekkige toewyding deur leiers, probleme met die implementering van die sisteem en die
tekort aan terugvoer rakende organisatoriese prestasie. Die
navorsing stel sekere aanbevelings voor om die departement se
prestasiebestuursisteem te verbeter om die
doelstelling om organisatoriese prestasie te verwesenlik.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/6761 |
| Date | 03 1900 |
| Creators | Monnaesi, Timothy Tiro |
| Contributors | Rabie, Babette, University of Stellenbosch. Faculty of Economic and Management Sciences. School of Public Leadership. |
| Publisher | Stellenbosch : University of Stellenbosch |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Rights | University of Stellenbosch |
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