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Disablers in the Implementation of Performance Management System in the Zambian Public sector

Author

Listed:
  • Maxwell Phiri

    (Institute of Distance Education, University of Zambia)

  • Francis Simui

    (School of Education, University of Zambia)

  • Gift Masaiti

    (School of Education, University of Zambia)

Abstract

In this study we explored the disablers in Management System in Zambia’s public service. The study applied qualitative research methodology with a Case study design. The study comprised of 30 purposively selected Zambia public service workers as participants. The study used semi-structured interviews to generate evidence. The study findings revealed that the implementation of the Performance Management System (PMS) had a number of disablers that greatly affected the quality of service delivery in the public service. The most common barriers included low level of feedback rate, lack of commitment from top management, lack of adequate funding, lack of time, leadership style, constant change of leader, lack of trust, unfairness in the performance managements system, lack of reward system, lack of training in performance management system, lack of effective coordination, ineffective supervision and cultural beliefs. Thus, if the Public service is to improve on its performance, there is need to combine available resources and competencies to overcome disablers consistent with the theory of Resource-Based View. Unless managers of public service realize the importance of understanding and applying the resource based view theory in order to mobilize and deploy available resources, performance management practices will remain inappropriately implemented.

Suggested Citation

  • Maxwell Phiri & Francis Simui & Gift Masaiti, 2021. "Disablers in the Implementation of Performance Management System in the Zambian Public sector," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 5(3), pages 108-114, March.
    • Handle: RePEc:bcp:journl:v:5:y:2021:i:3:p:108-114
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    References listed on IDEAS

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    1. Bo Luo & Xiaobin Huang & Yuanyuan Li & Guanjun Lu & Jianlun Zhao & Kangkang Zhang & Hanbo Zhao & Ying Liu & Jiang Feng, 2017. "Social call divergence in bats: a comparative analysis," Behavioral Ecology, International Society for Behavioral Ecology, vol. 28(2), pages 533-540.
    2. Birger Wernerfelt, 1984. "A resource‐based view of the firm," Strategic Management Journal, Wiley Blackwell, vol. 5(2), pages 171-180, April.
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