Balancing the Twin Challenges of Performance Management and Culture Transformation in the Public Sector

The chapter explored the relationship between performance management implementation and culture transformation in the Zimbabwean public sector. Zimbabwe’s public sector has been criticised for its poor performance culture characterised by misaligned relationships and shared norms, beliefs, and values developed over time through both formal and informal performance management arrangements. Reviewed literature on government personnel performance management reports, policy documents and in-depth interviews aided in gaps identification and proposal of recommendations. The study revealed a significant association between culture and performance management implementation. Lack of or inadequate training and proper orientation in performance management, insufficient monitoring and evaluation, shortage of policies supporting the implementation process, poor communication in performance planning, poor feedback on performance and lack of employee involvement in the performance management system implementation culminate in a negative attitude to a performance management system. To achieve performance culture transformation, public service should develop policies to enforce compliance, set a continuous feedback system that decreases bureaucracy, endorse long-term orientation, value creation linking rewards and performance, and strengthen the link between cost-effective integrated performance measurement and strategic objectives as cultural priorities across all levels of service. Adoption of a culture of performance management brings about an improved use of performance measurement systems.