The Implementation of a Performance Management System in the Vhembe District Municipality in Limpopo Province

Abstract

The study evaluated the implementation of the Performance Management System in Vhembe District Municipality of Limpopo in South Africa. A quantitative and qualitative research approach was used for the data collection. The theoretical framework underpinned the study focused on Goal-setting theory and its applications in performance management systems. In addition, the study adopted some performance management models namely; Three-Es Model namely; Quality Management Models, Business Excellence Framework and the European Foundation for Quality Management, South African Excellence Foundation Model, Citizens' Charter, Quality Awards, the Balanced Score Card and the Servqual Model. From the study, the impact of demographic information on the PMS workers showed that the majority age group aged 41-50 years participated in the survey out of 150 respondents. The gender representation of the study showed that males in Thulamela and Makhado were reported most with 23.3%, while females in Thulamela were characterized most at 13.3%. Under qualifications, out of 150 respondents, 50 people were employed with 10/National senior certificate (Grade 12)/NQF Level 5 making it 33.3%, which is the highest-ranked qualification. The current employment status showed that 64.8% were permanent staff. At the time the study was conducted, majority of employees indicated their current position as entry-level with 64.8%. For the local municipalities demographics, majority of 41.3% were from the Thulamela. About the knowledge of PMS, 13.4% of the respondents understood the meaning and its importance from other colleagues. In terms of PMS administration, the highest ranking was 62% which indicated a line of the workplace. Averagely, 27.4% of the respondents indicated that on weekly basis was the most time frame for report submission. The types of incentives received as part of PMS received at least 24.3% of respondents who indicate that they do receive certificates of services. The qualitative results based on the interviews on the PMS knowledge by the employees in Thulamela, Musina, Makhado and Collins Chabane municipalities showed that respondents have never had the knowledge of PMS. Sharing the experiences and challenges of PMS, some employees showed their experiences that PMS needs to be done at least once a year. For the challenges encountered with PMS, some interviewers talk about the inconsistency in PMS implementation in respect of year's portfolios of evidence and the inability to receive feedback after the submission of a report. Concerning the administration of PMS in the municipalities, the people interviewed mentioned that PMS was only implemented by the majority of the municipalities at the end of a financial year instead of as a routine assignment. The obtained results provide a guide for good organizational efficiency, effectiveness and accountability in using human and natural resources for the growth of a better society in Vhembe District Municipality of vi Limpopo Province and South Africa in general. It is recommended that all employees at public institutions undergo regular training and capacity-building workshops specifically on Performance Management Systems. There ought to be rigorous assessment, monitoring and evaluation of performance management systems to meet the required competency, norms and standards.