In the UK, the development of performance management in the context of the ‘new public management’ has been primarily ‘top‐down’ with a dominant concern for enhancing control and ‘upwards account‐ability’ rather than promoting learning and improvement. In a non-health sector there is rigidity and control where people are mostly required to perform prescribed and sometimes repetitive tasks, requiring structured management approaches. Several respondents indicated how managers failed to raise issues regarding performance (particularly when poor) throughout the year, such that it became difficult to raise them in the performance assessment process. From performance measurement to learning: a new source of government overload?. Although there are a myriad of definitions of the term, what is common across them pertains to the multiple aspects that are shared amongst people within an organization; such as values, beliefs, routines, sense making. Planning in an age of customers: British local authority practitioners, identity and reactions to public sector reform. In light of this aspect debates regarding PMSs specific to the health system need to consider the crucial and central role of ideas and practices of providers as well as patients [31]. Outcome-Based Performance Management in the Public Sector. In light of the hierarchical nature of the system, the implementation of the PMDS did not vary across the different levels. Impact of culture on performance Management in Developing Countries. The recognition of the interconnectedness that exists within a system will foster the understanding that health system performance relies on the role of all actors across the system, hence a need to shift away from rigid and paternalistic notions of leadership. Furthermore, although there have been several evaluations of the PA processes in the public sector, little research has focused on the health sector and few studies have examined PA in detail. The district health system in South Africa: progress made and next steps. This means developing both hard skills such as planning, co-ordination and monitoring and soft skills where one is able to focus on relationships and communication, therefore allowing collaborative and shared management as opposed to authoritarian approaches. It therefore explored the health managers’ experiences of other aspects of governance such as financial management at district level. Schien E. Organisational Culture and Leadership. Ethical approval was obtained from the Gauteng Department of Health and the study district Department of Health. Accessed 18 June 2018. Consequently, this mechanism requires the aforementioned management skills to enhance the performance management process [28, 29]. The majority of senior managers were promoted on the basis of their clinical experience; hence had limited training in management while those in support services indicated that they received training during their career. Although this paper focuses on the second cycle, it is part of a larger action-learning study that aims to understand how they function in the study district so as to support and improve governance practices and accountability in the health system of South Africa. After Apartheid: Decay or Reconstruction in a Public Hospital? In a study at a Gauteng public hospital in South Africa, managers voiced their frustration with the dominant role of unions in running the hospital, rendering it difficult for them to assert authority and discipline [48], echoing similar sentiments from the managers in our study. A manager is faced with a situation where s/he has to supervise staff from the same community. Whereas a fundamental aspect of the new local government system is the active engagement of communities in the affairs of municipalities of which they are an integral part, and in particular in planning, service delivery and performance management; It constitutes three sub-districts all with diverse geographical and socio-economic characteristics – with a combination of rural, semi-urban and urban features. Utilization-focused performance reporting. The majority of respondents indicated that lack of training and/or induction for newly appointed managers with no prior skills of management contributes to the limited capacity of management and leadership. This is likely to compromise the management of people and the performance of the district. And that on its own it tells me that this person lacks the training on employee management.” (Middle level manager 2). Governing the purple zone: How politicians influence public managers. J Public Adm. 2009;44(3):460–9. Commonwealth Journal of Local Governance. This form of control has continued within current public sector bureaucracies and managerial structures [9, 19, 20]. Local authorities need to go beyond the development of review systems and processes to ensure that the capacity for evaluation and learning is embedded as an attribute of ‘culture’ in order to achieve the purpose of Best Value. Data was collected through in-depth interviews, observations and reflective engagements with managers at a district in one of the Provinces in South Africa. You say ‘She’s (my supervisor) judging me. (Facility manager 19). Monitoring and Evaluation 6.1 Background This Chapter on Monitoring and Evaluation (M & E) system supports a coordinated approach to monitoring and evaluation in the Government Environmental Sector. 2001; World Health Organisation. Managers in another study rated themselves in a survey as reasonably competent but did not consider themselves to be at a sufficient level [24]. The research was conducted mostly in one of its more developed urban sub-districts as that is where more of the pertinent study participants were based. A PA on the other hand is a process in which an employee’s performance is evaluated. The preparation and writing of this paper was supported by a fund towards a writing retreat within Resilient and Responsive Health Systems (Resyst) Consortium to support the writing of papers by emergent researchers within the Consortium. It is evident that a large part is attributed to context and organizational culture but also to management and leadership capacity. Because they will come to you with a simple question ‘The person [their subordinate] is not coming to work. That is, where there is a recognition that modes of training and /or capacity development need to equip managers with the capacity to deal with complex systems that are shaped by the interconnectedness between context, people and relationships. It is true that performance management in general is applicable and relevant across all sectors. Public Health Manag. 2017;32:437–52. JE provided regular input and comments during the initial drafting of the paper followed by reading and commenting on successive paper drafts., DOI: Local Government Service 19.5 This is catered for by the International Journal for Equity in Health,,,,,,,,, Practicing governance towards equity in health systems: LMIC perspectives and experience. In fact, the World Health Organization combines both these elements of inspiration and inputs and defines good management and leadership as: “providing direction to, and gaining commitment from partners and staff, facilitating change and achieving better health services through efficient, creative and responsible deployment of people and other health resources.” [17]. In: Varma A, Budhwar PS, DeNisi A, editors. PubMed  Advancing the application of systems thinking in health: south African examples of a leadership of sensemaking for primary health care. La gestion axée sur les résultats: Comparaison des cadres de gestion de huit juridictions. Using diaries to explore the work experiences of primary health care nursing managers in two south African provinces. Performance measurement and metric manipulation in the public sector. Studies in Educational Policy and Educational Philosophy. This is an indication of how the PMDS does not often allow for relationships to be nurtured through meaningful conversations linked to performance and mentorship. Google Scholar. THE DESIGN AND USE OF PERFORMANCE INFORMATION IN INDONESIAN LOCAL GOVERNMENTS UNDER DIVERGING STAKEHOLDER PRESSURES. Geneva: World Health Organisation; 2007. E‐government services in the local government context: an Australian case study. The Journal of Global Health Care Systems. I think yes we are starting to be a team instead of us always fighting one another.” (Senior manager 11). Wrestling with the Value Added of Busines Improvement Districts. IMPROVING UK PUBLIC SERVICES: A REVIEW OF THE EVIDENCE. Panorama da produção intelectual sobre a medição de desempenho na gestão pública. This is more so because progressive performance management practices evidently contribute to improved patient outcomes [32]. Employee performance management and development system. 2004;10(4):527–48. Principles of performance dialogue in public administration. local government representing local government nationally, the bargaining council established for municipalities and the Minister for Public Service and Administration, hereby, under section 120, read with section 72, of the Local Government: Municipal introduction of Performance Management System (PMS) contributes a the to improvement of productivity in the public service with particular focus on the Department of Local Government and Housing (DLGH) 1 in the Limpopo Province. In addition, a few senior managers expressed a concern that a precedent was established in the district where there was reportedly an initial pattern of awarding high scores to everybody. Performance Measurement and Management Control: Contemporary Issues. The managers in our study cite instances where a supervisor is faced with disciplining a peer from the community, hence conversations about performance are compromised and difficult. Additional funding towards the writing retreat was supported by the South Africa National Research Foundation (NRF). Firstly, organizations commonly underestimate the influence of contextual factors on the implementation, such as organizational culture, lack of political will, and limited reward and sanctions mechanisms [4, 8]. Springer Nature. Despite this, it does however have elements of federalism in practice and in its We presented the findings from the previous interviews, allowing the managers and the researchers to discuss and reflect as to whether they were a plausible representation of their perspectives. This practice seems to have remained and managers consequently found it difficult to assign different scores that were a true reflection of the staff members’ performance. There are those who get bonuses, whilst they are not working. M131136. Sustainability Accounting and Accountability. Accessed 15 May 2017. Most of them had been in their current positions for over 5 years while one had just been appointed with 6 months in the position. This manifested in the structural organization of social life, interaction, access to basic resources and infrastructure such as health services [9]. Most of the respondents were of the view that people had the tendency to refer management issues to unions hence managers were reluctant to manage staff as required: “Managers cannot be assertive, because they are concerned about the unions”. What is their reason for not reaching that target and what is their improvement plan that they are going to do. Although considered conceptually different, they often overlap and complement one another in practice. Parmelli E, Flodgren G, Beyer F, Baillie N, Schaafsma ME, Eccles MP. J Competitiveness. Hofstede G. Motivation, leadership, and organization: do American theories apply abroad? Kwamie A. They’re not getting training. 2014;12:30. Performance Measurement Systems in Universities: A Critical Review of the Italian System. However, recent research has indicated that the capacity for evaluation in local government is uneven and many obstacles to evaluation exist in organizational cultures. Performance management, specifically the PA component is critical to ensuring the provision of quality services and the improvement of quality health care practice [5, 7]. Almost all the middle level and facility managers indicated that they had no training in management. People are not performing because the minute I confront you (about your poor performance), you go to the union. But if a person is doing the norm, you cannot give them a five.” (Facility manager 6). (Senior manager 11). Ensuring motivated and supported health workers with the relevant capacity significantly contributes to attaining national and global objectives [2]. The majority of participants were female with only 7 males. van Holdt K. Nationalism, Bureaucracy and the developmental state: the South African case. Performance management in primary healthcare services: evidence from a field study. Pretoria: Department of Public Service and Administration; 2007. Although some respondents had a positive view of the PMDS in that it facilitated learning and development: “I think for me… because I have been a manager in a clinic and I was managing 100 people…I think it develops people a lot” (Middle level managerFootnote 1 14), the majority expressed the effects of weak management on the PMDS process. We’ve had quite a number of meetings where we had to put out fires between different people. Explore further Capacity building Cities Financial management Funding options and financing Governance, internal audit and risk management IT strategy, architecture & security Indirect tax practice Government and Public Services The lessons learned can therefore be relevant across different settings in South Africa and in LMICs with similar contexts. Konteh FH, Mannion R, Davies H. Clinical governance views on culture and quality improvement. You feel that it’s not right. 2011;6:33. Coovadia H, Jewkes R, Barron P, Sanders D, McIntyre D. The health and health system of South Africa: historical roots of current public health challenges. International Review of Public Administration. There are those who don’t get bonuses, whilst they are working.” (Senior managerii). Strengthening Management in low-Income Countries. City of extremes: the spatial politics of Johannesburg. Recall that performance management systems are embedded in management and leadership paradigms. Please check your email for instructions on resetting your password. Performance measurement frameworks in public and non-profit sectors. Oxford: Oxford University Press; 2007. Cookies policy. Nyikuri M, Tsofa B, Barasa E, Okoth P, Molyneux S. Crises and resilience at the frontline: public health facility managers under devolution in a Sub-County on the Kenyan coast. public service Commission toolkit for the Management of poor performance in the public service December 2007 published in the Republic of south africa by: thE puBlIC sERvICE COMMIssIOn (psC) Commission house cnr hamilton & Ziervogel streets It also requires developing interpersonal and communicative skills allowing collaborative and shared management rather than authoritarian approaches [24, 27, 28]. 2014;7:25323. What has been happening in institutions is that the unions appear to be overpowering management. Codjoe HM. South African Health Review. Performance appraisal influence on health workers’ performance in public hospitals: case of Mbagathi hospital, Kenya. Health systems globally are under pressure to ensure value for money, and the people working within the system determine the extent and nature of health services provided. The enforcement of employment equity and affirmative action policies has created job opportunities for the previously disenfranchised Black population. Reflective notes formed part of the data. Now at the end of the year they cannot say ‘what you’re doing is not good’ ”. Luthuli TB. Consequently this results in the poor ability to manage others and provide mentorship. Due to apartheid urban development policies, there is an increasing housing shortage and an uneven distribution of basic services and facilities [36]. Three participants were close to retirement by the time of data collection with over 35 years’ experience. 2017b;2:e000224. In fact in terms of management, unions are managing. The study focused on the district and sub-district levels primarily because their managers were part of an action learning research of providing management support. Performance management systems that indirectly guide PA practices require processes that allow for mentorship, flexibility and recognition of complexity. However, the views expressed and information contained in it are not necessarily those of or endorsed by DFID, which can accept no responsibility for such views or information or for any reliance placed on them. Culturally-related work values can therefore affect one’s interpretation of a performance dimension [8]. Geneva: World Health Report; 2006. Article  Buchan J. It is however important to question whether the approaches in often profit-driven non-health sectors can be applied in health – a non-profit driven entity that presents with unique characteristics that may require different management approaches [30]. Reform also resulted in three spheres of government that formed the basis for the division of functions within the health system. Fourteen separate health departments for each racial group were created. One manager however had an interesting approach to management that had the potential to improve the implementation of the PMDS. But then slowly you can start to see that there is a change also in the relationships. So immediately when we are not performing, there is no way that we are going to get the PMDS (bonus).” (Facility Manager S6). This notion of a domineering autocratic culture may appear contradictory to the cited reluctance of managers in our study to give out scores that subordinates deserve. Furthermore, a few respondents pointed out how managers allowed subordinates to rate themselves and accepted the self-rated score without any inquiry or engagement thus showing lack of accountability to other components of the mechanism such as the budget: “It is standard practice with PMDS for the person being supervised to rate himself. The National Department of Health has the responsibility of making national legislation, policy and establishing norms and standards of health services. Described as an aspect that depicts formal reporting relationships within a system and how activities are integrated and coordinated [14], one of the relevant features of organizational structure are structural elements such as centralization (of decision-making) and rule enforcement, as well as the more cultural elements such as management styles [14]. The study is based at a learning site in a district, District A, in a South African province, Gauteng. BMC Health Serv Res. Identification of the routine practices and challenges of PMS in the district followed an inductive and deductive process. If her facilities are performing, then they will say your facilities are performing, they are reaching the targets, then she’ll be able to get (the bonus). As much as PA processes provide a foundation for training and development, motivation and enhanced accountability, it is crucial to explore the factors that enable and/or constrain effective implementation. People don’t get punished or fired. Today she is this way…moody. Learn about our remote access options, Policy Research Institute, Leeds Metropolitan University. These levels also enabled us to identify and understand how one level influenced management practices of the other. Green A. © 2020 BioMed Central Ltd unless otherwise stated. ‘Clock-watching and box-ticking’: British local authority planners, professionalism and performance targets. Siu-Ming Kwok, Dora M. Y. Tam, Challenges of Appraising Intangible Outcomes with Unclear Objectives: Performance Management Issues in Local Government in Ontario, Public Organization Review, 10.1007/s11115-010-0125-4, Consequently, this undermined the process: “The manager would be too scared to sit with the person and say ‘but I don’t think you are a 3'…because during the year they have not discussed your issues with you. Informed consent was obtained prior to any data collection and participants were given the opportunity to decline to be interviewed without prejudice. The implementation of The first (Cycle 1) is the activity planning and review i.e. Why am I having difficulty in implementing this? Archetype Theory and the Changing Professional Organization: A Critique and Alternative. PubMed  Lutwama GW, Roos JH, Dolamo BL. The South African Local Government Association (SALGA)’s presentation focussed on how the SALGA Centre for Leadership and Governance was going to work to meet capacity building targets and challenges. Briscoe DR, Claus M. Employee performance management: policies and practices in multinational enterprises. One manager said: “This whole group of people will on a continuous basis get fours and once you’ve given a four it’s very difficult to go back and say but now you should get a score of XYZ… because you’ve been doing things the same way”. Republic of South Africa; 2011. We all feel that way…and it is one of those things that are spoken about but it stays the same” (Middle level manager 13). This has largely been determined by history which also influenced the nature of management and leadership capacity in the current civil service. It also plays a supportive role to districts ensuring that systems are in place to maintain quality. Some noted that the performance of the facility reflected back to their line managers (the middle level managers) and therefore they received a similar score as they did. I don’t know… It’s a personality thing. CAS  2013;13:355. Harv Bus Rev. Moreover, it prioritized tertiary/ curative services rather than preventative ones [13]. However due to lack of clarity on administrative limits, functions at these two levels often overlap [12]. 2009;9(1):109–32. District A was selected because the researchers and the district managers have a history of collaborative engagement which has generated a variety of collaborative research and capacity development initiatives. From RDAs to LEPs: A New Localism? Often used interchangeably these terms require clarification. The Province was not included in the study design but senior managers provided insight of its influence. Stakeholder Engagement in Public Sector Agencies: Ascending the Rungs of the Accountability Ladder. The most pronounced issues are poverty and inequality in the distribution of resources and opportunities [36]. Local government districts are the centre of health service delivery focusing on primary health care (PHC) services. Findings from a survey on management in the South African health sector indicated the limited capacity of managers to lead in the health sector, hence the need for increased training in management skills [51]. Lancet. Aligning and Linking Communication with Organizational Goals. The facility managers were selected through convenience sampling as available research resources limited geographic coverage. volume 17, Article number: 141 (2018) 2006. CELEBRATING ADVERSITY: INTER‐ORGANIZATIONAL DEPENDENCE AND PUBLIC SECTOR PERFORMANCE REPORTING IN THE AUSTRALIAN FEDERAL POLICE. 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