Analysing Perceptions Of Employees On The Implementation Of The Performance Management System: A Case Study Of The Directorate Of Sport In The Ministry Of Sport, Youth And National Service

ABSTRACT

In an effort to improve performance, the government of Namibia has identified Performance Management System (PMS) as a vehicle towards achieving national goals and objectives. However, the implementation of PMS seems to be ungainly, with not much to be shown. To this extent it is important to analyse the implementer’s perceptions (employees) on the implementation of the performance management system. Therefore, the aim of this study is to analyse employee’s perceptions regarding the implementation of the Performance Management System (PMS), and to establish whether the employees and managers understand the objectives of the PMS. It also seeks and recommends possible solutions to the managerial and employees in the Directorate of Sport.

Mixed method research design, comprising of both qualitative and quantitative methods was used. Structured questionnaires that consisted of a Likert scale and open ended interviews were the most appropriate tools used to collect data in order to gain more understanding on the research participant’s perspective of PMS in terms of their perceptions and understanding.

The population of the study was 95 employees and the sample size was 20 within the Directorate of Sport under the Ministry of Sport, Youth and National Service. It consisted of Directors, Deputy Directors, Chief Sport Officers, Senior Sport Officers and Sport Officers from the Directorate of Sport. Out of the stated sample size, only 19 respondents participated in this study. Sixteen (16) respondents were randomly selected, and 3 were purposively selected for interviews. The data collected from the questionnaires was analysed using tables, graphs, and charts. This data was also interpreted in summary form, while the data from the conducted interviews was transcribed.

This study reveals that the employees perceive that PMS can improve performance in the Directorate of Sport, and they also show a good understanding of PMS objectives. However, they feel that the implementation of PMS in the Directorate of Sport has failed and is ineffective, because it is not adapted to the current available setting and environment of sport. Additionally, the lack of prioritisation of planned activities makes financial resources, and the application of PMS to the directorate of sport and its implementation difficult as it puts strain on the limited resources. This finding is reflected by the main challenges of the limited budget. This thesis recommends that a manager-employee relationship should be created to improve employee-manager relationship and communication on clear alignment of implementing the strategic plan, annual plan and performance agreements. This should be done in order to create and sustain a performance-orientated culture, which will enhance employees’ commitment and dedication towards the achievement of the Directorate of Sport objectives and goals as aligned to the National Development Plan five (NDP 5).