The Effect of Performance Management Systems on Productivity in Botswana: A Case Study of Gaborone City Council Within Botswana’s Local Government

Botswana’s Government introduced a Performance Management System in the public sector so as to be in a position to effectively monitor, review, evaluate, develop acknowledge and reward good performance for public servants. However, it has transpired over the years that productivity within the public service is still not up to expected standards. This study explored the influence of the performance management system on organizational productivity with a particular focus on Gaborone city council within the local government of Botswana. An inquiry on the repercussions of the performance management system on organizational productivity at Gaborone City Council was conducted. Concurrent mixed research design was employed in the study so as to enhance the credibility of the research findings. Both the qualitative and quantitative research methods were applied simultaneously. Total sampling technique was employed in the study. Interviews and questionnaires were administered to the entirety of Gaborone city council management. The collected data was analyzed using SPSS Version 25.0 for the quantitative data and thematic analysis for the qualitative data. Possible causes or factors associated with poor productivity at Gaborone City Council were identified. This included low motivational level of employees, lack of funds, lack of vital skills to carryout duties, lack of managerial support, unattended welfare issues, lack of resources, inadequate departmental meeting and lack of collaboration between Head of departments. The effects or associated outcomes of poor productivity within Gaborone City Council were also determined. Such outcomes included: disgruntled community, set targets not met, need for rework, corruption, tarnishing of organization’s image and the organization incurs extra costs. The study also determined the extent to which the performance management system used in the council affects organizational productivity. It was found that as far as the performance management system of G. C.C.is concerned there is no form of adequate coaching and mentoring to improve organizational productivity, no training and development programs in place, no adequate performance tracking, employees are not fully aware of what is expected from them and that there is resistance to change brought by PMD.The study also suggested possible ways of improving the performance management system in G.C.C. Some of the suggested solutions include building trust between supervisor and supervisee, encourage collaboration, regular performance reviews and feedback, need for strategic alignment, further training on performance management system or performance management and development, regular meetings to address critical performance related matters. Findings and conclusions drawn from the study have contributed to the body of knowledge and will not only benefit G.C,C. but also other councils within the Ministry of Local Government and Rural Development since they all operate under the same performance management system.