1.Pms Overview

8/3/2019 1.Pms Overview

1/24

1

PMS OVERVIEW


2/24

2

Introduction

PMS - a change & quality managementprocess that facilitates comprehensivemanagement of performance at all levels inthe organisation

involves coming up with a vision, mission &value statements to guide the organisation this is followed by development of strategic

plans and annual performance plans

also involves setting of target outputs andagreements between supervisor &supervisee


3/24

3

this is further followed by regular progress

reviews for supervisors to know areas ofproblems and take timeous action. PMS Objectives include:

to improve individual & organisational

performance in a systematic & sustainable way; to provide a planning & change mgmt

framework that is linked to budgeting & fundingprocess;

to inculcate a culture of performance &accountability to manage at higher levels ofproductivity so as to provide efficient servicedelivery.


4/24

4

WHY PMS

successive NDPs have beendeveloped, with full funding, but someprojects still failed to be implemented(there were no firm commitments as to

when each project would start & end). such projects would then be carried

over to the following developmentplans poor service delivery

a no of reforms thus were introducedto improve this situation


5/24

5

examples include: training & localisation: placing jobs in the

hands of Batswana without compromisingefficiency

job evaluation:- to ensure thatremuneration was commensurate with jobresponsibility

O&M: to facilitate establishment of clear goals & objectives by organisations;

also parallel progression, WITS; financial &manpower ceilings


6/24

6

achievements made were not without

problems, which eventually made thepublic service inefficient

public service has been perceived as

being insensitive to public demands,non-performing, lacking accountability& discipline.

more specifically:


7/24

7

- there is a perceived general waste of

resources & efficiency in managing theseresources. poor planning & managementof funds have repeatedly resulted in noncompletion of key projects; additional

funds for some projects etc.- Batswana generally not involved indecision making processes, particularlywith regard to their demands &

aspirations (public service often viewed asbeing insensitive to what really matters tothe public in terms of services provided


8/24

8

NDPs often have little or no operationalplans at ministry level to ensure delivery

there is general lack of confidence on the publicservice by the nation compounded by unendingpublic disquiet about Govt. as an inefficient &ineffective service provider (taxpayers feel they arenot getting their taxes worth)

winds of change sweeping across the worldcompel countries nations to be come morecompetitive if they are to survive & sustainthemselves (often with limited choices &resources)


9/24

9

between 1994-1997, govt conductedinvestigations into determining steps to takein response to the accusations of insensitivity

study recommended that if productivity ofthe public service was to be restored, acompletely modern system be adopted to

improve existing public service way ofmanagement. recommendations included, among others,

introduction of 3 reforms, being:decentralisation, computerisation ofpersonnel management systems andperformance management system

these were approved by government.


10/24

10

the first 2 were essential for the success of

the third recommendation (PMS) for PMSto be successfully implemented, ministrieshad to be sufficiently empowered first.

while earlier reforms were fragmented &one -shot (dealing with specific aspects &problems bedevilling organisations asopposed to addressing all areas) , PMSoffers a holistic framework that facilitatesemployment & integration of some of thesereforms, e.g WITS


11/24

11

PMS enhances focus & direction on

organisations priority areas (developmentof clear goals & objectives, linked to thebudget through APPs)

promotes new focus & emphasis on

performance & results, enhanced qualityservice delivery & customer satisfaction. facilitates development & achievement of

set & agreed goals at organisational &

individual levels, development & effectiveuse of measures, as well as making officers &ministries accountable for their results


12/24

12

introduction of PMS does not disruptpresent management structures, butbuilds on them (it equips thesemanagers with more disciplined tools

to manage & enhance performancein their organisations).

system is designed to be a permanent

process in the public service, & will beenhanced by self-sustaining & self-reinforcing characteristics built into it.


13/24

13

IMPLICATIONS FOR THE PMS it is able to integrate other performance

improvement initiatives like re-engineering,restructuring, performance related paysystem, WITS etc.

WITS facilitates problem solving through theuse of specially trained teams, & the teamsnormally have the authority to determinehow they handle & solve each problem (i.eWITS are problem solving tools employed byorganisations to deal with various problems& make worthwhile recommendations tomanagement


14/24

14

PMS, on the other hand, facilitates

development of strategic goals andobjectives for the organisation. It is fromthese strategies that organisations will oftenidentify problems which, if not resolved, will

result in non-achievement of intended goals& objectives. A greater obligation istherefore created for such problems to beresolved, & I this way, the role of WITSbecomes more of a necessity than anoption.


15/24

15

use of WITS to solve problems hasproved cheaper than theengagement of consultants. It has alsobeen a motivation factor for employees as they can see their owncontribution in progressing theorganisation.

PMS also facilitates & encourages

team effort at levels in achievement ofgoals & objectives within theorganisation


16/24

16

It is necessary therefore that more public

officers at various levels be provided withskills on team building & management,problem solving techniques, innovation &continuous improvement. WITS will thus playa key role in providing such skills to empower officers to continually solve their ownproblems as well as assist others.

All employees should become changeagents through ownership & continuous useof PMS.


17/24

17

BENEFITS OF THE PMS

A well implemented PMS process shouldbenefit the organisation, its managers &employees. Organisation is able to grow & satisfy both

customers & shareholders. Management directs & manages the

organisation higher levels of higher efficiency,characterised by performance management &

sustenance skills & values. Employees develop a sense of belonging &attachment since they view themselves as anintegral part of the organisation


18/24

18

WHATS IN IT FOR: The Customer / Batswana:

provided with services they need, & not whatministries perceive as their needs. This willtranslate into customer satisfaction asorganisations will be providing services to fulfill

their aspiration Customer will be key player in the planningprocess (regular feedback & interactionsbetween ministries & their customers will facilitatetransparent & honest environment in whichBatswana would have the opportunity to critic aswell as help improve operations of the publicservice


19/24

19

Value for money is ensured in that the

customers will ascertain the public servicedelivers on key result areas as containedin the strategic plans.

Customers will be able to objectivelyassess the timeliness, cost effectiveness &quality of service rendered byorganisations. Furthermore, Batswana will

ensure that the public service takes fullaccountability for service delivery


20/24

20

The Organisation:

The organisation will develop & havecomprehensive vision & mission statements, clear strategic plans with achievable goals &objectives, key performance & results areas, set

standards & objective strategic measures (clear program of action, with all necessarycomponents such as resources, training etc)

Every budget or funding requirement by theorganisation will be directly related to & supportthe strategic obligations of the organisation(efficient use of resources)


21/24

21

The employee:

A shared vision, strategies, goals &objectives of the organisation Clearly defined set of performance

standards & strategic measures will guide

officers, units, divisions etc on keyperformance areas & how they willmeasure their efforts

Quarterly performance reviews between

supervisors & supervisees will be acomponent of an objective appraisal for individual employees


22/24

22

No surprises at the end of every appraisal

period, since individuals will also be able toassess their performance prior to suchreviews (strengthened by the PBRS)

Individuals at various levels learn new skills &

techniques to perform their obligationseffectively & produce expected results Managers & supervisors require new skills &

styles of management to effectively lead the

change process All employees require innovation & team worktools to collectively achieve their objectives


23/24

23

Botswana

There is greater focus & commitment bythe public service on the delivery ofnecessary services & other obligationswith improved efficiency

Public service optimally uses the scarceresources at its disposal to further theaspirations of govt. & Batswana (prudentuse of resources will facilitate execution of

other priority national projects Greater public service efficiency leads torealisation of Vision 2016


24/24

24

Greater efficiency will also make the

country more competitive globally, withregard to provision of quality products &services, & in its efforts to attract foreigninvestment.

Documents

1.Pms Overview