Employee Perceptions of Leadership and Performance Management in the Botswana Public Service

By Hope, Kempe Ronald, Sr. | Public Personnel Management, Winter 2002 | Go to article overview

Employee Perceptions of Leadership and Performance Management in the Botswana Public Service


Hope, Kempe Ronald, Sr., Public Personnel Management


During the past three decades, Botswana has acquired a reputation for sound development management and good governance. That reputation has been derived primarily from the behavior and performance of the country's public servants. Some analysts have argued, for example, that the positive performance of the public service in Botswana, compared to other African countries, is the direct result of the fact that the public sector is mostly staffed by competent men and women motivated to fulfill their duties honestly and effectively. (1)

Moreover, the country's public affairs have been managed in a transparent manner by a public service that can be regarded as being apolitical, and one where public servants are held accountable. Public servants in Botswana play an important role as partners in the management of the public sector and national affairs. It is the bureaucracy and not the political leadership, contrary to conventional thinking, that has been the dominant factor in the country's policy-making and implementation. (2) The most recent data (2000) indicate that there are 121,035 employees in the Botswana public sector with a distribution of 85,690 (71 percent) working for the central government; 18,847 (15 percent) working for local government; and 16,498 (14 percent) employed by parastatals. (3)

Consistent with the record and reputation of the public service, compared to other African countries, Botswana has also been able to react rapidly to any real or perceived deficiencies in the management of its development policy so as to maintain the necessary administrative capacity for economic development and progress. (4) This article discusses and analyzes employee perceptions of leadership and performance management in the Botswana public service in light of the foregoing discussion on the nature and functioning of the country's public servants. It is based on a sample survey of, and focus group discussions with, employees in two major central government institutions that were conducted in 1999. For technical and other practical reasons, these two institutions will not be identified here. They will, instead, be referred to as Institution A and Institution B. They were chosen for their separate and distinct public reputations. Institution A tends to be highly regarded as an efficient government agency while Institution B is seen as under-performing.

Methodology

The methods used to collect the opinions of the employees were a questionnaire and focus group discussions. A total of 110 questionnaires were administered to junior management and general staff members of the two institutions, comprising 8 percent of the total number of employees in these institutions. The questionnaire was a fairly comprehensive and detailed instrument covering the various areas indicated in the next section.

Focus group discussions immediately followed the completion of the questionnaire. These were designed to supplement the rich information contained in the questionnaire responses. These focus group discussions developed into lively and very frank discussions about a range of relevant issues, and provided impactful insights into the views of the public servants regarding leadership and performance management. They also offered a thorough impression of the organizational culture of the two institutions.

Findings and Discussion

Leadership and Organizational Planning

Employee perceptions about leadership and organizational planning revealed a mixed bag across the two institutions. In Institution A, the quality of leadership and organizational planning was rated very high. This institution has demonstrated its recognition of the need for change and re-engineering by commissioning external reviews of its operations and recommendations for improving performance and efficiency Furthermore, it has been engaged in some degree of strategic planning and has been attempting to link its strategic planning activities to its operational policies at all levels of the organization. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Employee Perceptions of Leadership and Performance Management in the Botswana Public Service
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.