Abstract:
The article is based on a study conducted to investigate the implementation of a
performance management system at the City of Johannesburg. The study uses the
hypothesis that a well-designed performance management system with well-thoughtout
practices and procedures can improve the delivery of services in the City of
Johannesburg. In order to validate the hypothesis, empirically based questionnaires
on the performance management system and service delivery were utilised. Frequency
analysis, which lends itself to correlation analysis, of employees’ responses and residents’
responses was conducted using the Pearson correlation. The findings of the study reveal
that managers and subordinates set objectives jointly. However, they are not participants
in the evaluation of the municipality’s performance. The research indicated that the key
performance areas lacked uniformity, and therefore, created silos in the municipality. The
key performance indicators were developed without the involvement of the communities
or employees, especially at the lower level of management. The training provided does not
capacitate employees to work effectively with the balanced scorecard. The performance
management system at the City of Johannesburg is not service oriented, therefore, it is
suggested that a model referred to as a convergent model of service delivery-oriented
performance management system be used. The aim of the creation of the convergent
model could ensure that the performance management system serves as a significant
measuring tool and is geared towards the effective delivery of services at all times.
