The impact of a performance management system on service delivery in the city of Johannesburg Metropolitan Municipality

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.