Integrating organisational and individual performance management systems for improved foster care service delivery

Abstract

Despite efforts by the South African government to manage public sector performance, the Department of Social Development (DSD) is facing lawsuits for failing to provide public value to the foster care placement beneficiaries. This article examines the integration of organisational and individual performance management systems to enhance foster care service delivery in Waterberg District, Limpopo Province, South Africa. A parallel convergent mixed-method research design was adopted, and drew on the principal component analysis (PCA) and thematic analysis to analyse the impact of integrating organisational and individual performance management systems amongst social workers. The PCA findings accentuate the significant role of strategic human resources management, work experience and performance management delivery systems. Furthermore, performance targets as critical elements to enhance effective foster care service delivery in South Africa is highlighted. In complementing the PCA findings, the thematic analysis attributed the failure to manage and address the challenges associated with the backlog in foster care by the DSD as a consequence of misalignment between strategic intent, workforce and internal integration between different programmes at the operational level, in particular between social work and community development programmes. Peer review procedures should be designed to enhance the effectiveness of the performance management deployment system. Consequently, strategic human resource management practices should correspond with the department's resources and needs to enhance performance and service quality.