Performance management in the public service of Lesotho has been in practice since
1969, albeit in a different form from the one being applied at present. The previous
system of performance management was dubbed as a closed system. Confidential
reports, completed by managers/supervisors were used to report on subordinates’
conduct, performance and promotion eligibility. The assessment outcomes were
captured in confidential reports, which represented the sole opinion of supervisors.
Although the new Performance Management System (PMS) aims at the achievement
of objectives such as the participation of employees in the planning of work, the
promotion of harmonious supervisor-subordinate relations, objective appraisals
and the improvement of skills, the quest for public accountability does not appear
to be an area of concern. The empirical research that was conducted for purposes
of this study revealed the shortcomings in respect to the relationship between
performance management and accountability in the application of the current PMS
that need to be addressed by the Government of Lesotho.