Identification of the factors that influence the performance of extension management systems in Kweneng and Southern districts of Botswana

Abstract

The study identified the factors responsible for the success and failure of extension performance management systems in extension service delivery in the Southern and Kweneng Districts of Botswana. Performance management is a notion of human resources that entails systematic planning of an organisation in order to guide and drive the employees to meet the organisational goals. In 1999, the Government of Botswana implemented a performance management system as a public service reform tool for all the ministries, with the aim to improve and monitor performance. The tool is such that the employees’ objectives are aligned with the goals of the ministry, which are derived from the National Development Plan. Despite the use of the performance management system, poor agricultural extension service delivery has contributed to the overall poor performance of the agricultural sector in the country. Much research has been conducted on how to improve extension service delivery, except for the evaluation of the performance management system in extension services. This gap in the literature created a need for this research. The aim of the study was to analyse the factors that influence the extension performance management system on extension service delivery. The objectives of the study were: 1) to explore the perceptions of the agricultural extension personnel regarding the implementation of the extension performance management system; 2) to determine how the extension performance management system influences extension service delivery; and 3) to identify the methodology utilised to implement the extension performance management system. Two data collection tools were employed to answer the research questions drawn from the specific objectives. Firstly, the strategic and planning officers of the permanent secretary of the ministry and the performance improvement coordinators of the departments were interviewed one on one. Secondly, two sets of structured questionnaires with some open-ended questions were administered to 97 randomly selected extension officers for the Departments of Animal Production, Crop Production, Veterinary Services, and Agricultural Business and Promotion, respectively. The second set of questionnaires was administered to the district heads of departments and supervisors of extension officers in the sub-districts. The data was analysed with the Statistical Package for the Social Sciences and the results were presented in tables and graphs. The results revealed numerous factors that lead to the failure of the performance management system in extension service delivery. The extension officers were unsatisfied with the use of the performance management system as they received poor support from the ministry, especially in the availing of the necessary resources to help them drive the system and fulfil their objectives. According to the results, 85.7% of the sub-district supervisors of the extension officers indicated that lack of transport was the most pressing problem that restricted them from achieving the ministry’s goals. This was supported by extension officers from three departments; 52.2% from the Department of Animal Production; 82.1% from the Department of Crop Production; and 75% from the Department of Veterinary Services. Additionally, the results showed that the steps of implementing the performance management system were not followed accordingly; hence, it does not serve its purpose in the ministry. The extension officers opined that the current performance management system is not an effective communication tool. Overall, 51.6% disagreed that the performance management system provides useful feedback; 76.3% agreed that it does not recognise hard work; and 71.9% suggested that the current performance management system needed to be changed. Furthermore, 70% of the extension officers pointed out that the assessments of their performance through the current performance management system are inconsistent, unfair, and biased; hence, the rewards and recognition that they receive is unfair. An element that is disadvantageous in the use of the performance management tool in the extension sector is the bureaucratic system that complicates the administration of the system, hence its failure. The poor operational ministry structure also makes the cascading of objectives from the supervisors to subordinates difficult and confusing. Most of the extension officers (80.4%) confirmed that farmers are never consulted in drawing objectives at the beginning of the year and almost half (49.5%) opined that unfelt needs are not considered when planning the extension activities of the year. Additionally, 58.7% disagreed that the performance management system assists them in meeting the farmers’ needs. Because of poor support system, poor leadership, inadequate resources, the top-down approach, and lack of transparency in the implementation of the performance management system, it is recommended that the Government restructure the ministry and utilise participatory approaches in implementing the system. It will make it compatible with the demand-driven methods recommended for improving extension service delivery. This could be supplemented by decentralising the Ministry of Agriculture.