Abstract:
Public entities, and regulators, such as the CIPC, are required to be most effective in their role of enabling role the economy. Performance management systems and related management practices are critical for such public entities’ effectiveness. A comparative case study of the CIPC two organisational units shed light into how management practices influence performance management systems effectiveness in a public entity. Data was collected using semi-structured interviewees and document analysis. The results showed no fundamental differences between the two organisational units. However, the study showed that rules and regulations which are characteristic of a public entity, more so for a regulator, may be important for the success of a resultsoriented culture in a public entity.
