Although public sector reforms have been embraced voluntarily in Botswana, no
attempt has been made by scholars and practioners to assess the effect of such
interventions and their relationship with the culture that shapes and influences
people’s behaviour within public organizations. The evaluation of programs and
policies formulated and implemented since the attainment of political independence
in September 1966 rarely makes reference to the manner in which organizational
culture affects the attainment of goals and objectives specified under such
interventions. Hence, this study sought to understand the relationship between public
sector reforms undertaken in Botswana, particularly Performance Management
System (PMS) and organizational culture as well as assess factors that support and
impede the implementation of PMS with a view to indicating how change is managed
within government departments.
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Four government departments in Botswana were studied using a case study
research methodology. The study findings indicate that the culture of public servants has
changed following the introduction of PMS. The majority of respondents stated that a
culture of planning and accountability for one’s performance and actions is getting
entrenched. This is because PMS makes it mandatory for officers to plan and do their
work in a systematic and organized manner through preparation and execution of
Performance Development Plans as well as upholding departmental values as reflected in
the vision and mission statements.
On the negative side, the study findings indicate that a top-down approach was
adopted at the planning stage thus resulting in lack of ownership of the reform. This
problem is compounded by the exclusion of Industrial class employees, failure to provide
promised incentives and inadequate understanding of PMS concepts and tools by some of
the officers tasked with the responsibility of driving it.