University of Pretoria Moselene AR du-Plessis Knowledge: Barrier to the Effective Implementation of the Performance Management and Development System (PMDS) in Selected Primary Health Care Clinics in Gauteng.
Introduction and Background Methodology used to manage human performance in the public service did not drive human performance, nor did it improve the quality of service public citizens is entitled to. Prior to 1994 the SA health system was built on an apartheid ideology, characterised by racial and geographic disparities. 14 Departments of Health, each with its own objectives, and no deliberate focus on providing quality health care to all South Africans (Tshabalala-Msimang 2004:1). Automatic rank promotion and increment, memory and incident. .
Background A policy vacuum existed between 1994 and 2003; The old policy of automatic notch increment was phased out by the new administration. No policy was, however, introduced to replace the old policy directive(Paile 2012:3) . Service delivery imperatives and the quest for improved performance has led to policy formulation of a new unified PMDSin the national and provincial spheres of government by April 2001 (Mogaladi 2003:81). DPSA developed broad guidelines and statutory framework that served as a national guide to provincial departments in developing and ultimately implementing their own PMDS (du Toit et al. 2002:194).
Background The incentive policy framework was adopted in 2003 followed by the PMDS. The Public Service Regulations, 2001 state that employees who perform at satisfactory levels should be rewarded. The reward should be in the form of pay progression, which is equal to a 1% notch increment. The aim and objectives of these policies was ensuring that pay progression /notch increment, was directly linked to employee job performance in compliance with the Public Service Regulations, 2001. Those who perform more than satisfactory should be rewarded with incentives such as cash bonuses to the maximum of 18% of their annual notch, plus pay progression (Department of Public Service and Administration 2003:6). The PMDS has emerged as a key fundamental and comprehensive tool for developing and managing employees in the public health sector. (Sangweni 2003:20).
Background PMDS: Is an authoritative framework for managing employee performance, which includes the policy framework as well as the framework relating to all elements in the performance cycle, including performance planning and agreement; performance monitoring, review, feedback and assessment (Bacal 1999:3). Seeks to transform the public service from bureaucracy to a result-driven organisation, delivering on the South African government's social contract with the people. The overall purpose of the PMDS is therefore to collect accurate data and provide information on how well employees have performed during the 12-month period of the PMDS cycle. Solomon (2003:36) suggests that, to get successful results from the PMDS, there must be sound strategies in place that drive the individual work performance of personnel in an organisation.
Background The starting point in a PMDS is a clear definition of the org mission, aims and values, which gives the PMDS a strong strategic focus. The PMDS has a vital role to play in ensuring that human resource strategies support the directions of the institution, by providing a basis for assessing and improving individual and institutional performance against predefined strategies and objectives.
Background Getting successful results from the PMDS necessitates the person responsible for the implementation, to obtain accurate information. If this does not happen, planning and future performance will be compromised, with a direct influence on the quality of care.
Research problem (What is the gap) Despite having – for more than a decade an established system, professional nurses still experience the PMDS as non-beneficial, confusing and not driving performance.
Research objectives To explore and describe the knowledge of professional nurses have about the PMDS. To explore and describe current practices of professional nurses concerning the PMDS process to follow during the 12 month cycle .
Research method Quantitative, non-experimental and descriptive survey by means of a questionnaire was used to gather data. Population and sampling Professional nurses(n=60) working at the two selected PHC clinics within the Tshwane district. A criterion based sampling method was used to select participants. focused on individuals who were using the PMDS, professional nurses who were directly involved in the managing of the performance of employees at the selected clinics.
Pilot study Three (3) professional nurses from each clinic, a total of six (6). The results of the pilot study were not included in the final study. Data collection Self administered questionnaire The closed-ended questions allowed the participants to choose the relevant answer. The open-ended questions were not based on predetermined answers, therefore it was required from all participants to complete a sentence where warranted. 56 questionnaire distributed, 37 returned = 72% response rate.
Data analysis The data was quantitatively analysed with the Statistical Analysis System (SAS) version 8.2 software program. Tables and graphs were used to explain the distribution, variety and trends in response to the sample as a whole.
Ethical considerations Written consent from participants. Permission to conduct the research relevant authorities. No identifying personal information was used in any part of the research. Participants in the study remained anonymous. The anonymity of the PHC clinics was protected, as the same sealed box was used to collect all the completed questionnaires from both clinics.
Discussion of results: Section A: Demographic profile of participants As nursing is a female dominated profession, the findings confirmed this as 37 (95%) were female participants, 2 (5%) were males. Ages of participants.
Participants years of experience 80% 69% 70% 60% 50% 40% 30% 21% 20% 10% 10% 0% 1–9 years 10–19 years 20+ years
(69%) participants have been working in PHC for less than ten years. The length of time participants had spent in this type of service, could have contributed to aligning all efforts towards achieving goals. It is the extent to which the PHC goals are achieved that is determined by the PMDS.
Professional qualifications Nearly half followed the general nurse route, followed by additional courses. It is unusual to find an intensive care trained nurse in a primary health care facility, especially with the occupational skills dispensation (OSD). It is, however, possible that this person was one of the older participants who did not want to work in such a stressful area. The number of participants with post-basic qualifications was limited, so it could be that their broader exposure to developmental opportunities was limited. :
Workshop attendance
Workshop attendance The participants were also requested to indicate whether they had ever, at any time previously, attended a workshop on the PMDS in their particular clinic. The low PMDS workshop attendance rate (45%) could have contributed to the original problem, namely that the professional nurses felt that the PMDS was confusing and non-beneficial and that it did not drive performance.
Section B: Knowledge of the participants regarding the PMDS Knowledge can be differentiated from information or data. • Information and data explain what happened and what exists whereas knowledge enlightens one as to what works, what matters, what we should trust, where things went wrong and how one can fix them. • Tools of information technology provide us with the data, knowledge is needed to understand and apply those basic facts to changing situations. • Only knowledge can bring data and information to the next level by showing one how to take what has been learnt, and put it to use.
Performance planning and agreement Performance planning and agreement comprise the basis of performance management at individual level. Before the employees sign a performance agreement (PA), they should have clarity about what should happen when. The majority of participants (62%) lacked knowledge pertaining to the date for signing a PA.
With regard to identifying the most important aspect of the PMDS process, participants (67%) lacked knowledge thereof. Participants (72%) had no idea about the first step in the performance cycle. This lack of knowledge could result in employees not having clarity about which goals they are expected to achieve.
Performance work plan If an employee signs a PA without having a work plan, it will be impossible to manage and develop the employee during the performance cycle. The KPAs and the GAFs are contained within each employee’s work plan, and are used as criteria for measuring his or her work performance in terms of output and observable behavioural change. (77%) of the participants had adequate knowledge of what the KPAs indicated to the employee, The positive results item creates the impression that the participants were knowledgeable about the role of the KPAs.
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