Influence of organisational factors on the effectiveness of performance management systems in the public sector
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Date Uploaded:
27 November 2022
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Purpose – This study analyses the determinants of an effective performance management system (PMS) in the
public sector of Mauritius. It develops a theoretical model that has its roots in the resource-based theory and the
institutional theory.
Design/methodology/approach – The study uses a quantitative approach, making use of a structured
questionnaire to collect data from 158 public sector organisations. Both email and postal methods were used
for data collection. A hierarchical regression analysis is used to assess the effect of the organisational factors
on PMS effectiveness, while controlling for a number of organisational profile variables.
Findings – Results indicate that PMS is only moderately effective. Managers’ involvement, senior
management involvement and performance feedback are significant predictors of PMSs effectiveness.
Research limitations/implications – Findings of the study may have limited applicability to developed
and industrialised countries and even developing countries that have a different public sector culture to that of
Mauritius.
Practical implications – The findings demonstrate that the effectiveness of PMSs is strongly reliant on
the involvement of senior management. Accordingly, public sector managers should ensure that they are fully
committed and engaged in performance management tasks.
Originality/value – The study contributes to the limited research on the effectiveness of PMSs in developing
countries that have a different bureaucratic and performance culture to that of developed nations.
Keywords Human resource management, Effectiveness, Performance management, Public sector,
Management involvement, Organizational factors
Paper type Research paper
