Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.
This paper assessed the operational efficiency as well as the use of valuable resources and strategic capabilities within the rail transport industry/sector in Namibia, with specific reference to TransNamib Holdings Limited. This paper also focuses on the long-term direction of the rail transport sector as well as the causes of poor performance in the sector. The researchers analysed the questionnaires using descriptive statistics. The researchers explored and presented the individual variables to show specific values, highest and lowest values, trends, propositions and distribution values. The major findings from the data collected revealed that available resources and strategic capabilities are effectively utilized to optimize operational efficiency and that the top management does not pay much attention to development of strategic capabilities, customer value, new strategies, corporate governance, risk management, communication, benchmarking, knowledge management etc. It is also evident from that findings that the main causes of poor performance are the lack of strategic direction and long-term objectives, decline in volumes transported, lack of new technologies to create value, lack of funding or financial assistance from the shareholders, lack of performance agreements and measures as well as the aging and poor rail transport infrastructure. It is recommendable that TransNamib Holdings Limited develop strategies to turn around the current situation to transform the company into self-sustaining and profitable organization. The rail transport sector needs restructuring to streamline the business operations, with more focus on core business, secure funding, enhanced customer services, enhance value proposition for road-to-rail strategy, and enhancing stakeholder and shareholder relations.
This paper articulates the implementation of new Public Procurement Act (No.15, 2015) in the Local Authorities (municipalities) in Namibia. This paper explores the concept of implementation with specific focus on how the decisions and plans based on the new procurement process were executed in practice within the Local Authorities in Namibia. Quantitative questionnaires were used and the numerical data obtained was analysed and presented in the form of numbers and statistics. The major findings of this paper show that the implementation process was not successful as the municipalities and its employees were not ready for the implementation of the new Public Procurement Act (No.15, 2015). The need for proper planning prior implementation was emphasized. It was found that key factors such as leadership and management aspects, communication, training of employees should be considered before implementation. This research adds great value as it addresses the need for a proper communication of the new system and leadership development to drive and manage the implementation process. The research also contributes to the body of existing knowledge as it alludes to people, as the most intangible components of readiness and when they are not ready, the results of implementation would be negative. Recommendations were made as outcomes of conclusions drawn from the data gathered during the research and are considered to have potential for improved and successful implementation of the new Public Procurement Act within the municipalities in Namibia.
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