An evaluation of the performance management system at state-owned institutions of higher learning in Zimbabwe: The case of Harare polytechnic.

Abstract

This study evaluated the performance management system (PMS) of Harare Polytechnic, a state owned institution of higher learning. The study sought to evaluate (assess effectiveness and efficiency) of the PMS at Harare Polytechnic. Thus, it focused on how the PMS was influencing HRM decisions such as the professional development of lecturers, promotion, salary increment and the grading system, the degree of absorption of the PMS by the lecturers, the degree of involvement of the lecturers and how wholesome the PMS was in helping to accurately measure, monitor and enhance the performance of the lecturing staff. The study was underpinned and informed by the concept of new public management (NPM) and the goal theory developed by Edwin Locke. The researcher employed a case study design, triangulating the qualitative and quantitative methods. Data were collected using two sets of questionnaires: one for LICs, HODs and HODivs responsible for implementing the PMS and the other for the lecturers and top management was interviewed. The study found out that the PMS was not yielding the desired results due to the interplay of factors such as low absorption of the system by appraisers and appraisees, wrong conception and implementation of the system, failure to allow the results of the system to influence other HR functions and inadequate management support. The study recommended the adoption of professional development programmes in order to increase the absorption of the PMS by the users, improvement of communication within the institution and ensuring that there is a link between promotion, incentives and the results of performance management results. It was also recommended that the lecturers, as key stakeholders should be involved in the entire process and that assessment of performance should focus on both the qualitative and quantitative aspects of the lecturing job. Going forward, the researcher recommended more researches focusing on the interaction of performance management and knowledge management.