Barriers to Effective Performance Management in Zambia’s Public Sector
DOI:
https://doi.org/10.54536/ajahs.v5i1.6881Keywords:
Human Resources Management, Performance Management Systems, Strategic Plan, ZambiaAbstract
This study explores the disablers in the Management System in Zambia’s public service. Employing a qualitative research methodology with a case study design, the study comprised 60 purposively selected Zambia public service workers as participants. Semi-structured interviews were used to generate evidence. The findings reveal that the implementation of the Performance Management System (PMS) is hindered by several disablers, including low feedback rates, lack of top management commitment, inadequate funding, time constraints, ineffective leadership, frequent leadership changes, mistrust, unfairness in performance management, lack of rewards and effective reward systems, inadequate training, poor coordination, ineffective supervision, and cultural beliefs. To improve public service performance, it is essential to combine available resources and competencies to overcome these disablers, consistent with the Resource-Based View theory. Managers of public service must recognize the importance of understanding and applying this theory to mobilize and deploy resources effectively, ensuring the appropriate implementation of performance management practices.
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Copyright (c) 2026 Maxwell Phiri, Anthony Phiri, Wezi Nyirenda, Enos Phiri
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