BARRIERS AND OBSTACLES OF PMS IMPLEMENTATION IN THE PUBLIC SECTOR, MAURITIUS: A PILOT STUDY

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1 IJM, Vol. 3, Issue 2 (July, 2016) e-issn: p-issn: X BARRIERS AND OBSTACLES OF PMS IMPLEMENTATION IN THE PUBLIC SECTOR, MAURITIUS: A PILOT STUDY Hoowuntee Sepaul University of Technology, Mauritius sepaulhoowuntee@gmail.com Abstract Performance management might be considered as a tool for governments to be accountable and transparent to the public, and it provides the capability for improvement and learning. The system encompasses employee training and development, team dynamics and organizational restructuring. As such, a PMS is complex because it involves employees, supervisors and strategic managerial personnel. If too many factors hinder the effectiveness of a performance appraisal, negative effects may arise. Henceforth, this study investigates the barriers and obstacles of PMS implementation as perceived by the employees of the District council of Riviere du Rempart, Mauritius. The overall findings of this pilot survey study revealed that even though the majority of the employees were of opinion that PMS implementation would entail barriers and obstacles, the majority were also of opinion that same could be overcome through varying means. Keywords: PMS, appraisal, employees. 1. Introduction The impetus for introducing the PMS in the Local Government saw light from the vision of improving the traditional appraisal process that would henceforth raise the quality of performance and services provided. Performance Management refers to a cycle of managerial activities that includes planning (setting objectives), measuring results, and using these measurements to reflect on the accomplishment of objectives, explore performance problems or opportunities and make changes to improve both operational and strategic outcomes. Performance measures therefore contribute to Performance Management. Performance management system, while often sound in theory, are difficult to implement with any degree of real impact within the public sector environment. Amongst the various factors that might hinder a performance management system, it is important to know the employees opinion related to the barriers and obstacles. Hence this study which is an attempt to bring forward the challenges associated with PMS implementation as perceived by the employees. International Journal of Management 10

2 2. Methodology 2.1 Research Design & Research questions A quantitative approach has been adopted for this study, whereby, a descriptive research design was employed. The choice of the latter was based on the fact that it involved collection of quantitative data through conducting a survey at the District Council of Riviere Du Rempart. It would therefore serve the purpose of making predictions and behavior analysis of the respondents with respect to the survey. The drop-off survey technique was used for data collection whereby the survey forms were hand delivered to the respondents. An adequate time limit was allocated to the respondents before the survey forms were picked up. The research objectives that have been set for the purpose of this study was the investigation of the barriers and obstacles associated in the implementation of PMS as perceived by the staff. The research question analysed was: What are the barriers and obstacles associated with the implementation of PMS as perceived by the employees? 2.2 Population and sample Target Population The 170 officers of technical and administrative cadre, irrespective of gender, age groups and different job position levels, posted at the District Council of Riviere Du Rempart were considered as target population. The officers participating in the survey included those who are at the level of both appraisers and appraisees. Sampling Method The stratified random sampling technique was adopted, which ensured that each segment of the population bearing different grades of officers in the professional and technical cadre has been appropriately represented. Sample Size The sample size for a different combination of levels of precision, confidence level (95%), and variability was calculated in order to determine the sample size to be used in the study. The level of precision also called as the sampling error, is the range in which the true value of the population is estimated to be, which is expressed in percentage points, (e.g., ±5 percent). A proportion of 0.5 gives an indication of the maximum variability in a population. The Solvin s formula, as described below, was used to calculate the sample size. Where n is the sample size, N is the population size e is the level of precision Therefore, N= International Journal of Management 11

3 e= 5 % n = 170 = (0.05) 2 Hence the sample size found acceptable for this study was Results and Discussion 3.1 Barriers and Obstacles of PMS implementation As per the figure below, 43.64% of the respondents, comprising of the majority, believed that the implementation of PMS at the district council will be subjected to barriers and obstacles, 39.09% were not sure while the remaining % considered that there were no barriers and obstacles associated with PMS implementation. PMS implementation can be considered as a tool which will bring about changes in the system. Employee resistance towards change is a known topic. However, this cannot be considered as the only factor subjective to the barriers and obstacles that implementing a PMS brings. Though, the opinion of employees towards the system is important. Since, the majority of the employees perceive that PMS implementation might be subjected to barriers and obstacles, it is important to consider same to make the transition to PMS smooth. Figure 1: Barriers and obstacles of PMS implementation as perceived by respondents. 3.2 Overcoming Barriers and obstacles of PMS 70 % of the respondents believed that it was possible to overcome the barriers and obstacles associated with PMS implementation at the District Council while the remaining 30% answered in a negative way. Even though the majority of the employees perceive that PMS implementation will be International Journal of Management 12

4 subjected to barriers and obstacles, the majority also considered that same can be overcome. Henceforth, this finding brings forward the fact that employees might bring about their contribution in their best faith towards overcoming the challenges that implementing PMS might face at the District Council of Riviere Du Rempart. Figure 2: Response of participants for the possibility of overcoming barriers and obstacles of implementing PMS. 3.3 Means of overcoming barriers and obstacles of PMS The respondents who believed it to be possible to overcome the barriers and obstacles of implementing PMS at the District Council had diverse views about the means to achieve it. The majority comprising of 22.73% opted for training and workshops, 7.27% for PMS to be made simple to facilitate understanding, 12.73% for training and PMS made simple for understanding, 11.82% for effective communication and training, 18.18% for rewards in monetary terms for good performers, 10.0 % for individual and organizational commitment and the remaining 17.27% for training and staff commitment. Employees of the District Council of Riviere Du Rempart held diverging opinion concerning the means of overcoming barrier and obstacles of PMS implementation. However, these findings can be considered as complementing the fact that even if the majority of the employees International Journal of Management 13

5 perceive that implementing PMS will be subjected to barriers and obstacles, the majority staff also viewed that the challenges can be overcome. Figure 3: Means of overcoming barriers and obstacles of PMS implementation as perceived by respondents. 3.4 Hypothesis 1 H o: There is no significant relationship between perceived barriers and obstacles of PMS and its acceptability to be implemented. H 1 : There is a significant relationship between acceptability to be implemented. perceived barriers and obstacles of PMS and its Table 1: Chi-Square Tests on perceived barriers and obstacles of PMS and its acceptability to be implemented. Chi-Square Tests International Journal of Management 14

6 Value Pearson Chi-Square a Likelihood Ratio Linear-by-Linear Association N of Valid Cases 110 df Asymp. (2-sided) a. 0 cells (.0%) have expected count less than 5. b. The minimum expected count is Sig. As it can be denoted in Table 1 above, H 0 is accepted as χ2 (2) = 1.453, p = 0.484, which is greater than Therefore, the null hypothesis is not rejected and it can be deduced that there is no significant relationship between perceived barriers and obstacles of PMS and its acceptability to be implemented. This finding can be strengthened by the fact that even though the staff were of opinion that PMS implementation at the District Council of Riviere Du Rempart will be subjected to challenges, the majority employees were also of opinion that the challenges could be overcome. Henceforth, it might be deduced that inspite of barriers and obstacles, employees are consenting to bring about their contribution in implementing PMS. 3.5 Hypothesis 2 H o: There is no significant relationship between awareness of PMS and its perceived barriers and obstacles of PMS. H 1 : There is a significant relationship between awareness of PMS and its perceived barriers and obstacles of PMS. Table 2: Chi-Square Tests on awareness of PMS and its perceived barriers and obstacles of PMS. Chi-Square Tests Value Pearson Chi-Square a Likelihood Ratio Linear-by-Linear Association N of Valid Cases 110 df Asymp. Sig. (2- sided) a. 0 cells (.0%) have expected count less than 5. The minimum expected count is International Journal of Management 15

7 From the Table 2 above, it can be seen that the result obtained was χ2 (2) = and p = which is less than Thus, the null hypothesis was rejected which indicates that there is a significant relationship between awareness of PMS and its perceived barriers and obstacles of PMS. This finding could suggest the importance that awareness of PMS can have upon staff perception. For e.g Non-awareness of PMS can cause unnecessary negative dynamics about the subject matter, whereby eventually barriers and obstacles of PMS implementation as perceived by employees can take unhealthy proportions. 4. Conclusion and Recommendation The findings of the study reveal that is, there is no relationship between the barriers and obstacles of PMS as perceived by the employees and the acceptability to implementing PMS. However, 43.64% of the respondents, comprising of the majority, believed that the implementation of PMS at the District Council will be subjected to barriers and obstacles. Nevertheless, 70 % of the respondents believed that it was possible to overcome the barriers and obstacles associated with PMS implementation at the District Council while the remaining 30% answered in a negative way. This clearly supports the fact that there is no relationship between the barriers and obstacles of PMS as perceived by the employees and the acceptability to implementing PMS at the District Council, as the majority of the respondents believe that the barriers and obstacles associated with PMS implementation can be overcome. Also, even though the implementation of PMS as perceived by the employees is subjected to barriers and obstacles, these can be overcome as suggested by the participants of the study, whereby amongst the measures of overcoming the barriers and obstacles are training and workshops, PMS to be made simple to facilitate understanding, effective communication, rewards in monetary terms for good performers, individual and organizational commitment. References Armstrong M., (2000) The performance management audit, Cambridge Strategic Publications Ltd, Cambridge. Atkinson P., (1998) Creating culture change strategies for success, Mumbai Jaico Publishing, India Bandura, A, (1977) Social Learning Theory, Prentice-Hall Publications, US Barney, J., (1991) Firm resources and Sustained Competitive Advantage, Journal of Management, Vol 1 No. 17, pp Basu C., (2011) Two Major Functions of Organizational Culture, [Online]. Available: [ ]. Bretz, R.D., (Milkovich, G.T., & Read, W., 1992) The current State of Performance-Appraisal Research and Practice - Concerns, Directions, and Implications. Journal of Management, Vol1 No.18, pp Brown A. D., (1998) Organisational culture, Prentice Hall Publications, England. International Journal of Management 16

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