Public sector reforms and change management in Botswana
The case of Performance Management System
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This book mainly indicates the manner in which public sector reforms particularly Performance Management System (PMS) has been adopted and implemented in four government departments in Botswana. It sheds light on the circumstances that prompted senior public officials to embrace PMS, the relationship between PMS and organizational culture as well as factors that facilitate and hinder the implementation of PMS. A Force Field Analysis and a change model, developed by Kurt Lewin, are used to demonstrate how change is managed within the selected departments as the former demonstrates the manner in...
This book mainly indicates the manner in which public sector reforms particularly Performance Management System (PMS) has been adopted and implemented in four government departments in Botswana. It sheds light on the circumstances that prompted senior public officials to embrace PMS, the relationship between PMS and organizational culture as well as factors that facilitate and hinder the implementation of PMS. A Force Field Analysis and a change model, developed by Kurt Lewin, are used to demonstrate how change is managed within the selected departments as the former demonstrates the manner in which the driving and restraining forces oppose each other whereas the latter indictes how the unfreezing, change and refreezing stages were handled.
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