Assessing results-based personnel performance system in the Ministry of Home and Child Care, Zimbabwe

Abstract

A formal performance management (PM) system was adopted and put into place in Zimbabwe in 1995 because of many suggestions made by the Public Service Review Commission (PSRC). However, the human resource management (HRM) period since the 1980s has had flaws that led to the implementation of the Results-Based Personnel Performance System (RBPPS) in 2005, particularly in terms of the Africanisation drive following Zimbabwe's independence and the PM system that followed in 1995. The study's objective is to examine the effectiveness of RBPPS in improving the Ministry of Health and Child Care (MOHCC) performance in Zimbabwe. Information was gathered and compiled using a qualitative research methodology. The research identified elements that contributed to PM's failure in the MOHCC, including management's lack of commitment, a lack of ongoing training, and flaws in the planning and execution of PM. As a result, the government eventually implemented the RBPPS to improve the PM process. The study considers empirical and scholarly findings that may lead to more significant outcomes for Zimbabwe's public sector.