Abstract
M.Comm.
Over the years, performance measurement systems have moved the focus from financial indicators as a means of measuring performance to a ‘balanced’ system of both financial and non-financial indicators” (Burgess, Ong, & Shaw, 2007:583). The public sector, which is entrusted with substantial budgets from state funds, can no longer get away with only reporting on how state funds were used, but they also have to account for the way in which the set strategic objectives have been met with regard to service delivery. This latter requirement stresses the importance of effective implementation of the management of performance in the public sector. In order to meet the objectives associated with human resource management (HR), organisations have to have performance management systems in place (Lawler III, 2003).
The study focuses on how performance management is implemented in the public sector and is contextualised in one of the government departments concerned with security.