The study examines the current implementation challenges with respect to monitoring and evaluation systems in the Office of the Premier, Monitoring and Evaluation (M&E) Directorate of the Free State Province. M&E systems are indispensable for ensuring the effective functioning of the spheres of government in such a way that policy objectives and effective service delivery are achieved. Since the inception of the Government Wide Monitoring and Evaluations System (GWM&ES) in 2007, provinces are at varying levels of institutionalizing M&E. M&E is an imperative tool for the Office of the Premier to achieve its objectives by providing strategic leadership and to coordinate provincial policy formulation and reviews,planning as well as overseeing effective service delivery. Furthermore, the Office of the Premier is mandated with monitoring the performance of the various departments and ensure that they achieve the government’s 12 priority outcomes as set out in the Medium-Term Strategic Framework (MTSF). Lastly provincial governments are tasked with the monitoring of basic municipal services.For the realization of the aim and objectives of this study, qualitative research methodology is adopted. A semi structured, and structured interview was utilized as a tool that contains the predetermined questions prepared to acquire insight, knowledge and application of the people who are involved and familiar with M&E systems, its implementation challenges as well as best practices that can be replicated across the various provinces.The literature study is based extensive literature, legislation, policy documents, journal articles,books, conference papers, internet and government reports about, requirements, purpose,principles, objectives, components, and systems of monitoring and evaluation with specific reference to the introduction of the South African Government-Wide Monitoring and Evaluation System. Furthermore, the study investigated the role of the Offices of the Premier M&E Directorate concerning the effective implementation of M&E systems including the GWM&ES as well as identify current monitoring and evaluation processes, practices,challenges as well as best practices. An empirical study, by a process of semi-structured questionnaire and semi-structured interviews with selected public officials in the Office of the Premier, M&E Directorate and Department of Cooperative Governance and Traditional Affairs(CoGTA) of the Free State province. The study found that there is a lack of M&E culture within the Free State Provincial government (FSPG). The FSPG should clearly, establish a culture of M&E across all provincial government institutions.

This study was undertaken as an attempt to analyse the efficacy of performance management training interventions in the public service. The National School of Government was used as a case study for its Managing Performance Course which was established in response to challenges related to the implementation of the Performance Management and Development System in the public service. The study comprises six chapters. In attaining the objectives of the study, the mixed methods research approach was deemed the most suitable. This design was motivated by the fact that the mixed-methodological design is not only the most suitable for this study, but it has also been able to strengthen the findings of the study and to provides adequate validation by means of both deductive and inductive research methods. An online survey questionnaire was used as a primary data collection tool to obtain responses from participants. Secondary data such as (but not limited to) Annual Reports, Annual Performance Plans, Strategic Plans and various reports on performance management were also reviewed. Purposive sampling was used to select employees between salary levels 5©Ø2́Ơ0́−12 who participated in the Managing Performance Course. Quantitative data was analysed using pivot tables to extract graphs and statistics and thus establish meaningful analysis from the data. For qualitative data, a thematic content analysis was applied to establish the patterns and themes emanating from the data. The discovered patterns and themes were therefore analysed in order to establish meaningful findings. The analysis of the responses indicated that the completion rate for Managing Performance Course should be monitored frequently as not all employees who registered completed the course. Although the implementation of the Performance Management and Development System still remains a challenge due to a number of factors, participants maintained that they gained a richer understanding of the system after the completion of the course. Continuous engagements and increased awareness on Performance Management and Development System policy were deemed significant in order to address challenges related to its implementation thereof. The responses further indicated a great dissatisfaction with the current system. Supervisors do not actively engage with the system, while others are fully committed to ensuring that the system is effectively implemented within the department. The study further demonstrated that supervisors use performance management to punish subordinates whom they perceive as troublesome. As a result, employees are no longer motivated to perform and suggested adjustments or changes in the current system by adopting a 360-degree assessment approach in order to close the current gaps and challenges resulting from the bias and a lack of commitment from supervisors. The study concludes and recommends that there should be an increased awareness on performance management training at the National School of Government. The maintenance of professional ethics should be strictly adhered to in the governance and management of Performance Management and Development System in the department. The management should also ensure that MPC programme is aligned with prescripts related to performance management in the public service. Transfer of learning into the workplace should be encouraged. A feedback mechanism should be established in order to share what scores and activities are required for subordinates to be deemed high performers.