Abstract
The performance management system of civil servants (PMSCS) is one of the key areas of human resource management (HRM) doctrine. This paper examines the current status of the (PMSCS) in the provincial government of Khyber Pakhtunkhwa; the causes of delays in implementation; identifies the best (PMSCS) practices in the world and suggests recommendations to the policymakers. This is exploratory research and uses both secondary and primary data. The findings are analyzed through the lens of Galbraith's Star model and the two-factor motivation theory. This study validates secondary data by relying on in-depth interviews of civil servants belonging to various government departments. This study finds out that (PMSCS) is weak due to political interference; lack of internal accountability; absence of vigorous human resource policy; and non-linkage of (PMSCS) to performance-based promotion and reward systems. Measures such as goal identification, de-politicization of the civil service system, and 360-degree evaluation system can help to strengthen (PMSCS).
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