Abstract
Orientation: As a result of poor performance in 2013, five departments in the Limpopo province were placed under administration in terms of Section 100 (1) (b) of the Constitution of the Republic of South Africa.Research purpose: The main purpose of this study was to investigate the importance of the individual level of performance when diagnosing performance issues in the public sector by focusing on the mediatory role of motivation in the relationship between leadership and public sector performance.Motivation for the study: The diagnosis conducted focused more on the analysis of administrative and operational systems. The solutions were based on normalising financial statements and systems to improve performance.Research design, approach and method: The study took a positivist approach as the philosophy of the study. Using quantitative methods, a cross-sectional survey was used to collect data from 65 employees working in one of the departments that were affected by the intervention.Main findings: The study confirmed the existence of a relationship between leadership and performance in the public sector. It was also found that Public Sector Motivation plays a mediatory role between Perceived Leadership Styles and Individual Job Performance.Practical/managerial implications: The findings imply that it is important that the Limpopo Provincial Government makes an effort to employ and retain employees who are readily showing high levels of Public Sector Motivation.Contribution or value additions: The study focused on an overlooked area in the study of performance in the public sector. The study was able to produce a tool that should be able to provide information to assist managers to make better performance improvement strategy decisions.
Highlights
Key focus of the studyThere has been notable increase in the academic interest in Public Service Motivation in the last 12 years (Bozeman & Su, 2014; Van der Wal, 2014)
Perceived Leadership Styles versus Individual Job Performance Both the literature review and empirical findings indicate that a correlational relationship exists between Perceived Leadership Styles and Individual Job Performance
The findings from the literature review show a positive correlation between the two variables while the empirical findings of the current study yield a negative correlation
Summary
Key focus of the studyThere has been notable increase in the academic interest in Public Service Motivation in the last 12 years (Bozeman & Su, 2014; Van der Wal, 2014). A public sector–based study covering three variables that contribute to organisational performance in the public sector; Perceived Leadership Styles, PSM and Individual Job Performance was deemed necessary for the purpose of improving the performance of individuals, teams and, the public sector output to society. The diagnosis process flows from the organisational to the individual performance improvement context (Ulrich, Brockbank, Johnson & Younger, 2009) It was found necessary, as suggested in Ulrich et al (2009), to diagnose and improve performance at individual level by focusing on two psychological aspects that drive individuals’ performance: their perceptions of their supervisors (Moynihan, Pandey, & Wright, 2011) and individual motivation levels (Hasnain, Manning & Pierskalla, 2014)
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