while 56% indicated that they had developed an individual work plan in line with
their ministry performance contract.- Development of service charter: A service charter is an agreement of what the
organisation promises to do to satisfy their customers. Sixty seven percent said
that their ministries had developed the service charter. - Training on performance contracting: 75% had not received training and 74% said
they would require further training on all aspects of performance contracting. - The importance of performance contract: 64% felt that the performance contract
has helped to improve communication with the public while 66% agreed that the
performance contract would increase accountability among public officers. An
overwhelming majority (77%) of the respondents felt that performance contracts
had introduced a good setting of the individual job expectations and staff per-
formance plans. Seventy four percent felt that as a result of performance contracts,
performance targets are equally distributed throughout their departments. Again,
the same percentage of the respondents indicated that with the introduction of per-
formance contracts, public servants are increasingly seeking and acquiring more
skills and diversifying in order to remain on the job. Sixty percent of the respon-
dents indicated that with the implementation of performance of contracts, public
servants were more involved in decision making, felt evaluation of the perform-
ance is done equally, they knew where to seek assistance concerning the targets
and it has assisted in understanding government policy documents. However, 62%
of the staff surveyed do not have the adequate resources they need to meet their
targets. Generally, the employees showed satisfaction with performance contract
(see Table 6.1).
Table 6.1 Employees perception of the job
Criteria %
The job is satisfying 55.7
The job increased creativity 55.4
The job is challenging 66.4
The job is interesting 53.2
Employee feels more responsible 57.9
The job gives a sense of accomplishment 56.4
Job performance is better 75.7
Source: Kobia (2006)
The results in Table 6.1 indicate that the employees’ perceptions regarding performance
contracting are positive and support the objectives of performance contracting objec-
tives.
Employees perceptions on areas of improvement
It was unusual that only 25 of the 280 employees in the department/questioned/surveyed
had signed the performance contract. Some of the problems experienced during the im-
plementation of the performance contract include lack of adequate resources; resources
not being released on time, some performance targets being highly ambitious and un-
planned transfer of staff. Continuous training on performance contracting and allocation