PROMINENT leadership consultant Peter Drucker’s famous quote, “If you cannot measure it, you cannot improve it,” remains a guiding principle in management and governance.
In today’s fast-evolving world, where efficiency and accountability are paramount, the ability to measure performance and progress is not just beneficial — it is essential. Without clear metrics and performance indicators, organisations and individuals risk stagnation, inefficiency and an inability to achieve meaningful growth.
In Zimbabwe’s public sector, the adoption of results-based management and performance contracts for senior officials is a testament to the power of measurable performance. This shift is not just about compliance; it is about fostering a culture of accountability, efficiency and tangible progress.
The essence of performance improvement lies in the ability to assess where we are, determine where we need to go, and establish how to get there.
Measurement provides clarity, allowing managers and employees to identify gaps, make data-driven decisions and track progress over time.
During my recent participation in a results-based management workshop, I gained first-hand insights into the significance of measuring performance. The shift from traditional integrated results-based management to a more results-based personnel management system is a game-changer.
The employee-centric approach ensures that individuals set their targets, identify the resources they need and undergo necessary training to enhance their performance. Without clear benchmarks and performance indicators, employees and organisations struggle to assess their effectiveness or make meaningful improvements.
The second republic’s move to implement performance contracts since 2021 reflects a commitment to measurable governance.
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By requiring Cabinet ministers, permanent secretaries, CEOs of parastatals, local authorities and university vice-chancellors to sign performance contracts, the government is embedding accountability and transparency in the public service.
This initiative is aligned with President Emmerson Mnangagwa’s vision to instil a high-performance culture in government institutions. Performance-based contracts ensure that goals are not just aspirational statements but are backed by tangible metrics. This approach fosters a results-oriented culture where government officials are evaluated based on their ability to deliver measurable outcomes rather than simply their time in office.
Why measure performance?
When individuals know they will be assessed based on measurable outcomes, they are more likely to take ownership of their responsibilities. Performance contracts ensure that government officials and employees remain committed to their duties.
Quantifiable metrics allow managers to analyse trends, identify areas of improvement and implement corrective measures promptly. This prevents inefficiencies and allows for proactive rather than reactive management.
Without measurement, it is impossible to determine whether progress is being made. Performance indicators enable organisations to track their growth over time and make necessary adjustments to improve efficiency.
By identifying performance gaps, organisations can allocate resources more effectively. Training, budgeting and operational adjustments can be based on actual performance data rather than assumptions.
While measurement is crucial for improvement, it comes with its challenges. One common issue is the selection of appropriate performance indicators.
If wrong metrics are used, they can lead to misleading conclusions and misguided strategies. To address this, organisations must ensure their key performance indicators are aligned with their strategic goals and capture the most relevant aspects of performance.
Another challenge is resistance to change. Many employees may feel uneasy about being evaluated based on strict performance metrics. To overcome this, organisations must foster a culture that views measurement as a tool for growth rather than as a punitive mechanism. Training and continuous engagement can help employees to understand the benefits of a performance-based approach.
A key takeaway from my experience at the results-based management workshop was the realisation that measurement should not just be about activities but about outcomes.
In the past, organisations focused on completing tasks rather than achieving meaningful results. However, an outcome-driven approach ensures that efforts translate to real impact.
For instance, in the education sector, it is not enough for lecturers to complete lesson plans; their effectiveness should be measured based on student performance and comprehension levels. In healthcare, the success of hospitals should not only be measured by the number of patients attended to but by the overall improvement in health outcomes. Similarly, in government, ministries and departments must be evaluated based on how well they deliver services to citizens.
The principle “If you cannot measure it, you cannot improve it” holds in all spheres of life, from governance to business to personal development.
The second republic’s commitment to performance-based management is a commendable step towards a more accountable and efficient public service. By embracing measurable performance, individuals and organisations can make informed decisions, optimise resources and drive continuous improvement. The future belongs to those who can define their goals in clear, measurable terms and take concrete steps towards achieving them. Measurement is not just a managerial tool; it is the foundation of progress.
- Cliff Chiduku is the director of marketing, information and public relations at Manicaland State University of Applied Sciences in Mutare. He writes here in his personal capacity. He can be contacted on cchiduku@gmail.com or call/app +263775716517.
