Performance management in the public sector: A comparative study on somalia and turkey

This thesis aims to explore the performance management systems in the public sector of Somalia and Turkey, discuss the differences and similarities between the two systems focusing on the process and legal base of performance management, identify challenges that both countries face and provide relevant recommendations to solve challenges. The study found that differences mainly lays on the historical timeframe for the application of performance management, the scope of application, the degree of formality, the legal basis, and the performance management reforms being undertaken and finally, ongoing efforts to further modernize the performance management system. In Somalia, the study found that the practice of performance management is less systematic, limited in scope, and is hugely below the standards. There are many challenges including lack of regular payment, insufficient funding, corrupt staffing practices, lack of proper strategic directions and clearly defined job descriptions, inadequate capacity building and trainings, constant staff changes and inadequate work facilities. In this regard, the study recommends introducing a comprehensive formal performance management system, establishing clear performance indicators, measures, targets and guidelines, developing clear staffing policies and job descriptions and finally, providing enough funding and facilities. In Turkey, the study found the practice of performance management is relatively systematic, and the reform efforts of the system were ongoing since 1968.It has legal basis and guidelines and defined performance targets and measures. However, there are challenges that are totally different from those faced by the government institutions. These challenges can be summarized as environmental, organizational, and personnel barriers. The study recommends to develop comprehensive performance management systems, review civil service law and review the motivation systems. Keywords: Performance, management, system, public sector, Turkey and Somalia