This study synthesises the challenges of implementing performance management systems (PMS) within public organisations in Sub-Saharan Africa.
Arksey and O'Malley (2005) framework guided the review, which addresses challenges to implementing PMS in Sub-Saharan Africa. The study utilised databases such as JSTOR, EBSCOhost, Web of Science, SAGE Journals and Scopus to filter the literature from 2010 to 2025 using a two-stage approach. Data extraction was used to study information and results, providing a comprehensive and systematic review.
Ineffective PMS in public institutions across Sub-Saharan Africa is driven by capacity shortfalls, poor leadership and cultural resistance, thereby compromising service delivery and institutional performance. Poorly aligned PMS goals with organisational objectives and leadership shortcomings compromise accountability, transparency and operational consistency. Addressing ineffectiveness in PMS is essential if the sustainable development goals (SDGs) are to be realised and institutional excellence is to be supported through capacity development, cultural transformation and robust governance structures.
This study highlights the necessity for policymakers to integrate PMS into governance reforms through capacity-building, anticorruption measures and performance audits. Practitioners must adopt context-sensitive models driven by institutional champions. Academically, it advances performance management theory by contextualising global models for African realities, urging the adoption of adaptive, reform-oriented frameworks for sustainable institutional effectiveness.
This article makes a unique contribution by integrating multiple perspectives on systemic, cultural and governance issues in the application of PMS in Sub-Saharan Africa, with a focus on their implications for institutional effectiveness and sustainable development.
