An evaluation of the organizational performance of the department of national parks and wildlife using the balance score card model.

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Daka, Harrison
Masonde, Kiwala ,Jones
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International Journal of Recent Research in Social Sciences and Humanities (IJRRSSH)
Abstract: Public organisations play a key role in fostering national development, protecting national assets and facilitating business for the private sector to operate hence generate a lot of public interest. This study was motivated by concerns raised by stakeholders including its own employees on the performance of the Department of National Parks and Wildlife (DNPW) with respect to its mandated functions of generating revenue, protecting wildlife and its habitats and facilitating community participation. DNPW’s share of the tourism market stands at 4% thus it only generates a measly USD 146/Km2 compared to USD878-1,028/Km2 by private sector and the neighbouring countries. The purpose of this study was to evaluate the organisational performance of the Department and to identify the key problem factors affecting its performance. A quantitative method design was used in the study. The target population was the entire Department. Purposive sampling was used to select 120 respondents for administering the questionnaire. Data was analysed in Microsoft Excel using descriptive and inferential statistics to test the influence of the Independent variables on the dependent. Using the Balance Scorecard model, the study analysed the performance of the Department from 2016 to 2021. The overall performance of the Department was measured and the factors that affected its performance identified using the four perspectives of the Balance Scorecard. The study also measured the influence of each problem factor on the overall performance of the Department using Pearson’s Chi-square. The study found that the overall performance of the Department was between average to below average. Poorly set revenue targets, lack of innovation, low corporate image, inefficient internal processing systems and low human capital were identified as the main problem factors that contributed to the poor performance of the institution. The study concluded that the Department was not effective in executing its functions of protecting wildlife, generating revenue, controlling and managing habitats, issuing of licenses or in conducting research. The study identified improving goal setting, increasing staff numbers, automating systems and reviewing the Wildlife Act to enhance decision making, among the solutions to its poor performance. Keywords: Balance Scorecard, Department of National Parks and Wildlife, Organisational performance, Performance Management, Performance Measurement.
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Performance management--National parks. , Department of national parks and wildlife--Zambia. , Organisational performance--National parks.