PERFORMANCE MANAGEMENT IN THE PUBLIC SECTOR OF BRUNEI DARUSSALAM
The article intends to explore the implementation and result of Performance Management System in the public sector of Brunei. This research is guided by an interpretive methodology and is done through a case study approach in a selected government ministry. The main instrument used is face-to-face interviews with personnel at different levels of management. Documents analysis is also conducted to complement the interviews’ findings. The study indicates that the discretionary engagement is the core activity underpinning the implementation of performance management process. The phenomenon essentially deals with the loose alignment process involving the ministerial-level directions and departmental strategic response toward the higher-level goals. The causal conditions that lead to the emergence of the phenomenon are also discussed comprehensively. Finally, the impact of this core activity has undermined the initial purpose of Performance Management system and has caused unintended consequences. The rich insights from the study is primarily filling the research gap in performance management knowledge in the public sector environment by conducting the research in unexplored social setting. This study fundamentally contributed to the theorizing of decoupling of Performance Management System in the public sector in the realm of New Institutional Theory of Sociology. This research also provide insightful lesson for governmental ministries in developing countries, when embarking onto Performance Management System.