Managerial Competencies Challenges in Implementing Digital Performance Management Systems in Public Entities: Lessons from a Public Entity in KwaZulu-Natal, South Africa Виклики управлінських компетентностей під час впровадження цифрових систем управління ефективністю діяльності в державних установах: уроки державної установи провінції Квазулу-Натал, Південна Африка

Purpose: This paper aims to assess managerial competencies challenges faced by managers when conducting digital performance management within a public entity in KwaZulu-Natal, South Africa. Design/Method/Approach: This study employed an exploratory and descriptive qualitative research design to address research questions for managers in a selected South African public entity to attain sustained competitive advantage. This study reviewed existing literature on the subject and combined it with primary data to provide solutions to managerial competencies required to conduct digital performance management with public entities. Qualitative data was collected through semi-structured interviews with all twenty-four (24) managers at the entity through Microsoft Teams to ensure accessibility and accurate recording, with electronic files preserving data integrity. Findings: The study found that managers had a deeper understanding of the managerial competencies required for organisational effectiveness in implementing digital performance management. On the other hand, the findings also confirmed that managers in public entities faced several challenges while implementing digital performance management systems, including development and growth, employees, communication and interaction, management and reporting structures, changes and operations, and timing and delays. Theoretical Implications: This research contributes to the body of knowledge on public entity management, particularly in the context of digital performance management. It highlights the theoretical significance of aligning managerial competencies with institutional digital performance management policy frameworks. Practical Implications: From the practical point of view, the research findings provide an avenue for public entities to enhance managerial competencies to improve digital performance management. Moreover, the findings could assist public entities in developing new or reviewing existing policies on investments, targeted training programs and technology to enhance managerial competencies required for digital performance management. Originality/Value: The paper offers a novel empirical insight into managerial and digital performance management issues for employees, managers, governments, employers, and public entities in South Africa, an area that remains underexplored in the literature. It provides practical recommendations for improving managerial competencies in digitally inclined public entity environments. Research Limitations/Future Research: The research, though centred on a selected public entity, a key industrial player with a global reach, yields managerial competencies and digital performance management insights that are broadly applicable to other public entities, both in South Africa and globally. Future research could involve comparative studies across provinces or countries to generalise findings and assess cross-regional differences in managerial competencies required for digital performance management. Paper Type: Empirical JEL Classification: M12; M54; O15; O32; P47