Abstract : This study examined the relationship between Performance Management Systems (PMS) and service delivery in Nigeria’s public sector, focusing on the Federal Civil Service Commission (FCSC), Abuja. The research was guided by three objectives: to assess the extent of PMS implementation, to determine the relationship between performance appraisal practices and employee productivity, and to examine the influence of PMS on the quality and efficiency of service delivery. The study adopted a descriptive survey design anchored on the New Public Management (NPM) Theory (Hood, 1991), which emphasizes performance-based accountability and result-oriented public administration. The population comprised 456 officers across six functional departments, including Recruitment and Appointment, Promotion, Discipline, and Records (Federal Civil Service Commission, 2025). Using Cochran’s formula for small populations, a sample of 210 respondents (46%) was selected. Data were analyzed using SPSS and STATA, employing descriptive statistics (means, frequencies, and percentages) to summarize responses on implementation, productivity, and service delivery indicators, while inferential statistics (Pearson correlation and regression analysis) tested the hypothesized relationships. Findings revealed that PMS implementation was moderate (𝑥̄ = 3.73, SD = 1.05) but significantly correlated with organizational effectiveness (r = 0.586, p < 0.01). Performance appraisal practices showed a strong positive relationship with employee productivity (r = 0.642, p < 0.01), while PMS had a significant influence on service delivery efficiency (r = 0.671, β = 0.685, p < 0.01). The study concludes that strengthening PMS through digital monitoring, transparent appraisals, and capacity development will improve accountability, employee motivation, and service delivery outcomes in the Nigerian public sector.
C. et al. (2026) studied this question.