The influence of a performance management programme on the achievement of organisational and individual goals : a case study
- Authors: Van Huyssteen, Hannes
- Date: 2001
- Subjects: Performance -- Management , Goal setting in personnel management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10915 , http://hdl.handle.net/10948/63 , Performance -- Management , Goal setting in personnel management
- Description: Many organisations are continuously searching for methods which can be used to improve performance. One such method is by means of implementing a performance management programme. This research study addresses the influence that a performance management programme has on the achievement of organisational and individual performance. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with organisational and individual goals. Questionnaires, developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific organisation manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of organisational and individual goals at the selected organisation. The final step of this study entailed the formulation of recommendations. Three of these recommendations are regarded as critical to ensure the successful improvement of performance by means of a performance management programme: Firstly, it is of utmost importance that training and development, and the necessary resources to achieve objectives is provided. Secondly, feedback forms an integral part of a performance management programme. Those who provide feedback, need to acquire the necessary skills, so as to ensure that both positive and negative feedback is given to employees, which could ultimately enhance performance. Thirdly, the success of a performance management programme resides with both management and employees. Management need to be committed to the programme, and the well-being of their employees. Management also needs to be able to eliminate problems that negatively influence performance. On the other hand, employees need to realise that a performance management programme is not only linked to pay, but also the development of each individual, and the improvement of performance.
- Full Text:
- Date Issued: 2001
- Authors: Van Huyssteen, Hannes
- Date: 2001
- Subjects: Performance -- Management , Goal setting in personnel management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10915 , http://hdl.handle.net/10948/63 , Performance -- Management , Goal setting in personnel management
- Description: Many organisations are continuously searching for methods which can be used to improve performance. One such method is by means of implementing a performance management programme. This research study addresses the influence that a performance management programme has on the achievement of organisational and individual performance. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with organisational and individual goals. Questionnaires, developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific organisation manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of organisational and individual goals at the selected organisation. The final step of this study entailed the formulation of recommendations. Three of these recommendations are regarded as critical to ensure the successful improvement of performance by means of a performance management programme: Firstly, it is of utmost importance that training and development, and the necessary resources to achieve objectives is provided. Secondly, feedback forms an integral part of a performance management programme. Those who provide feedback, need to acquire the necessary skills, so as to ensure that both positive and negative feedback is given to employees, which could ultimately enhance performance. Thirdly, the success of a performance management programme resides with both management and employees. Management need to be committed to the programme, and the well-being of their employees. Management also needs to be able to eliminate problems that negatively influence performance. On the other hand, employees need to realise that a performance management programme is not only linked to pay, but also the development of each individual, and the improvement of performance.
- Full Text:
- Date Issued: 2001
Development of a performance management system for the SABC (Port Elizabeth)
- Authors: Nyembezi, Vuyo
- Date: 2009
- Subjects: Performance standards -- South Africa -- Port Elizabeth , Performance -- Management -- Evaluation , Performance -- Measurement , Employees -- Rating of -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8678 , http://hdl.handle.net/10948/1148 , Performance standards -- South Africa -- Port Elizabeth , Performance -- Management -- Evaluation , Performance -- Measurement , Employees -- Rating of -- South Africa -- Port Elizabeth
- Description: This study focused on exploring and finding the ideal performance management system suitable for the South African Broadcasting Corporation by establishing an understanding of employees’ experiences and perceptions of the previous and a proposed performance management systems and their value to SABC employees. This was done by eliciting how employees see, make sense of and interpret their everyday experiences of performance management systems, in order to develop a more suitable inclusive performance management system. A qualitative study was used to seek answers to the research questions. A focus group interview was selected for data collection. The data was analysed according to guidelines indicated and proposed by Creswell (1998:147-148). The researcher made use of convenience sampling to select 45 participants in 5 groups for the focus groups. One group consisted of managers/supervisors, and the other four groups were employees from four different business units. Participants were guaranteed confidentiality. Credibility, transferability, dependability and conformability were used as the main components in the model, to determine the truth-value of the study. Findings indicated that there was a fair understanding of the previous performance management system but there had been poor implementation of the system. The participants concurred that the previous performance iv management systems in the organisations were not adding any value to their lives. They pointed out that there was no reward in place for high performers and no action taken for non-performers, and this impacted negatively on how implementation was perceived and experienced. The recommendations are that the revised performance management system should have a stronger emphasis on effective management, monitoring, feedback and reward. Furthermore, the system should close the current gaps of reward for high performance and correction of low performance. It was further concluded that for a performance management system to be effective, it should incorporate updated job descriptions, performance measures and standards, as well as evaluator training and guidelines for improvement, employee input, compensation and/or rewards.
- Full Text:
- Date Issued: 2009
- Authors: Nyembezi, Vuyo
- Date: 2009
- Subjects: Performance standards -- South Africa -- Port Elizabeth , Performance -- Management -- Evaluation , Performance -- Measurement , Employees -- Rating of -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8678 , http://hdl.handle.net/10948/1148 , Performance standards -- South Africa -- Port Elizabeth , Performance -- Management -- Evaluation , Performance -- Measurement , Employees -- Rating of -- South Africa -- Port Elizabeth
- Description: This study focused on exploring and finding the ideal performance management system suitable for the South African Broadcasting Corporation by establishing an understanding of employees’ experiences and perceptions of the previous and a proposed performance management systems and their value to SABC employees. This was done by eliciting how employees see, make sense of and interpret their everyday experiences of performance management systems, in order to develop a more suitable inclusive performance management system. A qualitative study was used to seek answers to the research questions. A focus group interview was selected for data collection. The data was analysed according to guidelines indicated and proposed by Creswell (1998:147-148). The researcher made use of convenience sampling to select 45 participants in 5 groups for the focus groups. One group consisted of managers/supervisors, and the other four groups were employees from four different business units. Participants were guaranteed confidentiality. Credibility, transferability, dependability and conformability were used as the main components in the model, to determine the truth-value of the study. Findings indicated that there was a fair understanding of the previous performance management system but there had been poor implementation of the system. The participants concurred that the previous performance iv management systems in the organisations were not adding any value to their lives. They pointed out that there was no reward in place for high performers and no action taken for non-performers, and this impacted negatively on how implementation was perceived and experienced. The recommendations are that the revised performance management system should have a stronger emphasis on effective management, monitoring, feedback and reward. Furthermore, the system should close the current gaps of reward for high performance and correction of low performance. It was further concluded that for a performance management system to be effective, it should incorporate updated job descriptions, performance measures and standards, as well as evaluator training and guidelines for improvement, employee input, compensation and/or rewards.
- Full Text:
- Date Issued: 2009
The implementation of a performance management system in the Northern Cape Department of Environment and Nature Conservation
- Authors: Mbanjwa, Sibonelo Glenton
- Date: 2011
- Subjects: Performance -- Management -- South Africa -- Northern Cape Northern Cape (South Africa). Dept. of Environment and Nature Conservation Government productivity -- South Africa -- Northern Cape -- Evaluation Civil service -- South Africa -- Northern Cape -- Evaluation Civil service -- South Africa -- Northern Cape -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:748 , http://hdl.handle.net/10962/d1003869
- Description: This document consists of three sections, and they are the academic paper (section 1), literature review (section 2) and research methodology (section 3). The academic paper consists of the purpose of the research, the summarised literature review, summarised research methodology and the research findings. The literature review section is a detailed review of literature used in this study. The research methodology section explains the research methodology and design which was employed in this study and it gives more details than the summarised version of the academic paper section. This summary integrated all the elements of section 1, section 2 and section 3. The purpose of this research is to identify the main problems that the Department of Environment and Nature Conservation (DENC) could encounter during the implementation and use of a performance management system, based on employee perspectives. The objectives of this research are therefore: to establish how often a particular problem has been encountered during the implementation and use of a performance management system in DENC; to identify the impact of various problems on the implementation of a performance management system, to establish whether these problems can be easily solved or not, and to analyse the problems associated with the implementation of a performance management system, as well as making recommendations for the successful implementation of a performance management system in the future. In this study, the researcher employed both quantitative and qualitative research approaches, informed by post-positivism as research orientation. The data collection techniques employed in this research include survey questionnaires and individual interviews. The survey questionnaire was answered by fifty respondents, and interview questions were answered by four respondents. The ethical issues were addressed by writing a letter to the Head of Department and getting authorisation to complete the research and informing respondents of their right to withdraw and to participate voluntarily. The findings indicate that the problems are either sometimes encountered or rarely encountered, and the division is about fifty percent of those sometimes encountered to those rarely encountered. This research indicates that most of the problems have a moderate impact on the use and implementation of a performance management system. The lack of management has a high impact, and a lack of positive attitude to performance management system (PMS) certainly has an impact on the use and implementation of the performance management system. Items such as the problem of information and communication technology (ICT) which does not support PMS adequately, and defining too many key performance indicators (KPI), have a small impact on the use and implementation of the performance management system. There are three problems which are difficult to solve and they are: lack of management commitment, organisational members‟ lack of positive attitude to the PMS and an insufficient period of commitment from management to PMS. This research indicates that most of the problems associated with PMS are moderately easy to solve. Two other problems that are easy to solve include the problem where there are too many KPIs defined and the problem where there is no organisational member appointed to take ownership of the PMS. According to this research, the top ten ranking problems have high ranking scores and this indicates that they can create major difficulties for the DENC in implementing the performance management system, and the chance of encountering these problems is high in the DENC in comparison to other problems. Almost all the problems ranked in the top ten seem to score highly in terms of the severity of their impact, and therefore this means that these are the problems which have an impact and, when they are not easily solved, they can become a tenacious issue for the organisation.
- Full Text:
- Date Issued: 2011
- Authors: Mbanjwa, Sibonelo Glenton
- Date: 2011
- Subjects: Performance -- Management -- South Africa -- Northern Cape Northern Cape (South Africa). Dept. of Environment and Nature Conservation Government productivity -- South Africa -- Northern Cape -- Evaluation Civil service -- South Africa -- Northern Cape -- Evaluation Civil service -- South Africa -- Northern Cape -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:748 , http://hdl.handle.net/10962/d1003869
- Description: This document consists of three sections, and they are the academic paper (section 1), literature review (section 2) and research methodology (section 3). The academic paper consists of the purpose of the research, the summarised literature review, summarised research methodology and the research findings. The literature review section is a detailed review of literature used in this study. The research methodology section explains the research methodology and design which was employed in this study and it gives more details than the summarised version of the academic paper section. This summary integrated all the elements of section 1, section 2 and section 3. The purpose of this research is to identify the main problems that the Department of Environment and Nature Conservation (DENC) could encounter during the implementation and use of a performance management system, based on employee perspectives. The objectives of this research are therefore: to establish how often a particular problem has been encountered during the implementation and use of a performance management system in DENC; to identify the impact of various problems on the implementation of a performance management system, to establish whether these problems can be easily solved or not, and to analyse the problems associated with the implementation of a performance management system, as well as making recommendations for the successful implementation of a performance management system in the future. In this study, the researcher employed both quantitative and qualitative research approaches, informed by post-positivism as research orientation. The data collection techniques employed in this research include survey questionnaires and individual interviews. The survey questionnaire was answered by fifty respondents, and interview questions were answered by four respondents. The ethical issues were addressed by writing a letter to the Head of Department and getting authorisation to complete the research and informing respondents of their right to withdraw and to participate voluntarily. The findings indicate that the problems are either sometimes encountered or rarely encountered, and the division is about fifty percent of those sometimes encountered to those rarely encountered. This research indicates that most of the problems have a moderate impact on the use and implementation of a performance management system. The lack of management has a high impact, and a lack of positive attitude to performance management system (PMS) certainly has an impact on the use and implementation of the performance management system. Items such as the problem of information and communication technology (ICT) which does not support PMS adequately, and defining too many key performance indicators (KPI), have a small impact on the use and implementation of the performance management system. There are three problems which are difficult to solve and they are: lack of management commitment, organisational members‟ lack of positive attitude to the PMS and an insufficient period of commitment from management to PMS. This research indicates that most of the problems associated with PMS are moderately easy to solve. Two other problems that are easy to solve include the problem where there are too many KPIs defined and the problem where there is no organisational member appointed to take ownership of the PMS. According to this research, the top ten ranking problems have high ranking scores and this indicates that they can create major difficulties for the DENC in implementing the performance management system, and the chance of encountering these problems is high in the DENC in comparison to other problems. Almost all the problems ranked in the top ten seem to score highly in terms of the severity of their impact, and therefore this means that these are the problems which have an impact and, when they are not easily solved, they can become a tenacious issue for the organisation.
- Full Text:
- Date Issued: 2011
An assessment of the implementation of performance management and development system: Department of Sport and Recreation South Africa
- Authors: Zinganto, Nobulali
- Date: 2017
- Subjects: Performance -- Management Local officials and employees -- South Africa , Employees -- Rating of -- South Africa Public administration --South Africa
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/45826 , vital:39220
- Description: Performance management and development in the South African Public Service is a critical aspect that engenders officials and management to be committed to the provision of efficient and effective service delivery. The Public Service Regulations (2001) as amended requires all spheres of government to develop and implement policy parameters that address measurable service delivery aligned to their strategic functions. The imperatives of these policy parameters allow employees’ performance with notch increments. The National Department of Sport and Recreation South Africa (SRSA) developed a performance management system that links Employee Performance Management and Development System (EPMDS) at salary levels 5 – 12 to notch increments and Human Resource Development programmes. This system aims to achieve consideration of the desired outputs; meaning the delivery of work required, which is emphasised in the setting of objectives and looking at the necessary inputs; meaning the knowledge, skills, training and resources needed, which are considered in the appraisal and reviewing of the progress that was made. The performance of Sport and Recreation South Africa has not been commensurate with the aims and objectives of the EPMDS system, as the results are not yielding the best outcome on this system. This study sought to investigate whether the EPMDS contributes to improve performance of the employees and that of the entire organisation in SRSA. It would examine whether the employees do get feedback on their performance after the performance assessment period. The study would establish whether those employees who under-performed do get remedial interventions like training, coaching, mentoring and development on the competencies they lack; so that their performance is improved. The study also sought to determined the perception of the employees regarding the effectiveness of the Performance Management and Development System in SRSA Knowledge of employees' perceptions of the performance management system will assist management to implement such a system more effectively. The findings of this study indicate that managers use performance management as a tool to control and discipline subordinates, whilst subordinates use performance management as a means of getting extra money through performance bonuses. This could be the reason that performance assessment period is viewed as a period of high tension between supervisors and subordinates. The main recommendation on the basis of this finding is that there should be a regular and thorough training of officials at all levels within SRSA about the EPMDS and how it influences productivity. Other additional recommendations include, inter alia, that the identification of gaps on unsatisfactory performance should be made immediately after each performance period. Remedial interventions to address those gaps like training, retraining, coaching and counselling should be formulated, agreed upon and implemented.
- Full Text:
- Date Issued: 2017
- Authors: Zinganto, Nobulali
- Date: 2017
- Subjects: Performance -- Management Local officials and employees -- South Africa , Employees -- Rating of -- South Africa Public administration --South Africa
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/45826 , vital:39220
- Description: Performance management and development in the South African Public Service is a critical aspect that engenders officials and management to be committed to the provision of efficient and effective service delivery. The Public Service Regulations (2001) as amended requires all spheres of government to develop and implement policy parameters that address measurable service delivery aligned to their strategic functions. The imperatives of these policy parameters allow employees’ performance with notch increments. The National Department of Sport and Recreation South Africa (SRSA) developed a performance management system that links Employee Performance Management and Development System (EPMDS) at salary levels 5 – 12 to notch increments and Human Resource Development programmes. This system aims to achieve consideration of the desired outputs; meaning the delivery of work required, which is emphasised in the setting of objectives and looking at the necessary inputs; meaning the knowledge, skills, training and resources needed, which are considered in the appraisal and reviewing of the progress that was made. The performance of Sport and Recreation South Africa has not been commensurate with the aims and objectives of the EPMDS system, as the results are not yielding the best outcome on this system. This study sought to investigate whether the EPMDS contributes to improve performance of the employees and that of the entire organisation in SRSA. It would examine whether the employees do get feedback on their performance after the performance assessment period. The study would establish whether those employees who under-performed do get remedial interventions like training, coaching, mentoring and development on the competencies they lack; so that their performance is improved. The study also sought to determined the perception of the employees regarding the effectiveness of the Performance Management and Development System in SRSA Knowledge of employees' perceptions of the performance management system will assist management to implement such a system more effectively. The findings of this study indicate that managers use performance management as a tool to control and discipline subordinates, whilst subordinates use performance management as a means of getting extra money through performance bonuses. This could be the reason that performance assessment period is viewed as a period of high tension between supervisors and subordinates. The main recommendation on the basis of this finding is that there should be a regular and thorough training of officials at all levels within SRSA about the EPMDS and how it influences productivity. Other additional recommendations include, inter alia, that the identification of gaps on unsatisfactory performance should be made immediately after each performance period. Remedial interventions to address those gaps like training, retraining, coaching and counselling should be formulated, agreed upon and implemented.
- Full Text:
- Date Issued: 2017
Performance management at transnet national ports authority Port Elizabeth: the role of human resources
- Authors: Vezile, Cikizwa Aretha
- Date: 2010
- Subjects: Performance -- Management , Performance standards -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8693 , http://hdl.handle.net/10948/1105 , Performance -- Management , Performance standards -- South Africa -- Port Elizabeth
- Description: At Transnet National Ports Authority (TNPA), disagreement existed in terms of the role of human resources in performance management, which resulted in different role expectations and perceptions, often leading to conflict. An overview of existing literature reviewed that performance management was mostly presented from the view of line management, and that the role of human resources was not well defined. The purpose of this study was therefore to clarify the role of human resources in performance management, and with specific application at Transnet National Ports Authority. The purpose of performance management in Transnet is to influence each employee to perform optimally in his/her position by ensuring that each employee understands his/her role in the performance management process. A very important aspect of performance management is that it does not entail one activity only; it is part of the employee development life cycle in which the employee agrees with the manager on the expected performance of tasks, evaluation standards, tools required and important dates when performance will be formally discussed. The objectives of the study were achieved by means of a literature review. Following the literature review interviews were conducted with the Group Performance Manager, a line manager and a human resources practitioner at TNPA to get their views of performance management at TNPA and specifically of the role of human resources in performance management. The interviews, in addition to the literature study, also served as a basis for a survey questionnaire, which was used to probe the views of line iv management and human resources practitioners at TNPA on the role of human resources in performance management. The results of the interviews and the survey showed that performance management was not applied as a continuous and developmental process at TNPA, and that it was often perceived as punitive. The results also indicated that human resources at TNPA should be well versed in the use of the score card method and apply quality assurance in performance management. Recommendations were made for the role of line management and the role of human resources in performance management at TNPA, as well as for the relationship between the two parties.
- Full Text:
- Date Issued: 2010
- Authors: Vezile, Cikizwa Aretha
- Date: 2010
- Subjects: Performance -- Management , Performance standards -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8693 , http://hdl.handle.net/10948/1105 , Performance -- Management , Performance standards -- South Africa -- Port Elizabeth
- Description: At Transnet National Ports Authority (TNPA), disagreement existed in terms of the role of human resources in performance management, which resulted in different role expectations and perceptions, often leading to conflict. An overview of existing literature reviewed that performance management was mostly presented from the view of line management, and that the role of human resources was not well defined. The purpose of this study was therefore to clarify the role of human resources in performance management, and with specific application at Transnet National Ports Authority. The purpose of performance management in Transnet is to influence each employee to perform optimally in his/her position by ensuring that each employee understands his/her role in the performance management process. A very important aspect of performance management is that it does not entail one activity only; it is part of the employee development life cycle in which the employee agrees with the manager on the expected performance of tasks, evaluation standards, tools required and important dates when performance will be formally discussed. The objectives of the study were achieved by means of a literature review. Following the literature review interviews were conducted with the Group Performance Manager, a line manager and a human resources practitioner at TNPA to get their views of performance management at TNPA and specifically of the role of human resources in performance management. The interviews, in addition to the literature study, also served as a basis for a survey questionnaire, which was used to probe the views of line iv management and human resources practitioners at TNPA on the role of human resources in performance management. The results of the interviews and the survey showed that performance management was not applied as a continuous and developmental process at TNPA, and that it was often perceived as punitive. The results also indicated that human resources at TNPA should be well versed in the use of the score card method and apply quality assurance in performance management. Recommendations were made for the role of line management and the role of human resources in performance management at TNPA, as well as for the relationship between the two parties.
- Full Text:
- Date Issued: 2010
A survey of employee preferences in the design of a performance management system
- Authors: Keshave, Hiten
- Date: 2016
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:863 , http://hdl.handle.net/10962/d1021180
- Description: This thesis begins with an introduction to performance management and the intended aim and objective of the research. Thereafter literature findings relative to performance management and performance management systems are discussed. In the review of literature, three processes that could be implemented in a performance management system were highlighted, namely; (1) the planning process, (2) the monitoring and development process, and (3) an annual summative and feedback process. Performance management functions deemed important to employees during each process of the performance management system were identified and discussed. Subsequent to the literature review, the research methodology was described and involved the implementation of quantitative research within a post-positivist paradigm in the form of a close-ended survey questionnaire. Analysis of the data involved a gap analysis and needs analysis. The gap analysis study was based on the opinion of management respondents in comparison to the opinion of non-management respondents. Results of the gap analysis were determined based on the calculation of an importance score for each sub-group. The needs analysis study was based on the overall opinion of all respondents, and results were determined based on the calculation of an overall importance score. In light of the literature review that was conducted to inform the questionnaire design, the survey results supported the literature review of each discussed performance management function with no evident contradictions. The results of the gap analysis and needs analysis were satisfactorily met for each performance management function. On the basis of these findings, it was assumed that all the performance management functions identified in the literature are important and could be implemented in the design of a performance management system. The results highlighted the importance of a performance plan and development plan to underpin the performance management system.
- Full Text:
- Date Issued: 2016
- Authors: Keshave, Hiten
- Date: 2016
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:863 , http://hdl.handle.net/10962/d1021180
- Description: This thesis begins with an introduction to performance management and the intended aim and objective of the research. Thereafter literature findings relative to performance management and performance management systems are discussed. In the review of literature, three processes that could be implemented in a performance management system were highlighted, namely; (1) the planning process, (2) the monitoring and development process, and (3) an annual summative and feedback process. Performance management functions deemed important to employees during each process of the performance management system were identified and discussed. Subsequent to the literature review, the research methodology was described and involved the implementation of quantitative research within a post-positivist paradigm in the form of a close-ended survey questionnaire. Analysis of the data involved a gap analysis and needs analysis. The gap analysis study was based on the opinion of management respondents in comparison to the opinion of non-management respondents. Results of the gap analysis were determined based on the calculation of an importance score for each sub-group. The needs analysis study was based on the overall opinion of all respondents, and results were determined based on the calculation of an overall importance score. In light of the literature review that was conducted to inform the questionnaire design, the survey results supported the literature review of each discussed performance management function with no evident contradictions. The results of the gap analysis and needs analysis were satisfactorily met for each performance management function. On the basis of these findings, it was assumed that all the performance management functions identified in the literature are important and could be implemented in the design of a performance management system. The results highlighted the importance of a performance plan and development plan to underpin the performance management system.
- Full Text:
- Date Issued: 2016
A critical analysis of the influence of the performance management system used in the financial department at General Motors South Africa
- Authors: Beckett, Yasmien
- Date: 2005
- Subjects: Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10925 , http://hdl.handle.net/10948/155 , Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Description: Recently, organisations have been faced with challenges like never before. Increasing competition from businesses across the world has meant that businesses must be more careful about the choice of strategies to remain competitive. This situation has placed more focus on organizational effectiveness in that systems and processes be applied in the right way to the right things to achieve results. All of the organisational processes must continue to be aligned to achieve the overall results desired by the organisation for it to survive and thrive. Performance management is an ongoing process that should reflect the current and emerging business challenges, as well as the company’s values about performance and careers. As the business and workforce change, the performance management process should be modified to ensure that the process and tools remain congruent with organisational values and priorities. The objective of this study was to identify the influence of the current performance management system, in the Finance department at General Motors South Africa, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to eighty one potential respondents via mail and electronic e-mail. Forty one completed questionnaires were returned and these were processed and -iiianalysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organisation. It can be concluded from the respondent’s opinions that the greatest shortcomings of the current performance management system are the link between performance and reward, and commitment to the process in its totality. The other areas of concern are the lack of training and development, and the necessary resources required to achieve objectives. The study also indicates there is no overwhelming agreement that feedback, both positive and negative, takes place as the literature suggests. The following were the main recommendations and conclusions made: • Firstly, it is imperative that management undergoes training in the feedback and review process which is a critical element in the performance management cycle. • Secondly, to realise the benefit of increased employee effectiveness, management should undergo training to become more effective career coaches to promote a climate of continuous learning and professional growth. • Thirdly, the reward system should be reviewed, if management is committed to using pay as an incentive for desired levels and directions of performance. • Fourthly, management can set an example and build commitment for effective performance management and be leaders at all levels.
- Full Text:
- Date Issued: 2005
- Authors: Beckett, Yasmien
- Date: 2005
- Subjects: Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10925 , http://hdl.handle.net/10948/155 , Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Description: Recently, organisations have been faced with challenges like never before. Increasing competition from businesses across the world has meant that businesses must be more careful about the choice of strategies to remain competitive. This situation has placed more focus on organizational effectiveness in that systems and processes be applied in the right way to the right things to achieve results. All of the organisational processes must continue to be aligned to achieve the overall results desired by the organisation for it to survive and thrive. Performance management is an ongoing process that should reflect the current and emerging business challenges, as well as the company’s values about performance and careers. As the business and workforce change, the performance management process should be modified to ensure that the process and tools remain congruent with organisational values and priorities. The objective of this study was to identify the influence of the current performance management system, in the Finance department at General Motors South Africa, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to eighty one potential respondents via mail and electronic e-mail. Forty one completed questionnaires were returned and these were processed and -iiianalysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organisation. It can be concluded from the respondent’s opinions that the greatest shortcomings of the current performance management system are the link between performance and reward, and commitment to the process in its totality. The other areas of concern are the lack of training and development, and the necessary resources required to achieve objectives. The study also indicates there is no overwhelming agreement that feedback, both positive and negative, takes place as the literature suggests. The following were the main recommendations and conclusions made: • Firstly, it is imperative that management undergoes training in the feedback and review process which is a critical element in the performance management cycle. • Secondly, to realise the benefit of increased employee effectiveness, management should undergo training to become more effective career coaches to promote a climate of continuous learning and professional growth. • Thirdly, the reward system should be reviewed, if management is committed to using pay as an incentive for desired levels and directions of performance. • Fourthly, management can set an example and build commitment for effective performance management and be leaders at all levels.
- Full Text:
- Date Issued: 2005
An analysis of the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering
- Authors: Nel, Nico
- Date: 2014
- Subjects: Performance -- Management , Performance standards -- South Africa , Collective bargaining unit -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/5531 , vital:20874
- Description: Transnet is facing challenging market realities and a competitive operating environment. Performance management has been emphasised as a critical tool to guide Transnet in maintaining a competitive advantage. Performance management cannot be viewed in isolation from the organisational context and is inextricably linked to the Human Resources strategy, which in turn is aligned with the overall business strategy. Performance management may be defined as a systematic process by which an organisation involves its employees, as individuals and members of groups, in improving organisational effectiveness in the accomplishment of organisational mission and goals. For the purposes of this study, performance management was explored in terms of purpose, key role players, processes, criteria and challenges. The main research problem of this study was to determine the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. The main research problem had three sub-problems which were addressed through the following actions: A literature study was conducted highlighting the importance of an effective performance management system which establishes a foundation for rewarding excellence by aligning individual objectives with organisational mission and objectives. In this way, performance management establishes clear expectations in terms of results, actions and behaviours. Through regular feedback and coaching, performance management provides a mechanism for detecting problems at an early stage and identifies ways in which to take corrective action. Perceptions of performance management are largely centred around fairness, and dependent on a number of issues, including openness, transparency, communication, and equitability, and the establishment of clear parameters of measurement such as whether both skill and effort will be evaluated. This is why it is important to link performance appraisals to employee goals. If mutually negotiated goals, which involve the participation of all stakeholders, are established at the beginning of the performance period and there is on-going feedback to employees about their performance, then performance appraisals may be perceived as objective, fair and reliable. The insights gained from the literature survey were incorporated into a survey questionnaire which was used in the empirical study to investigate the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. This study revealed that most of the respondents were not satisfied with the performance management system within Transnet Engineering, that performance management could be enhanced by using multiple measures more frequently and that greater involvement of subordinates at each step in the performance management process would lead to a greater level of acceptance thereof.
- Full Text:
- Date Issued: 2014
- Authors: Nel, Nico
- Date: 2014
- Subjects: Performance -- Management , Performance standards -- South Africa , Collective bargaining unit -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/5531 , vital:20874
- Description: Transnet is facing challenging market realities and a competitive operating environment. Performance management has been emphasised as a critical tool to guide Transnet in maintaining a competitive advantage. Performance management cannot be viewed in isolation from the organisational context and is inextricably linked to the Human Resources strategy, which in turn is aligned with the overall business strategy. Performance management may be defined as a systematic process by which an organisation involves its employees, as individuals and members of groups, in improving organisational effectiveness in the accomplishment of organisational mission and goals. For the purposes of this study, performance management was explored in terms of purpose, key role players, processes, criteria and challenges. The main research problem of this study was to determine the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. The main research problem had three sub-problems which were addressed through the following actions: A literature study was conducted highlighting the importance of an effective performance management system which establishes a foundation for rewarding excellence by aligning individual objectives with organisational mission and objectives. In this way, performance management establishes clear expectations in terms of results, actions and behaviours. Through regular feedback and coaching, performance management provides a mechanism for detecting problems at an early stage and identifies ways in which to take corrective action. Perceptions of performance management are largely centred around fairness, and dependent on a number of issues, including openness, transparency, communication, and equitability, and the establishment of clear parameters of measurement such as whether both skill and effort will be evaluated. This is why it is important to link performance appraisals to employee goals. If mutually negotiated goals, which involve the participation of all stakeholders, are established at the beginning of the performance period and there is on-going feedback to employees about their performance, then performance appraisals may be perceived as objective, fair and reliable. The insights gained from the literature survey were incorporated into a survey questionnaire which was used in the empirical study to investigate the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. This study revealed that most of the respondents were not satisfied with the performance management system within Transnet Engineering, that performance management could be enhanced by using multiple measures more frequently and that greater involvement of subordinates at each step in the performance management process would lead to a greater level of acceptance thereof.
- Full Text:
- Date Issued: 2014
Analysis of the performance management system in the detective service of the Motherwell cluster in Port Elizabeth
- Authors: Saki, Nomachule Theodor
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8876 , http://hdl.handle.net/10948/d1020582
- Description: Performance management was implemented in the public service, including the South African Police Service, in 2001. The aim of implementing performance management in the public service was to improve the performance of all public servants. It was envisaged that the initiative for implementing performance management in the public service would entrench a culture of accountability, leading to improved service delivery. The effective utilisation of performance agreements, as a tool to align individual and organisational performance in the Motherwell Cluster Detective Service, was considered in this research. The contents of the individual detectives’ performance agreements and job descriptions in the Motherwell Cluster were analysed and compared with the contents of the SAPS Detective Service strategic objectives and performance indicators, as reflected in the SAPS Annual Performance Plan for 2012/2013. Interviews were conducted with Detective Service employees in the Motherwell Cluster, to determine whether the employees received training on the implementation of the Performance Enhancement Process, as the SAPS Performance Management and Development System. Research findings revealed that the contents of the respective individual detectives’ performance agreements and job descriptions were not aligned to the contents of the SAPS Detective Service strategic objectives and performance indicators. In areas where alignment was found, such alignment was so minimal that there was no meaningful correlation between an individual detective’s performance and organisational performance. The suggested recommendations are based on the findings of this study, which should be taken seriously if there is a desire to improve service delivery by the Detective Service. Apprehension, conviction, and sentencing of an offender can cause potential offenders to refrain from committing criminal acts for fear of apprehension and punishment.
- Full Text:
- Date Issued: 2014
- Authors: Saki, Nomachule Theodor
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8876 , http://hdl.handle.net/10948/d1020582
- Description: Performance management was implemented in the public service, including the South African Police Service, in 2001. The aim of implementing performance management in the public service was to improve the performance of all public servants. It was envisaged that the initiative for implementing performance management in the public service would entrench a culture of accountability, leading to improved service delivery. The effective utilisation of performance agreements, as a tool to align individual and organisational performance in the Motherwell Cluster Detective Service, was considered in this research. The contents of the individual detectives’ performance agreements and job descriptions in the Motherwell Cluster were analysed and compared with the contents of the SAPS Detective Service strategic objectives and performance indicators, as reflected in the SAPS Annual Performance Plan for 2012/2013. Interviews were conducted with Detective Service employees in the Motherwell Cluster, to determine whether the employees received training on the implementation of the Performance Enhancement Process, as the SAPS Performance Management and Development System. Research findings revealed that the contents of the respective individual detectives’ performance agreements and job descriptions were not aligned to the contents of the SAPS Detective Service strategic objectives and performance indicators. In areas where alignment was found, such alignment was so minimal that there was no meaningful correlation between an individual detective’s performance and organisational performance. The suggested recommendations are based on the findings of this study, which should be taken seriously if there is a desire to improve service delivery by the Detective Service. Apprehension, conviction, and sentencing of an offender can cause potential offenders to refrain from committing criminal acts for fear of apprehension and punishment.
- Full Text:
- Date Issued: 2014
Investigating the effects of performance appraisal in the department of water and sanitation: a study of southern operations regional office
- Authors: Adonis, Phelisa
- Date: 2019
- Subjects: Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/40226 , vital:35983
- Description: This research examined the use of a personnel performance appraisal, a component of performance management system to evaluate employees at the Southern Operation Region Office of the Department of Water and Sanitation, Port Elizabeth and how this affects their performance. Writers in the available literature, contend that the objective of performance appraisal policy is to review work performance and provide feedback to facilitate measures and programmes to improve employee performance. Cascio and Aginis (2011:73) write that performance appraisal is a systematic description of individual or group job-relevant strengths and weaknesses as an important part of a performance management system. The study firstly analyses the effectiveness of performance appraisal in evaluating the management of the utilisation of resources. Secondly, the appropriateness of the tool in assessing the capacity of employees and contributing towards facilitating programmes and training to develop employee effectiveness. Thirdly, the study also examined the perception of employees on the use of performance appraisal as a management tool in the Department of Water and Sanitation Regional Operation Office. The study adopted a mainly qualitative methodological approach and purposively selected a sample of 30 employees at the Southern Operation Region Office of the Department of Water and Sanitation in Port Elizabeth who completed the questionnaire for the study. The choice of the qualitative research methodology is due to the fact that the approach is well suited to the collection of in-depth and perceptual information and for discovering underlying motivations and perceptions of the employees as respondents. The general employees at the area chosen for the study is one of a relatively young employee profile. The average age of the employees is about 28. The findings revealed that competence, assessment and development, communication and the adequate training which employees received based on the performance appraisal all had an impact on employee performance in Department of Water and Sanitation. Furthermore, factors, such as employee training, competence and communication could not be ignored since they were rated to a moderate extent v by the employees and it also contributed to employee performance. The study findings specifically highlight the importance of effective communication between the employer and the employees in order to improve employee performance appraisal processes. The study recommends a set of guidelines which could be used in improving the current performance appraisal policy and further boost employee performance.
- Full Text:
- Date Issued: 2019
- Authors: Adonis, Phelisa
- Date: 2019
- Subjects: Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/40226 , vital:35983
- Description: This research examined the use of a personnel performance appraisal, a component of performance management system to evaluate employees at the Southern Operation Region Office of the Department of Water and Sanitation, Port Elizabeth and how this affects their performance. Writers in the available literature, contend that the objective of performance appraisal policy is to review work performance and provide feedback to facilitate measures and programmes to improve employee performance. Cascio and Aginis (2011:73) write that performance appraisal is a systematic description of individual or group job-relevant strengths and weaknesses as an important part of a performance management system. The study firstly analyses the effectiveness of performance appraisal in evaluating the management of the utilisation of resources. Secondly, the appropriateness of the tool in assessing the capacity of employees and contributing towards facilitating programmes and training to develop employee effectiveness. Thirdly, the study also examined the perception of employees on the use of performance appraisal as a management tool in the Department of Water and Sanitation Regional Operation Office. The study adopted a mainly qualitative methodological approach and purposively selected a sample of 30 employees at the Southern Operation Region Office of the Department of Water and Sanitation in Port Elizabeth who completed the questionnaire for the study. The choice of the qualitative research methodology is due to the fact that the approach is well suited to the collection of in-depth and perceptual information and for discovering underlying motivations and perceptions of the employees as respondents. The general employees at the area chosen for the study is one of a relatively young employee profile. The average age of the employees is about 28. The findings revealed that competence, assessment and development, communication and the adequate training which employees received based on the performance appraisal all had an impact on employee performance in Department of Water and Sanitation. Furthermore, factors, such as employee training, competence and communication could not be ignored since they were rated to a moderate extent v by the employees and it also contributed to employee performance. The study findings specifically highlight the importance of effective communication between the employer and the employees in order to improve employee performance appraisal processes. The study recommends a set of guidelines which could be used in improving the current performance appraisal policy and further boost employee performance.
- Full Text:
- Date Issued: 2019
Performance management system at a public development corporation: success factors and challenges
- Authors: Saki, David Siphosethu
- Date: 2021-04
- Subjects: Gqeberha (South Africa) , Eastern Cape (South Africa) , South Africa
- Language: English
- Type: Master's , text
- Identifier: http://hdl.handle.net/10948/52935 , vital:44733
- Description: Public sector organisations often lack effectiveness in the implementation of an organisational strategy and seek out means of utilising a performance management system to ensure the productive implementation of its strategy (Auditor General South Africa, 2017). Therefore, it is important for organisations to utilise tools and techniques to ensure that the performance management system is efficiently implemented. Performance management is defined as a strategic and integrated approach aimed at delivering sustained success by using tools and techniques to improve the performance of people by developing the capabilities of teams and individual contributors (Armstrong, 2006). The main purpose of the study was to identify success factors that contributed to the effective implementation of a performance management system and then determine the extent to which these factors have been successfully incorporated in the performance management system at the CDC. The literature review was conducted, highlighting the process of performance management, tools and techniques, success factors and challenges in order to effectively implement a performance management system. In this study, a positive correlation between the PM purpose, success factors and tools revealed that the various success factors in relation to systems, resources, staff and measurement linked with the PM purpose. In addition, it was also revealed that the human resources component was considered as very important in driving an effective performance management system. , Thesis (MA) -- Faculty of Business and Economic Sciences, Human Resources Management, 2021
- Full Text:
- Date Issued: 2021-04
- Authors: Saki, David Siphosethu
- Date: 2021-04
- Subjects: Gqeberha (South Africa) , Eastern Cape (South Africa) , South Africa
- Language: English
- Type: Master's , text
- Identifier: http://hdl.handle.net/10948/52935 , vital:44733
- Description: Public sector organisations often lack effectiveness in the implementation of an organisational strategy and seek out means of utilising a performance management system to ensure the productive implementation of its strategy (Auditor General South Africa, 2017). Therefore, it is important for organisations to utilise tools and techniques to ensure that the performance management system is efficiently implemented. Performance management is defined as a strategic and integrated approach aimed at delivering sustained success by using tools and techniques to improve the performance of people by developing the capabilities of teams and individual contributors (Armstrong, 2006). The main purpose of the study was to identify success factors that contributed to the effective implementation of a performance management system and then determine the extent to which these factors have been successfully incorporated in the performance management system at the CDC. The literature review was conducted, highlighting the process of performance management, tools and techniques, success factors and challenges in order to effectively implement a performance management system. In this study, a positive correlation between the PM purpose, success factors and tools revealed that the various success factors in relation to systems, resources, staff and measurement linked with the PM purpose. In addition, it was also revealed that the human resources component was considered as very important in driving an effective performance management system. , Thesis (MA) -- Faculty of Business and Economic Sciences, Human Resources Management, 2021
- Full Text:
- Date Issued: 2021-04
Transition from performance appraisal to performance management
- Authors: Maphazi, Thandeka
- Date: 2013
- Subjects: Employees -- Rating of , Performance standards , Management by objectives , Personnel management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8808 , http://hdl.handle.net/10948/d1018570
- Description: The aim of this research study was to conduct an investigation to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. The organisation used as a case study in this research uses a performance appraisal process which is not effective in facilitating the organisation’s strategic goals and objectives. Hence, this study has been undertaken against the above background. The researcher has utilised a positivist paradigm in this research. This means that the researcher has used a quantitative methodology in the process of data collection. A random sampling technique was used with an aim of including critical elements of the population of this study. More particularly, 50 employees of the organisation were electronically presented with a questionnaire based on important key elements of performance management. Moreover, the questionnaire included a Likert type scale consisting of closed and opened-end questions. Questionnaires were received from 35 employees, of which one was from senior management, 13 project managers, 12 from supervisory staff and 9 from support staff. Statistica was used in this research as a software program for the quantification of the data. This study revealed that the transition to a performance management will help the selected company achieve their strategic goals and objectives. Recommendations are made for the role of line management and the role of human resources in performance management.
- Full Text:
- Date Issued: 2013
- Authors: Maphazi, Thandeka
- Date: 2013
- Subjects: Employees -- Rating of , Performance standards , Management by objectives , Personnel management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8808 , http://hdl.handle.net/10948/d1018570
- Description: The aim of this research study was to conduct an investigation to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. The organisation used as a case study in this research uses a performance appraisal process which is not effective in facilitating the organisation’s strategic goals and objectives. Hence, this study has been undertaken against the above background. The researcher has utilised a positivist paradigm in this research. This means that the researcher has used a quantitative methodology in the process of data collection. A random sampling technique was used with an aim of including critical elements of the population of this study. More particularly, 50 employees of the organisation were electronically presented with a questionnaire based on important key elements of performance management. Moreover, the questionnaire included a Likert type scale consisting of closed and opened-end questions. Questionnaires were received from 35 employees, of which one was from senior management, 13 project managers, 12 from supervisory staff and 9 from support staff. Statistica was used in this research as a software program for the quantification of the data. This study revealed that the transition to a performance management will help the selected company achieve their strategic goals and objectives. Recommendations are made for the role of line management and the role of human resources in performance management.
- Full Text:
- Date Issued: 2013
Implementation of performance management systems at the South African Social Security Agency (SASSA), Nelson Mandela Metro District
- Authors: Nabo, Vuyokazi
- Date: 2014
- Subjects: Performance standards -- South Africa -- Nelson Mandela Bay Municipality , Performance -- Management -- Evaluation , Performance -- Measurement , Employees -- Rating of -- South Africa -- Nelson Mandela Bay Municipality
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6412 , vital:21083
- Description: The focus of the study is to investigate the factors that impact on effective implementation of a performance management system at the South African Social Security Agency (SASSA) in the Eastern Cape Region, Nelson Mandela Metro District. It is said that an organisational success in service delivery largely depends on the efficiency and effectiveness of its employees in undertaking their functions, duties and responsibilities (Ntombela, Mpehle and Penciliah, 2010: 63).
- Full Text:
- Date Issued: 2014
- Authors: Nabo, Vuyokazi
- Date: 2014
- Subjects: Performance standards -- South Africa -- Nelson Mandela Bay Municipality , Performance -- Management -- Evaluation , Performance -- Measurement , Employees -- Rating of -- South Africa -- Nelson Mandela Bay Municipality
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6412 , vital:21083
- Description: The focus of the study is to investigate the factors that impact on effective implementation of a performance management system at the South African Social Security Agency (SASSA) in the Eastern Cape Region, Nelson Mandela Metro District. It is said that an organisational success in service delivery largely depends on the efficiency and effectiveness of its employees in undertaking their functions, duties and responsibilities (Ntombela, Mpehle and Penciliah, 2010: 63).
- Full Text:
- Date Issued: 2014
Assessing the municipal performance management system on service delivery : the case of Lukhanji Municipality
- Authors: Bam, Liseka Lindelwa
- Date: 2013
- Subjects: Performance -- Management , Local officials and employees -- South Africa -- Queenstown , Employees -- Rating of -- South Africa -- Queenstown , Public administration -- South Africa -- Queenstown , Local government -- South Africa -- Queenstown
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8319 , http://hdl.handle.net/10948/d1020140
- Description: The performance management system has been introduced in the South African public service with the intensions of monitoring, reviewing, assessing performance, developing underperformers and recognising and rewarding good performance. This study was undertaken as an attempt to assess whether the Lukhanji municipality performance management systems contribute to the improvement of service delivery and employee productivity. The literature review undertaken in this study, shows that there is a general poor understanding of performance management systems in Lukhanji municipality. The literature review further establishes that there are several challenges that hinder the effective implementation of a performance management system in the municipality. Other findings of the study include that there is a challenge in setting the unrealistic performance targets which are unrealisable by employees. These are the reasons why productivity levels are not always realised and targets not achieved by Lukhanji municipality. The main findings of the study are that, although performance management systems play a significant role in the improvement of service delivery, it has not contributed in the improvement of employee productivity of the Lukhanji municipality. The main recommendation on the basis of this finding is that there should be thorough and regular training of officials within the Lukhanji Municipality about the performance management system and how it influences productivity and service delivery. In conclusion, the Municipal Executive Mayoral Committee should demand verifiable evidence to justify a higher rating during quarterly assessments, and that punitive disciplinary measures be taken against those who do not comply with the provision of the performance management system framework, particularly failure to submit performance instruments.
- Full Text:
- Date Issued: 2013
- Authors: Bam, Liseka Lindelwa
- Date: 2013
- Subjects: Performance -- Management , Local officials and employees -- South Africa -- Queenstown , Employees -- Rating of -- South Africa -- Queenstown , Public administration -- South Africa -- Queenstown , Local government -- South Africa -- Queenstown
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8319 , http://hdl.handle.net/10948/d1020140
- Description: The performance management system has been introduced in the South African public service with the intensions of monitoring, reviewing, assessing performance, developing underperformers and recognising and rewarding good performance. This study was undertaken as an attempt to assess whether the Lukhanji municipality performance management systems contribute to the improvement of service delivery and employee productivity. The literature review undertaken in this study, shows that there is a general poor understanding of performance management systems in Lukhanji municipality. The literature review further establishes that there are several challenges that hinder the effective implementation of a performance management system in the municipality. Other findings of the study include that there is a challenge in setting the unrealistic performance targets which are unrealisable by employees. These are the reasons why productivity levels are not always realised and targets not achieved by Lukhanji municipality. The main findings of the study are that, although performance management systems play a significant role in the improvement of service delivery, it has not contributed in the improvement of employee productivity of the Lukhanji municipality. The main recommendation on the basis of this finding is that there should be thorough and regular training of officials within the Lukhanji Municipality about the performance management system and how it influences productivity and service delivery. In conclusion, the Municipal Executive Mayoral Committee should demand verifiable evidence to justify a higher rating during quarterly assessments, and that punitive disciplinary measures be taken against those who do not comply with the provision of the performance management system framework, particularly failure to submit performance instruments.
- Full Text:
- Date Issued: 2013
Evaluating the effectiveness of the performance management and development system in the Eastern Cape Liquor Board
- Authors: Tini, Linda Lindelwa
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8937 , http://hdl.handle.net/10948/d1021216
- Description: Research studies have reported that many organisations implement a performance management and development system. However, it is often not as effective as it is intended. Against this background, the purpose of this study was to evaluate the effectiveness of the performance management and development in the Eastern Cape Liquor Board (ECLB). The study emphasised the importance of an organisational culture that supports management of performance in order for the system to be effective. The study further highlighted that alignment between the performance of individuals and the organisation is critical as all efforts have to focus on the achievement of the organisational vision. The study also emphasised the importance of a process of determining key performance areas that is transparent and involves participation by all employees. The study further argued that the development and rewarding of employees for performance is crucial in ensuring an effective performance management system. The target population for this study consisted of ECLB employees including the district offices. The findings suggested that when the performance management and development system is not implemented in its entirety it cannot be effective. Furthermore, the findings revealed that ECLB implements some of the elements of the system correctly whilst other areas still require more attention.
- Full Text:
- Date Issued: 2014
- Authors: Tini, Linda Lindelwa
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8937 , http://hdl.handle.net/10948/d1021216
- Description: Research studies have reported that many organisations implement a performance management and development system. However, it is often not as effective as it is intended. Against this background, the purpose of this study was to evaluate the effectiveness of the performance management and development in the Eastern Cape Liquor Board (ECLB). The study emphasised the importance of an organisational culture that supports management of performance in order for the system to be effective. The study further highlighted that alignment between the performance of individuals and the organisation is critical as all efforts have to focus on the achievement of the organisational vision. The study also emphasised the importance of a process of determining key performance areas that is transparent and involves participation by all employees. The study further argued that the development and rewarding of employees for performance is crucial in ensuring an effective performance management system. The target population for this study consisted of ECLB employees including the district offices. The findings suggested that when the performance management and development system is not implemented in its entirety it cannot be effective. Furthermore, the findings revealed that ECLB implements some of the elements of the system correctly whilst other areas still require more attention.
- Full Text:
- Date Issued: 2014
An assessment of the performance management and development system with reference to Nkqubela TB hospital
- Authors: Kune, Anele
- Date: 2019
- Subjects: Performance technology , Performance -- Management Performance -- Measurement
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/45205 , vital:38332
- Description: The aim of this study was to assess the performance management and development system, its implementation, practices, values and its relevance to the performance of the Nkqubela TB Hospital. The study explored how the institution implemented a performance management and development system and assessed the extent of policy compliance. An assessment was conducted into how the staff viewed, reacted and behaved with regard to the implementation through secondary data. This study also assessed whether or not the performance management and development system still was a viable tool to assess performance and/or if it was still relevant in attaining the objectives of the organisation. An assessment was also conducted into checking whether or not performance management motivated employees as its main purpose from a theoretical perspective versus current practices in the public sector, however, the focus of the study was the Nkqubela TB Hospital. The study also assessed the challenges encountered or experienced during the implementation of the performance management and development system at the Nkqubela TB Hospital. It adopted a qualitative approach and a desktop analysis was conducted. The study also assessed whether or not staff were being or had been trained in order to improve their development and the performance of services at the Nkqubela TB Hospital. As public administration is based on theories, this study also examined performance management from a theoretical perspective in relation to current practices at the Nkqubela TB Hospital. This research study significantly highlighted or discovered that training, communication, feedback and the proper implementation of performance without favouritism were important aspects and that it had to be noted for good governance. The research also revealed that a performance management and development system enabled employees to better understand the relationship and correlation between the strategic goals and objectives of the department, employees’ key performance areas and alignment with the vision of the organisation. Lastly, managers and supervisors should apply the performance management and development system to identify good and poor performance, and act appropriately through development, as well as recognising and rewarding good performance.
- Full Text:
- Date Issued: 2019
- Authors: Kune, Anele
- Date: 2019
- Subjects: Performance technology , Performance -- Management Performance -- Measurement
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/45205 , vital:38332
- Description: The aim of this study was to assess the performance management and development system, its implementation, practices, values and its relevance to the performance of the Nkqubela TB Hospital. The study explored how the institution implemented a performance management and development system and assessed the extent of policy compliance. An assessment was conducted into how the staff viewed, reacted and behaved with regard to the implementation through secondary data. This study also assessed whether or not the performance management and development system still was a viable tool to assess performance and/or if it was still relevant in attaining the objectives of the organisation. An assessment was also conducted into checking whether or not performance management motivated employees as its main purpose from a theoretical perspective versus current practices in the public sector, however, the focus of the study was the Nkqubela TB Hospital. The study also assessed the challenges encountered or experienced during the implementation of the performance management and development system at the Nkqubela TB Hospital. It adopted a qualitative approach and a desktop analysis was conducted. The study also assessed whether or not staff were being or had been trained in order to improve their development and the performance of services at the Nkqubela TB Hospital. As public administration is based on theories, this study also examined performance management from a theoretical perspective in relation to current practices at the Nkqubela TB Hospital. This research study significantly highlighted or discovered that training, communication, feedback and the proper implementation of performance without favouritism were important aspects and that it had to be noted for good governance. The research also revealed that a performance management and development system enabled employees to better understand the relationship and correlation between the strategic goals and objectives of the department, employees’ key performance areas and alignment with the vision of the organisation. Lastly, managers and supervisors should apply the performance management and development system to identify good and poor performance, and act appropriately through development, as well as recognising and rewarding good performance.
- Full Text:
- Date Issued: 2019
An assessment of the performance management and development system with reference to Nkqubela TB Hospital
- Authors: Kune, Anele
- Date: 2019
- Subjects: Performance management
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/44728 , vital:38156
- Description: The aim of this study was to assess the performance management and development system, its implementation, practices, values and its relevance to the performance of the Nkqubela TB Hospital. The study explored how the institution implemented a performance management and development system and assessed the extent of policy compliance. An assessment was conducted into how the staff viewed, reacted and behaved with regard to the implementation through secondary data. This study also assessed whether or not the performance management and development system still was a viable tool to assess performance and/or if it was still relevant in attaining the objectives of the organisation. An assessment was also conducted into checking whether or not performance management motivated employees as its main purpose from a theoretical perspective versus current practices in the public sector, however, the focus of the study was the Nkqubela TB Hospital. The study also assessed the challenges encountered or experienced during the implementation of the performance management and development system at the Nkqubela TB Hospital. It adopted a qualitative approach and a desktop analysis was conducted. The study also assessed whether or not staff were being or had been trained in order to improve their development and the performance of services at the Nkqubela TB Hospital. As public administration is based on theories, this study also examined performance management from a theoretical perspective in relation to current practices at the Nkqubela TB Hospital. This research study significantly highlighted or discovered that training, communication, feedback and the proper implementation of performance without favouritism were important aspects and that it had to be noted for good governance. The research also revealed that a performance management and development system enabled employees to better understand the relationship and correlation between the strategic goals and objectives of the department, employees’ key performance areas and alignment with the vision of the organisation. Lastly, managers and supervisors should apply the performance management and development system to identify good and poor performance, and act appropriately through development, as well as recognising and rewarding good performance
- Full Text:
- Date Issued: 2019
- Authors: Kune, Anele
- Date: 2019
- Subjects: Performance management
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/44728 , vital:38156
- Description: The aim of this study was to assess the performance management and development system, its implementation, practices, values and its relevance to the performance of the Nkqubela TB Hospital. The study explored how the institution implemented a performance management and development system and assessed the extent of policy compliance. An assessment was conducted into how the staff viewed, reacted and behaved with regard to the implementation through secondary data. This study also assessed whether or not the performance management and development system still was a viable tool to assess performance and/or if it was still relevant in attaining the objectives of the organisation. An assessment was also conducted into checking whether or not performance management motivated employees as its main purpose from a theoretical perspective versus current practices in the public sector, however, the focus of the study was the Nkqubela TB Hospital. The study also assessed the challenges encountered or experienced during the implementation of the performance management and development system at the Nkqubela TB Hospital. It adopted a qualitative approach and a desktop analysis was conducted. The study also assessed whether or not staff were being or had been trained in order to improve their development and the performance of services at the Nkqubela TB Hospital. As public administration is based on theories, this study also examined performance management from a theoretical perspective in relation to current practices at the Nkqubela TB Hospital. This research study significantly highlighted or discovered that training, communication, feedback and the proper implementation of performance without favouritism were important aspects and that it had to be noted for good governance. The research also revealed that a performance management and development system enabled employees to better understand the relationship and correlation between the strategic goals and objectives of the department, employees’ key performance areas and alignment with the vision of the organisation. Lastly, managers and supervisors should apply the performance management and development system to identify good and poor performance, and act appropriately through development, as well as recognising and rewarding good performance
- Full Text:
- Date Issued: 2019
An assessment of the implementation of the performance management and development system: the office of the premier in the Eastern Cape Province
- Authors: Douglas, Bukelwa Maureen
- Date: 2019
- Subjects: Performance -- Management -- South Africa -- Eastern Cape , Eastern Cape (South Africa) -- Office of the Premier Eastern Cape (South Africa) -- Evaluation Local government -- South Africa -- Eastern Cape -- Case studies
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/39545 , vital:35289
- Description: The Performance management and development system has been introduced in the South African Public Service with the intention of monitoring, reviewing, assessing performance, developing under performers, recognising and rewarding good performance of the public officials. It is also there to develop the public officials who fail to attain required expectations. This study focuses on investigating whether employees do understand Performance Management and development system for the effectiveness of employee performance in the Eastern Cape Office of the Premier and that this has with the motivation of the public sector in the Eastern Cape, and the correlation that this has with the motivation of the public officials to improve performance. A qualitative research design was used for this study to investigate whether employees do understand effectiveness of PMDS on employees performance. The research design consisted of a case study where seven interview questions were conducted with the first employees from level four to level eight (operational staff), middle managers from level nine to level twelve and senior managers in the Office of the Premier Eastern Cape. Data analysis led to thematic analysis two themes were developed from the objectives of the study. This study has made the following recommendations: The employees in the Office of the Premier should be regularly monitored and evaluated on how to implement performance management and developed system. As a result, the study will give more understanding in aligning with the OTP strategy and drive individual performance, but will also assist all levels of employees within the OTP: EC in understanding the day to day operational activities of performance management. It will also help employee support and talent management professionals in knowing and understanding the best practices to adopt, in managing their individual performance levels.
- Full Text:
- Date Issued: 2019
- Authors: Douglas, Bukelwa Maureen
- Date: 2019
- Subjects: Performance -- Management -- South Africa -- Eastern Cape , Eastern Cape (South Africa) -- Office of the Premier Eastern Cape (South Africa) -- Evaluation Local government -- South Africa -- Eastern Cape -- Case studies
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/39545 , vital:35289
- Description: The Performance management and development system has been introduced in the South African Public Service with the intention of monitoring, reviewing, assessing performance, developing under performers, recognising and rewarding good performance of the public officials. It is also there to develop the public officials who fail to attain required expectations. This study focuses on investigating whether employees do understand Performance Management and development system for the effectiveness of employee performance in the Eastern Cape Office of the Premier and that this has with the motivation of the public sector in the Eastern Cape, and the correlation that this has with the motivation of the public officials to improve performance. A qualitative research design was used for this study to investigate whether employees do understand effectiveness of PMDS on employees performance. The research design consisted of a case study where seven interview questions were conducted with the first employees from level four to level eight (operational staff), middle managers from level nine to level twelve and senior managers in the Office of the Premier Eastern Cape. Data analysis led to thematic analysis two themes were developed from the objectives of the study. This study has made the following recommendations: The employees in the Office of the Premier should be regularly monitored and evaluated on how to implement performance management and developed system. As a result, the study will give more understanding in aligning with the OTP strategy and drive individual performance, but will also assist all levels of employees within the OTP: EC in understanding the day to day operational activities of performance management. It will also help employee support and talent management professionals in knowing and understanding the best practices to adopt, in managing their individual performance levels.
- Full Text:
- Date Issued: 2019
Performance management of the academic staffs in Ugandan public and private universities
- Authors: Kansiime, Grace
- Date: 2023-04
- Subjects: Performance--Management , Academic staff , Higher education institutions -- Uganda
- Language: English
- Type: Doctoral's theses , Thesis
- Identifier: http://hdl.handle.net/10948/60938 , vital:69246
- Description: This study, at the outset, seeks to assess the effectiveness of a performance management system (PMS) in determining the academic staffs‟ performance in teaching and research in selected Ugandan public and private universities. The participants of this study comprised full-time and parttime academic staffs from public and private universities located in the four regions in Uganda. The purposive sampling method was used to select the universities for this study. Convenient sampling was used to select the academic staffs in the universities. An online structured questionnaire collected quantitative data and analysed it using descriptive and inferential statistics. The quantitative analysis of the responses showed that many participants were made up of public university academic staffs, lecturers, assistant lecturers, master‟s degree holders and permanent fulltime staffs. Factor analyses were run for each section and sub-section within the questionnaire to explore the dimensionality of the scales and generate composite factor scores to be used for further analyses. While, internal consistency was examined using Cronbach‟s alpha. In addition, descriptive statistics for the factors within sections were determined. Pearson‟s correlation coefficients were calculated for each pair of factor scores for each section and sub-section to explore the relationships between the factors identified in this study. Additionally, the comparison of factor scores across selected demographic variables and independent samples t-tests for the equality of means was used to establish whether there were significant differences between the factor scores of various demographic variables. Finally, one-way ANOVAs were considered to compare the composite factor scores across various demographic variables. Factor score analysis showed that 44.9% of the academic staffs had a moderate attitude towards the PMS process; whereas 84.9% had a high attitude towards PA criteria and 64.2% had a high attitude towards PFPS. The results of the study suggest a high attitude of the academic staffs towards PA and PFP in teaching and research. In addition, the majority (78.0%) of the academic staffs had a high attitude towards their self-performance planning in their institution. The results of the study suggest a high level of self-performance planning of the academic staffs in teaching and research in the selected Ugandan HEIs. A reasonable number (45.4%) of the academic staffs from public universities and 49.1% from private universities had a high attitude towards supervisors‟ participation in performance planning and performance feedback. Moreover, 44.0% of the academic staffs from public universities and 66.7% of the academic staffs from private universities rated the workload as high. The results of the study suggest that the academic staffs‟ workload was high. In xx addition, factor score analysis showed that the academic staffs‟ performance rewards were low. Only 24.9% of the academic staffs had received more than 67% of the available rewards suggesting that the academic staffs‟ managers in the surveyed institutions did not use a variety of performance rewards to compensate for the academic staffs‟ performance. In addition, the average factor score for teaching skills was 94.8%, while perceived teaching abilities were 95.1% high on average. Besides, the factor score analysis results showed that teaching skills were 84.81% and 86.34%, respectively. Only 29.1% of the academic staffs from both public and private universities had high research skills. The results suggested that the academic staffs‟ teaching skills were high while their research skills were low. The findings thus suggested that the academic staffs in Ugandan public and private universities were highly involved in teaching activities, but their involvement in research activities was low. Similarly, results from testing hypotheses suggested that academic staffs in the surveyed Ugandan public and private universities rated PA criteria and PFPS higher than the PMS process. The study results indicated that self-performance planning and supervisors‟ involvement in performance feedback improved academic staffs‟ teaching skills. In contrast, performance planning, review, clarity on feedback, evaluation and rewards increased academic staffs‟ performance in perceived teaching abilities. In addition, an increase in the research workload contributed to an increase in the academic staffs‟ perception of their research knowledge and skills. The study made major conclusions regarding academic staffs‟ PM in Ugandan public and private universities. First, correlation results on performance planning and teaching skills and abilities for public and private universities were statistically significant (p < 0.001). Therefore, the study concludes that the academic staffs‟ performance planning in the selected Ugandan HEIs positively affected the academic staffs‟ performance in teaching. In addition, correlation results for supervisor involvement in feedback and teaching skills for both public and private universities were statistically significant (p < 0.001). Thus, the study concludes that supervisors‟ involvement in feedback improved academic staffs‟ performance in teaching skills. In addition, correlation results showed that performance reviews and teaching abilities were statistically significant for public universities (p=0.001), and (p=0.034) for private universities. Thus, the study concludes that the academic staffs‟ performance reviews improved academic staffs‟ teaching abilities in selected public and private universities. Equally, correlation results for performance evaluation and perceived teaching abilities for public universities was statistically significant (p< 0.001) for public universities, and (p=0.006) for private universities. Therefore, the study concludes that performance evaluation increased xxi teaching abilities of the academic staffs in both Ugandan public and private universities. In addition, rewards significantly impacted academic staffs‟ perceived teaching abilities in private universities. Correlation results for rewards and perceived teaching abilities for private universities was statistically significant (p< 0.011). Therefore, the study concludes that the more academic staffs were rewarded, the more they participated in setting, administering and marking tests, assisgnments and examinations, and adhering to deadlines set for administering tests and assignments. Similarly, the study made various recommendations to improve academic staffs‟ performance in teaching and research in Ugandan public and private universities. To achieve the required performance in teaching and research, the study recommends that the academic staffs be involved in the entire planning process to be aware of the required performance and the kind of results expected from their performance and work towards achieving the set performance in teaching and research. Additionally, performance reviews and feedback should be one-on-one discussions between the managers and the academic staffs to identify how far the staffs are performing towards the set goals. The study recommends that the academic staffs need information regarding their performance for feedback to be effective. In addition, the study recommends that the academic staffs‟ managers should increase financial and non-financial rewards to motivate the academic staffs to increase their performance in teaching. Correlation results showed that rewards had a significant impact on teaching abilities (p=0.011). Thus, rewards should as well be increased to improve academic staffs‟ teaching abilities. , Thesis (PhD) -- Faculty of Education, School of Research and Engagement, 2023
- Full Text:
- Date Issued: 2023-04
- Authors: Kansiime, Grace
- Date: 2023-04
- Subjects: Performance--Management , Academic staff , Higher education institutions -- Uganda
- Language: English
- Type: Doctoral's theses , Thesis
- Identifier: http://hdl.handle.net/10948/60938 , vital:69246
- Description: This study, at the outset, seeks to assess the effectiveness of a performance management system (PMS) in determining the academic staffs‟ performance in teaching and research in selected Ugandan public and private universities. The participants of this study comprised full-time and parttime academic staffs from public and private universities located in the four regions in Uganda. The purposive sampling method was used to select the universities for this study. Convenient sampling was used to select the academic staffs in the universities. An online structured questionnaire collected quantitative data and analysed it using descriptive and inferential statistics. The quantitative analysis of the responses showed that many participants were made up of public university academic staffs, lecturers, assistant lecturers, master‟s degree holders and permanent fulltime staffs. Factor analyses were run for each section and sub-section within the questionnaire to explore the dimensionality of the scales and generate composite factor scores to be used for further analyses. While, internal consistency was examined using Cronbach‟s alpha. In addition, descriptive statistics for the factors within sections were determined. Pearson‟s correlation coefficients were calculated for each pair of factor scores for each section and sub-section to explore the relationships between the factors identified in this study. Additionally, the comparison of factor scores across selected demographic variables and independent samples t-tests for the equality of means was used to establish whether there were significant differences between the factor scores of various demographic variables. Finally, one-way ANOVAs were considered to compare the composite factor scores across various demographic variables. Factor score analysis showed that 44.9% of the academic staffs had a moderate attitude towards the PMS process; whereas 84.9% had a high attitude towards PA criteria and 64.2% had a high attitude towards PFPS. The results of the study suggest a high attitude of the academic staffs towards PA and PFP in teaching and research. In addition, the majority (78.0%) of the academic staffs had a high attitude towards their self-performance planning in their institution. The results of the study suggest a high level of self-performance planning of the academic staffs in teaching and research in the selected Ugandan HEIs. A reasonable number (45.4%) of the academic staffs from public universities and 49.1% from private universities had a high attitude towards supervisors‟ participation in performance planning and performance feedback. Moreover, 44.0% of the academic staffs from public universities and 66.7% of the academic staffs from private universities rated the workload as high. The results of the study suggest that the academic staffs‟ workload was high. In xx addition, factor score analysis showed that the academic staffs‟ performance rewards were low. Only 24.9% of the academic staffs had received more than 67% of the available rewards suggesting that the academic staffs‟ managers in the surveyed institutions did not use a variety of performance rewards to compensate for the academic staffs‟ performance. In addition, the average factor score for teaching skills was 94.8%, while perceived teaching abilities were 95.1% high on average. Besides, the factor score analysis results showed that teaching skills were 84.81% and 86.34%, respectively. Only 29.1% of the academic staffs from both public and private universities had high research skills. The results suggested that the academic staffs‟ teaching skills were high while their research skills were low. The findings thus suggested that the academic staffs in Ugandan public and private universities were highly involved in teaching activities, but their involvement in research activities was low. Similarly, results from testing hypotheses suggested that academic staffs in the surveyed Ugandan public and private universities rated PA criteria and PFPS higher than the PMS process. The study results indicated that self-performance planning and supervisors‟ involvement in performance feedback improved academic staffs‟ teaching skills. In contrast, performance planning, review, clarity on feedback, evaluation and rewards increased academic staffs‟ performance in perceived teaching abilities. In addition, an increase in the research workload contributed to an increase in the academic staffs‟ perception of their research knowledge and skills. The study made major conclusions regarding academic staffs‟ PM in Ugandan public and private universities. First, correlation results on performance planning and teaching skills and abilities for public and private universities were statistically significant (p < 0.001). Therefore, the study concludes that the academic staffs‟ performance planning in the selected Ugandan HEIs positively affected the academic staffs‟ performance in teaching. In addition, correlation results for supervisor involvement in feedback and teaching skills for both public and private universities were statistically significant (p < 0.001). Thus, the study concludes that supervisors‟ involvement in feedback improved academic staffs‟ performance in teaching skills. In addition, correlation results showed that performance reviews and teaching abilities were statistically significant for public universities (p=0.001), and (p=0.034) for private universities. Thus, the study concludes that the academic staffs‟ performance reviews improved academic staffs‟ teaching abilities in selected public and private universities. Equally, correlation results for performance evaluation and perceived teaching abilities for public universities was statistically significant (p< 0.001) for public universities, and (p=0.006) for private universities. Therefore, the study concludes that performance evaluation increased xxi teaching abilities of the academic staffs in both Ugandan public and private universities. In addition, rewards significantly impacted academic staffs‟ perceived teaching abilities in private universities. Correlation results for rewards and perceived teaching abilities for private universities was statistically significant (p< 0.011). Therefore, the study concludes that the more academic staffs were rewarded, the more they participated in setting, administering and marking tests, assisgnments and examinations, and adhering to deadlines set for administering tests and assignments. Similarly, the study made various recommendations to improve academic staffs‟ performance in teaching and research in Ugandan public and private universities. To achieve the required performance in teaching and research, the study recommends that the academic staffs be involved in the entire planning process to be aware of the required performance and the kind of results expected from their performance and work towards achieving the set performance in teaching and research. Additionally, performance reviews and feedback should be one-on-one discussions between the managers and the academic staffs to identify how far the staffs are performing towards the set goals. The study recommends that the academic staffs need information regarding their performance for feedback to be effective. In addition, the study recommends that the academic staffs‟ managers should increase financial and non-financial rewards to motivate the academic staffs to increase their performance in teaching. Correlation results showed that rewards had a significant impact on teaching abilities (p=0.011). Thus, rewards should as well be increased to improve academic staffs‟ teaching abilities. , Thesis (PhD) -- Faculty of Education, School of Research and Engagement, 2023
- Full Text:
- Date Issued: 2023-04
Sedela tadulu Part II and III
- Kruger, Jaco (Recorded by), Shonisani, Kruger and Mashandule (Performer), Composer unknown
- Authors: Kruger, Jaco (Recorded by) , Shonisani, Kruger and Mashandule (Performer) , Composer unknown
- Subjects: Khubvi -- Thohoyandou -- Transvaal (Limpopo) -- South Africa , Thohoyandou -- Transvaal (Limpopo) -- South Africa , Transvaal (Limpopo) , South Africa , Indigenous music , Traditional music , Instrumental , Xylophone , Trio performance
- Type: Music , Sound
- Identifier: vital:15760 , JKC06b-22 , http://hdl.handle.net/10962/d1008949 , Tape number: JKC06 , Original tape number: 6 , Track number: 22
- Description: English translation of title: 'Move closer to heaven' , Part II and III of trio performance of traditional Venda tune with 21 key xylophone accompaniment , For further details refer to Jaco Kruger recording card: 90
- Full Text: false
- Authors: Kruger, Jaco (Recorded by) , Shonisani, Kruger and Mashandule (Performer) , Composer unknown
- Subjects: Khubvi -- Thohoyandou -- Transvaal (Limpopo) -- South Africa , Thohoyandou -- Transvaal (Limpopo) -- South Africa , Transvaal (Limpopo) , South Africa , Indigenous music , Traditional music , Instrumental , Xylophone , Trio performance
- Type: Music , Sound
- Identifier: vital:15760 , JKC06b-22 , http://hdl.handle.net/10962/d1008949 , Tape number: JKC06 , Original tape number: 6 , Track number: 22
- Description: English translation of title: 'Move closer to heaven' , Part II and III of trio performance of traditional Venda tune with 21 key xylophone accompaniment , For further details refer to Jaco Kruger recording card: 90
- Full Text: false