A change framework for introducing performance management in higher education: a case study
- Authors: Ndung’u, Agnes
- Date: 2019
- Subjects: Performance -- Management , Education, Higher -- Evaluation Organizational change Organizational effectiveness
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/41796 , vital:36590
- Description: The South African Higher Education Act 101 of 1997 provides a legal framework for the management of higher education institutions based on quality assurance and accountability. As such, the Act mandates the introduction of performance management. Performance management is one of the most challenging areas of responsibility in the field of human resources management. The literature, as discussed in this study, reveals that performance management is a complex phenomenon and that the implementation of a performance management system is, for a variety of reasons, not always successful. Failure is mostly attributed to not taking a planned, scientific and collaborative approach to implementation, resulting to lack of buy-in from significant stakeholders. Specifically, the introduction of performance management in the higher education sector presents a unique challenge, as the process requires that stakeholders and especially academics, to shift from a traditional culture of collegiality to one in which accountability is measured by formal criteria. While existing literature does address the management of change in organisations, there is a paucity of literature on managing change with regards to performance management and specifically in the context of higher education. The purpose of this study was to develop and present a comprehensive change framework for introducing performance management in higher education. In order to provide a theoretical basis for the research, existing literature on performance management, change management as well as the higher education context was reviewed, to identify potential barriers to the implementation of performance management. A case study analysis was conducted on the implementation of performance management at a comprehensive university, which included presenting a historical timeline of implementation based on documented evidence, and reporting on open-ended interviews and focus groups conducted with significant stakeholders. The stakeholders included management, Human Resources (HR), academic staff, administrative and support staff, as well as trade union representatives. Key lessons were drawn and fused to develop a change framework for the introduction of performance management in higher education. The framework encapsulates key themes extracted from the literature and empirical study, with regard to readiness for change, planning, implementing and sustaining change, with cognisance of the unique context. The research revealed critical aspects for the successful implementation of performance management communication with and the involvement of stakeholders, the commitment of senior management, training, embedding the change in the organisational culture, and constantly evaluating the progress as a feedback loop for making improvements. The study demonstrates that planning the change process helps to improve the effectiveness of implementing performance management. A process framework for developing and introducing performance management in the context of higher education is created with a focus on how to create ownership through communication and involvement. The proposed framework serves as a valuable resource for researchers and practitioners, especially those involved in higher education.
- Full Text:
- Date Issued: 2019
- Authors: Ndung’u, Agnes
- Date: 2019
- Subjects: Performance -- Management , Education, Higher -- Evaluation Organizational change Organizational effectiveness
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/41796 , vital:36590
- Description: The South African Higher Education Act 101 of 1997 provides a legal framework for the management of higher education institutions based on quality assurance and accountability. As such, the Act mandates the introduction of performance management. Performance management is one of the most challenging areas of responsibility in the field of human resources management. The literature, as discussed in this study, reveals that performance management is a complex phenomenon and that the implementation of a performance management system is, for a variety of reasons, not always successful. Failure is mostly attributed to not taking a planned, scientific and collaborative approach to implementation, resulting to lack of buy-in from significant stakeholders. Specifically, the introduction of performance management in the higher education sector presents a unique challenge, as the process requires that stakeholders and especially academics, to shift from a traditional culture of collegiality to one in which accountability is measured by formal criteria. While existing literature does address the management of change in organisations, there is a paucity of literature on managing change with regards to performance management and specifically in the context of higher education. The purpose of this study was to develop and present a comprehensive change framework for introducing performance management in higher education. In order to provide a theoretical basis for the research, existing literature on performance management, change management as well as the higher education context was reviewed, to identify potential barriers to the implementation of performance management. A case study analysis was conducted on the implementation of performance management at a comprehensive university, which included presenting a historical timeline of implementation based on documented evidence, and reporting on open-ended interviews and focus groups conducted with significant stakeholders. The stakeholders included management, Human Resources (HR), academic staff, administrative and support staff, as well as trade union representatives. Key lessons were drawn and fused to develop a change framework for the introduction of performance management in higher education. The framework encapsulates key themes extracted from the literature and empirical study, with regard to readiness for change, planning, implementing and sustaining change, with cognisance of the unique context. The research revealed critical aspects for the successful implementation of performance management communication with and the involvement of stakeholders, the commitment of senior management, training, embedding the change in the organisational culture, and constantly evaluating the progress as a feedback loop for making improvements. The study demonstrates that planning the change process helps to improve the effectiveness of implementing performance management. A process framework for developing and introducing performance management in the context of higher education is created with a focus on how to create ownership through communication and involvement. The proposed framework serves as a valuable resource for researchers and practitioners, especially those involved in higher education.
- Full Text:
- Date Issued: 2019
An assessment of performance management and development system at Department of Labour East London
- Authors: Getyeza, Ntomboxolo Alicia
- Date: 2019
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- East London Local officials and employees -- South Africa -- East London South Africa -- Department of Labour
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/39741 , vital:35353
- Description: The performance management system was introduced in the South African public service with the intention to continuously manage performance by setting performance objectives, reviewing past performance, assessing current performance, improving poor performance, determining recognition and reward for good performance, and assisting with career planning. This study was undertaken as an attempt to investigate the assessment of the existing implementation processes of performance management systems to determine level of policy compliance and staff satisfaction in the department of Labour East London. This research adopted a descriptive research design where the 75 selected staff of the DOL participated in the research from the total staff component of 744 employees. To achieve this, self administered questionnaires were distributed to employees at different levels as well as union representatives who form part of employees and are members of Local Performance management Review Board to ensure fairness and non discriminatory practices in the process. Research has revealed that although the performance management system has been implemented in the department of Labour, it has not achieved all its expected results. The research findings indicate that although there is an understanding of performance management in the Department, implementation remains a challenge. The analysis of the responses indicated a great dissatisfaction with the current system. It has failed to link performance outcomes to rewards in a meaningful manner; there is not much emphasis placed on personal and career development; and there are no measures put in place by supervisors to address employees who do not achieve the set performance targets. The findings of the study and the conclusions by the researcher is that although certain elements of the PMS within the DOL can be perceived as being effective, however there are issues which still need to be addressed such as to communicate performance outcomes with employees and clearly defining the purpose of the PMS, commitment by supervisors and managers and addressing the staff attitudes and perceptions, as staff attitude and negative perception by employees can have detrimental consequences to the organization and positive perception can improve the organization and commitment of employees towards organizational performance. The findings from this study are consistent with the general proposition that effective performance management systems should be supported by practices and organizational contexts with certain characteristics. Indeed, as reported in this study, the institution needs to provide more performance management training, engage employees and emphasize employee recognition. In this way the performance management system will be effective, deliver more value and meet the desired outcomes. The conclusions by the researcher is that although certain elements of the PMS within the DOL can be perceived as being effective, however there are issues which still need to be addressed such as to communicate with employees on a continuous bases and clearly defining the purpose of the PMS, commitment of managers, supervisors and addressing the staff attitudes and perceptions, as staff attitude and negative perception by employees can have detrimental consequences to the department and positive perception can improve the organization and commitment of employees towards organizational performance. It is concluded that there is an urgent need for DOL to address the challenges experienced with the system, as at the moment, it is not meeting the objectives it was intended to meet.
- Full Text:
- Date Issued: 2019
- Authors: Getyeza, Ntomboxolo Alicia
- Date: 2019
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- East London Local officials and employees -- South Africa -- East London South Africa -- Department of Labour
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/39741 , vital:35353
- Description: The performance management system was introduced in the South African public service with the intention to continuously manage performance by setting performance objectives, reviewing past performance, assessing current performance, improving poor performance, determining recognition and reward for good performance, and assisting with career planning. This study was undertaken as an attempt to investigate the assessment of the existing implementation processes of performance management systems to determine level of policy compliance and staff satisfaction in the department of Labour East London. This research adopted a descriptive research design where the 75 selected staff of the DOL participated in the research from the total staff component of 744 employees. To achieve this, self administered questionnaires were distributed to employees at different levels as well as union representatives who form part of employees and are members of Local Performance management Review Board to ensure fairness and non discriminatory practices in the process. Research has revealed that although the performance management system has been implemented in the department of Labour, it has not achieved all its expected results. The research findings indicate that although there is an understanding of performance management in the Department, implementation remains a challenge. The analysis of the responses indicated a great dissatisfaction with the current system. It has failed to link performance outcomes to rewards in a meaningful manner; there is not much emphasis placed on personal and career development; and there are no measures put in place by supervisors to address employees who do not achieve the set performance targets. The findings of the study and the conclusions by the researcher is that although certain elements of the PMS within the DOL can be perceived as being effective, however there are issues which still need to be addressed such as to communicate performance outcomes with employees and clearly defining the purpose of the PMS, commitment by supervisors and managers and addressing the staff attitudes and perceptions, as staff attitude and negative perception by employees can have detrimental consequences to the organization and positive perception can improve the organization and commitment of employees towards organizational performance. The findings from this study are consistent with the general proposition that effective performance management systems should be supported by practices and organizational contexts with certain characteristics. Indeed, as reported in this study, the institution needs to provide more performance management training, engage employees and emphasize employee recognition. In this way the performance management system will be effective, deliver more value and meet the desired outcomes. The conclusions by the researcher is that although certain elements of the PMS within the DOL can be perceived as being effective, however there are issues which still need to be addressed such as to communicate with employees on a continuous bases and clearly defining the purpose of the PMS, commitment of managers, supervisors and addressing the staff attitudes and perceptions, as staff attitude and negative perception by employees can have detrimental consequences to the department and positive perception can improve the organization and commitment of employees towards organizational performance. It is concluded that there is an urgent need for DOL to address the challenges experienced with the system, as at the moment, it is not meeting the objectives it was intended to meet.
- Full Text:
- Date Issued: 2019
An evaluation of performance and management development systems: a case study of Nelson Mandela Bay Municipality
- Authors: Bokwana, Bulelani
- Date: 2019
- Subjects: Performance -- Management
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/36498 , vital:33953
- Description: The primary aim of this study was to establish whether the Performance Management and Development Systems (PMDS) in public institutions, has an effect on service delivery, with specific reference to the Nelson Mandela Bay Municipality (NMBM). This is pertinent because municipalities have become the focal points of service delivery and they tend to focus mainly on complying with the legislative frameworks of having an Integrated Development Plan (IDP) and Performance Management and Development Systems (PMDS) rather than implementing the Integrated Development Plan (IDP) and the Performance Management and Development Systems (PMDS) to enhance service delivery to communities. The Department of Cooperative Governance and Traditional Affairs (CoGta), introduces the Performance Management framework to municipalities with the aim of empowering the communities to demand better services and to hold municipalities accountable. This study provides an in-depth theoretical review on PMDS and service delivery. It is evident that one of the biggest challenges that are being faced by most municipalities in South Africa, is the lack of universal access to services such as water and electricity, sanitation, refuse removal systems and local economic development. This study employed the qualitative research approach to validate the research questions as well as to address the research objectives and data was collected through documentary sources of annual reports, Integrated Development Plan (IDP), Service Delivery and Budget Implementation Plan (SDBIP), articles, journals text books and legislation. Further findings in this study indicate that Performance Management and Development Systems (PDMS) in the Nelson Mandela Bay Municipality (NMBM), has not led to positive changes in service delivery and this is identified by violent service delivery protests. This study also identified that the system is currently flawed because, amongst other things, there is minimal employee involvement in the planning of performance management, including a lack of training opportunities to address identified weaknesses and the non-payment of performance bonuses to good performing employees, similarly majority of employees do not know their performance targets as reflected in the Service Delivery and Budget Implementation Plan (SDBIP). Recommendations emanating from the literature review are presented to enhance service delivery for the Nelson Mandela Bay Municipality (NMBM) through Performance Management and Development Systems (PMDS) and they include cascading PMDS to all employees, furthering issues of alignment and integration of the Integrated Development Plan (IDP) processes, budget, PMDS, monitoring, evaluation and training on the formulation of Key Performance Areas (KPAs) and Key Performance Indicators (KPIs). If these recommendations are adopted, the Nelson Mandela Bay Municipality (NMBM) will be able to deal with the current developmental obstacles that are being faced, in a more effective and efficient manner.
- Full Text:
- Date Issued: 2019
- Authors: Bokwana, Bulelani
- Date: 2019
- Subjects: Performance -- Management
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/36498 , vital:33953
- Description: The primary aim of this study was to establish whether the Performance Management and Development Systems (PMDS) in public institutions, has an effect on service delivery, with specific reference to the Nelson Mandela Bay Municipality (NMBM). This is pertinent because municipalities have become the focal points of service delivery and they tend to focus mainly on complying with the legislative frameworks of having an Integrated Development Plan (IDP) and Performance Management and Development Systems (PMDS) rather than implementing the Integrated Development Plan (IDP) and the Performance Management and Development Systems (PMDS) to enhance service delivery to communities. The Department of Cooperative Governance and Traditional Affairs (CoGta), introduces the Performance Management framework to municipalities with the aim of empowering the communities to demand better services and to hold municipalities accountable. This study provides an in-depth theoretical review on PMDS and service delivery. It is evident that one of the biggest challenges that are being faced by most municipalities in South Africa, is the lack of universal access to services such as water and electricity, sanitation, refuse removal systems and local economic development. This study employed the qualitative research approach to validate the research questions as well as to address the research objectives and data was collected through documentary sources of annual reports, Integrated Development Plan (IDP), Service Delivery and Budget Implementation Plan (SDBIP), articles, journals text books and legislation. Further findings in this study indicate that Performance Management and Development Systems (PDMS) in the Nelson Mandela Bay Municipality (NMBM), has not led to positive changes in service delivery and this is identified by violent service delivery protests. This study also identified that the system is currently flawed because, amongst other things, there is minimal employee involvement in the planning of performance management, including a lack of training opportunities to address identified weaknesses and the non-payment of performance bonuses to good performing employees, similarly majority of employees do not know their performance targets as reflected in the Service Delivery and Budget Implementation Plan (SDBIP). Recommendations emanating from the literature review are presented to enhance service delivery for the Nelson Mandela Bay Municipality (NMBM) through Performance Management and Development Systems (PMDS) and they include cascading PMDS to all employees, furthering issues of alignment and integration of the Integrated Development Plan (IDP) processes, budget, PMDS, monitoring, evaluation and training on the formulation of Key Performance Areas (KPAs) and Key Performance Indicators (KPIs). If these recommendations are adopted, the Nelson Mandela Bay Municipality (NMBM) will be able to deal with the current developmental obstacles that are being faced, in a more effective and efficient manner.
- Full Text:
- Date Issued: 2019
An evaluation of the management performance assessment tool in the department of cooperative governance and traditional affairs in the Eastern Cape
- Authors: Braweni, Asanda
- Date: 2019
- Subjects: Performance -- Management , Local government -- South Africa -- Eastern Cape Public administration -- South Africa -- Eastern Cape Organizational effectiveness -- South Africa -- Eastern Cape Performance -- Evaluation
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/37233 , vital:34139
- Description: Management Performance Assessment Tool for improving audit outcomes in the Eastern Cape Department of Cooperative Governance & Traditional Affairs steamed out of the need to possibly have a preliminary understanding of the MPAT and how its application has fared towards performance improvement and service delivery mandate of the department in review. In 2010, South African Cabinet requested the Department of Performance Monitoring and Evaluation (DPME) in the Presidency in collaboration with the Department of Public Service and Administration (DPSA) to lead the development of a comprehensive assessment tool through the nine provincial departments and offices of the Premiers as the Provincial coordinating agencies. The aim of this empirical study was to assess how Management Performance Assessment Tool (MPAT) can be well utilised to improve audit outcomes of the Department of Cooperative Governance & Traditional Affairs (DCoGTA). Performance Management which is the basis for the research aims at assisting the DCoGTA in the Eastern Cape to better apply the MPAT tools to achieving better performance improvement through well informed Management decision-making which will ultimately guarantee smarter public service delivery and improved audit outcomes. The research methodology is socially driven in outlook with designed structure and plan which investigates the research aims through an introductory platform on the research questions demanding answers towards solving the research problems emanating from the main title of the research. Data analysis which informs the research findings provides some policy lessons on the application of MPAT as a tool for performance improvement when it is appropriately applied, and adopted within the decision-making structures of the Department of Cooperative Governance & Traditional Affairs of the Eastern Cape Provincial government.
- Full Text:
- Date Issued: 2019
- Authors: Braweni, Asanda
- Date: 2019
- Subjects: Performance -- Management , Local government -- South Africa -- Eastern Cape Public administration -- South Africa -- Eastern Cape Organizational effectiveness -- South Africa -- Eastern Cape Performance -- Evaluation
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/37233 , vital:34139
- Description: Management Performance Assessment Tool for improving audit outcomes in the Eastern Cape Department of Cooperative Governance & Traditional Affairs steamed out of the need to possibly have a preliminary understanding of the MPAT and how its application has fared towards performance improvement and service delivery mandate of the department in review. In 2010, South African Cabinet requested the Department of Performance Monitoring and Evaluation (DPME) in the Presidency in collaboration with the Department of Public Service and Administration (DPSA) to lead the development of a comprehensive assessment tool through the nine provincial departments and offices of the Premiers as the Provincial coordinating agencies. The aim of this empirical study was to assess how Management Performance Assessment Tool (MPAT) can be well utilised to improve audit outcomes of the Department of Cooperative Governance & Traditional Affairs (DCoGTA). Performance Management which is the basis for the research aims at assisting the DCoGTA in the Eastern Cape to better apply the MPAT tools to achieving better performance improvement through well informed Management decision-making which will ultimately guarantee smarter public service delivery and improved audit outcomes. The research methodology is socially driven in outlook with designed structure and plan which investigates the research aims through an introductory platform on the research questions demanding answers towards solving the research problems emanating from the main title of the research. Data analysis which informs the research findings provides some policy lessons on the application of MPAT as a tool for performance improvement when it is appropriately applied, and adopted within the decision-making structures of the Department of Cooperative Governance & Traditional Affairs of the Eastern Cape Provincial government.
- Full Text:
- Date Issued: 2019
Job performance and the relationship between employee engagement, goal setting, training, job fit and trust
- Authors: Brood, Ayoob
- Date: 2019
- Subjects: Performance -- Management , Job satisfaction -- South Africa Employee motivation -- South Africa Labor productivity -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/37846 , vital:34253
- Description: Every business has a goal of being profitable which relies on employee job performance. To determine the relationship employee engagement, trust, goal setting, job fit and training had on job performance surveys was sent to 8 MTN Branded retail stores within the Eastern Cape to gather data. Each survey once completed would then be dropped off and the MTN head office in Cape Road. Previous work has looked at these independent variables and how they affect job performance separately and not as a whole. Contrary to the literature, goal settings were the only variable that had a significant influence according to the findings of this study. The statistical results of this study revealed that goal settings influenced job performance with a p-value of 0.010 (p<0.05) and had a positive relationship, indicating that the respondent’s goal settings had an influence on their job performance. The mean values indicated that the respondents agreed that the independent variables would affect the performance. Thus, it is highly recommended that management investigates the requirements of implementing strategies of these variables to improve job performance.
- Full Text:
- Date Issued: 2019
- Authors: Brood, Ayoob
- Date: 2019
- Subjects: Performance -- Management , Job satisfaction -- South Africa Employee motivation -- South Africa Labor productivity -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/37846 , vital:34253
- Description: Every business has a goal of being profitable which relies on employee job performance. To determine the relationship employee engagement, trust, goal setting, job fit and training had on job performance surveys was sent to 8 MTN Branded retail stores within the Eastern Cape to gather data. Each survey once completed would then be dropped off and the MTN head office in Cape Road. Previous work has looked at these independent variables and how they affect job performance separately and not as a whole. Contrary to the literature, goal settings were the only variable that had a significant influence according to the findings of this study. The statistical results of this study revealed that goal settings influenced job performance with a p-value of 0.010 (p<0.05) and had a positive relationship, indicating that the respondent’s goal settings had an influence on their job performance. The mean values indicated that the respondents agreed that the independent variables would affect the performance. Thus, it is highly recommended that management investigates the requirements of implementing strategies of these variables to improve job performance.
- Full Text:
- Date Issued: 2019
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