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
Implementation challenges of the performance management policy at the Joe Gqabi District Municipality public hospitals
- Authors: Mbethe, Zakanzima
- Date: 2012
- Subjects: Performance -- Management , Employees -- Rating of , Municipal government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8285 , http://hdl.handle.net/10948/d1018498
- Description: Public administration seems to have shifted towards the New Public Management doctrines that emphasize performance management. The healthcare reforms have been a global phenomenon ever since the early 1980s, with the major focus on managerial restructuring, to produce a more responsive and efficient system (Liang and Howard , 2007:393). The South African public sector has gradually introduced a comprehensive performance management system, since the early 80s. In response, the Province of the Eastern Cape began the design and the development of a performance-management policy in early 2000. This policy was later refined and aligned to the National Department of Public Service and Administrations’s performance management policy. The policy was intially implemented in the Province of the Eastern Cape in mid-2003, through a Performance Management and Development System (PMDS). Moderating Committees were established at each level of government, and at the institutional level. The mandate of these Moderating Committees was to ensure the proper implementation of the perfomance-management policy. The purpose of the policy is to provide practical guidelines on the improvement of individual and organisational performance; however, the implementation challenges of this policy have been identified in Joe Gqabi Health District. This study evaluates the implementation challenges of performance-management policy at all the Joe Gqabi District Municipality public hospitals. The main objectives of the research study are, therefore, to : To provide exposition of the provision of the Province of the Eastern Cape performance management policy and regulatory guidelines; To analyse the utilization of performance-management information for determining emunerations, rewarding outstanding performance and for the development of the personnel; To provide a set of recommendations for the policy implementation to improve service delivery in the Joe Gqabi Health District. Both qualitative and quantitave methods were utilised to collect the data for the study. The research questionnaire was distributed to the eleven public hospitals in the Joe Gqabi Health District. The response rate was 52percent and this was considered adequate for scientific analysis and reporting. The research study reached the conclusion that there is generally poor adherence to policy guidelines in the district, in that: Although most hospitals have structured PMDS committees, their meetings are inconsistent, and are generally held only once a year during final assessment. Performance contracts are signed very late, towards the end of the first quarter. Performance-related bonuses are also effected very late, and are considered a demotivating factor by most participants. The support provided by the provincial and district offices for the implementation of the performance-management policy was viewed as being quite inadequate by most of the participants. The majority of the respondents recommended that the policy be replaced by another form of performance management; however, some considered it adequate, but the implementation of the policy requires further attention. The study therefore came to the following recommendations: The Province and the District should provide consistent support to district hospitals for the implementation of the performance-management policy. The provincial offices should authorize performance-related payments timeously, and the district should effect these payments promptly. The co-ordination of the skills-development programme should be decentralized, in order for district hospitals to improve their efficiency and effectiveness in co-ordination. The Accounting Officers of the respective institutions should monitor the implementation of these policy guidelines to ensure compliance. The research findings conclude that provided the above recommendations are implemented, this would improve the implementation of the provincial performance-management policy, and service delivery in public hospitals in the Joe Gqabi District Municipality.
- Full Text:
- Date Issued: 2012
- Authors: Mbethe, Zakanzima
- Date: 2012
- Subjects: Performance -- Management , Employees -- Rating of , Municipal government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8285 , http://hdl.handle.net/10948/d1018498
- Description: Public administration seems to have shifted towards the New Public Management doctrines that emphasize performance management. The healthcare reforms have been a global phenomenon ever since the early 1980s, with the major focus on managerial restructuring, to produce a more responsive and efficient system (Liang and Howard , 2007:393). The South African public sector has gradually introduced a comprehensive performance management system, since the early 80s. In response, the Province of the Eastern Cape began the design and the development of a performance-management policy in early 2000. This policy was later refined and aligned to the National Department of Public Service and Administrations’s performance management policy. The policy was intially implemented in the Province of the Eastern Cape in mid-2003, through a Performance Management and Development System (PMDS). Moderating Committees were established at each level of government, and at the institutional level. The mandate of these Moderating Committees was to ensure the proper implementation of the perfomance-management policy. The purpose of the policy is to provide practical guidelines on the improvement of individual and organisational performance; however, the implementation challenges of this policy have been identified in Joe Gqabi Health District. This study evaluates the implementation challenges of performance-management policy at all the Joe Gqabi District Municipality public hospitals. The main objectives of the research study are, therefore, to : To provide exposition of the provision of the Province of the Eastern Cape performance management policy and regulatory guidelines; To analyse the utilization of performance-management information for determining emunerations, rewarding outstanding performance and for the development of the personnel; To provide a set of recommendations for the policy implementation to improve service delivery in the Joe Gqabi Health District. Both qualitative and quantitave methods were utilised to collect the data for the study. The research questionnaire was distributed to the eleven public hospitals in the Joe Gqabi Health District. The response rate was 52percent and this was considered adequate for scientific analysis and reporting. The research study reached the conclusion that there is generally poor adherence to policy guidelines in the district, in that: Although most hospitals have structured PMDS committees, their meetings are inconsistent, and are generally held only once a year during final assessment. Performance contracts are signed very late, towards the end of the first quarter. Performance-related bonuses are also effected very late, and are considered a demotivating factor by most participants. The support provided by the provincial and district offices for the implementation of the performance-management policy was viewed as being quite inadequate by most of the participants. The majority of the respondents recommended that the policy be replaced by another form of performance management; however, some considered it adequate, but the implementation of the policy requires further attention. The study therefore came to the following recommendations: The Province and the District should provide consistent support to district hospitals for the implementation of the performance-management policy. The provincial offices should authorize performance-related payments timeously, and the district should effect these payments promptly. The co-ordination of the skills-development programme should be decentralized, in order for district hospitals to improve their efficiency and effectiveness in co-ordination. The Accounting Officers of the respective institutions should monitor the implementation of these policy guidelines to ensure compliance. The research findings conclude that provided the above recommendations are implemented, this would improve the implementation of the provincial performance-management policy, and service delivery in public hospitals in the Joe Gqabi District Municipality.
- Full Text:
- Date Issued: 2012
An evaluation of a performance management and development system with reference to the Department of the Premier, Provincial Government Western Cape
- Authors: Dingwayo, Mzimkulu Sydney
- Date: 2006
- Subjects: Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8251 , http://hdl.handle.net/10948/495 , Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Description: We are living in a changing world. Performance management is becoming a major challenge for organisations. The aim of this study is to review the current status of the Performance Management and Development System at the Department of the Premier and to look into the reasons why it has become a pain rather than a gain to both the organisation and its employees. This document will also look at the possible causes of the failure of the performance management system and will then propose useful guidelines to overcome obstacles to the benefit of all the affected parties. To achieve this objective a comprehensive literature study was performed to the Department of the Premier 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 Provincial Government Western Cape (PGWC) 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 directorate 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 Department and individual goals at the selected Directorates. The objective of this study was to evaluate the influence of the current performance management system, in the Department at Provincial Government Western Cape, 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 completed questionnaires were returned and these were processed and analysed 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 organization. The research results indicate that the majority of staff supports and understands the process.
- Full Text:
- Date Issued: 2006
- Authors: Dingwayo, Mzimkulu Sydney
- Date: 2006
- Subjects: Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8251 , http://hdl.handle.net/10948/495 , Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Description: We are living in a changing world. Performance management is becoming a major challenge for organisations. The aim of this study is to review the current status of the Performance Management and Development System at the Department of the Premier and to look into the reasons why it has become a pain rather than a gain to both the organisation and its employees. This document will also look at the possible causes of the failure of the performance management system and will then propose useful guidelines to overcome obstacles to the benefit of all the affected parties. To achieve this objective a comprehensive literature study was performed to the Department of the Premier 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 Provincial Government Western Cape (PGWC) 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 directorate 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 Department and individual goals at the selected Directorates. The objective of this study was to evaluate the influence of the current performance management system, in the Department at Provincial Government Western Cape, 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 completed questionnaires were returned and these were processed and analysed 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 organization. The research results indicate that the majority of staff supports and understands the process.
- Full Text:
- Date Issued: 2006
Exploring employee morale at the Port Elizabeth plant of Cadbury (South Africa)
- Authors: Wolfaardt, Michelle
- Date: 2006
- Subjects: Cadbury Ltd , Chocolate industry -- South Africa -- Port Elizabeth , Employee morale , Job satisfaction , Performance standards , Employees -- Rating of , Personnel management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:3093 , http://hdl.handle.net/10962/d1003129 , Cadbury Ltd , Chocolate industry -- South Africa -- Port Elizabeth , Employee morale , Job satisfaction , Performance standards , Employees -- Rating of , Personnel management
- Description: In the current business climate, performance is increasingly determined by how flexibly and effectively companies can utilize their human resources and this in tum, is influenced by employee morale. Morale refers to a state of psychosomatic health marked by an energetic, decisive resolution to achieve a given goal. When morale is low, employees may do what is required but do not have the energy to 'go the extra mile'. The importance of maintaining high morale is thus evident. The following project involved a study of morale in Cadbury's Port Elizabeth plant. Cadbury management was concerned about low morale following a recent merger with Bromor Foods. They thus wanted to assess: the state of current morale; any factors that may be influencing it; indicators of low morale (so that it may be monitored in the future) and finally, ways of addressing any existing morale issues. In order to achieve these aims, the researcher conducted interviews with various people to explore morale issues from employees' perspectives. She then sought confirmation for these views at the organizational level through the use of a survey. Statistical and thematic analyses showed morale to be low for middle managers and revealed a variety of indicators and influencing factors, as well as suggestions for addressing them. Despite the need to boost the sample size with convenience sampling, and thus, reduced representivity, the research was successful in answering the research aims.
- Full Text:
- Date Issued: 2006
- Authors: Wolfaardt, Michelle
- Date: 2006
- Subjects: Cadbury Ltd , Chocolate industry -- South Africa -- Port Elizabeth , Employee morale , Job satisfaction , Performance standards , Employees -- Rating of , Personnel management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:3093 , http://hdl.handle.net/10962/d1003129 , Cadbury Ltd , Chocolate industry -- South Africa -- Port Elizabeth , Employee morale , Job satisfaction , Performance standards , Employees -- Rating of , Personnel management
- Description: In the current business climate, performance is increasingly determined by how flexibly and effectively companies can utilize their human resources and this in tum, is influenced by employee morale. Morale refers to a state of psychosomatic health marked by an energetic, decisive resolution to achieve a given goal. When morale is low, employees may do what is required but do not have the energy to 'go the extra mile'. The importance of maintaining high morale is thus evident. The following project involved a study of morale in Cadbury's Port Elizabeth plant. Cadbury management was concerned about low morale following a recent merger with Bromor Foods. They thus wanted to assess: the state of current morale; any factors that may be influencing it; indicators of low morale (so that it may be monitored in the future) and finally, ways of addressing any existing morale issues. In order to achieve these aims, the researcher conducted interviews with various people to explore morale issues from employees' perspectives. She then sought confirmation for these views at the organizational level through the use of a survey. Statistical and thematic analyses showed morale to be low for middle managers and revealed a variety of indicators and influencing factors, as well as suggestions for addressing them. Despite the need to boost the sample size with convenience sampling, and thus, reduced representivity, the research was successful in answering the research aims.
- Full Text:
- Date Issued: 2006
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