A critical evaluation of the performance management system used by Nampak Research and Development
- Authors: Solomons, Neville
- Date: 2006
- Subjects: Performance -- Management , Package goods industry -- South Africa , Organizational effectiveness -- Evaluation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8753 , http://hdl.handle.net/10948/610 , Performance -- Management , Package goods industry -- South Africa , Organizational effectiveness -- Evaluation
- Description: Introduction: Performance management is an important driver in most companies today. Companies regard this as the tool to ensure that the people working for them will deliver as per the agreed contract and objectives which were set mutually. This study will reveal the importance of a well managed performance management system and what benefits one will derive from it. Intent: The purpose of this research project is to conduct a critical analysis of the performance management system used by Nampak Research and Development. They have been using a system since 2001 to the present without any changes to the system. The study focused on key areas to ascertain the level of change in the above respect that needs to take place. The study addressed (a) the understanding of performance management, (b) the management attitude towards performance management, (c) staff development, (d) the mentoring system, and (e) the performance appraisal method used. Findings: the main findings were that: (a) loss of management skill due to retirement, (b) staff has a negative attitude towards the performance management system, (c) staff does not trust the system, (d) management is the only group that is positive about the system, (e) there are no staff development strategies and no staff development, (f) ineffective mentoring system, (g) no mentor and mentee relationship, and (h) the performance appraisal method raised concerns in terms of departments not being consistent with the rating scores. Conclusion: the researcher has recommended what needs to be put in place to help the system work. Due to the complexity of the system, the researcher then recommended that a specialist in the field of performance management be approached to resolve the situation.
- Full Text:
- Date Issued: 2006
- Authors: Solomons, Neville
- Date: 2006
- Subjects: Performance -- Management , Package goods industry -- South Africa , Organizational effectiveness -- Evaluation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8753 , http://hdl.handle.net/10948/610 , Performance -- Management , Package goods industry -- South Africa , Organizational effectiveness -- Evaluation
- Description: Introduction: Performance management is an important driver in most companies today. Companies regard this as the tool to ensure that the people working for them will deliver as per the agreed contract and objectives which were set mutually. This study will reveal the importance of a well managed performance management system and what benefits one will derive from it. Intent: The purpose of this research project is to conduct a critical analysis of the performance management system used by Nampak Research and Development. They have been using a system since 2001 to the present without any changes to the system. The study focused on key areas to ascertain the level of change in the above respect that needs to take place. The study addressed (a) the understanding of performance management, (b) the management attitude towards performance management, (c) staff development, (d) the mentoring system, and (e) the performance appraisal method used. Findings: the main findings were that: (a) loss of management skill due to retirement, (b) staff has a negative attitude towards the performance management system, (c) staff does not trust the system, (d) management is the only group that is positive about the system, (e) there are no staff development strategies and no staff development, (f) ineffective mentoring system, (g) no mentor and mentee relationship, and (h) the performance appraisal method raised concerns in terms of departments not being consistent with the rating scores. Conclusion: the researcher has recommended what needs to be put in place to help the system work. Due to the complexity of the system, the researcher then recommended that a specialist in the field of performance management be approached to resolve the situation.
- Full Text:
- Date Issued: 2006
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
Public sector pharmacists' perception of the public sector performance management system
- Authors: Ranchod, Shameem Roshnee
- Date: 2006
- Subjects: Performance -- Management , Pharmacy management , Performance standards , Public administration
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10077 , http://hdl.handle.net/10948/596 , http://hdl.handle.net/10948/d1011728 , Performance -- Management , Pharmacy management , Performance standards , Public administration
- Description: Performance Management aims to develop the employee and ensure that the work which the employee does is in line with organisational goals. However, many managers and employees do not like performance management systems and very often, for this reason, such a system does not succeed in meeting the organisation’s goals. The aim of this study was to determine the perceptions towards the performance management system of pharmacists working in the public sector. A questionnaire was compiled and pharmacists working in all public sector hospitals, provincial and municipal clinics and medical depots were asked to complete the questionnaire. The response rate was 66 percent. Seventy three percent of respondents had never undergone a performance evaluation, 75 percent stated it did not motivate them, 62.5 percent felt it did not improve poor performance, 90.6 percent felt the Performance Appraisal System did not reward good performance sufficiently and 63.6 percent felt it did not help with career progression. Seventy eight percent believed that the Performance Appraisal System did not effectively measure the pharmacists’ performance, and 82 percent felt that the System needed to be developed further. At least four evaluations should have been completed per year, yet 85 percent of respondents had experienced three or fewer evaluations since the System had been introduced. The analysis of the responses indicated that there was great dissatisfaction with the current performance management system. A few of the reasons are that the system in place did not effectively measure the pharmacists performance, that additional work done was not recognised, and that the process was extremely time-consuming. It may be concluded that the government needs to address the current problems being experienced with this system, as at present, it is not meeting the objectives it was intended to meet.
- Full Text:
- Date Issued: 2006
- Authors: Ranchod, Shameem Roshnee
- Date: 2006
- Subjects: Performance -- Management , Pharmacy management , Performance standards , Public administration
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10077 , http://hdl.handle.net/10948/596 , http://hdl.handle.net/10948/d1011728 , Performance -- Management , Pharmacy management , Performance standards , Public administration
- Description: Performance Management aims to develop the employee and ensure that the work which the employee does is in line with organisational goals. However, many managers and employees do not like performance management systems and very often, for this reason, such a system does not succeed in meeting the organisation’s goals. The aim of this study was to determine the perceptions towards the performance management system of pharmacists working in the public sector. A questionnaire was compiled and pharmacists working in all public sector hospitals, provincial and municipal clinics and medical depots were asked to complete the questionnaire. The response rate was 66 percent. Seventy three percent of respondents had never undergone a performance evaluation, 75 percent stated it did not motivate them, 62.5 percent felt it did not improve poor performance, 90.6 percent felt the Performance Appraisal System did not reward good performance sufficiently and 63.6 percent felt it did not help with career progression. Seventy eight percent believed that the Performance Appraisal System did not effectively measure the pharmacists’ performance, and 82 percent felt that the System needed to be developed further. At least four evaluations should have been completed per year, yet 85 percent of respondents had experienced three or fewer evaluations since the System had been introduced. The analysis of the responses indicated that there was great dissatisfaction with the current performance management system. A few of the reasons are that the system in place did not effectively measure the pharmacists performance, that additional work done was not recognised, and that the process was extremely time-consuming. It may be concluded that the government needs to address the current problems being experienced with this system, as at present, it is not meeting the objectives it was intended to meet.
- Full Text:
- Date Issued: 2006
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