Implementation of performance management development system in the Provincial Treasury, Province of the Eastern Cape
- Authors: Maseti, Kayakazi Bongiwe
- Date: 2014
- Subjects: Eastern Cape (South Africa) -- Provincial Treasury , Performance -- Management , Employees -- Rating of -- South Africa -- Eastern Cape , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8335 , http://hdl.handle.net/10948/d1020584
- Description: A number of organisations are continuously searching for methods which can be used to improve performance. One such method entails implementing a performance management programme. However, despite a growing body of research that supports the positive impact that effective performance management can have on an organisation’s performance, evidence suggests that organisations in South Africa and elsewhere are not implementing the practices that are recommended by the theory of best practice in Human Resources and performance management (Kock, Roodt & Veldsman, 2002:83). The institutionalisation of performance management in the South African public service after 1994 came as a result of the need to change the legacy of poor performance of the public service (Malefane, 2010:1). This study seeks to examine the effectiveness of the implementation of performance management in the Provincial Treasury, Province of the Eastern Cape (Provincial Treasury). Literature reveals that there is consensus on the view that performance management is a tool that contributes to the effective management of employees in order to yield high organisational performance. Armstrong and Baron (2005 :vii) contend that if performance levels of individuals are raised, better organisational performance levels will follow. According to Dessler, (1997:372) performance management is a systematic approach to managing people, goals, measurement, feedback, and recognition as a way of motivating employees to achieve their full potential in line with the organisation’s objectives. In the South African context, performance management is described in terms of its role and outcome with regard to employee development; hence it is widely referred to by public sector employees as a Performance Management and Development System (PMDS) (Malefane, 2010:7). The Annual Performance Plan (APP) of the Office of the Premier (OTP APP, 2010/11:5) insists that the Eastern Cape Provincial Administration is still plagued with inter alia, a work ethic that is less desirable, weak human capital management culture, poor compliance with policies, lack of accountability and discipline as well as capacity challenges in critical areas which include planning, financial management, monitoring and reporting as well as systematic performance and an inability to respond to identified service delivery challenges. Public sector reforms have been adopted in this province in an attempt to improve performance in order to meet service delivery initiatives. A purposive sampling technique was used to select 30 participants of the Provincial Treasury (employees between salary levels 6 and 8 as well as managers from salary levels 9-13). A qualitative approach was preferred in this study to enhance objectivity which would have vanished if quantitative or experimental strategies were employed. The empirical findings revealed that the employees and the management of this Department perceive that there is no clearly defined purpose of performance management. There is also a feeling that performance management is not useful in identifying under-performers and ineffective in raising the performance of employees. Consequently, it is unable to assist the subordinates to grow. Others felt that performance management is not a developmental tool. It also emerged from the empirical findings of this study that the current rating system does not serve its intended purpose and therefore it should be replaced. Recommendations and suggestions are adopted in this study to address these perceptions.
- Full Text:
- Date Issued: 2014
- Authors: Maseti, Kayakazi Bongiwe
- Date: 2014
- Subjects: Eastern Cape (South Africa) -- Provincial Treasury , Performance -- Management , Employees -- Rating of -- South Africa -- Eastern Cape , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8335 , http://hdl.handle.net/10948/d1020584
- Description: A number of organisations are continuously searching for methods which can be used to improve performance. One such method entails implementing a performance management programme. However, despite a growing body of research that supports the positive impact that effective performance management can have on an organisation’s performance, evidence suggests that organisations in South Africa and elsewhere are not implementing the practices that are recommended by the theory of best practice in Human Resources and performance management (Kock, Roodt & Veldsman, 2002:83). The institutionalisation of performance management in the South African public service after 1994 came as a result of the need to change the legacy of poor performance of the public service (Malefane, 2010:1). This study seeks to examine the effectiveness of the implementation of performance management in the Provincial Treasury, Province of the Eastern Cape (Provincial Treasury). Literature reveals that there is consensus on the view that performance management is a tool that contributes to the effective management of employees in order to yield high organisational performance. Armstrong and Baron (2005 :vii) contend that if performance levels of individuals are raised, better organisational performance levels will follow. According to Dessler, (1997:372) performance management is a systematic approach to managing people, goals, measurement, feedback, and recognition as a way of motivating employees to achieve their full potential in line with the organisation’s objectives. In the South African context, performance management is described in terms of its role and outcome with regard to employee development; hence it is widely referred to by public sector employees as a Performance Management and Development System (PMDS) (Malefane, 2010:7). The Annual Performance Plan (APP) of the Office of the Premier (OTP APP, 2010/11:5) insists that the Eastern Cape Provincial Administration is still plagued with inter alia, a work ethic that is less desirable, weak human capital management culture, poor compliance with policies, lack of accountability and discipline as well as capacity challenges in critical areas which include planning, financial management, monitoring and reporting as well as systematic performance and an inability to respond to identified service delivery challenges. Public sector reforms have been adopted in this province in an attempt to improve performance in order to meet service delivery initiatives. A purposive sampling technique was used to select 30 participants of the Provincial Treasury (employees between salary levels 6 and 8 as well as managers from salary levels 9-13). A qualitative approach was preferred in this study to enhance objectivity which would have vanished if quantitative or experimental strategies were employed. The empirical findings revealed that the employees and the management of this Department perceive that there is no clearly defined purpose of performance management. There is also a feeling that performance management is not useful in identifying under-performers and ineffective in raising the performance of employees. Consequently, it is unable to assist the subordinates to grow. Others felt that performance management is not a developmental tool. It also emerged from the empirical findings of this study that the current rating system does not serve its intended purpose and therefore it should be replaced. Recommendations and suggestions are adopted in this study to address these perceptions.
- Full Text:
- Date Issued: 2014
The relationship between employee engagement and performance in a South African bottling company
- Authors: Sauls, Lucretia
- Date: 2014
- Subjects: Management -- Employee participation , Employees -- Rating of -- South Africa , Performance -- Management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9420 , http://hdl.handle.net/10948/d1021171
- Description: Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.
- Full Text:
- Date Issued: 2014
- Authors: Sauls, Lucretia
- Date: 2014
- Subjects: Management -- Employee participation , Employees -- Rating of -- South Africa , Performance -- Management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9420 , http://hdl.handle.net/10948/d1021171
- Description: Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.
- Full Text:
- Date Issued: 2014
An assessment of the level of performance management in Mnquma local municipality
- Authors: Hermanus, Nosipo Albertina
- Date: 2013
- Subjects: Performance -- Management , Municipal government -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Evaluation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6509 , vital:21098
- Description: Mnquma Local Municipality is located in the South Eastern part of the Eastern Cape Province. This category B municipality falls under the jurisdiction of the Amathole District Municipality (ADM) and comprises of an amalgamation of the former Butterworth, Ngqamakhwe and Centane TRC’s, Mnquma Municipality shares borders with three other local municipalities i.e. Mbhashe, Intsika Yethu and Great Kei Municipalities. In previous years this municipality was surrounded by violence, maladministration and mismanagement of funds. In 2009, Mnquma municipality received a disclaimer audit opinion. The bases for disclaimer are: - Consumer debtors who were disclosed at R13, 4 million on the face of the statement of financial positions and to the annual financial statements; and this amount did not agree with debtor’s age analysis; - Auditor-General was unable to confirm the exact amount of debtors removed from the accounting system; - Limitations placed on the scope of work and municipal records not permitting the application of alternative audit procedures; - Trade Creditors not supported by adequate documentation and supplier reconciliations did not have adequate alternative system of ensuring that all goods and services received prior to year-end, not paid but were accrued; and number of items that were recorded incorrectly. “The municipality adopted the PMS framework by March 2008. It was implemented and Councillors played a pivotal role in the implementation, monitoring and evaluation of theIDP. Cluster meetings set and received performance reports on quarterly basis. Directorates produced monthly performance reports and submitted them to the Executive management and the Executive Mayor respectively. The PMS was cascaded down to lower levels. Managers reporting to Directors had signed Accountability Agreements, while employees below signed Performance promises. It should be stated that there were some challenges on the implementation process. The Framework was implemented for the first time and institution was in a learning curve”. (N. Pakade: 2009). The municipal manager agreed that the institution was in a learning curve even though he commended the good work of councillors, it is not all councillors who know exactly what they are supposed to be doing in monitoring the municipal performance management systems. This has been proved by areas which still do not have electricity, roads and some no running clean water. There were some improvements in 2010 Financial Statements because the municipality received an unqualified audit opinion, but the in- fighting amongst councilors still existing that affect municipal performance in regard to provide local communities with basic needs. The irregular expenditure continued to be incurred where two different security companies were appointed by Executive Mayor and Municipal Speaker to prevent each other in entering the municipal premises because of disagreements about the reappointment of the municipal manager. Mnquma municipality does not have an Executive Mayor due to councilors who fired the mayor. The Mnquma councilors’ in fighting affects local communities in a negative way that contributes to municipal bad performance.
- Full Text:
- Date Issued: 2013
- Authors: Hermanus, Nosipo Albertina
- Date: 2013
- Subjects: Performance -- Management , Municipal government -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Evaluation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6509 , vital:21098
- Description: Mnquma Local Municipality is located in the South Eastern part of the Eastern Cape Province. This category B municipality falls under the jurisdiction of the Amathole District Municipality (ADM) and comprises of an amalgamation of the former Butterworth, Ngqamakhwe and Centane TRC’s, Mnquma Municipality shares borders with three other local municipalities i.e. Mbhashe, Intsika Yethu and Great Kei Municipalities. In previous years this municipality was surrounded by violence, maladministration and mismanagement of funds. In 2009, Mnquma municipality received a disclaimer audit opinion. The bases for disclaimer are: - Consumer debtors who were disclosed at R13, 4 million on the face of the statement of financial positions and to the annual financial statements; and this amount did not agree with debtor’s age analysis; - Auditor-General was unable to confirm the exact amount of debtors removed from the accounting system; - Limitations placed on the scope of work and municipal records not permitting the application of alternative audit procedures; - Trade Creditors not supported by adequate documentation and supplier reconciliations did not have adequate alternative system of ensuring that all goods and services received prior to year-end, not paid but were accrued; and number of items that were recorded incorrectly. “The municipality adopted the PMS framework by March 2008. It was implemented and Councillors played a pivotal role in the implementation, monitoring and evaluation of theIDP. Cluster meetings set and received performance reports on quarterly basis. Directorates produced monthly performance reports and submitted them to the Executive management and the Executive Mayor respectively. The PMS was cascaded down to lower levels. Managers reporting to Directors had signed Accountability Agreements, while employees below signed Performance promises. It should be stated that there were some challenges on the implementation process. The Framework was implemented for the first time and institution was in a learning curve”. (N. Pakade: 2009). The municipal manager agreed that the institution was in a learning curve even though he commended the good work of councillors, it is not all councillors who know exactly what they are supposed to be doing in monitoring the municipal performance management systems. This has been proved by areas which still do not have electricity, roads and some no running clean water. There were some improvements in 2010 Financial Statements because the municipality received an unqualified audit opinion, but the in- fighting amongst councilors still existing that affect municipal performance in regard to provide local communities with basic needs. The irregular expenditure continued to be incurred where two different security companies were appointed by Executive Mayor and Municipal Speaker to prevent each other in entering the municipal premises because of disagreements about the reappointment of the municipal manager. Mnquma municipality does not have an Executive Mayor due to councilors who fired the mayor. The Mnquma councilors’ in fighting affects local communities in a negative way that contributes to municipal bad performance.
- Full Text:
- Date Issued: 2013
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
Exploring managers' experiences of a monitoring and evaluation dashboard in an Eastern Cape hospital complex
- Authors: Scholl, Joy
- Date: 2013
- Subjects: Performance -- Management , Management -- Evaluation , Organizational effectiveness -- Evaluation , Dashboards (Management information systems)
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10008 , http://hdl.handle.net/10948/d1021089
- Description: Monitoring and evaluation (M&E) are essential tools for businesses, projects and service delivery structures. The majority of managers in health institutions are from a clinical background and do not use business intelligence principles to manage or monitor performances in their domains. Literature has revealed that managers in South African public health institutions do not monitor and evaluate their data regularly; likewise the most important information is not consolidated for easy reference and assessment. A pilot study of the introduction of an M&E dashboard was implemented at the East London Hospital Complex (ELHC) in May 2011 at the request of the Superintendent General of the Eastern Cape Department of Health to address this challenge. The current study explored the experiences of managers in the implementation of an M&E dashboard at the ELHC in the Eastern Cape. To establish managers’ experiences, a quantitative, exploratory and descriptive study was undertaken to gain insight, while accurately depicting the experiences and perceptions of managers of the dashboard. A survey questionnaire was developed to undertake a case study with respondents, who were involved in the initial implementation of the dashboard project at the ELHC. The results were analysed and recommendations were made addressing the design of the dashboard, and communication and change management in the introduction of the monitoring and evaluation tool. Further recommendations were made relating to future potential research in this area. An important finding of the research is that thirty-one (31) of the thirty-four (34) managers (91 percent) responded positively about the dashboard, while 9 percent were neutral. None of the respondents encountered negative experiences of utilising the dashboard. This indicates that the implementation of the dashboard was an overwhelming positive experience. The dashboard can be implemented in other healthcare institutions in the Eastern Cape, thereby encouraging more reliable methods to monitor data, improve staff efficiency and above all service delivery to patients.
- Full Text:
- Date Issued: 2013
- Authors: Scholl, Joy
- Date: 2013
- Subjects: Performance -- Management , Management -- Evaluation , Organizational effectiveness -- Evaluation , Dashboards (Management information systems)
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10008 , http://hdl.handle.net/10948/d1021089
- Description: Monitoring and evaluation (M&E) are essential tools for businesses, projects and service delivery structures. The majority of managers in health institutions are from a clinical background and do not use business intelligence principles to manage or monitor performances in their domains. Literature has revealed that managers in South African public health institutions do not monitor and evaluate their data regularly; likewise the most important information is not consolidated for easy reference and assessment. A pilot study of the introduction of an M&E dashboard was implemented at the East London Hospital Complex (ELHC) in May 2011 at the request of the Superintendent General of the Eastern Cape Department of Health to address this challenge. The current study explored the experiences of managers in the implementation of an M&E dashboard at the ELHC in the Eastern Cape. To establish managers’ experiences, a quantitative, exploratory and descriptive study was undertaken to gain insight, while accurately depicting the experiences and perceptions of managers of the dashboard. A survey questionnaire was developed to undertake a case study with respondents, who were involved in the initial implementation of the dashboard project at the ELHC. The results were analysed and recommendations were made addressing the design of the dashboard, and communication and change management in the introduction of the monitoring and evaluation tool. Further recommendations were made relating to future potential research in this area. An important finding of the research is that thirty-one (31) of the thirty-four (34) managers (91 percent) responded positively about the dashboard, while 9 percent were neutral. None of the respondents encountered negative experiences of utilising the dashboard. This indicates that the implementation of the dashboard was an overwhelming positive experience. The dashboard can be implemented in other healthcare institutions in the Eastern Cape, thereby encouraging more reliable methods to monitor data, improve staff efficiency and above all service delivery to patients.
- Full Text:
- Date Issued: 2013
A critical evaluation of the management and implementation of performance management and development system: a case study in the Department of Local Government and Traditional Affairs; Bhisho, Eastern Cape
- Authors: Mzileni, Nompumezo
- Date: 2012
- Subjects: Performance -- Management , Strategic planning -- South Africa -- Eastern Cape , Performance awards -- South Africa -- Eastern Cape , Employees -- Training of -- South Africa -- Eastern Cape , Employees -- In-service training -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11666 , http://hdl.handle.net/10353/d1007109 , Performance -- Management , Strategic planning -- South Africa -- Eastern Cape , Performance awards -- South Africa -- Eastern Cape , Employees -- Training of -- South Africa -- Eastern Cape , Employees -- In-service training -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape
- Description: Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct a critical evaluation on the management and implementation of Performance management and development System in the Department of Local Government and Traditional Affairs. Despite the importance of performance management, most organisations find it difficult to implement, manage and sustain performance management systems and processes effectively. It is therefore crucial to ensure adequate planning, evaluation and training is done that will support a sustainable process. Given the strategic role played by the SMS, especially the management of Performance Agreements in the realization of government programmes, it is important that departmental officials make efforts to ensure compliance with its provisions. This study has shown that officials have not been accurate enough in their implementation of the PMDS. The study reveals that there is no staff development programme in place that would help develop staff members to grow in the different fields of their jobs. This is a sound reason why staff responded that they are not happy with the current system. It would appear that management does not devote a great deal of time to staff development. The focus of the PMDS needs to be changed from an output-focused system to a management development system, where there is an increased focus on the development of competencies, compared to the current focus on rewarding only output.
- Full Text:
- Date Issued: 2012
- Authors: Mzileni, Nompumezo
- Date: 2012
- Subjects: Performance -- Management , Strategic planning -- South Africa -- Eastern Cape , Performance awards -- South Africa -- Eastern Cape , Employees -- Training of -- South Africa -- Eastern Cape , Employees -- In-service training -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11666 , http://hdl.handle.net/10353/d1007109 , Performance -- Management , Strategic planning -- South Africa -- Eastern Cape , Performance awards -- South Africa -- Eastern Cape , Employees -- Training of -- South Africa -- Eastern Cape , Employees -- In-service training -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape
- Description: Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct a critical evaluation on the management and implementation of Performance management and development System in the Department of Local Government and Traditional Affairs. Despite the importance of performance management, most organisations find it difficult to implement, manage and sustain performance management systems and processes effectively. It is therefore crucial to ensure adequate planning, evaluation and training is done that will support a sustainable process. Given the strategic role played by the SMS, especially the management of Performance Agreements in the realization of government programmes, it is important that departmental officials make efforts to ensure compliance with its provisions. This study has shown that officials have not been accurate enough in their implementation of the PMDS. The study reveals that there is no staff development programme in place that would help develop staff members to grow in the different fields of their jobs. This is a sound reason why staff responded that they are not happy with the current system. It would appear that management does not devote a great deal of time to staff development. The focus of the PMDS needs to be changed from an output-focused system to a management development system, where there is an increased focus on the development of competencies, compared to the current focus on rewarding only output.
- Full Text:
- Date Issued: 2012
A performance management model for universities in Uganda
- Authors: Karuhanga, Bernadette Nambi
- Date: 2012
- Subjects: Performance -- Management , Performance standards -- Uganda , Universities and colleges -- Uganda
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: http://hdl.handle.net/10948/6717 , vital:21138
- Description: As far as could be established, no empirical study had been conducted with the aim of designing a performance management model for systematically managing institutional performance at public universities in Uganda. The purpose of this study therefore, was to develop an institutional performance management model for universities in Uganda. This was achieved by establishing: the extent to which public universities in Uganda implemented institutional performance management, the challenges impacting institutional performance management implementation in universities in Uganda, how public universities could ensure effective institutional performance management implementation, the various measures of institutional performance that are applicable to universities in Uganda and the key components of the institutional performance management model that could be adopted by universities in Uganda in managing institutional performance. A mixed methods approach was adopted, applying both the qualitative and quantitative methodologies. Phenomenology and cross sectional survey strategies were adopted. Interviews were conducted with purposively selected top administrators of a selected public university and the results informed the survey questionnaire. This instrument was later administered to academic staff in four public universities using a disproportionate stratified random sampling technique. The findings revealed that strategic planning in public universities in Uganda does exist and it is aimed at achieving quality. Despite the existence of strategic planning, academic staff are uncertain about a number of issues related to strategic planning. Respondents generally disagreed that: performance management training is continuously provided to managers and staff, they have an effective performance management system and a formal process exists for units to provide feedback on the attainment of goals. Among the challenges impacting performance management implementation in universities in Uganda was: (i) Lack of a formal performance management environment; (ii) Limited employee engagement/communication problems; (iii) Institutional systems and structural challenges; (iv) Institutional governance challenges. The identified factors for the successful implementation of institutional performance management were categorised into four groups namely: (i) A performance framework, performance culture and employee support; (ii) An individual performance management system; (iii) Alignment; (iv) SMART goal setting. The study established that performance measures for public universities in Uganda could be categorised into five categories namely: (i) Leadership practices, infrastructure and academic profile; (ii) Accountability; (iii) Involvement with external stakeholders; (iv) Information and knowledge transfer; (v) Strategic implementation. Finally, the proposed performance management model consisted of three phases namely: (i) Designing the strategy; (ii) Implementation of the strategy; (iii) Evaluating rewarding and improving performance. University managers should pay close attention to the identified challenges while ensuring that the factors that facilitate successful performance management implementation are in place. The measures identified by this study could be used by policy makers and universities to determine the extent of performance of the various universities, not only in Uganda but also in sub-Saharan Africa and the proposed model could be adopted by universities in Uganda as well as by all institutions of higher learning during institutional performance management implementation. Ultimately, the success of the implementation process is vested fully in the commitment and willingness of management and the employees to participate in the entire process right from the design stage to the evaluation stage.
- Full Text:
- Date Issued: 2012
- Authors: Karuhanga, Bernadette Nambi
- Date: 2012
- Subjects: Performance -- Management , Performance standards -- Uganda , Universities and colleges -- Uganda
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: http://hdl.handle.net/10948/6717 , vital:21138
- Description: As far as could be established, no empirical study had been conducted with the aim of designing a performance management model for systematically managing institutional performance at public universities in Uganda. The purpose of this study therefore, was to develop an institutional performance management model for universities in Uganda. This was achieved by establishing: the extent to which public universities in Uganda implemented institutional performance management, the challenges impacting institutional performance management implementation in universities in Uganda, how public universities could ensure effective institutional performance management implementation, the various measures of institutional performance that are applicable to universities in Uganda and the key components of the institutional performance management model that could be adopted by universities in Uganda in managing institutional performance. A mixed methods approach was adopted, applying both the qualitative and quantitative methodologies. Phenomenology and cross sectional survey strategies were adopted. Interviews were conducted with purposively selected top administrators of a selected public university and the results informed the survey questionnaire. This instrument was later administered to academic staff in four public universities using a disproportionate stratified random sampling technique. The findings revealed that strategic planning in public universities in Uganda does exist and it is aimed at achieving quality. Despite the existence of strategic planning, academic staff are uncertain about a number of issues related to strategic planning. Respondents generally disagreed that: performance management training is continuously provided to managers and staff, they have an effective performance management system and a formal process exists for units to provide feedback on the attainment of goals. Among the challenges impacting performance management implementation in universities in Uganda was: (i) Lack of a formal performance management environment; (ii) Limited employee engagement/communication problems; (iii) Institutional systems and structural challenges; (iv) Institutional governance challenges. The identified factors for the successful implementation of institutional performance management were categorised into four groups namely: (i) A performance framework, performance culture and employee support; (ii) An individual performance management system; (iii) Alignment; (iv) SMART goal setting. The study established that performance measures for public universities in Uganda could be categorised into five categories namely: (i) Leadership practices, infrastructure and academic profile; (ii) Accountability; (iii) Involvement with external stakeholders; (iv) Information and knowledge transfer; (v) Strategic implementation. Finally, the proposed performance management model consisted of three phases namely: (i) Designing the strategy; (ii) Implementation of the strategy; (iii) Evaluating rewarding and improving performance. University managers should pay close attention to the identified challenges while ensuring that the factors that facilitate successful performance management implementation are in place. The measures identified by this study could be used by policy makers and universities to determine the extent of performance of the various universities, not only in Uganda but also in sub-Saharan Africa and the proposed model could be adopted by universities in Uganda as well as by all institutions of higher learning during institutional performance management implementation. Ultimately, the success of the implementation process is vested fully in the commitment and willingness of management and the employees to participate in the entire process right from the design stage to the evaluation stage.
- Full Text:
- Date Issued: 2012
An evaluation of the nature and extent of alignment between the strategic performance plans of selected Eastern Cape provincial government departments and the provincial growth and development plan 2004-2014
- Authors: Mbanga, Sijekula Larrington
- Date: 2012
- Subjects: Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8253 , http://hdl.handle.net/10948/d1011942 , Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Description: One of the key challenges that continue to confront governments, worldwide, with regard to development management, other than the obvious limited resources to meet the overwhelming and competing needs of the constituencies, is the efficiency and effectiveness of the state machinery. Within state machinery itself the major issue that is viewed as a primary shortcoming is the process of translating sound development policies into implementable programmes and projects. Within the processes of policy implementation the key weaknesses appear to lie on planning processes. As such, governments continue to cite poor alignment between policies, plans and priorities across various spheres of government, a challenge that manifests itself in a lack of integrated service delivery, duplication in application of resources and efforts, lack of sustainability of development initiatives, slow pace and poor quality of services provided to communities. This study was aimed at evaluating the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the Provincial Growth and Development Plan (PGDP): 2004-2014. The main objectives of the study were to gain insight into the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the PGDP objectives, indicators and targets; identify the new service delivery mechanisms, policies, procedures and change management plans that have been introduced, if any, to ensure the successful implementation of the PGDP programmes; and indentify risks and challenges that pose a threat to the successful implementation of the PGDP programmes and provide preliminary risk response strategies. Of paramount importance is that this study was not limited to assessing the nature and extent of harmony or strategic fit between a macro-provincial plan, known as the PGDP, and sector specific plans, called Strategic Performance Plans, but it sought to determine the bases of alignment, where it exists, and sources of misalignment where planning disjuncture are found. To this end, the study was intended to generate a conceptual framework for assessing alignment of plans within public institutions across all levels of government. Ten provincial government departments drawn from the four provincial administrative clusters that feed their work into, and hence accountable to various Cabinet Committees and, ultimately, Cabinet, participated in the study. Key issues that emerged, and remained unresolved, during the direct engagement of provincial government departments were consolidated and verified, later on, with the public entity that supports the Office of the Premier on matters of macro-policy and strategy development and socio-economic research, known as the Eastern Cape Socio Economic and Consultative Council (ECSECC). This study followed a qualitative research methodology approach. Strategic Performance Plans of selected provincial government departments were analysed to establish linkages with the PGDP. A standard Alignment Evaluation Matrix was utilized to provide the results of content analysis of departmental plans. This Matrix was developed based on extensive literature study conducted that yielded a working Strategic Planning Alignment Model. The results of analysis of departmental plans and the key features of the Planning Alignment Model formed the basis of engagement of selected government departments during field study. Managers and officials working in components such as Strategic Planning, Monitoring and Evaluation, Special Programmes, infrastructure Planning, Demand Management and Research, Budget Planning and Control, Municipal Support, Geographic Information Systems and Spatial Planning, participated in the focus groupdiscussions. This study revealed both positive and negative factors on how provincial government departments have, over time, attempted to give effect to the intentions of the Provincial Growth and Development Plan; 2004-2014. Firstly, the study demonstrated that the PGDP was viewed in the same light as any other planning framework generated at national and local government level, with its priorities and targets found in the same basket of policy issues that are competing for limited resources. Secondly, it was found that the PGDP has, over time, degenerated in terms of its strategic significance in the planning environment, with new priorities that have emerged at a national government level securing more attention of politicians and senior administrators at the detriment of the PGDP intentions. Political championing of the PGDP was viewed as having dwindled from one term of government to the next. As such, the PGDP was not found to be having the level of significance and traction that the regionalist-planning paradigm is beginning to suggest within the global policy development discourse. Thirdly, the study revealed that while plans of selected government departments had a sound articulation of the PGDP goals, this did not translate into well-costed operational plans with clear targets and timelines that link to the 2014 targets. Organisational structures and service delivery models of the selected government departments had not fundamentally changed since the PGDP was introduced in the Province. Incremental changes to departmental processes have been seen since the PGDP came into effect. The changes were more influenced by new priorities that emerged at national government level. As such, provincial government departments continued to be more inclined towards sector priorities which could be viewed as unfunded provincial priorities. As such, budget allocation to PGDP programmes was limited from department to department, due to competing national priorities. One argument advanced for this disjuncture in planning was that the PGDP itself should have, from time to time, been reviewed to consider priorities that might have emerged at national and local government sphere, including conditions that have changed in the socio, economic and political environments. This seemed not to have happened, despite a Planning Coordination and Monitoring Unit being established within the Office of the Premier, during PGDP inception, for this explicit purpose. Fourthly, the study noted the challenge of different planning cycles between the provincial and local government spheres, which was viewed as promoting planning disjuncture within the two spheres. This was pointed out as of critical importance in alignment since provincial government departments are expected to respond to community needs that are embodied in Integrated Development Plans of municipalities. For this vertical integration to happen, the study revealed that there has been over-reliance in inter-governmental structures which were relatively weak in various municipalities. In the same vein, horizontal integration at provincial government level seemed to be a challenge also due to the ineffectiveness of the cluster system introduced since 1999. While part of a Cluster system, and submitting plans and reports to Clusters, provincial government departments continued to work in silos. Priority setting, spatial targeting and resource allocation has remained a competency of individual provincial departments. The cluster budgeting and programme implementation envisaged in the PGDP was still to be seen, and it appeared that there was no Treasury tool to give effect to this noble intention. In fact, this intention was viewed as contradictory with the spirit of the Public Finance Management Act, 1999 that places single financial accountability on Heads of Departments, as individuals rather than a group or cluster. Fifthly, the study further revealed that the PGDP itself had design deficiencies that created a challenge for implementation, monitoring and evaluation. The PGDP was viewed as straddling between being a strategic framework that guides socio-economic planning, with a longer-term focus, and being a provincial plan. The PGDP was also found to be an all encompassing plan that contains a basket of everything that a provincial government would be expected to do. A viewpoint advanced herein regards international experience which suggests that being strategic means being selective, sorting the critical few from the important many, and giving that selection a ‘bite’ by shifting resources and demanding performance sufficient to make the desired impact. The latter was viewed as a fundamental shortcoming of the PGDP. In fact, the study revealed that some of the PGDP programmes were underway within provincial government departments even before the PGDP was formulated. Whether those programmes would serve the province achieve the few outcomes it set itself for 2014, is a matter the PGDP design could not confirm. It also transpired that a number of provincial departments were not adequately consulted during the determination of PGDP targets. Furthermore, it has emerged that the province lacks coherent competency at a level higher than provincial departments, which is capacitated with a pool of analysts possessing a deeper appreciation of various government sectors and the provincial economy. This competency would include development planners, spatial planners, sector policy analysts, researchers and other technical skills.
- Full Text:
- Date Issued: 2012
- Authors: Mbanga, Sijekula Larrington
- Date: 2012
- Subjects: Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8253 , http://hdl.handle.net/10948/d1011942 , Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Description: One of the key challenges that continue to confront governments, worldwide, with regard to development management, other than the obvious limited resources to meet the overwhelming and competing needs of the constituencies, is the efficiency and effectiveness of the state machinery. Within state machinery itself the major issue that is viewed as a primary shortcoming is the process of translating sound development policies into implementable programmes and projects. Within the processes of policy implementation the key weaknesses appear to lie on planning processes. As such, governments continue to cite poor alignment between policies, plans and priorities across various spheres of government, a challenge that manifests itself in a lack of integrated service delivery, duplication in application of resources and efforts, lack of sustainability of development initiatives, slow pace and poor quality of services provided to communities. This study was aimed at evaluating the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the Provincial Growth and Development Plan (PGDP): 2004-2014. The main objectives of the study were to gain insight into the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the PGDP objectives, indicators and targets; identify the new service delivery mechanisms, policies, procedures and change management plans that have been introduced, if any, to ensure the successful implementation of the PGDP programmes; and indentify risks and challenges that pose a threat to the successful implementation of the PGDP programmes and provide preliminary risk response strategies. Of paramount importance is that this study was not limited to assessing the nature and extent of harmony or strategic fit between a macro-provincial plan, known as the PGDP, and sector specific plans, called Strategic Performance Plans, but it sought to determine the bases of alignment, where it exists, and sources of misalignment where planning disjuncture are found. To this end, the study was intended to generate a conceptual framework for assessing alignment of plans within public institutions across all levels of government. Ten provincial government departments drawn from the four provincial administrative clusters that feed their work into, and hence accountable to various Cabinet Committees and, ultimately, Cabinet, participated in the study. Key issues that emerged, and remained unresolved, during the direct engagement of provincial government departments were consolidated and verified, later on, with the public entity that supports the Office of the Premier on matters of macro-policy and strategy development and socio-economic research, known as the Eastern Cape Socio Economic and Consultative Council (ECSECC). This study followed a qualitative research methodology approach. Strategic Performance Plans of selected provincial government departments were analysed to establish linkages with the PGDP. A standard Alignment Evaluation Matrix was utilized to provide the results of content analysis of departmental plans. This Matrix was developed based on extensive literature study conducted that yielded a working Strategic Planning Alignment Model. The results of analysis of departmental plans and the key features of the Planning Alignment Model formed the basis of engagement of selected government departments during field study. Managers and officials working in components such as Strategic Planning, Monitoring and Evaluation, Special Programmes, infrastructure Planning, Demand Management and Research, Budget Planning and Control, Municipal Support, Geographic Information Systems and Spatial Planning, participated in the focus groupdiscussions. This study revealed both positive and negative factors on how provincial government departments have, over time, attempted to give effect to the intentions of the Provincial Growth and Development Plan; 2004-2014. Firstly, the study demonstrated that the PGDP was viewed in the same light as any other planning framework generated at national and local government level, with its priorities and targets found in the same basket of policy issues that are competing for limited resources. Secondly, it was found that the PGDP has, over time, degenerated in terms of its strategic significance in the planning environment, with new priorities that have emerged at a national government level securing more attention of politicians and senior administrators at the detriment of the PGDP intentions. Political championing of the PGDP was viewed as having dwindled from one term of government to the next. As such, the PGDP was not found to be having the level of significance and traction that the regionalist-planning paradigm is beginning to suggest within the global policy development discourse. Thirdly, the study revealed that while plans of selected government departments had a sound articulation of the PGDP goals, this did not translate into well-costed operational plans with clear targets and timelines that link to the 2014 targets. Organisational structures and service delivery models of the selected government departments had not fundamentally changed since the PGDP was introduced in the Province. Incremental changes to departmental processes have been seen since the PGDP came into effect. The changes were more influenced by new priorities that emerged at national government level. As such, provincial government departments continued to be more inclined towards sector priorities which could be viewed as unfunded provincial priorities. As such, budget allocation to PGDP programmes was limited from department to department, due to competing national priorities. One argument advanced for this disjuncture in planning was that the PGDP itself should have, from time to time, been reviewed to consider priorities that might have emerged at national and local government sphere, including conditions that have changed in the socio, economic and political environments. This seemed not to have happened, despite a Planning Coordination and Monitoring Unit being established within the Office of the Premier, during PGDP inception, for this explicit purpose. Fourthly, the study noted the challenge of different planning cycles between the provincial and local government spheres, which was viewed as promoting planning disjuncture within the two spheres. This was pointed out as of critical importance in alignment since provincial government departments are expected to respond to community needs that are embodied in Integrated Development Plans of municipalities. For this vertical integration to happen, the study revealed that there has been over-reliance in inter-governmental structures which were relatively weak in various municipalities. In the same vein, horizontal integration at provincial government level seemed to be a challenge also due to the ineffectiveness of the cluster system introduced since 1999. While part of a Cluster system, and submitting plans and reports to Clusters, provincial government departments continued to work in silos. Priority setting, spatial targeting and resource allocation has remained a competency of individual provincial departments. The cluster budgeting and programme implementation envisaged in the PGDP was still to be seen, and it appeared that there was no Treasury tool to give effect to this noble intention. In fact, this intention was viewed as contradictory with the spirit of the Public Finance Management Act, 1999 that places single financial accountability on Heads of Departments, as individuals rather than a group or cluster. Fifthly, the study further revealed that the PGDP itself had design deficiencies that created a challenge for implementation, monitoring and evaluation. The PGDP was viewed as straddling between being a strategic framework that guides socio-economic planning, with a longer-term focus, and being a provincial plan. The PGDP was also found to be an all encompassing plan that contains a basket of everything that a provincial government would be expected to do. A viewpoint advanced herein regards international experience which suggests that being strategic means being selective, sorting the critical few from the important many, and giving that selection a ‘bite’ by shifting resources and demanding performance sufficient to make the desired impact. The latter was viewed as a fundamental shortcoming of the PGDP. In fact, the study revealed that some of the PGDP programmes were underway within provincial government departments even before the PGDP was formulated. Whether those programmes would serve the province achieve the few outcomes it set itself for 2014, is a matter the PGDP design could not confirm. It also transpired that a number of provincial departments were not adequately consulted during the determination of PGDP targets. Furthermore, it has emerged that the province lacks coherent competency at a level higher than provincial departments, which is capacitated with a pool of analysts possessing a deeper appreciation of various government sectors and the provincial economy. This competency would include development planners, spatial planners, sector policy analysts, researchers and other technical skills.
- Full Text:
- Date Issued: 2012
An investigation of the impact of intrinsic motivation and job involvement on employee retention: a case of selected departments within the Eastern Cape Provincial Government
- Authors: Mgedezi, Sipho
- Date: 2012
- Subjects: Intrinsic motivation , Motivation (Psychology) , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Performance -- Management , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11554 , http://hdl.handle.net/10353/d1007094 , Intrinsic motivation , Motivation (Psychology) , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Performance -- Management , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape
- Description: This study investigated the impact of intrinsic motivation and job involvement, with employee retention acting as a mediating variable. As most organisations want to retain their best employees and sustain their organisational performance, this study strives to add to the body of knowledge on motivation, job involvement and employee retention, with specific reference to selected departments within the Eastern Cape Provincial Government in the South African context. Intrinsic motivation and job involvement were used as the independent variables. Employee retention is the dependent variable, which was measured using the cumulative Michigan Organisational Assessment Two-item Questionnaire (Camman, Fichman & Klesh, 1979) and a third assessment item from Landau & Hammer (1986). A quantitative relational design was employed to investigate the degree to which intrinsic motivation and job involvement predict an employee’s intention to quit their job. The data were collected through a self administered questionnaire from a convenience sample of 160 employees within the selected government departments in the study. The empirical results obtained from the data; using the Pearson correlation coefficients, indicated significant relationships between intrinsic motivation, job involvement and employee retention. Evidence was further found that employees’ intrinsic motivation and job involvement influenced the extent of employees’ intention to quit. Furthermore, a multiple regression analysis of the data indicated that intrinsic motivation is the strongest predictor of employee retention, followed by job involvement.
- Full Text:
- Date Issued: 2012
- Authors: Mgedezi, Sipho
- Date: 2012
- Subjects: Intrinsic motivation , Motivation (Psychology) , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Performance -- Management , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11554 , http://hdl.handle.net/10353/d1007094 , Intrinsic motivation , Motivation (Psychology) , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Performance -- Management , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape
- Description: This study investigated the impact of intrinsic motivation and job involvement, with employee retention acting as a mediating variable. As most organisations want to retain their best employees and sustain their organisational performance, this study strives to add to the body of knowledge on motivation, job involvement and employee retention, with specific reference to selected departments within the Eastern Cape Provincial Government in the South African context. Intrinsic motivation and job involvement were used as the independent variables. Employee retention is the dependent variable, which was measured using the cumulative Michigan Organisational Assessment Two-item Questionnaire (Camman, Fichman & Klesh, 1979) and a third assessment item from Landau & Hammer (1986). A quantitative relational design was employed to investigate the degree to which intrinsic motivation and job involvement predict an employee’s intention to quit their job. The data were collected through a self administered questionnaire from a convenience sample of 160 employees within the selected government departments in the study. The empirical results obtained from the data; using the Pearson correlation coefficients, indicated significant relationships between intrinsic motivation, job involvement and employee retention. Evidence was further found that employees’ intrinsic motivation and job involvement influenced the extent of employees’ intention to quit. Furthermore, a multiple regression analysis of the data indicated that intrinsic motivation is the strongest predictor of employee retention, followed by job involvement.
- Full Text:
- Date Issued: 2012
Effective and efficient performance management in local government, with reference to the Cacadu District Municipality
- Authors: Asmah-Andoh, Kwame
- Date: 2012
- Subjects: Performance -- Management , Performance standards -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8161 , http://hdl.handle.net/10948/1633 , Performance -- Management , Performance standards -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa
- Description: This study examined the existing levels of effectiveness and efficiency in local government with the application of performance management systems in the provision of municipal services. The provision of district-wide water services in Cacadu District Municipality in the Province of the Eastern Cape, South Africa is used for particular reference. Local government reforms after 1994 led to the creation of the district municipality (which groups together a number of local municipalities) to drive district-wide services provision, the introduction of systematic services provision standards and performance management as part of management reforms in municipalities. The problem for the research deals with how the Cacadu District Council and the councils of the local municipalities within the district are collaborating in using performance management systems, what effects this could have on programmes and services provision and how communication of performance information would improve service provision. Conceptual and practical difficulties encountered in effective and efficient utilisation and some obstacles that contribute to impeding progress in the use of performance management systems in municipalities were analysed. The qualitative research included a review of documents from the public administration and management literature; discourse analysis of interviews with municipal councilors and appointed officials, community members and provincial managers. The document review included a review of municipal documents that incorporated performance management or described development and use of performance management systems. It also included the legal frameworks and statutory requirements for municipal government and administration. All the responding municipal councils within the Cacadu District Municipality reported using performance management over the past five years yet little empirical evidence explains usage for district-wide programmes and services provision. Research shows that a comprehensive performance management approach to programmes and services has a more effective and efficient impact on service improvement than utilisation of personnnel appraisal (Ammons and Rivenbark, 2005). Despite the expected benefits, personnel performance appraisal is often flawed and the need exists in the district municipal model to develop and utilise performance management systems that validly assess the work performance of personnel (Hindo, 2010). Performance management system utilisation in decision making management is more related to the long-term benefits of effectiveness and efficiency than personnel appraisal for performance rewards and reporting. To overcome and address a situation of managing performance without a performance management system the study proposes a programme performance measurement and management system which incorporates information on management inputs, programme-specific data and citizens' feedback for outcomes and impact of the service. The suggested design for district-wide and specific municipal services provision elicit and provide relevant and appropriate performance information for management, decision-making and accountability to community. The effectiveness of the proposed system is to provide information for decision-making, long-term planning, strategic management and accountability reporting. The proposal is built on the exisiting method and thus efficient in the utilisation of resources. This has implications both for the theory of Public Administration and Management and the practical application of performamce management in public institutions. The study explicity provides a Public Administration perspective on management in a multi-municipal district context with different authorities. The study contributes to the theory of administrative policy and management context of the municipality with special attention to functions for which different authorities are responsible and the role of a performance system for better insught into managing overlapping authority, gaps and duplications. A central purpose of public management research is to theorise and influence practice. The practical utilisation of the proposed method is intended to assist managers and politicians with better understanding of a sustainable performance management system.
- Full Text:
- Date Issued: 2012
- Authors: Asmah-Andoh, Kwame
- Date: 2012
- Subjects: Performance -- Management , Performance standards -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8161 , http://hdl.handle.net/10948/1633 , Performance -- Management , Performance standards -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa
- Description: This study examined the existing levels of effectiveness and efficiency in local government with the application of performance management systems in the provision of municipal services. The provision of district-wide water services in Cacadu District Municipality in the Province of the Eastern Cape, South Africa is used for particular reference. Local government reforms after 1994 led to the creation of the district municipality (which groups together a number of local municipalities) to drive district-wide services provision, the introduction of systematic services provision standards and performance management as part of management reforms in municipalities. The problem for the research deals with how the Cacadu District Council and the councils of the local municipalities within the district are collaborating in using performance management systems, what effects this could have on programmes and services provision and how communication of performance information would improve service provision. Conceptual and practical difficulties encountered in effective and efficient utilisation and some obstacles that contribute to impeding progress in the use of performance management systems in municipalities were analysed. The qualitative research included a review of documents from the public administration and management literature; discourse analysis of interviews with municipal councilors and appointed officials, community members and provincial managers. The document review included a review of municipal documents that incorporated performance management or described development and use of performance management systems. It also included the legal frameworks and statutory requirements for municipal government and administration. All the responding municipal councils within the Cacadu District Municipality reported using performance management over the past five years yet little empirical evidence explains usage for district-wide programmes and services provision. Research shows that a comprehensive performance management approach to programmes and services has a more effective and efficient impact on service improvement than utilisation of personnnel appraisal (Ammons and Rivenbark, 2005). Despite the expected benefits, personnel performance appraisal is often flawed and the need exists in the district municipal model to develop and utilise performance management systems that validly assess the work performance of personnel (Hindo, 2010). Performance management system utilisation in decision making management is more related to the long-term benefits of effectiveness and efficiency than personnel appraisal for performance rewards and reporting. To overcome and address a situation of managing performance without a performance management system the study proposes a programme performance measurement and management system which incorporates information on management inputs, programme-specific data and citizens' feedback for outcomes and impact of the service. The suggested design for district-wide and specific municipal services provision elicit and provide relevant and appropriate performance information for management, decision-making and accountability to community. The effectiveness of the proposed system is to provide information for decision-making, long-term planning, strategic management and accountability reporting. The proposal is built on the exisiting method and thus efficient in the utilisation of resources. This has implications both for the theory of Public Administration and Management and the practical application of performamce management in public institutions. The study explicity provides a Public Administration perspective on management in a multi-municipal district context with different authorities. The study contributes to the theory of administrative policy and management context of the municipality with special attention to functions for which different authorities are responsible and the role of a performance system for better insught into managing overlapping authority, gaps and duplications. A central purpose of public management research is to theorise and influence practice. The practical utilisation of the proposed method is intended to assist managers and politicians with better understanding of a sustainable performance management system.
- Full Text:
- Date Issued: 2012
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
The impact of entrepreneurship education on the performance of small, micro and medium enterprises in the Buffalo City Metropolitan Municipality
- Authors: Chimucheka, Tendai
- Date: 2012
- Subjects: Small business -- South Africa -- Eastern Cape , Performance -- Management , Organizational commitment -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Entrepreneurship -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , M Com (Business Management)
- Identifier: vital:11321 , http://hdl.handle.net/10353/d1007107 , Small business -- South Africa -- Eastern Cape , Performance -- Management , Organizational commitment -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Entrepreneurship -- South Africa -- Eastern Cape
- Description: Small Micro and Medium Enterprises (SMMEs) play an important role in contributing to economic development of many countries around the world, including South Africa. Despite the importance of SMMEs an unacceptable and disappointingly high number of these ventures fail during the first few years of operation. It is in light of the importance and challenges faced by SMMEs that the performance of SMMEs is of interest to all countries. This study investigated the impact of entrepreneurship education on the performance of SMMEs in the Buffalo City Metropolitan Municipality. The objectives of the study were to investigate the role of entrepreneurship education in improving entrepreneurship skills and knowledge of owner/managers of SMMEs in the Buffalo City Metropolitan Municipality, to determine the role of entrepreneurship education on the establishment and survival of SMMEs and to identify strategies that can be implemented to improve the performance of SMMEs. Both primary and secondary data sources were used in this study. A quantitative research design was used in conducting this research. Simple random sampling, a probability sampling technique was used to select a sample of 201 from the sample frame of 420 registered SMMEs. The survey method, by way of a self-administered questionnaire was used to collect primary data. The statistical Package for Social Sciences (SPSS) is the statistical software that was used to analyse data. The Chi-square test, the T-test, Pearson Product Moment Correlation and descriptive statistics were used to analyse data. Validity and reliability of the research instrument and the findings was assured. The results for this study are useful for the development of the SMME sector, which is very important to South Africa for they contribute to the solving of socio-economic challenges. The findings of this research showed that entrepreneurship education has a positive impact on the performance of SMMEs and it plays a critical role in improving entrepreneurial skills and knowledge of SMME owners and managers. It was also found that entrepreneurial education is very important for the establishment and survival of SMMEs. Strategies that can be implemented to improve the performance of SMMEs in South Africa were suggested to the government, government agencies, educational institutions, other organisations, and SMME owners and managers.
- Full Text:
- Date Issued: 2012
- Authors: Chimucheka, Tendai
- Date: 2012
- Subjects: Small business -- South Africa -- Eastern Cape , Performance -- Management , Organizational commitment -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Entrepreneurship -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , M Com (Business Management)
- Identifier: vital:11321 , http://hdl.handle.net/10353/d1007107 , Small business -- South Africa -- Eastern Cape , Performance -- Management , Organizational commitment -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Entrepreneurship -- South Africa -- Eastern Cape
- Description: Small Micro and Medium Enterprises (SMMEs) play an important role in contributing to economic development of many countries around the world, including South Africa. Despite the importance of SMMEs an unacceptable and disappointingly high number of these ventures fail during the first few years of operation. It is in light of the importance and challenges faced by SMMEs that the performance of SMMEs is of interest to all countries. This study investigated the impact of entrepreneurship education on the performance of SMMEs in the Buffalo City Metropolitan Municipality. The objectives of the study were to investigate the role of entrepreneurship education in improving entrepreneurship skills and knowledge of owner/managers of SMMEs in the Buffalo City Metropolitan Municipality, to determine the role of entrepreneurship education on the establishment and survival of SMMEs and to identify strategies that can be implemented to improve the performance of SMMEs. Both primary and secondary data sources were used in this study. A quantitative research design was used in conducting this research. Simple random sampling, a probability sampling technique was used to select a sample of 201 from the sample frame of 420 registered SMMEs. The survey method, by way of a self-administered questionnaire was used to collect primary data. The statistical Package for Social Sciences (SPSS) is the statistical software that was used to analyse data. The Chi-square test, the T-test, Pearson Product Moment Correlation and descriptive statistics were used to analyse data. Validity and reliability of the research instrument and the findings was assured. The results for this study are useful for the development of the SMME sector, which is very important to South Africa for they contribute to the solving of socio-economic challenges. The findings of this research showed that entrepreneurship education has a positive impact on the performance of SMMEs and it plays a critical role in improving entrepreneurial skills and knowledge of SMME owners and managers. It was also found that entrepreneurial education is very important for the establishment and survival of SMMEs. Strategies that can be implemented to improve the performance of SMMEs in South Africa were suggested to the government, government agencies, educational institutions, other organisations, and SMME owners and managers.
- Full Text:
- Date Issued: 2012
The impact of motivations, personal values, management skills of managers on the perfomance of SME`s in selected towns (Port Elizabeth and Port Alfred) in the Eastern Cape Province, South Africa
- Authors: Tangwo, Asah Francis
- Date: 2012
- Subjects: Executives -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Employee morale -- South Africa -- Eastern Cape , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape , Personalism , Small business -- South Africa -- Eastern Cape , Performance -- Management
- Language: English
- Type: Thesis , Masters , M Com (Business Management)
- Identifier: vital:11320 , http://hdl.handle.net/10353/d1007046 , Executives -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Employee morale -- South Africa -- Eastern Cape , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape , Personalism , Small business -- South Africa -- Eastern Cape , Performance -- Management
- Description: This study investigates the impact of motivations, personal values and managerial skills of managers on the performance of Small and medium enterprises (SMEs) in South Africa. The failure rate of SMEs in South Africa is very high and it is of great importance to investigate the factors that can impact on the performance of SMEs. Financial and non-financial methods were used to measure SMEs performance. Data was collected through self-administered questionnaires. Exploratory factor analysis was used to improve the research problems and enhance the validity of the research. Data analysis for this study includes descriptive statistics, Pearson correlation and regression analysis. Reliability was tested using the Cronbach‟s Alpha while validity was ensured by using a statistician and by pre-testing the research instrument in a pilot study.
- Full Text:
- Date Issued: 2012
- Authors: Tangwo, Asah Francis
- Date: 2012
- Subjects: Executives -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Employee morale -- South Africa -- Eastern Cape , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape , Personalism , Small business -- South Africa -- Eastern Cape , Performance -- Management
- Language: English
- Type: Thesis , Masters , M Com (Business Management)
- Identifier: vital:11320 , http://hdl.handle.net/10353/d1007046 , Executives -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Employee morale -- South Africa -- Eastern Cape , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape , Personalism , Small business -- South Africa -- Eastern Cape , Performance -- Management
- Description: This study investigates the impact of motivations, personal values and managerial skills of managers on the performance of Small and medium enterprises (SMEs) in South Africa. The failure rate of SMEs in South Africa is very high and it is of great importance to investigate the factors that can impact on the performance of SMEs. Financial and non-financial methods were used to measure SMEs performance. Data was collected through self-administered questionnaires. Exploratory factor analysis was used to improve the research problems and enhance the validity of the research. Data analysis for this study includes descriptive statistics, Pearson correlation and regression analysis. Reliability was tested using the Cronbach‟s Alpha while validity was ensured by using a statistician and by pre-testing the research instrument in a pilot study.
- Full Text:
- Date Issued: 2012
Evaluating the implementation of performance management systems at Lilongwe Technical College in Malawi
- Authors: Ngondo, Lydia Temwa Bester
- Date: 2011-10
- Subjects: Performance -- Management , Performance standards , Employees -- Rating of
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/26335 , vital:65239
- Description: The study was set out to examine the implementation of Performance Management System at Lilongwe Technical College in Malawi. The reason for pursuing the study is to contribute to the improvement and strengthening of the implementation of the Performance Management System which is already in place at the college. The objectives of the study were to assess the attitudes and perceptions of employers regarding the implementation of the PMS at Lilongwe Technical College; to establish the challenges inhibiting successful implementation; and to provide possible mechanisms to improve the situation. The research methodology used was a qualitative research approach, based on in-depth interviews, observation and secondary resources that is reviewing the necessary information available in connection with the topic. After analyzing the relevant information, it became apparent that the performance management system is lacking understanding of the policy, procedures and processes, senior management does not seem to be committed to the successful implementation of the PMS and also lack of motivation and advocacy from top management. The researcher has given recommendations in chapter 5 so that it would contribute to more efficient and effective implementation of the Performance Management System at Lilongwe Technical College. , Thesis (MA) -- Faculty of Management and Commerce, 2011
- Full Text:
- Date Issued: 2011-10
- Authors: Ngondo, Lydia Temwa Bester
- Date: 2011-10
- Subjects: Performance -- Management , Performance standards , Employees -- Rating of
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/26335 , vital:65239
- Description: The study was set out to examine the implementation of Performance Management System at Lilongwe Technical College in Malawi. The reason for pursuing the study is to contribute to the improvement and strengthening of the implementation of the Performance Management System which is already in place at the college. The objectives of the study were to assess the attitudes and perceptions of employers regarding the implementation of the PMS at Lilongwe Technical College; to establish the challenges inhibiting successful implementation; and to provide possible mechanisms to improve the situation. The research methodology used was a qualitative research approach, based on in-depth interviews, observation and secondary resources that is reviewing the necessary information available in connection with the topic. After analyzing the relevant information, it became apparent that the performance management system is lacking understanding of the policy, procedures and processes, senior management does not seem to be committed to the successful implementation of the PMS and also lack of motivation and advocacy from top management. The researcher has given recommendations in chapter 5 so that it would contribute to more efficient and effective implementation of the Performance Management System at Lilongwe Technical College. , Thesis (MA) -- Faculty of Management and Commerce, 2011
- Full Text:
- Date Issued: 2011-10
Impact assessment of Transversal Training Management Agency (TTMA) training in performance improvement of the Eastern Cape provincial department of basic education (2005-2010)
- Nontshokweni, Princess Nombeko
- Authors: Nontshokweni, Princess Nombeko
- Date: 2011
- Subjects: Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11642 , http://hdl.handle.net/10353/d1001251 , Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Description: Training is widely conducted in organizations and is actively encouraged by the recent legislation in South Africa. Millions of Rands are spent building human resource capabilities. Organizations therefore need to know whether this investment in training is bearing fruit in terms of changes in individual performance and overall impact on service delivery. The need to improve Transversal Training Management Agency (TTMA) training programmes and skills development impact to government departments has triggered the survey. Three interdependent themes are explored: training evaluation in `government departments, influence of non-training factors and human dynamics between stakeholders in the training evaluation process. Structured questionnaires, based on best practises in literature were administered to key stakeholders involved in TTMA training programmes. Training managers and the Office of the Premier (OTP) Human Resource Development (HRD) officials were interviewed, while supervisors, trainees and trainers verified the data by post. Data were collected from the Department of Basic Education, Eastern Cape (EC), TTMA trainers and trainees. Findings show that The Department of Basic Education in the EC does not fully follow a system’s approach. Evaluations done during classroom sessions focus mainly on the reaction of participants to training and not on the behaviour change in the workplace. Training participants are not prepared for training; sometimes they do not even know why they attend training. Some trainees go to training just to get certificates that increase their CV’s for promotion purposes or to run away from the stressful work environment and not for individual growth. Recommendations to use a systemic evaluation approach and involvement of trainees in their career development process are made. Further research is recommended on the managing of non-training factors that impede learning transfer.
- Full Text:
- Date Issued: 2011
- Authors: Nontshokweni, Princess Nombeko
- Date: 2011
- Subjects: Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11642 , http://hdl.handle.net/10353/d1001251 , Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Description: Training is widely conducted in organizations and is actively encouraged by the recent legislation in South Africa. Millions of Rands are spent building human resource capabilities. Organizations therefore need to know whether this investment in training is bearing fruit in terms of changes in individual performance and overall impact on service delivery. The need to improve Transversal Training Management Agency (TTMA) training programmes and skills development impact to government departments has triggered the survey. Three interdependent themes are explored: training evaluation in `government departments, influence of non-training factors and human dynamics between stakeholders in the training evaluation process. Structured questionnaires, based on best practises in literature were administered to key stakeholders involved in TTMA training programmes. Training managers and the Office of the Premier (OTP) Human Resource Development (HRD) officials were interviewed, while supervisors, trainees and trainers verified the data by post. Data were collected from the Department of Basic Education, Eastern Cape (EC), TTMA trainers and trainees. Findings show that The Department of Basic Education in the EC does not fully follow a system’s approach. Evaluations done during classroom sessions focus mainly on the reaction of participants to training and not on the behaviour change in the workplace. Training participants are not prepared for training; sometimes they do not even know why they attend training. Some trainees go to training just to get certificates that increase their CV’s for promotion purposes or to run away from the stressful work environment and not for individual growth. Recommendations to use a systemic evaluation approach and involvement of trainees in their career development process are made. Further research is recommended on the managing of non-training factors that impede learning transfer.
- Full Text:
- Date Issued: 2011
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
Evaluating remuneration and reward systems at lobels bread, Zimbabwe
- Authors: Mtazu, Pauline Sibusisiwe
- Date: 2009
- Subjects: Wages -- Zimbabwe , Compensation management -- Zimbabwe , Performance -- Management , Wages and labor productivity -- Zimbabwe
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8682 , http://hdl.handle.net/10948/1136 , Wages -- Zimbabwe , Compensation management -- Zimbabwe , Performance -- Management , Wages and labor productivity -- Zimbabwe
- Description: To gain workforce support and commitment, organisations should offer remuneration and rewards that are internally and externally equitable, as inequity in remuneration is the source of employee discontent and turnover. To succeed, organisations have to communicate the total value of rewards allocated to employees. Communication is the foundation of reward management and organisational success. Communication helps employees to understand that the rewards they receive are worth having. Remuneration and rewards communicate the value that organisations place on their employees. To deliver the proper messages, remuneration objectives and strategies should be aligned with the overall business strategy of the organisation. Alignment enables organisations to deliver the right type of rewards to the right people, at the right time, and for the right reasons. The only way the organisation can deliver the correct reward and remuneration, is to implement a total reward system together with a total pay system. Effective total pay system covers base pay, skills and competency pay, variable performance pay, recognition, and benefits. Total reward system cover investment in people, development and training, performance management, and career management. To motivate and retain employees, and to improve organisation’s profitability, a right mix of total pay and total rewards should be made available to employees as employees’ needs differ. With this information, an empirical study was developed and conducted at Lobels Bread in Zimbabwe. The results of this survey indicated that Lobels Bread uses traditional base pay system and benefits as a way of motivating and retaining its employees. This pay system seems to be insufficient to motivate and retain employees. To motivate and retain employees, the company should implement a total reward system, which includes total pay system, investment in people, career enhancement, open communications, involvement, and performance management.
- Full Text:
- Date Issued: 2009
- Authors: Mtazu, Pauline Sibusisiwe
- Date: 2009
- Subjects: Wages -- Zimbabwe , Compensation management -- Zimbabwe , Performance -- Management , Wages and labor productivity -- Zimbabwe
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8682 , http://hdl.handle.net/10948/1136 , Wages -- Zimbabwe , Compensation management -- Zimbabwe , Performance -- Management , Wages and labor productivity -- Zimbabwe
- Description: To gain workforce support and commitment, organisations should offer remuneration and rewards that are internally and externally equitable, as inequity in remuneration is the source of employee discontent and turnover. To succeed, organisations have to communicate the total value of rewards allocated to employees. Communication is the foundation of reward management and organisational success. Communication helps employees to understand that the rewards they receive are worth having. Remuneration and rewards communicate the value that organisations place on their employees. To deliver the proper messages, remuneration objectives and strategies should be aligned with the overall business strategy of the organisation. Alignment enables organisations to deliver the right type of rewards to the right people, at the right time, and for the right reasons. The only way the organisation can deliver the correct reward and remuneration, is to implement a total reward system together with a total pay system. Effective total pay system covers base pay, skills and competency pay, variable performance pay, recognition, and benefits. Total reward system cover investment in people, development and training, performance management, and career management. To motivate and retain employees, and to improve organisation’s profitability, a right mix of total pay and total rewards should be made available to employees as employees’ needs differ. With this information, an empirical study was developed and conducted at Lobels Bread in Zimbabwe. The results of this survey indicated that Lobels Bread uses traditional base pay system and benefits as a way of motivating and retaining its employees. This pay system seems to be insufficient to motivate and retain employees. To motivate and retain employees, the company should implement a total reward system, which includes total pay system, investment in people, career enhancement, open communications, involvement, and performance management.
- Full Text:
- Date Issued: 2009
The role of performance management in the motivation of employees : a case study
- Authors: Zwane, Themba Lambert
- Date: 2009
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa , Employee motivation -- South Africa , Performance standards -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8595 , http://hdl.handle.net/10948/1090 , Performance -- Management , Employees -- Rating of -- South Africa , Employee motivation -- South Africa , Performance standards -- South Africa
- Description: After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research To a case study of the Role of Performance Management in The Motivation of Employees in an organization. Important insight was gained into the relative importance of the performance management practices to promote desired employee outcomes. In view thereof that a discussion of performance in organizations is incomplete without reference to the construct of organizational culture, this study also provided propositions to prompt further research on the role of performance management in reinforcing a high performance organizational culture. Insightful conclusions were drawn from the results obtained and recommendations are made for future research.
- Full Text:
- Date Issued: 2009
- Authors: Zwane, Themba Lambert
- Date: 2009
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa , Employee motivation -- South Africa , Performance standards -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8595 , http://hdl.handle.net/10948/1090 , Performance -- Management , Employees -- Rating of -- South Africa , Employee motivation -- South Africa , Performance standards -- South Africa
- Description: After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research To a case study of the Role of Performance Management in The Motivation of Employees in an organization. Important insight was gained into the relative importance of the performance management practices to promote desired employee outcomes. In view thereof that a discussion of performance in organizations is incomplete without reference to the construct of organizational culture, this study also provided propositions to prompt further research on the role of performance management in reinforcing a high performance organizational culture. Insightful conclusions were drawn from the results obtained and recommendations are made for future research.
- Full Text:
- Date Issued: 2009
Assessment of the implementation of performance management system at Mnquma Local municipality of the Eastern Cape Province
- Authors: Mbiko, Khanyiso Livingstone
- Date: 2008-12
- Subjects: Performance -- Management , Personnel management
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/24165 , vital:62439
- Description: The intention of this study was to assess the implementation of performance management system at the Mnquma local municipality. The municipality of Mnquma has in the past been plagued by service delivery challenges and thus the study sought to ascertain whether the challenges could be attributed to the failures of the performance management system within the municipality. It became apparent from the literature review that for any local municipality to play a meaningful role in ensuring that South Africa achieves the goal of becoming a developmental state, capable of confronting service delivery challenges, there needs to be a proper implementation of the performance management system. The study was also aimed at identifying the factors that support or hinder the implementation of the performance management system within the Mnquma local municipality. In order to achieve this objective, scheduled interviews were conducted with various respondents in the municipality. The respondents included the councilors from the four political parties comprising the municipality council, municipal manager and the rest of the Section 57 managers. The key findings that emerged from the data collected, was that the implementation of the performance management system has not been successful. It is also became apparent that there are brewing political tensions that are likely to affect the political stability of the municipality. In addition, it was also evident that there was a minimal or lack of involvement of the local communities in the municipal affairs such as the development of the Municipal Key Performance Indicators. It would therefore be critical important for the management of the Mnquma local municipality to take into account the results of this study and its recommendations so as to ensure that there is a proper implementation of the performance management system within the municipality. , Thesis (MPA) -- Faculty of Management and Commerce, 2008
- Full Text:
- Date Issued: 2008-12
- Authors: Mbiko, Khanyiso Livingstone
- Date: 2008-12
- Subjects: Performance -- Management , Personnel management
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/24165 , vital:62439
- Description: The intention of this study was to assess the implementation of performance management system at the Mnquma local municipality. The municipality of Mnquma has in the past been plagued by service delivery challenges and thus the study sought to ascertain whether the challenges could be attributed to the failures of the performance management system within the municipality. It became apparent from the literature review that for any local municipality to play a meaningful role in ensuring that South Africa achieves the goal of becoming a developmental state, capable of confronting service delivery challenges, there needs to be a proper implementation of the performance management system. The study was also aimed at identifying the factors that support or hinder the implementation of the performance management system within the Mnquma local municipality. In order to achieve this objective, scheduled interviews were conducted with various respondents in the municipality. The respondents included the councilors from the four political parties comprising the municipality council, municipal manager and the rest of the Section 57 managers. The key findings that emerged from the data collected, was that the implementation of the performance management system has not been successful. It is also became apparent that there are brewing political tensions that are likely to affect the political stability of the municipality. In addition, it was also evident that there was a minimal or lack of involvement of the local communities in the municipal affairs such as the development of the Municipal Key Performance Indicators. It would therefore be critical important for the management of the Mnquma local municipality to take into account the results of this study and its recommendations so as to ensure that there is a proper implementation of the performance management system within the municipality. , Thesis (MPA) -- Faculty of Management and Commerce, 2008
- Full Text:
- Date Issued: 2008-12
A critical analysis of performance management within the manufacturing division at Continental Tyre South Africa
- Authors: Dowling, Jurgen
- Date: 2007
- Subjects: Performance -- Management , Continental Tyre South Africa (Firm)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8556 , http://hdl.handle.net/10948/497 , Performance -- Management , Continental Tyre South Africa (Firm)
- Description: Many companies have performance management systems that incorporate financial and non-financial measurements. All organisations have financial and non-financial measures. However, many use their non-financial measures for local improvements at their front-line and customer-facing operations. Performance management is a shared process between managers and the individuals and teams they manage. It is based on the agreement of objectives, knowledge, skill and competence requirements and work and development plans. The Balanced Scorecard includes financial measures that reflect the results of actions already taken, complementing the financial measures with operational measures on customer satisfaction, internal processes, and the organisations innovative and improvement activities. The Balanced Scorecard combines both quantitative and qualitative measures, acknowledge the expectations of different stakeholders and relate an assessment of performance to choice of strategy. The objective of this study was to assess current performance management that is applied within the manufacturing division at Continental Tyre South Africa. To achieve this objective, a comprehensive literature study was performed on performance management and The Balanced Scorecard. A questionnaire was designed based on the guidelines in the literature study in order to establish the extent to which Continental Tyre South Africa manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to 120 potential respondents via electronic mail and physically. Seventy seven completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, iii running on the Windows XP suite of computer packages. The opinions of the various respondents were compared with the guidelines provided in the literature survey in order to identify shortcomings of performance management and the achievement of individual and departmental objectives within the manufacturing division at Continental Tyre South Africa. The following main recommendations were made: Continental Tyre South Africa should continue with the sharing of its strategic objectives with management and staff, and must ensure that these objectives are also shared all the way down to the shop floor; It is imperative that management and staff mutually agree on performance objectives for the individuals; Senior management must measure management and staff on how well they performance manage their direct reports and develop people where performance short-comings exist; It is imperative that management and staff undergo performance management training; Management must ensure that there current performance management system incorporates a method to distinguish between top and poor performers; and, It is advisable that senior management consider a mechanism that rewards top performers.
- Full Text:
- Date Issued: 2007
- Authors: Dowling, Jurgen
- Date: 2007
- Subjects: Performance -- Management , Continental Tyre South Africa (Firm)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8556 , http://hdl.handle.net/10948/497 , Performance -- Management , Continental Tyre South Africa (Firm)
- Description: Many companies have performance management systems that incorporate financial and non-financial measurements. All organisations have financial and non-financial measures. However, many use their non-financial measures for local improvements at their front-line and customer-facing operations. Performance management is a shared process between managers and the individuals and teams they manage. It is based on the agreement of objectives, knowledge, skill and competence requirements and work and development plans. The Balanced Scorecard includes financial measures that reflect the results of actions already taken, complementing the financial measures with operational measures on customer satisfaction, internal processes, and the organisations innovative and improvement activities. The Balanced Scorecard combines both quantitative and qualitative measures, acknowledge the expectations of different stakeholders and relate an assessment of performance to choice of strategy. The objective of this study was to assess current performance management that is applied within the manufacturing division at Continental Tyre South Africa. To achieve this objective, a comprehensive literature study was performed on performance management and The Balanced Scorecard. A questionnaire was designed based on the guidelines in the literature study in order to establish the extent to which Continental Tyre South Africa manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to 120 potential respondents via electronic mail and physically. Seventy seven completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, iii running on the Windows XP suite of computer packages. The opinions of the various respondents were compared with the guidelines provided in the literature survey in order to identify shortcomings of performance management and the achievement of individual and departmental objectives within the manufacturing division at Continental Tyre South Africa. The following main recommendations were made: Continental Tyre South Africa should continue with the sharing of its strategic objectives with management and staff, and must ensure that these objectives are also shared all the way down to the shop floor; It is imperative that management and staff mutually agree on performance objectives for the individuals; Senior management must measure management and staff on how well they performance manage their direct reports and develop people where performance short-comings exist; It is imperative that management and staff undergo performance management training; Management must ensure that there current performance management system incorporates a method to distinguish between top and poor performers; and, It is advisable that senior management consider a mechanism that rewards top performers.
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- Date Issued: 2007