The Effect of training and development on employee performance in the Buffalo City Municipality in the Eastern Cape of South Africa
- Authors: Adom, Richard Kwame
- Date: 2019-09
- Subjects: Employees -- Training of , Performance -- Management , Employees -- Rating of
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/20153 , vital:45377
- Description: Training and development are regarded as significant tools for any organisation to achieve the target goals and objectives. These goals and objectives are heavily and highly dependent on its workforce. In the literature, it is well documented that many organisations invest in employees’ training and development to enhance their performance and the growth of the organisation. Many organisations, however, including the Buffalo City Municipality, regard training and staff development as needless expenditure, and always do little, or make no effort to improve employees’ technical know-how. Such actions incapacitate staff to adapt to the ever-changing working environment and rapid technological innovation. This study employed purposive sampling technique to draw a sample of 70 employees from a total of 150, through structured interviews and a self-administered questionnaire, to examine the effect of training and development on employees’ performance in the Buffalo City Municipality, situated in the Eastern Cape of South Africa. The findings of the study generally revealed that training and development does not only increase employees’ performance, but assists in developing the overall personality of employees by making them more productive through building their senses of teamwork, boosting the attitude of staff which is the most critical component in attaining profit, and developing a cordial relationship and connectivity between management and the workforce. The study, therefore, recommended that the municipality, as a matter of urgency, earmarks a certain percentage of its resources for employees training and development, based on identified skills gaps to sharpen employees’ skills, competencies, capabilities and technical know-how, to capacitate them to cope with the ever-changing working environment and innovations, and to enhance their motivation, satisfaction and performance. , Thesis (MPA) -- Faculty of Management and Commerce, 2019
- Full Text:
- Date Issued: 2019-09
- Authors: Adom, Richard Kwame
- Date: 2019-09
- Subjects: Employees -- Training of , Performance -- Management , Employees -- Rating of
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/20153 , vital:45377
- Description: Training and development are regarded as significant tools for any organisation to achieve the target goals and objectives. These goals and objectives are heavily and highly dependent on its workforce. In the literature, it is well documented that many organisations invest in employees’ training and development to enhance their performance and the growth of the organisation. Many organisations, however, including the Buffalo City Municipality, regard training and staff development as needless expenditure, and always do little, or make no effort to improve employees’ technical know-how. Such actions incapacitate staff to adapt to the ever-changing working environment and rapid technological innovation. This study employed purposive sampling technique to draw a sample of 70 employees from a total of 150, through structured interviews and a self-administered questionnaire, to examine the effect of training and development on employees’ performance in the Buffalo City Municipality, situated in the Eastern Cape of South Africa. The findings of the study generally revealed that training and development does not only increase employees’ performance, but assists in developing the overall personality of employees by making them more productive through building their senses of teamwork, boosting the attitude of staff which is the most critical component in attaining profit, and developing a cordial relationship and connectivity between management and the workforce. The study, therefore, recommended that the municipality, as a matter of urgency, earmarks a certain percentage of its resources for employees training and development, based on identified skills gaps to sharpen employees’ skills, competencies, capabilities and technical know-how, to capacitate them to cope with the ever-changing working environment and innovations, and to enhance their motivation, satisfaction and performance. , Thesis (MPA) -- Faculty of Management and Commerce, 2019
- Full Text:
- Date Issued: 2019-09
Evaluation of the performance assessment system for senior administrative managers in Nelson Mandela Bay Municipality
- Authors: Qupe, Zandisile
- Date: 2015-06
- Subjects: Employees -- Rating of , Performance -- Management , Municipal government
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10353/25655 , vital:64351
- Description: In 2011 the South African Presidency developed Management Performance Assessment and Municipal Assessment as tools to monitor and evaluate the performance of government employees in government departments and municipalities. The Department of Performance Monitoring and Evaluation (DPME) is leading performance assessments of national departments using the tool, Offices of the Premier are undertaking performance assessments of provincial departments, Offices of the Premier and provincial Department of Cooperative Governance (DCOG) will assess municipalities. Management performance assessments contribute to improving service delivery through providing a holistic picture of the quality of management practices within a department or municipality, against common standards. This study evaluated the performance assessment system used in Nelson Mandela Bay Municipality for senior administrative managers. The main objectives of the study were to investigate the Performance Assessment System used in NMBM for the Section 57 employees (i.e. all Senior Managers working on a five-year contract and directly reporting to the Municipal Manager) of the Nelson Mandela Bay Municipality, to determine the extent, if any, the NMBM adheres to its policy objectives pertaining to the application and implementation of its performance management system and to provide recommendations on the possible recourse that can be taken by the NMBM in improving the application of its performance assessment system and performance management system at senior management level. The research methods employed for this study were both qualitative and quantitative. For the qualitative method, data was gathered through interviews, questionnaire and documents from the municipality, for the quantitative method a questionnaire was used and appropriate statistical techniques were used to analyse the gathered data. Emanating from the data analysed, the study found that there is still a lack of understanding of performance assessment in the municipality; the municipality is still faced with a number of challenges when implementing the performance assessment system as well as the performance management system in the municipality and these have affected service delivery in a very negative way. One of the recommendations made by the researcher was that there should be more training and workshops on performance assessment system as well as performance management in the municipality. , Thesis (MPA) -- Faculty of Management and Commerce, 2015
- Full Text:
- Date Issued: 2015-06
- Authors: Qupe, Zandisile
- Date: 2015-06
- Subjects: Employees -- Rating of , Performance -- Management , Municipal government
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10353/25655 , vital:64351
- Description: In 2011 the South African Presidency developed Management Performance Assessment and Municipal Assessment as tools to monitor and evaluate the performance of government employees in government departments and municipalities. The Department of Performance Monitoring and Evaluation (DPME) is leading performance assessments of national departments using the tool, Offices of the Premier are undertaking performance assessments of provincial departments, Offices of the Premier and provincial Department of Cooperative Governance (DCOG) will assess municipalities. Management performance assessments contribute to improving service delivery through providing a holistic picture of the quality of management practices within a department or municipality, against common standards. This study evaluated the performance assessment system used in Nelson Mandela Bay Municipality for senior administrative managers. The main objectives of the study were to investigate the Performance Assessment System used in NMBM for the Section 57 employees (i.e. all Senior Managers working on a five-year contract and directly reporting to the Municipal Manager) of the Nelson Mandela Bay Municipality, to determine the extent, if any, the NMBM adheres to its policy objectives pertaining to the application and implementation of its performance management system and to provide recommendations on the possible recourse that can be taken by the NMBM in improving the application of its performance assessment system and performance management system at senior management level. The research methods employed for this study were both qualitative and quantitative. For the qualitative method, data was gathered through interviews, questionnaire and documents from the municipality, for the quantitative method a questionnaire was used and appropriate statistical techniques were used to analyse the gathered data. Emanating from the data analysed, the study found that there is still a lack of understanding of performance assessment in the municipality; the municipality is still faced with a number of challenges when implementing the performance assessment system as well as the performance management system in the municipality and these have affected service delivery in a very negative way. One of the recommendations made by the researcher was that there should be more training and workshops on performance assessment system as well as performance management in the municipality. , Thesis (MPA) -- Faculty of Management and Commerce, 2015
- Full Text:
- Date Issued: 2015-06
Improving the performance management system in a selected firm
- Authors: Sonti, Phindile Clinton
- Date: 2015
- Subjects: Performance -- Management , Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8928 , http://hdl.handle.net/10948/d1021172
- Description: The performance management system has become a vital process of retaining skilled employees, helping to improve communication between the employees and management, providing feedback to employees and clear understanding of job expectation. A performance management system assists the firm to identify the ways to improve individual and firm performance and provides the opportunity for discussion about individual career direction and growth within the firm. It provides the opportunity to set employee targets linked to the departmental targets. The performance management system is the catalyst for firms to become globally competitive and be able to meet targets. Over the years the firm has introduced a performance management system to help employees to achieve their targets, which will result in the company meeting its own objectives. The study focused on the factors that affect the performance management system. The objective of the research was to improve the performance management system of the firm. The study was conducted to assess the effect of the following independent variables on the improvement of the performance management system: leadership style, training, organisational culture, reward system and organisational communication. The sample consisted of only the employees of the firm selected for the study. One hundred and fifty (150) questionnaires were distributed, but only seventy-six (76) respondents (response rate = 50.7 percent) participated in the final study. The empirical results revealed that the three independent variables play a very important role in improving a performance management system. These three variables are organisational culture, training, and reward system. Implementing the recommendations that came from these results will go a long way to making sure that the firm will improve its performance management system.
- Full Text:
- Date Issued: 2015
- Authors: Sonti, Phindile Clinton
- Date: 2015
- Subjects: Performance -- Management , Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8928 , http://hdl.handle.net/10948/d1021172
- Description: The performance management system has become a vital process of retaining skilled employees, helping to improve communication between the employees and management, providing feedback to employees and clear understanding of job expectation. A performance management system assists the firm to identify the ways to improve individual and firm performance and provides the opportunity for discussion about individual career direction and growth within the firm. It provides the opportunity to set employee targets linked to the departmental targets. The performance management system is the catalyst for firms to become globally competitive and be able to meet targets. Over the years the firm has introduced a performance management system to help employees to achieve their targets, which will result in the company meeting its own objectives. The study focused on the factors that affect the performance management system. The objective of the research was to improve the performance management system of the firm. The study was conducted to assess the effect of the following independent variables on the improvement of the performance management system: leadership style, training, organisational culture, reward system and organisational communication. The sample consisted of only the employees of the firm selected for the study. One hundred and fifty (150) questionnaires were distributed, but only seventy-six (76) respondents (response rate = 50.7 percent) participated in the final study. The empirical results revealed that the three independent variables play a very important role in improving a performance management system. These three variables are organisational culture, training, and reward system. Implementing the recommendations that came from these results will go a long way to making sure that the firm will improve its performance management system.
- Full Text:
- Date Issued: 2015
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
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
An evaluation of a performance management and development system with reference to the Department of the Premier, Provincial Government Western Cape
- Authors: Dingwayo, Mzimkulu Sydney
- Date: 2006
- Subjects: Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8251 , http://hdl.handle.net/10948/495 , Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Description: We are living in a changing world. Performance management is becoming a major challenge for organisations. The aim of this study is to review the current status of the Performance Management and Development System at the Department of the Premier and to look into the reasons why it has become a pain rather than a gain to both the organisation and its employees. This document will also look at the possible causes of the failure of the performance management system and will then propose useful guidelines to overcome obstacles to the benefit of all the affected parties. To achieve this objective a comprehensive literature study was performed to the Department of the Premier to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with Provincial Government Western Cape (PGWC) and individual goals. Questionnaires developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific directorate manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of Department and individual goals at the selected Directorates. The objective of this study was to evaluate the influence of the current performance management system, in the Department at Provincial Government Western Cape, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organization. The research results indicate that the majority of staff supports and understands the process.
- Full Text:
- Date Issued: 2006
- Authors: Dingwayo, Mzimkulu Sydney
- Date: 2006
- Subjects: Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8251 , http://hdl.handle.net/10948/495 , Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Description: We are living in a changing world. Performance management is becoming a major challenge for organisations. The aim of this study is to review the current status of the Performance Management and Development System at the Department of the Premier and to look into the reasons why it has become a pain rather than a gain to both the organisation and its employees. This document will also look at the possible causes of the failure of the performance management system and will then propose useful guidelines to overcome obstacles to the benefit of all the affected parties. To achieve this objective a comprehensive literature study was performed to the Department of the Premier to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with Provincial Government Western Cape (PGWC) and individual goals. Questionnaires developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific directorate manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of Department and individual goals at the selected Directorates. The objective of this study was to evaluate the influence of the current performance management system, in the Department at Provincial Government Western Cape, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organization. The research results indicate that the majority of staff supports and understands the process.
- Full Text:
- Date Issued: 2006
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