Developing a performance measurement tool to monitor the performance of a public sector agency : a balanced scorecard approach
- Authors: Lisani, Ncedo
- Date: 2015
- Subjects: South Africa. Economic Development Department , South Africa. Department of Environmental Affairs and Tourism , Performance -- Measurement , Performance -- Management , Public administration -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:848 , http://hdl.handle.net/10962/d1017515
- Description: The world has seen unparalleled pressure put on the public sector to improve the speed and quality of service delivery, whilst simultaneously employing measures to cut the costs. South Africa and the Eastern Cape have not been immune to this as there have been complaints and demonstrations from various national and provincial stakeholders demanding more and improved services. The Department of Economic Development, Environmental Affairs and Tourism (DEDEAT) in particular has employed the services of public entities in its quest to realise government’s socio-economic developmental objectives and ease some of the service delivery pressures. These agencies are unfortunately struggling to deliver and the Department is unable to play the oversight role it is legislatively mandated to carry out. The main reason for this seem to be the lack of the capacity to objectively track and measure the performance of these agencies. As they say “you cannot manage what you cannot measure”. This is despite the fact that there is a shareholders’ compact and many other measures in place to enable performance monitoring. Also, the public sector is known to have inherent and unique performance management challenges like broad and vague objectives which lead to too many measurements, a propensity to focus on the “easy to measure” but often irrelevant indicators at the expense of critical outcomes and a short-term orientation that is usually fuelled by political expediency. Against this background, this study sought to make use of a comprehensive and dynamic performance monitoring framework, namely the Balanced Scorecard (BSC), to explore its potential use in assisting government to monitor the performance of public agencies, in particular the Development Finance Institutions (DFI) in South Africa. The proposed framework helps government to focus on the performance drivers of future value, and what decisions and actions are necessary to achieve critical outcomes. The aim of the study therefore is to develop an adjusted BSC framework to monitor the activities of a public sector agency and thus demonstrate how a BSC framework could be used to monitor a public agency by the government department. The study is evaluative in nature and is divided into three sections. Section one is presented as an Evaluation Report. It sets the scene, discusses briefly the key theoretical concepts, outlines the research methods used and presents the findings followed by a discussion and recommendations. Section two delves into the literature in more detail, providing a more extensive review of the literature that informed the investigation, whilst section three provides a more extensive description of the research methodology employed in the study. To achieve the aims of the study, the research drew from the work of various authors in the field including that of Bigliardi, Dormio and Galati, 2011; Bititci, Garengo, Dörfler, and Nudurupati, 2012; Julyan, 2011; Kaplan and Norton, 1992, 1993, 1996, 2001, 2004 and 2006; Niven, 2003 and 2008 and Northcott and Taulapapa, 2012. Also, five BSC perspectives - including the programme specific “equity” perspective - were used to develop an interview schedule. These were used to formulate the key performance objectives and indicators, based on the stakeholder’s responses. These respondents have experience within the programme as administrators, beneficiaries and funders. The research employed purposive sampling with semi-structured in-depth interviews and document analysis as primary and secondary instruments for data collection. In essence, five officials from the agency, one from DEDEAT and two co-operatives participated in the research. The results indicate a general appreciation of and gravitation towards outcome based measures, even though the government culture of focusing on outputs is still prevalent. The results of the study indicated that, generally, a government - public agency BSC based performance monitoring framework would have the following features: Customer objectives and programme mission as the main goal and this will provides clarity at all levels on who the customers are and what are their primary requirements. Clear, visible and stringent financial controls as the agency is administering public resources. Few carefully selected processes and systems that have a direct and positive impact on the customer objectives. Deliberate and consistent efforts to promote the participation of designated groups in the economy of the country. Comprehensive indicators on capacity building as “mission based-organisations rely heavily on skills, dedication and alignment of staff”. Overall, the study concludes that the make-up of the BSC is beneficial to the public sector and in monitoring the public sector agencies for the following reasons: It helps the agency to focus on customers and their needs. It forces the agency to engage and communicate strategic intention with both internal and external stakeholders and thus synchronize competing stakeholder needs. It forces the agency to limit the number of indicators and therefore select the few value adding measures that are aligned to customer outcomes. Through its cause and effect relationship, the agency is compelled to align all the resources, activities and processes to the main goal of the entity. All these help to minimize the principal agent problem, as the use of the BSC can bring clarity on strategy and expectations, provided it is supported with regular communication.
- Full Text:
- Date Issued: 2015
- Authors: Lisani, Ncedo
- Date: 2015
- Subjects: South Africa. Economic Development Department , South Africa. Department of Environmental Affairs and Tourism , Performance -- Measurement , Performance -- Management , Public administration -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:848 , http://hdl.handle.net/10962/d1017515
- Description: The world has seen unparalleled pressure put on the public sector to improve the speed and quality of service delivery, whilst simultaneously employing measures to cut the costs. South Africa and the Eastern Cape have not been immune to this as there have been complaints and demonstrations from various national and provincial stakeholders demanding more and improved services. The Department of Economic Development, Environmental Affairs and Tourism (DEDEAT) in particular has employed the services of public entities in its quest to realise government’s socio-economic developmental objectives and ease some of the service delivery pressures. These agencies are unfortunately struggling to deliver and the Department is unable to play the oversight role it is legislatively mandated to carry out. The main reason for this seem to be the lack of the capacity to objectively track and measure the performance of these agencies. As they say “you cannot manage what you cannot measure”. This is despite the fact that there is a shareholders’ compact and many other measures in place to enable performance monitoring. Also, the public sector is known to have inherent and unique performance management challenges like broad and vague objectives which lead to too many measurements, a propensity to focus on the “easy to measure” but often irrelevant indicators at the expense of critical outcomes and a short-term orientation that is usually fuelled by political expediency. Against this background, this study sought to make use of a comprehensive and dynamic performance monitoring framework, namely the Balanced Scorecard (BSC), to explore its potential use in assisting government to monitor the performance of public agencies, in particular the Development Finance Institutions (DFI) in South Africa. The proposed framework helps government to focus on the performance drivers of future value, and what decisions and actions are necessary to achieve critical outcomes. The aim of the study therefore is to develop an adjusted BSC framework to monitor the activities of a public sector agency and thus demonstrate how a BSC framework could be used to monitor a public agency by the government department. The study is evaluative in nature and is divided into three sections. Section one is presented as an Evaluation Report. It sets the scene, discusses briefly the key theoretical concepts, outlines the research methods used and presents the findings followed by a discussion and recommendations. Section two delves into the literature in more detail, providing a more extensive review of the literature that informed the investigation, whilst section three provides a more extensive description of the research methodology employed in the study. To achieve the aims of the study, the research drew from the work of various authors in the field including that of Bigliardi, Dormio and Galati, 2011; Bititci, Garengo, Dörfler, and Nudurupati, 2012; Julyan, 2011; Kaplan and Norton, 1992, 1993, 1996, 2001, 2004 and 2006; Niven, 2003 and 2008 and Northcott and Taulapapa, 2012. Also, five BSC perspectives - including the programme specific “equity” perspective - were used to develop an interview schedule. These were used to formulate the key performance objectives and indicators, based on the stakeholder’s responses. These respondents have experience within the programme as administrators, beneficiaries and funders. The research employed purposive sampling with semi-structured in-depth interviews and document analysis as primary and secondary instruments for data collection. In essence, five officials from the agency, one from DEDEAT and two co-operatives participated in the research. The results indicate a general appreciation of and gravitation towards outcome based measures, even though the government culture of focusing on outputs is still prevalent. The results of the study indicated that, generally, a government - public agency BSC based performance monitoring framework would have the following features: Customer objectives and programme mission as the main goal and this will provides clarity at all levels on who the customers are and what are their primary requirements. Clear, visible and stringent financial controls as the agency is administering public resources. Few carefully selected processes and systems that have a direct and positive impact on the customer objectives. Deliberate and consistent efforts to promote the participation of designated groups in the economy of the country. Comprehensive indicators on capacity building as “mission based-organisations rely heavily on skills, dedication and alignment of staff”. Overall, the study concludes that the make-up of the BSC is beneficial to the public sector and in monitoring the public sector agencies for the following reasons: It helps the agency to focus on customers and their needs. It forces the agency to engage and communicate strategic intention with both internal and external stakeholders and thus synchronize competing stakeholder needs. It forces the agency to limit the number of indicators and therefore select the few value adding measures that are aligned to customer outcomes. Through its cause and effect relationship, the agency is compelled to align all the resources, activities and processes to the main goal of the entity. All these help to minimize the principal agent problem, as the use of the BSC can bring clarity on strategy and expectations, provided it is supported with regular communication.
- Full Text:
- Date Issued: 2015
Development of a model of performance indicators required for the effective management of South African Universities and Technikons
- Authors: Hutton, Wendy
- Date: 1999
- Subjects: Universities and colleges -- South Africa -- Management , Performance -- Management , Performance standards , Performance -- Measurement
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10826 , http://hdl.handle.net/10948/16 , Universities and colleges -- South Africa -- Management , Performance -- Management , Performance standards , Performance -- Measurement
- Description: Research has been conducted on performance indicators in higher education institutions in a number of countries. However, in South Africa limited research in this field on a national level is available to the management of South African higher education institutions. The change in funding of these institutions has led to performance measurement becoming essential in order to justify the use of public funds. In order to obtain more relevant information about performance indicators in the South African context, a literature study was conducted to develop a questionnaire to test the concurrence of the importance of performance indicators in South African universities and technikons. The findings of the survey shows a high level of concurrence for the performance indicators identified in the literature study.
- Full Text:
- Date Issued: 1999
- Authors: Hutton, Wendy
- Date: 1999
- Subjects: Universities and colleges -- South Africa -- Management , Performance -- Management , Performance standards , Performance -- Measurement
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10826 , http://hdl.handle.net/10948/16 , Universities and colleges -- South Africa -- Management , Performance -- Management , Performance standards , Performance -- Measurement
- Description: Research has been conducted on performance indicators in higher education institutions in a number of countries. However, in South Africa limited research in this field on a national level is available to the management of South African higher education institutions. The change in funding of these institutions has led to performance measurement becoming essential in order to justify the use of public funds. In order to obtain more relevant information about performance indicators in the South African context, a literature study was conducted to develop a questionnaire to test the concurrence of the importance of performance indicators in South African universities and technikons. The findings of the survey shows a high level of concurrence for the performance indicators identified in the literature study.
- Full Text:
- Date Issued: 1999
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
Engaging employees to build a performance culture in Telkom's NCC division
- Authors: Goliath, Elize
- Date: 2007
- Subjects: Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8591 , http://hdl.handle.net/10948/1051 , Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
- Description: Operating as a commercial company since October 1991, Telkom has grown into the largest communications services provider in Africa based on operating revenue and assets. The Group, consisting of the fixed-line company Telkom and a 50 per cent shareholding in mobile operator Vodacom. Telkom has changed its vision to the following: “To be a leading customer and employee centric ICT solutions service provider”. The company has been retrenching staff since 1999 and the staff numbers have reduced significantly from approximately 65 000 people to 25 575 people in 2006. The focus has been on increasing shareholder value and the staff feel that their value has not been recognised. The research paper focused on the extent that employees engaged to build a performance culture in Telkom’s NCC division. The following research methodology was followed: - A literature survey to determine factors or behaviours that will enhance employee engagement in building a performance culture and what Telkom NCC can do to build the workplace that will foster higher levels of employee engagement. - A survey was conducted to determine what the engagement levels of employees are at Telkom NCC, what stops the employees from doing their best and what Telkom NCC division can do to show they care and value their staff as according to their employees by means of a questionnaire. - The findings from the literature study and empirical study would be used to determine to what extent are employees engaged to build a performance culture in Telkom’s NCC division. A self administered questionnaire was used to collect the data required for this research. In conclusion it was said that employee engagement is a partnership between the company and the employees where everyone works together to achieve the business objectives of the company and the personal aspirations of employees. The organization has the responsibility to create the conditions for this to happen (Understanding Employee Engagement, 2004: 2). It was recommended that in order for NCC to enhance their employees attitudes toward the promoters’ team especially in terms of pride, strong attachment, feeling part of the family and motivating employees to do well promoters must concentrate on building relationships with their teams and individual members of the team. Employees must also be given decision making power for implementing the idea. NCC should educate their leaders on the value of recognition and the best way to go about it. In order for employees to grow and be promoted into higher positions, NCC must consider that if positions become available that they first be advertised in the NCC division before it be made available to the rest of the company.
- Full Text:
- Date Issued: 2007
- Authors: Goliath, Elize
- Date: 2007
- Subjects: Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8591 , http://hdl.handle.net/10948/1051 , Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
- Description: Operating as a commercial company since October 1991, Telkom has grown into the largest communications services provider in Africa based on operating revenue and assets. The Group, consisting of the fixed-line company Telkom and a 50 per cent shareholding in mobile operator Vodacom. Telkom has changed its vision to the following: “To be a leading customer and employee centric ICT solutions service provider”. The company has been retrenching staff since 1999 and the staff numbers have reduced significantly from approximately 65 000 people to 25 575 people in 2006. The focus has been on increasing shareholder value and the staff feel that their value has not been recognised. The research paper focused on the extent that employees engaged to build a performance culture in Telkom’s NCC division. The following research methodology was followed: - A literature survey to determine factors or behaviours that will enhance employee engagement in building a performance culture and what Telkom NCC can do to build the workplace that will foster higher levels of employee engagement. - A survey was conducted to determine what the engagement levels of employees are at Telkom NCC, what stops the employees from doing their best and what Telkom NCC division can do to show they care and value their staff as according to their employees by means of a questionnaire. - The findings from the literature study and empirical study would be used to determine to what extent are employees engaged to build a performance culture in Telkom’s NCC division. A self administered questionnaire was used to collect the data required for this research. In conclusion it was said that employee engagement is a partnership between the company and the employees where everyone works together to achieve the business objectives of the company and the personal aspirations of employees. The organization has the responsibility to create the conditions for this to happen (Understanding Employee Engagement, 2004: 2). It was recommended that in order for NCC to enhance their employees attitudes toward the promoters’ team especially in terms of pride, strong attachment, feeling part of the family and motivating employees to do well promoters must concentrate on building relationships with their teams and individual members of the team. Employees must also be given decision making power for implementing the idea. NCC should educate their leaders on the value of recognition and the best way to go about it. In order for employees to grow and be promoted into higher positions, NCC must consider that if positions become available that they first be advertised in the NCC division before it be made available to the rest of the company.
- Full Text:
- Date Issued: 2007
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
Evaluating the effectiveness of the performance management and development system in the Eastern Cape Liquor Board
- Authors: Tini, Linda Lindelwa
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8937 , http://hdl.handle.net/10948/d1021216
- Description: Research studies have reported that many organisations implement a performance management and development system. However, it is often not as effective as it is intended. Against this background, the purpose of this study was to evaluate the effectiveness of the performance management and development in the Eastern Cape Liquor Board (ECLB). The study emphasised the importance of an organisational culture that supports management of performance in order for the system to be effective. The study further highlighted that alignment between the performance of individuals and the organisation is critical as all efforts have to focus on the achievement of the organisational vision. The study also emphasised the importance of a process of determining key performance areas that is transparent and involves participation by all employees. The study further argued that the development and rewarding of employees for performance is crucial in ensuring an effective performance management system. The target population for this study consisted of ECLB employees including the district offices. The findings suggested that when the performance management and development system is not implemented in its entirety it cannot be effective. Furthermore, the findings revealed that ECLB implements some of the elements of the system correctly whilst other areas still require more attention.
- Full Text:
- Date Issued: 2014
- Authors: Tini, Linda Lindelwa
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8937 , http://hdl.handle.net/10948/d1021216
- Description: Research studies have reported that many organisations implement a performance management and development system. However, it is often not as effective as it is intended. Against this background, the purpose of this study was to evaluate the effectiveness of the performance management and development in the Eastern Cape Liquor Board (ECLB). The study emphasised the importance of an organisational culture that supports management of performance in order for the system to be effective. The study further highlighted that alignment between the performance of individuals and the organisation is critical as all efforts have to focus on the achievement of the organisational vision. The study also emphasised the importance of a process of determining key performance areas that is transparent and involves participation by all employees. The study further argued that the development and rewarding of employees for performance is crucial in ensuring an effective performance management system. The target population for this study consisted of ECLB employees including the district offices. The findings suggested that when the performance management and development system is not implemented in its entirety it cannot be effective. Furthermore, the findings revealed that ECLB implements some of the elements of the system correctly whilst other areas still require more attention.
- Full Text:
- Date Issued: 2014
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
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
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
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
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
Job performance and the relationship between employee engagement, goal setting, training, job fit and trust
- Authors: Brood, Ayoob
- Date: 2019
- Subjects: Performance -- Management , Job satisfaction -- South Africa Employee motivation -- South Africa Labor productivity -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/37846 , vital:34253
- Description: Every business has a goal of being profitable which relies on employee job performance. To determine the relationship employee engagement, trust, goal setting, job fit and training had on job performance surveys was sent to 8 MTN Branded retail stores within the Eastern Cape to gather data. Each survey once completed would then be dropped off and the MTN head office in Cape Road. Previous work has looked at these independent variables and how they affect job performance separately and not as a whole. Contrary to the literature, goal settings were the only variable that had a significant influence according to the findings of this study. The statistical results of this study revealed that goal settings influenced job performance with a p-value of 0.010 (p<0.05) and had a positive relationship, indicating that the respondent’s goal settings had an influence on their job performance. The mean values indicated that the respondents agreed that the independent variables would affect the performance. Thus, it is highly recommended that management investigates the requirements of implementing strategies of these variables to improve job performance.
- Full Text:
- Date Issued: 2019
- Authors: Brood, Ayoob
- Date: 2019
- Subjects: Performance -- Management , Job satisfaction -- South Africa Employee motivation -- South Africa Labor productivity -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/37846 , vital:34253
- Description: Every business has a goal of being profitable which relies on employee job performance. To determine the relationship employee engagement, trust, goal setting, job fit and training had on job performance surveys was sent to 8 MTN Branded retail stores within the Eastern Cape to gather data. Each survey once completed would then be dropped off and the MTN head office in Cape Road. Previous work has looked at these independent variables and how they affect job performance separately and not as a whole. Contrary to the literature, goal settings were the only variable that had a significant influence according to the findings of this study. The statistical results of this study revealed that goal settings influenced job performance with a p-value of 0.010 (p<0.05) and had a positive relationship, indicating that the respondent’s goal settings had an influence on their job performance. The mean values indicated that the respondents agreed that the independent variables would affect the performance. Thus, it is highly recommended that management investigates the requirements of implementing strategies of these variables to improve job performance.
- Full Text:
- Date Issued: 2019
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
Public sector pharmacists' perception of the public sector performance management system
- Authors: Ranchod, Shameem Roshnee
- Date: 2006
- Subjects: Performance -- Management , Pharmacy management , Performance standards , Public administration
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10077 , http://hdl.handle.net/10948/596 , http://hdl.handle.net/10948/d1011728 , Performance -- Management , Pharmacy management , Performance standards , Public administration
- Description: Performance Management aims to develop the employee and ensure that the work which the employee does is in line with organisational goals. However, many managers and employees do not like performance management systems and very often, for this reason, such a system does not succeed in meeting the organisation’s goals. The aim of this study was to determine the perceptions towards the performance management system of pharmacists working in the public sector. A questionnaire was compiled and pharmacists working in all public sector hospitals, provincial and municipal clinics and medical depots were asked to complete the questionnaire. The response rate was 66 percent. Seventy three percent of respondents had never undergone a performance evaluation, 75 percent stated it did not motivate them, 62.5 percent felt it did not improve poor performance, 90.6 percent felt the Performance Appraisal System did not reward good performance sufficiently and 63.6 percent felt it did not help with career progression. Seventy eight percent believed that the Performance Appraisal System did not effectively measure the pharmacists’ performance, and 82 percent felt that the System needed to be developed further. At least four evaluations should have been completed per year, yet 85 percent of respondents had experienced three or fewer evaluations since the System had been introduced. The analysis of the responses indicated that there was great dissatisfaction with the current performance management system. A few of the reasons are that the system in place did not effectively measure the pharmacists performance, that additional work done was not recognised, and that the process was extremely time-consuming. It may be concluded that the government needs to address the current problems being experienced with this system, as at present, it is not meeting the objectives it was intended to meet.
- Full Text:
- Date Issued: 2006
- Authors: Ranchod, Shameem Roshnee
- Date: 2006
- Subjects: Performance -- Management , Pharmacy management , Performance standards , Public administration
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10077 , http://hdl.handle.net/10948/596 , http://hdl.handle.net/10948/d1011728 , Performance -- Management , Pharmacy management , Performance standards , Public administration
- Description: Performance Management aims to develop the employee and ensure that the work which the employee does is in line with organisational goals. However, many managers and employees do not like performance management systems and very often, for this reason, such a system does not succeed in meeting the organisation’s goals. The aim of this study was to determine the perceptions towards the performance management system of pharmacists working in the public sector. A questionnaire was compiled and pharmacists working in all public sector hospitals, provincial and municipal clinics and medical depots were asked to complete the questionnaire. The response rate was 66 percent. Seventy three percent of respondents had never undergone a performance evaluation, 75 percent stated it did not motivate them, 62.5 percent felt it did not improve poor performance, 90.6 percent felt the Performance Appraisal System did not reward good performance sufficiently and 63.6 percent felt it did not help with career progression. Seventy eight percent believed that the Performance Appraisal System did not effectively measure the pharmacists’ performance, and 82 percent felt that the System needed to be developed further. At least four evaluations should have been completed per year, yet 85 percent of respondents had experienced three or fewer evaluations since the System had been introduced. The analysis of the responses indicated that there was great dissatisfaction with the current performance management system. A few of the reasons are that the system in place did not effectively measure the pharmacists performance, that additional work done was not recognised, and that the process was extremely time-consuming. It may be concluded that the government needs to address the current problems being experienced with this system, as at present, it is not meeting the objectives it was intended to meet.
- Full Text:
- Date Issued: 2006
The consideration and improvement of the sustainability performance monitoring framework for South African water boards
- Authors: Thompson, Craig Howard
- Date: 2015
- Subjects: South Africa -- Department of Water Affairs -- Management , Water-supply -- Law and legislation -- South Africa , Performance -- Management , Environmental auditing -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:858 , http://hdl.handle.net/10962/d1018916
- Description: The South African Constitution ensures the right to adequate water, health services and a healthy environment (Government Gazette, 1996: 1251, 1255). Associated legislation and national strategies require that water resources and water services are rendered in a sustainable manner to ensure the rights enshrined in the Constitution are realised (Trialogue, 2010: 34; Government Gazette, 1998(c):11; Department of Water Affairs (DWA), 2003:9). South Africa is the 30th driest country in the world (DWA, 2013: iii), has impounded most of its surface water resources and has utilised 40 percent of the groundwater resource with remaining groundwater water quality uncertain (DWA, 2013:6-7). Despite achieving the basic water and sanitation Millennium Development Goals approximately 2.2 million and 4.5 million households still require access to basic services respectively (DWA, 2013:28-29). South Africa’s ten water boards play a key role in bulk water service provision. They supply 57 percent of the countries domestic water supply (DWA, 2013:19) and are required to provide sustainable water services (Government Gazette, 1997:35). The Department of Water Affairs (Department of Water and Sanitation (DWS) as of June 2014) is mandated to monitor the performance of water boards and monitors of water boards through a Share Holders Compact (SHC) (Government Gazette, 1997: 50). The aim of the research is to achieve the following objectives: 1. Describe best practice for sustainability monitoring frameworks for water services. 2. Outline South Africa’s water services mandatory and voluntary requirements with regards to sustainability monitoring. 3. Evaluate South Africa’s current water services performance monitoring framework for water boards against findings from goals one and two. 4. Develop an improved framework for assessing South African water board’s performance in their compliance and sustainability journey. 5. Demonstrate the improved framework functionality with a sample of water boards audited performance data from the 2012/13 financial year. A qualitative normative theory evaluation research method was utilised to achieve first three objectives of the research. The objectives to first understand current best practice for sustainability monitoring frameworks and the mandatory requirements for water services sustainability monitoring frameworks in South Africa was achieved via an extensive literature review. The evaluation research method was used where South Africa’s current water services monitoring framework for water boards was evaluated for its adequacy to monitor sustainability compared with legislated requirements, national and international best practices (Hall et al, 2004: 55). Data collection for the evaluation research was sourced via documentation analysis. The 2012/13 water board audited annual reports, relevant national water services legislation, national and global water service sustainability monitoring best practices were critically reviewed. The review yielded a “thick description” of sustainability performance monitoring framework requirements that was used to evaluate the SHC (Holliday, 2002: 79). Despite the mandatory participation requirement for successful sustainability performance monitoring being met, the SHC was found to have inadequate aspects. It lacks an outcomes based approach, does not include environmental indicators, does not allow water board sustainability performance comparison and cannot indicate where individual water boards are on their sustainability journey. An improved sustainability performance monitoring framework for South African water boards is therefore proposed. This was developed with the assistance of an expert focus group drawn from multiple disciplines and organizations relevant to water board sustainability (Litosseliti, 2003: 8 and Hall et al, 2004: 51). The functionality of the framework is then demonstrated using 2012/13 audited performance data sourced from the annual reports of Overberg, Amatola, Rand and Umgeni Water boards. The proposed Water Services Sustainability Monitoring Framework (WSSMF) quantifies performance in terms of 10 water utility outcomes that are measured with 88 performance indicators that encompass the financial, social, environmental and governance dimensions of sustainability. The WSSMF demonstrated that the legislated intentions and best practice recommendations can be incorporated into an improved version of the SHC. Further refinement of the WSSMF is required. In depth engagement with DWS and all the water boards would promote the refinement of the indicator set, performance thresholds for indicators and indicator weighting. Further testing through a pilot project initiative would allow the WSSMF to be developed into a robust and adequate sustainability performance monitoring framework for South African water boards (Rametsteiner et al, 2011: 64; Muga and Mihelcic, 2008: 438; McAlphine and Birnie, 2005: 247 and van Leeuwen et al, 2012: 2192).
- Full Text:
- Date Issued: 2015
- Authors: Thompson, Craig Howard
- Date: 2015
- Subjects: South Africa -- Department of Water Affairs -- Management , Water-supply -- Law and legislation -- South Africa , Performance -- Management , Environmental auditing -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:858 , http://hdl.handle.net/10962/d1018916
- Description: The South African Constitution ensures the right to adequate water, health services and a healthy environment (Government Gazette, 1996: 1251, 1255). Associated legislation and national strategies require that water resources and water services are rendered in a sustainable manner to ensure the rights enshrined in the Constitution are realised (Trialogue, 2010: 34; Government Gazette, 1998(c):11; Department of Water Affairs (DWA), 2003:9). South Africa is the 30th driest country in the world (DWA, 2013: iii), has impounded most of its surface water resources and has utilised 40 percent of the groundwater resource with remaining groundwater water quality uncertain (DWA, 2013:6-7). Despite achieving the basic water and sanitation Millennium Development Goals approximately 2.2 million and 4.5 million households still require access to basic services respectively (DWA, 2013:28-29). South Africa’s ten water boards play a key role in bulk water service provision. They supply 57 percent of the countries domestic water supply (DWA, 2013:19) and are required to provide sustainable water services (Government Gazette, 1997:35). The Department of Water Affairs (Department of Water and Sanitation (DWS) as of June 2014) is mandated to monitor the performance of water boards and monitors of water boards through a Share Holders Compact (SHC) (Government Gazette, 1997: 50). The aim of the research is to achieve the following objectives: 1. Describe best practice for sustainability monitoring frameworks for water services. 2. Outline South Africa’s water services mandatory and voluntary requirements with regards to sustainability monitoring. 3. Evaluate South Africa’s current water services performance monitoring framework for water boards against findings from goals one and two. 4. Develop an improved framework for assessing South African water board’s performance in their compliance and sustainability journey. 5. Demonstrate the improved framework functionality with a sample of water boards audited performance data from the 2012/13 financial year. A qualitative normative theory evaluation research method was utilised to achieve first three objectives of the research. The objectives to first understand current best practice for sustainability monitoring frameworks and the mandatory requirements for water services sustainability monitoring frameworks in South Africa was achieved via an extensive literature review. The evaluation research method was used where South Africa’s current water services monitoring framework for water boards was evaluated for its adequacy to monitor sustainability compared with legislated requirements, national and international best practices (Hall et al, 2004: 55). Data collection for the evaluation research was sourced via documentation analysis. The 2012/13 water board audited annual reports, relevant national water services legislation, national and global water service sustainability monitoring best practices were critically reviewed. The review yielded a “thick description” of sustainability performance monitoring framework requirements that was used to evaluate the SHC (Holliday, 2002: 79). Despite the mandatory participation requirement for successful sustainability performance monitoring being met, the SHC was found to have inadequate aspects. It lacks an outcomes based approach, does not include environmental indicators, does not allow water board sustainability performance comparison and cannot indicate where individual water boards are on their sustainability journey. An improved sustainability performance monitoring framework for South African water boards is therefore proposed. This was developed with the assistance of an expert focus group drawn from multiple disciplines and organizations relevant to water board sustainability (Litosseliti, 2003: 8 and Hall et al, 2004: 51). The functionality of the framework is then demonstrated using 2012/13 audited performance data sourced from the annual reports of Overberg, Amatola, Rand and Umgeni Water boards. The proposed Water Services Sustainability Monitoring Framework (WSSMF) quantifies performance in terms of 10 water utility outcomes that are measured with 88 performance indicators that encompass the financial, social, environmental and governance dimensions of sustainability. The WSSMF demonstrated that the legislated intentions and best practice recommendations can be incorporated into an improved version of the SHC. Further refinement of the WSSMF is required. In depth engagement with DWS and all the water boards would promote the refinement of the indicator set, performance thresholds for indicators and indicator weighting. Further testing through a pilot project initiative would allow the WSSMF to be developed into a robust and adequate sustainability performance monitoring framework for South African water boards (Rametsteiner et al, 2011: 64; Muga and Mihelcic, 2008: 438; McAlphine and Birnie, 2005: 247 and van Leeuwen et al, 2012: 2192).
- Full Text:
- Date Issued: 2015
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
The impact of performance and reward on employee engagement
- Dwane, Ithembekil’Inkosi Den-Boy
- Authors: Dwane, Ithembekil’Inkosi Den-Boy
- Date: 2018
- Subjects: Performance -- Management , Employee motivation Employees -- Attitudes Management -- Employee participation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/29940 , vital:30797
- Description: In today’s increasing competitive environment employees look for organisations that best meet their expectations. Few barriers prevent mobility of employees between companies, therefore employees may easily change from one organisation to another should they feel that they are not fully challenged and engaged. In a global environment where maintaining competitive advantage is of paramount importance, it is essential to develop effective retention strategies. In order to retain employees companies must try to offer an engaging environment to employees in order to satisfy these expectations in a different way from their competitors with a compelling value and attempts to increase performance and engagement amongst their employees. Nonetheless, employers are more aware now of the importance of an engaged workforce as a way of gaining competitive advantage in these challenging times, where employee attrition is high. Therefore retaining skilled and talented employees has become one of the major challenges faced by all sectors in South Africa, especially the financial sector as a whole. In order to alleviate this challenge companies have developed a robust performance management system and reward initiatives that enhance engagement. This study aimed to explore the impact of performance and reward on employee engagement, and to contribute to the human resource management science literature. The study also aimed to make recommendations on the management factors that determine these variables. The literature review explored traditional and emerging concepts, importance of employee engagement, types and characteristics of engaged II employees. The researcher further elaborated on the literature by including engagement factors, barriers and models. The second chapter of the literature then covered the concept of performance (individual and team) in detail and the concept of reward (extrinsic and intrinsic). From the literature review a performance, reward and engagement questionnaire was designed to find empirical responses to these challenges. The study adopted a quantitative approach (N = 275) testing the relationship of performance and reward (extrinsic and intrinsic) on the dependent variable, employee engagement. The study also entailed a cross sectional design approach. Minitab version 18 was used to conduct the statistical analysis. The findings support a strong correlation between the performance and employee engagement. The findings also indicate that there is a strong correlation between reward (extrinsic and intrinsic) and employee engagement across all employees. From the research findings there is also a strong correlation between the performance and employee engagement. The findings also indicate that there is a strong correlation between reward (extrinsic and intrinsic) and employee engagement across all employees that formed part of this research. The main findings also include some insights for organisations to consider and recommendations for future research.
- Full Text:
- Date Issued: 2018
- Authors: Dwane, Ithembekil’Inkosi Den-Boy
- Date: 2018
- Subjects: Performance -- Management , Employee motivation Employees -- Attitudes Management -- Employee participation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/29940 , vital:30797
- Description: In today’s increasing competitive environment employees look for organisations that best meet their expectations. Few barriers prevent mobility of employees between companies, therefore employees may easily change from one organisation to another should they feel that they are not fully challenged and engaged. In a global environment where maintaining competitive advantage is of paramount importance, it is essential to develop effective retention strategies. In order to retain employees companies must try to offer an engaging environment to employees in order to satisfy these expectations in a different way from their competitors with a compelling value and attempts to increase performance and engagement amongst their employees. Nonetheless, employers are more aware now of the importance of an engaged workforce as a way of gaining competitive advantage in these challenging times, where employee attrition is high. Therefore retaining skilled and talented employees has become one of the major challenges faced by all sectors in South Africa, especially the financial sector as a whole. In order to alleviate this challenge companies have developed a robust performance management system and reward initiatives that enhance engagement. This study aimed to explore the impact of performance and reward on employee engagement, and to contribute to the human resource management science literature. The study also aimed to make recommendations on the management factors that determine these variables. The literature review explored traditional and emerging concepts, importance of employee engagement, types and characteristics of engaged II employees. The researcher further elaborated on the literature by including engagement factors, barriers and models. The second chapter of the literature then covered the concept of performance (individual and team) in detail and the concept of reward (extrinsic and intrinsic). From the literature review a performance, reward and engagement questionnaire was designed to find empirical responses to these challenges. The study adopted a quantitative approach (N = 275) testing the relationship of performance and reward (extrinsic and intrinsic) on the dependent variable, employee engagement. The study also entailed a cross sectional design approach. Minitab version 18 was used to conduct the statistical analysis. The findings support a strong correlation between the performance and employee engagement. The findings also indicate that there is a strong correlation between reward (extrinsic and intrinsic) and employee engagement across all employees. From the research findings there is also a strong correlation between the performance and employee engagement. The findings also indicate that there is a strong correlation between reward (extrinsic and intrinsic) and employee engagement across all employees that formed part of this research. The main findings also include some insights for organisations to consider and recommendations for future research.
- Full Text:
- Date Issued: 2018
The implementation of a performance management and development system at the Department of Local Government & Traditional Affairs (Eastern Cape)
- Authors: Magqogqo, Ntomboxolo
- Date: 2016
- Subjects: Performance -- Management , Local government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Performance standards -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/8446 , vital:26359
- Description: Performance management and development is the continuous process of reflecting on, negotiating, developing, reviewing and making decisions about an individual’s performance in achieving organizational goals. The Public Service Regulations, 2001, requires departments to develop a performance management system in order to manage performance in a consultative, supportive and non- discriminatory manner. This should result in enhanced organizational efficiency and effectiveness, accountability for the use of resources and the achievement of results. The Department of Local Government and Traditional Affairs is also expected to implement the employees Performance Management and Development System. Furthermore, the study aimed to evaluate the implementation of the performance management and development system in the Department of Local Government & Traditional affairs. To achieve this Likert questionnaire were distributed to employees of Local Government & Traditional Affairs. After previous steps were completed, the finding and recommendations of the study were made. The recommendations were made to assist management as to what need to be done for effective implementation of PMDS. The findings indicate that managers and supervisors lacked the continuous feedback as no regular meeting during the course of the month or year. The employee and his or her supervisor would meet during the annual assessment period at the end of financial year to decide on the final performance. The main recommendation of the research was that there should be regular workshops or awareness of departmental staff about PMDS and how it influences on productivity.
- Full Text:
- Date Issued: 2016
- Authors: Magqogqo, Ntomboxolo
- Date: 2016
- Subjects: Performance -- Management , Local government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Performance standards -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/8446 , vital:26359
- Description: Performance management and development is the continuous process of reflecting on, negotiating, developing, reviewing and making decisions about an individual’s performance in achieving organizational goals. The Public Service Regulations, 2001, requires departments to develop a performance management system in order to manage performance in a consultative, supportive and non- discriminatory manner. This should result in enhanced organizational efficiency and effectiveness, accountability for the use of resources and the achievement of results. The Department of Local Government and Traditional Affairs is also expected to implement the employees Performance Management and Development System. Furthermore, the study aimed to evaluate the implementation of the performance management and development system in the Department of Local Government & Traditional affairs. To achieve this Likert questionnaire were distributed to employees of Local Government & Traditional Affairs. After previous steps were completed, the finding and recommendations of the study were made. The recommendations were made to assist management as to what need to be done for effective implementation of PMDS. The findings indicate that managers and supervisors lacked the continuous feedback as no regular meeting during the course of the month or year. The employee and his or her supervisor would meet during the annual assessment period at the end of financial year to decide on the final performance. The main recommendation of the research was that there should be regular workshops or awareness of departmental staff about PMDS and how it influences on productivity.
- Full Text:
- Date Issued: 2016
The influence of a performance management programme on the achievement of organisational and individual goals : a case study
- Authors: Van Huyssteen, Hannes
- Date: 2001
- Subjects: Performance -- Management , Goal setting in personnel management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10915 , http://hdl.handle.net/10948/63 , Performance -- Management , Goal setting in personnel management
- Description: Many organisations are continuously searching for methods which can be used to improve performance. One such method is by means of implementing a performance management programme. This research study addresses the influence that a performance management programme has on the achievement of organisational and individual performance. To achieve this objective a comprehensive literature study was performed 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 organisational 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 organisation 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 organisational and individual goals at the selected organisation. The final step of this study entailed the formulation of recommendations. Three of these recommendations are regarded as critical to ensure the successful improvement of performance by means of a performance management programme: Firstly, it is of utmost importance that training and development, and the necessary resources to achieve objectives is provided. Secondly, feedback forms an integral part of a performance management programme. Those who provide feedback, need to acquire the necessary skills, so as to ensure that both positive and negative feedback is given to employees, which could ultimately enhance performance. Thirdly, the success of a performance management programme resides with both management and employees. Management need to be committed to the programme, and the well-being of their employees. Management also needs to be able to eliminate problems that negatively influence performance. On the other hand, employees need to realise that a performance management programme is not only linked to pay, but also the development of each individual, and the improvement of performance.
- Full Text:
- Date Issued: 2001
- Authors: Van Huyssteen, Hannes
- Date: 2001
- Subjects: Performance -- Management , Goal setting in personnel management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10915 , http://hdl.handle.net/10948/63 , Performance -- Management , Goal setting in personnel management
- Description: Many organisations are continuously searching for methods which can be used to improve performance. One such method is by means of implementing a performance management programme. This research study addresses the influence that a performance management programme has on the achievement of organisational and individual performance. To achieve this objective a comprehensive literature study was performed 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 organisational 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 organisation 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 organisational and individual goals at the selected organisation. The final step of this study entailed the formulation of recommendations. Three of these recommendations are regarded as critical to ensure the successful improvement of performance by means of a performance management programme: Firstly, it is of utmost importance that training and development, and the necessary resources to achieve objectives is provided. Secondly, feedback forms an integral part of a performance management programme. Those who provide feedback, need to acquire the necessary skills, so as to ensure that both positive and negative feedback is given to employees, which could ultimately enhance performance. Thirdly, the success of a performance management programme resides with both management and employees. Management need to be committed to the programme, and the well-being of their employees. Management also needs to be able to eliminate problems that negatively influence performance. On the other hand, employees need to realise that a performance management programme is not only linked to pay, but also the development of each individual, and the improvement of performance.
- Full Text:
- Date Issued: 2001