Implementation challenges of performance monitoring and evaluation in the O.R. Tambo District municipality
- Sotshongaye, Sibongile Goodman
- Authors: Sotshongaye, Sibongile Goodman
- Date: 2012
- Subjects: Local government -- South Africa -- Eastern Cape , Public administration
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8307 , http://hdl.handle.net/10948/d1020028
- Description: This treatise investigates the implementation challenges of performance monitoring and evaluation in the O R Tambo District Municipality. The treatise comprises five chapters. The study is based on the assumption that O R Tambo District Municipality, like any other municipality in South Africa, particularly in the Eastern Cape, is confronted with the implementation challenges of performance monitoring and evaluation. ORTDM has a performance-management system that is not fully implemented, and needs to put into context its challenges, in order to appropriately make those interventions relevant to the situation. The fact that the performance- management system has not yet been cascaded to the lower level employees creates difficulties in performance monitoring and evaluation. There has been a deep concern that municipalities are underperforming, and yet with no visible steps being taken to improve the situation. If the O R Tambo District Municipality is attempting to achieve the objectives of the local government, as stated in the Constitution of the Republic of South Africa, 1996, it is then necessary to properly implement performance monitoring and evaluation, as mechanisms to accelerate service delivery. This has the potential to improve the quality of life of the citizens of O R Tambo District Municipality. This study provides the general background to the implementation challenges of performance monitoring and evaluation in the O R Tambo District Municipality. The challenges of performance monitoring and evaluation, the determinants of performance monitoring and evaluation, as well as the theories used in performance monitoring and evaluation will be addressed. The study presents the findings resulting from the analysis of the data provided by the respondents. Amongst the findings of the study there is a view that the O R Tambo District Municipality does not have monitoring and evaluation specialists who could ensure that performance is being periodically evaluated, in order to close policy gaps that might be in existence. Non-involvement or partial involvement of communities has the potential to cause stagnation, as people generally lack monitoring skills. Some of the ecommendations include: the skills development of all the stakeholders, especially those with the mandate to deliver on behalf of government, that is, political office bearers, together with the technical support wing. Performance monitoring and evaluation under the proposed recommendations could be enhanced and positive changes could be realised.
- Full Text:
- Date Issued: 2012
- Authors: Sotshongaye, Sibongile Goodman
- Date: 2012
- Subjects: Local government -- South Africa -- Eastern Cape , Public administration
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8307 , http://hdl.handle.net/10948/d1020028
- Description: This treatise investigates the implementation challenges of performance monitoring and evaluation in the O R Tambo District Municipality. The treatise comprises five chapters. The study is based on the assumption that O R Tambo District Municipality, like any other municipality in South Africa, particularly in the Eastern Cape, is confronted with the implementation challenges of performance monitoring and evaluation. ORTDM has a performance-management system that is not fully implemented, and needs to put into context its challenges, in order to appropriately make those interventions relevant to the situation. The fact that the performance- management system has not yet been cascaded to the lower level employees creates difficulties in performance monitoring and evaluation. There has been a deep concern that municipalities are underperforming, and yet with no visible steps being taken to improve the situation. If the O R Tambo District Municipality is attempting to achieve the objectives of the local government, as stated in the Constitution of the Republic of South Africa, 1996, it is then necessary to properly implement performance monitoring and evaluation, as mechanisms to accelerate service delivery. This has the potential to improve the quality of life of the citizens of O R Tambo District Municipality. This study provides the general background to the implementation challenges of performance monitoring and evaluation in the O R Tambo District Municipality. The challenges of performance monitoring and evaluation, the determinants of performance monitoring and evaluation, as well as the theories used in performance monitoring and evaluation will be addressed. The study presents the findings resulting from the analysis of the data provided by the respondents. Amongst the findings of the study there is a view that the O R Tambo District Municipality does not have monitoring and evaluation specialists who could ensure that performance is being periodically evaluated, in order to close policy gaps that might be in existence. Non-involvement or partial involvement of communities has the potential to cause stagnation, as people generally lack monitoring skills. Some of the ecommendations include: the skills development of all the stakeholders, especially those with the mandate to deliver on behalf of government, that is, political office bearers, together with the technical support wing. Performance monitoring and evaluation under the proposed recommendations could be enhanced and positive changes could be realised.
- Full Text:
- Date Issued: 2012
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
- «
- ‹
- 1
- ›
- »