Analysis of the performance management system in the detective service of the Motherwell cluster in Port Elizabeth
- Authors: Saki, Nomachule Theodor
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8876 , http://hdl.handle.net/10948/d1020582
- Description: Performance management was implemented in the public service, including the South African Police Service, in 2001. The aim of implementing performance management in the public service was to improve the performance of all public servants. It was envisaged that the initiative for implementing performance management in the public service would entrench a culture of accountability, leading to improved service delivery. The effective utilisation of performance agreements, as a tool to align individual and organisational performance in the Motherwell Cluster Detective Service, was considered in this research. The contents of the individual detectives’ performance agreements and job descriptions in the Motherwell Cluster were analysed and compared with the contents of the SAPS Detective Service strategic objectives and performance indicators, as reflected in the SAPS Annual Performance Plan for 2012/2013. Interviews were conducted with Detective Service employees in the Motherwell Cluster, to determine whether the employees received training on the implementation of the Performance Enhancement Process, as the SAPS Performance Management and Development System. Research findings revealed that the contents of the respective individual detectives’ performance agreements and job descriptions were not aligned to the contents of the SAPS Detective Service strategic objectives and performance indicators. In areas where alignment was found, such alignment was so minimal that there was no meaningful correlation between an individual detective’s performance and organisational performance. The suggested recommendations are based on the findings of this study, which should be taken seriously if there is a desire to improve service delivery by the Detective Service. Apprehension, conviction, and sentencing of an offender can cause potential offenders to refrain from committing criminal acts for fear of apprehension and punishment.
- Full Text:
- Date Issued: 2014
- Authors: Saki, Nomachule Theodor
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8876 , http://hdl.handle.net/10948/d1020582
- Description: Performance management was implemented in the public service, including the South African Police Service, in 2001. The aim of implementing performance management in the public service was to improve the performance of all public servants. It was envisaged that the initiative for implementing performance management in the public service would entrench a culture of accountability, leading to improved service delivery. The effective utilisation of performance agreements, as a tool to align individual and organisational performance in the Motherwell Cluster Detective Service, was considered in this research. The contents of the individual detectives’ performance agreements and job descriptions in the Motherwell Cluster were analysed and compared with the contents of the SAPS Detective Service strategic objectives and performance indicators, as reflected in the SAPS Annual Performance Plan for 2012/2013. Interviews were conducted with Detective Service employees in the Motherwell Cluster, to determine whether the employees received training on the implementation of the Performance Enhancement Process, as the SAPS Performance Management and Development System. Research findings revealed that the contents of the respective individual detectives’ performance agreements and job descriptions were not aligned to the contents of the SAPS Detective Service strategic objectives and performance indicators. In areas where alignment was found, such alignment was so minimal that there was no meaningful correlation between an individual detective’s performance and organisational performance. The suggested recommendations are based on the findings of this study, which should be taken seriously if there is a desire to improve service delivery by the Detective Service. Apprehension, conviction, and sentencing of an offender can cause potential offenders to refrain from committing criminal acts for fear of apprehension and punishment.
- Full Text:
- Date Issued: 2014
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
An evaluation of the management performance assessment tool in the department of cooperative governance and traditional affairs in the Eastern Cape
- Authors: Braweni, Asanda
- Date: 2019
- Subjects: Performance -- Management , Local government -- South Africa -- Eastern Cape Public administration -- South Africa -- Eastern Cape Organizational effectiveness -- South Africa -- Eastern Cape Performance -- Evaluation
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/37233 , vital:34139
- Description: Management Performance Assessment Tool for improving audit outcomes in the Eastern Cape Department of Cooperative Governance & Traditional Affairs steamed out of the need to possibly have a preliminary understanding of the MPAT and how its application has fared towards performance improvement and service delivery mandate of the department in review. In 2010, South African Cabinet requested the Department of Performance Monitoring and Evaluation (DPME) in the Presidency in collaboration with the Department of Public Service and Administration (DPSA) to lead the development of a comprehensive assessment tool through the nine provincial departments and offices of the Premiers as the Provincial coordinating agencies. The aim of this empirical study was to assess how Management Performance Assessment Tool (MPAT) can be well utilised to improve audit outcomes of the Department of Cooperative Governance & Traditional Affairs (DCoGTA). Performance Management which is the basis for the research aims at assisting the DCoGTA in the Eastern Cape to better apply the MPAT tools to achieving better performance improvement through well informed Management decision-making which will ultimately guarantee smarter public service delivery and improved audit outcomes. The research methodology is socially driven in outlook with designed structure and plan which investigates the research aims through an introductory platform on the research questions demanding answers towards solving the research problems emanating from the main title of the research. Data analysis which informs the research findings provides some policy lessons on the application of MPAT as a tool for performance improvement when it is appropriately applied, and adopted within the decision-making structures of the Department of Cooperative Governance & Traditional Affairs of the Eastern Cape Provincial government.
- Full Text:
- Date Issued: 2019
- Authors: Braweni, Asanda
- Date: 2019
- Subjects: Performance -- Management , Local government -- South Africa -- Eastern Cape Public administration -- South Africa -- Eastern Cape Organizational effectiveness -- South Africa -- Eastern Cape Performance -- Evaluation
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/37233 , vital:34139
- Description: Management Performance Assessment Tool for improving audit outcomes in the Eastern Cape Department of Cooperative Governance & Traditional Affairs steamed out of the need to possibly have a preliminary understanding of the MPAT and how its application has fared towards performance improvement and service delivery mandate of the department in review. In 2010, South African Cabinet requested the Department of Performance Monitoring and Evaluation (DPME) in the Presidency in collaboration with the Department of Public Service and Administration (DPSA) to lead the development of a comprehensive assessment tool through the nine provincial departments and offices of the Premiers as the Provincial coordinating agencies. The aim of this empirical study was to assess how Management Performance Assessment Tool (MPAT) can be well utilised to improve audit outcomes of the Department of Cooperative Governance & Traditional Affairs (DCoGTA). Performance Management which is the basis for the research aims at assisting the DCoGTA in the Eastern Cape to better apply the MPAT tools to achieving better performance improvement through well informed Management decision-making which will ultimately guarantee smarter public service delivery and improved audit outcomes. The research methodology is socially driven in outlook with designed structure and plan which investigates the research aims through an introductory platform on the research questions demanding answers towards solving the research problems emanating from the main title of the research. Data analysis which informs the research findings provides some policy lessons on the application of MPAT as a tool for performance improvement when it is appropriately applied, and adopted within the decision-making structures of the Department of Cooperative Governance & Traditional Affairs of the Eastern Cape Provincial government.
- 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
An evaluation of the nature and extent of alignment between the strategic performance plans of selected Eastern Cape provincial government departments and the provincial growth and development plan 2004-2014
- Authors: Mbanga, Sijekula Larrington
- Date: 2012
- Subjects: Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8253 , http://hdl.handle.net/10948/d1011942 , Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Description: One of the key challenges that continue to confront governments, worldwide, with regard to development management, other than the obvious limited resources to meet the overwhelming and competing needs of the constituencies, is the efficiency and effectiveness of the state machinery. Within state machinery itself the major issue that is viewed as a primary shortcoming is the process of translating sound development policies into implementable programmes and projects. Within the processes of policy implementation the key weaknesses appear to lie on planning processes. As such, governments continue to cite poor alignment between policies, plans and priorities across various spheres of government, a challenge that manifests itself in a lack of integrated service delivery, duplication in application of resources and efforts, lack of sustainability of development initiatives, slow pace and poor quality of services provided to communities. This study was aimed at evaluating the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the Provincial Growth and Development Plan (PGDP): 2004-2014. The main objectives of the study were to gain insight into the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the PGDP objectives, indicators and targets; identify the new service delivery mechanisms, policies, procedures and change management plans that have been introduced, if any, to ensure the successful implementation of the PGDP programmes; and indentify risks and challenges that pose a threat to the successful implementation of the PGDP programmes and provide preliminary risk response strategies. Of paramount importance is that this study was not limited to assessing the nature and extent of harmony or strategic fit between a macro-provincial plan, known as the PGDP, and sector specific plans, called Strategic Performance Plans, but it sought to determine the bases of alignment, where it exists, and sources of misalignment where planning disjuncture are found. To this end, the study was intended to generate a conceptual framework for assessing alignment of plans within public institutions across all levels of government. Ten provincial government departments drawn from the four provincial administrative clusters that feed their work into, and hence accountable to various Cabinet Committees and, ultimately, Cabinet, participated in the study. Key issues that emerged, and remained unresolved, during the direct engagement of provincial government departments were consolidated and verified, later on, with the public entity that supports the Office of the Premier on matters of macro-policy and strategy development and socio-economic research, known as the Eastern Cape Socio Economic and Consultative Council (ECSECC). This study followed a qualitative research methodology approach. Strategic Performance Plans of selected provincial government departments were analysed to establish linkages with the PGDP. A standard Alignment Evaluation Matrix was utilized to provide the results of content analysis of departmental plans. This Matrix was developed based on extensive literature study conducted that yielded a working Strategic Planning Alignment Model. The results of analysis of departmental plans and the key features of the Planning Alignment Model formed the basis of engagement of selected government departments during field study. Managers and officials working in components such as Strategic Planning, Monitoring and Evaluation, Special Programmes, infrastructure Planning, Demand Management and Research, Budget Planning and Control, Municipal Support, Geographic Information Systems and Spatial Planning, participated in the focus groupdiscussions. This study revealed both positive and negative factors on how provincial government departments have, over time, attempted to give effect to the intentions of the Provincial Growth and Development Plan; 2004-2014. Firstly, the study demonstrated that the PGDP was viewed in the same light as any other planning framework generated at national and local government level, with its priorities and targets found in the same basket of policy issues that are competing for limited resources. Secondly, it was found that the PGDP has, over time, degenerated in terms of its strategic significance in the planning environment, with new priorities that have emerged at a national government level securing more attention of politicians and senior administrators at the detriment of the PGDP intentions. Political championing of the PGDP was viewed as having dwindled from one term of government to the next. As such, the PGDP was not found to be having the level of significance and traction that the regionalist-planning paradigm is beginning to suggest within the global policy development discourse. Thirdly, the study revealed that while plans of selected government departments had a sound articulation of the PGDP goals, this did not translate into well-costed operational plans with clear targets and timelines that link to the 2014 targets. Organisational structures and service delivery models of the selected government departments had not fundamentally changed since the PGDP was introduced in the Province. Incremental changes to departmental processes have been seen since the PGDP came into effect. The changes were more influenced by new priorities that emerged at national government level. As such, provincial government departments continued to be more inclined towards sector priorities which could be viewed as unfunded provincial priorities. As such, budget allocation to PGDP programmes was limited from department to department, due to competing national priorities. One argument advanced for this disjuncture in planning was that the PGDP itself should have, from time to time, been reviewed to consider priorities that might have emerged at national and local government sphere, including conditions that have changed in the socio, economic and political environments. This seemed not to have happened, despite a Planning Coordination and Monitoring Unit being established within the Office of the Premier, during PGDP inception, for this explicit purpose. Fourthly, the study noted the challenge of different planning cycles between the provincial and local government spheres, which was viewed as promoting planning disjuncture within the two spheres. This was pointed out as of critical importance in alignment since provincial government departments are expected to respond to community needs that are embodied in Integrated Development Plans of municipalities. For this vertical integration to happen, the study revealed that there has been over-reliance in inter-governmental structures which were relatively weak in various municipalities. In the same vein, horizontal integration at provincial government level seemed to be a challenge also due to the ineffectiveness of the cluster system introduced since 1999. While part of a Cluster system, and submitting plans and reports to Clusters, provincial government departments continued to work in silos. Priority setting, spatial targeting and resource allocation has remained a competency of individual provincial departments. The cluster budgeting and programme implementation envisaged in the PGDP was still to be seen, and it appeared that there was no Treasury tool to give effect to this noble intention. In fact, this intention was viewed as contradictory with the spirit of the Public Finance Management Act, 1999 that places single financial accountability on Heads of Departments, as individuals rather than a group or cluster. Fifthly, the study further revealed that the PGDP itself had design deficiencies that created a challenge for implementation, monitoring and evaluation. The PGDP was viewed as straddling between being a strategic framework that guides socio-economic planning, with a longer-term focus, and being a provincial plan. The PGDP was also found to be an all encompassing plan that contains a basket of everything that a provincial government would be expected to do. A viewpoint advanced herein regards international experience which suggests that being strategic means being selective, sorting the critical few from the important many, and giving that selection a ‘bite’ by shifting resources and demanding performance sufficient to make the desired impact. The latter was viewed as a fundamental shortcoming of the PGDP. In fact, the study revealed that some of the PGDP programmes were underway within provincial government departments even before the PGDP was formulated. Whether those programmes would serve the province achieve the few outcomes it set itself for 2014, is a matter the PGDP design could not confirm. It also transpired that a number of provincial departments were not adequately consulted during the determination of PGDP targets. Furthermore, it has emerged that the province lacks coherent competency at a level higher than provincial departments, which is capacitated with a pool of analysts possessing a deeper appreciation of various government sectors and the provincial economy. This competency would include development planners, spatial planners, sector policy analysts, researchers and other technical skills.
- Full Text:
- Date Issued: 2012
- Authors: Mbanga, Sijekula Larrington
- Date: 2012
- Subjects: Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8253 , http://hdl.handle.net/10948/d1011942 , Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Description: One of the key challenges that continue to confront governments, worldwide, with regard to development management, other than the obvious limited resources to meet the overwhelming and competing needs of the constituencies, is the efficiency and effectiveness of the state machinery. Within state machinery itself the major issue that is viewed as a primary shortcoming is the process of translating sound development policies into implementable programmes and projects. Within the processes of policy implementation the key weaknesses appear to lie on planning processes. As such, governments continue to cite poor alignment between policies, plans and priorities across various spheres of government, a challenge that manifests itself in a lack of integrated service delivery, duplication in application of resources and efforts, lack of sustainability of development initiatives, slow pace and poor quality of services provided to communities. This study was aimed at evaluating the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the Provincial Growth and Development Plan (PGDP): 2004-2014. The main objectives of the study were to gain insight into the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the PGDP objectives, indicators and targets; identify the new service delivery mechanisms, policies, procedures and change management plans that have been introduced, if any, to ensure the successful implementation of the PGDP programmes; and indentify risks and challenges that pose a threat to the successful implementation of the PGDP programmes and provide preliminary risk response strategies. Of paramount importance is that this study was not limited to assessing the nature and extent of harmony or strategic fit between a macro-provincial plan, known as the PGDP, and sector specific plans, called Strategic Performance Plans, but it sought to determine the bases of alignment, where it exists, and sources of misalignment where planning disjuncture are found. To this end, the study was intended to generate a conceptual framework for assessing alignment of plans within public institutions across all levels of government. Ten provincial government departments drawn from the four provincial administrative clusters that feed their work into, and hence accountable to various Cabinet Committees and, ultimately, Cabinet, participated in the study. Key issues that emerged, and remained unresolved, during the direct engagement of provincial government departments were consolidated and verified, later on, with the public entity that supports the Office of the Premier on matters of macro-policy and strategy development and socio-economic research, known as the Eastern Cape Socio Economic and Consultative Council (ECSECC). This study followed a qualitative research methodology approach. Strategic Performance Plans of selected provincial government departments were analysed to establish linkages with the PGDP. A standard Alignment Evaluation Matrix was utilized to provide the results of content analysis of departmental plans. This Matrix was developed based on extensive literature study conducted that yielded a working Strategic Planning Alignment Model. The results of analysis of departmental plans and the key features of the Planning Alignment Model formed the basis of engagement of selected government departments during field study. Managers and officials working in components such as Strategic Planning, Monitoring and Evaluation, Special Programmes, infrastructure Planning, Demand Management and Research, Budget Planning and Control, Municipal Support, Geographic Information Systems and Spatial Planning, participated in the focus groupdiscussions. This study revealed both positive and negative factors on how provincial government departments have, over time, attempted to give effect to the intentions of the Provincial Growth and Development Plan; 2004-2014. Firstly, the study demonstrated that the PGDP was viewed in the same light as any other planning framework generated at national and local government level, with its priorities and targets found in the same basket of policy issues that are competing for limited resources. Secondly, it was found that the PGDP has, over time, degenerated in terms of its strategic significance in the planning environment, with new priorities that have emerged at a national government level securing more attention of politicians and senior administrators at the detriment of the PGDP intentions. Political championing of the PGDP was viewed as having dwindled from one term of government to the next. As such, the PGDP was not found to be having the level of significance and traction that the regionalist-planning paradigm is beginning to suggest within the global policy development discourse. Thirdly, the study revealed that while plans of selected government departments had a sound articulation of the PGDP goals, this did not translate into well-costed operational plans with clear targets and timelines that link to the 2014 targets. Organisational structures and service delivery models of the selected government departments had not fundamentally changed since the PGDP was introduced in the Province. Incremental changes to departmental processes have been seen since the PGDP came into effect. The changes were more influenced by new priorities that emerged at national government level. As such, provincial government departments continued to be more inclined towards sector priorities which could be viewed as unfunded provincial priorities. As such, budget allocation to PGDP programmes was limited from department to department, due to competing national priorities. One argument advanced for this disjuncture in planning was that the PGDP itself should have, from time to time, been reviewed to consider priorities that might have emerged at national and local government sphere, including conditions that have changed in the socio, economic and political environments. This seemed not to have happened, despite a Planning Coordination and Monitoring Unit being established within the Office of the Premier, during PGDP inception, for this explicit purpose. Fourthly, the study noted the challenge of different planning cycles between the provincial and local government spheres, which was viewed as promoting planning disjuncture within the two spheres. This was pointed out as of critical importance in alignment since provincial government departments are expected to respond to community needs that are embodied in Integrated Development Plans of municipalities. For this vertical integration to happen, the study revealed that there has been over-reliance in inter-governmental structures which were relatively weak in various municipalities. In the same vein, horizontal integration at provincial government level seemed to be a challenge also due to the ineffectiveness of the cluster system introduced since 1999. While part of a Cluster system, and submitting plans and reports to Clusters, provincial government departments continued to work in silos. Priority setting, spatial targeting and resource allocation has remained a competency of individual provincial departments. The cluster budgeting and programme implementation envisaged in the PGDP was still to be seen, and it appeared that there was no Treasury tool to give effect to this noble intention. In fact, this intention was viewed as contradictory with the spirit of the Public Finance Management Act, 1999 that places single financial accountability on Heads of Departments, as individuals rather than a group or cluster. Fifthly, the study further revealed that the PGDP itself had design deficiencies that created a challenge for implementation, monitoring and evaluation. The PGDP was viewed as straddling between being a strategic framework that guides socio-economic planning, with a longer-term focus, and being a provincial plan. The PGDP was also found to be an all encompassing plan that contains a basket of everything that a provincial government would be expected to do. A viewpoint advanced herein regards international experience which suggests that being strategic means being selective, sorting the critical few from the important many, and giving that selection a ‘bite’ by shifting resources and demanding performance sufficient to make the desired impact. The latter was viewed as a fundamental shortcoming of the PGDP. In fact, the study revealed that some of the PGDP programmes were underway within provincial government departments even before the PGDP was formulated. Whether those programmes would serve the province achieve the few outcomes it set itself for 2014, is a matter the PGDP design could not confirm. It also transpired that a number of provincial departments were not adequately consulted during the determination of PGDP targets. Furthermore, it has emerged that the province lacks coherent competency at a level higher than provincial departments, which is capacitated with a pool of analysts possessing a deeper appreciation of various government sectors and the provincial economy. This competency would include development planners, spatial planners, sector policy analysts, researchers and other technical skills.
- Full Text:
- Date Issued: 2012
A critical analysis of the influence of the performance management system used in the financial department at General Motors South Africa
- Authors: Beckett, Yasmien
- Date: 2005
- Subjects: Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10925 , http://hdl.handle.net/10948/155 , Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Description: Recently, organisations have been faced with challenges like never before. Increasing competition from businesses across the world has meant that businesses must be more careful about the choice of strategies to remain competitive. This situation has placed more focus on organizational effectiveness in that systems and processes be applied in the right way to the right things to achieve results. All of the organisational processes must continue to be aligned to achieve the overall results desired by the organisation for it to survive and thrive. Performance management is an ongoing process that should reflect the current and emerging business challenges, as well as the company’s values about performance and careers. As the business and workforce change, the performance management process should be modified to ensure that the process and tools remain congruent with organisational values and priorities. The objective of this study was to identify the influence of the current performance management system, in the Finance department at General Motors South Africa, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to eighty one potential respondents via mail and electronic e-mail. Forty one completed questionnaires were returned and these were processed and -iiianalysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organisation. It can be concluded from the respondent’s opinions that the greatest shortcomings of the current performance management system are the link between performance and reward, and commitment to the process in its totality. The other areas of concern are the lack of training and development, and the necessary resources required to achieve objectives. The study also indicates there is no overwhelming agreement that feedback, both positive and negative, takes place as the literature suggests. The following were the main recommendations and conclusions made: • Firstly, it is imperative that management undergoes training in the feedback and review process which is a critical element in the performance management cycle. • Secondly, to realise the benefit of increased employee effectiveness, management should undergo training to become more effective career coaches to promote a climate of continuous learning and professional growth. • Thirdly, the reward system should be reviewed, if management is committed to using pay as an incentive for desired levels and directions of performance. • Fourthly, management can set an example and build commitment for effective performance management and be leaders at all levels.
- Full Text:
- Date Issued: 2005
- Authors: Beckett, Yasmien
- Date: 2005
- Subjects: Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10925 , http://hdl.handle.net/10948/155 , Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Description: Recently, organisations have been faced with challenges like never before. Increasing competition from businesses across the world has meant that businesses must be more careful about the choice of strategies to remain competitive. This situation has placed more focus on organizational effectiveness in that systems and processes be applied in the right way to the right things to achieve results. All of the organisational processes must continue to be aligned to achieve the overall results desired by the organisation for it to survive and thrive. Performance management is an ongoing process that should reflect the current and emerging business challenges, as well as the company’s values about performance and careers. As the business and workforce change, the performance management process should be modified to ensure that the process and tools remain congruent with organisational values and priorities. The objective of this study was to identify the influence of the current performance management system, in the Finance department at General Motors South Africa, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to eighty one potential respondents via mail and electronic e-mail. Forty one completed questionnaires were returned and these were processed and -iiianalysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organisation. It can be concluded from the respondent’s opinions that the greatest shortcomings of the current performance management system are the link between performance and reward, and commitment to the process in its totality. The other areas of concern are the lack of training and development, and the necessary resources required to achieve objectives. The study also indicates there is no overwhelming agreement that feedback, both positive and negative, takes place as the literature suggests. The following were the main recommendations and conclusions made: • Firstly, it is imperative that management undergoes training in the feedback and review process which is a critical element in the performance management cycle. • Secondly, to realise the benefit of increased employee effectiveness, management should undergo training to become more effective career coaches to promote a climate of continuous learning and professional growth. • Thirdly, the reward system should be reviewed, if management is committed to using pay as an incentive for desired levels and directions of performance. • Fourthly, management can set an example and build commitment for effective performance management and be leaders at all levels.
- Full Text:
- Date Issued: 2005
Evaluating remuneration and reward systems at lobels bread, Zimbabwe
- Authors: Mtazu, Pauline Sibusisiwe
- Date: 2009
- Subjects: Wages -- Zimbabwe , Compensation management -- Zimbabwe , Performance -- Management , Wages and labor productivity -- Zimbabwe
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8682 , http://hdl.handle.net/10948/1136 , Wages -- Zimbabwe , Compensation management -- Zimbabwe , Performance -- Management , Wages and labor productivity -- Zimbabwe
- Description: To gain workforce support and commitment, organisations should offer remuneration and rewards that are internally and externally equitable, as inequity in remuneration is the source of employee discontent and turnover. To succeed, organisations have to communicate the total value of rewards allocated to employees. Communication is the foundation of reward management and organisational success. Communication helps employees to understand that the rewards they receive are worth having. Remuneration and rewards communicate the value that organisations place on their employees. To deliver the proper messages, remuneration objectives and strategies should be aligned with the overall business strategy of the organisation. Alignment enables organisations to deliver the right type of rewards to the right people, at the right time, and for the right reasons. The only way the organisation can deliver the correct reward and remuneration, is to implement a total reward system together with a total pay system. Effective total pay system covers base pay, skills and competency pay, variable performance pay, recognition, and benefits. Total reward system cover investment in people, development and training, performance management, and career management. To motivate and retain employees, and to improve organisation’s profitability, a right mix of total pay and total rewards should be made available to employees as employees’ needs differ. With this information, an empirical study was developed and conducted at Lobels Bread in Zimbabwe. The results of this survey indicated that Lobels Bread uses traditional base pay system and benefits as a way of motivating and retaining its employees. This pay system seems to be insufficient to motivate and retain employees. To motivate and retain employees, the company should implement a total reward system, which includes total pay system, investment in people, career enhancement, open communications, involvement, and performance management.
- Full Text:
- Date Issued: 2009
- Authors: Mtazu, Pauline Sibusisiwe
- Date: 2009
- Subjects: Wages -- Zimbabwe , Compensation management -- Zimbabwe , Performance -- Management , Wages and labor productivity -- Zimbabwe
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8682 , http://hdl.handle.net/10948/1136 , Wages -- Zimbabwe , Compensation management -- Zimbabwe , Performance -- Management , Wages and labor productivity -- Zimbabwe
- Description: To gain workforce support and commitment, organisations should offer remuneration and rewards that are internally and externally equitable, as inequity in remuneration is the source of employee discontent and turnover. To succeed, organisations have to communicate the total value of rewards allocated to employees. Communication is the foundation of reward management and organisational success. Communication helps employees to understand that the rewards they receive are worth having. Remuneration and rewards communicate the value that organisations place on their employees. To deliver the proper messages, remuneration objectives and strategies should be aligned with the overall business strategy of the organisation. Alignment enables organisations to deliver the right type of rewards to the right people, at the right time, and for the right reasons. The only way the organisation can deliver the correct reward and remuneration, is to implement a total reward system together with a total pay system. Effective total pay system covers base pay, skills and competency pay, variable performance pay, recognition, and benefits. Total reward system cover investment in people, development and training, performance management, and career management. To motivate and retain employees, and to improve organisation’s profitability, a right mix of total pay and total rewards should be made available to employees as employees’ needs differ. With this information, an empirical study was developed and conducted at Lobels Bread in Zimbabwe. The results of this survey indicated that Lobels Bread uses traditional base pay system and benefits as a way of motivating and retaining its employees. This pay system seems to be insufficient to motivate and retain employees. To motivate and retain employees, the company should implement a total reward system, which includes total pay system, investment in people, career enhancement, open communications, involvement, and performance management.
- Full Text:
- Date Issued: 2009
The Effect of training and development on employee performance in the Buffalo City Municipality in the Eastern Cape of South Africa
- Authors: Adom, Richard Kwame
- Date: 2019-09
- Subjects: Employees -- Training of , Performance -- Management , Employees -- Rating of
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/20153 , vital:45377
- Description: Training and development are regarded as significant tools for any organisation to achieve the target goals and objectives. These goals and objectives are heavily and highly dependent on its workforce. In the literature, it is well documented that many organisations invest in employees’ training and development to enhance their performance and the growth of the organisation. Many organisations, however, including the Buffalo City Municipality, regard training and staff development as needless expenditure, and always do little, or make no effort to improve employees’ technical know-how. Such actions incapacitate staff to adapt to the ever-changing working environment and rapid technological innovation. This study employed purposive sampling technique to draw a sample of 70 employees from a total of 150, through structured interviews and a self-administered questionnaire, to examine the effect of training and development on employees’ performance in the Buffalo City Municipality, situated in the Eastern Cape of South Africa. The findings of the study generally revealed that training and development does not only increase employees’ performance, but assists in developing the overall personality of employees by making them more productive through building their senses of teamwork, boosting the attitude of staff which is the most critical component in attaining profit, and developing a cordial relationship and connectivity between management and the workforce. The study, therefore, recommended that the municipality, as a matter of urgency, earmarks a certain percentage of its resources for employees training and development, based on identified skills gaps to sharpen employees’ skills, competencies, capabilities and technical know-how, to capacitate them to cope with the ever-changing working environment and innovations, and to enhance their motivation, satisfaction and performance. , Thesis (MPA) -- Faculty of Management and Commerce, 2019
- Full Text:
- Date Issued: 2019-09
- Authors: Adom, Richard Kwame
- Date: 2019-09
- Subjects: Employees -- Training of , Performance -- Management , Employees -- Rating of
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/20153 , vital:45377
- Description: Training and development are regarded as significant tools for any organisation to achieve the target goals and objectives. These goals and objectives are heavily and highly dependent on its workforce. In the literature, it is well documented that many organisations invest in employees’ training and development to enhance their performance and the growth of the organisation. Many organisations, however, including the Buffalo City Municipality, regard training and staff development as needless expenditure, and always do little, or make no effort to improve employees’ technical know-how. Such actions incapacitate staff to adapt to the ever-changing working environment and rapid technological innovation. This study employed purposive sampling technique to draw a sample of 70 employees from a total of 150, through structured interviews and a self-administered questionnaire, to examine the effect of training and development on employees’ performance in the Buffalo City Municipality, situated in the Eastern Cape of South Africa. The findings of the study generally revealed that training and development does not only increase employees’ performance, but assists in developing the overall personality of employees by making them more productive through building their senses of teamwork, boosting the attitude of staff which is the most critical component in attaining profit, and developing a cordial relationship and connectivity between management and the workforce. The study, therefore, recommended that the municipality, as a matter of urgency, earmarks a certain percentage of its resources for employees training and development, based on identified skills gaps to sharpen employees’ skills, competencies, capabilities and technical know-how, to capacitate them to cope with the ever-changing working environment and innovations, and to enhance their motivation, satisfaction and performance. , Thesis (MPA) -- Faculty of Management and Commerce, 2019
- Full Text:
- Date Issued: 2019-09