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
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
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