Assessing the municipal performance management system on service delivery : the case of Lukhanji Municipality
- Authors: Bam, Liseka Lindelwa
- Date: 2013
- Subjects: Performance -- Management , Local officials and employees -- South Africa -- Queenstown , Employees -- Rating of -- South Africa -- Queenstown , Public administration -- South Africa -- Queenstown , Local government -- South Africa -- Queenstown
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8319 , http://hdl.handle.net/10948/d1020140
- Description: The performance management system has been introduced in the South African public service with the intensions of monitoring, reviewing, assessing performance, developing underperformers and recognising and rewarding good performance. This study was undertaken as an attempt to assess whether the Lukhanji municipality performance management systems contribute to the improvement of service delivery and employee productivity. The literature review undertaken in this study, shows that there is a general poor understanding of performance management systems in Lukhanji municipality. The literature review further establishes that there are several challenges that hinder the effective implementation of a performance management system in the municipality. Other findings of the study include that there is a challenge in setting the unrealistic performance targets which are unrealisable by employees. These are the reasons why productivity levels are not always realised and targets not achieved by Lukhanji municipality. The main findings of the study are that, although performance management systems play a significant role in the improvement of service delivery, it has not contributed in the improvement of employee productivity of the Lukhanji municipality. The main recommendation on the basis of this finding is that there should be thorough and regular training of officials within the Lukhanji Municipality about the performance management system and how it influences productivity and service delivery. In conclusion, the Municipal Executive Mayoral Committee should demand verifiable evidence to justify a higher rating during quarterly assessments, and that punitive disciplinary measures be taken against those who do not comply with the provision of the performance management system framework, particularly failure to submit performance instruments.
- Full Text:
- Date Issued: 2013
- Authors: Bam, Liseka Lindelwa
- Date: 2013
- Subjects: Performance -- Management , Local officials and employees -- South Africa -- Queenstown , Employees -- Rating of -- South Africa -- Queenstown , Public administration -- South Africa -- Queenstown , Local government -- South Africa -- Queenstown
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8319 , http://hdl.handle.net/10948/d1020140
- Description: The performance management system has been introduced in the South African public service with the intensions of monitoring, reviewing, assessing performance, developing underperformers and recognising and rewarding good performance. This study was undertaken as an attempt to assess whether the Lukhanji municipality performance management systems contribute to the improvement of service delivery and employee productivity. The literature review undertaken in this study, shows that there is a general poor understanding of performance management systems in Lukhanji municipality. The literature review further establishes that there are several challenges that hinder the effective implementation of a performance management system in the municipality. Other findings of the study include that there is a challenge in setting the unrealistic performance targets which are unrealisable by employees. These are the reasons why productivity levels are not always realised and targets not achieved by Lukhanji municipality. The main findings of the study are that, although performance management systems play a significant role in the improvement of service delivery, it has not contributed in the improvement of employee productivity of the Lukhanji municipality. The main recommendation on the basis of this finding is that there should be thorough and regular training of officials within the Lukhanji Municipality about the performance management system and how it influences productivity and service delivery. In conclusion, the Municipal Executive Mayoral Committee should demand verifiable evidence to justify a higher rating during quarterly assessments, and that punitive disciplinary measures be taken against those who do not comply with the provision of the performance management system framework, particularly failure to submit performance instruments.
- Full Text:
- Date Issued: 2013
An evaluation of performance and management development systems: a case study of Nelson Mandela Bay Municipality
- Authors: Bokwana, Bulelani
- Date: 2019
- Subjects: Performance -- Management
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/36498 , vital:33953
- Description: The primary aim of this study was to establish whether the Performance Management and Development Systems (PMDS) in public institutions, has an effect on service delivery, with specific reference to the Nelson Mandela Bay Municipality (NMBM). This is pertinent because municipalities have become the focal points of service delivery and they tend to focus mainly on complying with the legislative frameworks of having an Integrated Development Plan (IDP) and Performance Management and Development Systems (PMDS) rather than implementing the Integrated Development Plan (IDP) and the Performance Management and Development Systems (PMDS) to enhance service delivery to communities. The Department of Cooperative Governance and Traditional Affairs (CoGta), introduces the Performance Management framework to municipalities with the aim of empowering the communities to demand better services and to hold municipalities accountable. This study provides an in-depth theoretical review on PMDS and service delivery. It is evident that one of the biggest challenges that are being faced by most municipalities in South Africa, is the lack of universal access to services such as water and electricity, sanitation, refuse removal systems and local economic development. This study employed the qualitative research approach to validate the research questions as well as to address the research objectives and data was collected through documentary sources of annual reports, Integrated Development Plan (IDP), Service Delivery and Budget Implementation Plan (SDBIP), articles, journals text books and legislation. Further findings in this study indicate that Performance Management and Development Systems (PDMS) in the Nelson Mandela Bay Municipality (NMBM), has not led to positive changes in service delivery and this is identified by violent service delivery protests. This study also identified that the system is currently flawed because, amongst other things, there is minimal employee involvement in the planning of performance management, including a lack of training opportunities to address identified weaknesses and the non-payment of performance bonuses to good performing employees, similarly majority of employees do not know their performance targets as reflected in the Service Delivery and Budget Implementation Plan (SDBIP). Recommendations emanating from the literature review are presented to enhance service delivery for the Nelson Mandela Bay Municipality (NMBM) through Performance Management and Development Systems (PMDS) and they include cascading PMDS to all employees, furthering issues of alignment and integration of the Integrated Development Plan (IDP) processes, budget, PMDS, monitoring, evaluation and training on the formulation of Key Performance Areas (KPAs) and Key Performance Indicators (KPIs). If these recommendations are adopted, the Nelson Mandela Bay Municipality (NMBM) will be able to deal with the current developmental obstacles that are being faced, in a more effective and efficient manner.
- Full Text:
- Date Issued: 2019
- Authors: Bokwana, Bulelani
- Date: 2019
- Subjects: Performance -- Management
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/36498 , vital:33953
- Description: The primary aim of this study was to establish whether the Performance Management and Development Systems (PMDS) in public institutions, has an effect on service delivery, with specific reference to the Nelson Mandela Bay Municipality (NMBM). This is pertinent because municipalities have become the focal points of service delivery and they tend to focus mainly on complying with the legislative frameworks of having an Integrated Development Plan (IDP) and Performance Management and Development Systems (PMDS) rather than implementing the Integrated Development Plan (IDP) and the Performance Management and Development Systems (PMDS) to enhance service delivery to communities. The Department of Cooperative Governance and Traditional Affairs (CoGta), introduces the Performance Management framework to municipalities with the aim of empowering the communities to demand better services and to hold municipalities accountable. This study provides an in-depth theoretical review on PMDS and service delivery. It is evident that one of the biggest challenges that are being faced by most municipalities in South Africa, is the lack of universal access to services such as water and electricity, sanitation, refuse removal systems and local economic development. This study employed the qualitative research approach to validate the research questions as well as to address the research objectives and data was collected through documentary sources of annual reports, Integrated Development Plan (IDP), Service Delivery and Budget Implementation Plan (SDBIP), articles, journals text books and legislation. Further findings in this study indicate that Performance Management and Development Systems (PDMS) in the Nelson Mandela Bay Municipality (NMBM), has not led to positive changes in service delivery and this is identified by violent service delivery protests. This study also identified that the system is currently flawed because, amongst other things, there is minimal employee involvement in the planning of performance management, including a lack of training opportunities to address identified weaknesses and the non-payment of performance bonuses to good performing employees, similarly majority of employees do not know their performance targets as reflected in the Service Delivery and Budget Implementation Plan (SDBIP). Recommendations emanating from the literature review are presented to enhance service delivery for the Nelson Mandela Bay Municipality (NMBM) through Performance Management and Development Systems (PMDS) and they include cascading PMDS to all employees, furthering issues of alignment and integration of the Integrated Development Plan (IDP) processes, budget, PMDS, monitoring, evaluation and training on the formulation of Key Performance Areas (KPAs) and Key Performance Indicators (KPIs). If these recommendations are adopted, the Nelson Mandela Bay Municipality (NMBM) will be able to deal with the current developmental obstacles that are being faced, in a more effective and efficient manner.
- Full Text:
- Date Issued: 2019
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
An evaluation of a performance management and development system with reference to the Department of the Premier, Provincial Government Western Cape
- Authors: Dingwayo, Mzimkulu Sydney
- Date: 2006
- Subjects: Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8251 , http://hdl.handle.net/10948/495 , Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Description: We are living in a changing world. Performance management is becoming a major challenge for organisations. The aim of this study is to review the current status of the Performance Management and Development System at the Department of the Premier and to look into the reasons why it has become a pain rather than a gain to both the organisation and its employees. This document will also look at the possible causes of the failure of the performance management system and will then propose useful guidelines to overcome obstacles to the benefit of all the affected parties. To achieve this objective a comprehensive literature study was performed to the Department of the Premier to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with Provincial Government Western Cape (PGWC) and individual goals. Questionnaires developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific directorate manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of Department and individual goals at the selected Directorates. The objective of this study was to evaluate the influence of the current performance management system, in the Department at Provincial Government Western Cape, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organization. The research results indicate that the majority of staff supports and understands the process.
- Full Text:
- Date Issued: 2006
- Authors: Dingwayo, Mzimkulu Sydney
- Date: 2006
- Subjects: Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8251 , http://hdl.handle.net/10948/495 , Performance -- Management -- Evaluation , Performance -- Management , Employees -- Rating of
- Description: We are living in a changing world. Performance management is becoming a major challenge for organisations. The aim of this study is to review the current status of the Performance Management and Development System at the Department of the Premier and to look into the reasons why it has become a pain rather than a gain to both the organisation and its employees. This document will also look at the possible causes of the failure of the performance management system and will then propose useful guidelines to overcome obstacles to the benefit of all the affected parties. To achieve this objective a comprehensive literature study was performed to the Department of the Premier to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with Provincial Government Western Cape (PGWC) and individual goals. Questionnaires developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific directorate manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of Department and individual goals at the selected Directorates. The objective of this study was to evaluate the influence of the current performance management system, in the Department at Provincial Government Western Cape, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organization. The research results indicate that the majority of staff supports and understands the process.
- Full Text:
- Date Issued: 2006
An assessment of performance management and development system at Department of Labour East London
- Authors: Getyeza, Ntomboxolo Alicia
- Date: 2019
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- East London Local officials and employees -- South Africa -- East London South Africa -- Department of Labour
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/39741 , vital:35353
- Description: The performance management system was introduced in the South African public service with the intention to continuously manage performance by setting performance objectives, reviewing past performance, assessing current performance, improving poor performance, determining recognition and reward for good performance, and assisting with career planning. This study was undertaken as an attempt to investigate the assessment of the existing implementation processes of performance management systems to determine level of policy compliance and staff satisfaction in the department of Labour East London. This research adopted a descriptive research design where the 75 selected staff of the DOL participated in the research from the total staff component of 744 employees. To achieve this, self administered questionnaires were distributed to employees at different levels as well as union representatives who form part of employees and are members of Local Performance management Review Board to ensure fairness and non discriminatory practices in the process. Research has revealed that although the performance management system has been implemented in the department of Labour, it has not achieved all its expected results. The research findings indicate that although there is an understanding of performance management in the Department, implementation remains a challenge. The analysis of the responses indicated a great dissatisfaction with the current system. It has failed to link performance outcomes to rewards in a meaningful manner; there is not much emphasis placed on personal and career development; and there are no measures put in place by supervisors to address employees who do not achieve the set performance targets. The findings of the study and the conclusions by the researcher is that although certain elements of the PMS within the DOL can be perceived as being effective, however there are issues which still need to be addressed such as to communicate performance outcomes with employees and clearly defining the purpose of the PMS, commitment by supervisors and managers and addressing the staff attitudes and perceptions, as staff attitude and negative perception by employees can have detrimental consequences to the organization and positive perception can improve the organization and commitment of employees towards organizational performance. The findings from this study are consistent with the general proposition that effective performance management systems should be supported by practices and organizational contexts with certain characteristics. Indeed, as reported in this study, the institution needs to provide more performance management training, engage employees and emphasize employee recognition. In this way the performance management system will be effective, deliver more value and meet the desired outcomes. The conclusions by the researcher is that although certain elements of the PMS within the DOL can be perceived as being effective, however there are issues which still need to be addressed such as to communicate with employees on a continuous bases and clearly defining the purpose of the PMS, commitment of managers, supervisors and addressing the staff attitudes and perceptions, as staff attitude and negative perception by employees can have detrimental consequences to the department and positive perception can improve the organization and commitment of employees towards organizational performance. It is concluded that there is an urgent need for DOL to address the challenges experienced with the system, as at the moment, it is not meeting the objectives it was intended to meet.
- Full Text:
- Date Issued: 2019
- Authors: Getyeza, Ntomboxolo Alicia
- Date: 2019
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- East London Local officials and employees -- South Africa -- East London South Africa -- Department of Labour
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/39741 , vital:35353
- Description: The performance management system was introduced in the South African public service with the intention to continuously manage performance by setting performance objectives, reviewing past performance, assessing current performance, improving poor performance, determining recognition and reward for good performance, and assisting with career planning. This study was undertaken as an attempt to investigate the assessment of the existing implementation processes of performance management systems to determine level of policy compliance and staff satisfaction in the department of Labour East London. This research adopted a descriptive research design where the 75 selected staff of the DOL participated in the research from the total staff component of 744 employees. To achieve this, self administered questionnaires were distributed to employees at different levels as well as union representatives who form part of employees and are members of Local Performance management Review Board to ensure fairness and non discriminatory practices in the process. Research has revealed that although the performance management system has been implemented in the department of Labour, it has not achieved all its expected results. The research findings indicate that although there is an understanding of performance management in the Department, implementation remains a challenge. The analysis of the responses indicated a great dissatisfaction with the current system. It has failed to link performance outcomes to rewards in a meaningful manner; there is not much emphasis placed on personal and career development; and there are no measures put in place by supervisors to address employees who do not achieve the set performance targets. The findings of the study and the conclusions by the researcher is that although certain elements of the PMS within the DOL can be perceived as being effective, however there are issues which still need to be addressed such as to communicate performance outcomes with employees and clearly defining the purpose of the PMS, commitment by supervisors and managers and addressing the staff attitudes and perceptions, as staff attitude and negative perception by employees can have detrimental consequences to the organization and positive perception can improve the organization and commitment of employees towards organizational performance. The findings from this study are consistent with the general proposition that effective performance management systems should be supported by practices and organizational contexts with certain characteristics. Indeed, as reported in this study, the institution needs to provide more performance management training, engage employees and emphasize employee recognition. In this way the performance management system will be effective, deliver more value and meet the desired outcomes. The conclusions by the researcher is that although certain elements of the PMS within the DOL can be perceived as being effective, however there are issues which still need to be addressed such as to communicate with employees on a continuous bases and clearly defining the purpose of the PMS, commitment of managers, supervisors and addressing the staff attitudes and perceptions, as staff attitude and negative perception by employees can have detrimental consequences to the department and positive perception can improve the organization and commitment of employees towards organizational performance. It is concluded that there is an urgent need for DOL to address the challenges experienced with the system, as at the moment, it is not meeting the objectives it was intended to meet.
- Full Text:
- Date Issued: 2019
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
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
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