- Title
- The implementation of performance management systems: Chris Hani District Municipality
- Creator
- Zazi, Luzuko
- Subject
- Performance -- Management -- South Africa -- Eastern Cape -- Chris Hani District Municipality
- Subject
- Employees -- Rating of -- South Africa -- Eastern Cape -- Chris Hani District Municipality Municipal government -- South Africa -- Eastern Cape -- Chris Hani District Municipality
- Date Issued
- 2019
- Date
- 2019
- Type
- Thesis
- Type
- Masters
- Type
- MPA
- Identifier
- http://hdl.handle.net/10948/44301
- Identifier
- vital:37150
- Description
- This study stemmed from the researcher’s observations about the seemingly ‘obvious’ under performance of the Chris Hani District Municipality and the Lukhanji Local Municipality. As a resident of Komani – under the now Enoch Mgijima Local Municipality, the researcher noticed the rampant water cuts and electric power outages, among other issues, experienced in the district; and sort to understand the underlying causes to these. To understand the root-cause, this study aimed to describe the implementation of performance management systems within the Chris Hani District Municipality; neglecting the Lukhanji Local Municipality as it was in the process of amalgamation to form the Enoch Mgijima Local Municipality. The process was finalised in August 2017, proving the municipality ‘too new’ to study. As a descriptive, qualitative study following the constructivist paradigm, focus was placed on the role senior management plays in the performance management processes, with six operational staff’s perceptions about this process interrogated through a focus group. As custodians and drivers of quality service delivery, five directors and senior managers were interviewed through semi-structured interviews to gather thick, descriptive narratives about the process. The study found performance management was implemented at management level only, with ‘loose’ performance arrangements between supervisors and subordinates. This made it difficult to manage performance or account for poor performance as there are not strict, contractual targets. At management level, critical issues found included poor performance information collection, management not owning their respective targets on their portfolios of evidence, non-alignment of targets with the Integrated Development Plan, and Council not holding persons responsible for irregular expenditure accountable - as no investigations were done in order to recover the monies. This, the Auditor General says promotes a general culture of unaccountability; thus, confirming the researcher’s observations and identifying the root-cause. Recommendations included a ‘back-to-basics’ philosophical approach to municipal governance. These included an adoption of a comprehensive performance management policy; management empowerment in the collection and use of performance information; a change in organisational culture from both side of the political-administrative dichotomy; and an introduction of a community-based monitoring mechanism supplemented with a non-partisan voter education initiative. Furthermore, the strengthening of intergovernmental relations was recommended insofar as this pertains to the delivering of basics services and infrastructure, developing the local economy, and improving the quality of life within the district.
- Format
- 127 leaves
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Arts
- Language
- English
- Rights
- Nelson Mandela University
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | The Implementation of Performance Management Systems - Chris Hani District Municipality.pdf | 1 MB | Adobe Acrobat PDF | View Details Download |