An analysis of the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering
- Authors: Nel, Nico
- Date: 2014
- Subjects: Performance -- Management , Performance standards -- South Africa , Collective bargaining unit -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/5531 , vital:20874
- Description: Transnet is facing challenging market realities and a competitive operating environment. Performance management has been emphasised as a critical tool to guide Transnet in maintaining a competitive advantage. Performance management cannot be viewed in isolation from the organisational context and is inextricably linked to the Human Resources strategy, which in turn is aligned with the overall business strategy. Performance management may be defined as a systematic process by which an organisation involves its employees, as individuals and members of groups, in improving organisational effectiveness in the accomplishment of organisational mission and goals. For the purposes of this study, performance management was explored in terms of purpose, key role players, processes, criteria and challenges. The main research problem of this study was to determine the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. The main research problem had three sub-problems which were addressed through the following actions: A literature study was conducted highlighting the importance of an effective performance management system which establishes a foundation for rewarding excellence by aligning individual objectives with organisational mission and objectives. In this way, performance management establishes clear expectations in terms of results, actions and behaviours. Through regular feedback and coaching, performance management provides a mechanism for detecting problems at an early stage and identifies ways in which to take corrective action. Perceptions of performance management are largely centred around fairness, and dependent on a number of issues, including openness, transparency, communication, and equitability, and the establishment of clear parameters of measurement such as whether both skill and effort will be evaluated. This is why it is important to link performance appraisals to employee goals. If mutually negotiated goals, which involve the participation of all stakeholders, are established at the beginning of the performance period and there is on-going feedback to employees about their performance, then performance appraisals may be perceived as objective, fair and reliable. The insights gained from the literature survey were incorporated into a survey questionnaire which was used in the empirical study to investigate the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. This study revealed that most of the respondents were not satisfied with the performance management system within Transnet Engineering, that performance management could be enhanced by using multiple measures more frequently and that greater involvement of subordinates at each step in the performance management process would lead to a greater level of acceptance thereof.
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- Date Issued: 2014
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.
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- Date Issued: 2014
The relationship between employee engagement and performance in a South African bottling company
- Authors: Sauls, Lucretia
- Date: 2014
- Subjects: Management -- Employee participation , Employees -- Rating of -- South Africa , Performance -- Management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9420 , http://hdl.handle.net/10948/d1021171
- Description: Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.
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- Date Issued: 2014