A framework for enhancing compliance with Employee Performance Management and Development Systems(EPMDS) among public sector doctors in BCMM health facilities
- Bayeni, Luvuyo Lonwabo Precious
- Authors: Bayeni, Luvuyo Lonwabo Precious
- Date: 2020
- Subjects: Performance -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/47520 , vital:40116
- Description: This research explored an employee performance management and development system in the context of the public health centres in the Eastern Cape Province of South Africa. The study reviewed the literature on EPMDS in the public health sector of South Africa, noting the shortfalls, challenges, and ways in which it could be improved. The major findings from the study include the need to review the entire policy, revise the pay-scales, and co-create a new EPMDS policy creating space for the representation of the views of the employees. Without completing the development and performance evaluation, grade progression cannot be implemented despite years of service; hence the problem doctors face with their salary levels. The current EPMDS was found to be ineffective due to the wide discrepancy that exists between doctors and other health professionals in public health institutions. Among the commitment motivators highlighted by the respondents, was the need to develop an organisational culture that permits employees to recognise that they are appreciated. Future research must consider using mixed research methods, in the context of other South African Provinces and include a larger sample of research participants.
- Full Text:
- Date Issued: 2020
- Authors: Bayeni, Luvuyo Lonwabo Precious
- Date: 2020
- Subjects: Performance -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/47520 , vital:40116
- Description: This research explored an employee performance management and development system in the context of the public health centres in the Eastern Cape Province of South Africa. The study reviewed the literature on EPMDS in the public health sector of South Africa, noting the shortfalls, challenges, and ways in which it could be improved. The major findings from the study include the need to review the entire policy, revise the pay-scales, and co-create a new EPMDS policy creating space for the representation of the views of the employees. Without completing the development and performance evaluation, grade progression cannot be implemented despite years of service; hence the problem doctors face with their salary levels. The current EPMDS was found to be ineffective due to the wide discrepancy that exists between doctors and other health professionals in public health institutions. Among the commitment motivators highlighted by the respondents, was the need to develop an organisational culture that permits employees to recognise that they are appreciated. Future research must consider using mixed research methods, in the context of other South African Provinces and include a larger sample of research participants.
- Full Text:
- Date Issued: 2020
Job performance and the relationship between employee engagement, goal setting, training, job fit and trust
- Authors: Brood, Ayoob
- Date: 2019
- Subjects: Performance -- Management , Job satisfaction -- South Africa Employee motivation -- South Africa Labor productivity -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/37846 , vital:34253
- Description: Every business has a goal of being profitable which relies on employee job performance. To determine the relationship employee engagement, trust, goal setting, job fit and training had on job performance surveys was sent to 8 MTN Branded retail stores within the Eastern Cape to gather data. Each survey once completed would then be dropped off and the MTN head office in Cape Road. Previous work has looked at these independent variables and how they affect job performance separately and not as a whole. Contrary to the literature, goal settings were the only variable that had a significant influence according to the findings of this study. The statistical results of this study revealed that goal settings influenced job performance with a p-value of 0.010 (p<0.05) and had a positive relationship, indicating that the respondent’s goal settings had an influence on their job performance. The mean values indicated that the respondents agreed that the independent variables would affect the performance. Thus, it is highly recommended that management investigates the requirements of implementing strategies of these variables to improve job performance.
- Full Text:
- Date Issued: 2019
- Authors: Brood, Ayoob
- Date: 2019
- Subjects: Performance -- Management , Job satisfaction -- South Africa Employee motivation -- South Africa Labor productivity -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/37846 , vital:34253
- Description: Every business has a goal of being profitable which relies on employee job performance. To determine the relationship employee engagement, trust, goal setting, job fit and training had on job performance surveys was sent to 8 MTN Branded retail stores within the Eastern Cape to gather data. Each survey once completed would then be dropped off and the MTN head office in Cape Road. Previous work has looked at these independent variables and how they affect job performance separately and not as a whole. Contrary to the literature, goal settings were the only variable that had a significant influence according to the findings of this study. The statistical results of this study revealed that goal settings influenced job performance with a p-value of 0.010 (p<0.05) and had a positive relationship, indicating that the respondent’s goal settings had an influence on their job performance. The mean values indicated that the respondents agreed that the independent variables would affect the performance. Thus, it is highly recommended that management investigates the requirements of implementing strategies of these variables to improve job performance.
- Full Text:
- Date Issued: 2019
A performance management model for organisational performance excellence in the South African railway industry
- Authors: Mtati, Tabisa
- Date: 2018
- Subjects: Performance -- Management , Success in business -- South Africa Railroads -- South Africa -- Track
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/33043 , vital:32501
- Description: The South African railway industry has seven times more of labour productivity than its counterparts within Sub-Saharan Africa. Though, when compared to countries in Europe, the United States of America, and China, the South African railway industry is non-competitive. The National Railway Safety Regulator of South Africa (NRSR) has been gradually considering novel ways of measuring organisational performance which encompass a broad approach that goes beyond infrastructure. To that end, a business excellence model adoption is proposed for an integrated agile performance management system. Performance management is viewed as a method that involves measuring goals against a set of standards within an organisation so as to evaluate whether or not the intended objectives have been (successfully) accomplished. Management quality systems (MQS) is one seamless system which integrates the Individual Performance Assessments, ISO-Systems, and Total Quality Management (TQM) in order to achieve the operational distinction in pursuit of the organisational performance excellence. Similarly, organisational excellence is continuous efforts made to build an internal framework of standards and processes intended to involve and motivate employees to deliver products and services within organisational expectations. Various business excellence models, such as the European Framework of Quality Management (EFQM), Common Assessment Framework (CAF), Malcolm Bridge National Quality Awards (MBNQA), International Standard Organisation (ISO) 9000/1/4 and South African Excellence Models (SAEM) have been proposed as continuous improvement (CI) tools. Embedded within these frameworks are areas such as leadership, strategic planning, total quality human resources management, CI, communications, culture, process management and organisational results. Even though attention has been paid to quality performance management in literature, limited empirical research has been conducted on the impact of these models to organisational performance in the railway industry. Moreover, few studies have been conducted to investigate this within the South African context. In this study, the difference in perceptions regarding the envisioned model will be measured to determine the level of employee awareness on quality management. Secondly, the impact of the implementation of MQS factors on organisational performance is investigated to determine critical success factors. Lastly, the barriers to effective MQS implementation are explored and discussed. The study focuses on enablers (i.e. leadership, strategy planning, total quality human resources management, CI, communications, culture and process management) and their impact on organisational performance. An empirical survey has been conducted in this study to examine the influence of the identified factors on business performance. In order to measure the impact of the above factors on improving of organisational performance, the MQS model has been used. The data collected has been statistically analysed using descriptive statistics, correlational relationships and regression analysis. The results of the study indicate that the MQS is useful and effective for the improvement of organisational performance in pursuit of organisational excellence. Furthermore, the critical success factors that, when prioritised, will directly influence organisational performance have been identified. Also, all the measured factors are correlated with organisational performance. It has been proven that though there are signs of implementation of MQS, the employees have not yet owned the process and do not implement quality practises in their daily operations. It is recommended that for future studies a more representative sample be sought in order to validate the relationship between strategy planning; communication and organisational performance, and the overall impact of implementing of MQS in the rail industry.
- Full Text:
- Date Issued: 2018
- Authors: Mtati, Tabisa
- Date: 2018
- Subjects: Performance -- Management , Success in business -- South Africa Railroads -- South Africa -- Track
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/33043 , vital:32501
- Description: The South African railway industry has seven times more of labour productivity than its counterparts within Sub-Saharan Africa. Though, when compared to countries in Europe, the United States of America, and China, the South African railway industry is non-competitive. The National Railway Safety Regulator of South Africa (NRSR) has been gradually considering novel ways of measuring organisational performance which encompass a broad approach that goes beyond infrastructure. To that end, a business excellence model adoption is proposed for an integrated agile performance management system. Performance management is viewed as a method that involves measuring goals against a set of standards within an organisation so as to evaluate whether or not the intended objectives have been (successfully) accomplished. Management quality systems (MQS) is one seamless system which integrates the Individual Performance Assessments, ISO-Systems, and Total Quality Management (TQM) in order to achieve the operational distinction in pursuit of the organisational performance excellence. Similarly, organisational excellence is continuous efforts made to build an internal framework of standards and processes intended to involve and motivate employees to deliver products and services within organisational expectations. Various business excellence models, such as the European Framework of Quality Management (EFQM), Common Assessment Framework (CAF), Malcolm Bridge National Quality Awards (MBNQA), International Standard Organisation (ISO) 9000/1/4 and South African Excellence Models (SAEM) have been proposed as continuous improvement (CI) tools. Embedded within these frameworks are areas such as leadership, strategic planning, total quality human resources management, CI, communications, culture, process management and organisational results. Even though attention has been paid to quality performance management in literature, limited empirical research has been conducted on the impact of these models to organisational performance in the railway industry. Moreover, few studies have been conducted to investigate this within the South African context. In this study, the difference in perceptions regarding the envisioned model will be measured to determine the level of employee awareness on quality management. Secondly, the impact of the implementation of MQS factors on organisational performance is investigated to determine critical success factors. Lastly, the barriers to effective MQS implementation are explored and discussed. The study focuses on enablers (i.e. leadership, strategy planning, total quality human resources management, CI, communications, culture and process management) and their impact on organisational performance. An empirical survey has been conducted in this study to examine the influence of the identified factors on business performance. In order to measure the impact of the above factors on improving of organisational performance, the MQS model has been used. The data collected has been statistically analysed using descriptive statistics, correlational relationships and regression analysis. The results of the study indicate that the MQS is useful and effective for the improvement of organisational performance in pursuit of organisational excellence. Furthermore, the critical success factors that, when prioritised, will directly influence organisational performance have been identified. Also, all the measured factors are correlated with organisational performance. It has been proven that though there are signs of implementation of MQS, the employees have not yet owned the process and do not implement quality practises in their daily operations. It is recommended that for future studies a more representative sample be sought in order to validate the relationship between strategy planning; communication and organisational performance, and the overall impact of implementing of MQS in the rail industry.
- Full Text:
- Date Issued: 2018
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
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