- Title
- An assessment of the implementation of performance management and development system: Department of Sport and Recreation South Africa
- Creator
- Zinganto, Nobulali
- Subject
- Performance -- Management Local officials and employees -- South Africa
- Subject
- Employees -- Rating of -- South Africa Public administration --South Africa
- Date Issued
- 2017
- Date
- 2017
- Type
- Thesis
- Type
- Masters
- Type
- MPA
- Identifier
- http://hdl.handle.net/10948/45826
- Identifier
- vital:39220
- Description
- Performance management and development in the South African Public Service is a critical aspect that engenders officials and management to be committed to the provision of efficient and effective service delivery. The Public Service Regulations (2001) as amended requires all spheres of government to develop and implement policy parameters that address measurable service delivery aligned to their strategic functions. The imperatives of these policy parameters allow employees’ performance with notch increments. The National Department of Sport and Recreation South Africa (SRSA) developed a performance management system that links Employee Performance Management and Development System (EPMDS) at salary levels 5 – 12 to notch increments and Human Resource Development programmes. This system aims to achieve consideration of the desired outputs; meaning the delivery of work required, which is emphasised in the setting of objectives and looking at the necessary inputs; meaning the knowledge, skills, training and resources needed, which are considered in the appraisal and reviewing of the progress that was made. The performance of Sport and Recreation South Africa has not been commensurate with the aims and objectives of the EPMDS system, as the results are not yielding the best outcome on this system. This study sought to investigate whether the EPMDS contributes to improve performance of the employees and that of the entire organisation in SRSA. It would examine whether the employees do get feedback on their performance after the performance assessment period. The study would establish whether those employees who under-performed do get remedial interventions like training, coaching, mentoring and development on the competencies they lack; so that their performance is improved. The study also sought to determined the perception of the employees regarding the effectiveness of the Performance Management and Development System in SRSA Knowledge of employees' perceptions of the performance management system will assist management to implement such a system more effectively. The findings of this study indicate that managers use performance management as a tool to control and discipline subordinates, whilst subordinates use performance management as a means of getting extra money through performance bonuses. This could be the reason that performance assessment period is viewed as a period of high tension between supervisors and subordinates. The main recommendation on the basis of this finding is that there should be a regular and thorough training of officials at all levels within SRSA about the EPMDS and how it influences productivity. Other additional recommendations include, inter alia, that the identification of gaps on unsatisfactory performance should be made immediately after each performance period. Remedial interventions to address those gaps like training, retraining, coaching and counselling should be formulated, agreed upon and implemented.
- Format
- xi, 179 leaves
- Format
- Publisher
- Nelson Mandela Metropolitan University
- Publisher
- Faculty of Humanities
- Language
- English
- Rights
- Nelson Mandela Metropolitan University
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NMMU School of Governmental and Social Sciences
| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | NOBULALI ZINGANTO.pdf | 1 MB | Adobe Acrobat PDF | View Details Download |