- Title
- Development of a performance management system for the SABC (Port Elizabeth)
- Creator
- Nyembezi, Vuyo
- Subject
- Performance standards -- South Africa -- Port Elizabeth
- Subject
- Performance -- Management -- Evaluation
- Subject
- Performance -- Measurement
- Subject
- Employees -- Rating of -- South Africa -- Port Elizabeth
- Date Issued
- 2009
- Date
- 2009
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- vital:8678
- Identifier
- http://hdl.handle.net/10948/1148
- Identifier
- Performance standards -- South Africa -- Port Elizabeth
- Identifier
- Performance -- Management -- Evaluation
- Identifier
- Performance -- Measurement
- Identifier
- Employees -- Rating of -- South Africa -- Port Elizabeth
- Description
- This study focused on exploring and finding the ideal performance management system suitable for the South African Broadcasting Corporation by establishing an understanding of employees’ experiences and perceptions of the previous and a proposed performance management systems and their value to SABC employees. This was done by eliciting how employees see, make sense of and interpret their everyday experiences of performance management systems, in order to develop a more suitable inclusive performance management system. A qualitative study was used to seek answers to the research questions. A focus group interview was selected for data collection. The data was analysed according to guidelines indicated and proposed by Creswell (1998:147-148). The researcher made use of convenience sampling to select 45 participants in 5 groups for the focus groups. One group consisted of managers/supervisors, and the other four groups were employees from four different business units. Participants were guaranteed confidentiality. Credibility, transferability, dependability and conformability were used as the main components in the model, to determine the truth-value of the study. Findings indicated that there was a fair understanding of the previous performance management system but there had been poor implementation of the system. The participants concurred that the previous performance iv management systems in the organisations were not adding any value to their lives. They pointed out that there was no reward in place for high performers and no action taken for non-performers, and this impacted negatively on how implementation was perceived and experienced. The recommendations are that the revised performance management system should have a stronger emphasis on effective management, monitoring, feedback and reward. Furthermore, the system should close the current gaps of reward for high performance and correction of low performance. It was further concluded that for a performance management system to be effective, it should incorporate updated job descriptions, performance measures and standards, as well as evaluator training and guidelines for improvement, employee input, compensation and/or rewards.
- Format
- xi, 93 leaves ; 31 cm
- Format
- Publisher
- Nelson Mandela Metropolitan University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela Metropolitan University
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