Public sector pharmacists' perception of the public sector performance management system
- Authors: Ranchod, Shameem Roshnee
- Date: 2006
- Subjects: Performance -- Management , Pharmacy management , Performance standards , Public administration
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10077 , http://hdl.handle.net/10948/596 , http://hdl.handle.net/10948/d1011728 , Performance -- Management , Pharmacy management , Performance standards , Public administration
- Description: Performance Management aims to develop the employee and ensure that the work which the employee does is in line with organisational goals. However, many managers and employees do not like performance management systems and very often, for this reason, such a system does not succeed in meeting the organisation’s goals. The aim of this study was to determine the perceptions towards the performance management system of pharmacists working in the public sector. A questionnaire was compiled and pharmacists working in all public sector hospitals, provincial and municipal clinics and medical depots were asked to complete the questionnaire. The response rate was 66 percent. Seventy three percent of respondents had never undergone a performance evaluation, 75 percent stated it did not motivate them, 62.5 percent felt it did not improve poor performance, 90.6 percent felt the Performance Appraisal System did not reward good performance sufficiently and 63.6 percent felt it did not help with career progression. Seventy eight percent believed that the Performance Appraisal System did not effectively measure the pharmacists’ performance, and 82 percent felt that the System needed to be developed further. At least four evaluations should have been completed per year, yet 85 percent of respondents had experienced three or fewer evaluations since the System had been introduced. The analysis of the responses indicated that there was great dissatisfaction with the current performance management system. A few of the reasons are that the system in place did not effectively measure the pharmacists performance, that additional work done was not recognised, and that the process was extremely time-consuming. It may be concluded that the government needs to address the current problems being experienced with this system, as at present, it is not meeting the objectives it was intended to meet.
- Full Text:
- Date Issued: 2006
- Authors: Ranchod, Shameem Roshnee
- Date: 2006
- Subjects: Performance -- Management , Pharmacy management , Performance standards , Public administration
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10077 , http://hdl.handle.net/10948/596 , http://hdl.handle.net/10948/d1011728 , Performance -- Management , Pharmacy management , Performance standards , Public administration
- Description: Performance Management aims to develop the employee and ensure that the work which the employee does is in line with organisational goals. However, many managers and employees do not like performance management systems and very often, for this reason, such a system does not succeed in meeting the organisation’s goals. The aim of this study was to determine the perceptions towards the performance management system of pharmacists working in the public sector. A questionnaire was compiled and pharmacists working in all public sector hospitals, provincial and municipal clinics and medical depots were asked to complete the questionnaire. The response rate was 66 percent. Seventy three percent of respondents had never undergone a performance evaluation, 75 percent stated it did not motivate them, 62.5 percent felt it did not improve poor performance, 90.6 percent felt the Performance Appraisal System did not reward good performance sufficiently and 63.6 percent felt it did not help with career progression. Seventy eight percent believed that the Performance Appraisal System did not effectively measure the pharmacists’ performance, and 82 percent felt that the System needed to be developed further. At least four evaluations should have been completed per year, yet 85 percent of respondents had experienced three or fewer evaluations since the System had been introduced. The analysis of the responses indicated that there was great dissatisfaction with the current performance management system. A few of the reasons are that the system in place did not effectively measure the pharmacists performance, that additional work done was not recognised, and that the process was extremely time-consuming. It may be concluded that the government needs to address the current problems being experienced with this system, as at present, it is not meeting the objectives it was intended to meet.
- Full Text:
- Date Issued: 2006
An evaluation of the leadership effectiveness among production supervisors at selected pharmaceutical organisations in Port Elizabeth
- Authors: Swanepoel, Deon Andre
- Date: 2001
- Subjects: Leadership , Pharmacy management
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10889 , http://hdl.handle.net/10948/62 , Leadership , Pharmacy management
- Description: Effective leadership is one of the most important factors that influence the performance of an organisation. Effective leadership together with supervision are similar in terms of their influence of others towards achieving the goals of the organisation. Therefore, effective leadership and supervision are principal activities through which organisational goals and objectives are achieved. The main objectives of this study are firstly to evaluate the leadership effectiveness of production supervisors at Lennon and Intramed. Secondly, to suggest recommendations to management to improve or eliminate shortcomings in the leadership effectiveness of the production supervisors at Lennon and Intramed. In this way, a contribution to the overall leadership effectiveness of the production supervisors at Lennon and Intramed is achieved. In order to achieve the said objectives, the following methodology was employed: Firstly, guidelines for effective leadership were identified by means of evaluating existing literature and theory. This was achieved by critically examining existing leadership theories and models. The major contributions, disadvantages, and advantages of each of these theories and models were evaluated which resulted in the list of guidelines for effective leadership. Secondly, the pharmaceutical industry and the theory surrounding supervision were critically examined and discussed. Attention was given to the pharmaceutical industry in South Africa, with special reference to Lennon and Intramed. The theory of supervision was examined with special focus on the skills, functions, power, and responsibilities of the supervisor. Thirdly, a postal questionnaire was used to gather the required empirical information. The response obtained from the questionnaire was critically evaluated against the guidelines for effective leadership and effective supervision, and the results were graphically represented in a company leadership profile. Lennon and Intramed were evaluated separately, and the major differences and similarities between the two organisations were critically evaluated. Lastly, the main findings and recommendations were formulated in order to remedy the shortcomings that were identified. The following recommendations may lead to more effective leadership among production supervisors at Lennon and Intramed: It is necessary that this study be made available to the supervisors at Lennon and Intramed, as it will give them insight into the theory of leadership and what effective leadership is about. It will furthermore give the supervisors an insight into the way that their subordinates view their leadership behaviour and effectiveness. It is further recommended that the information from this study be made available through sensitisation sessions where the necessary information is presented to a group or individual supervisors. Leadership training and development is required as it can make a meaningful contribution to equip supervisors with the necessary leadership skills to practise effective leadership. This leadership training and development can be done by means of short courses presented by a formal training institution, or by a suitably qualified in-house presenter. The last recommendation to leadership effectiveness involves the implementation of a performance management system and incentive scheme to further motivate and drive the supervisor’s leadership behaviour towards effective leadership.
- Full Text:
- Date Issued: 2001
- Authors: Swanepoel, Deon Andre
- Date: 2001
- Subjects: Leadership , Pharmacy management
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10889 , http://hdl.handle.net/10948/62 , Leadership , Pharmacy management
- Description: Effective leadership is one of the most important factors that influence the performance of an organisation. Effective leadership together with supervision are similar in terms of their influence of others towards achieving the goals of the organisation. Therefore, effective leadership and supervision are principal activities through which organisational goals and objectives are achieved. The main objectives of this study are firstly to evaluate the leadership effectiveness of production supervisors at Lennon and Intramed. Secondly, to suggest recommendations to management to improve or eliminate shortcomings in the leadership effectiveness of the production supervisors at Lennon and Intramed. In this way, a contribution to the overall leadership effectiveness of the production supervisors at Lennon and Intramed is achieved. In order to achieve the said objectives, the following methodology was employed: Firstly, guidelines for effective leadership were identified by means of evaluating existing literature and theory. This was achieved by critically examining existing leadership theories and models. The major contributions, disadvantages, and advantages of each of these theories and models were evaluated which resulted in the list of guidelines for effective leadership. Secondly, the pharmaceutical industry and the theory surrounding supervision were critically examined and discussed. Attention was given to the pharmaceutical industry in South Africa, with special reference to Lennon and Intramed. The theory of supervision was examined with special focus on the skills, functions, power, and responsibilities of the supervisor. Thirdly, a postal questionnaire was used to gather the required empirical information. The response obtained from the questionnaire was critically evaluated against the guidelines for effective leadership and effective supervision, and the results were graphically represented in a company leadership profile. Lennon and Intramed were evaluated separately, and the major differences and similarities between the two organisations were critically evaluated. Lastly, the main findings and recommendations were formulated in order to remedy the shortcomings that were identified. The following recommendations may lead to more effective leadership among production supervisors at Lennon and Intramed: It is necessary that this study be made available to the supervisors at Lennon and Intramed, as it will give them insight into the theory of leadership and what effective leadership is about. It will furthermore give the supervisors an insight into the way that their subordinates view their leadership behaviour and effectiveness. It is further recommended that the information from this study be made available through sensitisation sessions where the necessary information is presented to a group or individual supervisors. Leadership training and development is required as it can make a meaningful contribution to equip supervisors with the necessary leadership skills to practise effective leadership. This leadership training and development can be done by means of short courses presented by a formal training institution, or by a suitably qualified in-house presenter. The last recommendation to leadership effectiveness involves the implementation of a performance management system and incentive scheme to further motivate and drive the supervisor’s leadership behaviour towards effective leadership.
- Full Text:
- Date Issued: 2001
Determining the essential traits for successful retail pharmacists in the Port Elizabeth-Uitenhage metropole
- Authors: Melamed, Graham Morrison
- Date: 2000
- Subjects: Retail trade -- Port Elizabeth -- South Africa , Pharmacists -- South Africa , Pharmacy management
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10831 , http://hdl.handle.net/10948/22 , Retail trade -- Port Elizabeth -- South Africa , Pharmacists -- South Africa , Pharmacy management
- Description: The research problem addressed in this study was to determine whether successful retail pharmacists exhibited specific traits. To achieve this objective a theoretical schedule of traits was developed, using relevant literature in which traits of entrepreneurs are described. The theoretical list consisted of the possession of the following traits: The need to achieve; Confidence in their abilities; The successful management of risk; Creativity and the possession of vision; The tendency/ability to view changes as opportunities; Internal locus of control; Leadership; High level of motivation; Tenacity; Communication skills. Each trait of the schedule was analysed using the literature identified during the literature study. The theoretical list was then used to develop a questionnaire to test the degree to which retail pharmacists in the Greater Port Elizabeth/Uitenhage Metropole concur. The empirical results obtained indicate a strong concurrence with the theoretical list of traits of successful retail pharmacists that was developed in the study. This resulted in the theoretical schedule being confirmed and accepted as a list of traits possessed by successful retail pharmacists.
- Full Text:
- Date Issued: 2000
- Authors: Melamed, Graham Morrison
- Date: 2000
- Subjects: Retail trade -- Port Elizabeth -- South Africa , Pharmacists -- South Africa , Pharmacy management
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10831 , http://hdl.handle.net/10948/22 , Retail trade -- Port Elizabeth -- South Africa , Pharmacists -- South Africa , Pharmacy management
- Description: The research problem addressed in this study was to determine whether successful retail pharmacists exhibited specific traits. To achieve this objective a theoretical schedule of traits was developed, using relevant literature in which traits of entrepreneurs are described. The theoretical list consisted of the possession of the following traits: The need to achieve; Confidence in their abilities; The successful management of risk; Creativity and the possession of vision; The tendency/ability to view changes as opportunities; Internal locus of control; Leadership; High level of motivation; Tenacity; Communication skills. Each trait of the schedule was analysed using the literature identified during the literature study. The theoretical list was then used to develop a questionnaire to test the degree to which retail pharmacists in the Greater Port Elizabeth/Uitenhage Metropole concur. The empirical results obtained indicate a strong concurrence with the theoretical list of traits of successful retail pharmacists that was developed in the study. This resulted in the theoretical schedule being confirmed and accepted as a list of traits possessed by successful retail pharmacists.
- Full Text:
- Date Issued: 2000
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