Assessing the municipal performance management system on service delivery : the case of Lukhanji Municipality
- Authors: Bam, Liseka Lindelwa
- Date: 2013
- Subjects: Performance -- Management , Local officials and employees -- South Africa -- Queenstown , Employees -- Rating of -- South Africa -- Queenstown , Public administration -- South Africa -- Queenstown , Local government -- South Africa -- Queenstown
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8319 , http://hdl.handle.net/10948/d1020140
- Description: The performance management system has been introduced in the South African public service with the intensions of monitoring, reviewing, assessing performance, developing underperformers and recognising and rewarding good performance. This study was undertaken as an attempt to assess whether the Lukhanji municipality performance management systems contribute to the improvement of service delivery and employee productivity. The literature review undertaken in this study, shows that there is a general poor understanding of performance management systems in Lukhanji municipality. The literature review further establishes that there are several challenges that hinder the effective implementation of a performance management system in the municipality. Other findings of the study include that there is a challenge in setting the unrealistic performance targets which are unrealisable by employees. These are the reasons why productivity levels are not always realised and targets not achieved by Lukhanji municipality. The main findings of the study are that, although performance management systems play a significant role in the improvement of service delivery, it has not contributed in the improvement of employee productivity of the Lukhanji municipality. The main recommendation on the basis of this finding is that there should be thorough and regular training of officials within the Lukhanji Municipality about the performance management system and how it influences productivity and service delivery. In conclusion, the Municipal Executive Mayoral Committee should demand verifiable evidence to justify a higher rating during quarterly assessments, and that punitive disciplinary measures be taken against those who do not comply with the provision of the performance management system framework, particularly failure to submit performance instruments.
- Full Text:
- Date Issued: 2013
- Authors: Bam, Liseka Lindelwa
- Date: 2013
- Subjects: Performance -- Management , Local officials and employees -- South Africa -- Queenstown , Employees -- Rating of -- South Africa -- Queenstown , Public administration -- South Africa -- Queenstown , Local government -- South Africa -- Queenstown
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8319 , http://hdl.handle.net/10948/d1020140
- Description: The performance management system has been introduced in the South African public service with the intensions of monitoring, reviewing, assessing performance, developing underperformers and recognising and rewarding good performance. This study was undertaken as an attempt to assess whether the Lukhanji municipality performance management systems contribute to the improvement of service delivery and employee productivity. The literature review undertaken in this study, shows that there is a general poor understanding of performance management systems in Lukhanji municipality. The literature review further establishes that there are several challenges that hinder the effective implementation of a performance management system in the municipality. Other findings of the study include that there is a challenge in setting the unrealistic performance targets which are unrealisable by employees. These are the reasons why productivity levels are not always realised and targets not achieved by Lukhanji municipality. The main findings of the study are that, although performance management systems play a significant role in the improvement of service delivery, it has not contributed in the improvement of employee productivity of the Lukhanji municipality. The main recommendation on the basis of this finding is that there should be thorough and regular training of officials within the Lukhanji Municipality about the performance management system and how it influences productivity and service delivery. In conclusion, the Municipal Executive Mayoral Committee should demand verifiable evidence to justify a higher rating during quarterly assessments, and that punitive disciplinary measures be taken against those who do not comply with the provision of the performance management system framework, particularly failure to submit performance instruments.
- Full Text:
- Date Issued: 2013
The implementation of a performance management and development system at the Department of Local Government & Traditional Affairs (Eastern Cape)
- Authors: Magqogqo, Ntomboxolo
- Date: 2016
- Subjects: Performance -- Management , Local government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Performance standards -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/8446 , vital:26359
- Description: Performance management and development is the continuous process of reflecting on, negotiating, developing, reviewing and making decisions about an individual’s performance in achieving organizational goals. The Public Service Regulations, 2001, requires departments to develop a performance management system in order to manage performance in a consultative, supportive and non- discriminatory manner. This should result in enhanced organizational efficiency and effectiveness, accountability for the use of resources and the achievement of results. The Department of Local Government and Traditional Affairs is also expected to implement the employees Performance Management and Development System. Furthermore, the study aimed to evaluate the implementation of the performance management and development system in the Department of Local Government & Traditional affairs. To achieve this Likert questionnaire were distributed to employees of Local Government & Traditional Affairs. After previous steps were completed, the finding and recommendations of the study were made. The recommendations were made to assist management as to what need to be done for effective implementation of PMDS. The findings indicate that managers and supervisors lacked the continuous feedback as no regular meeting during the course of the month or year. The employee and his or her supervisor would meet during the annual assessment period at the end of financial year to decide on the final performance. The main recommendation of the research was that there should be regular workshops or awareness of departmental staff about PMDS and how it influences on productivity.
- Full Text:
- Date Issued: 2016
- Authors: Magqogqo, Ntomboxolo
- Date: 2016
- Subjects: Performance -- Management , Local government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Performance standards -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/8446 , vital:26359
- Description: Performance management and development is the continuous process of reflecting on, negotiating, developing, reviewing and making decisions about an individual’s performance in achieving organizational goals. The Public Service Regulations, 2001, requires departments to develop a performance management system in order to manage performance in a consultative, supportive and non- discriminatory manner. This should result in enhanced organizational efficiency and effectiveness, accountability for the use of resources and the achievement of results. The Department of Local Government and Traditional Affairs is also expected to implement the employees Performance Management and Development System. Furthermore, the study aimed to evaluate the implementation of the performance management and development system in the Department of Local Government & Traditional affairs. To achieve this Likert questionnaire were distributed to employees of Local Government & Traditional Affairs. After previous steps were completed, the finding and recommendations of the study were made. The recommendations were made to assist management as to what need to be done for effective implementation of PMDS. The findings indicate that managers and supervisors lacked the continuous feedback as no regular meeting during the course of the month or year. The employee and his or her supervisor would meet during the annual assessment period at the end of financial year to decide on the final performance. The main recommendation of the research was that there should be regular workshops or awareness of departmental staff about PMDS and how it influences on productivity.
- Full Text:
- Date Issued: 2016
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