Implementation challenges of the performance management policy at the Joe Gqabi District Municipality public hospitals
- Authors: Mbethe, Zakanzima
- Date: 2012
- Subjects: Performance -- Management , Employees -- Rating of , Municipal government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8285 , http://hdl.handle.net/10948/d1018498
- Description: Public administration seems to have shifted towards the New Public Management doctrines that emphasize performance management. The healthcare reforms have been a global phenomenon ever since the early 1980s, with the major focus on managerial restructuring, to produce a more responsive and efficient system (Liang and Howard , 2007:393). The South African public sector has gradually introduced a comprehensive performance management system, since the early 80s. In response, the Province of the Eastern Cape began the design and the development of a performance-management policy in early 2000. This policy was later refined and aligned to the National Department of Public Service and Administrations’s performance management policy. The policy was intially implemented in the Province of the Eastern Cape in mid-2003, through a Performance Management and Development System (PMDS). Moderating Committees were established at each level of government, and at the institutional level. The mandate of these Moderating Committees was to ensure the proper implementation of the perfomance-management policy. The purpose of the policy is to provide practical guidelines on the improvement of individual and organisational performance; however, the implementation challenges of this policy have been identified in Joe Gqabi Health District. This study evaluates the implementation challenges of performance-management policy at all the Joe Gqabi District Municipality public hospitals. The main objectives of the research study are, therefore, to : To provide exposition of the provision of the Province of the Eastern Cape performance management policy and regulatory guidelines; To analyse the utilization of performance-management information for determining emunerations, rewarding outstanding performance and for the development of the personnel; To provide a set of recommendations for the policy implementation to improve service delivery in the Joe Gqabi Health District. Both qualitative and quantitave methods were utilised to collect the data for the study. The research questionnaire was distributed to the eleven public hospitals in the Joe Gqabi Health District. The response rate was 52percent and this was considered adequate for scientific analysis and reporting. The research study reached the conclusion that there is generally poor adherence to policy guidelines in the district, in that: Although most hospitals have structured PMDS committees, their meetings are inconsistent, and are generally held only once a year during final assessment. Performance contracts are signed very late, towards the end of the first quarter. Performance-related bonuses are also effected very late, and are considered a demotivating factor by most participants. The support provided by the provincial and district offices for the implementation of the performance-management policy was viewed as being quite inadequate by most of the participants. The majority of the respondents recommended that the policy be replaced by another form of performance management; however, some considered it adequate, but the implementation of the policy requires further attention. The study therefore came to the following recommendations: The Province and the District should provide consistent support to district hospitals for the implementation of the performance-management policy. The provincial offices should authorize performance-related payments timeously, and the district should effect these payments promptly. The co-ordination of the skills-development programme should be decentralized, in order for district hospitals to improve their efficiency and effectiveness in co-ordination. The Accounting Officers of the respective institutions should monitor the implementation of these policy guidelines to ensure compliance. The research findings conclude that provided the above recommendations are implemented, this would improve the implementation of the provincial performance-management policy, and service delivery in public hospitals in the Joe Gqabi District Municipality.
- Full Text:
- Date Issued: 2012
The impact of entrepreneurship education on the performance of small, micro and medium enterprises in the Buffalo City Metropolitan Municipality
- Authors: Chimucheka, Tendai
- Date: 2012
- Subjects: Small business -- South Africa -- Eastern Cape , Performance -- Management , Organizational commitment -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Entrepreneurship -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , M Com (Business Management)
- Identifier: vital:11321 , http://hdl.handle.net/10353/d1007107 , Small business -- South Africa -- Eastern Cape , Performance -- Management , Organizational commitment -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Entrepreneurship -- South Africa -- Eastern Cape
- Description: Small Micro and Medium Enterprises (SMMEs) play an important role in contributing to economic development of many countries around the world, including South Africa. Despite the importance of SMMEs an unacceptable and disappointingly high number of these ventures fail during the first few years of operation. It is in light of the importance and challenges faced by SMMEs that the performance of SMMEs is of interest to all countries. This study investigated the impact of entrepreneurship education on the performance of SMMEs in the Buffalo City Metropolitan Municipality. The objectives of the study were to investigate the role of entrepreneurship education in improving entrepreneurship skills and knowledge of owner/managers of SMMEs in the Buffalo City Metropolitan Municipality, to determine the role of entrepreneurship education on the establishment and survival of SMMEs and to identify strategies that can be implemented to improve the performance of SMMEs. Both primary and secondary data sources were used in this study. A quantitative research design was used in conducting this research. Simple random sampling, a probability sampling technique was used to select a sample of 201 from the sample frame of 420 registered SMMEs. The survey method, by way of a self-administered questionnaire was used to collect primary data. The statistical Package for Social Sciences (SPSS) is the statistical software that was used to analyse data. The Chi-square test, the T-test, Pearson Product Moment Correlation and descriptive statistics were used to analyse data. Validity and reliability of the research instrument and the findings was assured. The results for this study are useful for the development of the SMME sector, which is very important to South Africa for they contribute to the solving of socio-economic challenges. The findings of this research showed that entrepreneurship education has a positive impact on the performance of SMMEs and it plays a critical role in improving entrepreneurial skills and knowledge of SMME owners and managers. It was also found that entrepreneurial education is very important for the establishment and survival of SMMEs. Strategies that can be implemented to improve the performance of SMMEs in South Africa were suggested to the government, government agencies, educational institutions, other organisations, and SMME owners and managers.
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- Date Issued: 2012
The impact of motivations, personal values, management skills of managers on the perfomance of SME`s in selected towns (Port Elizabeth and Port Alfred) in the Eastern Cape Province, South Africa
- Authors: Tangwo, Asah Francis
- Date: 2012
- Subjects: Executives -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Employee morale -- South Africa -- Eastern Cape , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape , Personalism , Small business -- South Africa -- Eastern Cape , Performance -- Management
- Language: English
- Type: Thesis , Masters , M Com (Business Management)
- Identifier: vital:11320 , http://hdl.handle.net/10353/d1007046 , Executives -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Employee morale -- South Africa -- Eastern Cape , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape , Personalism , Small business -- South Africa -- Eastern Cape , Performance -- Management
- Description: This study investigates the impact of motivations, personal values and managerial skills of managers on the performance of Small and medium enterprises (SMEs) in South Africa. The failure rate of SMEs in South Africa is very high and it is of great importance to investigate the factors that can impact on the performance of SMEs. Financial and non-financial methods were used to measure SMEs performance. Data was collected through self-administered questionnaires. Exploratory factor analysis was used to improve the research problems and enhance the validity of the research. Data analysis for this study includes descriptive statistics, Pearson correlation and regression analysis. Reliability was tested using the Cronbach‟s Alpha while validity was ensured by using a statistician and by pre-testing the research instrument in a pilot study.
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- Date Issued: 2012
An assessment of the level of performance management in Mnquma local municipality
- Authors: Hermanus, Nosipo Albertina
- Date: 2013
- Subjects: Performance -- Management , Municipal government -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Evaluation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6509 , vital:21098
- Description: Mnquma Local Municipality is located in the South Eastern part of the Eastern Cape Province. This category B municipality falls under the jurisdiction of the Amathole District Municipality (ADM) and comprises of an amalgamation of the former Butterworth, Ngqamakhwe and Centane TRC’s, Mnquma Municipality shares borders with three other local municipalities i.e. Mbhashe, Intsika Yethu and Great Kei Municipalities. In previous years this municipality was surrounded by violence, maladministration and mismanagement of funds. In 2009, Mnquma municipality received a disclaimer audit opinion. The bases for disclaimer are: - Consumer debtors who were disclosed at R13, 4 million on the face of the statement of financial positions and to the annual financial statements; and this amount did not agree with debtor’s age analysis; - Auditor-General was unable to confirm the exact amount of debtors removed from the accounting system; - Limitations placed on the scope of work and municipal records not permitting the application of alternative audit procedures; - Trade Creditors not supported by adequate documentation and supplier reconciliations did not have adequate alternative system of ensuring that all goods and services received prior to year-end, not paid but were accrued; and number of items that were recorded incorrectly. “The municipality adopted the PMS framework by March 2008. It was implemented and Councillors played a pivotal role in the implementation, monitoring and evaluation of theIDP. Cluster meetings set and received performance reports on quarterly basis. Directorates produced monthly performance reports and submitted them to the Executive management and the Executive Mayor respectively. The PMS was cascaded down to lower levels. Managers reporting to Directors had signed Accountability Agreements, while employees below signed Performance promises. It should be stated that there were some challenges on the implementation process. The Framework was implemented for the first time and institution was in a learning curve”. (N. Pakade: 2009). The municipal manager agreed that the institution was in a learning curve even though he commended the good work of councillors, it is not all councillors who know exactly what they are supposed to be doing in monitoring the municipal performance management systems. This has been proved by areas which still do not have electricity, roads and some no running clean water. There were some improvements in 2010 Financial Statements because the municipality received an unqualified audit opinion, but the in- fighting amongst councilors still existing that affect municipal performance in regard to provide local communities with basic needs. The irregular expenditure continued to be incurred where two different security companies were appointed by Executive Mayor and Municipal Speaker to prevent each other in entering the municipal premises because of disagreements about the reappointment of the municipal manager. Mnquma municipality does not have an Executive Mayor due to councilors who fired the mayor. The Mnquma councilors’ in fighting affects local communities in a negative way that contributes to municipal bad performance.
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- Date Issued: 2013
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.
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- Date Issued: 2013
Exploring managers' experiences of a monitoring and evaluation dashboard in an Eastern Cape hospital complex
- Authors: Scholl, Joy
- Date: 2013
- Subjects: Performance -- Management , Management -- Evaluation , Organizational effectiveness -- Evaluation , Dashboards (Management information systems)
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10008 , http://hdl.handle.net/10948/d1021089
- Description: Monitoring and evaluation (M&E) are essential tools for businesses, projects and service delivery structures. The majority of managers in health institutions are from a clinical background and do not use business intelligence principles to manage or monitor performances in their domains. Literature has revealed that managers in South African public health institutions do not monitor and evaluate their data regularly; likewise the most important information is not consolidated for easy reference and assessment. A pilot study of the introduction of an M&E dashboard was implemented at the East London Hospital Complex (ELHC) in May 2011 at the request of the Superintendent General of the Eastern Cape Department of Health to address this challenge. The current study explored the experiences of managers in the implementation of an M&E dashboard at the ELHC in the Eastern Cape. To establish managers’ experiences, a quantitative, exploratory and descriptive study was undertaken to gain insight, while accurately depicting the experiences and perceptions of managers of the dashboard. A survey questionnaire was developed to undertake a case study with respondents, who were involved in the initial implementation of the dashboard project at the ELHC. The results were analysed and recommendations were made addressing the design of the dashboard, and communication and change management in the introduction of the monitoring and evaluation tool. Further recommendations were made relating to future potential research in this area. An important finding of the research is that thirty-one (31) of the thirty-four (34) managers (91 percent) responded positively about the dashboard, while 9 percent were neutral. None of the respondents encountered negative experiences of utilising the dashboard. This indicates that the implementation of the dashboard was an overwhelming positive experience. The dashboard can be implemented in other healthcare institutions in the Eastern Cape, thereby encouraging more reliable methods to monitor data, improve staff efficiency and above all service delivery to patients.
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- Date Issued: 2013
An analysis of the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering
- Authors: Nel, Nico
- Date: 2014
- Subjects: Performance -- Management , Performance standards -- South Africa , Collective bargaining unit -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/5531 , vital:20874
- Description: Transnet is facing challenging market realities and a competitive operating environment. Performance management has been emphasised as a critical tool to guide Transnet in maintaining a competitive advantage. Performance management cannot be viewed in isolation from the organisational context and is inextricably linked to the Human Resources strategy, which in turn is aligned with the overall business strategy. Performance management may be defined as a systematic process by which an organisation involves its employees, as individuals and members of groups, in improving organisational effectiveness in the accomplishment of organisational mission and goals. For the purposes of this study, performance management was explored in terms of purpose, key role players, processes, criteria and challenges. The main research problem of this study was to determine the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. The main research problem had three sub-problems which were addressed through the following actions: A literature study was conducted highlighting the importance of an effective performance management system which establishes a foundation for rewarding excellence by aligning individual objectives with organisational mission and objectives. In this way, performance management establishes clear expectations in terms of results, actions and behaviours. Through regular feedback and coaching, performance management provides a mechanism for detecting problems at an early stage and identifies ways in which to take corrective action. Perceptions of performance management are largely centred around fairness, and dependent on a number of issues, including openness, transparency, communication, and equitability, and the establishment of clear parameters of measurement such as whether both skill and effort will be evaluated. This is why it is important to link performance appraisals to employee goals. If mutually negotiated goals, which involve the participation of all stakeholders, are established at the beginning of the performance period and there is on-going feedback to employees about their performance, then performance appraisals may be perceived as objective, fair and reliable. The insights gained from the literature survey were incorporated into a survey questionnaire which was used in the empirical study to investigate the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. This study revealed that most of the respondents were not satisfied with the performance management system within Transnet Engineering, that performance management could be enhanced by using multiple measures more frequently and that greater involvement of subordinates at each step in the performance management process would lead to a greater level of acceptance thereof.
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- Date Issued: 2014
Analysis of the performance management system in the detective service of the Motherwell cluster in Port Elizabeth
- Authors: Saki, Nomachule Theodor
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8876 , http://hdl.handle.net/10948/d1020582
- Description: Performance management was implemented in the public service, including the South African Police Service, in 2001. The aim of implementing performance management in the public service was to improve the performance of all public servants. It was envisaged that the initiative for implementing performance management in the public service would entrench a culture of accountability, leading to improved service delivery. The effective utilisation of performance agreements, as a tool to align individual and organisational performance in the Motherwell Cluster Detective Service, was considered in this research. The contents of the individual detectives’ performance agreements and job descriptions in the Motherwell Cluster were analysed and compared with the contents of the SAPS Detective Service strategic objectives and performance indicators, as reflected in the SAPS Annual Performance Plan for 2012/2013. Interviews were conducted with Detective Service employees in the Motherwell Cluster, to determine whether the employees received training on the implementation of the Performance Enhancement Process, as the SAPS Performance Management and Development System. Research findings revealed that the contents of the respective individual detectives’ performance agreements and job descriptions were not aligned to the contents of the SAPS Detective Service strategic objectives and performance indicators. In areas where alignment was found, such alignment was so minimal that there was no meaningful correlation between an individual detective’s performance and organisational performance. The suggested recommendations are based on the findings of this study, which should be taken seriously if there is a desire to improve service delivery by the Detective Service. Apprehension, conviction, and sentencing of an offender can cause potential offenders to refrain from committing criminal acts for fear of apprehension and punishment.
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- Date Issued: 2014
Evaluating the effectiveness of the performance management and development system in the Eastern Cape Liquor Board
- Authors: Tini, Linda Lindelwa
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8937 , http://hdl.handle.net/10948/d1021216
- Description: Research studies have reported that many organisations implement a performance management and development system. However, it is often not as effective as it is intended. Against this background, the purpose of this study was to evaluate the effectiveness of the performance management and development in the Eastern Cape Liquor Board (ECLB). The study emphasised the importance of an organisational culture that supports management of performance in order for the system to be effective. The study further highlighted that alignment between the performance of individuals and the organisation is critical as all efforts have to focus on the achievement of the organisational vision. The study also emphasised the importance of a process of determining key performance areas that is transparent and involves participation by all employees. The study further argued that the development and rewarding of employees for performance is crucial in ensuring an effective performance management system. The target population for this study consisted of ECLB employees including the district offices. The findings suggested that when the performance management and development system is not implemented in its entirety it cannot be effective. Furthermore, the findings revealed that ECLB implements some of the elements of the system correctly whilst other areas still require more attention.
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- Date Issued: 2014
Implementation of performance management development system in the Provincial Treasury, Province of the Eastern Cape
- Authors: Maseti, Kayakazi Bongiwe
- Date: 2014
- Subjects: Eastern Cape (South Africa) -- Provincial Treasury , Performance -- Management , Employees -- Rating of -- South Africa -- Eastern Cape , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8335 , http://hdl.handle.net/10948/d1020584
- Description: A number of organisations are continuously searching for methods which can be used to improve performance. One such method entails implementing a performance management programme. However, despite a growing body of research that supports the positive impact that effective performance management can have on an organisation’s performance, evidence suggests that organisations in South Africa and elsewhere are not implementing the practices that are recommended by the theory of best practice in Human Resources and performance management (Kock, Roodt & Veldsman, 2002:83). The institutionalisation of performance management in the South African public service after 1994 came as a result of the need to change the legacy of poor performance of the public service (Malefane, 2010:1). This study seeks to examine the effectiveness of the implementation of performance management in the Provincial Treasury, Province of the Eastern Cape (Provincial Treasury). Literature reveals that there is consensus on the view that performance management is a tool that contributes to the effective management of employees in order to yield high organisational performance. Armstrong and Baron (2005 :vii) contend that if performance levels of individuals are raised, better organisational performance levels will follow. According to Dessler, (1997:372) performance management is a systematic approach to managing people, goals, measurement, feedback, and recognition as a way of motivating employees to achieve their full potential in line with the organisation’s objectives. In the South African context, performance management is described in terms of its role and outcome with regard to employee development; hence it is widely referred to by public sector employees as a Performance Management and Development System (PMDS) (Malefane, 2010:7). The Annual Performance Plan (APP) of the Office of the Premier (OTP APP, 2010/11:5) insists that the Eastern Cape Provincial Administration is still plagued with inter alia, a work ethic that is less desirable, weak human capital management culture, poor compliance with policies, lack of accountability and discipline as well as capacity challenges in critical areas which include planning, financial management, monitoring and reporting as well as systematic performance and an inability to respond to identified service delivery challenges. Public sector reforms have been adopted in this province in an attempt to improve performance in order to meet service delivery initiatives. A purposive sampling technique was used to select 30 participants of the Provincial Treasury (employees between salary levels 6 and 8 as well as managers from salary levels 9-13). A qualitative approach was preferred in this study to enhance objectivity which would have vanished if quantitative or experimental strategies were employed. The empirical findings revealed that the employees and the management of this Department perceive that there is no clearly defined purpose of performance management. There is also a feeling that performance management is not useful in identifying under-performers and ineffective in raising the performance of employees. Consequently, it is unable to assist the subordinates to grow. Others felt that performance management is not a developmental tool. It also emerged from the empirical findings of this study that the current rating system does not serve its intended purpose and therefore it should be replaced. Recommendations and suggestions are adopted in this study to address these perceptions.
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- Date Issued: 2014
The relationship between employee engagement and performance in a South African bottling company
- Authors: Sauls, Lucretia
- Date: 2014
- Subjects: Management -- Employee participation , Employees -- Rating of -- South Africa , Performance -- Management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9420 , http://hdl.handle.net/10948/d1021171
- Description: Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.
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- Date Issued: 2014
Developing a performance measurement tool to monitor the performance of a public sector agency : a balanced scorecard approach
- Authors: Lisani, Ncedo
- Date: 2015
- Subjects: South Africa. Economic Development Department , South Africa. Department of Environmental Affairs and Tourism , Performance -- Measurement , Performance -- Management , Public administration -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:848 , http://hdl.handle.net/10962/d1017515
- Description: The world has seen unparalleled pressure put on the public sector to improve the speed and quality of service delivery, whilst simultaneously employing measures to cut the costs. South Africa and the Eastern Cape have not been immune to this as there have been complaints and demonstrations from various national and provincial stakeholders demanding more and improved services. The Department of Economic Development, Environmental Affairs and Tourism (DEDEAT) in particular has employed the services of public entities in its quest to realise government’s socio-economic developmental objectives and ease some of the service delivery pressures. These agencies are unfortunately struggling to deliver and the Department is unable to play the oversight role it is legislatively mandated to carry out. The main reason for this seem to be the lack of the capacity to objectively track and measure the performance of these agencies. As they say “you cannot manage what you cannot measure”. This is despite the fact that there is a shareholders’ compact and many other measures in place to enable performance monitoring. Also, the public sector is known to have inherent and unique performance management challenges like broad and vague objectives which lead to too many measurements, a propensity to focus on the “easy to measure” but often irrelevant indicators at the expense of critical outcomes and a short-term orientation that is usually fuelled by political expediency. Against this background, this study sought to make use of a comprehensive and dynamic performance monitoring framework, namely the Balanced Scorecard (BSC), to explore its potential use in assisting government to monitor the performance of public agencies, in particular the Development Finance Institutions (DFI) in South Africa. The proposed framework helps government to focus on the performance drivers of future value, and what decisions and actions are necessary to achieve critical outcomes. The aim of the study therefore is to develop an adjusted BSC framework to monitor the activities of a public sector agency and thus demonstrate how a BSC framework could be used to monitor a public agency by the government department. The study is evaluative in nature and is divided into three sections. Section one is presented as an Evaluation Report. It sets the scene, discusses briefly the key theoretical concepts, outlines the research methods used and presents the findings followed by a discussion and recommendations. Section two delves into the literature in more detail, providing a more extensive review of the literature that informed the investigation, whilst section three provides a more extensive description of the research methodology employed in the study. To achieve the aims of the study, the research drew from the work of various authors in the field including that of Bigliardi, Dormio and Galati, 2011; Bititci, Garengo, Dörfler, and Nudurupati, 2012; Julyan, 2011; Kaplan and Norton, 1992, 1993, 1996, 2001, 2004 and 2006; Niven, 2003 and 2008 and Northcott and Taulapapa, 2012. Also, five BSC perspectives - including the programme specific “equity” perspective - were used to develop an interview schedule. These were used to formulate the key performance objectives and indicators, based on the stakeholder’s responses. These respondents have experience within the programme as administrators, beneficiaries and funders. The research employed purposive sampling with semi-structured in-depth interviews and document analysis as primary and secondary instruments for data collection. In essence, five officials from the agency, one from DEDEAT and two co-operatives participated in the research. The results indicate a general appreciation of and gravitation towards outcome based measures, even though the government culture of focusing on outputs is still prevalent. The results of the study indicated that, generally, a government - public agency BSC based performance monitoring framework would have the following features: Customer objectives and programme mission as the main goal and this will provides clarity at all levels on who the customers are and what are their primary requirements. Clear, visible and stringent financial controls as the agency is administering public resources. Few carefully selected processes and systems that have a direct and positive impact on the customer objectives. Deliberate and consistent efforts to promote the participation of designated groups in the economy of the country. Comprehensive indicators on capacity building as “mission based-organisations rely heavily on skills, dedication and alignment of staff”. Overall, the study concludes that the make-up of the BSC is beneficial to the public sector and in monitoring the public sector agencies for the following reasons: It helps the agency to focus on customers and their needs. It forces the agency to engage and communicate strategic intention with both internal and external stakeholders and thus synchronize competing stakeholder needs. It forces the agency to limit the number of indicators and therefore select the few value adding measures that are aligned to customer outcomes. Through its cause and effect relationship, the agency is compelled to align all the resources, activities and processes to the main goal of the entity. All these help to minimize the principal agent problem, as the use of the BSC can bring clarity on strategy and expectations, provided it is supported with regular communication.
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- Date Issued: 2015
Improving the performance management system in a selected firm
- Authors: Sonti, Phindile Clinton
- Date: 2015
- Subjects: Performance -- Management , Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8928 , http://hdl.handle.net/10948/d1021172
- Description: The performance management system has become a vital process of retaining skilled employees, helping to improve communication between the employees and management, providing feedback to employees and clear understanding of job expectation. A performance management system assists the firm to identify the ways to improve individual and firm performance and provides the opportunity for discussion about individual career direction and growth within the firm. It provides the opportunity to set employee targets linked to the departmental targets. The performance management system is the catalyst for firms to become globally competitive and be able to meet targets. Over the years the firm has introduced a performance management system to help employees to achieve their targets, which will result in the company meeting its own objectives. The study focused on the factors that affect the performance management system. The objective of the research was to improve the performance management system of the firm. The study was conducted to assess the effect of the following independent variables on the improvement of the performance management system: leadership style, training, organisational culture, reward system and organisational communication. The sample consisted of only the employees of the firm selected for the study. One hundred and fifty (150) questionnaires were distributed, but only seventy-six (76) respondents (response rate = 50.7 percent) participated in the final study. The empirical results revealed that the three independent variables play a very important role in improving a performance management system. These three variables are organisational culture, training, and reward system. Implementing the recommendations that came from these results will go a long way to making sure that the firm will improve its performance management system.
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- Date Issued: 2015
The consideration and improvement of the sustainability performance monitoring framework for South African water boards
- Authors: Thompson, Craig Howard
- Date: 2015
- Subjects: South Africa -- Department of Water Affairs -- Management , Water-supply -- Law and legislation -- South Africa , Performance -- Management , Environmental auditing -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:858 , http://hdl.handle.net/10962/d1018916
- Description: The South African Constitution ensures the right to adequate water, health services and a healthy environment (Government Gazette, 1996: 1251, 1255). Associated legislation and national strategies require that water resources and water services are rendered in a sustainable manner to ensure the rights enshrined in the Constitution are realised (Trialogue, 2010: 34; Government Gazette, 1998(c):11; Department of Water Affairs (DWA), 2003:9). South Africa is the 30th driest country in the world (DWA, 2013: iii), has impounded most of its surface water resources and has utilised 40 percent of the groundwater resource with remaining groundwater water quality uncertain (DWA, 2013:6-7). Despite achieving the basic water and sanitation Millennium Development Goals approximately 2.2 million and 4.5 million households still require access to basic services respectively (DWA, 2013:28-29). South Africa’s ten water boards play a key role in bulk water service provision. They supply 57 percent of the countries domestic water supply (DWA, 2013:19) and are required to provide sustainable water services (Government Gazette, 1997:35). The Department of Water Affairs (Department of Water and Sanitation (DWS) as of June 2014) is mandated to monitor the performance of water boards and monitors of water boards through a Share Holders Compact (SHC) (Government Gazette, 1997: 50). The aim of the research is to achieve the following objectives: 1. Describe best practice for sustainability monitoring frameworks for water services. 2. Outline South Africa’s water services mandatory and voluntary requirements with regards to sustainability monitoring. 3. Evaluate South Africa’s current water services performance monitoring framework for water boards against findings from goals one and two. 4. Develop an improved framework for assessing South African water board’s performance in their compliance and sustainability journey. 5. Demonstrate the improved framework functionality with a sample of water boards audited performance data from the 2012/13 financial year. A qualitative normative theory evaluation research method was utilised to achieve first three objectives of the research. The objectives to first understand current best practice for sustainability monitoring frameworks and the mandatory requirements for water services sustainability monitoring frameworks in South Africa was achieved via an extensive literature review. The evaluation research method was used where South Africa’s current water services monitoring framework for water boards was evaluated for its adequacy to monitor sustainability compared with legislated requirements, national and international best practices (Hall et al, 2004: 55). Data collection for the evaluation research was sourced via documentation analysis. The 2012/13 water board audited annual reports, relevant national water services legislation, national and global water service sustainability monitoring best practices were critically reviewed. The review yielded a “thick description” of sustainability performance monitoring framework requirements that was used to evaluate the SHC (Holliday, 2002: 79). Despite the mandatory participation requirement for successful sustainability performance monitoring being met, the SHC was found to have inadequate aspects. It lacks an outcomes based approach, does not include environmental indicators, does not allow water board sustainability performance comparison and cannot indicate where individual water boards are on their sustainability journey. An improved sustainability performance monitoring framework for South African water boards is therefore proposed. This was developed with the assistance of an expert focus group drawn from multiple disciplines and organizations relevant to water board sustainability (Litosseliti, 2003: 8 and Hall et al, 2004: 51). The functionality of the framework is then demonstrated using 2012/13 audited performance data sourced from the annual reports of Overberg, Amatola, Rand and Umgeni Water boards. The proposed Water Services Sustainability Monitoring Framework (WSSMF) quantifies performance in terms of 10 water utility outcomes that are measured with 88 performance indicators that encompass the financial, social, environmental and governance dimensions of sustainability. The WSSMF demonstrated that the legislated intentions and best practice recommendations can be incorporated into an improved version of the SHC. Further refinement of the WSSMF is required. In depth engagement with DWS and all the water boards would promote the refinement of the indicator set, performance thresholds for indicators and indicator weighting. Further testing through a pilot project initiative would allow the WSSMF to be developed into a robust and adequate sustainability performance monitoring framework for South African water boards (Rametsteiner et al, 2011: 64; Muga and Mihelcic, 2008: 438; McAlphine and Birnie, 2005: 247 and van Leeuwen et al, 2012: 2192).
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- Date Issued: 2015
The influence of organisational culture on a high commitment work system and organisational commitment : the case of a Chinese multinational corporation in South Africa
- Authors: Mabuza, Linda Tengetile
- Date: 2015
- Subjects: Corporate culture -- South Africa , Corporate culture -- Cross-cultural studies , International business enterprises -- South Africa , Investments, Chinese -- South Africa , Organizational commitment -- South Africa , Performance -- Management , Host countries (Business) , Personnel management -- South Africa , South Africa -- Foreign economic relations -- China
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1205 , http://hdl.handle.net/10962/d1017768
- Description: Chinese presence in Africa has been rapidly increasing in the past few years and has been speculated to be mainly due to China seeking Africa’s political alliance and access to Africa’s natural resources and growing consumer markets. The growing presence of Chinese organisations in Africa, however, has not been without its challenges. In particular, Chinese multinational corporations (MNCs) in search of consumer markets in Africa have been cited as facing human resource (HR) challenges which may affect their organisational performance. In this regard, literature on human resource management has already established the important role of organisational culture, HR practices and organisational commitment in enabling organisations to achieve superior organisational performance. Given the fact that there is currently little research knowledge of Chinese presence in Africa at the organisational level, this research aimed to contribute empirical knowledge to the growing body of research in this area. Specifically, the main purpose of this research was to examine how the organisational culture of a Chinese MNC’s South African subsidiary has shaped the nature of its high commitment work system (HCWS) and to assess the consequences thereof on organisational commitment. In alignment with the phenomenological paradigm, the research applied a descriptive and explanatory case study methodology in order to generate rich, qualitative data which was required for in-depth descriptions and to uncover the underlying interactions of the researched phenomena at the subsidiary. The selected case for the research was, therefore, a Chinese MNC operating in the personal computer (PC) industry, which had expanded its operations to South Africa in order to reach Africa’s growing consumer markets. In particular, the South African subsidiary served as a PC sales and distribution organisation for the Chinese MNC. There were about 40 employees at the subsidiary who were all South African employees. Semi-structured, in-depth interviews were conducted with twelve employees from different job functions and across different job levels. Data collection was guided by the theoretical frameworks by Cameron and Freeman (1991) for organisational culture and Xiao and Bjorkman (2006) for the HCWS and organisational commitment. The data collected from interviews was then analysed through a qualitative, content analysis process. The findings of the research thus pointed to the market culture as the dominant organisational culture type at the South African subsidiary of the Chinese MNC; characteristics of the adhocracy and clan cultures were also discovered. The externally oriented market culture was found to be the most relevant for the high performance and market leadership aspirations of the subsidiary. The market culture also appears to be the most appropriate organisational culture that would enable the subsidiary to deal with the competitive nature of the PC industry. Furthermore, it was found that certain cultural values emphasised by the Confucian and Ubuntu value systems could have had a part to play in the formation of the subsidiary’s organisational culture. The market culture was also found to have had the greatest influence in shaping the primarily performance oriented HCWS practices. Of the investigated HR practices at the subsidiary, all were found to be consistent with HCWS practices, with the exception of ownership practices and the performance appraisal system. Finally, although there were generally high levels of organisational commitment reported at the subsidiary, other job and organisational context factors besides the HCWS practices were found to be the major contributors to those feelings of organisational commitment. By investigating the organisational culture, HCWS and organisational commitment of a Chinese MNC in South Africa, this research has added to the body of knowledge concerning the growing presence of Chinese organisations in Africa. Based on the empirical findings of this study, several recommendations have been made in an attempt to assist the Chinese MNC manage the organisational commitment of its South African employees towards superior organisational performance.
- Full Text:
- Date Issued: 2015
Evaluation of the performance assessment system for senior administrative managers in Nelson Mandela Bay Municipality
- Authors: Qupe, Zandisile
- Date: 2015-06
- Subjects: Employees -- Rating of , Performance -- Management , Municipal government
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10353/25655 , vital:64351
- Description: In 2011 the South African Presidency developed Management Performance Assessment and Municipal Assessment as tools to monitor and evaluate the performance of government employees in government departments and municipalities. The Department of Performance Monitoring and Evaluation (DPME) is leading performance assessments of national departments using the tool, Offices of the Premier are undertaking performance assessments of provincial departments, Offices of the Premier and provincial Department of Cooperative Governance (DCOG) will assess municipalities. Management performance assessments contribute to improving service delivery through providing a holistic picture of the quality of management practices within a department or municipality, against common standards. This study evaluated the performance assessment system used in Nelson Mandela Bay Municipality for senior administrative managers. The main objectives of the study were to investigate the Performance Assessment System used in NMBM for the Section 57 employees (i.e. all Senior Managers working on a five-year contract and directly reporting to the Municipal Manager) of the Nelson Mandela Bay Municipality, to determine the extent, if any, the NMBM adheres to its policy objectives pertaining to the application and implementation of its performance management system and to provide recommendations on the possible recourse that can be taken by the NMBM in improving the application of its performance assessment system and performance management system at senior management level. The research methods employed for this study were both qualitative and quantitative. For the qualitative method, data was gathered through interviews, questionnaire and documents from the municipality, for the quantitative method a questionnaire was used and appropriate statistical techniques were used to analyse the gathered data. Emanating from the data analysed, the study found that there is still a lack of understanding of performance assessment in the municipality; the municipality is still faced with a number of challenges when implementing the performance assessment system as well as the performance management system in the municipality and these have affected service delivery in a very negative way. One of the recommendations made by the researcher was that there should be more training and workshops on performance assessment system as well as performance management in the municipality. , Thesis (MPA) -- Faculty of Management and Commerce, 2015
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- Date Issued: 2015-06
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.
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- Date Issued: 2016
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
The impact of performance and reward on employee engagement
- 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.
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- Date Issued: 2018
A change framework for introducing performance management in higher education: a case study
- Authors: Ndung’u, Agnes
- Date: 2019
- Subjects: Performance -- Management , Education, Higher -- Evaluation Organizational change Organizational effectiveness
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/41796 , vital:36590
- Description: The South African Higher Education Act 101 of 1997 provides a legal framework for the management of higher education institutions based on quality assurance and accountability. As such, the Act mandates the introduction of performance management. Performance management is one of the most challenging areas of responsibility in the field of human resources management. The literature, as discussed in this study, reveals that performance management is a complex phenomenon and that the implementation of a performance management system is, for a variety of reasons, not always successful. Failure is mostly attributed to not taking a planned, scientific and collaborative approach to implementation, resulting to lack of buy-in from significant stakeholders. Specifically, the introduction of performance management in the higher education sector presents a unique challenge, as the process requires that stakeholders and especially academics, to shift from a traditional culture of collegiality to one in which accountability is measured by formal criteria. While existing literature does address the management of change in organisations, there is a paucity of literature on managing change with regards to performance management and specifically in the context of higher education. The purpose of this study was to develop and present a comprehensive change framework for introducing performance management in higher education. In order to provide a theoretical basis for the research, existing literature on performance management, change management as well as the higher education context was reviewed, to identify potential barriers to the implementation of performance management. A case study analysis was conducted on the implementation of performance management at a comprehensive university, which included presenting a historical timeline of implementation based on documented evidence, and reporting on open-ended interviews and focus groups conducted with significant stakeholders. The stakeholders included management, Human Resources (HR), academic staff, administrative and support staff, as well as trade union representatives. Key lessons were drawn and fused to develop a change framework for the introduction of performance management in higher education. The framework encapsulates key themes extracted from the literature and empirical study, with regard to readiness for change, planning, implementing and sustaining change, with cognisance of the unique context. The research revealed critical aspects for the successful implementation of performance management communication with and the involvement of stakeholders, the commitment of senior management, training, embedding the change in the organisational culture, and constantly evaluating the progress as a feedback loop for making improvements. The study demonstrates that planning the change process helps to improve the effectiveness of implementing performance management. A process framework for developing and introducing performance management in the context of higher education is created with a focus on how to create ownership through communication and involvement. The proposed framework serves as a valuable resource for researchers and practitioners, especially those involved in higher education.
- Full Text:
- Date Issued: 2019