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