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
A critical evaluation of the performance management system used by Nampak Research and Development
- Authors: Solomons, Neville
- Date: 2006
- Subjects: Performance -- Management , Package goods industry -- South Africa , Organizational effectiveness -- Evaluation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8753 , http://hdl.handle.net/10948/610 , Performance -- Management , Package goods industry -- South Africa , Organizational effectiveness -- Evaluation
- Description: Introduction: Performance management is an important driver in most companies today. Companies regard this as the tool to ensure that the people working for them will deliver as per the agreed contract and objectives which were set mutually. This study will reveal the importance of a well managed performance management system and what benefits one will derive from it. Intent: The purpose of this research project is to conduct a critical analysis of the performance management system used by Nampak Research and Development. They have been using a system since 2001 to the present without any changes to the system. The study focused on key areas to ascertain the level of change in the above respect that needs to take place. The study addressed (a) the understanding of performance management, (b) the management attitude towards performance management, (c) staff development, (d) the mentoring system, and (e) the performance appraisal method used. Findings: the main findings were that: (a) loss of management skill due to retirement, (b) staff has a negative attitude towards the performance management system, (c) staff does not trust the system, (d) management is the only group that is positive about the system, (e) there are no staff development strategies and no staff development, (f) ineffective mentoring system, (g) no mentor and mentee relationship, and (h) the performance appraisal method raised concerns in terms of departments not being consistent with the rating scores. Conclusion: the researcher has recommended what needs to be put in place to help the system work. Due to the complexity of the system, the researcher then recommended that a specialist in the field of performance management be approached to resolve the situation.
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- Date Issued: 2006