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
Factors affecting a performance management system at South African Airways
- Authors: Qabaka, Brenda
- Date: 2012
- Subjects: South African Airways , Performance standards -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/8360 , vital:26349
- Description: Many organisations are continuously searching for methods which can be used to improve performance. The balanced scorecard is a management system that enables organisations to clarify their vision and strategy and translate them into action. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve centre of an enterprise. A prerequisite for implementing a balanced scorecard is a clear understanding of the organisations vision and strategy. The basis for the vision and the strategy should be the holistic view and the information management receives during systematic strategy work. The research study addresses the integration of South African Airways (SAA) strategy with the performance management system. A comprehensive literature study was performed on performance management and the balanced scorecard. Questionnaires, developed from the literature study, were distributed amongst randomly selected respondents, in order to establish the extent to which South African Airways manages performance. The opinions of the various respondents were compared with the guidelines provided by the literature study in order to identify the best approach of performance measurement to be implemented at South African Airways. The final step of this study entailed the formulation of recommendations. These recommendations are regarded as critical to ensure the successful implementation of a performance management system at South African Airways. The following main recommendations were made: Although the empirical study revealed that South African Airways shares its strategic objectives with its management, it is highly recommended that a balanced scorecard should be used as a measuring approach for performance at South African Airways; Before any organisation can start implementing a balanced scorecard it needs a clear understanding of its vision and strategy. It is the management’s responsibility to define a vision, formulate a strategy and set strategic goals regardless of a balanced scorecard being implemented; The implementation of a balanced scorecard should always be organised as a separate project. Several different procedures describing the building process of a balanced scorecard have been presented. The research shows that, to increase the chance of a successful scorecard implementation, regular feedback must be provided to all employees and managers must hold people accountable for using the system.
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- Date Issued: 2012
The role of performance management in the motivation of employees : a case study
- Authors: Zwane, Themba Lambert
- Date: 2009
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa , Employee motivation -- South Africa , Performance standards -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8595 , http://hdl.handle.net/10948/1090 , Performance -- Management , Employees -- Rating of -- South Africa , Employee motivation -- South Africa , Performance standards -- South Africa
- Description: After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research To a case study of the Role of Performance Management in The Motivation of Employees in an organization. Important insight was gained into the relative importance of the performance management practices to promote desired employee outcomes. In view thereof that a discussion of performance in organizations is incomplete without reference to the construct of organizational culture, this study also provided propositions to prompt further research on the role of performance management in reinforcing a high performance organizational culture. Insightful conclusions were drawn from the results obtained and recommendations are made for future research.
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- Date Issued: 2009