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.
- Full Text:
- Date Issued: 2015
- 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.
- Full Text:
- Date Issued: 2015
Assessing the implementation of the performance management system in the Malawian civil service : an application of the Burke and Liwin model
- Authors: Gunchi, Humphreys Kalele
- Subjects: Organizational change -- Malawi -- Evaluation , Performance -- Management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9432 , http://hdl.handle.net/10948/d1020363
- Description: The research assessed the implementation of the Performance Management System (PMS) in the Malawian civil service using a change diagnostic model called ‘causal model of organisational performance change’ by Burke and Litwin (1992). The motivation for the research topic comes from a background of the Malawi Government’s goal of improving service delivery to the public. The government launched the performance management system as one of the change interventions that would assist in achieving its service provision goal. For the achievement of the service provision goals, the PMS had to be implemented effectively. Using an integrative approach, the research employed both qualitative and quantitative methods to obtain data that was structured around the organisational elements of the Burke-Litwin model. Using purposive sampling, 195 departments in the Malawian Civil Service formed the population from which the sample was drawn. Of the 195 departments, 69 departments, represented by an officer from each department, participated in the study. Three departments namely; The Office of the President and Cabinet (OPC), The Department of Human Resource Management and Development (DHRMD) and The Civil Service Commission (CSC) were included in the sample in addition to the 69 departments. These three departments were chosen due to their involvement in the formulation and implementation of the Performance Management System (PMS). Information from the three departments was obtained through interviews while questionnaires were administered to the remaining sample subjects. The research found that both the transformational and transactional factors were lacking in supporting the implementation of the PMS in Malawian civil service. Fundamental prerequisites like systems’ compatibility, assessment of enabling culture and amendments of relevant laws were not considered before the implementation of the system. Upon commencement of the implementation process the support from political leaders and donors declined and the evaluation process lacked inclusion of key stakeholders. The current research expands the application of the Burke-Litwin model in assessing the ‘post change intervention’ implementation processes. The findings could possibly provide valuable input in the form of the following recommendations: The government should consider working on the culture of the civil servants, the capacity of the implementing structure of PMS, the evaluation of the PMS and the prerequisites for the programme. The government should consider being inclusive when evaluating PMS and in assessing the performance of employees, and lastly, there is need to fully utilise technology and the functional position of stakeholders like the Civil Service Commission.
- Full Text:
- Authors: Gunchi, Humphreys Kalele
- Subjects: Organizational change -- Malawi -- Evaluation , Performance -- Management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9432 , http://hdl.handle.net/10948/d1020363
- Description: The research assessed the implementation of the Performance Management System (PMS) in the Malawian civil service using a change diagnostic model called ‘causal model of organisational performance change’ by Burke and Litwin (1992). The motivation for the research topic comes from a background of the Malawi Government’s goal of improving service delivery to the public. The government launched the performance management system as one of the change interventions that would assist in achieving its service provision goal. For the achievement of the service provision goals, the PMS had to be implemented effectively. Using an integrative approach, the research employed both qualitative and quantitative methods to obtain data that was structured around the organisational elements of the Burke-Litwin model. Using purposive sampling, 195 departments in the Malawian Civil Service formed the population from which the sample was drawn. Of the 195 departments, 69 departments, represented by an officer from each department, participated in the study. Three departments namely; The Office of the President and Cabinet (OPC), The Department of Human Resource Management and Development (DHRMD) and The Civil Service Commission (CSC) were included in the sample in addition to the 69 departments. These three departments were chosen due to their involvement in the formulation and implementation of the Performance Management System (PMS). Information from the three departments was obtained through interviews while questionnaires were administered to the remaining sample subjects. The research found that both the transformational and transactional factors were lacking in supporting the implementation of the PMS in Malawian civil service. Fundamental prerequisites like systems’ compatibility, assessment of enabling culture and amendments of relevant laws were not considered before the implementation of the system. Upon commencement of the implementation process the support from political leaders and donors declined and the evaluation process lacked inclusion of key stakeholders. The current research expands the application of the Burke-Litwin model in assessing the ‘post change intervention’ implementation processes. The findings could possibly provide valuable input in the form of the following recommendations: The government should consider working on the culture of the civil servants, the capacity of the implementing structure of PMS, the evaluation of the PMS and the prerequisites for the programme. The government should consider being inclusive when evaluating PMS and in assessing the performance of employees, and lastly, there is need to fully utilise technology and the functional position of stakeholders like the Civil Service Commission.
- Full Text:
Assessment of the implementation of performance management system at Mnquma Local municipality of the Eastern Cape Province
- Authors: Mbiko, Khanyiso Livingstone
- Date: 2008-12
- Subjects: Performance -- Management , Personnel management
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/24165 , vital:62439
- Description: The intention of this study was to assess the implementation of performance management system at the Mnquma local municipality. The municipality of Mnquma has in the past been plagued by service delivery challenges and thus the study sought to ascertain whether the challenges could be attributed to the failures of the performance management system within the municipality. It became apparent from the literature review that for any local municipality to play a meaningful role in ensuring that South Africa achieves the goal of becoming a developmental state, capable of confronting service delivery challenges, there needs to be a proper implementation of the performance management system. The study was also aimed at identifying the factors that support or hinder the implementation of the performance management system within the Mnquma local municipality. In order to achieve this objective, scheduled interviews were conducted with various respondents in the municipality. The respondents included the councilors from the four political parties comprising the municipality council, municipal manager and the rest of the Section 57 managers. The key findings that emerged from the data collected, was that the implementation of the performance management system has not been successful. It is also became apparent that there are brewing political tensions that are likely to affect the political stability of the municipality. In addition, it was also evident that there was a minimal or lack of involvement of the local communities in the municipal affairs such as the development of the Municipal Key Performance Indicators. It would therefore be critical important for the management of the Mnquma local municipality to take into account the results of this study and its recommendations so as to ensure that there is a proper implementation of the performance management system within the municipality. , Thesis (MPA) -- Faculty of Management and Commerce, 2008
- Full Text:
- Date Issued: 2008-12
- Authors: Mbiko, Khanyiso Livingstone
- Date: 2008-12
- Subjects: Performance -- Management , Personnel management
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/24165 , vital:62439
- Description: The intention of this study was to assess the implementation of performance management system at the Mnquma local municipality. The municipality of Mnquma has in the past been plagued by service delivery challenges and thus the study sought to ascertain whether the challenges could be attributed to the failures of the performance management system within the municipality. It became apparent from the literature review that for any local municipality to play a meaningful role in ensuring that South Africa achieves the goal of becoming a developmental state, capable of confronting service delivery challenges, there needs to be a proper implementation of the performance management system. The study was also aimed at identifying the factors that support or hinder the implementation of the performance management system within the Mnquma local municipality. In order to achieve this objective, scheduled interviews were conducted with various respondents in the municipality. The respondents included the councilors from the four political parties comprising the municipality council, municipal manager and the rest of the Section 57 managers. The key findings that emerged from the data collected, was that the implementation of the performance management system has not been successful. It is also became apparent that there are brewing political tensions that are likely to affect the political stability of the municipality. In addition, it was also evident that there was a minimal or lack of involvement of the local communities in the municipal affairs such as the development of the Municipal Key Performance Indicators. It would therefore be critical important for the management of the Mnquma local municipality to take into account the results of this study and its recommendations so as to ensure that there is a proper implementation of the performance management system within the municipality. , Thesis (MPA) -- Faculty of Management and Commerce, 2008
- Full Text:
- Date Issued: 2008-12
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.
- Full Text:
- Date Issued: 2014
- 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.
- Full Text:
- Date Issued: 2014
Engaging employees to build a performance culture in Telkom's NCC division
- Authors: Goliath, Elize
- Date: 2007
- Subjects: Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8591 , http://hdl.handle.net/10948/1051 , Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
- Description: Operating as a commercial company since October 1991, Telkom has grown into the largest communications services provider in Africa based on operating revenue and assets. The Group, consisting of the fixed-line company Telkom and a 50 per cent shareholding in mobile operator Vodacom. Telkom has changed its vision to the following: “To be a leading customer and employee centric ICT solutions service provider”. The company has been retrenching staff since 1999 and the staff numbers have reduced significantly from approximately 65 000 people to 25 575 people in 2006. The focus has been on increasing shareholder value and the staff feel that their value has not been recognised. The research paper focused on the extent that employees engaged to build a performance culture in Telkom’s NCC division. The following research methodology was followed: - A literature survey to determine factors or behaviours that will enhance employee engagement in building a performance culture and what Telkom NCC can do to build the workplace that will foster higher levels of employee engagement. - A survey was conducted to determine what the engagement levels of employees are at Telkom NCC, what stops the employees from doing their best and what Telkom NCC division can do to show they care and value their staff as according to their employees by means of a questionnaire. - The findings from the literature study and empirical study would be used to determine to what extent are employees engaged to build a performance culture in Telkom’s NCC division. A self administered questionnaire was used to collect the data required for this research. In conclusion it was said that employee engagement is a partnership between the company and the employees where everyone works together to achieve the business objectives of the company and the personal aspirations of employees. The organization has the responsibility to create the conditions for this to happen (Understanding Employee Engagement, 2004: 2). It was recommended that in order for NCC to enhance their employees attitudes toward the promoters’ team especially in terms of pride, strong attachment, feeling part of the family and motivating employees to do well promoters must concentrate on building relationships with their teams and individual members of the team. Employees must also be given decision making power for implementing the idea. NCC should educate their leaders on the value of recognition and the best way to go about it. In order for employees to grow and be promoted into higher positions, NCC must consider that if positions become available that they first be advertised in the NCC division before it be made available to the rest of the company.
- Full Text:
- Date Issued: 2007
- Authors: Goliath, Elize
- Date: 2007
- Subjects: Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8591 , http://hdl.handle.net/10948/1051 , Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
- Description: Operating as a commercial company since October 1991, Telkom has grown into the largest communications services provider in Africa based on operating revenue and assets. The Group, consisting of the fixed-line company Telkom and a 50 per cent shareholding in mobile operator Vodacom. Telkom has changed its vision to the following: “To be a leading customer and employee centric ICT solutions service provider”. The company has been retrenching staff since 1999 and the staff numbers have reduced significantly from approximately 65 000 people to 25 575 people in 2006. The focus has been on increasing shareholder value and the staff feel that their value has not been recognised. The research paper focused on the extent that employees engaged to build a performance culture in Telkom’s NCC division. The following research methodology was followed: - A literature survey to determine factors or behaviours that will enhance employee engagement in building a performance culture and what Telkom NCC can do to build the workplace that will foster higher levels of employee engagement. - A survey was conducted to determine what the engagement levels of employees are at Telkom NCC, what stops the employees from doing their best and what Telkom NCC division can do to show they care and value their staff as according to their employees by means of a questionnaire. - The findings from the literature study and empirical study would be used to determine to what extent are employees engaged to build a performance culture in Telkom’s NCC division. A self administered questionnaire was used to collect the data required for this research. In conclusion it was said that employee engagement is a partnership between the company and the employees where everyone works together to achieve the business objectives of the company and the personal aspirations of employees. The organization has the responsibility to create the conditions for this to happen (Understanding Employee Engagement, 2004: 2). It was recommended that in order for NCC to enhance their employees attitudes toward the promoters’ team especially in terms of pride, strong attachment, feeling part of the family and motivating employees to do well promoters must concentrate on building relationships with their teams and individual members of the team. Employees must also be given decision making power for implementing the idea. NCC should educate their leaders on the value of recognition and the best way to go about it. In order for employees to grow and be promoted into higher positions, NCC must consider that if positions become available that they first be advertised in the NCC division before it be made available to the rest of the company.
- Full Text:
- Date Issued: 2007
The influence of a performance management programme on the achievement of organisational and individual goals : a case study
- Authors: Van Huyssteen, Hannes
- Date: 2001
- Subjects: Performance -- Management , Goal setting in personnel management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10915 , http://hdl.handle.net/10948/63 , Performance -- Management , Goal setting in personnel management
- Description: Many organisations are continuously searching for methods which can be used to improve performance. One such method is by means of implementing a performance management programme. This research study addresses the influence that a performance management programme has on the achievement of organisational and individual performance. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with organisational and individual goals. Questionnaires, developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific organisation manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of organisational and individual goals at the selected organisation. The final step of this study entailed the formulation of recommendations. Three of these recommendations are regarded as critical to ensure the successful improvement of performance by means of a performance management programme: Firstly, it is of utmost importance that training and development, and the necessary resources to achieve objectives is provided. Secondly, feedback forms an integral part of a performance management programme. Those who provide feedback, need to acquire the necessary skills, so as to ensure that both positive and negative feedback is given to employees, which could ultimately enhance performance. Thirdly, the success of a performance management programme resides with both management and employees. Management need to be committed to the programme, and the well-being of their employees. Management also needs to be able to eliminate problems that negatively influence performance. On the other hand, employees need to realise that a performance management programme is not only linked to pay, but also the development of each individual, and the improvement of performance.
- Full Text:
- Date Issued: 2001
- Authors: Van Huyssteen, Hannes
- Date: 2001
- Subjects: Performance -- Management , Goal setting in personnel management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10915 , http://hdl.handle.net/10948/63 , Performance -- Management , Goal setting in personnel management
- Description: Many organisations are continuously searching for methods which can be used to improve performance. One such method is by means of implementing a performance management programme. This research study addresses the influence that a performance management programme has on the achievement of organisational and individual performance. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with organisational and individual goals. Questionnaires, developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific organisation manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of organisational and individual goals at the selected organisation. The final step of this study entailed the formulation of recommendations. Three of these recommendations are regarded as critical to ensure the successful improvement of performance by means of a performance management programme: Firstly, it is of utmost importance that training and development, and the necessary resources to achieve objectives is provided. Secondly, feedback forms an integral part of a performance management programme. Those who provide feedback, need to acquire the necessary skills, so as to ensure that both positive and negative feedback is given to employees, which could ultimately enhance performance. Thirdly, the success of a performance management programme resides with both management and employees. Management need to be committed to the programme, and the well-being of their employees. Management also needs to be able to eliminate problems that negatively influence performance. On the other hand, employees need to realise that a performance management programme is not only linked to pay, but also the development of each individual, and the improvement of performance.
- Full Text:
- Date Issued: 2001
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
Job performance and the relationship between employee engagement, goal setting, training, job fit and trust
- Authors: Brood, Ayoob
- Date: 2019
- Subjects: Performance -- Management , Job satisfaction -- South Africa Employee motivation -- South Africa Labor productivity -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/37846 , vital:34253
- Description: Every business has a goal of being profitable which relies on employee job performance. To determine the relationship employee engagement, trust, goal setting, job fit and training had on job performance surveys was sent to 8 MTN Branded retail stores within the Eastern Cape to gather data. Each survey once completed would then be dropped off and the MTN head office in Cape Road. Previous work has looked at these independent variables and how they affect job performance separately and not as a whole. Contrary to the literature, goal settings were the only variable that had a significant influence according to the findings of this study. The statistical results of this study revealed that goal settings influenced job performance with a p-value of 0.010 (p<0.05) and had a positive relationship, indicating that the respondent’s goal settings had an influence on their job performance. The mean values indicated that the respondents agreed that the independent variables would affect the performance. Thus, it is highly recommended that management investigates the requirements of implementing strategies of these variables to improve job performance.
- Full Text:
- Date Issued: 2019
- Authors: Brood, Ayoob
- Date: 2019
- Subjects: Performance -- Management , Job satisfaction -- South Africa Employee motivation -- South Africa Labor productivity -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/37846 , vital:34253
- Description: Every business has a goal of being profitable which relies on employee job performance. To determine the relationship employee engagement, trust, goal setting, job fit and training had on job performance surveys was sent to 8 MTN Branded retail stores within the Eastern Cape to gather data. Each survey once completed would then be dropped off and the MTN head office in Cape Road. Previous work has looked at these independent variables and how they affect job performance separately and not as a whole. Contrary to the literature, goal settings were the only variable that had a significant influence according to the findings of this study. The statistical results of this study revealed that goal settings influenced job performance with a p-value of 0.010 (p<0.05) and had a positive relationship, indicating that the respondent’s goal settings had an influence on their job performance. The mean values indicated that the respondents agreed that the independent variables would affect the performance. Thus, it is highly recommended that management investigates the requirements of implementing strategies of these variables to improve job performance.
- Full Text:
- Date Issued: 2019
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.
- Full Text:
- Date Issued: 2015
- 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.
- Full Text:
- Date Issued: 2015
Development of a model of performance indicators required for the effective management of South African Universities and Technikons
- Authors: Hutton, Wendy
- Date: 1999
- Subjects: Universities and colleges -- South Africa -- Management , Performance -- Management , Performance standards , Performance -- Measurement
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10826 , http://hdl.handle.net/10948/16 , Universities and colleges -- South Africa -- Management , Performance -- Management , Performance standards , Performance -- Measurement
- Description: Research has been conducted on performance indicators in higher education institutions in a number of countries. However, in South Africa limited research in this field on a national level is available to the management of South African higher education institutions. The change in funding of these institutions has led to performance measurement becoming essential in order to justify the use of public funds. In order to obtain more relevant information about performance indicators in the South African context, a literature study was conducted to develop a questionnaire to test the concurrence of the importance of performance indicators in South African universities and technikons. The findings of the survey shows a high level of concurrence for the performance indicators identified in the literature study.
- Full Text:
- Date Issued: 1999
- Authors: Hutton, Wendy
- Date: 1999
- Subjects: Universities and colleges -- South Africa -- Management , Performance -- Management , Performance standards , Performance -- Measurement
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10826 , http://hdl.handle.net/10948/16 , Universities and colleges -- South Africa -- Management , Performance -- Management , Performance standards , Performance -- Measurement
- Description: Research has been conducted on performance indicators in higher education institutions in a number of countries. However, in South Africa limited research in this field on a national level is available to the management of South African higher education institutions. The change in funding of these institutions has led to performance measurement becoming essential in order to justify the use of public funds. In order to obtain more relevant information about performance indicators in the South African context, a literature study was conducted to develop a questionnaire to test the concurrence of the importance of performance indicators in South African universities and technikons. The findings of the survey shows a high level of concurrence for the performance indicators identified in the literature study.
- Full Text:
- Date Issued: 1999
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.
- Full Text:
- Date Issued: 2012
- 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.
- Full Text:
- Date Issued: 2012
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.
- Full Text:
- Date Issued: 2013
- 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.
- Full Text:
- Date Issued: 2013
An investigation of the impact of intrinsic motivation and job involvement on employee retention: a case of selected departments within the Eastern Cape Provincial Government
- Authors: Mgedezi, Sipho
- Date: 2012
- Subjects: Intrinsic motivation , Motivation (Psychology) , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Performance -- Management , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11554 , http://hdl.handle.net/10353/d1007094 , Intrinsic motivation , Motivation (Psychology) , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Performance -- Management , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape
- Description: This study investigated the impact of intrinsic motivation and job involvement, with employee retention acting as a mediating variable. As most organisations want to retain their best employees and sustain their organisational performance, this study strives to add to the body of knowledge on motivation, job involvement and employee retention, with specific reference to selected departments within the Eastern Cape Provincial Government in the South African context. Intrinsic motivation and job involvement were used as the independent variables. Employee retention is the dependent variable, which was measured using the cumulative Michigan Organisational Assessment Two-item Questionnaire (Camman, Fichman & Klesh, 1979) and a third assessment item from Landau & Hammer (1986). A quantitative relational design was employed to investigate the degree to which intrinsic motivation and job involvement predict an employee’s intention to quit their job. The data were collected through a self administered questionnaire from a convenience sample of 160 employees within the selected government departments in the study. The empirical results obtained from the data; using the Pearson correlation coefficients, indicated significant relationships between intrinsic motivation, job involvement and employee retention. Evidence was further found that employees’ intrinsic motivation and job involvement influenced the extent of employees’ intention to quit. Furthermore, a multiple regression analysis of the data indicated that intrinsic motivation is the strongest predictor of employee retention, followed by job involvement.
- Full Text:
- Date Issued: 2012
- Authors: Mgedezi, Sipho
- Date: 2012
- Subjects: Intrinsic motivation , Motivation (Psychology) , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Performance -- Management , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11554 , http://hdl.handle.net/10353/d1007094 , Intrinsic motivation , Motivation (Psychology) , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Performance -- Management , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape
- Description: This study investigated the impact of intrinsic motivation and job involvement, with employee retention acting as a mediating variable. As most organisations want to retain their best employees and sustain their organisational performance, this study strives to add to the body of knowledge on motivation, job involvement and employee retention, with specific reference to selected departments within the Eastern Cape Provincial Government in the South African context. Intrinsic motivation and job involvement were used as the independent variables. Employee retention is the dependent variable, which was measured using the cumulative Michigan Organisational Assessment Two-item Questionnaire (Camman, Fichman & Klesh, 1979) and a third assessment item from Landau & Hammer (1986). A quantitative relational design was employed to investigate the degree to which intrinsic motivation and job involvement predict an employee’s intention to quit their job. The data were collected through a self administered questionnaire from a convenience sample of 160 employees within the selected government departments in the study. The empirical results obtained from the data; using the Pearson correlation coefficients, indicated significant relationships between intrinsic motivation, job involvement and employee retention. Evidence was further found that employees’ intrinsic motivation and job involvement influenced the extent of employees’ intention to quit. Furthermore, a multiple regression analysis of the data indicated that intrinsic motivation is the strongest predictor of employee retention, followed by job involvement.
- 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.
- Full Text:
- Date Issued: 2012
- 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.
- Full Text:
- Date Issued: 2012
Impact assessment of Transversal Training Management Agency (TTMA) training in performance improvement of the Eastern Cape provincial department of basic education (2005-2010)
- Nontshokweni, Princess Nombeko
- Authors: Nontshokweni, Princess Nombeko
- Date: 2011
- Subjects: Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11642 , http://hdl.handle.net/10353/d1001251 , Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Description: Training is widely conducted in organizations and is actively encouraged by the recent legislation in South Africa. Millions of Rands are spent building human resource capabilities. Organizations therefore need to know whether this investment in training is bearing fruit in terms of changes in individual performance and overall impact on service delivery. The need to improve Transversal Training Management Agency (TTMA) training programmes and skills development impact to government departments has triggered the survey. Three interdependent themes are explored: training evaluation in `government departments, influence of non-training factors and human dynamics between stakeholders in the training evaluation process. Structured questionnaires, based on best practises in literature were administered to key stakeholders involved in TTMA training programmes. Training managers and the Office of the Premier (OTP) Human Resource Development (HRD) officials were interviewed, while supervisors, trainees and trainers verified the data by post. Data were collected from the Department of Basic Education, Eastern Cape (EC), TTMA trainers and trainees. Findings show that The Department of Basic Education in the EC does not fully follow a system’s approach. Evaluations done during classroom sessions focus mainly on the reaction of participants to training and not on the behaviour change in the workplace. Training participants are not prepared for training; sometimes they do not even know why they attend training. Some trainees go to training just to get certificates that increase their CV’s for promotion purposes or to run away from the stressful work environment and not for individual growth. Recommendations to use a systemic evaluation approach and involvement of trainees in their career development process are made. Further research is recommended on the managing of non-training factors that impede learning transfer.
- Full Text:
- Date Issued: 2011
- Authors: Nontshokweni, Princess Nombeko
- Date: 2011
- Subjects: Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11642 , http://hdl.handle.net/10353/d1001251 , Employees -- Training of -- South Africa -- Eastern Cape , Performance -- Management , Career development -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape
- Description: Training is widely conducted in organizations and is actively encouraged by the recent legislation in South Africa. Millions of Rands are spent building human resource capabilities. Organizations therefore need to know whether this investment in training is bearing fruit in terms of changes in individual performance and overall impact on service delivery. The need to improve Transversal Training Management Agency (TTMA) training programmes and skills development impact to government departments has triggered the survey. Three interdependent themes are explored: training evaluation in `government departments, influence of non-training factors and human dynamics between stakeholders in the training evaluation process. Structured questionnaires, based on best practises in literature were administered to key stakeholders involved in TTMA training programmes. Training managers and the Office of the Premier (OTP) Human Resource Development (HRD) officials were interviewed, while supervisors, trainees and trainers verified the data by post. Data were collected from the Department of Basic Education, Eastern Cape (EC), TTMA trainers and trainees. Findings show that The Department of Basic Education in the EC does not fully follow a system’s approach. Evaluations done during classroom sessions focus mainly on the reaction of participants to training and not on the behaviour change in the workplace. Training participants are not prepared for training; sometimes they do not even know why they attend training. Some trainees go to training just to get certificates that increase their CV’s for promotion purposes or to run away from the stressful work environment and not for individual growth. Recommendations to use a systemic evaluation approach and involvement of trainees in their career development process are made. Further research is recommended on the managing of non-training factors that impede learning transfer.
- Full Text:
- Date Issued: 2011
Effective and efficient performance management in local government, with reference to the Cacadu District Municipality
- Authors: Asmah-Andoh, Kwame
- Date: 2012
- Subjects: Performance -- Management , Performance standards -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8161 , http://hdl.handle.net/10948/1633 , Performance -- Management , Performance standards -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa
- Description: This study examined the existing levels of effectiveness and efficiency in local government with the application of performance management systems in the provision of municipal services. The provision of district-wide water services in Cacadu District Municipality in the Province of the Eastern Cape, South Africa is used for particular reference. Local government reforms after 1994 led to the creation of the district municipality (which groups together a number of local municipalities) to drive district-wide services provision, the introduction of systematic services provision standards and performance management as part of management reforms in municipalities. The problem for the research deals with how the Cacadu District Council and the councils of the local municipalities within the district are collaborating in using performance management systems, what effects this could have on programmes and services provision and how communication of performance information would improve service provision. Conceptual and practical difficulties encountered in effective and efficient utilisation and some obstacles that contribute to impeding progress in the use of performance management systems in municipalities were analysed. The qualitative research included a review of documents from the public administration and management literature; discourse analysis of interviews with municipal councilors and appointed officials, community members and provincial managers. The document review included a review of municipal documents that incorporated performance management or described development and use of performance management systems. It also included the legal frameworks and statutory requirements for municipal government and administration. All the responding municipal councils within the Cacadu District Municipality reported using performance management over the past five years yet little empirical evidence explains usage for district-wide programmes and services provision. Research shows that a comprehensive performance management approach to programmes and services has a more effective and efficient impact on service improvement than utilisation of personnnel appraisal (Ammons and Rivenbark, 2005). Despite the expected benefits, personnel performance appraisal is often flawed and the need exists in the district municipal model to develop and utilise performance management systems that validly assess the work performance of personnel (Hindo, 2010). Performance management system utilisation in decision making management is more related to the long-term benefits of effectiveness and efficiency than personnel appraisal for performance rewards and reporting. To overcome and address a situation of managing performance without a performance management system the study proposes a programme performance measurement and management system which incorporates information on management inputs, programme-specific data and citizens' feedback for outcomes and impact of the service. The suggested design for district-wide and specific municipal services provision elicit and provide relevant and appropriate performance information for management, decision-making and accountability to community. The effectiveness of the proposed system is to provide information for decision-making, long-term planning, strategic management and accountability reporting. The proposal is built on the exisiting method and thus efficient in the utilisation of resources. This has implications both for the theory of Public Administration and Management and the practical application of performamce management in public institutions. The study explicity provides a Public Administration perspective on management in a multi-municipal district context with different authorities. The study contributes to the theory of administrative policy and management context of the municipality with special attention to functions for which different authorities are responsible and the role of a performance system for better insught into managing overlapping authority, gaps and duplications. A central purpose of public management research is to theorise and influence practice. The practical utilisation of the proposed method is intended to assist managers and politicians with better understanding of a sustainable performance management system.
- Full Text:
- Date Issued: 2012
- Authors: Asmah-Andoh, Kwame
- Date: 2012
- Subjects: Performance -- Management , Performance standards -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8161 , http://hdl.handle.net/10948/1633 , Performance -- Management , Performance standards -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa
- Description: This study examined the existing levels of effectiveness and efficiency in local government with the application of performance management systems in the provision of municipal services. The provision of district-wide water services in Cacadu District Municipality in the Province of the Eastern Cape, South Africa is used for particular reference. Local government reforms after 1994 led to the creation of the district municipality (which groups together a number of local municipalities) to drive district-wide services provision, the introduction of systematic services provision standards and performance management as part of management reforms in municipalities. The problem for the research deals with how the Cacadu District Council and the councils of the local municipalities within the district are collaborating in using performance management systems, what effects this could have on programmes and services provision and how communication of performance information would improve service provision. Conceptual and practical difficulties encountered in effective and efficient utilisation and some obstacles that contribute to impeding progress in the use of performance management systems in municipalities were analysed. The qualitative research included a review of documents from the public administration and management literature; discourse analysis of interviews with municipal councilors and appointed officials, community members and provincial managers. The document review included a review of municipal documents that incorporated performance management or described development and use of performance management systems. It also included the legal frameworks and statutory requirements for municipal government and administration. All the responding municipal councils within the Cacadu District Municipality reported using performance management over the past five years yet little empirical evidence explains usage for district-wide programmes and services provision. Research shows that a comprehensive performance management approach to programmes and services has a more effective and efficient impact on service improvement than utilisation of personnnel appraisal (Ammons and Rivenbark, 2005). Despite the expected benefits, personnel performance appraisal is often flawed and the need exists in the district municipal model to develop and utilise performance management systems that validly assess the work performance of personnel (Hindo, 2010). Performance management system utilisation in decision making management is more related to the long-term benefits of effectiveness and efficiency than personnel appraisal for performance rewards and reporting. To overcome and address a situation of managing performance without a performance management system the study proposes a programme performance measurement and management system which incorporates information on management inputs, programme-specific data and citizens' feedback for outcomes and impact of the service. The suggested design for district-wide and specific municipal services provision elicit and provide relevant and appropriate performance information for management, decision-making and accountability to community. The effectiveness of the proposed system is to provide information for decision-making, long-term planning, strategic management and accountability reporting. The proposal is built on the exisiting method and thus efficient in the utilisation of resources. This has implications both for the theory of Public Administration and Management and the practical application of performamce management in public institutions. The study explicity provides a Public Administration perspective on management in a multi-municipal district context with different authorities. The study contributes to the theory of administrative policy and management context of the municipality with special attention to functions for which different authorities are responsible and the role of a performance system for better insught into managing overlapping authority, gaps and duplications. A central purpose of public management research is to theorise and influence practice. The practical utilisation of the proposed method is intended to assist managers and politicians with better understanding of a sustainable performance management system.
- Full Text:
- 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.
- Full Text:
- Date Issued: 2013
- 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.
- Full Text:
- Date Issued: 2013
A critical analysis of performance management within the manufacturing division at Continental Tyre South Africa
- Authors: Dowling, Jurgen
- Date: 2007
- Subjects: Performance -- Management , Continental Tyre South Africa (Firm)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8556 , http://hdl.handle.net/10948/497 , Performance -- Management , Continental Tyre South Africa (Firm)
- Description: Many companies have performance management systems that incorporate financial and non-financial measurements. All organisations have financial and non-financial measures. However, many use their non-financial measures for local improvements at their front-line and customer-facing operations. Performance management is a shared process between managers and the individuals and teams they manage. It is based on the agreement of objectives, knowledge, skill and competence requirements and work and development plans. The Balanced Scorecard includes financial measures that reflect the results of actions already taken, complementing the financial measures with operational measures on customer satisfaction, internal processes, and the organisations innovative and improvement activities. The Balanced Scorecard combines both quantitative and qualitative measures, acknowledge the expectations of different stakeholders and relate an assessment of performance to choice of strategy. The objective of this study was to assess current performance management that is applied within the manufacturing division at Continental Tyre South Africa. To achieve this objective, a comprehensive literature study was performed on performance management and The Balanced Scorecard. A questionnaire was designed based on the guidelines in the literature study in order to establish the extent to which Continental Tyre South Africa manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to 120 potential respondents via electronic mail and physically. Seventy seven completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, iii running on the Windows XP suite of computer packages. The opinions of the various respondents were compared with the guidelines provided in the literature survey in order to identify shortcomings of performance management and the achievement of individual and departmental objectives within the manufacturing division at Continental Tyre South Africa. The following main recommendations were made: Continental Tyre South Africa should continue with the sharing of its strategic objectives with management and staff, and must ensure that these objectives are also shared all the way down to the shop floor; It is imperative that management and staff mutually agree on performance objectives for the individuals; Senior management must measure management and staff on how well they performance manage their direct reports and develop people where performance short-comings exist; It is imperative that management and staff undergo performance management training; Management must ensure that there current performance management system incorporates a method to distinguish between top and poor performers; and, It is advisable that senior management consider a mechanism that rewards top performers.
- Full Text:
- Date Issued: 2007
- Authors: Dowling, Jurgen
- Date: 2007
- Subjects: Performance -- Management , Continental Tyre South Africa (Firm)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8556 , http://hdl.handle.net/10948/497 , Performance -- Management , Continental Tyre South Africa (Firm)
- Description: Many companies have performance management systems that incorporate financial and non-financial measurements. All organisations have financial and non-financial measures. However, many use their non-financial measures for local improvements at their front-line and customer-facing operations. Performance management is a shared process between managers and the individuals and teams they manage. It is based on the agreement of objectives, knowledge, skill and competence requirements and work and development plans. The Balanced Scorecard includes financial measures that reflect the results of actions already taken, complementing the financial measures with operational measures on customer satisfaction, internal processes, and the organisations innovative and improvement activities. The Balanced Scorecard combines both quantitative and qualitative measures, acknowledge the expectations of different stakeholders and relate an assessment of performance to choice of strategy. The objective of this study was to assess current performance management that is applied within the manufacturing division at Continental Tyre South Africa. To achieve this objective, a comprehensive literature study was performed on performance management and The Balanced Scorecard. A questionnaire was designed based on the guidelines in the literature study in order to establish the extent to which Continental Tyre South Africa manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to 120 potential respondents via electronic mail and physically. Seventy seven completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, iii running on the Windows XP suite of computer packages. The opinions of the various respondents were compared with the guidelines provided in the literature survey in order to identify shortcomings of performance management and the achievement of individual and departmental objectives within the manufacturing division at Continental Tyre South Africa. The following main recommendations were made: Continental Tyre South Africa should continue with the sharing of its strategic objectives with management and staff, and must ensure that these objectives are also shared all the way down to the shop floor; It is imperative that management and staff mutually agree on performance objectives for the individuals; Senior management must measure management and staff on how well they performance manage their direct reports and develop people where performance short-comings exist; It is imperative that management and staff undergo performance management training; Management must ensure that there current performance management system incorporates a method to distinguish between top and poor performers; and, It is advisable that senior management consider a mechanism that rewards top performers.
- Full Text:
- Date Issued: 2007
A review of the performance management system in municipalities: a case Study of Mnquma Local Municipality
- Yalezo, Yanga https://orcid.org/0000-0003-1663-6559
- Authors: Yalezo, Yanga https://orcid.org/0000-0003-1663-6559
- Date: 2022-05
- Subjects: Performance -- Management , Performance standards , Job evaluation
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/26885 , vital:66039
- Description: Mnquma Local Municipality is a category B municipality situated in Butterworth in the Eastern Cape with the population of 250 000. Mnquma Local Municipality has a mandate of ensuring that quality services are delivered to its counterparts. Mnquma Local Municipality has a performance management system in place used as a tool to fulfil the mandate. Performance management system is a system that is meant to ensure that the goals and objectives of organisations are achieved. PMS is used worldwide by both the private and public sectors. PMS was first used by the private sector to maximise profits and to minimise poor performance. The public sector also decided to introduce PMS in order to improve the quality-of-service delivery to the public. As such, PMS is a tool that is used to monitor, review, evaluate and assess performance of individual employees. PMS in the public sector especially in the local sphere of government is very important because municipalities are closest to the citizens and are at the core of service delivery. This study sought to investigate how PMS at Mnquma Local Municipality in the Eastern Cape Province was utilised. The study utilised qualitative data collection and analysis techniques. Fourteen respondents were interviewed in order to get a better understanding of PMS at Mnquma Local Municipality. Data was analysed using thematic content analysis. The theoretical framework used in this study is goal-setting theory and control theory of performance management system The key findings of the study were: the respondents regarded PMS as “tool” utilised to carry-out work in the municipality. Respondents believe that somehow all the employees are subjected to PMS one way or another whether knowingly or not. Municipality should offer employees performance bonuses to motivate them to achieve goals and objectives of the municipality. The recommendations are: the municipality should cascade the PMS to the lower-level employee of the municipality. The municipality should offer bonuses to the employees to elevate the performance of individual employees and to ensure that the goals and objects are achieved. , Thesis (MPA) -- Faculty of Management and Commerce, 2022
- Full Text:
- Date Issued: 2022-05
- Authors: Yalezo, Yanga https://orcid.org/0000-0003-1663-6559
- Date: 2022-05
- Subjects: Performance -- Management , Performance standards , Job evaluation
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/26885 , vital:66039
- Description: Mnquma Local Municipality is a category B municipality situated in Butterworth in the Eastern Cape with the population of 250 000. Mnquma Local Municipality has a mandate of ensuring that quality services are delivered to its counterparts. Mnquma Local Municipality has a performance management system in place used as a tool to fulfil the mandate. Performance management system is a system that is meant to ensure that the goals and objectives of organisations are achieved. PMS is used worldwide by both the private and public sectors. PMS was first used by the private sector to maximise profits and to minimise poor performance. The public sector also decided to introduce PMS in order to improve the quality-of-service delivery to the public. As such, PMS is a tool that is used to monitor, review, evaluate and assess performance of individual employees. PMS in the public sector especially in the local sphere of government is very important because municipalities are closest to the citizens and are at the core of service delivery. This study sought to investigate how PMS at Mnquma Local Municipality in the Eastern Cape Province was utilised. The study utilised qualitative data collection and analysis techniques. Fourteen respondents were interviewed in order to get a better understanding of PMS at Mnquma Local Municipality. Data was analysed using thematic content analysis. The theoretical framework used in this study is goal-setting theory and control theory of performance management system The key findings of the study were: the respondents regarded PMS as “tool” utilised to carry-out work in the municipality. Respondents believe that somehow all the employees are subjected to PMS one way or another whether knowingly or not. Municipality should offer employees performance bonuses to motivate them to achieve goals and objectives of the municipality. The recommendations are: the municipality should cascade the PMS to the lower-level employee of the municipality. The municipality should offer bonuses to the employees to elevate the performance of individual employees and to ensure that the goals and objects are achieved. , Thesis (MPA) -- Faculty of Management and Commerce, 2022
- Full Text:
- Date Issued: 2022-05
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.
- Full Text:
- Date Issued: 2006
- 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.
- Full Text:
- Date Issued: 2006