A critical evaluation of the management and implementation of performance management and development system: a case study in the Department of Local Government and Traditional Affairs; Bhisho, Eastern Cape
- Authors: Mzileni, Nompumezo
- Date: 2012
- Subjects: Performance -- Management , Strategic planning -- South Africa -- Eastern Cape , Performance awards -- South Africa -- Eastern Cape , Employees -- Training of -- South Africa -- Eastern Cape , Employees -- In-service training -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11666 , http://hdl.handle.net/10353/d1007109 , Performance -- Management , Strategic planning -- South Africa -- Eastern Cape , Performance awards -- South Africa -- Eastern Cape , Employees -- Training of -- South Africa -- Eastern Cape , Employees -- In-service training -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape
- Description: Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct a critical evaluation on the management and implementation of Performance management and development System in the Department of Local Government and Traditional Affairs. Despite the importance of performance management, most organisations find it difficult to implement, manage and sustain performance management systems and processes effectively. It is therefore crucial to ensure adequate planning, evaluation and training is done that will support a sustainable process. Given the strategic role played by the SMS, especially the management of Performance Agreements in the realization of government programmes, it is important that departmental officials make efforts to ensure compliance with its provisions. This study has shown that officials have not been accurate enough in their implementation of the PMDS. The study reveals that there is no staff development programme in place that would help develop staff members to grow in the different fields of their jobs. This is a sound reason why staff responded that they are not happy with the current system. It would appear that management does not devote a great deal of time to staff development. The focus of the PMDS needs to be changed from an output-focused system to a management development system, where there is an increased focus on the development of competencies, compared to the current focus on rewarding only output.
- Full Text:
- Date Issued: 2012
- Authors: Mzileni, Nompumezo
- Date: 2012
- Subjects: Performance -- Management , Strategic planning -- South Africa -- Eastern Cape , Performance awards -- South Africa -- Eastern Cape , Employees -- Training of -- South Africa -- Eastern Cape , Employees -- In-service training -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11666 , http://hdl.handle.net/10353/d1007109 , Performance -- Management , Strategic planning -- South Africa -- Eastern Cape , Performance awards -- South Africa -- Eastern Cape , Employees -- Training of -- South Africa -- Eastern Cape , Employees -- In-service training -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape
- Description: Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct a critical evaluation on the management and implementation of Performance management and development System in the Department of Local Government and Traditional Affairs. Despite the importance of performance management, most organisations find it difficult to implement, manage and sustain performance management systems and processes effectively. It is therefore crucial to ensure adequate planning, evaluation and training is done that will support a sustainable process. Given the strategic role played by the SMS, especially the management of Performance Agreements in the realization of government programmes, it is important that departmental officials make efforts to ensure compliance with its provisions. This study has shown that officials have not been accurate enough in their implementation of the PMDS. The study reveals that there is no staff development programme in place that would help develop staff members to grow in the different fields of their jobs. This is a sound reason why staff responded that they are not happy with the current system. It would appear that management does not devote a great deal of time to staff development. The focus of the PMDS needs to be changed from an output-focused system to a management development system, where there is an increased focus on the development of competencies, compared to the current focus on rewarding only output.
- Full Text:
- Date Issued: 2012
An evaluation of integrated development planning in Joe Gqabi District Municipality in the Province of the Eastern Cape
- Authors: Danyela, Mawethu Sidwell
- Date: 2011
- Subjects: Economic development projects -- South Africa -- Eastern Cape -- Evaluation , Economic development projects -- South Africa -- Eastern Cape -- Management , Economic development projects -- South Africa -- Eastern Cape -- Planning , Strategic planning -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape -- Management
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8173 , http://hdl.handle.net/10948/1626 , Economic development projects -- South Africa -- Eastern Cape -- Evaluation , Economic development projects -- South Africa -- Eastern Cape -- Management , Economic development projects -- South Africa -- Eastern Cape -- Planning , Strategic planning -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape -- Management
- Description: The aim of the study was to evaluate the effectiveness of the Integrated Development Plan of Joe Gqabi District Municipality. The research instruments used in the study included the interview schedule and the questionnaire for both focus group and individual research participants. Research participants included the Community Development Workers (CDW's), Municipal officials, organised community structures, community representatives, ward councillors and ward committees, and interviews with representative groups. The research has revealed that there was non-involvement of the private sector and other social partners in the planning of the municipal programmes. There was also no practical integrated planning among the Local, Provincial and National spheres of government, as well as, a lack of alignment between the Integrated Development Plan, budget and Service Delivery and Implementation Plan. In conclusion, the IDP process needed to be as inclusive as possible to cater for the needs of all the communities and speed up service delivery.
- Full Text:
- Date Issued: 2011
- Authors: Danyela, Mawethu Sidwell
- Date: 2011
- Subjects: Economic development projects -- South Africa -- Eastern Cape -- Evaluation , Economic development projects -- South Africa -- Eastern Cape -- Management , Economic development projects -- South Africa -- Eastern Cape -- Planning , Strategic planning -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape -- Management
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8173 , http://hdl.handle.net/10948/1626 , Economic development projects -- South Africa -- Eastern Cape -- Evaluation , Economic development projects -- South Africa -- Eastern Cape -- Management , Economic development projects -- South Africa -- Eastern Cape -- Planning , Strategic planning -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape -- Management
- Description: The aim of the study was to evaluate the effectiveness of the Integrated Development Plan of Joe Gqabi District Municipality. The research instruments used in the study included the interview schedule and the questionnaire for both focus group and individual research participants. Research participants included the Community Development Workers (CDW's), Municipal officials, organised community structures, community representatives, ward councillors and ward committees, and interviews with representative groups. The research has revealed that there was non-involvement of the private sector and other social partners in the planning of the municipal programmes. There was also no practical integrated planning among the Local, Provincial and National spheres of government, as well as, a lack of alignment between the Integrated Development Plan, budget and Service Delivery and Implementation Plan. In conclusion, the IDP process needed to be as inclusive as possible to cater for the needs of all the communities and speed up service delivery.
- Full Text:
- Date Issued: 2011
The human resource alignment with the strategic plan 2006-2011 in the Eastern Cape Chris Hani District Municipality with specific reference to the Emalahleni Local Municipality
- Authors: Nyukwana, Nomveliso
- Date: 2009
- Subjects: Strategic planning -- South Africa -- Eastern Cape , Personnel management -- South Africa -- Eastern Cape , Manpower policy -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11641 , http://hdl.handle.net/10353/d1001250 , Strategic planning -- South Africa -- Eastern Cape , Personnel management -- South Africa -- Eastern Cape , Manpower policy -- South Africa -- Eastern Cape
- Description: The aim of this study was to investigate the alignment of human resources with the strategic plan at Emalahleni Local Municipality in Chris Hani District Municipality, Eastern Cape. The alignment of the human resources plan with the strategic plan is the requirement for inclusive integrated planning legislated in local government acts. The research in this area does not investigate the alignment of the human resources plan with the strategic plan especially in Eastern Cape local government. Integrated planning which is inclusive of human resource development and performance management is a legal requirement legislated in the Local Government Municipal Systems Act no. 32 of 2000. From the literature review it was evident that it is essential for organisations to have a clear vision and measurable specific attainable time-bound objectives which could transpire into measurable performance standards. For achievement of the strategic objectives human resource planning of the organisation has to be informed by the objectives of the organisation so that there can be a relationship between the employees and the business in which they are employed. The literature raised the importance of the involvement of the human resource manager and employees in general in the development of human resource strategy and strategy planning in the organisation and the performance of the organisation. A combination of the qualitative and quantitative approaches was used to achieve the objectives of evaluation research used as the research design in the study. A document study, interviews, and questionnaires were used to investigate the alignment studied. The participants were employees ranging from managers to lowest-level employees. The main patterns that emerged from collected data were the lack of clear strategic objectives, lack of alignment of the strategic plan and human resources, the lack of human resource strategy and development, and performance management systems. Emalahleni Local Municipality was then advised to review and reconceptualise its strategy plan to contain objectives which were clear, specific and measurable, and strategic objectives to include a human resource strategy for human resource alignment with the strategic plan. Such alignment could lead to integrated planning which could be measured to evaluate failure or success in the achievement of the strategic objectives.
- Full Text:
- Date Issued: 2009
- Authors: Nyukwana, Nomveliso
- Date: 2009
- Subjects: Strategic planning -- South Africa -- Eastern Cape , Personnel management -- South Africa -- Eastern Cape , Manpower policy -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:11641 , http://hdl.handle.net/10353/d1001250 , Strategic planning -- South Africa -- Eastern Cape , Personnel management -- South Africa -- Eastern Cape , Manpower policy -- South Africa -- Eastern Cape
- Description: The aim of this study was to investigate the alignment of human resources with the strategic plan at Emalahleni Local Municipality in Chris Hani District Municipality, Eastern Cape. The alignment of the human resources plan with the strategic plan is the requirement for inclusive integrated planning legislated in local government acts. The research in this area does not investigate the alignment of the human resources plan with the strategic plan especially in Eastern Cape local government. Integrated planning which is inclusive of human resource development and performance management is a legal requirement legislated in the Local Government Municipal Systems Act no. 32 of 2000. From the literature review it was evident that it is essential for organisations to have a clear vision and measurable specific attainable time-bound objectives which could transpire into measurable performance standards. For achievement of the strategic objectives human resource planning of the organisation has to be informed by the objectives of the organisation so that there can be a relationship between the employees and the business in which they are employed. The literature raised the importance of the involvement of the human resource manager and employees in general in the development of human resource strategy and strategy planning in the organisation and the performance of the organisation. A combination of the qualitative and quantitative approaches was used to achieve the objectives of evaluation research used as the research design in the study. A document study, interviews, and questionnaires were used to investigate the alignment studied. The participants were employees ranging from managers to lowest-level employees. The main patterns that emerged from collected data were the lack of clear strategic objectives, lack of alignment of the strategic plan and human resources, the lack of human resource strategy and development, and performance management systems. Emalahleni Local Municipality was then advised to review and reconceptualise its strategy plan to contain objectives which were clear, specific and measurable, and strategic objectives to include a human resource strategy for human resource alignment with the strategic plan. Such alignment could lead to integrated planning which could be measured to evaluate failure or success in the achievement of the strategic objectives.
- Full Text:
- Date Issued: 2009
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