An assessment of the impact of local economic development on urban poverty alleviation: a case of the Buffalo City Metropolitan Municipality
- Authors: Mbeba, Roland D
- Date: 2011
- Subjects: Poverty -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape , Poverty -- Government policy -- South Africa -- Eastern Cape , Poor -- Services for -- South Africa -- Eastern Cape , Sustainable development -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , M Soc Sc (Dev)
- Identifier: vital:11424 , http://hdl.handle.net/10353/548 , Poverty -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape , Poverty -- Government policy -- South Africa -- Eastern Cape , Poor -- Services for -- South Africa -- Eastern Cape , Sustainable development -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape
- Description: Local Economic Development has in recent years, gained wide spread acceptance, as a locality-based response to economic challenges. It is now firmly on the agenda of many national and local government and key international agencies. Adopting a desk study approach, reviewing extensive literature on LED, the study sought to establish the impact of LED strategy employed by Buffalo City Municipality, and assess the extent to which it has alleviated poverty. The study shows that the Buffalo City Metropolitan Municipality (BCMM) LED strategy has limited impact on poverty alleviation due to a myriad of factors, which reinforce and interact with each other thereby limiting development and trapping residents in poverty. The thesis argues that there is significant room for a paradigm shift from predominantly pro-growth to pro-poor LED, and the need to adopt a comprehensive LED strategy that seeks to include of both pro-growth and pro-poor strategies. Both cannot operate without the other in the bid to promote development in Buffalo City, mainly with Agriculture, Tourism, and SMME having significant potential to bring about local economic development. Moreover, the promotion of Private-Public Partnerships play an integral role in the socio-economic development of Buffalo City, and more so the participation of local people is even more fundamental, which will give them the opportunity to take charge of their own development. Therefore, the study suggests a new LED agenda, which is pro-poor, holistic, and moves away from ‘piecemeal’ project based LED activities, and adopts comprehensive economic programmes so that LED has significant impact on poverty alleviation.
- Full Text:
- Authors: Mbeba, Roland D
- Date: 2011
- Subjects: Poverty -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape , Poverty -- Government policy -- South Africa -- Eastern Cape , Poor -- Services for -- South Africa -- Eastern Cape , Sustainable development -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , M Soc Sc (Dev)
- Identifier: vital:11424 , http://hdl.handle.net/10353/548 , Poverty -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape , Poverty -- Government policy -- South Africa -- Eastern Cape , Poor -- Services for -- South Africa -- Eastern Cape , Sustainable development -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape
- Description: Local Economic Development has in recent years, gained wide spread acceptance, as a locality-based response to economic challenges. It is now firmly on the agenda of many national and local government and key international agencies. Adopting a desk study approach, reviewing extensive literature on LED, the study sought to establish the impact of LED strategy employed by Buffalo City Municipality, and assess the extent to which it has alleviated poverty. The study shows that the Buffalo City Metropolitan Municipality (BCMM) LED strategy has limited impact on poverty alleviation due to a myriad of factors, which reinforce and interact with each other thereby limiting development and trapping residents in poverty. The thesis argues that there is significant room for a paradigm shift from predominantly pro-growth to pro-poor LED, and the need to adopt a comprehensive LED strategy that seeks to include of both pro-growth and pro-poor strategies. Both cannot operate without the other in the bid to promote development in Buffalo City, mainly with Agriculture, Tourism, and SMME having significant potential to bring about local economic development. Moreover, the promotion of Private-Public Partnerships play an integral role in the socio-economic development of Buffalo City, and more so the participation of local people is even more fundamental, which will give them the opportunity to take charge of their own development. Therefore, the study suggests a new LED agenda, which is pro-poor, holistic, and moves away from ‘piecemeal’ project based LED activities, and adopts comprehensive economic programmes so that LED has significant impact on poverty alleviation.
- Full Text:
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:
- 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.
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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:
- 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:
Human capital development and strategic plan alignment: a case of the Eastern Cape Department of Education
- Zindi, Beauty https://orcid.org/0000-0003-4790-5379
- Authors: Zindi, Beauty https://orcid.org/0000-0003-4790-5379
- Date: 2023-09
- Subjects: Human capital -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10353/28694 , vital:74500
- Description: Human capital development as an interactive process enhances and facilitates the development of skills, capabilities and potential of human capital through organisational development. Thus, to achieve goals and strategic plans effectively and efficiently, the public sector must continuously upskill the knowledge and capacity of its human capital. The dearth in skills and capacity, often result in sub-optimal performance in the Eastern Cape Department of Education (ECDoE). To achieve key objectives in its strategic plan, the ECDoE must align its hhuman capital development needs with its strategic plan. The main objective of this study is to explore the nature and extent of alignment between human capital development and the strategic plan of the ECDoE. The sub-objectives of the study are to: (i) establish a conceptual framework for informing human capital development and strategic plan alignment in theECDoE ; (ii) determine how continuous teacher development as a human capital development approach can be more closely aligned with the strategic priorities of the ECDoE’s strategic plan; (iii) explore how human capital development aligns with the strategic plan and Performance Development Management System (PDMS) of the ECDoE and (iv) recommend how the ECDoE can align its strategic human capital development to its strategic plan and performance management system. The study adopts a pragmatic research philosophy and a mixed- methods approach. The quantitative strategy and positivist paradigm were adopted to collect data, from purposefully two hundred and sixty-seven (n=267) educators using a survey questionnaire. The interpretivist research philosophy informed the qualitative strategy. In-depth interview data was collected from five (n=5) purposefully sampled information-rich participants to a point of data saturation. Quantitative data was analysed using descriptive and inferential statistics, while qualitative data was analysed using thematic analysis. Statistical results from survey data rejected hypothesis H10 and confirmed H11 which hypothesised that there was a relationship between eemployee performance and sstrategic plan alignment. Results further confirmed the relationship between employee performance and effectiveness of training alignment. Furthermore, results confirmed an association between employee performance and trainee evaluation. Results from qualitative data suggest that the ECDoE lacked competitive and effective skills human capital development training programmes, effective human resource development strategy as well as developmental capacity building training opportunities for educators. Such capacity dearth affected both educator and learner performance, leading to sub-optimal performance learner outcomes and academic achievement results. The ECDoE must therefore closely monitor and evaluate training programmes and assess their impact on educator performance. Training must be closely aligned with skills and capacity training needs of employees and must contribute to skills acquisition and job performance indicators, envisaged in the department’s strategic plan, mission and vision. Given the findings, the study recommends a framework for human capital development and strategic plan alignment in the public sector, particularly in the ECDoE. It concludes that continuous professional development must be a key performance driver for improving effectiveness and efficiency in strategic goal, vision and mission attainment. , Thesis (DPA) -- Faculty of Management and Commerce, 2023
- Full Text:
- Authors: Zindi, Beauty https://orcid.org/0000-0003-4790-5379
- Date: 2023-09
- Subjects: Human capital -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10353/28694 , vital:74500
- Description: Human capital development as an interactive process enhances and facilitates the development of skills, capabilities and potential of human capital through organisational development. Thus, to achieve goals and strategic plans effectively and efficiently, the public sector must continuously upskill the knowledge and capacity of its human capital. The dearth in skills and capacity, often result in sub-optimal performance in the Eastern Cape Department of Education (ECDoE). To achieve key objectives in its strategic plan, the ECDoE must align its hhuman capital development needs with its strategic plan. The main objective of this study is to explore the nature and extent of alignment between human capital development and the strategic plan of the ECDoE. The sub-objectives of the study are to: (i) establish a conceptual framework for informing human capital development and strategic plan alignment in theECDoE ; (ii) determine how continuous teacher development as a human capital development approach can be more closely aligned with the strategic priorities of the ECDoE’s strategic plan; (iii) explore how human capital development aligns with the strategic plan and Performance Development Management System (PDMS) of the ECDoE and (iv) recommend how the ECDoE can align its strategic human capital development to its strategic plan and performance management system. The study adopts a pragmatic research philosophy and a mixed- methods approach. The quantitative strategy and positivist paradigm were adopted to collect data, from purposefully two hundred and sixty-seven (n=267) educators using a survey questionnaire. The interpretivist research philosophy informed the qualitative strategy. In-depth interview data was collected from five (n=5) purposefully sampled information-rich participants to a point of data saturation. Quantitative data was analysed using descriptive and inferential statistics, while qualitative data was analysed using thematic analysis. Statistical results from survey data rejected hypothesis H10 and confirmed H11 which hypothesised that there was a relationship between eemployee performance and sstrategic plan alignment. Results further confirmed the relationship between employee performance and effectiveness of training alignment. Furthermore, results confirmed an association between employee performance and trainee evaluation. Results from qualitative data suggest that the ECDoE lacked competitive and effective skills human capital development training programmes, effective human resource development strategy as well as developmental capacity building training opportunities for educators. Such capacity dearth affected both educator and learner performance, leading to sub-optimal performance learner outcomes and academic achievement results. The ECDoE must therefore closely monitor and evaluate training programmes and assess their impact on educator performance. Training must be closely aligned with skills and capacity training needs of employees and must contribute to skills acquisition and job performance indicators, envisaged in the department’s strategic plan, mission and vision. Given the findings, the study recommends a framework for human capital development and strategic plan alignment in the public sector, particularly in the ECDoE. It concludes that continuous professional development must be a key performance driver for improving effectiveness and efficiency in strategic goal, vision and mission attainment. , Thesis (DPA) -- Faculty of Management and Commerce, 2023
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