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Hambuda, Fillemon Nangolo. "Job satisfaction and job performance during the implementation of a performance management system : the case of a Namibian municipality." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2661.
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Thesis (MTech (Human Resource Management))--Cape Peninsula University of Technology, 2017.The primary objective of the current study was to conduct a survey on the job satisfaction of line managers in the City of Windhoek (CoW) Municipality. The identifying of such variables could empower the CoW Municipality to develop programmes and policies that are designed to improve their job satisfaction levels. The literature review confirmed the impact of motivation on the job satisfaction of employees, and, in turn, its impact on employee productivity, and, ultimately, on organisational performance. The level of job satisfaction experienced by an individual describes how content he or she is with his or her job. The purpose of this study was to measure the job satisfaction facets (supervision, relationship with co-workers, present pay notch, nature of work, and opportunities for promotion) among line managers in the CoW, and how such facets affected their overall job satisfaction. The non-probability sampling technique was adopted to collect data from 102 respondents from nine different departments by means of a structured questionnaire, resulting in a response rate of (N = 76), 75%. The study was, however, limited to the line managers in the CoW Municipality. Following on which the Cronbach’s alpha coefficient was used to determine the internal consistency or average correlation of items in the survey instrument. The Spearman’s rank correlation coefficient (Spearman’s rho) analysis was used to analyse the data with the aid of the Statistical Package for the Social Sciences (SPSS), version 16. In addition, the independent-samples t-test and the analysis of variance (ANOVA) were employed to empirically test the relationships between the employees’ job satisfaction and their gender and age. The findings showed a significant linear relationship between the existing levels of job satisfaction and job performance. Furthermore, the findings suggested that the employees were significantly satisfied with certain aspects of their jobs (the nature of the work, and their salary, supervision and co-workers), but not with the one aspect of their job (opportunity for promotion). They were, however, significantly satisfied with their jobs in general, with there being no significant difference between the male and female employees’ levels of job satisfaction. The analysis showed that promotion has a modest and positive effect on job satisfaction. The study concluded that the line managers were, in general, satisfied with their jobs. Thus, the results cannot be generalised to other departments and Local Authorities. The study needs to be replicated in other departments and Local Authorities, using the same method.
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Brewis, Willem Christiaan Coenraad. "The influence of performance management systems on employee engagement." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1019957.
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This study focused on investigating different performance management systems and the possibility to introduce a performance management system (PMS) into the sales environment of a company. The company the researcher is working for does not have an official PMS and feel the need to investigate the possibility to introduce a PMS. The study investigated an appropriate PMS that promotes engagement levels with employees that will be the ideal system for the sales environment in the company. Both the PMS and engagement impact on employees were addressed and the suitable PMS was selected. Implementing a system within a selected division the researcher will compile a road map for implementing a PMS into the rest of the company with the background and learning done while implementing the system. The employees participated willingly in a survey. The questionnaire assessed the employees understanding of what a PMS is. Further, the questionnaire assessed if the company does have a PMS system in place. The engagement levels of employees were measured and this allowed management to make the appropriate changes to get the employees engaged in the workplace. The results from the survey show that the employees understand and have a need for a PMS. They do understand how a PMS in the workplace work. The company has a system in place to compensate employees for work done. The company does not deal with underperformance and engagement levels are very low. The factors of engagement tested were very low and it addressing the engagement factors integrated in a PMS will increase engagement levels with employees.
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Al-Raisi, A. A. N. "E-performance assessment system in governmental organizations in the United Arab Emirates." Thesis, Coventry University, 2011. http://curve.coventry.ac.uk/open/items/037d44df-9c0f-478b-aa99-ced82ec23a0d/1.
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This research examines the introduction of e-performance assessment systems in governmental organizations in the United Arab Emirates. The research also examines the influence of cultural forces in accepting the implementation of technology systems that deal with assessment and evaluation of government employees to facilitate the transitional process from manual to e-performance assessment. The methodology used in this research can be described as follows: first a descriptive method to explain the main management theories underlying employee e-performance, followed by an illustration of the concept of electronic tools, based on what has been written in the relevant literature, then conducting a pilot study. A pilot study was made to reduce uncertainty in survey questions, increase clarity, enhance questionnaire validity, and expand on factors that might affect data analysis, improve research design, and confirm the feasibility of this research study. The conceptual model of this study is determined on the based of literature analysis, the pilot study, and the empirical collection of data. A model for a performance appraisal assessment system is proposed, which shows a statistical significance between performance management, e-performance management, performance assessment, e-performance assessment, and performance standards with both perceived usefulness and perceived ease of use. This study finds that there are numerous factors shapes ethics and norms at the workplace. This study suggests that the United Arab Emirates enjoys highly structured governmental organizations. This primarily results from the naturally inherited characteristics of being a high-context society. The major findings of this research aim to contribute to available literature, as there is currently a distinct shortage of relevant academic work targeting the issue of governmental e-performance systems. Similarly no papers concerning e-performance in a UAE context actually existed prior to this investigation. Therefore, much of the available literature was found to be only semi-relevant.
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Keshave, Hiten. "A survey of employee preferences in the design of a performance management system." Thesis, Rhodes University, 2016. http://hdl.handle.net/10962/d1021180.
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This thesis begins with an introduction to performance management and the intended aim and objective of the research. Thereafter literature findings relative to performance management and performance management systems are discussed. In the review of literature, three processes that could be implemented in a performance management system were highlighted, namely; (1) the planning process, (2) the monitoring and development process, and (3) an annual summative and feedback process. Performance management functions deemed important to employees during each process of the performance management system were identified and discussed. Subsequent to the literature review, the research methodology was described and involved the implementation of quantitative research within a post-positivist paradigm in the form of a close-ended survey questionnaire. Analysis of the data involved a gap analysis and needs analysis. The gap analysis study was based on the opinion of management respondents in comparison to the opinion of non-management respondents. Results of the gap analysis were determined based on the calculation of an importance score for each sub-group. The needs analysis study was based on the overall opinion of all respondents, and results were determined based on the calculation of an overall importance score. In light of the literature review that was conducted to inform the questionnaire design, the survey results supported the literature review of each discussed performance management function with no evident contradictions. The results of the gap analysis and needs analysis were satisfactorily met for each performance management function. On the basis of these findings, it was assumed that all the performance management functions identified in the literature are important and could be implemented in the design of a performance management system. The results highlighted the importance of a performance plan and development plan to underpin the performance management system.
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Rana, Atul, and Yaser Hamed. "Performance Management System for Temporary Employees : Understanding differences in Performance Management between Temporary and Permanent Employees." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-31694.
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Purpose – The purpose of this study is to find the organizational practices in place for the performance evaluation of temporary employees and how that varies from permanent employees. Method – The study takes an inductive and interpretive approach to find out the unknown practices. The study is conducted over 7 respondents from different organizations split between recruitment agencies and client organizations and represents practices maintained by both set of industries. Findings – The study identifies low standardization in performance evaluation and discusses the variance from literature over the subject matter. Also a model is drawn based on the amalgamation of literary review and empirical results. Implications – The study presents variance in the processes for temporary employees and the prime areas where the variance occurs. For the organizations to have fair and just performance management system and for equality towards temporary employees, these issues must be addressed. Limitations – Cultural practices are not taken into consideration and literature might be based on different cultural practices than the respondents country and for a wholesome study, more respondents might be needed.
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Hendricks, Clayton Clint. "The management of employee performance in the department of rural development and land reform in the Western Cape, South Africa." Thesis, Cape Peninsula University of Technology, 2015. http://hdl.handle.net/20.500.11838/1675.
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Thesis submitted in fulfilment of the requirements for the degree Master of Technology: Public Management In the Faculty of Business and Management Sciences At the Cape Peninsula University of TechnologyThe aim of this study was to analyse the management of employee performance with particular reference to the challenges faced by the National Department of Rural Development and Land Reform (NDRDLR) in the Western Cape Province. The Employee Performance Management System (EPMS) provides an integrated framework to manage employee performance through continuous improvement and development. Hence, the organisation identifies the availability of skills, shortcomings and appropriate measures to overcome these shortcomings by means of training, retraining and recruiting skills for the programme or project at hand. A qualitative research methodology was applied using mainly unstructured interviews, focus groups, observation and literature review. A case study approach assisted the researcher to acquire valuable data which was collected from the sample of senior management, middle management, union representatives and human resource practitioners within the National Department of Rural Development and Land Reform (DRDLR) in the Western Cape. The study identified how the performance management systems (PMS) is applied at the DRDLR and also probed into strategies and tools for managing employee’s performance. A purposive sample was composed of managers, and staff from the DRDLR. The researcher obtained approval to conduct the study from the Deputy Director: Human Resource Management within the Department of Rural Development and Land Reform, and from the Ethics Committee at the Cape Peninsula University of Technology. Findings from this study provided some significance of performance management at the work-place, and some understanding of what is EPMS by both the employer and the employees. This study revealed that there was less understanding of the EPMS, employees’ understanding of EPMS was biased towards pay benefits and rewards. The non-compliance of participants during performance management was a barrier towards the implementation of the EPMS at the DRDLR from the top to bottom in the departmental units where the sample was extracted. The study recommends a workable approach where all affected employees should be included in the planning of performance reviews, and should be trained continuously in order to address shortcomings in the implementation of EPMS. The findings and conclusions from this study contribute to the field of Public Management, while the study also allows other researchers to conduct further research in the field of performance management.
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Guo, Lan. "Self-determination theory of motivation and performance management systems." Online access for everyone, 2007. http://www.dissertations.wsu.edu/Dissertations/Fall2007/l_guo_080307.pdf.
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Mtshali, Rosemary Makhosazane. "Evaluation of employee performance management development systems policy as implemented amongst social service professionals within department of Social Development." Thesis, University of Zululand, 2013. http://hdl.handle.net/10530/1358.
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Submitted in fulfilment of the requirements of Master of Arts in the Department of Social Work in the Faculty of Arts at the University of Zululand, South Africa, 2013.The study investigates the implementation process of the Employee performance management development systems policy within the Department of Social Development, attitude of staff and policy makers towards whether or not it is achieving its goals, the strengths and constraints in its implementation as a way to improve it. This study is conducted with an aim of coming up with solution to the problem or to identify drawbacks and establish if the policy is implemented correctly with the required tools for the purpose of improving service delivery. Since the EPMDS aims at organizational development and efficiency, this study will investigate if social workers are delivering their services to their best and to find out it is the right tool in the grooming and career pathing of social workers. The study reveals that there has been some dissatisfaction the way in which retention strategy was implemented, thus roll out campaigns are highly recommended for the provision of clarity provision of information on how it was implemented by the implementers. It explores the processes involved in implementation of Employee Performance Management Systems (EPMDS) it also identify what tools are used in the identification of other support mechanism and implementation of EPMDS mechanism. It establishes challenges that exist in the implementation and gain from participants possible recommendations for successful implementation of EPMDS. The study also establishes if there is integration of EPMDS with Integrated Service Delivery model (ISDM) and Situational Leadership Supervision Model (SLS), and focuses in the investigation of how Retention Strategy was implemented. The researcher utilizes evaluative research because the study aims at evaluating how EPMDS policy has been implemented within the Department of Social Development .Evaluation research, frequently referred to as program evaluation or practice evaluation, involves searching for practical knowledge in considering the implementation and effects of social policies and the impact of programs.
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Balderrama, Nicole Therese. "Strategies to Improve Employee Performance in the U.S. Aerospace Industry." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2784.
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Outsourcing is a sought out practice within business and, in particular, the U.S. aerospace industry; however, some outsourced firms cannot meet client expectations. The purpose of this single case study was to explore what strategies outsourced firm company leaders use to improve the performance of employees. The sample comprised 4 senior managers employed with a firm that has been producing parts for 109 years for a major aerospace company in Southern California. The conceptual framework for this study built upon systems thinking to identify the structure of the outsourcing and supplier relationship and Herzberg's motivation-hygiene theory to understand work motivation in employee performance of the supplier in the outsourcing relationship. The data were collected through semistructured interviews and company documents. Member checking was completed to strengthen creditability and trustworthiness. Based on the methodological triangulation of the data sources collected, 5 emergent themes were identified after completing the 5 stages of data analysis: the existence of industry pressures, the need for communication, extrinsic motivational factors, organizational commitment, and strategies for employee performance. Findings of this study may provide company managers with performance strategies to support outsourcing relationships and subsequently employment as a social product. The data from this study may contribute to the prosperity of outsourced firms, their employees, their families, the surrounding community, and the local economy.
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Sonti, Phindile Clinton. "Improving the performance management system in a selected firm." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/d1021172.
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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.
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Louw, Hendrik Johannes. "Integrating management and employee expectations in determining organisation-specific performance appraisal systems' design." Pretoria : [s.n.], 2009. http://upetd.up.ac.za/thesis/available/etd-04292009-131712/.
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Sommers, Carol A. "Designing a performance evaluation system how common is a good performance evaluation model? /." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1995. http://www.kutztown.edu/library/services/remote_access.asp.
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Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1995.Source: Masters Abstracts International, Volume: 45-06, page: 2962. Abstract precedes thesis as preliminary leaves [1-2]. Typescript. Includes bibliographical references (leaves 75-79).
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Mafanya, Nosiphelele. "The effectiveness of employee performance management system in a selected provincial department of the Western Cape South Africa." Thesis, Cape Peninsula University of Technology, 2015. http://hdl.handle.net/20.500.11838/2103.
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Thesis (MTech (Public Management))--Cape Peninsula University of Technology, 2015.The main aim of this study was to assess the effectiveness of the PMS applied by the SAPS, using the case of Nyanga Metropole. The primary objective of this study was to assess the effectiveness of employee performance management systems at the SAPS, in the Western Cape Province. The secondary objective of this study is to understand and investigate challenges experienced by SAPS while the PMS is implemented. To determine the existing practice and awareness of performance appraisal. To measure cooperation and coordination among members and other partners which will therefore assist in connecting jurisdictional tensions and prevent conflicts amongst members of SAPS and the community. To recommend workable approaches for improving the PMS, and suggest the performance management programmes that should be implemented and monitored for support of the SAPS. The rationale for selecting Nyanga was because it is a less developed location and also has a high poverty rate and lots of crime, which lead to affecting police member’s performance. The study employed mixed methods where data was triangulated between qualitative and quantitative sources. Mixed methods research provides strengths that offset the weaknesses of both quantitative and qualitative research. Mixed methods research provides more evidence for studying a research problem than either quantitative or qualitative research alone (Creswell, 2009: 12-13).
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Mthembu, Bhekisisa Jacob. "Evaluating the need for an Employee Performance Management System in the Eastern Cape Buffalo City Metropolitan Municipality (2012)." Thesis, University of Fort Hare, 2013. http://hdl.handle.net/10353/d1013579.
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Local government is the most important sphere of government, given the fact that, it is the closest to the people. It always experiences the service delivery protest by the community residents it serves. This is often due to unfulfilled promises concerning the delivery of services. Often the annual performance results are also unsatisfactory as compared to the agreed upon service delivery agreements. National treasury as a distributor of funding to Municipalities often has to request the return of the unused funds at the end of the financial year period. This is the results of poor managing and planning for the resources at the disposal of the Municipalities. There has been a number of transformational processes over the past few years in the manner that municipalities are being managed and run on a day today basis. This research is focused on the system enhancement for Buffalo City Metropolitan Municipality which is situated in the Eastern Cape province of South Africa. Buffalo City Metropolitan Municipality, in particular, has in the 2011 Local government election acquired a metropolitan status, which requires another transformationprocess in the manner it is being managed. At the same time this automatically raises the bar on the service delivery mode and expectations by the communities. The Constitution of the Republic of South Africa, act 108 of 1996 states how Municipalities are to render services to the communities. And therefore pieces of egislation serves as a guide for the processes and systems in the municipalities at large. This research examined the need for an employee performance management system in the Buffalo City Metropolitan Municipality for the 2012 period. In the review of the literature, there was a number of analysis of issues such as organisation culture which plays an important role in the system implementation and success. And it became evident that, there can be no success of any system in an organisation without the thorough evaluation of the organisational culture. The data was sourced through close ended questionnaires which were distributed to 51 respondents that were identified. These were five Directors, five General Managers, 10 Programme Managers from across the institution, 30 staff members from across all directorates and one portfolio councillor from Corporate service directorate.Each respondent was given a period of one week to respond to the questionnaires. The research provides suggested solutions to the current problems in Municipalities in terms of employee performance management within the organisation. The recommendations provided are not conclusive as the circumstances cannot be the same from one municipality to the other. In order to ensure their sustainability within Local Government, there is need for an employee performance management system to evaluate the performance of all the employees. The research findings identified the leadership role in ensuring the introduction and successful implementation of the employee performance management system, in order to address the service delivery challenges faced by the municipalities.
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Gargouri, Chanaz. "Employee Perceptions of Loyalty as a Factor of Performance. Grounded Theory Approach." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4058.
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The relationship between employee loyalty and organizational performance has long been recognized but not included in performance appraisal models. This study identifies the perspectives of Master of Business Administration (MBA) candidates at a small private university in the eastern U.S. Fifteen interviews were conducted after distributing flyers among MBA classes and interested students volunteered to participate. The study was qualitative, based on personal interviews, to explore how loyalty is perceived in relation to performance. The theoretical framework used was Hogan's (1983) socioanalytic theory to explain differences in people's performance at work. Through use of a grounded theory approach, employees' perceptions on loyalty as a component of employee performance evaluation inducted to a theoretical model. This research shows, for the first time, loyalty as an expectation of performance from the perspective of individuals preparing to be future managers. The model explains the interrelationship between the suggested dimensions inducted from participants' perceptions for the purpose to assess both company and employee loyalty. The theoretical model demonstrates that a balance is needed to build a loyalty base between the company and employee loyalty that will lead to better performance. Specifically, respondents identified components of loyalty in the dimensions of integrity, flexibility, transparency support, dedication, conscientiousness, accountability, and advocacy. The model supports intuitive recognition that management behavior that creates employee loyalty also improves employee performance. The theoretical model can be used by researchers and human resource professionals to shape their quantitative research and organizational policies.
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Maloba, Makgoni Annah. "The perception of employees on performance management system in the Mpumalanga Provincial Department of Culture Sport and Recreation." Thesis, University of Limpopo (Turfloop Campus), 2012. http://hdl.handle.net/10386/998.
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Thesis (MPA) --University of Limpopo, 2012While performance management is a widely used system in many countries, in South Africa the Public Service Regulations (2001) is a base for a Performance Management and Development System in the public service. The Public Service Regulation (2001) gives effect to performance management systems for purposes of managing performance of individual employees, framework for performance assessment, the outcome and communication of assessment results, and managing unsatisfactory performance, as well as providing a framework on incentives for good performance. Each province is therefore, required to adapt the Performance Management System to its environment to ensure the implementation of the provisions of the Public Service Regulation, (2001). However, as cited by Letsoalo (2010), the introduction of a system of managing performance was received with different reactions, both positive and negative, by the vast majority of employees in the public sector. As a result, this study investigated the attitudes of individual employees towards performance management and development system. The main aim of this research is to present the conclusion drawn from the study, as well as make recommendations emanating from the analysis of information gathered in literature review and through questionnaires completed by departmental staff in the Department of Culture, Sports and Recreation. In identifying different reactions by civil servants to Performance Management and Development System, the study placed an effort in probing different perceptions on Performance Management and Development System amongst employees in the Department of Culture, Sports and Recreation in Mpumalanga Province. There are varying perceptions demonstrated by respondents regarding questions posed to them on the Performance Management and Development System as implemented in the Department of Culture, Sports and Recreation in Mpumalanga Province. There is a perception that the Performance Management and Development System is a penalizing tool used by supervisors on their subordinates and that official’s performance is not duly acknowledged as is supposed to. There is persisting conflict between supervisors and their subordinates resulting from supervisors rating their subordinates without their input, submission of performance results is for compliance It is held in this that the Department of Culture, Sports and Recreation must ensure that effective communication of the system to the rest of the employees of the provincial government is maintained so as to allow employees to understand the system and what is expected of them, the development of the implementation capacity internally through the Performance Management and Development System Champions will in any regard, and as such limit inconsistencies during application of performance management and development system which impacts negatively on the overall performance of the organization.
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Wai, Wa Chung. "How to introduce changes in employees' behavior through performance management system." Thesis, University of Macau, 2000. http://umaclib3.umac.mo/record=b1636788.
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Mfene, Ndileka Lorraine. "The impact of performance management system on employees: the Eastern Cape provincial legislature (2009- 2011)." Thesis, University of Fort Hare, 2014. http://hdl.handle.net/10353/1261.
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The Performance Management System (PMS) has been introduced in the Republic of South African public service with intentions of planning, monitoring, developing under-performance, rating and rewarding good performance. The study was undertaken as an attempt to investigate the impact of the PMS on employees of the ECPL. The literature review shows that there are challenges facing the institution with regards to implementation of PMS. The findings of the study indicated that the supervisors have no understanding of PMS instead they used it as punishing tool. Other findings of the study showed that there’s a culture within the institution of using PMS as a money making scheme or a 14th checque. To achieve this, a semi- structured questionnaire was issued to employees of the ECPL. The recommendation on the basis of the study is that the compliance issue should be strengthened and disciplinary measures be taken against employees who failed to comply with the provisions of the PMS policy.
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Febriyani, Yeni. "The Perception of Knowledge Management System Implementation to Employee Performance is Measured With Balanced Scorecard at PT Vale Indonesia TBK." TopSCHOLAR®, 2016. http://digitalcommons.wku.edu/theses/1598.
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Knowledge Management System (KMS) is a necessary concept as knowledge possessed by each individual employee is an intellectual property asset that will provide benefits for any organization. In a company, in terms of KMS, employees’ performance holds an important role in helping run the business of the company becoming sustainable and successful. Therefore, the measurement of employees’ performance based on a balanced scorecard is needed to understand the current business situation. This research helped focus on the perception between the KMS and employee’s performance based on a balanced scorecard (BSC) regarding a financial perspective, customer perspective, internal business process perspective, and learning & growth perspective. A survey was conducted at PT. Vale Indonesia Tbk (Vale) to ascertain these perspectives and perceptions of employees regarding performance based on a BSC. These perception data were analyzed, and conclusions were drawn regarding hypotheses. The findings section of this thesis shows the results in details. The results of the survey showed that the employees had a good perception of the value and benefits of KMS as measured with the BSC with the exception of the financial aspect. The interpretation of the results created recommendations to further implement KMS, and to improve employees’ performance at Vale.
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Rakgoale, Eva Kgomotso. "Improving the performance management and development systems in the Department of Health and Social Development Limpopo Province." Thesis, University of Limpopo (Turfloop Campus), 2011. http://hdl.handle.net/10386/768.
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Thesis (MPA) --University of Limpopo, 2011The proposed study intends to establish how procedural the reward system is being implemented in the Limpopo Department of Health and Social Development and whether claims of bias are founded. The study is intended to determine the system’s influence on the organization’s ability to track poor performance and manage it. Also providing a refreshed view of the current pitfalls in the implementation of the program therefore providing indications of remedial action to recover the purpose of the PMDS. To assess the impact of Performance Management practices and explore best implementable practices which lead to effective performance management system and best service delivery by the Limpopo Department of Health and Social Development. Qualitative research approach using interview schedule for HR and line managers was utilised. The findings are that the system can not be linked to employee output but an obvious benefit is employee rewards.
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Guner, Bilgi. "Performance appraisal system in Filiz Gida." CSUSB ScholarWorks, 2003. https://scholarworks.lib.csusb.edu/etd-project/2399.
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This thesis focuses on evaluating the performance appraisal system of Filiz Gida, a small food processing company that is located in Turkey. Filiz Gida was established by Dogus Holding in Bolu, and currently employs 284 individuals. Filiz Gida is dedicated to fair and respectful treatment of all workers, offering voluntary benefits in housing programs, health care, education for worker's children, and professional child care services. The importance of quality in production at Filiz Gida is reflected by its receipt of ISO 9002 certification in 1994. In 2003 the Barilla Group, which is one of the giants in the pasta business, acquired Filiz Gida due to financial interests that have not been well documented by public media.
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Paget, Jane Kathryn. "Do levels of self-monitoring, self-efficacy, and anxiety moderate the relationship between perception of dimensions and performance in assessment centers?" CSUSB ScholarWorks, 1996. https://scholarworks.lib.csusb.edu/etd-project/1157.
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Naidu, Jayshree. "The effectiveness of performance management in KwaZulu-Natal automotive component manufacturers." Diss., University of Pretoria, 2021. http://hdl.handle.net/2263/81687.
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In an increasingly competitive environment, sustaining high performance is critical. Effective performance management can enhance performance to support organisational success. Individuals in organisations want growth, and yet businesses are not leveraging the opportunity to develop them. Literature has identified four elements that influence the effectiveness of performance management. The purpose of this study is to determine the impact that the elements; employees, managers, the performance management system and context, have on the effectiveness of performance management. The study was qualitative and exploratory, involving semi-structured interviews with 22 respondents from four automotive component manufacturers in KwaZulu-Natal. The respondents comprised executives, senior managers, line managers and employees. Each interview was analysed utilising thematic analysis. Findings from the research confirmed the literature that the elements do influence performance management and highlighted two other elements, the human resource department and leadership. The relationships between the elements revealed effects that served as enablers or deterrents to the elements working efficiently. A framework emerged from findings and reviewed literature, which depicts the interconnection of the elements and aspects for businesses to consider, in order to utilise performance management effectively. The findings from this study adds to the existing literature in the field of performance management.Mini Dissertation (MBA)--University of Pretoria, 2021.
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Menemene, Nonkosi Arnoria. "An evaluation of the performance management and development system at the Department of Safety and Liaison in the Eastern Cape." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/9875.
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The performance management and development system (PMDS) is a tool that is used by government to measure the performance of individuals in the organisation. PMDS was developmental in its nature in identifying the development of employees and training in case of poor performance. The main aim of the PMDS is to motivate officials in the organisation by rewarding a performance bonus at the end of the financial year. There are challenges that affect the PMDS: officials felt that the system did not motivate them; it is perceived as a 14th cheque and some of them felt the system should be terminated. The main aim of the study is to evaluate the performance management and development system at the Department of Safety and Liaison in the Eastern Cape. Quantitative and qualitative data was collected through questionnaires and interviews. Questionnaires were distributed to officials from levels 1 - 8 and interviews were conducted with assistant managers, managers and senior managers. Descriptive statistics were used to analyse the questionnaires and transcriptions were used to interpret the interviews. The results of the study reflect that most officials in the Department are young and new to the public service. The findings show that the employees of the Department are average in their performance and the Department perceives that the PMDS is not used to identify poor performance and training. The system is not implemented effectively and efficiently. Based on the findings and recommendations made to management to facilitate the training on PMDS and also to allow the processes and procedures to be more efficient. Furthermore allowing performance from all staff to achieve the core objectives of the department.
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Herdman, Andrew Orr. "Explaining the Relationship Between the HR System and Firm Performance: a Test of the Strategic HRM Framework." Diss., Virginia Tech, 2008. http://hdl.handle.net/10919/26009.
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Recent meta-analytic treatments of the Strategic Human Resource Management literature suggest a relationship between the adoption of â high-commitmentâ HR practices and organization level performance outcomes (Combs, Lui, Hall & Ketchen, 2006). However, there is considerable variability in the manner in which the HR system construct is conceptualized and measured (Arthur & Boyles, 2007; Delaney & Huselid, 1996). Further, relative little attention has been given to how these systems of HR practices operate to influence organizational outcomes (Ostroff & Bowen, 2000). Drawing on the extant SHRM literature, the present study attempts to lend clarity to these issues by specifying and assessing a number of unique measures of the HR system. Several attitudinal, motivation and behavioral employee outcomes are also identified and assessed as possible mediators between the HR system measures and organizational outcomes. An integrated model proposing relationships both among these measures and their effects on various organizational outcomes is offered and tested.
Data obtained from 202 hotel locations provided mixed support for the proposed model of relationships. However, results generally support the relationships between measures of the HR System and important organizational outcomes. Findings also reinforce the utility of expanding the measurement of the HR system beyond the formally established HR programs, the need to better understand intra-organizational variability in HR systems along functional lines and the challenges and opportunities inherent in multi-respondent designs. Finally, the failure to demonstrate the mediating role of the specified human capital characteristics in HRâ s relationship with firm performance presents a continued challenge to future research to effectively model this relationship.Ph. D.
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Nyembezi, Vuyo. "Development of a performance management system for the SABC (Port Elizabeth)." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1148.
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This study focused on exploring and finding the ideal performance management system suitable for the South African Broadcasting Corporation by establishing an understanding of employees’ experiences and perceptions of the previous and a proposed performance management systems and their value to SABC employees. This was done by eliciting how employees see, make sense of and interpret their everyday experiences of performance management systems, in order to develop a more suitable inclusive performance management system. A qualitative study was used to seek answers to the research questions. A focus group interview was selected for data collection. The data was analysed according to guidelines indicated and proposed by Creswell (1998:147-148). The researcher made use of convenience sampling to select 45 participants in 5 groups for the focus groups. One group consisted of managers/supervisors, and the other four groups were employees from four different business units. Participants were guaranteed confidentiality. Credibility, transferability, dependability and conformability were used as the main components in the model, to determine the truth-value of the study. Findings indicated that there was a fair understanding of the previous performance management system but there had been poor implementation of the system. The participants concurred that the previous performance iv management systems in the organisations were not adding any value to their lives. They pointed out that there was no reward in place for high performers and no action taken for non-performers, and this impacted negatively on how implementation was perceived and experienced. The recommendations are that the revised performance management system should have a stronger emphasis on effective management, monitoring, feedback and reward. Furthermore, the system should close the current gaps of reward for high performance and correction of low performance. It was further concluded that for a performance management system to be effective, it should incorporate updated job descriptions, performance measures and standards, as well as evaluator training and guidelines for improvement, employee input, compensation and/or rewards.
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Dingwayo, Mzimkulu Sydney. "An evaluation of a performance management and development system with reference to the Department of the Premier, Provincial Government Western Cape." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/495.
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We are living in a changing world. Performance management is becoming a major challenge for organisations. The aim of this study is to review the current status of the Performance Management and Development System at the Department of the Premier and to look into the reasons why it has become a pain rather than a gain to both the organisation and its employees. This document will also look at the possible causes of the failure of the performance management system and will then propose useful guidelines to overcome obstacles to the benefit of all the affected parties. To achieve this objective a comprehensive literature study was performed to the Department of the Premier 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 Provincial Government Western Cape (PGWC) 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 directorate 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 Department and individual goals at the selected Directorates. The objective of this study was to evaluate the influence of the current performance management system, in the Department at Provincial Government Western Cape, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organization. The research results indicate that the majority of staff supports and understands the process.
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Doody, Sarah-jane P. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations." Diss., Lincoln University, 2007. http://hdl.handle.net/10182/271.
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Organisations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organisational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems. This research looks at high involvement work systems in the New Zealand organisational context, and relating these systems to employee turnover and organisational performance. The results of the study suggest that there does not appear to be a relationship between high involvement work systems, and employee turnover and organisational performance; but high involvement systems may contribute to increased labour productivity in New Zealand organisations.
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Chauke, Malose William. "The impact of the performance management system (PMS) on service delivery in Mokopane Reginal Hospital Limpopo Province." Thesis, University of Limpopo (Turfloop Campus), 2009. http://hdl.handle.net/10386/895.
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Thesis (MPA.) --University of Limpopo, 2009The study investigated the impacts of performance management system on service delivery in Mokopane Regional hospital. The study moved from the premise that Performance Management System in Mokopane Regional Hospitals is not well managed. The investigation however revealed that efforts are being made to implement performance management system although some essential improvements are inevitable required. It also probed the implementation of the performance management system within the ambit of the determined policies and procedure manual for the hospital. The challenges experienced are due to the failure of the line managers and supervisors in understanding the essence of the system. The implementation of the system often results in biasness and other performance unrelated factors. In many instances, other factors (such as subjectivity at the expense of objectivity) are unrelated to high performance rates. The study makes a recommendation on how alignment can be made to ensure that the system become more effective.
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Brown, Mogamat Faizel. "An individual performance management system as a way of improving customer satisfaction at the City of Cape Town (Unicity) Municipality." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52674.
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Thesis (MPA)--Stellenbosch University, 2002.ENGLISH ABSTRACT: The focus of this research assignment is the evaluation of an individual Performance Management system at local government level in the Cape Metropolitan Area. The researcher has observed a possible decline in customer satisfaction towards the Cape Metropolitan Council Administration and at other Administrations within the City of Cape Town, and the press also highlighted complaints regarding the absence of an entrenched customer care ethic among municipal officials. The researcher was concerned with the way customers are being handled by municipal officials, and sought to find a solution to the problem. The researcher conducted research on what the ideal situation should be, and how to reach the ideal situation, which included South African local government legislation and discussion documents. The researcher also conducted an opinion survey (by means of a questionnaire) within the CMC Administration, in order to obtain the opinions of employees of the City of Cape Town's CMC Administration with regard to perceptions of customer satisfaction, and the possible effect on customer satisfaction should a Performance Management system be implemented within the City of Cape Town. It was found that, should a Performance Management system be introduced within the City of Cape Town, it will contribute to efficiency in service delivery, and staff will be held accountable for their work performance. It was also found that at local government institutions (locally and internationally) where effective organisational and individual Performance Management systems had been implemented, customer satisfaction at these institutions has improved. It is therefore suggested by this research that the City of Cape Town should implement an individual Performance Management system and that customer satisfaction should improve over time.
AFRIKAANSE OPSOMMING: Die fokus van die navorsings opdrag is die evaluering van 'n individuele werkverrigting- bestuurstelsel op die vlak van plaaslike regering in die Kaapse Metropolitaanse Gebied. Die navorser het 'n moontlike afname in kliënte bevrediging teenoor die Kaapse Metropolitaanse Raad (KMR) en ander Rade binne die Kaapse Metropolitaanse Gebied opgelet, en die pers het ook klagte belig betrekkend die afwesigheid van 'n verskansekliënte-sorg etiek onder munisipale amptenare. Die navorser was bekommered met die manier waarop kliënte behandel is deur munisipale amptenare, en het probeer om 'n oplossing te vind vir die probleem. Die navorser het ondersoek ingestel, wat ingesluit het Suid_Afrikaanse plaaslike regerings-wette en besprekings-dokumente, om uit te vind wat die ideale situasie is, en hoe om hierdie situasie te bereik. Die navorser het ook 'n opinie opneming ingestel (dmv. 'n vraelys) binne die KMR Administrasie, om sodoende die opinies van die werkers van Stad Kaapstad se KMR Administrasie betreffend die waarnemings van kliënt bevrediging, en die moontlike effek op kliënt bevrediging as 'n werkverrigting bestuurstelsel in werking gebring word binne die Stad Kaapstad. Daar is gevind, dat as 'n werkverrigting bestuurstelsel voorgestel word binne die Stad Kaapstad, daar 'n verbetering sal wees in doeltreffendheid van diens gelewer, en personeel sal verantwoordelik wees vir hul werkverrigtinge. Daar is ook gevind by plaaslike regering-instansies (plaaslik en internasionaal) waar daar effektiewe werkverrigting bestuurstelsels in werking gestel is, daar 'n verbetering in kliënte bevrediging was. Dus word daar gesuggereer, deur dié navorser dat die Stad Kaapstad 'n individuele-werkverrigting bestuurstelsel moet implementeer en dat kliënt bevrediging mettertyd sal verbeter.
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Thommes, Bernd. "Exploring the relationship between system-based performance management systems and employees' motivation : the case of mid-size enterprises." Thesis, University of Gloucestershire, 2017. http://eprints.glos.ac.uk/5367/.
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Aim: This research attempts to understand the interrelation between strategy, performance measurement and management systems (PMMS) and human behaviour. Literature and the researcher’s experience suggest that PMMS most of the time do not deliver the expected results. In the specific case the focus is on a medium-sized company in Sweden which has experienced operational troubles with respect to delivery, which in turn has impacted financial performance. The research proposes a toolbox approach to introduce and align strategy, performance management and behavioural aspects. Methodology: The research enquires about how existing performance measurement and management is influencing the behaviour of employees and managers of this organization. The actions taken during the management of the crisis and the results which were achieved are described. The method and methodology are based on constructivism in order to obtain information about the impact of the strategy, performance measurement and management systems and behaviour. Literature research provided significant conceptual frameworks for both the implementation of strategy and consequent measurement and management systems as well as human behaviour in an organizational environment, summarized in a revised conceptual framework deduced from previous research. This research brings these two fields together to examine the interrelation of both within the researched organization. The researcher is part of the system and also influences the participants and this cannot be separated from each other. The research is less concerned with a wider validity due to the uniqueness of the case. The work might be used as reference for researchers and practitioners to compare their specific situation and derive ideas how to approach them. Based on the findings, previous research is validated, and a process introduced which enables the organization to align strategy, performance measurement and management systems and behaviour. To obtain the primary data the research uses a semi structured interviewing method of both individual and focus groups interviews. The primary data is the thematically coded with NVIVO. Results: Literature suggests that the introduction of PMMS and addressing behavioural aspects are widely separate issues. In introducing new PMMS, literature often refers to “creating buy-in” or “engaging” employees but does not advise on how to address behavioural aspects. Behavioural research deals with the motivation of employees but mostly cannot establish a link between performance management and measurement systems and behaviour. In this specific research, it was found that there is validity of motivational theory with regard to human behaviour, which strongly influences the performance measurement and management of the company. The impact of motivators may have opposite effects than expected because in this specific case the PMMS of the corporate office for the local unit did not change but nevertheless financial performance improved significantly. Contribution to knowledge: A conception framework was derived from literature attempting to interrelate Strategy, PMMS and behaviour. The primary research confirmed this framework and partially validated previous research and theories. Based on the findings from literature a revised conceptual framework is proposed to link behaviour to PMMS.
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Maphakela, Madimetja Francina Flora. "An evaluative study of the performance management system in the South African Police Service, Capricorn area in the Limpopo Province." Thesis, University of Limpopo (Turfloop Campus), 2006. http://hdl.handle.net/10386/823.
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Sim, Samantha Ng, and 沈鈺兒. "The effectiveness of high performance work systems on employee satisfaction and commitment in health care: asystematic review." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2011. http://hub.hku.hk/bib/B46941502.
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Vigaro, Magdelane Rosaline. "An effective performance management system for a selected company in the construction industry." Thesis, Cape Peninsula University of Technology, 2013. http://hdl.handle.net/20.500.11838/1730.
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Thesis submitted in partial fulfilment of the requirements for the degree
Master of Technology: Human Resource Management
In
The Faculty of Business
At
The Cape Peninsula University of Technology
2013This paper aims to determine if there is a relationship between performance management and organisational performance owing to a lack of staff motivation. If there is such a relationship the paper aims to investigate implementation of performance management for a selected company in the construction industry. The paper begins by outlining the background and history of the construction industry and presents a review of literature of performance management which provides insight into the topic. The paper examined different views of performance management from both practitioners and organisations and discusses the aims, benefits and shortcomings of performance management. Additionally, different evaluation methods and performance measurement methods were investigated to provide an in-depth understanding of the topic. The background and overview of the selected company in the construction industry was discussed. The paper used a case study and qualitative research approach. The results of the research prove that there is an inverse relationship between performance management and the lack of motivation that affects organisational performance. The paper concludes by showing that the selected company is in need of a performance management system and suggesting the development of a performance management system that should support a culture, which is based on feedback and communication. A framework is presented which ensures that effective strategies are deployed to adopt a performance management system.
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Nel, Nico. "An analysis of the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/5531.
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Transnet is facing challenging market realities and a competitive operating environment. Performance management has been emphasised as a critical tool to guide Transnet in maintaining a competitive advantage. Performance management cannot be viewed in isolation from the organisational context and is inextricably linked to the Human Resources strategy, which in turn is aligned with the overall business strategy. Performance management may be defined as a systematic process by which an organisation involves its employees, as individuals and members of groups, in improving organisational effectiveness in the accomplishment of organisational mission and goals. For the purposes of this study, performance management was explored in terms of purpose, key role players, processes, criteria and challenges. The main research problem of this study was to determine the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. The main research problem had three sub-problems which were addressed through the following actions: A literature study was conducted highlighting the importance of an effective performance management system which establishes a foundation for rewarding excellence by aligning individual objectives with organisational mission and objectives. In this way, performance management establishes clear expectations in terms of results, actions and behaviours. Through regular feedback and coaching, performance management provides a mechanism for detecting problems at an early stage and identifies ways in which to take corrective action. Perceptions of performance management are largely centred around fairness, and dependent on a number of issues, including openness, transparency, communication, and equitability, and the establishment of clear parameters of measurement such as whether both skill and effort will be evaluated. This is why it is important to link performance appraisals to employee goals. If mutually negotiated goals, which involve the participation of all stakeholders, are established at the beginning of the performance period and there is on-going feedback to employees about their performance, then performance appraisals may be perceived as objective, fair and reliable. The insights gained from the literature survey were incorporated into a survey questionnaire which was used in the empirical study to investigate the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. This study revealed that most of the respondents were not satisfied with the performance management system within Transnet Engineering, that performance management could be enhanced by using multiple measures more frequently and that greater involvement of subordinates at each step in the performance management process would lead to a greater level of acceptance thereof.
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Bam, Liseka Lindelwa. "Assessing the municipal performance management system on service delivery : the case of Lukhanji Municipality." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020140.
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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.
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Tini, Linda Lindelwa. "Evaluating the effectiveness of the performance management and development system in the Eastern Cape Liquor Board." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021216.
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Research studies have reported that many organisations implement a performance management and development system. However, it is often not as effective as it is intended. Against this background, the purpose of this study was to evaluate the effectiveness of the performance management and development in the Eastern Cape Liquor Board (ECLB). The study emphasised the importance of an organisational culture that supports management of performance in order for the system to be effective. The study further highlighted that alignment between the performance of individuals and the organisation is critical as all efforts have to focus on the achievement of the organisational vision. The study also emphasised the importance of a process of determining key performance areas that is transparent and involves participation by all employees. The study further argued that the development and rewarding of employees for performance is crucial in ensuring an effective performance management system. The target population for this study consisted of ECLB employees including the district offices. The findings suggested that when the performance management and development system is not implemented in its entirety it cannot be effective. Furthermore, the findings revealed that ECLB implements some of the elements of the system correctly whilst other areas still require more attention.
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Mkovane, Zenephone Bhekuyise. "Critical analysis of a performance management system used by a tertiary education institution in the Eastern Cape." Thesis, Nelson Mandela Metropolitan University, 2005. http://hdl.handle.net/10948/412.
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As argued by authors like Franzen on whose work the greater part of the introduction, the main problem and sub-problem has been based, the objective of this study was to establish the extent to which the performance evaluation system currently in use at the subject Institution conforms to the benchmark performance management systems as espoused in literature. Further, the objective was to establish the differences and commonalities between the performance management systems practiced in the corporate sector and current practice at the subject Institution. Best practice was thus lifted to form part of the recommendation of this study. A questionaire was designed based on the guidelines in the literature study in order to determine how the subject Institution conducts its performance appraisal and how this relates to the four general purposes of performance management mentioned in the study. The respondents' opinion obtained from the questionaire were compared with the guidelines in literature and clustered around the four identifiable general purposes of performance management. The study concludes with a statement of current practice at the subject Institution, and outlines the extent of conformance to benchmark practice on performance management systems. Recommendations are made based on best practice and direction is given to future research into contemporary practices with the express aim of enhancing quality in higher education applying the quality-related procedures of industry and commerce, where quality is crucial to success (Winch, 1996: 9-13). The current performance management system at the subject Institution proves to be largely conforming to the benchmark. However it should require comments made by the respondents that pertain to improvement.
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Dlelaphantsi, Vuyokazi. "Evaluating the effectiveness and efficiency of performance management and development system, Amathole District Municipality." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/15522.
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The aim of this study was to evaluate the efficiency and effectiveness of the Performance Management System, since its inception and to date, with regards to the advancement of organisational goals and objectives through employee development, as well as resource allocation for service delivery to the residents of the Amathole District Municipality (ADM). The concept of performance management is key for achieving organisational goals and objectives, since it seeks to develop employees by identifying areas of strengths and weakness. The study is based on the assumption that although municipalities are different, and their approach to performance management particularly individual performance differs. This study therefore is based on the assumption that, levels of poor service delivery, and the consequent service delivery protests experienced in the ADM, can be ascribed to a poor linkage between annual performance planning and the assessment of municipal officials. Annual organisational performance, and individual performance planning and output, is not commensurate. Furthermore, a lack of correlation between these variables has led to the poor implementation of basic services and good governance, which has resulted in low levels of citizen satisfaction with the ADM. The empirical survey and research methodology used in the study is described and explained and followed by the data collection in a form of questionnaires. The research findings from the empirical survey are then analysed and reported accordingly. Recommendations are presented in the last chapter based on the empirical survey findings through the respondent’s inputs in the questionnaire. Recommendations are therefore also presented on how Amathole District Municipality can improve its business to achieve the objectives performance management. The key recommendation that came from the study is that ADM planning should be executed in collaboration with other government departments, government agencies, municipalities, private sector and NGOs, in order to maximize chances of achieving effective and efficient service delivery in communities.
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Saki, Nomachule Theodor. "Analysis of the performance management system in the detective service of the Motherwell cluster in Port Elizabeth." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020582.
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Performance management was implemented in the public service, including the South African Police Service, in 2001. The aim of implementing performance management in the public service was to improve the performance of all public servants. It was envisaged that the initiative for implementing performance management in the public service would entrench a culture of accountability, leading to improved service delivery. The effective utilisation of performance agreements, as a tool to align individual and organisational performance in the Motherwell Cluster Detective Service, was considered in this research. The contents of the individual detectives’ performance agreements and job descriptions in the Motherwell Cluster were analysed and compared with the contents of the SAPS Detective Service strategic objectives and performance indicators, as reflected in the SAPS Annual Performance Plan for 2012/2013. Interviews were conducted with Detective Service employees in the Motherwell Cluster, to determine whether the employees received training on the implementation of the Performance Enhancement Process, as the SAPS Performance Management and Development System. Research findings revealed that the contents of the respective individual detectives’ performance agreements and job descriptions were not aligned to the contents of the SAPS Detective Service strategic objectives and performance indicators. In areas where alignment was found, such alignment was so minimal that there was no meaningful correlation between an individual detective’s performance and organisational performance. The suggested recommendations are based on the findings of this study, which should be taken seriously if there is a desire to improve service delivery by the Detective Service. Apprehension, conviction, and sentencing of an offender can cause potential offenders to refrain from committing criminal acts for fear of apprehension and punishment.
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Colli, Liesel Antoinette. "The performance management system of the Department of Economic Development and Tourism (Western Cape)." Thesis, Cape Peninsula University of Technology, 2013. http://hdl.handle.net/20.500.11838/1632.
Full textAbstract:
Thesis submitted in fulfilment of the requirements for the degree
Magister Technologiae: Public Management
in the Faculty of Business
at the
Cape Peninsula University of Technology
2013Service delivery is one of the key aspects of public and private organisations. It is therefore important for organisations to have a Performance Management System in place to monitor and evaluate the efficiency of its employees. A good Performance Management System sets a standard that determines whether an employee’s performance is of merit or has shortcomings. Furthermore it will aid the employee in being proficient in his\her work environment. This research project examined the effectiveness of the Performance Management System used within the Department of Economic Development and Tourism in the Western Cape, South Africa. Problems encountered by employees were identified by the researcher and recommendations were forwarded to the employees on how to improve the Department’s Performance Management System. The researcher undertook a quantitative research approach by administering a closed-ended questionnaire which was analysed by a registered statistician. The study found that most of the participants understood the Performance Management System used by the Department of Economic Development and Tourism. Furthermore the majority of participants understood their role within the Department and how they could meet the Department’s strategic objectives as set out in the Department’s annual performance plans..à h.
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Maseti, Kayakazi Bongiwe. "Implementation of performance management development system in the Provincial Treasury, Province of the Eastern Cape." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020584.
Full textAbstract:
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.
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Ghulam, Shakil Ahmed Ghulam Gadir. "Distributive justice vs. procedural justice: Perceptions of fairness of Saudi Arabian civil service employees in their performance appraisal system." Diss., The University of Arizona, 1993. http://hdl.handle.net/10150/186110.
Full textAbstract:
This study uses the concepts of distributive justice and procedural justice to examine Saudi Arabian civil service employees' determinants of fairness in their performance appraisal system. A survey of 400 civil service employees in different public sector agencies in two major cities of Saudi Arabia, Riyadh and Jeddah, was conducted. Seven hypotheses were proposed and tested. The composite dependent variable was the "Perceived satisfaction and fairness of the performance appraisal system." Data were collected by means of a questionnaire. Multiple regressions and T-tests analyses were used to analyze the gathered data. The study found that perceptions of fairness among Saudi civil service employees an their performance appraisal system were strongly related to four procedural justice factors: (1) feedback received from the performance evaluation process helped to identify strengths and weaknesses of employees' performance, (2) the extent to which performance appraisal was used for setting goals for future performance, (3) participation in goal setting, and (4) whether the performance appraisal was used for determining training needs. These findings provide strong support for procedural justice theories. Moreover, this study found that cultural values may not be a significant factor in explaining Saudi civil service employees' reaction to their performance appraisal system. Finally, findings of this study have important implications for multinational companies and their consultants.
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Sauls, Alfonso Loxley. "A model for the delegation of roles and responsibilities within a performance management system at Oudtshoorn Municipality." Thesis, Stellenbosch : Stellenbosch University, 2006. http://hdl.handle.net/10019.1/21907.
Full textAbstract:
Thesis (MPA)--University of Stellenbosch, 2006.ENGLISH ABSTRACT: Thc purpose of this research was to design a model for the delegation of roles and responsibilities within a performance management system (PMS) that will assist Oudtshoom Municipality in the implementation ofPMS. The motivation for the study was the fact that performance management is a relatively new legislative requirement for local government in South Africa. Local government authorities are currently experiencing many problems in the delivering of services to their respective communities, and this makes performance management a contemporary issue. The objectives of this research project are to o Explain what PMS is; o Explain how I'MS fits into the legislative framework in local government in South Africa; o Explain the importance of defining roles and responsibilities in a PMS; o Design a model for the delegation of roles and responsibilites within a PMS for Oudtshoorn Municipality; o Make recommendations for the successful implementation of PMS at Oudtshoorn Municipality. The research design that was used in this study was a combination of a model-building design and a case study design. The study was qualitative in nature and was a combination of non-empirical and empirical studies. Semi-structured interviews were held with a selected group of individuals who are key role-players in I'MS at Oudtshoorn Municipality. Some of the aims of the interviews were to establish the respondents understanding of PMS, and roles and responsibilities. The same respondents were given a table of different roles and responsibilities, to determine whether they knew what the different roles and responsibilities are of the different stakeholders in the PMS. The data analysis showed that the stakeholders (participants in the research) within the PMS at Oudtshoorn Municipality could not assign roles and responsibilities correctly. In order for PMS to be implemented successfully at Oudtshoorn Municipality, stakeholders in the PMS need to know exactly what is expected of them. It is not only from an organisational point of view that roles and responsibilities are important, but it is also a legislative requirement that roles and responsibilities need to be clarified before implementing a PMS. This problem created the need to design a model for the delegation of roles and responsibilities within a PMS that will assist Oudtshoorn Municipality in the implementation of PMS. The model is presented and an explanation of the model is given to understand how to use the model. Since Oudtshoorn Municipality is in the process of developing a PMS, a few recommendations are made to assist the municipality in the implementation of PMS.
AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing was om 'n model te ontwikkel vir die delegering van rolle en verantwoordelikhede binne 'n prestasie besluurstelsel, wat Oudtshoom Munisipaliteit kan help met die implementering van 'n prestasie bestuurstelsel. Die motivering vir die studie was die lcit dat prestasie bestuur 'n relatiewe nuwe wetlike vereiste vir plaaslike regering in Suid-Afrika is. Plaaslike regerings owerhede ondervind tans baie probleme met dienslewering aan hulle onderskeie gemeenskappe en dit maak prestasie bestuur 'n kontemporere saak. Die doel van hierdie navorsingsprojek is om, o Te beskryfwat 'n prestasie bestuurstelsel is; o Te beskryf hoe 'n prestasie bestuurstelsel inpas in die wetlike raamwerk van plaaslike regering in Suid-Atrika; o Te beskryf die belangrikheid om rolle en verantwoordelikhede binne 'n prestasie bestuurstelsel te definieer; o Om 'n model vir die delegering van rolle en verantwoordelikhede binne 'n prestasie bestuurstelsel vir Oudtshoorn Munisipaliteit te ontwikkel; en o Aanbevelings te maak vir die suksesvolle implementering van 'n prestasie bestuurstelsel by Oudtshoorn Munisipaliteit. Die navorsingsontwerp wat gebruik was in hierdie studie was 'n kombinasie van modelbou ontwerp en 'n gevallestudie ontwerp. Die studie was kwalitatief van aard en was 'n kombinasie van nie-empiriese en empiriese studies. Semi-gestruktureerde onderhoude was gevoer met 'n geselekteerde groep individue wat sleutel rolspelers is, in prestasie bestuur, by Oudtshoom Munisipaliteit. Sommige van die mikpunte van die onderhoude was om vas te stel die respondente se verstaan van prestasie bestuurstelsels en rolle en verantwoordelikhede. Dieselfde respondente het ook 'n tabel voltooi wat verskillende rolle en verantwoordelikhede van die onderskeie rolspelers binne 'n prestasie bestuurstelsel aandui. Die data analise hel getoon dat rolspelers (deelnemers in die navorsing) binne die prestasie bestuurstelsel by Oudtshoom Munisipaliteit nie rolle en verantwoordelikhede korrek kon toeken nie. Om 'n prestasie bestuurstelsel suksesvol by Oudtshoom Munisipaliteit te implementeer, is dit belangrik dat elke rolspeler presies sal weet wat van homlhaar verwag word. Dit is nie net vanuit 'n organisatoriese oogpunt belangrik dal rolle en verantwoordelikhede gedefinieer moet word nie, maar wetgewing vereis ook dat rolle en verantwoordelikhede duidelik moet wees voordat 'n prestasie bestuurstelsel geimplementeer word. Die probleem wat hier ontstaan het, het die geleentheid geskep om 'n model te ontwikkel vir die delegering van rolle en verantwoordelikhede binne 'n prestasie bestuurstelsel wat Oudtshoom Munisipaliteit kan help met die implementering van 'n prestasie bestuurstelsel. Die model, met 'n verduideliking hoc om die model te verstaan, word ook voorgestel. Oudtshoorn Munisipaliteit is tans besig om 'n prestasie bestuurstelsel te ontwikkel. Aanbevelings word gemaak om die munisipaliteit te help met die implementering van 'n prestasie besluurstelsel.
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Bhengu, Muzomuhle. "An assessment of managerial knowledge, skills and attitudes required for implementing performance management system for organisational performance at Newcastle Municipality." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/97052.
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Thesis (MPA)--Stellenbosch University, 2015.ENGLISH ABSTRACT: In South Africa, Performance Management Systems (PMSs) are widely implemented in municipalities to monitor and evaluate service delivery mechanisms for the purpose of improving organisational performance. The implementation of an effective PMS depends on several factors, including human elements. Therefore, the purpose of this research at Newcastle Municipality in KwaZulu-Natal was to assess the available managerial knowledge, skills and attitudes required for implementing an effective PMS for organisational performance. A qualitative research design was employed to describe the performance management processes currently implemented at Newcastle Municipality and the characteristics of these processes. A quantitative survey method was useful for collecting data and for precluding the management and performance practitioners identified through a stratified sampling method from providing data that was not within the scope of this research. The research found that managerial knowledge and skills were available and adequate at Newcastle Municipality. Despite these findings, there was a minor but significant need to improve existing managerial skills. Furthermore, the research uncovered mixed reactions towards managerial attitudes and it was difficult to determine the purpose of the implementation of PMS at the municipality and the attitude of members towards it. This was because the majority of respondents provided neutral responses to the question of whether there was a lack of positive attitude towards PMS from members in the organisation and because an equal number of respondents agreed and disagreed that PMS was implemented to comply with legislation rather than used as an internal control measure. Other attitudinal data contradicted the abovementioned findings on managerial knowledge and skills owing to the common feeling among respondents that knowledge and skills pertaining to the implementation of PMS were lacking in the municipality and that the municipality did not have the capacity or sufficient resources to implement PMS. It was concluded that the interaction between performance managers and existing Knowledge Management (KM) sharing practices at Newcastle Municipality probably contributed to an increase in managerial knowledge and skills. Future research is proposed to confirm this assumption. Furthermore, owing to discrepancies in feedback on managerial attitudes, the entire study conducted at Newcastle Municipality should be replicated in a similar setting in order to improve the reliability of its findings. It is recommended that future research should utilise a combination of quantitative and qualitative data-collection methods to grant participants the opportunity to explain their rationale for indicating a particular attitude in the questionnaire. This will also assist prospective researchers to formulate a specific viewpoint of respondents’ attitudes towards the implementation of an effective PMS, which will contribute to the corpus of scientific knowledge about PMSs by highlighting the real causes of PMS implementation failure.
AFRIKAANSE OPSOMMING: In Suid-Afrika word prestasiebestuurstelsels (PBS’e) algemeen in munisipaliteite geïmplementeer om dienslewerigsmeganismes te monitor en te evalueer. Die doel hiervan is om organisatoriese prestasie te verbeter. Die implementering van ʼn effektiewe PBS berus op verskeie faktore, onder andere menslike elemente. Daarom was die doel van hierdie navorsing om kennis, vaardighede en ingesteldheid met betrekking tot bestuur, wat verlang word om ʼn effektiewe PBS in munisipaliteite te implementeer, te assesseer ten einde organisatoriese prestasie te verbeter. Hierdie studie is by Newcastle Munisipaliteit in KwaZulu-Natal uitgevoer. ʼn Kwalitatiewe navorsingsontwerp is gebruik om die prestasiebestuurprosesse wat tans by Newcastle Munisipaliteit geïmplementeer word, asook die eienskappe van hierdie prosesse, te beskryf. ʼn Kwantitatiewe opname is gedoen om data in te samel en te verhoed dat bestuurders en prestasiepraktisyns, wat deur ʼn gestratifiseerde steekproefmetode geïdentifiseer is, data voorsien wat buite die bestek van hierdie navorsing val. Daar is deur middel van hierdie navorsing bevind dat kennis en vaardighede ten opsigte van bestuur sowel beskikbaar as voldoende is by Newcastle Munisipaliteit. Ten spyte van hierdie bevinding, is daar bepaal dat daar wel ʼn klein, maar beduidende behoefte daaraan is om bestaande bestuursvaardighede te verbeter. Verder het die navorsing gemengde reaksies ten opsigte van bestuursingesteldheid ontlok en dit was moeilik om te bepaal wat die doel van die implementering van ʼn PBS in die munisipaliteit is en wat lede van die organisasie se ingesteldheid teenoor hierdie stelsel is. Die rede hiervoor is dat die meeste respondente ʼn neutrale stand ingeneem het teenoor organisasielede se moontlike tekort aan ʼn positiewe ingesteldheid teenoor die PBS en omdat dieselfde hoeveelheid respondente beweer en daarvan verskil dat die PBS geïmplementeer is om aan wetgewing te voldoen eerder as om gebruik te word as ʼn interne beheermaatreël. Ander data oor ingesteldheid het die bogenoemde bevindinge oor bestuurders se kennis en vaardighede weerspreek, aangesien respondente oor die algemeen voel dat kennis en vaardighede om ʼn PBS in die munisipaliteit te implementeer, te kort skiet en dat die munisipaliteit nie die kapasiteit en genoegsame hulpbronne het om ʼn PBS te implementeer nie. Daar is tot die gevolgtrekking gekom dat prestasiebestuurders en die bestaande praktyk by Newcastle Munisipaliteit om kennisbestuur te deel, waarskynlik bygedra het tot ʼn toename in bestuurskennis en -vaardighede. Verdere navorsing oor die onderwerp word aanbeveel om hierdie aanname te bevestig. As gevolg van die teenstrydighede in terugvoer oor bestuursingesteldheid, word daar aanbeveel dat verdere navorsing onderneem moet word waarin die hele studie wat by Newcastle Munisipaliteit onderneem is, in ʼn soortgelyke omgewing gerepliseer word. Dit sal die betroubaarheid van studie se bevindinge kan verbeter. Vir die doel hiervan word daar aanbeveel dat verdere navorsing van ʼn kombinasie van kwantitatiewe en kwalitatiewe data-insamelingsmetodes gebruik moet maak om aan deelnemers die geleentheid te bied om te kan verduidelik waarom hulle ʼn bepaalde ingesteldheid in die vraelys aangedui het. Voornemende navorsers sal ook hierdeur in staat gestel word om ʼn spesifieke perspektief oor respondente se houdings teenoor die implementering van ʼn effektiewe PBS te formuleer. Dit sal bydra tot die korpus van wetenskaplike kennis oor PBS’e deur die werklike redes aan die lig te bring waarom die implementering van ʼn PBS kan misluk.
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Herholdt, Memorie. "An evaluation of a performance management system within a division of a large organisation in the public sector." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/19601.
Full textAbstract:
Thesis (MA)--University of Stellenbosch, 2007.ENGLISH ABSTRACT: Today’s competitive and dynamic business world, solicits ever higher levels of performance and productivity. At the core of this drive to higher performance is the enhancement and managing of employees’ performance through a Performance Management system. Performance Management however, is a very complex, multi-dimensional and integrated system with a number of interacting critical prerequisites. Even in ideal circumstances, these fundamental elements would, in all likelihood, not all be satisfied during the initial phases of implementing a Performance Management system. The concern existed, on the basis of the abovementioned probabilities, that the Performance Management system of the Children and Families Division (CAF) of the Department of Health and Human Services (DHHS) of Tasmania, Australia, was not enjoying optimal operational effectiveness. The aim of this study was to identify those factors in the system that are underdeveloped, possibly unsuccessfully implemented or in need of attention as they impact negatively on the effective running of the CAF’s Performance Management system. A suitable tool for this diagnostic purpose already exists in the form of the Performance Management Audit Questionnaire (PMAQ), developed by Spangenberg and Theron (1997). Through administering and analysing the PMAQ results, the CAF could obtain a clear indication of the system’s current effectiveness and would be able to identify where the problem areas are in order to refine the system for greater operational effectiveness. The results successfully identified the underdeveloped or absent areas of the organisation’s current Performance Management system. The results further found a clear difference between managerial and non-managerial perceptions of the effectiveness of the Performance Management system. The implications of these findings are discussed in terms of proposed remedial actions that could be implemented to address the problem areas.
AFRIKAANSE OPSOMMING: ‘n Konstante strewe na steeds hoër vlakke van prestasie en produktiwiteit is aan die orde van die dag in die huidige hoogs kompeterende en dinamiese besigheidswêreld. Die verbetering en bestuur van werknemers se prestasie deur middel van ‘n Prestasiebestuurstelsel, blyk ‘n sleutel te bied tot hierdie strewe na hoër prestasie. Prestasiebestuur is egter ‘n hoogs komplekse, multidimensionele en geintegreerde stelsel met ‘n aantal interverwante kritieke vereistes. Selfs onder ideale omstandighede, sou dit onwaarskynlik wees dat al hierdie fundamentele elemente aangespreek sou kon word gedurende die anvanklike fases van die implementering van ‘n Prestasiebestuurstelsel. In die lig van die bogenoemde waarskynlikhede, het daar spesifiek twyfel geheers oor die mate waartoe die Prestasiebestuurselsel van die ‘Children and Families’ (CAF) afdeling van die ‘Department of Health and Human Services (DHHS) in Tasmanië, Australie, optimale operasionele effektiwiteit weerspieël. Die doel van hierdie studie was om die faktore binne die stelsel te identifiseer wat onderskeidelik onderontwikkeld, onsuksesvol geimplementeer, of aandag benodig het ten einde hulle negatiewe impak op die effektiewe bedryf van die CAF se Prestasiebestuurstelsel aan te spreek. ‘n Geskikte hulpmiddel vir so ‘n diagnostiese doelwit het reeds bestaan in die vorm van die Performance Management Audit Questionnaire (PMAQ) wat deur Spangenberg en Theron (1997) ontwikkel is. Deur middel van die administrasie van die PMAQ en die analise van die resultate, sou die CAF ‘n duidelike aanduiding kon verkry van die stelsel se effektiwiteit en sou hulle die probleemareas kon identifiseer ten einde die stelsel tot groter operasionele effektiwiteit te verfyn. Die resultate het die leemtes en onder-ontwikkelde areas binne die organisasie se huidige Presasiebestuurselsel suksesvol geidentifiseer. Die resultate het verder gedui op ‘n duidelike verskil tussen die persepsies van bestuurders en nie-bestuurders oor die effektiwiteit van die Prestasiebestuurstelsel. Die implikasies van hierdie bevindings word ten slotte bespreek in terme van die voorgestelde remediëringsaksies wat geimplementeer sou kon word om die probleemareas aan te spreek.
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Botha, Johannes Jacobus. "An assessment of the performance appraisal system applied for the junior management level at the cold chain." Thesis, Nelson Mandela Metropolitan University, 2007. http://hdl.handle.net/10948/796.
Full textAbstract:
The study aims to identify which performance appraisal system is currently used in The Cold Chain, how this system compare with the fundamental requirements of a successful appraisal system and what requirements can be adopted to make the way in which Team Leaders are appraised more effective. An introduction into The Cold Chain, the identification of the problem and the relevance of the study is followed by a literature overview of performance management, the role of performance appraisals and the requirements for a successful performance appraisal system. Various appraisal systems, problems associated with performance appraisals and a framework for the development of an efficient system is discussed. Research conducted using a questionnaire sent to Team Leaders in The Cold Chain, delivered results which were analysed and discussed in Chapter four. In addition to biographical information, the function, effectiveness, evaluator involvement, objectives and criteria, requirements for performance appraisals, organisational alignment and evaluator faults were discussed. It was found that the current performance appraisal system in use at Mercor is a trait scale system. A trait scale method of performance appraisals does not reflect measurement against clearly defined job criteria and is difficult to legally defend. The essential elements for successful appraisal systems such as reliability, relevance, sensitivity, uncontaminated information, acceptability, practicality and legality will be present in a 360-degree approach and the implementation of such a system in Mecor was recommended.
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Enslin, Shaun. "An investigation of the perception of employees on environmental performance in a corporate company / S. Enslin." Thesis, North-West University, 2010. http://hdl.handle.net/10394/4463.
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The focus of this study was to investigate the perception of employees on environmental performance within a corporate company. In this instance Absa Bank Limited was the organisation under investigation referring directly to the banks impact on the environment. A literature study was conducted to establish an awareness of all related terms and subjects to environmental performance. Further a specific focus on Absa Bank Limited?s environmental impact and the policies and procedures set out by this organisation was researched and discussed. An empirical study was conducted by means of a self completion questionnaire administered by a random sample of employees working for Absa Bank Limited. Quantitative research that was conducted by means of questionnaires were distributed through the Absa Bank Limited Group to 200 employees in the Gauteng and North West Province and distributed through different departments and management levels. 52 usable questionnaires were gathered out of the abovementioned areas. Cronbach Alpha coefficient values were used to determine the internal consistency amongst items in the research instrument. The research instrument used in this study to assess perception of employees on the environmental performance within Absa Bank Limited had acceptable reliability, since not one of the constructs had a lower Cronbach Alpha coefficient than 0.7. The correlation between the demographical variables and the seven constructs were examined by independent t–tests and effect sizes. The demographical factors used were the gender classification of respondents, number of years employed by Absa Bank Limited and the management level of the respondents. In all instances the effect sizes were too small to be of any practical significance since none of the effect sizes had a large effect (d–value = 0.8). Recommendations and practical ways in which environmental performance could be enhanced and maintained in Absa Bank Limited were discussed. It was also reccomended that systems and procedures should be revisited and adapted to ensure adherence to the requirements of environmental performance. The report concluded by addressing the achievement of all the objectives, and by recommending possible future research that could be undertaken based on this study.Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.
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Matlala, Manoko Magdeline. "Employee fairness perceptions of a performance management system." Diss., 2011. http://hdl.handle.net/10500/4863.
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This study deals with the employee fairness perceptions of their performance management system
in a South African organisation. The concept of justice, with particular reference to procedural,
distributive and interactional justice, is used as a guide in assessing employee perceptions of
fairness of the organisations’ performance management system. A qualitative approach was used
to gain an in-depth understanding of employee perceptions of fairness based on their personal
experiences of the organisation’s performance management system.
Data was obtained through extensive semi structured interviews with 20 employees who had been
with the organisation and participated in the performance management system for 5 or more
years. All interviews were transcribed and assessed using a thematic analysis. The overall
findings show that there are negative fairness perceptions of the performance management
system as assessed according to the three organisational justice factors of procedural, distributive
and interactional justice.Industrial and Organisational Psychology)
M.A. (Industrial and Organisational Psychology)
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Lai, Yen-Yu, and 賴彥伃. "Planning and Design of Manufacture Employee Performance Management Information System." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/av92r7.
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碩士國立臺灣科技大學
資訊管理系
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Employees are an important asset of companies, and the goodness of business management is inseparable from the performance of employees. When an enterprise is in a competitive environment and faces a changing environment, whether employees have the ability and expertise to respond and establish an effective employee performance management system has become an important part of business management. In addition, today's enterprises are facing a transformation trend, and employee performance management must be adjusted accordingly, so that employees can perform their work performance, drive teamwork, create personal performance, and then demonstrate group performance and make the organization operate more efficiently. This research explores relevant indicators of the latest enterprise employee performance appraisal through the relevant literature, and designs a performance management information system to provide reference for the manufacturing industry in the development of employee performance management information system. The overall function of the performance management system includes employee data management, salary management, employee development management, performance appraisal, performance interview, report output printing, permission management and message notification. The conclusions of this research are as follows: 1.To link employee development and performance management. 2.To link salary management and performance management. 3.To link performance interview and performance management. 4.To provide enterprises to establish a complete and flexible performance management indicators.