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Putriana, Vima Tista. "Performance measurement of local government in Indonesia." Thesis, University of Birmingham, 2016. http://etheses.bham.ac.uk//id/eprint/6808/.
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This study is about public sector performance measurement in the context of developing economies; more specifically, the study focuses on local government performance measurement systems as applied in Indonesia. Although there have been numerous research studies examining performance measurement, most empirical work has been undertaken in the context of developed economies. Performance measurement research in the milieu of developing economies is still very much underdeveloped and the progress is considerably much slower than those in developed economies. This study adopts an interpretive approach and applied case study research method in order, to develop an understanding of a) what drives the new performance measurement b) how it is designed and c) how it is used? The findings show that performance measurement in the context of developing economies tends to be driven by different reasons than compared to those developed economies. The findings also indicated developing economies encounter various challenges in designing and implementing performance measurement which eventually affected the use and usefulness of performance measurement. This study thus contributes to improve our understanding of the design, implementation and use of performance measurement in the context of developing economies. More specifically, it improves our understanding regarding (i) internal and external driving forces for performance measurement initiatives in the developing economies, (ii) the effectiveness of design, implementation and use, (iii) technical, organisational and institutional factors influencing design, implementation and use and the complex interactive effects of these three categories of factors, (iv) the interdependence between design, implementation and use, and (v) the complex conflicts of interest among different stakeholders in this context.
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Huff, Richard F. "Achieving High Performance in Local Government: Linking Government Outcomes with Human Resource Management Practices." VCU Scholars Compass, 2007. http://hdl.handle.net/10156/2064.
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Sun, Jun (John), and Xingqiao (David) Xu. "Criterion-related Validity Analysis of Performance Management in Local Government." Thesis, Kristianstad University College, Department of Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-3431.
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Advocated by the New Public Management movement, performance management has been increasingly adopted in local government agencies, aiming to improve government performance and accountability. The purposes of this dissertation are trying to investigate the current practice of performance management and its effectiveness, and find out whether there are differences between Sweden and China, and between different agency levels in terms of performance management and government performance. According to theoretical review, we combine two performance management models into a new one with four stages, and establish a three-dimensional government performance model based on the Balanced Scorecard, with which questionnaires are designed. The results, carried out mainly in China, show that to a large extent the models are consistent with the theory. Nevertheless, a new stage of performance management, named as performance appraisal, emerges combining performance measurement with parts of performance report. It is found that the four stages of performance management are received different attentions in local government agencies. The results also display that two stages of performance management (performance improvement and performance standard-set) have strong causal relations with government performance. Meanwhile, there are significant differences between three agency levels in terms of some performance management stages and one performance dimension, according to the results. As far as the two nations are concerned, Sweden is much better than China at all the four stages of performance management, but only much better at one performance dimension—learning and growth—than China.
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Mwita, John Isaac. "The role of motivation in performance management : The case of performance-related-pay schemes in British local authorities." Thesis, University of Birmingham, 2003. http://etheses.bham.ac.uk//id/eprint/49/.
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The adoption of performance-related pay schemes is part of the wider market-type reforms occurring in public services today. However, this ‘managerial revolution’ has prompted an academic debate for and against these practices. The main questions raised revolve around the novelty, objectivity and compatibility of such practices to which this study responds. The thesis argues that the value of an incentive scheme policy is a function of the organisational environment, objectivity of performance measurement processes and perceived equity of the installed scheme. The research uses data from in-depth interviews, questionnaires, and desk research based on a case study of performance-related pay schemes in UK local authorities. The evidence indicates a strong support at policy level for the use of market-type managerial reforms, but less support on the ground for the performance-pay thesis. There are difficulties encountered in the setting, measuring and rewarding qualitative performance of intangible targets such as intellectual capital. The evidence perceives PRP schemes to be vulnerable to failure as they are installed as ‘off-the-shelf’ ‘stand-alone’ rather than organization-specific motivational devices. The study looks at the ‘new’ role of management accounting systems in meeting ‘performance information needs’ of public sector managers as a potential area for further research.
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Kroukamp, Hendri. "South African local government performance : satisfactory to be globally competitive?" Journal for New Generation Sciences, Vol 6, Issue 1: Central University of Technology, Free State, Bloemfontein, 2008. http://hdl.handle.net/11462/495.
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Published ArticleThe changes brought about by global competitiveness place increasing pressure on local government to deliver more and better services to communities. To determine whether South Africa has benefited from globalisation per se in terms of improved performance, performance management in the South African local government needs to be investigated through benchmarking the prerequisites for such a system set, and an appraisal of the performance of local government in South Africa since 1994. Strategies for improved performances to be globally competitive will furthermore be advanced.
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Hermanus, Nosipo Albertina. "An assessment of the level of performance management in Mnquma local municipality." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/6509.
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Mnquma Local Municipality is located in the South Eastern part of the Eastern Cape Province. This category B municipality falls under the jurisdiction of the Amathole District Municipality (ADM) and comprises of an amalgamation of the former Butterworth, Ngqamakhwe and Centane TRC’s, Mnquma Municipality shares borders with three other local municipalities i.e. Mbhashe, Intsika Yethu and Great Kei Municipalities. In previous years this municipality was surrounded by violence, maladministration and mismanagement of funds. In 2009, Mnquma municipality received a disclaimer audit opinion. The bases for disclaimer are: - Consumer debtors who were disclosed at R13, 4 million on the face of the statement of financial positions and to the annual financial statements; and this amount did not agree with debtor’s age analysis; - Auditor-General was unable to confirm the exact amount of debtors removed from the accounting system; - Limitations placed on the scope of work and municipal records not permitting the application of alternative audit procedures; - Trade Creditors not supported by adequate documentation and supplier reconciliations did not have adequate alternative system of ensuring that all goods and services received prior to year-end, not paid but were accrued; and number of items that were recorded incorrectly. “The municipality adopted the PMS framework by March 2008. It was implemented and Councillors played a pivotal role in the implementation, monitoring and evaluation of theIDP. Cluster meetings set and received performance reports on quarterly basis. Directorates produced monthly performance reports and submitted them to the Executive management and the Executive Mayor respectively. The PMS was cascaded down to lower levels. Managers reporting to Directors had signed Accountability Agreements, while employees below signed Performance promises. It should be stated that there were some challenges on the implementation process. The Framework was implemented for the first time and institution was in a learning curve”. (N. Pakade: 2009). The municipal manager agreed that the institution was in a learning curve even though he commended the good work of councillors, it is not all councillors who know exactly what they are supposed to be doing in monitoring the municipal performance management systems. This has been proved by areas which still do not have electricity, roads and some no running clean water. There were some improvements in 2010 Financial Statements because the municipality received an unqualified audit opinion, but the in- fighting amongst councilors still existing that affect municipal performance in regard to provide local communities with basic needs. The irregular expenditure continued to be incurred where two different security companies were appointed by Executive Mayor and Municipal Speaker to prevent each other in entering the municipal premises because of disagreements about the reappointment of the municipal manager. Mnquma municipality does not have an Executive Mayor due to councilors who fired the mayor. The Mnquma councilors’ in fighting affects local communities in a negative way that contributes to municipal bad performance.
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Kalgin, Alexander. "Implementation of performance management in regional government in Russia." Thesis, University of Birmingham, 2015. http://etheses.bham.ac.uk//id/eprint/5718/.
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The aim of this project is to find whether the national system of performance measurement in the Russian public sector is affected by deliberate data manipulation. Using mixed methods I demonstrate that locally generated data are more likely to be manipulated than data reported by external agencies. Instead of improving managerial decisions, performance indicators have become a tool of symbolic bureaucratic accountability not linked to real managerial activities. 25 current and former civil servants from three regional governments in Russia were interviewed (including three ministers of economic development); quantitative data were obtained from a publicly available performance dataset covering the period of 2007-2011 (with data for a unified list of over 300 indicators from 83 regional governments). Two strategies of data manipulation were identified: a “prudent bureaucrat” strategy consisted in minimizing long-term risks by reporting “more-normal-than-real” figures; a more ambitions “reckless bureaucrat” strategy aimed at inflating figures to maximise credit. Systematic application of these two strategies has produced a detectable bias in the overall performance data with “prudent bureaucrat” strategy dominating. Performance reporting creates a “bureaucratic panopticon” and resulting behaviour may be understood using Michel Foucault’s notion of normalisation.
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Taulapapa, Ma'amora. "The current status of the balanced scorecard as a performance measurement and a strategic management tool in NZ local government organisations a dissertation submitted to the Auckland University of Technology in partial fulfilment of the requirements for the degree of Master in Business, 2008." Abstract. Full dissertation, 2008.
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Edwards, Lauren M. "Strategic Planning in Local Government: Is the Promise of Performance a Reality?" Digital Archive @ GSU, 2012. http://digitalarchive.gsu.edu/pmap_diss/36.
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The purpose of this dissertation is three-fold. First, it explores whether or not experience with strategic planning increases comprehensiveness of the strategic planning process. Second, it investigates the potential impact of comprehensive strategic planning processes on performance. The final rationale for this dissertation is to determine whether the impact varies according to the dimension of performance analyzed. This exploratory study uses a unique data set that combines the performance measures of select local government departments from the International City/County Manager's Association and an original survey of the heads of those departments to determine their strategic planning practices. The dissertation utilizes an evaluative approach by analyzing the practical significance of the potential impact including correlation, differences between groups, and effect size. These analysis taken together can help demonstrate a potential relationship where regression analysis would be inappropriate due to small sample size. The findings justify further studying these questions about strategic planning in the public sector. First, the analysis demonstrates that departments with more strategic planning experience have higher mean comprehensiveness than departments with less experience. Second, though the findings are mixed concerning the impact of comprehensive processes, the majority of the findings support the hypothesis that more comprehensiveness leads to better departmental performance. Finally, the mixed findings demonstrate that strategic planning comprehensiveness impacts different dimensions of performance differently.
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Moodley, Nishendra. "Performance management in developmental local government: a search for an effective and workable approach." Thesis, University of the Western Cape, 2003. http://etd.uwc.ac.za/index.php?module=etd&.
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Edwards, Lauren Hamilton. "Strategic planning in local government: is the promise of performance a reality?" Diss., Georgia Institute of Technology, 2011. http://hdl.handle.net/1853/42824.
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The purpose of this dissertation is three-fold. First, it explores whether or not experience with strategic planning increases comprehensiveness of the strategic planning process. Second, it investigates the potential impact of comprehensive strategic planning processes on performance. The final rationale for this dissertation is to determine whether the impact varies according to the dimension of performance analyzed.
This exploratory study uses a unique data set that combines the performance measures of select local government departments from the International City/County Manager's Association and an original survey of the heads of those departments to determine their strategic planning practices. The dissertation utilizes an evaluative approach by analyzing the practical significance of the potential impact including correlation, differences between groups, and effect size. These analysis taken together can help demonstrate a potential relationship where regression analysis would be inappropriate due to small sample size.
The findings justify further studying these questions about strategic planning in the public sector. First, the analysis demonstrates that departments with more strategic planning experience have higher mean comprehensiveness than departments with less experience. Second, though the findings are mixed concerning the impact of comprehensive processes, the majority of the findings support the hypothesis that more comprehensiveness leads to better departmental performance. Finally, the mixed findings demonstrate that strategic planning comprehensiveness impacts different dimensions of performance differently.
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Krapohl, Johannes. "Assessing management competencies in selected Southern Cape Municipalities." Thesis, Nelson Mandela Metropolitan University, 2007. http://hdl.handle.net/10948/797.
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In his 2006 State of the Nation Address, President Thabo Mbeki emphasised the need for the development of managerial competencies and other skills to empower the country’s municipalities to meet the needs of the community (Governance and Administration, 2005). In order to meet the needs of the local community, municipalities need to render effective and efficient services. The lack of relevant managerial competencies adversly influences the municipality’s capacity to deliver the required services. In addition, the uneven distribution of capabilities and capacity across different sections within a municipality also poses a great risk to municipal performance and equitable service provision over the medium term. Notwithstanding progress made to date, service delivery backlogs still exist in key areas that affect the daily lives of the community. Where these backlogs coincide with poor municipal capacity, the result is service failure and a government that is incapable of meeting its goals (Governance and Administration, 2005). The objective of the study is to assess the contemporary management competencies that are required to assist municipal management in addressing the challenges of a dynamic, uncertain and complex Local Government environment. A questionnaire was used to gather the perceptions of 26 senior managers. This sample constituted a response rate of 65 per cent of people employed by municipalities within the Eden District Municipality’s service area. The questionnaires were distributed to the senior managers by means of an identified contact person within each municipality. The empirical findings such as the mean, median, standard deviation and pvalues were calculated by means of MS Excel. The main findings of this research indicated that: • Presently the most developed managerial competencies were selfmanagement, strategic action, planning and administration and communication. • The least developed current competency was global awareness. • The managerial competencies regarded as the most important for the next ten years were planning, administration and strategic action. • Global awareness was regarded as the least important competency for the next ten years. This finding points to the need for developing the global awareness competency to ensure that Municipal Managers are more sensitive to cultural cues and are able to adapt quickly in novel situations.
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Asmah-Andoh, Kwame. "Effective and efficient performance management in local government, with reference to the Cacadu District Municipality." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/1633.
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This study examined the existing levels of effectiveness and efficiency in local government with the application of performance management systems in the provision of municipal services. The provision of district-wide water services in Cacadu District Municipality in the Province of the Eastern Cape, South Africa is used for particular reference. Local government reforms after 1994 led to the creation of the district municipality (which groups together a number of local municipalities) to drive district-wide services provision, the introduction of systematic services provision standards and performance management as part of management reforms in municipalities. The problem for the research deals with how the Cacadu District Council and the councils of the local municipalities within the district are collaborating in using performance management systems, what effects this could have on programmes and services provision and how communication of performance information would improve service provision. Conceptual and practical difficulties encountered in effective and efficient utilisation and some obstacles that contribute to impeding progress in the use of performance management systems in municipalities were analysed. The qualitative research included a review of documents from the public administration and management literature; discourse analysis of interviews with municipal councilors and appointed officials, community members and provincial managers. The document review included a review of municipal documents that incorporated performance management or described development and use of performance management systems. It also included the legal frameworks and statutory requirements for municipal government and administration. All the responding municipal councils within the Cacadu District Municipality reported using performance management over the past five years yet little empirical evidence explains usage for district-wide programmes and services provision. Research shows that a comprehensive performance management approach to programmes and services has a more effective and efficient impact on service improvement than utilisation of personnnel appraisal (Ammons and Rivenbark, 2005). Despite the expected benefits, personnel performance appraisal is often flawed and the need exists in the district municipal model to develop and utilise performance management systems that validly assess the work performance of personnel (Hindo, 2010). Performance management system utilisation in decision making management is more related to the long-term benefits of effectiveness and efficiency than personnel appraisal for performance rewards and reporting. To overcome and address a situation of managing performance without a performance management system the study proposes a programme performance measurement and management system which incorporates information on management inputs, programme-specific data and citizens' feedback for outcomes and impact of the service. The suggested design for district-wide and specific municipal services provision elicit and provide relevant and appropriate performance information for management, decision-making and accountability to community. The effectiveness of the proposed system is to provide information for decision-making, long-term planning, strategic management and accountability reporting. The proposal is built on the exisiting method and thus efficient in the utilisation of resources. This has implications both for the theory of Public Administration and Management and the practical application of performamce management in public institutions. The study explicity provides a Public Administration perspective on management in a multi-municipal district context with different authorities. The study contributes to the theory of administrative policy and management context of the municipality with special attention to functions for which different authorities are responsible and the role of a performance system for better insught into managing overlapping authority, gaps and duplications. A central purpose of public management research is to theorise and influence practice. The practical utilisation of the proposed method is intended to assist managers and politicians with better understanding of a sustainable performance management system.
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Aifheli, Ratshili. "The impact of performance management on employee morale in Western Cape Provincial head office of Department of local government & housing." Thesis, Cape Peninsula University of Technology, 2012. http://hdl.handle.net/20.500.11838/1735.
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A mini thesis submitted in partial fulfillment of the requirement for
the award of the Degree of Master of Technology
In
Human Resources Management at the Faculty of Business of the
Cape Peninsula University of Technology
2012Local Government in South Africa has undergone much transformation since 5 December 2000. Much of this change has been implemented to correct the imbalances, inequities and disparities within our local communities as a result of Apartheid policies. However, motivation for this change is also because National Government has realized that like other governments throughout the world, there is a need to continuously modernise all spheres of government. In establishing the background, readers will be exposed to the implicit objectives contained in the new local government legislation and specifically, the legislation relevant to performance management. The development of a performance management system at local government level in South Africa is a highly structured process which is determined by various sets of legislation. To develop a comprehensive understanding of the impact that the municipal has on the implementation of a performance management system, a review of the legislation is therefore imperative. In South Africa, the government's response since 1994 (Calitz and Siebrits, 2002) has been to realign its economic policies in terms of Growth Employment and Redistribution (GEAR). This has required that government becomes more efficient in the delivery and production of its services. Further, the focus has been on technical efficiency with emphasis on better or improved government services without an increase in taxes. Calitz and Siebrits (2002) con~luded that the South African government's focus at a national level has definitely shifted from its regulatory role to that of a facilitator of growth. The overall aims of performance management is to establish a high-performance culture in which individuals and teams takes responsibility for the continuous improvement of business processes and their own skills and contributions within a framework provided by effective leadership. Specifically, performance management is about aligning individual objectives to organizational objectives and ensuring that individuals uphold corporate core values. It provides for expectations to be defined and agreed in terms of role responsibilities and accountabilities (expected to do), skills (expected to have) and behaviours (expected to be). Its aim is to develop the capacity of people to meet and exceed expectations and to achieve their full potential to themselves and the\ organisation.
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Tickner, Leslie. "Empowerment and performance in local government : the impact of empowerment strategies on service improvement." Thesis, Northumbria University, 2010. http://nrl.northumbria.ac.uk/1989/.
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This study examines the impact an empowerment strategy may have when applied to public sector employees delivering Environmental Services. The study employs a case study method as its central research strategy with ten sample local authorities chosen as strategic informants. The key issues considered were the relevance of the appropriate structure within the organisation, the importance of employee engagement, the impact of the management or leadership style, and the opportunity for implementation of an empowerment strategy. Primary data collection was through twenty eight semi-structured interviews including Heads of Service, Service Managers, Supervisors and Front Line Operational Employees. Secondary data included Best Value Reviews, Comprehensive Performance Assessments, as well as Annual Audit Inspection Letters specific to the chosen sample. The research findings support the assumption that an empowered and empowering workforce can contribute to service improvement and also support the assumptions that other key drivers must also be in place to enable and facilitate that improvement. The research recognises those additional key drivers as engagement, corporate ambition, leadership style, training, resources, external constraints, task complexity, rewards and levels of and opportunities for innovation that contribute to the performance level of the organisation. Some or all of these drivers are evident in the sample authorities both from assessment reports as well as interview data. The research findings also suggest that there are many interpretations of empowerment with the most common understanding being simply the opportunity to change the way things are done but only after prior consultation with line managers. Line managers in the study group wanted to voice support for empowerment but in reality their actions fell short of an explicit strategy with a clear definition. Involvement in decision making by the front line employees was evident but fell short of a declaration of empowerment. The golden thread of empowerment appears to be dangled just out of reach of this group. The study contributes to existing empowerment literature but also to the specific impact of empowerment in a public service environment. It is important because it focuses on a service area that is experienced and used by the vast majority of citizens. The impact of poor or declining environmental services as well as high quality and improving environmental services is immediately noticeable by all that experience it. It is a service where a strategy of empowerment should bring about a noticeable change in quality.
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Iqbal, Mohammad T. H. S. "Performance measurement in public sector organisation : application of balanced scorecard (BSC) in a UK local government authority." Thesis, City University London, 2007. http://openaccess.city.ac.uk/8551/.
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This thesis explores the suitability of using 'Balanced Scorecard (BSC) -a performance measurement model developed by Robert S. Kaplan and David P. Norton of Harvard Business School, USA' as a performance measurement framework for public sector organisations like UK Local Government Authorities. The research study was carried out using 'Case Study' method and the performance measurement model used for this study was a modified BSC model for'Non profit and public sector organisations' The test of the modified model of BSC was done on the London Borough of Tower Hamlets Corporate, Social and Housing Service Directorates. The testing of the model involved developing prototype 'Strategy Maps' and 'Scorecards' for all three service directorates and validating these through interviewing relevant officials. As each of the directorates were different in terms of service delivery objectives, stakeholders and performance measures or indicators, three sets of proto type strategy maps and scorecards were developed. The Strategy map included the vision, mission and strategic objectives of the organisation and directorates while scorecard showed the strategic objectives and their performance measures grouped under four perspectives of BSCService Users, Community and Stakeholders, Resource Management, Internal Process and Learning & growth. For validation of the proto type strategy maps and scorecards, senior officials of Tower Hamlets Council were interviewed. The analysis of the interview responses confirmed that the modified BSC model is suitable as a performance measurement framework for a local government authority like London Borough of Tower Hamlets. Some of the officials interviewed believed that if implemented properly, the BSC model can help achieve organisational alignment and inform next cycle of decision making. This may be an interesting area for further research.
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Simm, Alexa Louise. "A contingency model of strategy, performance measurement systems and management accounting practices : an empirical investigation in English local authorities." Thesis, University of Southampton, 2010. https://eprints.soton.ac.uk/167485/.
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Contingency based research has been used extensively within the area of accounting control (Chapman, 1997; Chenhall, 2003; Gerdin and Greeve, 2004), though there is a lacuna of contingency research within not-for-profit organisations (Chenhall, 2003), particularly in the UK. The study‟s overall research question is how strategic typology, resource-based capabilities, contemporary performance measurement techniques (CPMTs) and contemporary management accounting practices (CMAPs) affect the performance outcome of English local authorities. Resource-based capabilities were taken to comprise market orientation, entrepreneurship, innovation and organisational learning, consistent with prior research (Henri, 2006b). To investigate the research question, a contingency model was developed, setting out expected relationships between the study's variables. An electronic questionnaire was designed to collect data for each of the research variables, with reliance placed on existing research instruments where possible. Supplementary performance data was obtained from published Audit Commission assessments. A cross-sectional electronic survey of English local authorities was conducted with a response of 528 completed questionnaires obtained. The data was analysed using structural equation modelling (SEM) and AMOS 7.0 software. A model generating approach was adopted, where the initial contingency model was rejected and modified. Through this modification process a revised model, based on theoretical frameworks, was identified that fitted the empirical data well. Significant direct and indirect relationships between variables within the research contingency model were identified. The results provide empirical support that the performance outcome of English local authorities is contingent upon the emphasis placed on pursuing a differentiation strategy, use of CPMTs and CMAPs, strategic capabilities of market orientation, entrepreneurship and innovation, and performance-based training. The study combines and tailors prior research on specific variables, building these into an original contingency model which is applied to English local authorities. Overall, this study contributes both to contingency research and to the knowledge and understanding of strategy, resource-based strategic capabilities, management accounting and PMTs in English local authorities. Some areas for future research are proposed, though the results from the study provide important information for management accounting researchers, local government practitioners and policy makers.
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Patrick, Rodger. "Performance Management, gaming and police practice : a study of changing police behaviour in England and Wales during the era of New Public Management." Thesis, University of Birmingham, 2009. http://etheses.bham.ac.uk//id/eprint/534/.
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This thesis examines the nature of ‘gaming’ in the police service and the extent to which it distorts policing priorities and performance measures. Performance Management, which formed an integral part of New Public Management, was introduced gradually to the police service in England and Wales during the 1990s. The Police and Magistrates Court Act 1994 gave Chief Officers of Police greater freedom on how they spent their budget allocation but there was an expectation that this would result in increased efficiency and improved performance. The Police Reform Act 2002 continued this trend by empowering the Home Secretary to set annual performance targets which the Police Service was expected to deliver. Performance management systems provided the means by which efficiency could be measured thus enabling central government to exert pressure on police forces to improve performance in the areas prioritised. However, for such improvements to be real, not just illusory, it was necessary to ensure the dysfunctional effects of ‘gaming’ behaviour were guarded against. Controlling such behaviour presents a challenge for those responsible for the regulation and governance of the service. This thesis examines the impact of Performance Management on ‘gaming’ behaviour and vice versa within the police service. It identifies and presents evidence on the nature and extent of ‘gaming’ and its impact on police behaviour. The limited effectiveness of the regulatory bodies in addressing ‘gaming’ are also reviewed and inadequacies, both strategic and operational, identified.
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Nukpezah, Julius Atsu. "The Adoption, Management, and Performance of Local Government Investment Pools: A Comparative Analysis of State Practices." Thesis, University of North Texas, 2016. https://digital.library.unt.edu/ark:/67531/metadc849621/.
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This dissertation examines the factors influencing a state’s decision to adopt a local government investment pool (LGIP), the institutional arrangements used in managing them, and the effect of the institutional types on LGIP performance. The dissertation extends the policy adoption theory with insights from investment theory to demonstrate that management credibility influences the likelihood of a state’s LGIP adoption. The study finds that the quality of financial management, the quality of professional leadership, proximate state neighbors who have previously adopted an LGIP, and economic factors determine a state’s proclivity to policy adoption. The dissertation also describes the institutional arrangements used in managing LGIPs and develops typologies based on their institutional arrangements. The dissertation compares LGIPs depending on the risk aversion of their institutional arrangements. The research extends the risk-return tradeoff in investment theory to LGIP institutional arrangements. The empirical findings show that LGIP institutional arrangement that has greater risk report higher performance. The dissertation also finds that competition in the LGIP market due to multiple vendors, and periods of economic recession account for higher performance because of higher risk-taking behaviors associated with them. This dissertation promotes public funds investment laws that emphasize prudent management of government finances and guides managers of the public purse on the types of institutional choices that optimize returns with minimal risk.
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Mdleleni, Lwando. "A critical analysis of the implementation of performance management system in the local government, with specific reference to O. R. Tambo District Municipality." Thesis, University of the Western Cape, 2012. http://hdl.handle.net/11394/4437.
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Masters in Public Administration - MPAThe provision of quality services is important for the overall welfare of South Africans. However, the Apartheid legacy appears to have long lasting effects on the provision of quality services at local level, with a range of undesirable effects, especially for ordinary people at grassroots level. Nevertheless, this concern has been made possible the legacy of apartheid, which makes it practically impossible to address the immediate needs of ordinary South Africans. For over a decade, South African local government has been condemned for poor service delivery, which is as a result of inefficiency, unproductiveness and incompetency of the public servants. These factors have hindered the prospect of delivering quality services at the most efficient and effective level, hence the introduction of a long- term plan by the South African government to improve the productiveness of the local government, and this plan is known as Performance Management System (PMS). The introduction of performance management system is critical because it ensures that plans are being implemented, that they are having the desired development impact and that resources are being used efficiently.This thesis critically analyzes the implementation processes of Performance Management System at O.R. Tambo District Municipality. Its principal aims is to investigate the factors that hinder the effective implementation of performance management system at local government in South Africa, to assess the effectiveness of PMS at ORTDM, to identify and explore different theories on performance management system. This thesis also seeks to be a guide to effective public policy implementation and provide recommendation and clear analysis of the municipal activities which can help improve the current state of affairs at O.R Tambo District Municipality. This thesis therefore looks at the challenges that are faced by the Section 57 employees (i.e. Municipal manager, directors and assistant directors) in the implementation of Performance Management System within the O.R. Tambo District Municipality. It uses qualitative research methods to assess patterns of PMS in ORTDM. This enquiry produces descriptive data, based on the written and spoken words of the interviewees. This method allows the researcher to see the world from participant‟s point of view.This thesis begins by introducing the subject of Performance Management, giving the historical background of performance management, as well as the current state of O.R. Tambo District. The introduction of the topic is followed by a theoretical overview of the subject of performance management. This is followed by the research methodology used in this study. The findings are presented in the chapter following the research methodology chapter, giving a synopsis of what the interviewees disclosed during the interview process. The last chapter provides conclusions and recommendations on how do the municipality ensure that performance management is effectively implemented and it has desired outcomes.
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Smit, Babette. "A normative framework for analysing the training needs of local government managers in implementing performance management systems." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53282.
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Thesis (MA)--Stellenbosch University, 2003ENGLISH ABSTRACT: Recent developments in legislation pertaining to local government in South Africa depict performance management as a means to enable local government managers to actively plan, manage and measure the performance of the organisation. In order to ensure the implementation of performance management, local governments are required to develop and adopt an integrated performance managements system, which should consist of seven elements, namely performance planning; a framework for performance management; key performance indicators and targets; shared responsibility for performance; performance monitoring and measurement; performance review and reports; and performance improvement. However, the successful implementation of the performance management system is dependent on the availability of competent managers that possess the necessary knowledge, skills and abilities to implement and manage the performance management system. Performance management training is seen as a fast and effective way to ensure the obtainment of competent managers to implement the performance management. However, to ensure that training programmes address the most critical needs in a cost-effective manner, training should be preceded by a comprehensive training needs assessment. This research aims to development a normative framework developed in this research, describing several knowledge elements, skills and abilities necessary for effective performance management, upon which a formal training needs assessment for local government managers may be based. Recommendations are also made pertaining to the development of performance management training activities to ensure the development of performance management capacity under local government managers.
AFRIKAANSE OPSOMMING: Onlangse beleidsontwikkelinge rondom die bestuur van plaaslike owerhede in Suid-Afrika beskryf prestasiebestuur as 'n wyse waardeur plaaslike owerheid bestuurders die prestasie van die organisasie aktief kan beplan, bestuur en meet. Om die implementering van prestasiebestuur te verseker word plaaslike owerhede deur die wet verplig om 'n geïntegreerde prestasiebestuurstelsel te ontwikkel en formeel aan te neem. So 'n stelsel sal uit sewe elemente bestaan, naamlik prestasie beplanning; 'n raamwerk vir prestasiebestuur; kern prestasie indikatore en mikpunte; gedeelde verantwoordelikheid vir prestasie; prestasie monitering en meting; prestasie hersiening en rapportering; en prestasie verbetering. Die suksesvolle implementering van 'n munisipale prestasiebestuurstelsel is egter onderhewig aan die beskikbaarheid van kundige personeel wat oor die nodige kennis, vaardighede en vermoëns beskik om die stelsel te implementeer en bestuur. Prestasiebestuur opleiding word beskou as 'n vinnige en effektiewe manier om bevoegde personeel te bekom waardeur die implementering van prestasiebestuur verseker kan word. Gegee die hoë koste verbonde aan opleiding programme, is dit wenslik dat sulke intervensies vooraf gegaan word deur 'n omvattende opleiding behoefte bepaling. Hierdie navorsing mik op die ontwikkeling van 'n normatiewe raamwerk, saamgestel uit verskeie kennis elemente, vaardighede en vermoëns noodsaaklik vir die implementering van 'n prestasiebestuurstelsel, waarop 'n formele opleiding behoefte bepaling vir plaaslike owerhede gebaseer kan word. Aanbevelings word ook gemaak vir die ontwikkeling van prestasiebestuur opleiding intervensies waardeur prestasiebestuur kapasiteit onder plaaslike owerheidsbestuurders bevorder kan word.
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Williams, Quinton Walter. "Implementing performance management at local government level in South Africa : a case study on the impact of organisational culture." Thesis, Rhodes University, 2006. http://eprints.ru.ac.za/293/.
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Thesis (M.B.A. (Investec Business School))--Rhodes University, 2006.A thesis submitted in partial fulfilment of the requirements of the degree of Masters of Business Administration, Rhodes Investec Business School.
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Mdluli, V. S. "Performance management as a tool for service delivery in the Mbombela Local Municipality : a case study in Mpumalanga Province." Thesis, University of Limpopo, 2015. http://hdl.handle.net/10386/1214.
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Thesis ( M.Dev.) --University of Limpopo, 2015This study was undertaken with the purpose of investigating the implementation of performance management in the Mbombela Local Municipality. This is a quantitative case study. The objective is to assess how Performance Management is implemented and used as a developmental tool to ensure and speed up service delivery in the municipality. Purposive and random sampling has been used to collect data and SPSS was applied to analyze data. The research revealed that Performance Management has not been implemented at all levels of employment. The study recommended that Performance Management should be implemented at all levels of employment and feedback should be given to employees promptly in order to improve their performance. In-service training is offered to employees to improve their performance and bring about understanding of their appraisal system. All employees must be motivated, trained and encouraged to share the same norms, values and organization objectives. The Municipal Manager should be the engine in terms of ensuring that Performance Management is implemented throughout the municipality to ensure quick service delivery to the committees
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Du, Plessiss Abraham Erasmu. "A decade of performance management at local level : the case of the Saldanha Bay Municipality : 2005 to 2015." University of the Western Cape, 2016. http://hdl.handle.net/11394/5631.
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Masters in Public Administration - MPASouth Africa is plagued by municipal service delivery protest actions on a perennial basis. This observable fact is confirmed in the municipal audit reports of the Auditor General (AG) for the 2010-11 and 2011-12 financial years. One of the reasons cited for these poor audit results by the office of the Auditor General is problems linked to the management of performance, or the absence of a proper Performance Management System (PMS). This study aims to establish why a municipality finds it difficult to develop, implement and sustain a proper PMS, and what factors contribute to an efficient PMS in a municipality. This research is based on a case study of a category B-municipality, namely the Saldanha Bay Municipality and explores various factors necessary to ensure the effective implementation of a performance management system. The primary aim of the study is to identify and discuss the negative and the positive factors regarding the case of the Saldanha Bay Municipality over a period of 10 years. It analyses the PMS problem areas and endeavours to understand what contributed to the Auditor General’s “clean audit” finding in the 2013/14 and 2014/15 financial periods. The study utilized the case study approach as this is arguably the most appropriate approach to understand and interpret the phenomenon that was studied. The study also concentrates on both primary and secondary sources of data. Secondary sources include books, journal articles and government reports whilst the primary sources include personal observations, structured interviews and a survey questionnaire. The survey questionnaire was adapted from the de Waal and Counet (2009) questionnaire and applied to the management / staff of this municipality. This instrument is appropriate in that it allowed the researcher to probe and explore the 31 performance categories against which the implementation of a Performance Management System in the Saldanha Bay Municipality was assessed. The key findings of this study, especially in the first 5 years of the decade in discussion, indicate that the lack of management commitment, leadership and support played a role in the problems related to the implementation of a PMS. Other factors that were also evident were the lack of enough time and resources for the implementation of a PMS and the lack of a comprehensive change management process during the implementation phase. A fourth finding was that the PMS did not present enough benefits for management, particularly in their daily management activities, which resulted in a culture of compliance, rather than a culture of performance.
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Ndabeni, Mziwonke. "A critical assessment of the institutionalisation of Performance Management Systems in Local Government: a special focus on political office bearers and senior managers in O.R Tambo District Municipality." Thesis, University of Fort Hare, 2014. http://hdl.handle.net/10353/d1015109.
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Service delivery is at the centre of South Africa’s developmental local government. Thus with such a high calling to development, local municipalities play an important role in enhancing development in their areas of jurisdiction. In the area under this study, the Local Government Department has initiated Performance Management as a response to the service delivery hardships and as a bottom up approach to socio economic development of their communities. In the view of Performance Management being used as a tool for enhancing Service delivery, the study therefore sought to discover the role that the Performance Management System is playing in the Local Municipality Development of O.R District. It also sought to find out the extent of support that has been afforded by government and other stakeholders within the context of the cooperative governance. To establish this, the researcher employed the quantitative approach guided by a primary research design. The review of primary data allowed for a close assessment of the Performance Management System in detail. Available data on PMS gave an easier task of assessing the impact of PMS in the district and the constraints they have faced so far. The findings from the study revealed that PMS in the district show a great potential for better performance if performance management systems were to be understood by all staff members of the municipality. It has been also observed that they lack information on performance management, proper finance management, and diversification and value addition for their service delivery so as to increase their competitiveness. It is imperative therefore to recommend further training on good Performance management skills and sourcing for employees and understanding new PMS. This form of support will go a long way in ensuring the sustainability of Performance Management System in the O.R. District Municipality. Keywords: Performance Management System, Political office bearers and Senior Manager O.R District.
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Ntliziywana, Phindile. "Professionalisation of local government: Legal avenues for enforcing compliance with competency requirements." Thesis, University of the Western Cape, 2009. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_6738_1284067820.
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This study is a response to the dilemma of poor service delivery or the lack thereof. In this regard, this study posits the professionalisation of local government as part of the solution. The focus is on the administrative arm of local government, which is the major conduit for service delivery. Professionalisation of local government is a broader theme. For the present purposes, focus will be devoted to the competency component which entails attracting qualified personnel competent to discharge local government responsibilities. However, it is not limited to attracting already competent and professional staff. It also entails developing the skills of existing staff. This definition, in essence, relates to qualification through training, learning and specialisation.11 In essence, professionalisation of local government ensures that all employees act and behave in a professional way. In this regard, this study seeks to identify the competency standards set by the legislative framework and then explore the legal avenues for enforcing compliance, by the municipal administration, with such standards. This requires one to look at and answer the following questions: What constitutes municipal staff?
What is the content of the competency framework in question?
What are the enforcement mechanisms currently in place?
Whose role is it to enforce compliance with the competency framework?
Broadly speaking, enforcement can take two forms: hard enforcement and soft enforcement. The hard form of enforcement relates to giving incentives for compliance with the competency framework and dismissal for non-compliance. Softer enforcement, in turn, relates to correction and monitoring.
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Ray, Joshua L., C. Allen Gorman, and Eva Lynn Cowell. "Exploring Organizational Mindfulness in Local Governments: A Mixed Methods Approach." Digital Commons @ East Tennessee State University, 2015. https://dc.etsu.edu/etsu-works/422.
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This two-part study was conducted as part of a larger project exploring leadership, organizational processes, and performance in local governments. In Study 1, we conducted interviews with exemplary leaders in local governments across a medium sized southeastern state. Results of these interviews suggested leadership and organizational processes consistent with organizational mindfulness. In Study 2, we created a survey instrument based on existing work in organizational mindfulness. Responses from 96 local governments provided evidence suggesting that organizational mindfulness is related to self reports of organizational performance. We end with a discussion of these results, study limitations, and opportunities for future research.
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Christopher, Yvonne M. "The Use of Performance Measurement and Management in Small Ohio Municipalities." Wright State University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=wright1596663423705027.
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Tšeole, Molise Paul. "Performance management systems implementation challenges in South African municipalities :|bthe case of Dr Kenneth Kaunda District Municipality / M.P. Tšeole." Thesis, North-West University, 2013. http://hdl.handle.net/10394/9709.
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In the accomplishment of good governance South African municipalities need to develop measurable objectives related to performance measures and targets that capture strategically important aspects of performance. This allows performance to be easily monitored and aligned with municipal Integrated Development Plans (IDPs).
Performance information should be used in conjunction with strategic planning, budgeting, policy analysis and evaluations, organisational reviews and performance appraisals for the managers. This is necessary in order to improve performance and for assuring the public that they are receiving value for money.
A Performance Management System (PMS) is the principal management mechanism intended to determine outcomes and impact of municipal service delivery on the communities they are commissioned by legislation to service. The PMS measures should always be relevant, meaningful and informative to political and administrative decision-makers. The data gathered from the PMS should be presented in a balanced, comprehensive and credible manner.
The aim of this study is to analyse the challenges that influence the implementation of the local government PMS in the Dr Kenneth Kaunda District Municipality. The analysis entails identifying the challenges, evaluating them and then suggesting possible solutions to the challenges.Thesis (M. Development and Management)--North-West University, Potchefstroom Campus, 2013.
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Bukari, Zakaria Hamza Zakaria. "Performance management and local government administration in Ghana : the case of the District Development Facility and the Functional Organisational Assessment Tool." Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/performance-management-and-local-government-administration-in-ghana-the-case-of-the-district-development-facility-and-the-functional-organisational-assessment-tool(1f70942d-902a-44e5-bacd-4b87f6fced05).html.
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For the past two decades, interest in the performance of local governments has become high in public management. The wave of performance consciousness has thus far diffused from developed countries to developing countries where decreasing public confidence and trust in government has made the implementation of performance management policies a way of improving public perception of government performance. Meanwhile, the implementation of such policies is often based on untested assumptions some of which constitute gaps in the literature. For instance, it is understood that performance management systems enable public organisations that provide services to satisfy citizens’ demand for services. It is also assumed that mechanisms for managing organisational performance recognise and address the interests of multiple stakeholders in an organisational environment and that once performance management systems generate performance information, decision makers are likely to use that information to advance the goals of their organisations. This study explores these assertions by investigating performance management practices of local government authorities in Ghana. It sets out to understand how local governments manage organisational performance and what shapes their performance. It also examines the scope of a performance enhancing policy to determine whether it addresses multiple perspectives of organisational performance and the extent to which local government managers use performance information to improve service delivery. The study adopts a qualitative research approach by using data from interviews, focus group discussions, observations and documents to construct and interpret research findings. This research identified internal and external mechanisms for managing local government performance and found that central-local government relations allows the former to influence the latter’s priorities by imposing on them, the national development policy, in ways that define development planning, performance reporting and local government controls. Following Kaplan and Norton (1992), a Balanced Score Card framework was used to examine the scope of performance indicators used to assess the performance of local governments under the District Development Facility. The findings reveal that performance indicators tend to be skewed towards financial and internal organisational aspects of performance rather than incorporating citizens’ views about local government performance or promoting organisational learning, innovation and accountability. The findings offer insights for re-examining multiple principal-agent relationships at the local government level where the assessment of local government performance excludes the opinions of local residents and affects local governments’ accountability to citizens. Although developing a culture of performance emerged as a key factor for improving local government performance, the findings revealed that the use of performance information by local government managers to make decisions on service delivery depends on the importance of performance information, their commitment to central government’s priorities, reporting requirements of externally funded projects and public service motivation. This study concludes that the utilisation of performance information to improve service delivery is necessary but not sufficient without adopting an all-inclusive, citizen-centred approach woven into the formulation, implementation and evaluation of performance management systems in a developing country context.
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Makina, Clive. "An analysis of balanced scorecard for improved customer satisfaction in local government: a comparative study of the City of Cape Town and the City of Johannesburg." Thesis, University of Fort Hare, 2016. http://hdl.handle.net/10353/4596.
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This study sought to understand the application of the BSC as a tool that facilitates customer satisfaction in local government service delivery. The main thrust was on its application in South African metropolitan municipalities with a view of establishing means of improving its adoption for better customer-focused performance measurement. This area has not received much attention, yet local government performance is in an unacceptable state. The study employed a secondary data analysis approach and findings from the study reflect widespread usage of the BSC but without proper consideration of factors influencing its successful application. Findings of this study reinforce previous study results that there is poor communication with regards to how the BSC must be applied. Its application is also faced with the challenge of lack of training on the use and application of the BSC. However, the tool has significantly transformed and shaped the functioning of South Africa’s two best performing metropolitan municipalities and altered their performance in a favourable manner. Through the BSC approach, the City of Cape Town and the City of Johannesburg have moved towards improving their relations with the customers they serve. The BSC allows the municipalities to take into consideration the non-financial assets that were previously not considered valuable in organisations. Accommodating the views of customers has gained much traction in these municipalities and measures have been put in place to ensure real time data enables managers to make decisions that attempt to address people’s needs and expectations. Conclusively, the study recommends strong improvement in training and communication of the objectives and goals of a PMS within an organisation. Strong emphasis should also be placed on listening to what the customers say and expect from service delivery. This will strengthen the use and value of CSS and CBP and help improve performance and the achievement of the NDP goals of 2030 through local government. This study sought to understand the application of the BSC as a tool that facilitates customer satisfaction in local government service delivery. The main thrust was on its application in South African metropolitan municipalities with a view of establishing means of improving its adoption for better customer-focused performance measurement. This area has not received much attention, yet local government performance is in an unacceptable state. The study employed a secondary data analysis approach and findings from the study reflect widespread usage of the BSC but without proper consideration of factors influencing its successful application. Findings of this study reinforce previous study results that there is poor communication with regards to how the BSC must be applied. Its application is also faced with the challenge of lack of training on the use and application of the BSC. However, the tool has significantly transformed and shaped the functioning of South Africa’s two best performing metropolitan municipalities and altered their performance in a favourable manner. Through the BSC approach, the City of Cape Town and the City of Johannesburg have moved towards improving their relations with the customers they serve. The BSC allows the municipalities to take into consideration the non-financial assets that were previously not considered valuable in organisations. Accommodating the views of customers has gained much traction in these municipalities and measures have been put in place to ensure real time data enables managers to make decisions that attempt to address people’s needs and expectations. Conclusively, the study recommends strong improvement in training and communication of the objectives and goals of a PMS within an organisation. Strong emphasis should also be placed on listening to what the customers say and expect from service delivery. This will strengthen the use and value of CSS and CBP and help improve performance and the achievement of the NDP goals of 2030 through local government..
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Prins, Henry F. "Developing an individual performance management instrument for Overberg District Municipality." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/49909.
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Thesis (MPA)--Stellenbosch University, 2004.ENGLISH ABSTRACT: Overberg District Municipality is required by law to develop and implement a organisational performance management system. This requirement by law is in recognition of the need for government to take real steps to ensure that municipalities effectively deliver on their constitutional mandate. The transformation of local government ushered in a pertinent focus on developing and implementing performance management systems. The researcher experienced that municipalities are at this stage primarily focusing on developing systems for organisational performance management, resulting in minimum attention to individual performance management. The purpose of this research is to develop an individual performance management instrument, integrating the strategic objectives as identified in the Integrated Development Plan of the Overberg District Municipality with the objectives of the individual. The proposed instrument should enhance integrated human resource management and be commensurate with applicable labour legislation. A literature review of performance management and related human resource management practices was conducted in order to gain better insight into the topic. Further to this, legislation and policy documents were analysed with specific reference to performance management. After gathering the information through the literature review, a proposed individual performance management instrument was developed and submitted to subject matter experts for their input. The research is concluded with a presentation of recommendations for implementation at Overberg District Municipality.
AFRIKAANSE OPSOMMING: Die Overberg Distriksmunisipaliteit moet volgens wet 'n organisatoriese prestasiebestuurstelsel ontwikkel en implementeer. Hierdie wetlike vereiste erken die vereiste dat die regering doelgerigte stappe moet doen om te verseker dat munisipaliteite hul grondwetlike mandaat doeltreffend uitvoer. Die transformasie van plaaslike regering het 'n besliste fokus op die ontwikkeling en implementering van prestasiebestuurstelsels meegebring. Die navorser het ondervind dat munisipaliteite op hierdie stadium hoofsaaklik op die ontwikkeling van stelsels vir organisatoriese prestasiebestuur ingestel is, en dus die minimum aandag aan individuele prestasiebestuur gee. Die oogmerk van hierdie navorsing is om 'n individuele prestasiebestuursinstrument te ontwikkel, en daardeur die strategiese doelwitte wat in die Geintegreerde Ontwikkelingsplan van die Overberg Distriksmunisipaliteit geidentifiseer is, met die individu se doelwitte te integreer. Die voorgestelde instrument moet geintegreerde menslikehulpbronbestuur versterk en in ooreenstemming met toepaslike arbeidswetgewing wees. 'n Literatuuroorsig van prestasiebestuur en verwante menslike hulpbronbestuurspraktyke is gedoen ten einde 'n beter begrip van die onderwerp te kry. Verder is wetgewing en beleidsdokumente ontleed met spesifieke verwysing na prestasiebestuur. Nadat die inligting by wyse van die literatuuroorsig versamel is, is 'n voorgestelde individuele prestasiebestuursinstrument ontwikkel en aan kundiges op hierdie gebied voorgelê vir hulle insette. Die navorsing is afgesluit met aanbevelings vir implementering by die Overberg Distriksmunisipaliteit.
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Ngubeni, Steven Piet. "Youth development performance management in municipalities : a Nkangala District Municipality case study." Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/80327.
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Thesis (MPA)--Stellenbosch University, 2013.ENGLISH ABSTRACT: Like in many developing countries, youth development in South Africa is advancing towards becoming the central focus of government. The population figures illustrate a demographic dividend, or youth bulge as others would want to call it. A more pragmatic and aggressive approach to youth development for South Africa has never been more urgent than now. Municipalities by design are at the grassroots and the gateway for providing direct development interventions to the masses of the peoples of South Africa. Most of the municipalities in the country have started to take up this responsibility. There is, however, evidence that success in implementing youth development programmes is limited, owing mainly to the lack of performance management application at the local government level. This study is intended to explore a research problem defined as follows: “The absence of a tailor-made performance management for youth development leads to limited or no achievement of the set targets for youth development.” The study is started by exploring the literature on both the underlying areas of the study: youth development and performance management. Though youth development is a fairly new area, there has been progress in defining and conceptualizing both performance management and youth development in South Africa. Youth and youth development are defined respectively as young people between 14 and 35 years of age, and deliberate interventions to enable the youth to participate in the socio-economic wellbeing of the country and the world. Performance management is further defined as the process towards ensuring there is a concerted effort in the implementation of the predetermined plans. The researcher opted for the case study approach, using Nkangala District Municipality (NDM) as the case to explore the extent to which municipalities apply the prescripts and principles of performance management to the youth development programmes. The study sought to establish whether municipalities have performance management frameworks and systems, whether youth development matters are included and whether there are specific youth development performance measures in place. The literature shows that there is extensive work done on the area of performance management in local government in South Africa. The legislation compels all municipalities to have performance management systems and frameworks in place and adopted by the councils. The document review shows that in Nkangala District Municipality there is still a need to trickle down the application of the systems and framework. There is a need to ensure that youth development is included in the performance management process. Evidence from the study shows that there are still gaps to be addressed in as far as the district is concerned. Their application of the performance management framework and systems still needs to be cascaded to all staff members; the application must still be applied to youth development programme and youth development units. There is a need to align municipal planning with youth development. Youth participation still remains a challenge throughout the process of planning, implementation and reporting. Municipalities are suffering from attitudes that suggest that youths are simply recipients of hand-out products and services. Finally, the study suggest a Youth Development Performance Management Framework which will also integrate youth participation, monitoring and evaluation.
AFRIKAANSE OPSOMMING: Soos in baie ontwikkelende lande neig jeugontwikkeling in Suid-Afrika daarna om die sentrale fokus van die regering te word. Die bevolkingsyfers illustreer 'n demografiese dividend of jeug uitstulping (“youth bulge”), soos wat daarna verwys word. `n Meer pragmatiese en aggresiewe benadering tot jeugontwikkeling was nog nooit meer dringend vir Suid-Afrika as juis tans nie. Munisipaliteite, deur ontwerp, is op voetsoolvlak en die poort vir die verskaffing van direkte ontwikkelingsingrypings vir die meerderheid van mense in Suid-Afrika. Meeste van die munisipaliteite in die land het begin om hierdie verantwoordelikheid op te neem. Daar is egter bewyse dat sukses in die implementering van jeugontwikkelingsprogramme beperk is, veral as gevolg van die gebrek aan die aanwending van prestasiebestuur op die vlak van plaaslike regering. Hierdie studie is bedoel om die navorsingsprobleem gedefinieer as: “die afwesigheid van 'n pasgemaakte prestasiebestuurstelsel vir jeugontwikkeling lei tot beperkte of gebrekkige bereiking van die gestelde teikens vir jeugontwikkeling” Te verken. Die studie begin deur die literatuur te ondersoek op beide die onderliggende gebiede van die studie, jeugontwikkeling en prestasiebestuur. Hoewel jeugontwikkeling `n redelik nuwe gebied is, is daar vordering in die definiëring en konseptualisering van beide prestasiebestuur en jeugontwikkeling in Suid-Afrika. Jeug en jeugontwikkeling word gedefinieer as jong mense tussen 14 en 35 jaar oud en doelbewuste intervensies om die jeug in staat te stel om deel te neem aan die sosio-ekonomiese welstand van die land en die wêreld. Prestasiebestuur word gedefinieer as die proses om te verseker dat daar `n gesamentlike poging is vir die implementering van die voorafbepaalde planne. Die navorser het besluit op `n gevallestudie benadering, deur gebruik te maak van die Nkangala Distriksmunisipaliteit (NDM) om die mate waarin munisipaliteite die voorskrifte en beginsels van prestasiebestuur op die jeugontwikkelingsprogramme toepas te verken. Die studie poog om vas te stel of munisipaliteite prestasiebestuursraamwerke en stelsels het, of jeugontwikkelingsaangeleenthede ingesluit is en of daar spesifieke jeugontwikkeling prestasiemaatreëls in plek is. Literatuur toon dat daar uitgebreide werk gedoen is op die gebied van prestasiebestuur in plaaslike regering in Suid-Afrika. Die wetgewing verplig alle munisipaliteite om prestasiebestuurstelsels en raamwerke in plek te hê en goedgekeur deur die rade. Die dokumentêre hersiening toon dat daar in die Nkangala Distriksmunisipaliteit steeds `n behoefte daaraan is om die toepassing van die stelsels en raamwerk te laat deursyfer. Daar is `n behoefte om te verseker dat jeugontwikkeling ingesluit word in die prestasiebestuursproses. Bewyse uit die studie toon dat daar steeds gapings is om aan te spreek met betrekking tot die distrik. Die aanwending van die prestasiebestuursraamwerk en stelsels moet nog afgewentel word na alle personeellede. Die aanwending moet nog van toepassing gemaak word op jeugontwikkeling en jeugontwikkelingseenhede. Daar is 'n behoefte om munisipale beplanning in lyn te bring met jeugontwikkeling. Jeug deelname dwarsdeur die proses van beplanning, implementering en rapportering bly steeds 'n uitdaging. Munisipaliteite ly onder gesindhede wat daarop dui dat die jeug eenvoudig ontvangers is van produkte en dienste. Die studie stel ten slotte `n jeugontwikkeling prestasiebestuursraamwerk voor wat ook jeug deelname, monitering en evaluering sal integreer.
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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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Mama, Nolwandle Mickey. "Performance management : a practical way to re-aligning management styles, practices and competencies to improve organisational performance at Amatola District Council." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52400.
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Thesis (MBA)--Stellenbosch University, 2001.The aim of this study was to review the current status of the Performance Management system at Amatola District Council. A study of material and a case study on the implementation of the system at Amatola District Council is described. The performance management model designed by Good People Management has been applied and described in the text. The research results indicate that the majority of staff supports and understand the process. However, feedback and the attitudes of female employees thereof are highlighting red signals. This creates a completely new area of research of which the writer is only highlighting the issue for further research. Linking of performance management with compensation comes up as an issue, understandably so because the Council has agreed not to link the two processes. Recommendations on how to improve the system have been put forward.
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Mzileni, Nompumezo. "A critical evaluation of the management and implementation of performance management and development system: a case study in the Department of Local Government and Traditional Affairs; Bhisho, Eastern Cape." Thesis, University of Fort Hare, 2012. http://hdl.handle.net/10353/d1007109.
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Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct a critical evaluation on the management and implementation of Performance management and development System in the Department of Local Government and Traditional Affairs. Despite the importance of performance management, most organisations find it difficult to implement, manage and sustain performance management systems and processes effectively. It is therefore crucial to ensure adequate planning, evaluation and training is done that will support a sustainable process. Given the strategic role played by the SMS, especially the management of Performance Agreements in the realization of government programmes, it is important that departmental officials make efforts to ensure compliance with its provisions. This study has shown that officials have not been accurate enough in their implementation of the PMDS. The study reveals that there is no staff development programme in place that would help develop staff members to grow in the different fields of their jobs. This is a sound reason why staff responded that they are not happy with the current system. It would appear that management does not devote a great deal of time to staff development. The focus of the PMDS needs to be changed from an output-focused system to a management development system, where there is an increased focus on the development of competencies, compared to the current focus on rewarding only output.
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Terblanche, Venessa Hayley. "The determinants of service delivery success in local government: the case of Nelson Mandela Bay Municipality." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/20774.
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Section 153 of the Constitution of South Africa (RSA, 1996) states that “a municipality must structure and manage its administration, budgeting and planning process to give priority to the needs of the community and to promote the social and economic development of the community”. Despite this mandate placed on local government, De Wet and Moseki (2015, p. 61) write that insurgent South Africans engage in violent protests against continued “municipal ineffectiveness in service delivery, poor responsiveness to citizens’ grievances, and a conspicuous consumption entailed by a culture of self-enrichment on the part of councillors and staff”. The Department of Corporate Governance and Traditional Affairs (COGTA ) (2014) identify huge service delivery backlogs, poor communication and accountability relationships with communities, corruption and fraud, poor financial management and insufficient municipal capacity as a result of lack of scarce skills as some of the priority areas impacting hardest on the municipality’s ability to function as a well-performing municipality. Mpofu and Hlatywayo (2015) report that poor performance by workers in local government has been established as one of the major issues affecting the efficient provision of municipal services by municipalities. It thus follows that the performance and conduct of municipal employees need to be improved in order to improve the delivery of basic services to the communities they are to serve. Hanyane and Naidoo (2015) hold the view that without proper service delivery, the achievement of good governance and the effective use of public resources will remain elusive. The primary objective of this study was to contribute to improving the levels of service delivery at a selected municipality by identifying which factors the employees of the municipality consider most effective in improving their levels of service delivery within the organisation. A questionnaire was structured and used to conduct a survey with 65 middle-level managers, senior-level supervisors, middle-level supervisors and operational staff.The study concluded that talent management and retention strategies were the only independent variable that proved to have a significant positive relationship with service delivery within the selected municipality.
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Tantardini, Michele. "Organizational Social Capital and Performance Information Use: Analyzing the Link and Its Implications for Public Management." FIU Digital Commons, 2016. http://digitalcommons.fiu.edu/etd/2627.
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The use of performance information is the backbone of performance management. Performance information use refers to the willingness of public managers or other relevant stakeholders to incorporate quantitative or qualitative data in their decision-making. Both routine and nonroutine performance information is considered essential in managers’ decision making. Understanding the organizational factors that motivate public managers to use performance information is an important topic in the literature and practice of performance management.
Although the number of studies on information use is growing, little is known about the impact of Organizational Social Capital (OSC). OSC is composed of the sub-dimensions of social interaction, trust, and shared goals. The main argument of this study is that OSC fosters performance information use in public administrations. It is expected that departments with high levels of organizational social capital are more likely to use both routine and nonroutine performance information.
To test the hypothesized effect, department heads, middle managers, and other individuals with a supervisory role from 513 Florida County Government departments were surveyed. Furthermore, interviews, focus groups, and analysis of secondary data were performed to provide the context and the narrative surrounding the hypothesized effect. Analysis of the survey data reveals evidence in support of the hypothesized effects. Furthermore, the comparative case study analysis shows the existence of substantial differences in the history, background, organizational culture, and management between the two counties. The main findings show how reorganization processes as well as a lack of leadership may have detrimental effects to organizational social capital.
Organizational social capital could be considered a relevant predictor of performance information use and thus deserves further attention from both researchers and practitioners.
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Chen, Xian. "An assessment of the performance appraisal process in the public sector : a comparative study of local government in the City of Cape Town (South Africa) and Hangzou city (China)." Thesis, University of the Western Cape, 2011. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_8085_1305010278.
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This study found that the performance appraisal process, in particular, is an instrument of the performance appraisal system that contributes tremendous value to planning and implementation. The research found that the performance appraisal process in the City of Cape Town can be improved through addressing the process and improving the approaches followed by the managers in daily appraisals, which can be done by following the complete process and including all the steps it involves, and by having a positive attitude towards the performance appraisal process. This mini&ndash
thesis also provides a set of conclusions and recommendations for the performance management and performance appraisal system, particularly regarding appraisal process enhancement. It is hoped that the lessons learned through this study will inform current practices and provide information for future research at local government level.
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Ngemntu, Ellouise Marion. "An assessment of the performannce management system within the Department of Education, Graaff-Reinet district." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020138.
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The implementation of the performance management system is important in every work situation since it has an impact on achieving the organisational goals of excellence. Therefore the purpose of this study is to investigate the implementation of the performance management system, with specific reference to employees attached to the Department of Education in the Graaff-Reinet District. In order to achieve the research objective set out in this study a literature study was done which explains the performance management system, the principles for effective performance management, and how the system should be implemented. Furthermore, an empirical survey was undertaken in the form of a self-administered questionnaire which was delivered by hand and collected upon completion. The empirical results indicate that the performance management system appears not to have achieved its intended objectives and that the implementation of the performance management system does not adequately address the needs of both the employer and employee within the Graaff-Reinet District. Recommendations in this regard were made based on the literature review and empirical results.
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Glennon, Russell J. "The 'death of improvement' : an exploration of the legacy of performance and service improvement reform in English local authorities, 1997-2017." Thesis, Loughborough University, 2017. https://dspace.lboro.ac.uk/2134/25178.
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When Tony Blair's New Labour administration took control in 1997, it sought to establish a programme of organizational, performance, and democratic reform. Initially badged as the modernizing government programme, it was later developed in the Best Value regime for local government, which imposed a centrally-controlled performance regime on all local authorities. This was characterized by a managerialist regime of external inspections, league tables, and reliance on extensive performance management, overseen by the Audit Commission. One of the first acts of the 2010 Coalition government was to dismantle this regime, along with announcing the abolition of the Audit Commission. This research sought to examine the legacy of the 1997-2010 performance regime on six English local authority case studies, identified via a deviant case analysis. An examination of the literature developed a conceptual model of seven dimensions of reform, and the research used an exploratory approach to examine the legacy of the performance regimes through a range of qualitative interviews and focus groups. The inductive analysis of interview data found that financial austerity dominated the local government environment, and the impacts of these cuts were felt across the entire group of case studies. These savings requirements had effectively broken the expectation of continuous improvement explicit in the Best Value duty what we refer to here as the death of improvement . Authorities were reducing staffing, which resulted in the loss of expertise and skills. They were also scaling back many universal services through managed decline , and deregulation of performance regimes was stimulating divergent responses to performance management arrangements, as well as influencing the relationship between politicians and performance management, and central performance staff and departmental staff. There were challenges raised around the residual inspections, largely restricted to social care and education, and how these interacted with central performance team models. The discussion develops a three-part model of performance as a system of governance , which integrates three key areas of theoretical and empirical development: performance management frameworks, accountability, and value for money. This allows four main contributions to knowledge: The concept of public value for money , Further development of our understanding of multiple forms of accountability A new model of performance management zones that articulates different roles for performance management at points within the organization A categorisation of the main changes in reform paradigms It concludes that understanding the values underpinning public sector reforms through a range of interpretive lenses is essential to fully comprehending the impact of reforms at three levels: conceptualization, operationalization, and implementation. The legacy of Comprehensive Performance Assessment and Comprehensive Area Assessment can be seen in the increased capacity and capability of local authorities to engage with performance management, and data and evidence-driven policy making. Yet, these capabilities may not have prepared authorities sufficiently for the demands of significant budget cuts driven by the post-2010 political environment.
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Cash, Leatricia Michelle. "The council-manager plan, or, Managing for results?: Profiles and management styles of eight city managers in San Bernardino County." CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2736.
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The primary purpose of this study is to examine professional city management in San Bernardino County cities functioning under the council-manager form of government, and to determine whether they are using the fundamental principals of "Managing for Results" as set by the criteria in the GPP report.
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Jernmo, Mikael, and Amanda Henebäck. "Hållbarhetsarbete i svenska kommuner : En studie om kommuners arbete med miljönyckeltal och miljöredovisning." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-54240.
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Offentlig sektor anses inneha ett centralt ansvar för den fortsatta utvecklingen av hållbarhet då de ser till att främja och forma människors liv i samhället. Dock anses det svårt att ge en helhetsbild av hållbarhet inom kommuner eftersom begreppet är diffust och används i många olika sammanhang, i vissa fall enbart för att det förväntas användas. Lyckas inte kommuner med sin hållbarhetsutveckling kan det få stora konsekvenser för framtida generationer som inte har möjligheten till en hållbar livsstil. Denna studie undersöker Sveriges kommuner och deras arbete med mätning av miljöarbetet samt miljöredovisning. Kommunernas hållbarhetsarbete har blivit allt viktigare i takt med att människans påverkan på miljön har uppmärksammats och organisationer förväntas ta ansvar för att minska sin miljöpåverkan.The public sector is considered to hold a key responsibility for the further development of sustainability as they look to advance and shape the lives of people in society. However, it is considered difficult to give an overall picture of sustainability in municipalities where the term is vague and used in many different contexts, in some cases only because it is expected to be used. If municipalities are not successful in their sustainability work it could result in serious consequences for future generations, who will not have the possibility of a sustainable lifestyle. This study examines the municipalities and their work with measurements for environmental performance and sustainabillity reporting. The sustainability work of municipalities has become increasingly important as the human impact on the environment has been observed and organizations are expected to take responsibility for reducing their environmental impact.
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Lilja, Engström Caroline, and Marlene Hoffmann. "Balanserat styrkort i svenska kommuner : En studie av upplevd användbarhet och användarvänlighet." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-21657.
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Syfte: Syftet med denna studie är att skapa förståelse för hur styrkortsanvändning hos svenska kommuner upplevs av involverade chefer, särskilt sett till användbarhet och användarvänlighet. Metod: Denna studie antar ett kvalitativt och tolkningsinriktat synsätt och har en abduktiv ansats. Tillvägagångssättet omfattar en litteraturstudie samt empiri-insamling medelst semistrukturerade intervjuer, vilka sedan växelvis har ställts mot varandra genom en tematiserad analys. Slutsats: Vår slutsats är att styrkortsanvändning hos svenska kommuner uppvisar avsevärd variation, men att styrkorten överlag upplevs som användbara för organisationen; något mindre användbara för den enskilde chefen samt att bristfällig användarvänlighet är vanligt förekommande. Förslag till fortsatt forskning: Se stycke 6.4. Studiens bidrag: Vår studie bidrar med empirisk bekräftelse av att balanserat styrkort upplevs vara ett användbart koncept för kommunal styrning. Vidare påvisar studien att styrkortet främst är praktiskt användbart för organisationen som helhet; sett till den enskilde chefen är användbarheten och användarvänligheten mer begränsad, och förbättringspotentialen upplevs vara stor sett till båda perspektiv.Aim: The purpose of this study is to create an understanding for how scorecard usage in Swedish local government is perceived by the involved managers, especially in terms of usefulness and ease of use. Method: This study adopts a qualitative and interpretative stance and has an abductive approach. The mode of procedure includes a literature study and collection of empiric material through semistructured interviews, which have then iteratively been positioned versus each other in a thematised analysis. Conclusions: Our conclusions are that scorecard usage in Swedish local government organisations encompasses considerable variation, but that the scorecards in general are perceived as useful for the organisation; somewhat less useful for the individual manager and that inadequate ease of use is commonly occurring. Suggested future research: See paragraph 6.4 below. Contribution of the thesis: Our study contributes with empiric confirmation that the balanced scorecard is perceived to be a suitable concept for Swedish local government management. The study also shows that the scorecard is useful primarily for the organisation as a whole; the usefulness and ease of use seen to the individual manager is more limited, and the potential for improvement is perceived to be considerable seen to both perspectives.
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Solomons, Gavin John. "Measuring the performance of the Integrated Development Plan in a selected metropolitan council in the Western Cape, South Africa." Thesis, Cape Peninsula University of Technology, 2016. http://hdl.handle.net/20.500.11838/2451.
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Thesis (MTech (Public Management))--Cape Peninsula University of Technology, 2016.Cape Town has an extremely unequal society characterized by increased unemployment, and a lack of adequate and affordable service delivery for communities living on the Cape Flats including townships. Is the service delivery demand too big or doesn’t the City of Cape Town municipality have the capacity to cater for all communities within the municipal boundaries? Or is the municipal staff not performing as they are supposed to perform? The Integrated Development Plan can be described as the pivot upon which all development activities in a municipality revolve. The research project investigates the performance of the City of Cape Town Municipality’s IDP. The study further investigates the powers and duties given to people elected and appointed to implement this new South African local government vision of a free and prosperous South Africa for all to enjoy under the African sun. The most important tool in the municipality’s hands is the IDP. The IDP of a municipality is a map that a specific municipality wants to travel in that five-year period while they are in control of that municipality. The vehicle that drives human beings into a specific direction must be strong and able to succeed in pursuing the municipal vision.
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Davashe, Cikizwa. "An investigation into the impact of performance management and development system on service delivery in the Eastern Cape: a case of the three Buffalo City hospitals." Thesis, University of Fort Hare, 2008. http://hdl.handle.net/10353/307.
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In the Eastern Cape Department of Health the performance management and development system progress reviews are performed in a summative manner. This happens when a supervisor leaves out all the other progress reviews and conducts a final progress assessment and monitoring at the end of the year. It is worse when the performance agreements are not even signed during the start of a financial year, neither does a newly qualified employee sign. As a result employees are not appraised because there are no progress reviews that are entered on the Persal system. Employees miss an opportunity to be sent for training at the same time they are rewarded late or not at all. It is obvious that the managers do not understand the aims and objectives of the PMDS policy. The research was an assessment of the effectiveness of the performance management and development system in inculcating professional behaviour in the nursing staff in the three Buffalo City hospitals, namely, East London Hospital Complex, Grey and Bisho hospital. The aspects of the policy investigated were the performance reviews, the competency framework and the performance incentive scheme. This research is qualitative in nature. Data was collected using unstructured interviews and open ended questions. The population of this study involved selected Performance Management Managers, Quality Assurance Manager, Area Managers, junior nurses and clerks working in the Buffalo City Hospitals. The respondents of the study were selected using the stratified random sampling technique. Descriptive methods were used to analyse data. Confidentiality was highly maintained and consent form even distributed from the start of the research. The three Buffalo City hospitals are practising a balanced scorecard as a performance measurement tool. It is in the form of workplans that are different for different levels of employees such as the performance workplans, standard framework workplan and individual workplans. ix The study discovered that there is poor compliance in performing the performance reviews. The attention is on the appraisal aspect more than the development aspect. Also, there is a delay in taking the employees for training as a result they end up not being trained. The employees are not rewarded according to their performance. The PMDS policy states that employees that get a score of three are entitled to get a one percent and those that are rated a four or a five qualify for a performance bonus. The study found that the PMDS policy is not implemented well. It is recommended that the performance management manager and the quality assurance manager need to apply a radical strategic transformation and change management to address the challenges.
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Bill, Anthony C. "Understanding strategic management in local government." Thesis, University of Wolverhampton, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.415357.
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Lowe, Martyn. "Human resource management in English local government." Thesis, Sheffield Hallam University, 2002. http://shura.shu.ac.uk/19982/.
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This thesis analyses Human Resource Management (H.R.M) in English local government. The research shows how H.R.M in local authorities has been influenced by the development of New Public Management (N.P.M) that has adopted some but not all of the characteristics of H.R.M. N.P.M and H.R.M appear to have important differences arising from the unique nature of local government culture, organisation and structure. These differences were found in this study to prevent the full implementation of a strategic and effective form of H.R.M. As a result of these differences local government in England has developed a hybrid form of H.R.M suitable to the particular to the needs of local authorities. The study presents evidence that some cultural change has occurred in local authorities under H.R.M, particularly in the structure of organisations, and in the relationship between HR staff and managers. However, the inability of local authorities to overcome specific barriers to H.R.M means that the contribution H.R.M might make to the organisational performance of local councils is still unknown. These barriers are the inability of councils to produce integrated business and H.R strategies; underdevelopment of line managers; incomplete processes of devolution and decentralisation of HR responsibilities and issues arising from the political nature of local authorities.
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Wang, Xiaoqi. "China's civil service reform and local government performance : a principal-agent perspective /." View the Table of Contents & Abstract, 2006. http://sunzi.lib.hku.hk/hkuto/record/B36432854.
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Vlachos, Dimitrios. "Hellenic Local Government Management System using IDEFO methodology." Thesis, University of Salford, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.299102.
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