Dissertations / Theses on the topic 'Municipal government Performance Organizational effectiveness'

Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018.
Organisations in both private and public sector have embraced Project Management as the ideal means of managing projects with the hopes of ensuring that they deliver their intended benefit. Projects have therefore become particularly prominent within the public sector including Municipalities, as a means of fulfilling developmental goals and delivering services. This has resulted in organisations investing considerable resources to ensure that they build the capacity needed to effectively manage projects. This investment usually takes the form of training and development of project managers or adopting and implementing project management methodologies with clear processes that guide how projects are managed. Within academia there has also been a broad spectrum of research devoted to the field of project management. A major focus area of project management research has been to determine the value of Project Management by measuring aspects of an organization’s project management performance and how best they can improve it to ensure project success. However, despite the advances in Project research and the practice of project management, organisations continue to face low project success rates. Findings from previous research has found that project management is very context specific and that there is not a ‘one size fits all’ when it comes to implementing project management practices. Therefore, organisations should be tailoring their project management approach to best suit their unique needs. This study has therefore chosen to evaluate project management performance within Municipalities in the Western Cape Province, South Africa. The aim of which was to find how best municipalities can improve their current performance and ensure project success. The rationale for this research is further supported by evidence which indicates that project management within the public sector is generally less developed than in the private sector. In this study a construct was developed to define project management performance consisting of Project Management Maturity, the impact of project teams and effective project partnerships. Project management maturity was analysed adapting a project management maturity model developed by Labuschagne and Marnewick (2008). Project success was defined by five project success criteria that were identified through literature reviews. The success criteria consisted of the completion of a project within time, budget, quality requirements, satisfaction of the public’s needs and ensuring organizational success. A survey questionnaire was developed and distributed to 108 project managers working within a selected municipal department in South Africa. The results of this research has provided evidence of the link between project management performance and project success within municipalities. These findings provide insights on which aspects of their project management practice a municipality should focus on and develop to maximise project success. In addition, the research also contributes to a deeper insight into the application, benefits and pitfalls of project management maturity models.

Thesis (MPA)--Stellenbosch University, 2015.
ENGLISH ABSTRACT: Local government in South Africa is mandated by legislation to develop an Integrated Development Plan (IDP) and a performance management system to direct and ensure the delivery of services to the communities that the municipalities serve. The implementation of performance management systems to plan, monitor and evaluate service delivery is not a new concept for the public sector. The development of the IDP and performance management system is an integrated process that requires municipalities to be able to align the planning, monitoring and evaluation processes. These processes should be undertaken to ensure that there is improved provision of service delivery. If planning processes fail to integrate performance management in the IDP and Service Delivery Budget Implementation Plan (SDIBP), monitoring and evaluation processes will not inform the affected municipalities on areas that must be improved to achieve better service delivery. In South Africa the importance of implementing a performance management system that is aligned with the IDP is enshrined in local government legislation. The implementation of the legislation to realise alignment is achieved through a systematic approach that starts with the way in which a municipality is institutionally arranged to promote performance, as well as the processes of developing the IDP as set objectives, key performance indicators and targets, and undertaking monitoring and evaluation processes to measure whether the IDP objectives and key performance indicators are achieved. The research is a case study reviewing the alignment of the IDP and performance management system of the Capricorn District Municipality (CDM). The study used purposive sampling and literature review to investigate the extent to which the IDP and performance management systems of CDM are aligned. The study recommends improvements that the CDM can implement to align the IDP and performance management system better based on the policy and legislative framework requirements for integrated development planning and performance management. It also suggests processes to develop the IDP and performance management system of the CDM and assesses the extent to which the CDM performance management system aligns with, and monitors and evaluates the IDP.
AFRIKAANSE OPSOMMING: Plaaslike regering in Suid-Afrika word deur wetgewing bemagtig om ‘n Geïntegreerde Ontwikkelingsplan [GOP] en prestasiebestuurstelsel te ontwikkel om rigting te gee en sodoende dienslewering aan die munisipaliteite wat hulle bedien, te verseker. Die implementering van prestasiebestuurstelsels om dienslewering te beplan, monitor en evalueer is nie ‘n nuwe konsep in die publieke sektor nie. Die ontwikkeling van die GOP en prestasiebestuurstelsel is ‘n geïntegreerde proses wat munisipaliteite in staat stel om die beplanning, monitering en evaluering in lyn met mekaar te stel. Hierdie prosesse moet onderneem word om verbeterde diensliewering te verseker. Indien beplanningsprosesse faal om prestasiebestuur te integreer met die GOP en die Dienslewering- en Begrotingsimplementeringsplan [DLBIP], sal monitorings- en evalueringsprosesse nie die betrokke munisipaliteit kan inlig rakende areas wat moet verbeter om beter dienslewering te bereik. In Suid-Afrika is die belangrikheid om ‘n prestasiebestuurstelsel te implementer wat in lyn is met die GOP, vasgelê in plaaslike bestuur wetgewing. Die implementering van die wetgewing om inskakeling te realiseer word bereik deur ‘n sistimatiese benadering wat begin by die manier waarop ‘n munisipaliteit institusioneel gerat is om prestasie te bevorder sowel as die prosesse vir ontwikkeling van die GOP as ‘n stel vasgestelde doelwitte, sleutel prestasie indikators en teikens en dan die moniterings- en evaluasieprosesse om te meet of die GOP doelwitte en sleutel prestasie indikators wel behaal is. Die navorsing is ‘n gevalle studie wat die integrasie tussen die GOP en prestasiebestuurstelsel van die Capricorn Distrik Munisipaliteit (CDM) ontleed. Die studie gebruik doelgerigte steekproewe en literêre oorsig om die omvang van integrasie tussen CDM se GOP en prestasiebestuurstels te ondersoek. Die studie beveel verbeterings aan wat die CDM kan implementeer om integrasie tussen die GOP en prestasiebestuurstelsel te verbeter, gebaseer op die beleid en wetgewende raamwerk vereistes vir geïntegreerde ontwikkelingsbeplanning en prestasiebestuur. Verder stel dit ook prosesse voor vir die ontwikkeling van die GOP en prestasiebestuurstelsel by CDM en bereken die omvang waartoe die CDM se prestasiebestuurstelsel inskakel met die GOP en dit ook moniteer en evalueer.

Thesis (MPA)--Stellenbosch University, 2013.
ENGLISH ABSTRACT: Municipalities are vulnerable to a potential regime change every five years due to municipal elections. These elections leave a municipality susceptible to the instituting of a new political leadership with its own strategies and ideologies. As part of the government sphere considered closest to its citizens, it is essential that municipalities run efficiently and effectively. The new political leadership could, however, propose and institute changes within the municipality which could temporarily threaten the efficiency of the municipality. It is imperative that the change process is managed effectively to ensure minimum disruption to the administration of the municipality and its ability to deliver services to its citizens. This study focuses on change management as an instrument to manage the changes proposed and instituted by a new political leadership post-municipal election. The study explores the role of governance, councillors and administration, as well as examines the effects which regime change has on municipalities, both politically and administratively. It explores change management, the various models and approaches which can be applied to change processes and applies this to the case of an anonymous municipality in the Western Cape. The municipality, used in this study, experienced administrative changes in 2012 with a policy and macrostructure change initiated by the new political leadership. The study uses non-empirical as well as empirical research to illustrate the change process, after which change management principles are applied to this case study. The importance of instituting a sufficient implementation plan based on change management principles is identified as key to ensure that the change process is managed effectively. The study further emphasises the importance of communication to officials throughout the change period. These findings resulted in the development of a Change Management Procedure Model to serve as guideline for municipal management during change periods. This model, which serves as recommendation to the study, will potentially minimise the possible disruption which changes can bring to the municipality and ensure that efficient service delivery is maintained.
AFRIKAANSE OPSOMMING: Vyfjaarlikse munisipale verkiesings laat munisipaliteite kwesbaar vir ’n potensiële regime-verandering en die daarstelling van ’n nuwe politiese leierskap met sy eie strategieë en ideologiëe. As deel van die regeringsfeer wat die naaste aan sy burgers beskou word, is dit uiters belangrik dat munisipaliteite doeltreffend en effektief bestuur word. Die nuwe leierskap kan egter veranderinge voorstel en instel wat die doeltreffendheid van die munisipaliteit tydelik bedreig. Daarom is dit noodsaaklik dat hierdie veranderingsproses effektief bestuur word ten einde die minimum ontwrigting vir die munisipaliteit en sy vermoë om dienste aan burgers te lewer tot gevolg te hê. Hierdie studie fokus op veranderingsbestuur as ’n instrument om die veranderinge van ’n nuwe politiese leierskap na ’n munisipale verkiesing te bestuur. Die studie ondersoek die rol van die bestuur, raadslede en die administrasie, asook die effek wat ’n regime-verandering op munisipaliteite, beide polities en administratief, het. Verder word die verskeie modelle en benaderings tot veranderingsbestuur wat op veranderingsprosesse toegepas kan word, verken en op Alak Munisipaliteit toegepas. Die munisipaliteit wat gebruik is in hierdie studie, het in 2012 administratiewe veranderinge ervaar as gevolg van ’n beleid- en makrostuktuurverandering wat deur die nuwe politiese leierskap geïnisieer is. Hierdie studie gebruik nie-empiriese sowel as empiriese navorsing om die veranderingsproses te illustreer, waarna veranderingsbestuurbeginsels op die gevallestudie toegepas word. Die bevindinge van die studie identifiseer hoe belangrik ’n voldoende implementeringsplan gebaseer op veranderingsbestuurbeginsels is ten einde te verseker dat die veranderingsproses effektief bestuur word. Die studie benadruk verder die belangrikheid van kommunikasie met amptenare gedurende die veranderingstydperk. Hierdie bevindinge het gelei to die ontwikkeling van ’n Veranderingsbestuur Prosedure Model om as riglyn vir munisipale bestuur gedurende veranderingstydperke te dien. Die model, wat dien as aanbeveling na aanleiding van die studie, het die potensiaal om die moontlike ontwrigting wat veranderinge in die munisipaliteit tot gevolg kan hê te verminder en te verseker dat doeltreffende dienslewering gehandhaaf word.

Thesis (MTech (Human Resource Management))--Cape Peninsula University of Technology, 2017.
The successful implementation of any integrated talent management approach is important when embarking on succession planning to mitigate the risk of institutional knowledge being lost or for that matter, the loss of staff with critical and scarce skills occupying key positions. The integrated talent management approach is intended to manage, develop and retain skilled and experienced personnel identified as successors who should be ready to occupy targeted key positions in the event the current incumbents vacated due to retirement or through voluntary or involuntary exit from the municipality at any stage during the employee life cycle. The successful management of successors to key positions during the employee life cycle is highly dependent on the effective management of the succession planning process and system. The metropolitan municipality at the focus of this study has not delivered on a successfully implemented succession planning process and system to support the management and retention of staff and institutional knowledge in key critical and scarce skills and leadership positions. The aim of this study is to investigate and confirm the need for the integration of succession planning practices in an integrated talent management approach. This study applied a multidisciplinary theoretical review of current literature within the fields of talent management, public management, organisational psychology and business survey research at national and international levels. The selection of only one municipality supports a case study design in that it allows for an analysis of specific circumstances and a situation as experienced with regard to succession planning in a local government municipality. The researcher explored a triangulation mixed methods research approach and in such an instance, qualitative and a quantitative research are completed at the same time with equal weighting and with the idea of bringing the results of the two types of research together to validate the research questions posed. The qualitative research approach involved unstructured (in-depth) interviews conducted with eight Devolved Human Resources Managers (DHRM’s) responsible for HR Management within the municipality’s functional areas / departments. A survey technique in the format of a self-administered questionnaire was also used as a quantitative research approach to draw input from a sample group. The researcher, in consultation with a statistician, selected non-probability sampling. The questionnaire provided quantitative data to reflect the view of managerial, as well as non-managerial staff. The quantitative data collected was analysed using suitable descriptive and inferential statistical analyses. The qualitative data was recorded through unstructured interviews. The quantitative data was data integration correlated with the qualitative data. The results of the quantitative research were analysed and key factors identified for further interpretation. The results of the qualitative research were described with key themes emerging. The outcomes of both research approaches were consolidated and a linkage with the research objectives established in a tabulated format. New results emerged, confirming the integration of the outcomes by using the mixed method methodology. Congruent and non-congruent data across the qualitative and quantitative dimensions were identified.

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..

objective of this research is mainly to determine the relationship between leadership, emotional intelligence and organisational performance in state owned agencies to contribute to the debate on the role of government agencies with the South African society. The study aims to contribute to scholarly research which deals with performance related issues in the public sector.This study is however, not addressing other issues such as training needs of employees in government agencies, intelligence quotient, spiritual intelligence, corruption and ethics management. In keeping with one of the objectives of the study, a detailed review of literature was conducted in order to clearly define leadership (both transformational and transactional), emotional intelligence and organisational performance, and provide substantive reasons for the need for leaders with emotional intelligence in government agencies. The description of existing knowledge also provides outcomes of previous research pertaining to improvement of overall organisational performance. This study set out to determine the leadership approach and the level of emotional intelligence amongst the leadership sample. The research methodology employed in the study made use of a positivistic paradigm and was conducted by means of a qualitative study with careful description, analysis, interpretation and evaluation of data for the purpose of obtaining information and relevant data. The study objectives, appropriate conclusions and proposals are addressed based on the role that the two leadership approaches, linked to emotional intelligence plays with regard to organisational performance. This will ultimately enable the researcher to provide a framework for consideration during the selection of senior and executive staff members. Ultimately the recommendations made may contribute to the design of future practices aimed at improving public services in the long run in achieving the long term goals as set out in the National Development Plan.

Thesis (Ph.D.)--City University of Hong Kong, 2009.
"Submitted to the Department of Accountancy in partial fulfillment of the requirements for the degree of Doctor of Philosophy." Includes bibliographical references (leaves 75-85)

Study project (MBA)--University of Stellenbosch, 2003.
ENGLISH ABSTRACT: This assignment tries to provide insight into the reasons required for the formulation of sustainability performance indicators. It develops two sets of performance indicators for government and business respectively, to be used in an attempt to create a sustainable South Africa. It is approached in a very distinctive manner with two specific focus areas. Firstly, it examines the requirements of government, as this allows for the creation of a foundation upon which business can prosper, and examines the requirements with which to create this foundation. Secondly, once a sound foundation is laid, this paper examines the requirements of business that is believed to provide guidelines for shaping their sustainability. All this is done against a backdrop of the principles of good governance endorsed both internationally and in South Africa.
AFRIKAANSE OPSOMMING: Hierdie dokument probeer om lig te werp op die redes vir die formulering van prestasie aanwysers vir volhoubare ontwikkeling, en struktureer twee stelle aanwysers vir die regering en besighede, om hulle volhoubaarheid te ondersteun in Suid-Afrika. Daar is twee spesifieke fokusareas. Eerstens word verwys na die regering, en die vereistes waarop die fondasie gebou kan word waarop besighede kan floreer. Tweedens word gekyk na wat van besighede verlang word om verder volhoubare riglyne te omhels. Dit word alles gedoen teen die agtergrond van goeie regerings-en besigheidspraktyke, wat tans internasionaal en plaaslik beoefen word.

Thesis (MPA) -- Stellenbosch University, 2012.
ENGLISH ABSTRACT: This study set out to assess the degree to which organisational performance management (OPM) has been implemented at the Drakenstein and Stellenbosch municipalities. A purposive sampling protocol was used, as being representative of developing “B” municipalities. A mixed methodology was employed in lieu of satisfying a thorough triangulation. The thesis objectives were to assess four components or themes of OPM, namely, (i) the objectives specified for OPM, (ii) capacity to implement OPM, (iii) resources available to implement OPM and (iv) the instrument(s) employed to measure organisational performance outcomes. The fifth objective was to construct a “normative” for OPM, for the chosen population, based on the findings from the assessment of the first four objectives stated. The findings revealed that OPM was not institutionalised, or formalised in a manner that manifested a dedicated OPM department and operation. Findings revealed too, that there were many factors which led to “indistinctness” in the way OPM is regarded at the municipalities, as OPM is merged with the Integrated Development Plan (IDP) and Service Delivery and Budget Implementation Plan (SDBIP). One critical factor is that the IDP and SDBIP are not instruments designed to measure performance; hence ‘overall’ performance reports issued in the annual reports remain lacking in being comprehensive. The researcher stressed the importance of strategic planning beyond the IDP and the SDBIP and has motivated for a dedicated OPM function with strategic human resources planning. These measures would ensure the alignment of strategic objectives to the municipalities programme and departmental objectives. Furthermore, no clear separations of functions were found between OPM and the individual appraisal (IA) of senior and general employees as stated in the ‘performance management policies of both municipalities. Chapter five of the study evaluates each of the four themes in terms of the survey results, literature and legislation reviews. For each of the four themes, critical success factors (CSF’s) for the implementation of OPM at the municipalities were constructed. In addition, the evaluation of information in chapter five provided a basis for the formulation of the normative framework presented in chapter six, which offers a “normative” picture of what would constitute effective and efficient OPM at both municipalities. Taken together, the empirical findings, CSF’s and normative framework offers solution to the research problem, which was to conclude an assessment of OPM at the Drakenstein and Stellenbosch municipalities. It is envisaged that the results from this thesis would be of strategic value to the municipalities assessed.
AFRIKAANSE OPSOMMING: Die doel van hierdie studie was om die mate waarin organisatoriese prestasiebestuur (OPB) by die munisipaliteite van Drakenstein en Stellenbosch geïmplementeer is, te assesseer. Die steekproef is doelgerig gekies as verteenwoordigend van ontwikkelende “B”-munisipaliteite. ’n Gemengde metodologie is gebruik ten einde ’n deeglike triangulasie uit te voer. Die doelstellings van die tesis was om vier komponente of temas van OPB te assesseer, naamlik (i) die doelstellings wat vir OPB gespesifiseer is, (ii) kapasiteit om OPB te implementeer, (iii) hulpbronne beskikbaar om OPB te implementeer en (iv) die instrument(e) wat gebruik is om organisatoriese prestasie-uitkomste te meet. ’n Vyfde doelstelling was om ’n ‘normatief’ vir OPB vir die steekproef saam te stel op grond van die bevindings van die assessering van die vier eersgenoemde doelstellings. Die bevindings het aan die lig gebring dat OPB nie geïnstitusionaliseer of geformaliseer is op ’n wyse wat ’n toegewyde OPB-departement en -werksaamhede aan die dag lê nie. Die bevindings het ook getoon dat daar talle faktore is wat tot ‘onduidelikheid’ lei oor die manier waarop OPB by die munisipaliteite hanteer word, aangesien OPB in die Geïntegreerde Ontwikkelingsplan (GOP) en die Dienslewerings- en Begrotingsimplementeringsplan (DLBIP) opgeneem word. Een kritieke faktor is dat die GOP en DLBIP nie instrumente is wat ontwerp is om prestasie te meet nie, wat daartoe lei dat die ‘algehele’ prestasieverslae in die jaarverslag onvolledig sou bly. Die navorser beklemtoon die noodsaaklikheid van strategiese beplanning wat verder as die GOP en die DLBIP strek asook van ’n toegewyde OBP-funksie tesame met strategiese menslike hulpbron beplanning. Hierdie maatreël sal verseker dat strategiese doelstellings in ooreenstemming is met die munisipaliteite se program- en departementele doelstellings. Voorts is geen duidelike skeiding van funksies gevind tussen OPB en individuele beoordeling van die senior en algemene werknemers soos gestipuleer in die prestasiebestuursbeleide van die munisipaliteite nie. In hoofstuk 5 word elk van die vier temas teenoor die resultate van die opname, die literatuur en ’n oorsig van wetgewing geëvalueer en vir elke tema word kritieke suksesfaktore gelys vir die implementering van OPB by die munisipaliteite. Hierbenewens vorm die evaluering van die inligting in hoofstuk 5 ’n grondslag vir die formulering van die normatiewe raamwerk wat in hoofstuk 6 aangebied word, wat ’n geheelbeeld gee van wat doeltreffende en doelmatige OPB by albei munisipaliteite behels. Gesamentlik bied die empiriese bevindings, die kritieke suksesfaktore en die normatiewe raamwerk ’n antwoord op die navorsingsprobleem, naamlik om ’n assessering van OBP by die munisipaliteite wat in die steekproef verteenwoordig word, uit te voer. Die resultate van hierdie studie sal van strategiese waarde wees vir die munisipaliteite wat geassesseer is.

The aim of the study was to analyse the framework for measuring parliamentary performance in South Africa. The researcher wanted to assess the current system challenges and gaps for measuring performance of the Parliament of the Republic of South Africa with special reference to the core business of Parliament and to provide a performance management model and tools that can be adopted by Parliament to address the core business of Parliament challenges and problems. In this study, relevant literature was reviewed. The researcher dwelled on the concept of performance management, historical perspective, elements of performance management and benefits derived from the system. The critical issue that was discussed under this section was the comparison amongst countries. It was evident that there are countries that are measuring both administrative and political arm of government. The data collection instruments that were used were questionnaires and interviews. Questionnaires were distributed to The Secretariat to the National Parliament, Chief Directors, General Managers and Senior Managers. Interviews were held with Presiding Officers: Speaker, Deputy Speaker, Chairperson of Chairpersons, and Deputy Chairperson of Chairpersons, Chief Whips, Whips of Committees and Chairpersons of Committees. A thematic analysis was employed and the Statistical Package for the Social Sciences (SPSS) was used. After analysing the data, the researcher arrived at conclusions and thereafter suggested recommendations. The researcher proffered a model by examining different best models of the world and selecting some of those components. The model indicates performance outcomes, which are; accountability, responsiveness, representativity, transparency and impact as well as parliamentary mandates, which are the Constitutional mandates in a matrix.

Thesis submitted in fulfilment of the requirements for the degree Master of Technology in Public Management in the Faculty of business at the Cape Peninsula University of Technology, 2012
South Africa has been experiencing poor service delivery protests. The Eastern Cape in particular, is characterised by rural areas owing to segregation that was created by the past apartheid government. Ineffective operations of municipalities are usually found to be the root cause of ineffective service delivery. However, the Republic of South Africa‟s Constitution,1996 and other forms of legislation provide for monitoring and support of municipalities by national and provincial government, although most monitoring and support responsibilities are borne with the provincial government. Provincial governments provide an oversight role towards municipalities and assist them when they cannot and do not fulfil their obligations. This study focuses on the Eastern Cape with the Cacadu District Municipality as the identified case-study. The district is one of the largest in the Eastern Cape and is marked by high levels of poverty and unemployment. The study investigates the effectiveness of the Eastern Cape Department of Local Government and Traditional Affairs (ECDLGTA) to monitor and evaluate municipalities, with reference to the Cacadu District Municipality. Monitoring and evaluation are effective tools, which are utilised by developed countries to achieve good governance and effective service delivery. South Africa has also followed a culture of M&E and established the Government Wide Monitoring and Evaluation System. It is important that monitoring and evaluation systems are effective. Because with effective systems, government can detect early warning signs of corruption or any other forms of ineffectiveness. The purpose of this research study is to explore current systems that the ECDLGTA has established to monitor municipalities and to assess whether those systems are effective or not. Furthermore, the research intends to explore the reasons for ineffectiveness, as well as the relationship between the municipalities and the provincial government. In order to reach conclusions to these questions, an empirical study was conducted by using qualitative research methodology. Interviews were conducted and are described in chapter five. Chapter Six and Seven present the results that were achieved from the interviews and analysis of those results, whilst Chapter eight presents concluding remarks and recommendations based on the findings.

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.

Thesis (D. Tech.(Human Resources Management)) -- Central University of Technology, Free State, 2014
How to address the apparent failure of South African municipalities to deliver service that meets citizens’ expectations, poses a major challenge. The often violent protests that have resulted in deliberate destruction of private and public property, and sometimes fatalities, have been used by the public to demonstrate their dissatisfaction with the poor quality of service received from municipalities. With all these incidents, and no visible solutions yet in place, one can bluntly say that some South African municipalities have failed to deliver quality service to citizens, and they appear to be at a loss of how to change this state of affairs. This study proposes that the poor service delivery of municipalities in South Africa can be attributed to their human resource practices, which have been rendered ineffective by political interference. Borrowing from organisational justice theory, the researcher argues that political interference in human resource management (HRM) in municipalities in South Africa will lead to low employee perceptions of HRM fairness (or justness) (PHF) in the practices of municipalities, and this, in turn, will lead to low levels of employee organisational commitment (EOC) and employee motivation (MOT), conditions which are enough to make municipal employees develop negative or unacceptable employee citizenship behaviour (ECB), which may affect the quality of service delivery (QSD) that municipalities render to customers. This theory was tested using ten (10) emergent hypotheses. The theory was partially validated with empirical data collected from nine municipalities in the Free State province. Key findings of the study point to political interference in the HRM practices of municipalities, employees’ perception of HRM practices of municipalities as largely unfair, and service delivery that does not meet citizens’ expectations. These and other findings are presented and fully discussed in this research report. The report also provides recommendations for practice and further research.

Within the new constitutional order, South African local government has been afforded specific status and is protected as a distinctive sphere of government in terms of the Constitution Act 108 of 1996. Municipalities are no longer a mere function of national or provincial governments. In addition to this entrenched status, the Constitution and other developmental local government legislation vests local government with specific functions and responsibilities as part of the process of building a new democracy and promoting socio-economic development and upliftment. Consequently, local government managers are under constant pressure to improve the performance and quality of service delivery. They are expected to satisfy a number of stakeholders, achieve increases in efficiency, as well as attain developmental service delivery goals as contained in their Integrated Development Plan (IDP). Quality management standards and excellence models in support of the total quality management (TQM) philosophy are relatively new public management approaches that changes traditional organisational decision-making practices to deliver services to its customers in more effective and efficient ways. In essence, quality management standards and excellence models are performance management methodological practices, techniques and tools designed to meet and exceed public requirements. It accomplishes this through determining what constitutes excellence in customer service, and then empowering employees to a never-ending search for quality improvement in the delivery of services, in terms of the continuous improvement and continuous process improvement philosophies, of which total quality management (TQM) is premised on. Consequently, quality management standards and excellence models (such as the ISO 9001: 2008 QMS, ISO 14001: 2004 EMS, EFQM and SAEF Excellence Models) as methodological practices, techniques or tools in support of the critical factors (CFs) of the total quality management (TQM) philosophy, namely: (1) customer-based approach, (2) senior management commitment and leadership, (3) quality planning, (4) management based on facts, (5) continuous improvement, (6) involvement of all members of the organisation, (7) education and training, (8) teamwork, (9) communication systems, (10) learning, (11) process management, (12) co-operation with suppliers, and (13) organisational awareness and concern for the social and environmental context, can provide a framework by which to achieve the goals of effective and efficient service delivery in developmental local government, as they foster a culture of performance and accountability. Local government managers could use these quality and excellence methodological practices, techniques and tools, as a starting point to improve efficiencies in their municipalities, as the programmes afford them an opportunity to systematically evaluate the municipality and determine what leads to organisational success and deliverables. Institutional theory suggests that organisations are both influenced by and can influence the society in which they operate. Institutional theorists believe that the motivation for a change in internal practices might not only be performance related, but may primarily be to enhance or maintain the legitimacy of the respective institution. Institutional theory also focuses on the social contract that exists between the institution and society. This social contract is believed to represent the expectations of society. From an institutional point of view, it has been suggested that institutions may change and adopt the norms of society to appear legitimate to that society. This infers that when societal norms and values change, institutions will be expected to change. These societal pressures combined with legislative changes, require institutional entrepreneurs to respond to these isomorphic pressures, and will work to preserve the institution's legitimacy by incorporating, or at least appearing to incorporate, new practices, norms and values. The aim of this research study was to analyse within an institutional theory framework, the implementation of quality management standards and excellence models in support of the total quality management (TQM) philosophy and developmental local government within two South African municipalities. The research investigation has been undertaken within the social constructionist paradigm and using the case study method. Interviews and documents were the data sources and thematic analysis was used as a tool to analyse the data by applying a theory-driven coding procedure. The findings from the two research sites, namely Makana Municipality in Grahamstown and Drakenstein Municipality in Paarl reveal that the implementation of quality management standards and excellence models in support of the total quality management (TQM) philosophy in both municipalities was not a smooth process and there were many challenges such as political instability, lack of commitment on the part of the senior leadership and management, staff and skills shortages, resistance by staff to implementation and resource constraints. Institutional theory has proved to be useful in understanding why the Makana and Drakenstein Municipalities implemented quality management standards and excellence models. Because of coercive, mimetic and normative isomorphic pressures affecting the Makana and Drakenstein municipalities, change was imperative if these institutions were to remain relevant and legitimate in order to address its service delivery mandate of effectiveness and efficiency. Institutional theory provided a theoretical lens to understand and appreciate the pressures that affected the municipalities because of its new developmental mandate as encapsulated in new municipal legislation. It also assisted in understanding how institutional entrepreneurs responded to these pressures to conform. The implementation of quality management standards and excellence models in the Makana and Drakenstein municipalities was adversely affected by volatility amongst the political leadership of both municipalities. The successful implementation of these standards and models would require collective action from the political, bureaucratic and procedural entrepreneurs in order to enhance effective, efficient and accountable service delivery. However, in both the Makana and Drakenstein municipalities, institutional entrepreneurs, namely councillors and officials were not working together as a collective to implement quality management standards and excellence models. Evidence has shown that the absence of stable political leadership and noncooperation and collaboration amongst institutional entrepreneurs contributed significantly to the non-institutionalisation of quality management standards and excellence models in these Municipalities. This implies that legitimacy has not been achieved, due to institutional entrepreneurs not collaborating and collectively working with each other to implement the quality management standards and excellence models. Thus, this research study suggests that the strategic and collective role of the political and administrative leadership as institutional entrepreneurs is critical if the municipality is to achieve its aims and objectives, namely effective, efficient, and accountable service delivery in developmental local government. Recommendations in respect of future research and to practitioners have also been offered.

Thesis (MBA)--Stellenbosch University, 2008.
ENGLISH ABSTRACT: This is a report on the implementation of the Balanced Scorecard (BSC) in the City of Cape Town. Based on the experiences and perceptions of a sample of middle managers. the report highlights the various issues which impact on the BSC at local government level. The report focuses on the implementation of the BSC in one Directorate. namely the Community Services Directorate. Appropriate reccmmendations are made based on the findings of the research. The literature review places the BSC in the ccntext of the infonmation age. where companies were seeking a more holistic tool to plan, monitor and measure how strategy is implemented. The theoretical basis of the BSC is outlined. This contains a brief overview of how the public sector internationally adopted the BSC. The report proceeds by addressing the legislative framework within which municipalities operate in South Africa with regard to Performance Management. It is within this context that the City Of Cape Town adopted the BSC. The implementation of the BSC for the City of Cape Town is placed within the context of its Organisational Performance Management System. This literature review concludes by highlighting the challenges and critical success factors with the implementation of the BSC. The methodology used in the research was content analysis. The experience and perception of the research population. in relation to the implementation of the BSC in the City of Cape Town. was analysed. Data was collected through open ended, semi-structured interviews. The issues highlighted in the literature review were used as the basis for the interviews. Inferences were drawn from responses solicited in the interviews. The report found that there is a correlation between the issues highlighted in the literature and what emerged in the course of the research. The issues that impact on the implementation of the BSC revolve around process. structure and people. Accordingly the researcher makes appropriate recommendations to address these issues in the City of Cape Town. Finally, areas for future research are identified.
AFRIKAANSE OPSOMMING: Hierdie verslag handel oor die implementering van die Gebalanseerde Prestasie Skedule (GPS) vir die Stad Kaapstad. Die verslag beklemtoon verskeie aspekte wat 'n impak het op die GPS by plaaslike owerhede en is baseer op 'n steekproef oor die ondervindinge en persepsies van 'n bepaalde middelvlakbestuursgroep. Hierdie verslag fokus op die implementering van die GPS in een van die Direktorate, naamlik die Direktoraat: Gemeenskapsdienste. Toepaslike aanbevelings word gemaak opgrond van die navorsingsbevindinge. Die literatuur oorsig plaas die GPS in die konteks van die inligtingsera, waar maatskappye opsoek is na 'n holistiese benadering vir beplanning, monitering en om implementeringstrategiee te meet. Die teoretiese basis van die GPS word ook uiteengesit. Dit bevat 'n kort oorsig oor hoe die openbare sektor die GPS internationaal aanvaar het. Voorts handel die verslag oor die wetgewende raamwerk waarbinne munisipaliteite in Suid-Afrika moet beweeg rakende Prestasiebestuur. Dit is binne hierdie konteks wat die Stad Kaapstad die GPS aanvaar het. Die implementering van die GPS vir die Stad Kaapstad vind plaas binne die konteks van sy Organisatoriese Prestasiebestuurstelsel. Die literatuur oorsig eindig deur die uitdagings en kritiese sukses faktore met die implementering van die GPS te beklemtoon. Die metodologie wat tydens die navorsing gebruik was, is die inhoud-ontleding. Die ondervindinge en persepsies van die navorsings steekproefgroep, in venhouding tot die implementering van die GPS by die Stad Kaapstad, was ontleed. Inligting is bekom deur middel van oop vrae tydens semigestruktureerde onderhoude. Aspekte wat tydens die literatuur oorsig beklemtoon was, is gebruik as basis vir onderhoudvoering. Gevolgtrekkings is gemaak van respondente se kommentaar en antwoorde tydens onderhoudvoering. Die verslag dui aan dat daar 'n korrelasie bestaan tussen die aspekte wat beklemtoon word in die literatuur en wat tydens die navorsing aan die lig gebring is. Aspekte wat 'n impak het op die implementering van die GPS is prosesse, strukture en mense. Gevolglik maak die navorser toepaslike aanbevelings om hierdie aspekte binne die Stad Kaapstad aan te spreek. Laastens word sekere areas geidentifiseer vir toekomstige navorsing.

This thesis investigates the understanding and practices of contemporary Mongolian management since the 1990s. In particular, it focusses on the shared experiences of local managing practitioners in Mongolia by exploring the conceptions of a manager, management, and managerial roles from the participants’ perspective and the contextual influencing factors on their understanding. Since the 1990s Mongolia has undergone a series of cultural and institutional changes in relation to its political, economic and societal development. The country has fluctuated between having the fastest growing economy and the world’s worst performing currency. Mongolia itself has become the land of opportunity for many by attracting foreign direct investment, however, the knowledge of local management practice is as yet little understood as there have been no academic or empirical studies conducted in English before. Therefore, this research aims to build an understanding of the concept of management in Mongolia by examining the narratives of thirty five local managers in relation to their experiences during and after the socialist period. Moreover, it investigates the contextual influencing factors from practitioners’ perspectives with an ethnographic approach. This qualitative study draws on interviews with three groups of local managers in Mongolia, who are described as socialist-era, transitional-era and non-native managing practitioners. There are some similarities and differences amongst these identified groups, but each was distinguishable by their formal training, work ethic and management approach. Furthermore, this research found that the intertwining contextual factors of a nomadic cultural heritage, socialist legacy, and the pressures of the current economic and societal changes and political interference influence management thinking in equal measure in contemporary Mongolia. The importance of this study lies in its theoretical and empirical contributions. By evaluating the relationship between classical management literature and indigenous management concepts with a focus on the varieties of contextual factors, this study attempts to provide an original insight into non-Western management practices. It aims to extend the current theories of crossvergence, indigenous management studies, and understand the nature of managerial work in a cross-cultural context. By carrying out the first academic study to examine Mongolian management perspectives in English, it contributes empirically to global management knowledge, and to the local business community.

Thesis (MPA (School of Public Management and Planning))--Stellenbosch University, 2008.
Research was conducted in this paper on organisational performance management. Various definitions are offered in order to provide an explanation to the topic. Different models on performance management were discussed including the balanced scorecard. The City of Cape Town was identified as a case study to ascertain how the provisions for the performance management system, as stipulated in legislation, were implemented. The use of the balanced scorecard was also reviewed. Officials were interviewed, as well as various documentation considered, dealing with performance management in the City of Cape Town. From the findings various recommendations were made to improve the performance management system.

The aim of this quantitative study was to develop and validate a model to measure the organisational effectiveness of a metropolitan municipality in South Africa. The literature review phase explored the concept of organisational effectiveness and the assessment thereof in both the Public and Private Sectors. The literature review indicated that there is a clear distinction between business performance (operational and financial performance) and the larger concept of organisational effectiveness, and also that the measurement of organisational effectiveness in the Public Sector differed from the measurement thereof in the Private Sector. The literature review also indicated that measures of Public Sector effectiveness could not be directly applied to measure the effectiveness of Private Sector organisations. From the literature review a proposed theoretical model for measuring the organisational effectiveness of a metropolitan municipality in South Africa was proposed. This proposed model included organisational and behavioural variables contained in traditional approaches to organisational effectiveness, variables that were identified in previous organisational effectiveness studies, as well as variables contained in existing assessment models of organisational effectiveness. This model was then validated during the empirical phase by conducting a survey of an existing metropolitan municipality in South Africa (n = 6514) and exposing the results of the survey to Structural Equation Modelling (SEM). The confirmatory factor analysis conducted as part of SEM subsequently identified three main and 10 secondary statistically significant organisational and behavioural variables that could be used to measure the effectiveness of a metropolitan municipality in South Africa. The three main variables identified were (1) Healthy Systems, (2) Goal Achievement and (3) Service Delivery, while the 10 secondary variables identified were (1) Diversity, (2) Training & Development, (3) Rewards & Recognition, (4) Management Practices, (5) Internal Functioning, (6) Work Environment, (7) Interpersonal Relations, (8) Workforce Equity, (9) Customer Satisfaction and (10) Vision & Mission. It was thus recommended that metropolitan municipalities in South Africa could use this validated model as an assessment framework to measure their current organisational effectiveness, to identify aspects which need to be rectified to improve effectiveness, and to compare and benchmark their municipality in order to learn from other metropolitan municipalities to improve their effectiveness.
Industrial & Organisational Psychology
D. Admin. (Industrial and Organisational Psychology)

Thesis (Ph. D.)--Florida State University, 2006.
Advisor: Mary E. Guy, Florida State University, College of Social Sciences, Reubin O'D. Askew School of Public Administration and Policy. Title and description from dissertation home page (viewed June 15, 2006). Document formatted into pages; contains xiv, 196 pages. Includes bibliographical references.

碩士
中華大學
行政管理學系研究所碩士班
94
The purpose of this study is to evaluate the aspect of organizational equity of performance compensation on Hsinchu Municipal Government. The major research tools of this study are questionnaires and in-depth interviews. Questionnaires design consists of three dimensions of the organizational equity (equity perception, procedure equity, and distributive equity) and intention of performance compensation. Respondents in this study came from the public employees of the Hsinchu Municipal Government (205 cases). The subjects of in-depth interviews include the section chief of Personnel, member of performance compensation assessing committee, director of one bureau, section chief, and low-level employees (12 interviewees). There are four major findings in this study: 1. The procedure of administrating performance compensation might confused the public employees; for instance, the equality of assessing tools, the accuracy of the performance evaluation, the professional techniques of the evaluators, a correlation between the contribution and compensation, etc. 2. The general ideas of performance compensation fail to make the public employees fully understand. The potential reason is that the local government took the request to carry out the performance compensation project from the Executive Yuan in a hurry; as a consequence, the policy preparation and promotion need to be improved. 3. The current performance compensation system does not effectively stimulate working performance. That is, the sum of money should be raised properly and reasonably. 4. According to the quantitative and non-quantitative assessing standards, different working units deal with different activities (for example, the works of line and staff); as a result, it is hard to apply identical standards to all tasks and people. This research suggests that the government should integrate performance compensation system into performance management and performance assessment. With the essence of strategy planning and Management by Objective (MBO), the government should set up the performance objectives and decide appropriate assessing standards. The section chief of performance compensation should adopt more objective assessing standards while applying these measures. In addition, public employees should be incorporated into the process of setting the performance compensation objectives. Lastly, the more contribution a staff make, the better compensation he or she should get. Key words: organizational equity, performance compensation, pay for performance, perception, merit pay.

碩士
康寧大學
國際企業管理研究所
102
In this study, the development was due to the fire service and the public life of people, property and related assistance of, and things are closely related, and because of the current socio-economic situation, customs, firefighting manpower and other factors, resulting in the service of firefighters working -shaped heavy, complex and fraught with danger and challenges. The purpose of this study of the effectiveness of individual personality traits influence the relationship between firefighters of understanding, job performance and organization in order to be able to expect in the future administration of sophisticated firefighting reference. In this study, a questionnaire survey, the effective sample Tainan Field firefighters as the research object to the way personally delivered 280 questionnaires were returned a total of 250 copies. The resulting data describes the use of statistical analysis, reliability analysis, factor analysis, Pearson correlation analysis, T-test, ANOVA analysis, regression analysis and path analysis of samples studied. Conclusions obtained in this study are as follows: According to the results of factor analysis extracted three dimensions (personality traits, job performance, organizational effectiveness), and Cronbach's α coefficients were greater than 0.6 is a high reliability, personal background variables on personality traits, job performance, organizational effectiveness Individually significant part of the impact of personality traits that some significant impact on job performance, job performance has a significant impact on organizational performance part, personality traits have a significant impact on organizational performance part, and found that job performance for personality and organizational performance is fully mediated the effect of belonging to a mediator .

碩士
中央警察大學
警政研究所
105
In this study, the police officers of the six municipalities, Ruifang precinct, Jinshan precinct, Xizhi precinct, Yonghe precinct, Haishan precint and Sanchong precint were taken as the mother group, A total of 300 questionnaires and 242 valid questionnaires were distributed through questionnaires, with an effective percentage of 80.6%. The situation of the work performance for the police and its influencing factors to study the situation. Ⅰ. The police station and the organization's commitment has a significant correlation. Ⅱ. The sex, age,department and transformational leadership has a significant correlation. Ⅲ. The service age and work pressure are significantly related. Ⅳ. The subjects of age, police department and job performance are significantly related. Ⅴ. There is a positive correlation between the organizational commitment of the staff at the grassroots level and the job performance. There is a positive correlation between the transformational leadership and the job performance. Ⅵ. Talent inspiration, normative commitment, workload, work performance by variable terms have the ability to explain and predict. Finally, according to the results, the following suggestions are forward to make the relevant policies of the future police authorities, relevant measures implemented by the executive authorities, and the police themselves as a reference. Ⅰ. Promotion or education of units in charge of the use of transformational leadership. Ⅱ. The establishment of counseling mechanism platform, the use of retired grassroots staff to play their own experience.. Ⅲ. The police organs promote the usual and holiday grassroots police leisure activities. Ⅳ. To promote a large number of resources, so that the pursuit of job performance.

碩士
樹德科技大學
經營管理研究所
94
Li-clerks working in Kaohsiung were selected for this study. The study is aimed to investigate the influence of the leadership style and job commitment on job performance, the intermediate effect of organizational commitment to leadership style and job performance. Some suggestions will be made for management in this field according to the study results. In order to reach the above objective, this study used questionnaires to gather 289 valid questionnaires. The data was analyzed by a number of statistical techniques such as T-test analysis, one-way-ANOVA , Pearson correlation analysis, regression analysis .The evidence found in the study indicated that: 1.All the dimensions of leadership style correlated positively with all the dimensions of organizational commitment. In addition, all the dimensions of job performance also correlated positively with all the dimensions of organizational commitment. Except that there is significant correlation between job performance and commitment job preservation, all the dimensions of organizational commitment has correlated positive with all the dimensions of job performance. 2.Transformational leadership has significantly positive effects on the value commitment、effort commitment and the commitment of job preservation. Transactional leadership has also influenced positively on commitment of job preservation. 3.Transformational leadership has significantly positive effects on job quality and job enthusiasm of innovation；transactional leadership has negative effects on these sides but not significantly. 4.Value commitment and effort commitment have significantly positive effects on job quality and the job enthusiasm of innovation. And the commitment of job preservation has significantly negative ability of predictor on job quality. 5.The organizational commitment plays an intermediate effect between transformational leadership and job performance, and it also plays an intermediate effect between transactional leadership and job performance.

The objective of this thesis is to describe and examine the current state of research and knowledge on performance auditing and performance reporting, and how these two components of performance management can be applied in the public sector in South Africa, and, at the same time, be in line with the provisions of the Public Finance Management Act. The roles and responsibilities and supporting mechanisms available for implementation are reflected on and the application in national departments in South Africa is analysed. The analysis demonstrates that limited performance audits are conducted and reported on in the annual report. Although there has been a continuous improvement in performance reporting major shortcomings identified by the Auditor-General SA include the lack of sufficient supporting evidence and non-alignment between the planning, budgeting and actual reporting information. Accounting officers made reference to performance information in their reports but the content differed and audit committees also adopt various practices. Challenges include the lack of standards, support and incentives or sanctions for poor reporting. The study concludes with recommendations and suggestion for future research.
Auditing
M. Com. (Auditing)

The purpose of this study was to examine the relationship between market orientation and business performance mediated by marketing resources and moderated by contextual factors. The study also examined the extent to which the conceptual model was a good fit to the sample data. A quantitative approach was used to test if there was a significant relationship between market orientation, marketing resources, and business performance. For the purpose, a cross-sectional survey was carried out to obtain data pertaining to market orientation, marketing resources, contextual factors and business performance. The unit of analysis of the study was banks consisting of 3 public and 15 private banks. A sample size of 507 consisting of 492 branch managers and 15 top level marketing managers was used in the survey. With a response rate of 87.97%, 446 questionnaires were collected of which 377 were used for data analysis. A SEM was used to test the extent to which the theoretical model fits the sample data. Mediation analysis was used to test the indirect effect of market orientation on business performance and hierarchical regression analysis was used to test whether the relationship was moderated by market dynamism, competitive intensity, and government regulation. Finally, an independent t – test was used to examine the statistical variations between public and private banks in terms of market orientation, marketing resources, and business performance. The confirmatory factor analysis revealed that the modified model was fit with the observed data in terms of chi-square and the individual indices. The total effect of market orientation on business performance was moderate with a 0.36 regression coefficient. The indirect effect was high with a 0.91 regression coefficient where complete and inconsistent mediation was found due to suppression effect. The moderation analysis revealed that the interaction effect of market dynamism, competitive intensity, and government regulation was not statistically significant. Finally the result showed that there was a statistically meaningful difference between public and private banks in terms of market orientation, marketing resources, and business performance. Banks in Ethiopia shall strive to segment the market, differentiate their services, and build a strong brand with clear identity. Banks in Ethiopia shall also build on their marketing resources to enhance their business performance.
Business Management
D.B.L.

The purpose of this study was to examine the relationship between market orientation and business performance mediated by marketing resources and moderated by contextual factors. The study also examined the extent to which the conceptual model was a good fit to the sample data. A quantitative approach was used to test if there was a significant relationship between market orientation, marketing resources, and business performance. For the purpose, a cross-sectional survey was carried out to obtain data pertaining to market orientation, marketing resources, contextual factors and business performance. The unit of analysis of the study was banks consisting of 3 public and 15 private banks. A sample size of 507 consisting of 492 branch managers and 15 top level marketing managers was used in the survey. With a response rate of 87.97%, 446 questionnaires were collected of which 377 were used for data analysis. A SEM was used to test the extent to which the theoretical model fits the sample data. Mediation analysis was used to test the indirect effect of market orientation on business performance and hierarchical regression analysis was used to test whether the relationship was moderated by market dynamism, competitive intensity, and government regulation. Finally, an independent t – test was used to examine the statistical variations between public and private banks in terms of market orientation, marketing resources, and business performance. The confirmatory factor analysis revealed that the modified model was fit with the observed data in terms of chi-square and the individual indices. The total effect of market orientation on business performance was moderate with a 0.36 regression coefficient. The indirect effect was high with a 0.91 regression coefficient where complete and inconsistent mediation was found due to suppression effect. The moderation analysis revealed that the interaction effect of market dynamism, competitive intensity, and government regulation was not statistically significant. Finally the result showed that there was a statistically meaningful difference between public and private banks in terms of market orientation, marketing resources, and business performance. Banks in Ethiopia shall strive to segment the market, differentiate their services, and build a strong brand with clear identity. Banks in Ethiopia shall also build on their marketing resources to enhance their business performance.
Business Management
D.B.L.

D. Tech. (Business, Faculty of Management Sciences), Vaal University of Technology
Organisational performance in the public sector has emerged as a critical topic in the post-1994 era in South Africa. This could ostensibly be attributed to the inability of the majority of most public organisations in the country to deliver a satisfactory standard of service to the public. An intense controversy has also emerged the world over on the selection of performance measures that are appropriate for use in public organisations. This debate is actuated by the existence of a multiplicity of performance measurement indices as well as frameworks that can be applied to manage performance in organisations. The existence of these multiple measurement mechanisms tends to confound the entire process of managing organisational performance. Another unresolved controversy focuses on the extent to which various organisational resources impact on organisational performance. The purpose of this study was to examine the relationship between organisational performance and three organisational resources; specifically, the human factor, organisational systems and organisational processes. A quantitative design was adopted in which a survey questionnaire was administered to 272 managers and employees of a South African National Government Department. Respondents were selected using a blend of purposive sampling and convenience sampling approaches. Data were analysed using the Statistical Packages for the Social Sciences (SPSS version 20.0). Reliabilities were measured using Cronbach’s alpha coefficient. Exploratory factor analysis was used to identify the human factors, organisational systems and organisational processes. Spearman’s correlation and multiple linear regression analyses were used to investigate the relationship between organisational performance and the sub-elements under each of the three organisational resources. The impacts of each of the three factors on organisational performance were compared using the mean-score ranking technique. Performance of the National Government Department was measured using the four performance yardsticks of the Balanced Scorecard; namely, customer satisfaction, financial performance, innovation and learning, and internal processes The findings of the study revealed that performance of the National Government Department was highest in four strategic areas; which are the promotion of good corporate ethics and values, client satisfaction, service quality and relations with external organisations. However, performance shortfalls were observed in four key areas; namely, organisational speed, attrition of manpower, overloading of employees and the overburdening of divisions with high workloads. Correlation analysis showed that there were positive relationships between organisational performance and the five human factor components; life satisfaction, quality of work life, ability utilisation, creativity and autonomy. Regression analysis indicated that there were significant and predictive relationships between organisational performance and three human factor elements; namely, quality of work life, ability utilisation and life satisfaction. Among the five human factor elements, life satisfaction exerted the greatest impact on organisational performance. Significant, positive and predictive associations were also found between organisational performance and three organisational system factors; quality, innovation and inter-organisational systems, with quality exerting the greatest impact on organisational performance. Significant, positive and predictive relationships were further observed between organisational performance and the four organisational process factors identified in the study; namely, organisational structure, organisational change, team processes and organisational change. Among these, team processes exerted the greatest influence on organisational performance. Overall, the human factor applied the greatest impact on organisational performance, followed by organisational processes with organisational systems having the least impact. Based on these findings, recommendations were made and implications for further studies were suggested. The findings of the study provide empirical confirmation of the effectiveness of the Balanced Scorecard as a tool for the measurement and management of performance in public sector organisations. Additionally, managers in different public organisations may enhance the performance of their organisations by optimising the sub-elements of the three organisational resources examined in this study.

Metropolitan Municipalities are faced with myriad complex challenges that affect their effectiveness and efficiency in fulfilling their legislated responsibilities of rendering/providing services to their respective communities and customers. The lack of effective leadership consistency in top and senior management of most Metropolitan Municipalities result to failure and inability for municipalities to achieve their strategic objectives including the realisation of performance. Moreover, the absence of effective leadership consistency manifest in many forms such as inadequate oversight, noncompliance to legislations, failure to meet performance targets, numerous service delivery protests, projects stoppage and disruption, ineffective leadership and unfavourable audit opinions. The purpose of this study was to evaluate the impact of consistency on effective leadership and its influence in achieving the organisational objectives and the realisation of organisational performance in the Metropolitan Municipalities using City of Tshwane as a case. Furthermore, to develop a framework prescribing how effective leadership consistency should be formed and used to realise performance and achieve strategic objectives in local government. A sequential exploratory mixed method approach was applied in this study. A combination of both quantitative and qualitative methods complemented each other’s strengths, and further overcame weaknesses and limitations in collecting the data. A self-administered Questionnaire was used to collect 177 data with a response rate of 88.5% for the Quantitative data, while face-to-face interviews was used to collect the Qualitative part from 15 respondents. Quantitative techniques namely, Descriptive Statistics was used to analyse the frequency and percentage response of the participants while Inferential Statistics simple t-test was used to assess the difference in participant’s responses. Furthermore, Pearson Correlation Coefficient was used to measure the level of association between variables of the study; and Forward Stepwise Regression was applied to assess the relationship between the variables of study. The study found that consistency of leadership in the organisation is positively correlated with effective leadership; consistency of effective leadership in the organisation correlates to the achievement of the strategic objectives; and consistency of effective leadership in the organisation correlates to the realisation of performance. Moreover, a framework has been developed prescribing how effective leadership consistency should be used to effect or bring about organisational performance. The research study recommended that consistency of effective leadership at the top and senior management is essential and absolutely necessary, and it should be wellmaintained for the realisation of success of the municipalities.
Graduate School of Business Leadership
D.B.L.

This qualitative study set out to investigate the extent to which the Balanced Scorecard (BSC) has been implemented for service delivery by South African Metropolitan Municipalities. The Ekurhuleni Municipality, City of Johannesburg (CoJ) and City of Tshwane (CoT), which together form the Gauteng Metropolitan Municipalities (GMMs), were used as multiple cases for this study. A good performance management system should cover activities relevant to the adoption of a performance measurement tool such as the BSC, which was developed by Kaplan and Norton in 1992. These two authors published a framework integrating different components of performance management and measurement system, namely strategy, vision, mission, objectives, measures, targets and strategic initiatives. In short, the BSC framework is the key for its successful implementation, which is evaluated according to the achievement of targets. The problem addressed in the study was the lack of a proper performance management system, as well as the poor design and inappropriate manner of implementing the BSC by the GMMs. The objectives of the study were to examine principal elements such as performance management activities, performance measurement framework, design and implementation of the BSC following the original framework developed by Kaplan and Norton (1992), as well as its impact on the outcomes of service delivery performance. Objectives, measures, targets and initiatives were the core elements for evaluating the municipalities’ performance management, as well as their implementation of the BSC. Moreover, the attainment of targets was the key for examining performance outcomes or the impact of the BSC on service delivery performance. In order to reach the above-mentioned objectives, a literature and document review, including municipalities’ policies and annual reports, were conducted for collecting relevant data. This review involved content analysis, and data were presented in the form of tables and charts. Finally, credibility, transferability, dependability and conformability were used to measure the validity and reliability of the findings. The results showed that the performance management (PM) activities of the GMMs were not adequate for implementing the BSC. Naturally, the selection of measures and targets was catered for through the policy of the Ekurhuleni Municipality, as well as the City of Johannesburg (CoJ). However, the setting of objectives, selection of measures, and setting of targets were all part of the performance management framework of the City of Tshwane (CoT). The BSC was intended to be used as a performance measurement framework for the Metropolitan Municipalities of Johannesburg and Tshwane. Nevertheless, the instrument was poorly implemented by these municipalities. Although the BSC was not adopted by the Ekurhuleni Municipality, the principal activities integrated into the BSC framework were implemented for its service delivery. In addition, during the 2011-2012, 2012-2013 and 2013-2014 financial years, the achievement status of targets was not determined for the Ekurhuleni Municipality. This was also the case for the CoT during 2011-2012. However, the full-achievement, non- achievement, partial-achievement and over-achievement of targets were well defined for the City of Johannesburg during all three financial years under study. In the same way, such finding was indicated only for the two last financial years for the City of Tshwane. The findings of the study indicated that the implementation of the BSC within the Metropolitan Municipalities of Johannesburg and Tshwane did not comply with its original framework. This is due to the lack of an adequate performance management system, which in turn affects performance measurement. Before adopting a performance measurement framework, there should be an appropriate performance measurement system in place to ensure its success. Consequently, future research should focus more on the investigation of standard requirements for measuring performance, especially in the public sector.
Management Accounting
M. Phil. (Accounting Sciences)

Text in English with summaries and keywords in English, Afrikaans and Zulu
Bibliography: leaves 294-314
How does an organisation turn good results into great results? What makes one organisation good and another great? What defines high performance organisations? Which aspects within an organisation play vital roles into taking an organisation from good to great? Are some aspects more important than others, if so, which ones? These questions have been explored and researched over the years and various researchers have proposed different theories and models that impact high performance as well as definitions around high performance with mixed results. The general aim of this research was to develop and validate a High Performance Model for an IT organisation. The concept of high performance was explored in terms of how to define high performance, which high performance models and frameworks have been developed within the literature and what sustains high performance. These existing High Performance Organisation (HPO) models and frameworks were evaluated against an identified set of criteria to arrive at a definitive theoretical model of high performance. The theoretical HPO model was developed based on the evaluation of the literature reviews together with the existing HPO model of the participating IT organisation. The main purpose of the empirical research was to gather data by means of three questionnaires, over six years, which were used to statistically determine the organisational and behavioural constructs that influence High Performance in an IT organisation in South Africa. Furthermore, the researcher developed an empirical model to verify the theoretical model. A quantitative empirical research paradigm using the survey method was followed and explanatory and descriptive research was used in this study. An HPO questionnaire was developed and administered to employees. Over the six years and three questionnaire administrations, 3,451 employees participated. A new best fitting HPO model was postulated based on new constructs postulated in the factor analysis. The model indicated that Leadership, Knowledge Management – team, Strategic Focus as well as Job Satisfaction especially contributed to high performance within the participating organisation, as well as that strong relationships exist between the HPO factors. This research should contribute towards longitudinal studies on high performance as well as a comprehensive understanding of the factors that influence high performance, within South Africa but also globally. The new HPO model should assist organisations and practitioners in measuring high performance in any organisation after validation. With increased competition and globalisation organisations struggle to survive, this study can provide a roadmap for organisations to obtain and sustain high performance.
Hoe kan ‘n organisasie goeie resultate in uitnemende resultate verander? Wat maak een organisasie goed en ‘n ander een uitnemend? Hoe word hoë prestasie organisasies gedefinieer? Watter aspekte binne ‘n organisasie speel die belangrikste rol om die organisasie van goed na uitnemend te neem? Is sommige aspekte belangriker as ander, indien wel, watter? Hierdie vrae is al deur die jare heen ondersoek en nagevors. Verskeie navorsers het verskillende definisies, teorieë en modelle wat hoe prestasie beïnvloed word ontwikkel, met gemengde resultate. Die algemene doel van hierdie navorsing was om ‘n Hoë Prestasie (HP) Model vir ‘n IT organisasie te ontwikkel en te bekragtig. Die konsep van hoë prestasie word ondersoek, meer spesifiek, die definisie van hoë prestasie, watter hoë prestasie modelle en raamwerke al ontwikkel is in die literatuur en wat hou hoë prestasie in stand. Die bestaande HP modelle en raamwerke word ge-evalueer teen kriteria wat vooraf geïdentifiseer is om sodoende ‘n beslissende teoretiese model vir hoë prestasie te onwikkel. Die teoretiese HP model was ontwikkel op grond van literatuur evaluasies, tesame met die bestaande HP model van die deelnemende IT organisasie. Die hoofdoel van die empiriese navorsing was om data te versamel deur middel van drie vraelyste, oor ‘n tydperk van ses jaar, wat gebruik is om te bepaal watter organisasie- en gedragsveranderlikes beïnvloed hoë prestasie in die deelnemende Suid-Afrikaanse IT organisasie. Die navorser het ook ‘n empiriese model ontwikkel om die teoretiese model te verifieer. ‘n Kwantitatiewe empiriese navorsingsparadigma, insluitend die vraelysmetode, was gevolg in hierdie navorsingstudie, sowel as verklarende en bevestigende navorsing. ‘n HP vraelys was ontwikkel en geadministreer. Gedurende die ses jaar en drie vraelys administrasies, het 3,451 werknemers deelgeneem. ‘n Nuwe en beter-passende HP model word gepostuleer, gebaseer op nuwe konstrukte gepostuleer in die faktoranalise. Die model wys dat Leierskap, Kennisbestuur—span, Strategiese Fokus, asook Werksbevrediging—veral bydra tot hoë prestasie in die deelnemende organisasie en dat sterk verhoudings bestaan tussen dié HP faktore. Die navorsing behoort by te dra tot longutidinale studies van hoë prestasie, asook ‘n omvattende begrip van die faktore wat hoë prestasie beïnvloed, op globale vlak, maar ook binne die Suid-Afrikaanse konteks. Die nuwe HP model behoort organisasies en praktisyns te help om hoë prestasie te meet in enige IT organisasie, nadat bekragtiging gedoen is. Met toenemende kompetisie en globalisering, sukkel organisasies om kop bo water te hou, dus kan hierdie studie ‘n padkaart bied na die verkryging en handhawing van hoë prestasie.
Ngabe inhlangano ikwenza kanjani ukwenza ukusuka kwimiphumela emihle ibe nemiphumela yezinga eliphezulu kakhulu? Ngabe yini okwenza ukuthi inhlangano ethile ibe yinhle kanti enye ibe sezingeni eliphezulu kakhulu? Ngabe yini okuchaza inhlangano esebenza ngezinga eliphezulu kakhulu? Ngabe yiziphi izinto kwinhlangano ezidlala indima ebalulekile ekwenzeni ukuthi inhlangano isuke ezingeni elihle iye kweliphezulu kakhulu? Ngabe kukhona izinto ezibalulekile ukudlula ezinye, uma zikhona, ngabe yiziphi? Le mibuzo iye yacutshungulwa nokucwaningwa eminyakeni eminingi kanti abacwaningi abehlukene baphakamise amathiyori ehlukene kanye namamodeli athinta umphumela wezinga eliphezulu kanye nezincazelo ngokusebenza kwezinga eliphezulu, ngemiphumela ehlukene. Inhloso enabile yalolu cwaningo bekuwukwenza kanye nokuqinisekisa imodeli ye-high performance model (HPO) ngokwenhlangano ye-Information Technology (IT). Kuye kwahlolisiswa umbono wokusebenza ngezinga eliphezulu ngokulandela indlela yokuchaza ukusebenza ngezinga eliphezulu, nokuthi ngabe yiwaphi amamodeli okusebenza ngezinga eliphezulu nezinhlaka ezenziwe ngaphansi kwemibhalo, kanye nokuthi yini ukuqikelela ukuqhubeka kokusebenza ngezinga eliphezulu. Amamodeli akhona e-HPO kanye nezinhlaka zahlolwa ngaphansi kwama-criteria aboniwe akhona ukuze kufinyelelwe kwithiyori echazayo ngemodeli yokusebenza ngezinga eliphezulu. Ithiyori yemodeli ye-HPO yenziwe ngokulandela uhlolo lwemibhalo ebuyekeziwe kanye nokulandela imodeli ye-HPO ekhona kwinhlangano ye-IT ebingenele ucwaningo. Inhloso enkulu yocwaningo olunobufakazi bekuwukuqoqa idata ngokwenza uhla lwemibuzo emithathu, esikhathini seminyaka eyisithupha, kanti yasetshenziswa ukunquma ngezinto ezihlukene eziphathelene nenhlangano kanye nokuziphatha kwayo okunomthelela ekusebenzeni ngezinga eliphezulu kwinhlangano ye-IT eNingizimu Afrika. Kanti futhi, umcwaningi wenze imodeli yobufakazi ukuqinisekisa imodeli yethiyori. Kulandelwe ipharadayimi yocwaningo lwamanani ngokusebenzisa inqubo ye-survey kanye nocwaningo lwencazelo nengcaciso okusetshenziswe kulolu cwaningo. Kwenziwe uhla lwemibuzo yeHPO yasetshenziswa kubasebenzi. Eminyakeni eyisithupha kusetshenziwswe uhla oluthathu lwemibuzo, kubasebenzi ababambe iqhaza abangu 3, 451. Imodeli engcono kakhulu ye-HPO iye yasetshenziswa ngokulandela uhlelo olusha olwenziwe kwinqubo yohlaziyo. Imodeli ibonise ukuthi Ubuholi, kanye Nokuphathwa koLwazi – ithimba, Ukugxilisa kwinhloso ethile kanye Nokuneliseka Ngomsebenzi ikakhulukazi yikho okunomthelela ekusebenzeni ngezinga eliphezulu enhlanganweni ebamba iqhaza. Imiphumela ibonise nobudlelwane obukhulu obuqinile obukhona phakathi kwezinto eziphathelene ne-HPO, ikakhulukazi phakathi Kwenhlangano Yokuphathwa Kolwazi, okuhambelane kakhulu ngokuqinile nezinto ezinhlano kweziyisishagalolunye eziphathelene ne-HPO. Ucwaningo lungathela esivivaneni ekuqondisiseni okujulile kwizinto ezinomthelela ekusebenzeni ngezinga eliphezulu, kuwo wonke umhlaba kanye neNingizimu Afrika ngokwayo. Imodeli entsha ye-HPO ingasiza inhlangano kanye nabasebenzi ekukaleni ukusebenza ngezinga eliphezulu kunoma yiyiphi inhlangano ye-IT, ngemuva kokuqinisekiswa. Ngokukhula kokuqhudelana kanye ne-globalisation, izinhlangano zikuthola kunzima ukuqhubekela phambili, lolu cwaningo lungahlinzeka ngomhlahlandlela kwizinhlangano ukuthola indlela yokusebenza ngezinga eliphezulu nokugcina lezo zindlela zokusebenza ngezinga eliphezulu.
Industrial and Organisational Psychology
D. Phil. (Industrial and Organisational Psychology)

Orientation: Over the years, the increase in executive remuneration in both the private sector and state-owned entities (SOEs) has been the subject of intense discussions. The poor performance of some SOEs with highly remunerated executives begs the question whether chief executive officers (CEOs) in South African SOEs deserve the high levels of remuneration they receive. Research purpose: The main purpose of the study was to determine whether there is a relationship between CEOs’ remuneration and company performance in South Africa’s Schedule 2 SOEs. Motivation for the study: A greater understanding of the relationship between CEO remuneration and organisational performance would expand knowledge when developing optimal CEO remuneration systems to ensure sustainability of SOEs in the South African context. If a relationship exists, it could justify the high remuneration received by CEOs. Research design, approach, and method: This quantitative, longitudinal study, conducted over a nine-year period, collected secondary data from the annual reports of 18 Schedule 2 SOEs. The primary statistical techniques used in the study included were OLS multiple regression analysis and correlational analysis on a pooled dataset. Main findings/results: The primary finding was that there is a relationship between CEO remuneration and company performance (mainly an inverse relationship), with no consistent trend between the constructs. Turnover appears to be an important component, as it was the most stable measure of company performance during the study period. The results indicate that the CEOs’ remuneration continued to increase, even when the SOEs were performing poorly. Practical managerial implications: Since the study focused on the relationship between CEOs’ remuneration and company performance, it may aid policymakers in forming new rules and regulations that would help improve the country’s economic performance while attracting international investors. Contribution/value-add: The study provides new knowledge to the limited research available on SOEs in South Africa. Further, this research focused on three different components of CEOs’ remuneration, thereby shedding more light on the relationship between their remuneration and company performance.
Business Management
PhD (Management Studies)