The dissertation examines the effect of changes since 1994 on the role of the South African Public Service Commission (hereafter referred to as the Commission). Its contention is that the changes since 1994 re-focused the role of the Commission on development and modernisation of public administration practices. The role of the Commission is now confined to monitoring, evaluation, investigation and research. The dissertation finds that the Commission does not have a formal transversal monitoring and evaluation system. The co-operation between the Commission and other oversight bodies (such as the Public Protector and the Auditor-General) involved in monitoring and evaluation of public service delivery is minimal. There is no "national consensus" yet on what the constitutional value and principle that public administration must be development-orientated means. The Commission has not set out research as its key performance area whereas its role in labor relations is superfluous. Recommendations in respect of the foregoing shortcomings are made in the dissertation. / Public Administration / M.A. (Public Administration)

The advent of democracy in the Republic of South Africa has brought about fundamental changes in the spheres of governance. One of these changes is the implementation of the employee performance management and development system in the public service. One of the Constitutional imperatives of the country requires all government institutions to cultivate good human resource management and career development practices to maximise human potential. The Gauteng Department of Social Development and in particular, Father Smangaliso Mkhatswa Centre, is also expected to implement the employee performance management and development system. The study seeks to examine to what extent performance management can enhance employee‟s performance. To achieve this, a semi-structured interview was conducted with employees of Father Smangaliso Mkhatswa Centre. The findings indicate that managers use performance management as a tool to control and discipline subordinates, whilst subordinates use performance management as a means of getting extra money through performance bonuses. This could be the reason that performance assessment period is viewed as a period of high tension between supervisors and subordinates. / Public Administration & Management / M.P.A.

The dissertation examines the effect of changes since 1994 on the role of the South African Public Service Commission (hereafter referred to as the Commission). Its contention is that the changes since 1994 re-focused the role of the Commission on development and modernisation of public administration practices. The role of the Commission is now confined to monitoring, evaluation, investigation and research. The dissertation finds that the Commission does not have a formal transversal monitoring and evaluation system. The co-operation between the Commission and other oversight bodies (such as the Public Protector and the Auditor-General) involved in monitoring and evaluation of public service delivery is minimal. There is no "national consensus" yet on what the constitutional value and principle that public administration must be development-orientated means. The Commission has not set out research as its key performance area whereas its role in labor relations is superfluous. Recommendations in respect of the foregoing shortcomings are made in the dissertation. / Public Administration and Management / M.A. (Public Administration)

The advent of democracy in the Republic of South Africa has brought about fundamental changes in the spheres of governance. One of these changes is the implementation of the employee performance management and development system in the public service. One of the Constitutional imperatives of the country requires all government institutions to cultivate good human resource management and career development practices to maximise human potential. The Gauteng Department of Social Development and in particular, Father Smangaliso Mkhatswa Centre, is also expected to implement the employee performance management and development system. The study seeks to examine to what extent performance management can enhance employee‟s performance. To achieve this, a semi-structured interview was conducted with employees of Father Smangaliso Mkhatswa Centre. The findings indicate that managers use performance management as a tool to control and discipline subordinates, whilst subordinates use performance management as a means of getting extra money through performance bonuses. This could be the reason that performance assessment period is viewed as a period of high tension between supervisors and subordinates. / Public Administration and Management / M.P.A.