Thesis (MPA.) -- University of Limpopo, 2015 / The Department of Justice and Constitutional Development has been mandated by the government of the day to render accessible, fair, speedy and cost effective administration of justice in the interest of a safer and more secure South Africa. The department then set service standards to be able to achieve its goals. Like other departments in the country, the department of Justice has officials who perform duties to ensure that service is delivered to people. These officials have to conduct themselves in an acceptable manner prescribed by the employer. Since the code of conduct has been developed to promote and maintain high standard of professional ethics throughout the public service, the code of conduct is mandatory if effective service delivery is to reach all South Africans. Public servants must ensure that their conduct conforms to the basic values and principles governing public administration. The research focused on how discipline is managed in Malamulele cluster magistrate’s courts, in Limpopo Province, South Africa. Qualitative research methodology was used. Results indicated that some structures and individuals know their roles and responsibilities in management of discipline, however the understanding is only to a certain extent. Managers have been made to believe that it is proper to attend only less serious misconducts and refer the serious ones to the labour relations section at the regional level. Recommendations were advanced on activities that need to be performed in order for discipline to be well managed.

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The diploma thesis deals with question of evaluation and with evaluation connected managing, of employees in Customer's Support Center. The opening part of this work is devoted to theoretical source materials connected to human resource management and dealing mainly with evaluation and management of employee’s performance. The analytical part of the work describes and rates the current system of evaluation and management of employee in a described work team. The aim of the analytical part is to find and identify shortcomings of the current system in force. The final part is devoted to author's proposed solutions. The output is a set of recommendations and solutions on how to relieve the shortages identified by the analytical part.

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Thesis (M. Com. (Human Resource Management)) -- University of Limpopo, 2021 / The purpose of this study was to examine the relationships among organisational politics, organisational support and job satisfaction among 148 participants in a selected institution of higher education in South Africa. Quantitative, descriptive research was conducted to determine if there is a relationship among the three variables of the study. Data collection was done using structured questionnaires. Two groups of respondents participated in the study; and that is the academic staff and administrative staff members from central administration and library. The study established that organisational politics is negatively related to organisational support and have a negative impact on the overall job satisfaction. Based on the findings of the study, recommendations, strengths and potential links for future research are provided. Key words/concepts: Organisational Politics, Organisational Support, Job Satisfaction.

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Agency directors, program administrators and planners as well as U. S. Fish and Wildlife Service regional federal aid supervisors provided input that defined 22 factors considered most important in determining management effectiveness of state fish and wildlife agencies. I grouped the factors into the following six categories: public support and awareness, conflict resolution, politics, planning and funding, agency management and personnel. State agency directors, commissioners and legislators ranked the factors. In cooperation with the U. S. Fish and Wildlife Service and Organization of Wildlife Planners, I conducted case studies of nine state fish and wildlife agencies widely recognized by their peers as being particularly effective relative to the identified factors. Questionnaires and interviews with 845 agency members and constituents revealed effective fish and wildlife agencies had much in common with the excellent companies described by Peters and Waterman (1982) in In Search of Excellence. Effective agencies were proactive in dealing with issues and frequently among the nation's leading agencies in dealing with issues of national scope. Effective agencies used a variety of techniques to understand public desires and involve the public in making important decisions. Effective agencies grant their employees much freedom to make decisions and try new ideas without fear of punishment for making mistakes. They are committed to the personal development of employees. Effective agencies are good planners, with well defined missions and goals. Personal missions of employees are highly congruent with agency missions, resulting ina missionary-like zeal for their work. Effective agencies have a strong biological basis for their decisions and maintain credibility by balancing biological factors with public opinion. Effective agencies have stable political environments and experienced, enlightened resource management professionals as their leaders. Leaders emphasize participative decision making and teamwork. Finally, effective agencies have strong public support and are effective in mobilizing that support when important policy decisions are made. Many specific examples that illustrate the characteristics of effective agencies are discussed. / Ph. D.

The aim of this study was to identify those job factors that determine the level of motivation in the Nigerian Federal Civil Service Commission and to establish how this knowledge can be used to increase motivation and job satisfaction across the Nigerian Federal Civil Service. A wide variety of theories on motivation and job satisfaction were studied. Herzberg's dual-factor theory of job satisfaction was used as the defining basis for the empirical part of the study. The findings both supported and refuted the theory. Both intrinsic and extrinsic job variables influenced the work motivation of respondents, with specific extrinsic variables having a significant effect, contrary to Herzberg's findings. A difference was also recorded among senior staff who appeared more motivated by intrinsic variables and junior staff who tended to emphasise extrinsic job variables. / Public Administration / D. Admin.

The aim of this study was to identify those job factors that determine the level of motivation in the Nigerian Federal Civil Service Commission and to establish how this knowledge can be used to increase motivation and job satisfaction across the Nigerian Federal Civil Service. A wide variety of theories on motivation and job satisfaction were studied. Herzberg's dual-factor theory of job satisfaction was used as the defining basis for the empirical part of the study. The findings both supported and refuted the theory. Both intrinsic and extrinsic job variables influenced the work motivation of respondents, with specific extrinsic variables having a significant effect, contrary to Herzberg's findings. A difference was also recorded among senior staff who appeared more motivated by intrinsic variables and junior staff who tended to emphasise extrinsic job variables. / Public Administration and Management / D. Admin.

Integrative Summary In 1997 the Minister of Public Service and Administration of South Africa, Zola Skweyiya, introduced the White Paper on Transforming Public Service Delivery(Department of Public Service and Administration(DPSA,1997: 1). It was premised on what was called Batho Pele (DPSA, 1997: 9), giving effect to Section 197 of the Constitution, Act 108 of 1996 as amended. A linkage to performance management can be found from the assertion made in the White Paper that in future the Batho Pele would form the basis of any assessment of the performance of individual staff and that would contribute to improving the delivery of service (DPSA, 1997:16). Another factor that contributed to the utilisation of a performance management system was the recommendation put forward by the Public Service Commission of South Africa( PSC,2004: 16),that called for public institutions to adopt a clear, comprehensive performance management and evaluation framework for the delivery of public service. That was expected to turn around the ailing public institutions whose record of serving the public with pride and dignity was on the decline. The research aim was to evaluate the effectiveness of the performance management system in creating and resolving role conflict with health professionals employed by the Buffalo City sub-district. The research goal was divided into three objectives, namely: evaluation of the effectiveness of the performance management system as a managerial tool for health managers to manage their subordinates including both professional and support staff, evaluation of the effectiveness of the performance system from the perspective of the health professional as a subordinate and to analyze the functioning and effectiveness of the system in creating and resolving role conflict between professional conduct and organisational requirements. The respondents noted that the implementation of the system was not matched with appointment at managerial level with officials having relevant managerial capacity. Further to that resources at the coal face of service delivery continued to deteriorate and became very scarce and there is no documented proof that has been found of an effort made to check the compatibility of the system to health professionals. The literature identified negative effects that have emanated from the implementation of the performance management system. The study was conducted by interviewing health professionals from the entry level to the management level within the Buffalo City sub-district from three mini hospitals or Health Care Centres. The respondents indicated that there are positives that have been achieved by the implementation of the system, such as the skills gap identification as well as specific targets contained in annual performance contracts. These targets help motivate health professional to focus on that particular direction of activities. Unfortunately it has been clearly documented that the performance management system has also contributed to the development of role conflict in a number of professionals. It has been documented that the system has not been crafted with a health professional in mind and, as such, appears to favour quantity rather than quality of health services as advocated by the codes of practice of different health professionals. There are a number of recommendations that were put forward by the respondents to try to salvage the system and in mitigation of the identified negative factors. For the improvement of the system, the Eastern Cape Provincial Department of Health has to firstly customise the annual contracts to contain only the fundamental information. Secondly need to improve the transparency pertaining to financial pressures facing the Health Department. Thirdly the provision of essential enablers, need to be prioritised. Fourthly there is a need to upgrade the system to incorporate 360 degree feedback. Further research recommendations include a bigger sample incorporating different research methods and to also incorporate searches for measures that can be implemented to improve the system to be more relevant to health professionals. This document is organised and presented in three sections. The first section is the evaluation report with a review of literature, research methodology, findings, discussion and conclusion. The second section is where an indepth literature review is located and the last section details the research methodology.