The effective practise of managers as coaches can have a positive impact on the performance and development of employees, and provide an organisation with a significant competitive edge. The implementation of manager-coaches in South African organisations is slowly gaining traction, and this study examines this approach in a large financial institution. The primary objective of this research was to identify the roles and skills needed by line managers to become successful performance coaches, as well as the key benefits to the organisation as a whole. Descriptive, qualitative methodology was selected to conduct this study. The population sample was drawn from a large financial services organisation, with approximately 45 000 employees across Africa. The research participants are all line managers working in different business areas, with varying years of experience. A research questionnaire was used to conduct face-to-face, semi structured interviews with respondents. Data collected was then transcribed and analysed by means of content and thematic analysis. The interviews confirmed that the line managers understood performance coaching as a process to address and close the performance gaps of their employees. Some managers equated performance coaching to performance management or mentoring. The manager-coaches identified their primary roles as: to enable performance, motivate and inspire, and provide support. The key skills required were highlighted as communication; listening; interpersonal skills; emotional intelligence; empathy; questioning skills, and goal setting. It emerged that good performers are coached less frequently than poor performers. Some managers have a set frequency such as monthly or weekly, whilst others use it as required, in line with their normal leadership style. This finding is considered to be very important to answer the research question: if managers were conducting performance coaching informally and in an ad hoc fashion, did they believe in the benefits and did they see this as a priority in developing their staff?

Companies face vital problems when implementing performance management in cross cultural context. Several attempts have been made to analyse employee performance management in the cultural and industrial context. However, the lack of studies of performance management in cultural and industrial context necessitates this phenomenon to be investigated in various cultures and contexts for sound academic contributions. The present study aims to investigate cultural and industrial influences on the general characteristics, criteria formulation and employee acceptance of performance management in cultural context. This study used a qualitative approach and is based on nine case studies in Azerbaijan. The study adopted semi structured in-depth interview and document analysis as the data collection methods. The results showed that the legal context is the most influencing dimension on the performance management system in Azerbaijan. The thesis concludes criteria for performance is the choice of management philosophy which is a cultural factor. The findings indicate that employees accept performance management positively when the process is implemented fairly. The findings of this study provide a solid evidence base for considering country culture and industry characteristics in implementing performance management. It is evidently clear from the findings that both local and international companies are faced with different problems when implementing performance management in the cross cultural context of Azerbaijan. This study should therefore be of value to practitioners wishing to overcome certain cultural and industrial related problems during implementation of performance management in host companies. In addition, the study contributed certain evidence of the cross cultural performance management process in the various context for the science.

The aim of this Master's thesis is to define which measures could increase employee engagement in a particular department of an international company. The main task of this paper is to provide comprehensive and useful guide leading to better efficiency, productivity and employee satisfaction. In terms of methodology the research is based on three steps -- analysis of current situation in the company, research and finally design of program to support employee engagement. Firstly, the theoretical approaches to engagement and motivation are analysed on the basis of qualitative research. Secondly, the internal documentation providing an overview of current state in the organization is analysed. Thirdly, a quantitative research is organized and the main engagement drivers are identified. The research was undertaken by using methods of survey, informal interviews and observation. Research was followed by verifying hypotheses. Based on the qualitative and quantitative research a system of measures was proposed. This should lead to increase of employee engagement and should be a guide for managers' decision making. The recommendations relate to rewards and recognition, carrier opportunities, work environment, work itself and perception of the company.

Thesis (MPA.) --University of Limpopo, 2002 / Refer to the document

Petroleum-producing companies in Nigeria were forced to increase spending on Nigerian-sourced materials and services from $8 billion to $13 billion since 2010, due to the Nigerian Oil and Gas Industry Content Development Act. The act was enacted in 2010 to support local firms and improve the companies' performance. However, there is sparse research on how the act affected the companies' performance. This study was an examination of the impact of the act on the companies' performance. Bandura's social cognitive theory was the theoretical framework. The research questions of this descriptive correlational study were used to examine the act's effect on employee and organizational performance. The independent variable was employees' perception of the level of implementation of the act. The dependent variables were employees' perceived task and perceived organizational business performance. Collection of interval level survey data from 372 full-time employees of the 5 major petroleum-producing companies in Nigeria was possible by anchoring only the ends of the Likert scale with words. The Pearson product-moment correlation results indicated that the independent variable correlated positively with each dependent variable. The exploratory factor analysis results indicated that the act had a positive effect on the employees' internal competence factor and the organizations' operational performance factor. The results are significant for Nigerian government officials and managers of the companies in understanding the impact of the act on performance. The outcomes have potential implications for positive social change through improved implementation strategies to achieve the objectives of the act. Researchers could focus on examining the impact of the act on employees' internal competence factor in future studies.

Globally, the aviation industry supports 58.1 million jobs in related industries and U.S. airlines alone generated 11.8 million jobs. Airline performance, productivity, and profitability depend on employees. The purpose of this single case study was to explore the strategies that U.S. airline leaders use to improve employee performance. The study was grounded with the Harvard model of human resource management. A stratified purposeful sample of 14 managers and 10 frontline staff from a Florida airline participated in semistructured individual interviews and a focus group, respectively. The data from these interviews were analyzed using Moustakas's modified van Kaam method. The themes that emerged from analysis included: an emphasis on the individual interaction and verbal affirmations between managers and frontline staff, additional career development opportunities for employees, not only for performing in their role but improving performance and level of commitment to the organization. Furthermore, managers and employees arrived at the same conclusion about organization culture and commitment-individuals have to feel they are contributing to the overall mission and feel valued in doing so. For the latter to occur, leaders need to engage employees in continuous dialogue and be completely transparent, and employees need to be open to feedback and share their motivations and goals. Social change implications include improved management and labor relationships within the U.S. airline industry, which ultimately benefits the flying public through greater stability and better service.

Thesis (MPA.) -- University of Limpopo, 2010 / The purpose of this study was to evaluate the implementation of Performance Management System in the Ba-Phalaborwa Municipality. The need for this study was considered relevant and necessary as municipalities today have become focus points for service delivery as per their constitutional obligations. Central to the constitutional mandate, amongst other things, the Municipal Systems Act 32 of 2000 requires municipalities to establish a Performance Management System that will play a pivotal role in promoting a culture of Performance Management. It is through Performance Management that priorities, objectives and targets set, as contained in the Integrated Development Plan, are implemented and measured. In this study, the researcher evaluates the capacity of the management of the Ba-Phalaborwa Municipality to implement Performance Management System, the compliance of the Performance Management System with legislation and the perceptions of labour unions in the implementation of the Performance Management System. The study further provides an analysis of the state of the Performance Management System in the Ba-Phalaborwa Municipality. It discloses several issues that require immediate attention by management in order to make Performance Management fully compliant and functional. Amongst other things, the study reveals that there is minimal employee involvement in the planning of Performance Management, lack of training opportunities to address identified weaknesses, non-payment of performance bonus to good performing employees and majority of employees not knowing their performance targets as reflected in the Service Delivery and Budget Implementation Plan. The study concludes by providing recommendations to management of the Ba-Phalaborwa municipality on how to enhance good Performance Management. Some of the recommendations proposed are payment of performance bonus to good performing employees, consultations with all employees on the implementation of the system, cascading of the Performance Management to all lower levels employees, to cite just but few examples. The correct implementation of Performance Management System will serve as a means to enhance organizational efficiency, effectiveness and accountability in the use of resources in accelerating access to good quality services and a better life for all.

Thesis (MPA) --University of Limpopo, 2011 / The proposed study intends to establish how procedural the reward system is being implemented in the Limpopo Department of Health and Social Development and whether claims of bias are founded. The study is intended to determine the system’s influence on the organization’s ability to track poor performance and manage it. Also providing a refreshed view of the current pitfalls in the implementation of the program therefore providing indications of remedial action to recover the purpose of the PMDS. To assess the impact of Performance Management practices and explore best implementable practices which lead to effective performance management system and best service delivery by the Limpopo Department of Health and Social Development. Qualitative research approach using interview schedule for HR and line managers was utilised. The findings are that the system can not be linked to employee output but an obvious benefit is employee rewards.

Work motivation prevails when there is alignment between individual and organisational goals. Work motivation also comes into being when achievement of organisational goals is associated with personally desired outcomes, such as a sense of achievement or personal gain. While work performance is dependent on, or limited by, resource availability and worker competencies, the presence of these factors is not sufficient as such, to ensure desired worker performance. This is the reason why companies all over the world consciously include motivating employees as part of their strategies. When a company embarks on strategies to motivate employees without specific goals, those strategies will not be as beneficial to the company, and outcomes may not be as positive as the strategy makers may have hoped for. Specific goals in terms of strategy and performance must be stipulated beforehand and ways to measure the required performance standards should be in place. Employees should be made aware of such efforts and how their performance will be measured. A company that makes an effort to motivate its employees will remain competitive and more productive in the long run. This dissertation seeks to establish whether motivational strategies implemented at Metsimaholo District Hospital have achieved the required results of improving employees' performance. For any company to survive and stay competitive, it is very important that its employees are motivated, because motivated employees in a motivating environment will easily be driven to believe that if they put more effort in performance, their needs will be met. When employees feel their personal needs are met at their workplace, they find fulfilment through performance of their duties. They become productive and the company can achieve its production needs and reach its desired level of service delivery. In its attempt to meet critical employee needs to ensure better performance, Metsimaholo District Hospital has implemented different motivational strategies, which are discussed in this study, namely: Performance Development Management System; Occupational Specific Dispensation; Training; Financial rewards; Supportive management and leadership; and Individual employee locus of control. Feedback received from the empirical investigation shows that the abovementioned motivational factors have an impact on the way employees perform their duties. When implemented correctly, they encourage employees to perform their duties better. On the other hand, if they are not implemented correctly, or are perceived by the employees as not beneficial to them, or as not assisting to meet their personal needs, they can de-motivate employees and negatively affect their performance. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.

Work motivation prevails when there is alignment between individual and organisational goals. Work motivation also comes into being when achievement of organisational goals is associated with personally desired outcomes, such as a sense of achievement or personal gain. While work performance is dependent on, or limited by, resource availability and worker competencies, the presence of these factors is not sufficient as such, to ensure desired worker performance. This is the reason why companies all over the world consciously include motivating employees as part of their strategies. When a company embarks on strategies to motivate employees without specific goals, those strategies will not be as beneficial to the company, and outcomes may not be as positive as the strategy makers may have hoped for. Specific goals in terms of strategy and performance must be stipulated beforehand and ways to measure the required performance standards should be in place. Employees should be made aware of such efforts and how their performance will be measured. A company that makes an effort to motivate its employees will remain competitive and more productive in the long run. This dissertation seeks to establish whether motivational strategies implemented at Metsimaholo District Hospital have achieved the required results of improving employees' performance. For any company to survive and stay competitive, it is very important that its employees are motivated, because motivated employees in a motivating environment will easily be driven to believe that if they put more effort in performance, their needs will be met. When employees feel their personal needs are met at their workplace, they find fulfilment through performance of their duties. They become productive and the company can achieve its production needs and reach its desired level of service delivery. In its attempt to meet critical employee needs to ensure better performance, Metsimaholo District Hospital has implemented different motivational strategies, which are discussed in this study, namely: Performance Development Management System; Occupational Specific Dispensation; Training; Financial rewards; Supportive management and leadership; and Individual employee locus of control. Feedback received from the empirical investigation shows that the abovementioned motivational factors have an impact on the way employees perform their duties. When implemented correctly, they encourage employees to perform their duties better. On the other hand, if they are not implemented correctly, or are perceived by the employees as not beneficial to them, or as not assisting to meet their personal needs, they can de-motivate employees and negatively affect their performance. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.