The research explored unique performance enhancing or inhibiting factors among Zimbabwean employees in non-profit organisations in Harare. Two research questions were formulated: “Are there unique work ethics inherent in employees in the non-profit sector?” The second research question is “What unique variables motivate and affect workers in the nonprofit sector?” The hypothesis assumed was that “the workplace performance of employees in the non-profit sector is affected by and dependent on unique factors that apply in the non-profit sector and not in profit sectors”. The analysis of the research sample identified unique performance factors: demotivation due to the absence of automatic promotions for high performing employees; opportunities for the advancement of employees through a policy of competitive recruitment and growth opportunities for local staff who can apply for international positions within the organisation. The hypothesis was accepted. The researcher recommended that non-profit organisations use creative sector-specific approaches to motivate employee performance. / Public Administration and Management / M. Tech. (Public Management)

Summaries in English, Zulu and Southern Sotho / The primary aim of the study was to explore the relationship between career adaptability and organisational commitment of employees who work in the investment sector. The secondary aim was to ascertain whether individuals from various demographics (age groups, gender, ethnicity, qualifications, tenure and business unit) differed significantly regarding their career adaptability and organisational commitment. A cross-sectional quantitative, correlational research approach was followed where a non-probability convenience sample (n=200) of permanent employees in the investment sector was used. The instruments used for the study were the biographical questionnaire, Career Adapt Abilities Scale (CAAS) and Organisational Commitment Questionnaire (OCQ). The research results revealed statistically significant relationships between career adaptability and organisational commitment of employees who work in the investment sector in terms of correlational and inferential statistical analyses. There were statistically significant relationships between the demographic variables with some dimensions of career adaptability and organisational commitment. The test of mean differences revealed that some differences exist in career adaptability and organisational commitment in terms of demographical variables. The study provides recommendations for use by industrial psychology professionals in terms of career adaptability and organisational commitment practices, specifically within the investment sector. / Inhloso engaphezulu yalolucwaningo yabe ingukucubungula ubudlelwano phakathi kokuzinza ezifundweni-msebenzi nokuzibophela kwabasebenzi ezinkampanini zasengxenyeni yokukhulisa umnotho wezimali. Inhloso engaphansi yabe ingukungukuqondisisa ukuthi ngabe labasebenzi abakhethiwe bayahlukahlukana na ngokwenhloso engaphezulu uma kucutshungulwa ngokweminyaka yobudala babo, nangokohlanga lwabo, nangokwezinga lemfundo abalizuzile ekuqeqeshweni kwabo, nangokwesikhathi asebasisebenzile egunjini elikhethiwe enkampanini yabo. Ngokwenhloso engaphansi, lolucwaningo lacubungula ngokuqhathanisa okusemaphakathini kwalabasebenzi abangu (n=200) ababekhethwe kalula bebonke, ngesizathu sokuqhashwa kwabo ngokuphelele kulenkampani eyabe ikhethiwe. Amathulusi asetshenziswa ahlaziya ngokwenhloso yangaphansi eqoshelwe ukucubungula izilinganiso zamakhono emfundo-msebenzi (CAAS) kanye nokuzibophela kwabasebenzi ezinkampanini abasebenza kuzo (OCQ). Imiphumela yocubungulo yabubonisa ngokungasoleki ubudlelwano obuqondile nobuchazekayo ngokwamanani ohlaziyo phakathi kokuzinza ezifundweni-msebenzi nokuzibophela kwalabasebenzi enkampanini eyayikhethiwe esengxenyeni yokukhulisa umnotho wezimali. Imiphumela yocubungulo yabubonisa futhi ubudlelwano obungasoleki phakathi kweminyaka yobudala yalabasebenzi ababekhethiwe, nobulili babo, nobuhlanga babo, nezinga lezifundo abalifinyelele, nangeminyaka asebayisebenza engxenyeni abasebenza kuyo umakulinganiswa ukuzinza ezifundweni-msebenzi nokuzibophela kwabo lulenkampani ekhethiwe abasebenza kuyo. Ngaleyondlela, ucubungulo lwezilinganiso ezahlukahlukene lwabonisa ukuthi ukhona umahluko phakathi kokuzinza ezifundweni-msebenzi nokuzibophela kwabasebenzi ngokwenhloso engaphansi. Kanjalo, locubungulo lunikeza imibono engasetshenziswa ozosayensi bengqondo mayelana nokuziphatha kwabasebenzi umabefuna ulwazi ngokuzinza ezifundweni-msebenzi nasekuzibopheleni ezinkampanini kwabasebenzi. / Morero oa pele oa boithuto e ne e le ho lekola likamano lipakeng tsa ho ikamahanya le maemo mesebetsing le boitlamo ba mokhatlo hara basebetsi ba lekala la matsete. Morero oa bobeli e ne e le ho netefatsa hore na batho ba lilemo tse fapaneng, bong, morabe, mangolo a thuto, nako ea khoebo le khoebo li fapane haholo mabapi le ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo. Mokhoa o fapaneng oa likarolo tse ngata, oa boithuto o kopaneng o ile oa lateloa moo sampole e sa khonehang ea bonolo (n = 200) ea basebetsi ba ka mehla lefapheng la matsete e sebelisitsoeng. Lisebelisoa tse sebelisitsoeng bakeng sa boithuto e ne e le lenane la lipotso tse mabapi le lipale tsa bophelo, Career Adapt Ability Scale (CAAS) le Organisational Commitment Questionnaire (OCQ). Sephetho sa lipatlisiso se senotse likamano tsa bohlokoa lipalo pakeng tsa ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo hara basebetsi ba lekala la matsete ho latela ditshekatseko tsa liphuputso tse amanang le lipalo-palo. Ho bile le likamano tsa bohlokoa lipalo-palong lipakeng tsa lilemo, bong, morabe, mangolo a thuto, nako ea khoebo le yuniti ea khoebo maemong a mang a ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo. Liteko tsa liphapang tse boleloang li senotse hore liphapang tse ling li teng molemong oa ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo ho latela maemo a palo ea batho (lilemo, bong, mangolo a thuto ea morabe, nako ea khoebo le khoebo). Litlhahiso li khothaletsa hore li ka sebelisoa ke litsebi tsa kelello tsa indasteri le tsa mokhatlo le litsebi tsa litsebo tsa batho mabapi le ho ikamahanya le maemo mesebetsing le litloaelo tsa boitlamo ba mokhatlo, haholoholo lekaleng la matsete. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

The research examines the management of performance appraisal at institutions of higher learning: a case of the University of South Africa (Unisa). Focus is placed on the Unisa, specifically the two administrative departments, DSAR and PGAD in the centre of providing a service to the most important client, the student. The Integrated Performance Management System (IPMS) Policy is a tailor-made system that provides a systematic process for managing the cycle of events associated with ensuring that individual employees achieve their agreed performance outcomes and the university reaches its strategic goals. To enhance and contribute to the effective management of performance, at Unisa, it is necessary to research the performance appraisal system, a process in place to measure the performance of employees, using a performance rating or score to indicate the level of performance. Performance measurement is utilised by organisations to identify the strengths and developmental areas of employee and relations between the employee and the manager a need to facilitate successful operations. Provide feedback to the employees and management respectively, show flaws identified, suggested improvements to the system. To ensure achievement of performance targets and meet the set objectives of the institution, to the benefit of all stakeholders, i.e. the employer, employee and student alike. / Patlisiso e lekola botsamaisi jwa tshekatsheko ya tiragatso kwa ditheong tsa thuto e kgolwane: kgetsi ya Yunibesithi ya Aforikaborwa (Unisa). E totile mafapha a le mabedi a tsamaiso, DSAR le PGAD, a iphitlhelang a le mo bogareng jwa go tlamela tirelo go modirelwa yo o botlhokwa go gaisa, moithuti. Pholisi ya IPMS ke thulaganyo e e diretsweng lebaka le le rileng e e tlamelang ka tirego e e rulaganeng ya go tsamaisa sediko sa ditiragalo tse di amanang le go netefatsa gore badiri ba ba farologaneng ba fitlhelela dipoelo tse go dumelanweng ka tsona tsa tiragatso ya bona, mme yunibesithi e fitlhelela maikaelelo a yona a togamaano. Ka jalo, go tokafatsa le go tshwaela mo bokgoning jwa Unisa, go ne go le botlhokwa go batlisisa thulaganyo ya yona ya tshekatsheko ya tiragatso, gonne go tlhokega thulaganyo e e fetotsweng ya tshekatsheko ya tiragatso go tsweletsa tiragatso e e nonofileng le botsamaisi jo bo bokgoni. Tekanyetso ya tiragatso e dirisiwa ke ditheo jaaka sediriswa se ka sona go ka sekasekwang dikarolo tsa maatla le tse di tlhokang kgodiso tsa badiri, mme go maatlafadiwe kamano magareng ga modiri le motsamaisi. Dipholo tsa patlisiso eno di tlaa dirisediwa go tlamela badiri le botsamaisi ka pego le go bontsha moo go tlhokegang tokafatso ya thulaganyo e e dirisiwang mo tirong le mabaka a seo. Maikemisetso magolo a tshekatsheko ya tiragatso ke go netefatsa gore go fitlhelelwa diphitlhelelo tse di beilweng tsa tiragatso le maitlhomo a setheo, go ungwela baamegi, e leng, mothapi, modiri le baithuti ka go tshwana. / Public Administration and Management / M. Admin. (Public Administration)