by Chun Yerk-Lan Evelyn. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / Includes bibliographical references (leaves 135-136). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vii / LIST OF FIGURES --- p.ix / LIST OF APPENDICES --- p.x / ACKNOWLEDGMENTS --- p.xii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Objective of Study --- p.1 / Scope of Study --- p.2 / Company Background --- p.2 / Maersk Hong Kong Limited --- p.2 / Printed Circuits International (Hong Kong) Limited --- p.3 / Data Source --- p.4 / Definition of Performance Appraisal --- p.4 / Purposes of Performance Appraisal --- p.5 / Controversial Issues Associated with Performance Appraisal --- p.6 / Types of Performance Appraisal Methods --- p.7 / Non-judgemental Performance Measures --- p.7 / Judgemental Performance Measures --- p.7 / Brief Review of Common Types of Performance Appraisal Methods --- p.8 / Chapter II. --- PERFORMANCE APPRAISAL SYSTEM -MAERSK HONG KONG LIMITED - --- p.9 / History of Performance Appraisal System --- p.9 / Procedures of the Performance Appraisal Exercise --- p.9 / The Appraisers and the Appraisees --- p.11 / Steps of the Appraisal Exercise --- p.11 / Uses of the Performance Appraisal --- p.12 / The Performance Appraisal Form - The Format --- p.13 / The Appraisal Process - The Rating Scale --- p.14 / The Type of Appraisal --- p.15 / Difficulties in Administering the Appraisal Exercise --- p.15 / The Central Tendency Effect --- p.16 / The Extreme Values Usage Pattern --- p.17 / The Percentage Distribution of Scores --- p.18 / Strictness and Leniency in Applying the Rating Scale --- p.18 / Relative Scoring Pattern of the Different Dimensions --- p.19 / Staff Reaction Towards the Performance Appraisal Exercise - Some Appraisers' Viewpoint --- p.20 / Chapter III. --- PERFORMANCE APPRAISAL SYSTEM -PRINTED CIRCUITS INTERNATIONAL (HONG KONG) LIMITED - --- p.23 / History of Performance Appraisal System --- p.23 / Procedures of the Performance Appraisal Exercise --- p.24 / The Appraisers and the Appraisees --- p.26 / Steps of the Appraisal Exercise --- p.26 / Uses of the Performance Appraisal --- p.27 / The Performance Appraisal Form - The Format --- p.27 / The Appraisal Process - The Rating Scale --- p.28 / The Type of Appraisal --- p.30 / Difficulties in Administering the Appraisal Exercise --- p.31 / The Central Tendency Effect --- p.31 / The Extreme Values Usage Pattern --- p.32 / The Percentage Distribution of Scores --- p.33 / Strictness and Leniency in Applying the Rating Scale --- p.34 / Relative Scoring Pattern of the Different Dimensions --- p.35 / Staff Reaction Towards the Performance Appraisal Exercise - Some Appraisers' Viewpoint --- p.35 / Chapter IV. --- CONCLUSIONS AND RECOMMENDATIONS --- p.36 / Design of the Systems --- p.38 / Maersk Hong Kong Limited --- p.39 / Printed Circuits International (Hong Kong) Limited --- p.39 / Problems of the Performance Appraisal Practices --- p.40 / Job-Relatedness and Job Relevancy of Appraisal Criteria --- p.40 / Room for Subjective Judgement --- p.41 / Low Discriminatory Power --- p.41 / Quality of Performance Review Session --- p.42 / Recommendations --- p.42 / Limitations --- p.45 / TABLES --- p.47 / FIGURES --- p.73 / APPENDICES --- p.75 / BIBLIOGRAPHY --- p.135

Thesis (MPA)--University of Stellenbosch, 2006. / ENGLISH ABSTRACT: Thc purpose of this research was to design a model for the delegation of roles and responsibilities within a performance management system (PMS) that will assist Oudtshoom Municipality in the implementation ofPMS. The motivation for the study was the fact that performance management is a relatively new legislative requirement for local government in South Africa. Local government authorities are currently experiencing many problems in the delivering of services to their respective communities, and this makes performance management a contemporary issue. The objectives of this research project are to o Explain what PMS is; o Explain how I'MS fits into the legislative framework in local government in South Africa; o Explain the importance of defining roles and responsibilities in a PMS; o Design a model for the delegation of roles and responsibilites within a PMS for Oudtshoorn Municipality; o Make recommendations for the successful implementation of PMS at Oudtshoorn Municipality. The research design that was used in this study was a combination of a model-building design and a case study design. The study was qualitative in nature and was a combination of non-empirical and empirical studies. Semi-structured interviews were held with a selected group of individuals who are key role-players in I'MS at Oudtshoorn Municipality. Some of the aims of the interviews were to establish the respondents understanding of PMS, and roles and responsibilities. The same respondents were given a table of different roles and responsibilities, to determine whether they knew what the different roles and responsibilities are of the different stakeholders in the PMS. The data analysis showed that the stakeholders (participants in the research) within the PMS at Oudtshoorn Municipality could not assign roles and responsibilities correctly. In order for PMS to be implemented successfully at Oudtshoorn Municipality, stakeholders in the PMS need to know exactly what is expected of them. It is not only from an organisational point of view that roles and responsibilities are important, but it is also a legislative requirement that roles and responsibilities need to be clarified before implementing a PMS. This problem created the need to design a model for the delegation of roles and responsibilities within a PMS that will assist Oudtshoorn Municipality in the implementation of PMS. The model is presented and an explanation of the model is given to understand how to use the model. Since Oudtshoorn Municipality is in the process of developing a PMS, a few recommendations are made to assist the municipality in the implementation of PMS. / AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing was om 'n model te ontwikkel vir die delegering van rolle en verantwoordelikhede binne 'n prestasie besluurstelsel, wat Oudtshoom Munisipaliteit kan help met die implementering van 'n prestasie bestuurstelsel. Die motivering vir die studie was die lcit dat prestasie bestuur 'n relatiewe nuwe wetlike vereiste vir plaaslike regering in Suid-Afrika is. Plaaslike regerings owerhede ondervind tans baie probleme met dienslewering aan hulle onderskeie gemeenskappe en dit maak prestasie bestuur 'n kontemporere saak. Die doel van hierdie navorsingsprojek is om, o Te beskryfwat 'n prestasie bestuurstelsel is; o Te beskryf hoe 'n prestasie bestuurstelsel inpas in die wetlike raamwerk van plaaslike regering in Suid-Atrika; o Te beskryf die belangrikheid om rolle en verantwoordelikhede binne 'n prestasie bestuurstelsel te definieer; o Om 'n model vir die delegering van rolle en verantwoordelikhede binne 'n prestasie bestuurstelsel vir Oudtshoorn Munisipaliteit te ontwikkel; en o Aanbevelings te maak vir die suksesvolle implementering van 'n prestasie bestuurstelsel by Oudtshoorn Munisipaliteit. Die navorsingsontwerp wat gebruik was in hierdie studie was 'n kombinasie van modelbou ontwerp en 'n gevallestudie ontwerp. Die studie was kwalitatief van aard en was 'n kombinasie van nie-empiriese en empiriese studies. Semi-gestruktureerde onderhoude was gevoer met 'n geselekteerde groep individue wat sleutel rolspelers is, in prestasie bestuur, by Oudtshoom Munisipaliteit. Sommige van die mikpunte van die onderhoude was om vas te stel die respondente se verstaan van prestasie bestuurstelsels en rolle en verantwoordelikhede. Dieselfde respondente het ook 'n tabel voltooi wat verskillende rolle en verantwoordelikhede van die onderskeie rolspelers binne 'n prestasie bestuurstelsel aandui. Die data analise hel getoon dat rolspelers (deelnemers in die navorsing) binne die prestasie bestuurstelsel by Oudtshoom Munisipaliteit nie rolle en verantwoordelikhede korrek kon toeken nie. Om 'n prestasie bestuurstelsel suksesvol by Oudtshoom Munisipaliteit te implementeer, is dit belangrik dat elke rolspeler presies sal weet wat van homlhaar verwag word. Dit is nie net vanuit 'n organisatoriese oogpunt belangrik dal rolle en verantwoordelikhede gedefinieer moet word nie, maar wetgewing vereis ook dat rolle en verantwoordelikhede duidelik moet wees voordat 'n prestasie bestuurstelsel geimplementeer word. Die probleem wat hier ontstaan het, het die geleentheid geskep om 'n model te ontwikkel vir die delegering van rolle en verantwoordelikhede binne 'n prestasie bestuurstelsel wat Oudtshoom Munisipaliteit kan help met die implementering van 'n prestasie bestuurstelsel. Die model, met 'n verduideliking hoc om die model te verstaan, word ook voorgestel. Oudtshoorn Munisipaliteit is tans besig om 'n prestasie bestuurstelsel te ontwikkel. Aanbevelings word gemaak om die munisipaliteit te help met die implementering van 'n prestasie besluurstelsel.

published_or_final_version / Business Administration / Master / Master of Business Administration

Thesis (MPA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: The purpose of this thesis is to assess the performance appraisal system, namely the Performance Enhancement Process (PEP), of the South African Police Services at Parow. The premise of the study is that PEP is a sound policy document, but that there are potential problems with its implementation at station level. To this end, the reader is presented with an overview of the relevant literature pertaining to performance appraisals. The shift in managerial philosophy and the organisational change from a force to a service and its effect on performance appraisals are discussed. The results of the empirical study are presented and it is concluded that there are various problems with the implementation of PEP at station level. The researcher presents the following practical recommendations: - Conduct an audit; - Eliminate structural problems; - Adequate appraiser training; - Appraisee training; - Connect the PA system to other organisation systems; and - Obtain a charter from top management. The reader is then presented with a conclusion of the research. / AFRIKAANSE OPSOMMING: Die doel van die tesis is om die prestasie waardering stelsel van die Suid Afrikaanse Polisie Dienste, naamlik die Prestasie Verbeterings Proses (PEP), te evalueer te Parow. Die uitgangspunt van die studie is dat PEP ‘n gesonde beleidsdokument is, maar dat daar egter potensiële probleme is met die implementering daarvan op stasie vlak. Om hieraan te voldoen, word die leser voorsien van ‘n oorsig oor die toepaslike literatuur betrokke tot prestasie waardering. Die verskuiwing in bestuursfilosofie en die organisatoriese verandering van ‘n mag tot ‘n diens en die effek op prestasie waardering word bespreek. Die uitslae van die empiriese studie word aangebied en die gevolgtrekking word gemaak dat daar wel verskeie probleme is met die implementering van PEP op stasievlak. Die navorser bied die volgende prakiese aanbevelings aan: - Die aanvoer van ‘n oudit; - Eliminering van struktuele probleme; - Voldoende “appraiser” opleiding; - “Appraisee” opleiding; - Opkoppeling van die waardeeringstelsel met ander organisatoriese stelsels; en - Kry ‘n handves van topbestuur. Die leser voorsien van ’n gevolgtrekking oor die studie.

by Wong Yuen-yee Grace. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves ). / ABSTRACT --- p.i-ii / TABLE OF CONTENTS --- p.iii-iv / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- METHODOLOGY --- p.4 / Official Documents --- p.4 / Interviews --- p.5 / Personal Observations --- p.7 / Chapter III. --- THE SETTING: HAVI GROUP (FAR EAST) LP --- p.8 / Perseco Asia-Pacific --- p.9 / Performance Designs --- p.10 / HAVI Food Services (Hong Kong) Ltd --- p.11 / BDP Asia-Pacific --- p.12 / HAVI Group Services --- p.13 / Current Staff of the Hong Kong Headquarter --- p.14 / Chapter IV. --- TOTAL QUALITY IN HAVI GROUP (FAR EAST) LP --- p.15 / History of TQP Development in the Far East Div --- p.16 / Awakening --- p.16 / Active --- p.18 / Definition of Total Quality --- p.2l / Total Quality as in the Employees' Eyes --- p.24 / Chapter V. --- PERFORMANCE MANAGEMENT IN HAVI GROUP (FAR EAST) LP --- p.28 / Performance Appraisal --- p.29 / Reward System --- p.34 / Training and Development --- p.38 / Chapter VI. --- REVIEWING THE PERFORMANCE APPRAISAL IN HAVI GROUP (FAR EAST) LP --- p.39 / Work of the Performance Review Task Force in 1993 --- p.40 / Continuing the Review in 1994 --- p.43 / Chapter VII. --- COMMENTS AND RECOMMENDATIONS --- p.46 / Performance Appraisal --- p.47 / For Managers --- p.48 / For General Staff --- p.50 / Common Aspects --- p.51 / Reward System --- p.53 / Training and Development --- p.57 / Chapter VIII. --- CONCLUSION --- p.59 / BIBLIOGRAPHY --- p.60-61 / APPENDICES --- p.62

The teaching model in Open Distance Learning is moving towards fully integrated information and communication technology applications, therefore, academic lecturers need to have a strong comfort level with the use of technology tools. The academic lecturers are qualified and experienced subject matter experts but this does not translate to having the necessary technical competencies to do online teaching. They consequently could experience feelings of incompetency to facilitate courseware on a technology platform. The study identified the factors that influence the user experience when using a Learning Management System (LMS) in an academic institution. The research design comprises a convergent, parallel design mixed-method case study. A literature review was conducted to abstract the factors that influence the user experience into a conceptual framework. An expert review was conducted to validate the conceptual framework and then a questionnaire-driven survey was performed. The quantitative analysis of the survey results revealed that eight of the nine factors proposed in the conceptual framework do have an influence on the perceived user experience of the academic when using the LMS. The qualitative analysis revealed that all nine of the identified factors do have an influence on the perceived user experience of the academic when using the LMS. The contribution of this study is to present a conceptual framework of the factors that influence the user experience of the academic when using an LMS to improve our understanding of the experience of the academic and the practical challenges involved for academics that have to facilitate learning in an online environment The findings should be of interest to developers of LMSs and to institutions in support and training of academics that have to use the LMS. / School of Computing / M. Sc. (Computing)

Higher education institutions (HEIs) are now adopting the management styles that are being practised in profit-making organisations in the private sector. The top management in HEIs embark on monitoring performance of all categories of their employees, including academic staff. This has become necessary in order to encourage and enhance quality in teaching and also to achieve increased research productivity. This means that the same principles involved in managing the private sector, such as introducing performance management systems, are now applied in the public sector. Empirical evidence from previous studies suggests that the introduction and implementation of performance management systems in academic institutions often result in tension between academic employees and management, thereby heightening the age-long debate on the necessity for academic freedom in institutions of higher learning globally. The present study evaluated the perception of academic staff members regarding the implementation of a performance management system in an open distance learning institution in South Africa. The study adopted a survey research design, using a quantitative research approach. The total sample of the study comprised of 492 academic staff members of the institution. A structured self-administered web-based questionnaire that was tested for high reliability and validity content was used to collect primary data from the respondents. The data were analysed using both descriptive and inferential (one-way sample t-test) statistics. The research findings indicate that academic staff members at the institution are satisfied with the performance management system implemented by management. The study further found that academics do not consider the resultant performance bonus from the implementation of the performance management system sufficiently motivating and that it should therefore be reviewed by management. Overall, the outcome of the present study was to a large extent inconsistent with the empirical evidence presented by previous studies. / Business Management / M. Com. (Business Management)