The researcher is motivated by the numerous concerns raised by public officials in South Africa for an answer to performance management in the public service. There are numerous misconceptions in regard to performance management in public institutions. The objective of writing on this topic is to enlighten both the employer and employee of their obligations, rights and legal framework in the management of performance. The focus of the study is on the impact of performance management systems, the existence of training and development of staff as well as the availability of the physical resources on performance management. Poor management of performance translates into lost productivity, increased absenteeism, lower morale of employees and it further hampers service delivery. The study comprises of five chapters, containing the orientation of the study; literature review; research design and methodology; data analysis and results and summary, findings and recommendation, respectively. The instrument employed to gather data was applied in five divisions, and data was gathered from a sample of 39 out of a target population of 66 employees. / M. Admin. (HRM) North-West University, Mafikeng Campus, 2005

<p>Perceptions of performance management in the South African Public Sector was characterised by high levels of unfairness owing to a bias in favour of those individuals that can write essays well. The essays would provide the evaluation team with an indication of the achievement of the individual as its relates to job performance, knowledge, insight, interpersonal relations and leadership qualities. Although the Performance Management system has changed from what was called the Performance Appraisal System to the Personnel Performance Management System that involves both supervisor and employee inputs, fairness perceptions remain unchanged. This study aimed to ascertain perceptions of fairness toward performance appraisals amongst public service raters and ratees on Level 1 to 12 who are subject to use the Personnel Performance Management System in the office of a public service organisation: National Department of Land Affairs Chief Directorate : Surveys and Mapping.</p>

Thesis (Ph. D.)--University of Wisconsin, 1962. / Extension Repository Collection. Typescript (carbon copy). Includes autobiographical sketch of author. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 132-140).

Thesis (MEcon (Industrial Psychology))--University of Stellenbosch, 2007. / Over the past decade we have seen an emerging consensus on the importance of performance management as the mechanism to improve the contribution of individual employees to the overall success of the organisation. The predicament, however, is that performance management efforts often appear to be perceived to lack relevance, to constitute a waste of time or perceived to be faddism. To address possible scepticism and the need for greater prioritisation, answers must be found on the extent to which performance management enhance those attitudes and employee responses that underpin work performance. The main purpose of this research study was to empirically examine the relationship between performance management practices (i.e. providing employees with context, focus, resources, development, monitoring/feedback, and consequences) and the achievement of specific desired employee outcomes (i.e. employee job satisfaction, intention to quit, perception of fairness, organisational commitment, employee empowerment, and team cohesion). For the purpose of this study a theoretical model (Shirley, 2005) depicting the relationship between performance management practices and desired employee outcomes has been empirically tested. The sample (n = 1016) consisted of employees working in the financial services sector in South Africa. The data was acquired through the High Performance Practices Survey (Shirley, 2004), which measured employee perceptions regarding the extent to which the performance management practices were implemented within their operational unit; and the extent to which they experienced the above mentioned attitudes or responses. The results of the reliability analyses revealed Cronbach’s alpha values ranging between 0.68 and 0.93 on nine sub-scales. After being subjected to exploratory factor analysis which was conducted by means of the Principal Component extraction method, five of the sub-scales satisfied the uni-dimensionality test whilst the remaining four presented a clear, relatively easy interpretable two-factor orthogonal factor structure. Despite certain shortcomings, the reliability and construct validity analyses seemed promising, thereby enhancing the usability of the High Performance Practices Survey (Shirley, 2004) for future research and commercial use purposes. The statistical analysis of the data was conducted through correlation and regression analyses. The results corroborated the hypotheses that performance management practices correlate positively with job satisfaction, perceptions of fairness, organisational commitment, employee empowerment and team cohesion. Surprisingly, no convincing empirical support could be found for the hypothesised relationship between the management practices and intention to quit. The findings of regression analysis supported that all the desired employee outcomes could each be significantly predicted by at least three performance management practices. Important insight was gained into the relative importance of the performance management practices to promote desired employee outcomes. In view thereof that a discussion of performance in organisations is incomplete without reference to the construct of organisational culture, this study also provided propositions to prompt further research on the role of performance management in reinforcing a high performance organisational culture. Insightful conclusions were drawn from the results obtained and recommendations are made for future research.

Text in Afrikaans / 'n Ondersoek na die bestaande personeelevalueringstelsel vir professionele personeel in die Departement Biblioteekdienste van die Universiteit van Suid-Afrika word aan die hand van 'n aantal navorsingsvrae en hipoteses gedoen. 'n Selektiewe oorsig van verbandhoudende literatuur word aangebied. 'n Model vir die ontwikkeling, implementering, evaluering en instandhouding van 'n personeelevalueringstelsel is ontwerp vir moontlike gebruik in die ondersoek na personeelevaluering en/of daarstelling van 'n personeelevalueringstelsel. Ten einde die konteks van die studie uit te lig is op die personeelbeleid en struktuur van die Universiteit en van die Departement Biblioteekdienste sowel as die organisatoriese plasing, doel en funksies van laasgenoemde binne die Universiteit gelet. As empiriese navorsing is 'n kruisseksionele studie van die teikengroep waarin hoofsaaklik van die beskrywende navorsingsmetode gebruik gemaak is onderneem. Vraelyste, waarin die vraelysitems hoofsaaklik uit reeds gebruikte en getoetste vraelyste verkry is, is as primere data-insamelingsmetode gebruik. Bykomende data is deur ongestruktureerde persoonlike onderhoude ingesamel. Die Statistical Analysis System-rekenaarprogram is vir dataverwerking gebruik. In die studie is bevind dat die bestaande stelsel nie eenvormig in die Departement toegepas word nie; en dat daar 'n betekenisvolle verskil bestaan tussen die persepsies van geevalueerdes en evalueerders oor die hoofdoelwitte, doelwitte, funksies en selektiwiteit van die bestaande personeelevalueringstelsel. Dieselfde geld ten opsigte van die rol wat personeelevaluering behoort te speel en die rol wat dit tans in bepaalde personeelfunksies speel. Verder is bevind dat: die bestaande personeelevalueringstelsel vir evalueerders bruikbaar is vir eie loopbaanontwikkeling en kommunikasie met ondergeskiktes; gebrek aan kommunikasie oor die doelwitte en funksie van die personeelevalueringstelsel as die belangrikste probleem ge1dentifiseer word; en i i i die teikengroep ten gunste van die vervanging van die bestaande stelsel met 'n nuwe stelsel is. Op grand van die bevindinge is van die hipoteses aanvaar, sommige verwerp, ander kon nie as aanvaarbaar bewys of verwerp word nie. Die doeltreffendheid van die bestaande personeelevalueringstelsel kon ook nie bo alle twyfel bewys word nie. Bepaalde aanbevelings word aan die hand van die studie gemaak. / The existing personnel evaluation system for professional personnel in the Department of Library Services at the University of South Africa is studied on the basis of a number of research questions and hypotheses. A model is designed for developing, implementing, evaluating and maintaining a personnel evaluation system for possible use in the study of personnel evaluation and/or the establishment of a personnel evaluation system. To highlight the context of the study, note was taken of the personnel policy and structure of the University and the Department of Library Services as well as the organizational placement, goal and functions of the latter within the University. As empirical research a cross-sectional study was made of the target group in which mainly the descriptive research method was used. Questionnaires, in which the items were obtained primarily from previously used and tested questionnaires, were utilised as the primary method of data collection. Additional data were collected by means of unstructured personal interviews. The Statistical Analysis System computer program was used for data processing. The study showed that there is a significant difference between the perceptions of the persons being evaluated and the evaluators regarding the main objectives, objectives, functions and selectivity of the existing personnel evaluation system. The same applies to the role that personnel evaluation should play and does play in particular personnel functions at present. Additional findings were that the existing personnel evaluation system is useful to evaluators for their own career development and communication with subordinates; lack of communication regarding the objectives and functions of the personnel evaluation system is identified as the chief problem; and the target group is in favour of replacing the existing system with a new one. On the basis of the findings some of the hypotheses were accepted, others were rejected and others again could not be proved or rejected as acceptable. The effectiveness of the existing personnel evaluation system could also not be proved beyond all doubt. Certain recommendations are made on the basis of the study. / Public Administration and Management / D. Litt. et Phil. (Public Administration)

A avaliação individual de desempenho é um processo de mensuração dos indicadores de performance do funcionário. Porém, se os empregados não perceberem esse processo como justo, poderão reagir de forma contrária e boicotar o próprio desempenho. Desse modo, uma forma de evitar a ineficácia da avaliação de desempenho é estimulando a justiça na realização dessa prática. A justiça organizacional é fundamentalmente importante na compreensão, antecipação e direcionamento do comportamento organizacional, pois, a maneira como os indivíduos percebem a justiça, pode condicionar ou influenciar o seu comportamento. O comprometimento organizacional possui relação com o objetivo da empresa em conhecer os seus empregados no ambiente de trabalho e entender as variáveis que os vinculem à organização, pois o comprometimento do indivíduo é um atributo único e exclusivo, ou seja, não pode ser copiado pela concorrência, representando uma vantagem competitiva constante para as organizações. Esta pesquisa teve como objetivo avaliar a percepção de justiça organizacional sobre a avaliação de desempenho e verificar sua relação com o comprometimento organizacional, em uma empresa concessionária de serviço de transporte coletivo, localizada na cidade de Caxias do Sul. O estudo foi de esfera exploratória/confirmatória de abordagem quantitativa, realizada com os funcionários da organização estudada, onde foi aplicado e validado para o contexto brasileiro a ferramenta de análise da percepção de justiça sobre a avaliação de desempenho elaborada por Sotomayor (2006) e comparado suas relações com o comprometimento organizacional abordado em três dimensões com a utilização do questionário de Meyer e Allen (1997). Os principais resultados dessa pesquisa são: que as medidas de justiça organizacional estão contextualizadas; pode-se observar que as dimensões da justiça distributiva, justiça interpessoal e justiça informacional possuem correlação significativa e positiva com as dimensões do comprometimento afetivo, comprometimento instrumental e comprometimento normativo; de uma forma sintética é possível dizer que a justiça distributiva e a justiça interpessoal, predominam, de forma relativa sob a justiça informacional na explicação do comprometimento; que os funcionários possuem sensibilidade às diferentes dimensões da percepção de justiça sobre a avaliação de desempenho e que essas percepções afetam o seu comprometimento organizacional. / Submitted by Ana Guimarães Pereira (agpereir@ucs.br) on 2017-09-04T17:56:28Z No. of bitstreams: 1 Dissertacao Ademor Fabio Basso Junior.pdf: 2470178 bytes, checksum: 574ab0ceafecd5c4312ae1fbc01efdb0 (MD5) / Made available in DSpace on 2017-09-04T17:56:28Z (GMT). No. of bitstreams: 1 Dissertacao Ademor Fabio Basso Junior.pdf: 2470178 bytes, checksum: 574ab0ceafecd5c4312ae1fbc01efdb0 (MD5) Previous issue date: 2017-09-04 / The assessment of individual performance is a process of measuring employee performance indicators. However, if employees do not perceive the process as fair, will react in the opposite way and boycott their own performance. Thus, one way of avoiding the ineffectiveness of performance evaluation is by stimulating fairness in carrying out this practice. Organizational justice is fundamentally important in understanding, anticipating and directing organizational behavior, since the way individuals perceive justice can condition or influence their behavior. The organizational commitment is related to the company's objective in knowing its employees in the work environment and to understand the variables that bind them to the organization, since the commitment of the individual is a unique and exclusive attribute, that is, it can’t be copied by the competition, representing a constant competitive advantage for organizations. The objective of this research was to evaluate the perception of organizational justice on the performance evaluation and to verify the relationship with the organizational commitment, in a concessionaire of collective transportation service, located in the city of Caxias do Sul. The study was an exploratory / confirmatory field of quantitative approach, carried out with the employees of the organization studied, where the tool of analysis of the perception of justice on the performance evaluation elaborated by Sotomayor (2006) and compared their relationships with the organizational commitment addressed in three dimensions with the use of the Meyer and Allen questionnaire (1997). The main results of this research are: that organizational justice measures are contextualized; it can be observed that the dimensions of distributive justice, interpersonal justice and informational justice have a significant and positive correlation with the dimensions of affective commitment, instrumental commitment and normative commitment; in a synthetic way it is possible to say that distributive justice and interpersonal justice predominate relatively in informational justice in the explanation of commitment; that employees are sensitive to the different dimensions of perceived justice over performance evaluation and that these perceptions affect their organizational commitment.

Thesis (MTech (Business)) --Cape Peninsula University of Technology, 2009 / The Faculty of Business at the Cape Peninsula University of Technology conducts research in the niche area: “The Effective Management of SMMEs” as identified by the National Research Foundation of South Africa. The research contained within the ambit of this thesis, has as its objective to establish the current position of performance measures utilised daily in the business activities by fast food franchisees, to raise awareness of future performance drivers (i.e. the critical success factors or non-financials aspects), and to highlight the importance of measuring the key performance areas of both financials and non-financial indicators as significant contributors to sustainability and growth of an enterprise. The challenge managers is currently faced with pertain to the managing of businesses for results i.e. identifying the drivers of financial success, finding a balance to measure financial and non-financial performances, appraising and compensating people’s performance. Lacking such tools, businesses have encountered difficulties managing what they could not describe or measure, or that are exposed to the risk of failure. Financial accounting (historic information) does not provide details about factors that actually help grow market share and profits (the main drivers of future performance). The questions which should be asked, are: Are the managers of fast food franchisees able to identify critical information or articulate factors that are important to actually help grow market share and profits? What tools are utilized to measure and drive value in real-time? To what level is performance measured, and what is the role and purpose of the utilised measures in the fast food franchisees? Most importantly, to what extent are franchisees in the fast food industry equipped by franchisors through a franchise “package”? This remains problematic as the need to identify and understand information critical for decision making in the fast food industry becomes imperative for the growth and sustainability of the organization. To answer these questions, the performance measures actually used by franchisees, will be surveyed. The proposed study will involve the collection, compilation, and analysis of both financials and non-financials performance measures using survey data from fast food franchisees within the Cape Metropolis. Quantitative data will be collected through opened and closed ended questionnaires (distributed to owners/managers of outlets) to document the existing performance measures and resulting perceived benefits. The outcome of this thesis will help franchisees to identify critical success factors and raise awareness with franchisors on inadequacies in the franchise package, so as to contribute to the effective management of small businesses. Furthermore, the research will be of importance in empowering the fast food sector to take advantages of alternative performance measures, improve their business efficiencies and increase their capacity to grow and be sustainable.

Thesis submitted in partial fulfilment of the requirements for the degree Master of Technology: Human Resource Management In The Faculty of Business At The Cape Peninsula University of Technology 2013 / This paper aims to determine if there is a relationship between performance management and organisational performance owing to a lack of staff motivation. If there is such a relationship the paper aims to investigate implementation of performance management for a selected company in the construction industry. The paper begins by outlining the background and history of the construction industry and presents a review of literature of performance management which provides insight into the topic. The paper examined different views of performance management from both practitioners and organisations and discusses the aims, benefits and shortcomings of performance management. Additionally, different evaluation methods and performance measurement methods were investigated to provide an in-depth understanding of the topic. The background and overview of the selected company in the construction industry was discussed. The paper used a case study and qualitative research approach. The results of the research prove that there is an inverse relationship between performance management and the lack of motivation that affects organisational performance. The paper concludes by showing that the selected company is in need of a performance management system and suggesting the development of a performance management system that should support a culture, which is based on feedback and communication. A framework is presented which ensures that effective strategies are deployed to adopt a performance management system.

The research problem of this study was to assess the extent to which the appraisal system for junior and middle level managers in the South African National Defence Force (SANDF) met the requirements and guidelines for performance appraisal as stipulated in the literature. To achieve this objective, the following procedure was followed: · A survey of existing literature, related to performance appraisal, was conducted. The literature study focused on the requirements for an effective performance appraisal system, appraisal methods and appraisal errors. Attention was also focused on who should take responsibility for performance appraisal and the importance of regularly evaluating the performance appraisal system to meet the demands of a changing environment. The second part of the literature study dealt with the guidelines for establishing an effective appraisal system as well as performance management processes and cycles that are critical for the effectiveness of an appraisal system. The theoretical study formed the basis for the development of a survey questionnaire to establish the extent to which junior and middle level managers in the SANDF agreed with the theoretical guidelines. The survey was administered to a randomly selected group of junior and middle level managers who were representative of the South African Army, Airforce and Medical Services. The empirical results indicated that there was concurrence with many of the guidelines in the literature, but that there were areas that could be improved. It became evident that many respondents felt that the current system was not entirely fair and was not adapted to meet the needs of the integrated SANDF. Specifically, results indicated that the system should be re-evaluated to eliminate bias and to enhance the development of clear standards, both on a quantitative and qualitative level. It became clear that training and communication were important to the successful development and utilisation of a performance appraisal system. An effective performance appraisal system that is integrated with the overall performance management system of an organisation will enhance productivity, satisfaction and the attainment of goals.

Recently, organisations have been faced with challenges like never before. Increasing competition from businesses across the world has meant that businesses must be more careful about the choice of strategies to remain competitive. This situation has placed more focus on organizational effectiveness in that systems and processes be applied in the right way to the right things to achieve results. All of the organisational processes must continue to be aligned to achieve the overall results desired by the organisation for it to survive and thrive. Performance management is an ongoing process that should reflect the current and emerging business challenges, as well as the company’s values about performance and careers. As the business and workforce change, the performance management process should be modified to ensure that the process and tools remain congruent with organisational values and priorities. The objective of this study was to identify the influence of the current performance management system, in the Finance department at General Motors South Africa, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to eighty one potential respondents via mail and electronic e-mail. Forty one completed questionnaires were returned and these were processed and -iiianalysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organisation. It can be concluded from the respondent’s opinions that the greatest shortcomings of the current performance management system are the link between performance and reward, and commitment to the process in its totality. The other areas of concern are the lack of training and development, and the necessary resources required to achieve objectives. The study also indicates there is no overwhelming agreement that feedback, both positive and negative, takes place as the literature suggests. The following were the main recommendations and conclusions made: • Firstly, it is imperative that management undergoes training in the feedback and review process which is a critical element in the performance management cycle. • Secondly, to realise the benefit of increased employee effectiveness, management should undergo training to become more effective career coaches to promote a climate of continuous learning and professional growth. • Thirdly, the reward system should be reviewed, if management is committed to using pay as an incentive for desired levels and directions of performance. • Fourthly, management can set an example and build commitment for effective performance management and be leaders at all levels.