Thesis (M. Dev.) -- University of Limpopo, 2013 / Recent changes in the allocation of land through the results of land redistribution have compelled members of communities to form committees, that is, Communal Property Associations (CPAs) that would be responsible for managing the claimed land. The Maruleng Local Municipality was not excluded from this process. Five of the CPAs have been formed under the above mentioned municipality to manage claimed land. The research investigated the impact of performance management on the Moletele CPA’s performance at Maruleng Local Municipality of the Limpopo Province. The management of Moletele CPA was not without challenges, problems such as lack of resources, adequate training programmes, lack of clear policy and objectives were also found in the study. This research also seeks to investigate why Moletele CPA is performing better than the other CPAs in the municipality. In order to understand the total context of the challenges faced by Moletele CPA, an empirical research and interviews were conducted to collect data from the members of Moletele CPA. The findings of the study suggest that a lack of resources and relevant training programmes are contributing negatively towards the performance of the Moletele CPA in particular, and other CPAs in general. To conclude, the study revealed that performance management is not determined by one factor, but other challenges such as clarity of policies and cooperation amongst stakeholders also contribute towards the success of the Moletele CPA ;hence the recommendations made in chapter five.

Thesis (MPA.) -- University of Limpopo, 2015 / This study is an investigation of managing the performance of section 57 managers in South Africa, with special reference to municipalities within the Capricorn District Municipality in Limpopo province. This research was necessitated by the fact that even though there has been an adoption of the Performance Management System in order to speed up service delivery and transformation, performance management still remains grossly inadequate, in the South African public sectors especially in local government. This point out that in spite of the existing policy framework governing the management of performance in municipalities, most municipalities in South Africa are still struggling to perform efficiently and effectively. The problem statement provided a foundation within the aim and the objectives were explained. Contextualisation of the study was based on the existing legislative, theoretical and conceptual perspective that apply to performance management. The study also outlined the research method (only qualitative research method was used) and the technique used as a data collection method was the interviews. The researcher presented, analysed and interpreted the research findings where the researcher employed the use of figures and descriptive analysis to present data. In drawing conclusions it became clear that there were problems hampering the performance of Section 57 manager in municipalities within the Capricorn District Municipality. The main problems were identified to be lack of dedicated and qualified personnel to perform the function of PMS, lack of training and rewards to motivate senior managers who far exceed the set targets. Therefore to eliminate these problems recommendations were also suggested to assist municipalities in carrying out their developmental mandate this include among others, proper consideration of training need, continuous evaluation of senior managers performance, and the provision of rewards to employees who performed above the level expected.

M. Tech. Public Management / The research problem involves the challenges encountered during the implementation of the performance management and development system at the Department of Education (Gauteng North District) (Department). The study aimed at identifying the challenges which personnel face when implementing the system and to contribute towards the body of knowledge by suggesting an acceptable and simple method of implementing the performance management system in the Department. The performance management and development system is vital in the sense that every government department uses the system to measure the performance of personnel against the set standards of the Departments objectives. It should be borne in mind that without personnel performing according to the set objectives, the Department will not be able to achieve its goals.

In this dissertation a study is undertaken of the performance appraisal function in South African local authorities. Local authorities in South Africa are the third tier of government and are subordinate to the other two tiers, namely, the central and provincial authorities. They are established to render a variety of goods and services to the local community and to contribute to the national goal of community welfare. In the light of changing circumstances in South Africa, communities are becoming more advanced and complex and are placing new demands on local authorities everyday. Therefore, local authorities must ensure that their limited human resources are utilised as efficiently and effectively as possible to achieve an acceptable quality of life for the local community. Thus, municipal personnel administration plays an important role in contributing to the welfare of the local community. Municipal personnel administration comprises of several component activities such as personnel provisioning, support functions, training and development, and personnel utilisation functions. Performance appraisal falls within ambit of the personnel utilisation function and plays a pivotal role in promoting the improved· productivity of municipal personnel. In view of the aforementioned, this study investigates the implementation of the performance appraisal function in South African local authorities. The research was necessitated by the fact that local authority employees make up 14,8 percent of public sector employment and up to 70 percent of a local authority's operating budget is allocated for staff expenditure. Therefore, it is important that local authorities have an efficient and effective work force, and one of the ways this can be achieved is through the implementation of the performance appraisal function. Furthermore, very little research has been undertaken on the performance appraisal function as an activity within municipal personnel administration. Municipal employees must ensure that all activities constituting the performance appraisal function be implemented in terms of the dictates of the generic administrative, management, functional and auxiliary and instrumental activities. They must also adhere to the normative guidelines which have direct bearing on the performance appraisal function, such as legislative supremacy, maintenance of public accountability, efficiency and effectiveness, respect for community values and ethical standards. The study undertaken on the performance appraisal function in South African local authorities is viewed from a theoretical and operational perspective as follows: performance appraisal and municipal administration; theoretical perspectives of the performance appraisal function; nature and content of performance appraisal systems; the performance appraisal function in South African local authorities; and developing an acceptable performance appraisal system for South African local authorities. The performance appraisal systems at local authorities studied, are primarily viewed within an administrative frame of reference. Particular attention is focused on the generic administrative, management, functional and auxiliary and instrumental activities, as well as the normative factors of public administration. The efficient and effective utilisation of municipal personnel resources, especially in regard to their placement, development and promotion through the use of the performance appraisal function, is stressed. In the light of the aforementioned the following recommendations are made: (i) that municipal councils and high-ranking officials give due regard to the importance of the performance appraisal function within the context of municipal personnel administration; (ii) introduction of the performance management and development programme as postulated in chapter 6; (iii) review of performance appraisal on an ongoing basis (at least once a year) within an administrative frame of reference with particular attention to the following: legislative measures; policy directives; organising; financing; staffing; determining systems and procedures; and exercising control; (iv) that supervisors (appraisers) in municipal departments undergo training to implement the appraisal system and to keep abreast with the latest developments in the field; and (v) the creation of a separate department or section to deal specifically with the performance appraisal function. / Thesis (M.A.)-University of Durban-Westville, 1993.

This study looks at designing strategy-supportive reward systems and the benefits that an organisation can obtain from such a system. Aligning the reward system to the company's strategy is one way that an organisation can gain a competitive advantage. In the literature review section of the study, the author looks at strategy formulation and its link to human resources activities. The implementation process of a selected strategy is crucial as it relies upon the human resources skills base. Therefore, employee retention and motivation is important in ensuring correct strategy implementation. Theories of motivation are highlighted s it is important to understand what motivates your workers and managers, and ensure that the reward system is congruent with the employees' motivational needs. Different performance management systems are highlighted to show how important it is to measure performance if you are to reward that performance. A case study of Chemplex Corporation shows that the company needs to improve on its communication of the chosen strategy through the hierarchy down to shop floor workers. Furthermore, Chemplex Corporation does not have a performance management system resulting in a reward system that is not aligned t the company's strategy. Recommendations are made using a model of strategy formulation and implementation that ensures participation at all levels of the organisation. The Balance Scorecard concept designed by Norton and Kaplan is recommended for performance management and ensuring that the reward system is in line with the company's strategy. Finally, guidelines on implementing a strategy-supportive reward system are given so that management knows what pitfalls to avoid. / Thesis (MBA)-University of Natal, 2003.

It has come to the attention of the researcher while being involved in the tertiary education industry, that the current performance management system for academics is considered ineffective because it: • Does not provide meaningful, timely feedback • Is impossible to administer in an equitable manner • Is driven by numbers • Is focused too closely on rewards The impact of this performance management system is as follows: • It generates low moral • It discourages teamwork • It does not foster trust • It generates avoidance of assessment • It has an adverse effect on productivity • It discourages risk taking • It encourages quest for higher visibility • It produces feelings of being judged rather than being appreciated The study focussed on the question of: • How the performance management system at TSA affects employee attitudes? • How employee attitudes towards the performance management system affects their performance? The objectives of the study are to: • Determine the attitudes of the academics at TSA towards the performance management system • Determine how service delivery might be transformed by implementing an effective PMS • Determine the supporting/preventing factors of the existing PMS at TSA • Identify areas for improvement and produce recommendations for future performance management practice at TSA. / Thesis (MBA)-University of Natal, 2003.

For most organisations the decision to implement performance management is not about introducing a completely new process. Most organisations start with annual appraisals and learn from them what goes well or bad. Because of being under the rule of Britain, Lesotho inherited some of the systems mostly followed by many Commonwealth countries in the public service; some of which were confidential reporting systems for appraising employees. Investigations were made about the existing system at that time and the findings indicated that most of the people did not like it. They said it was subjective, and that it contributed to low morale, and weakened supervision/employee relations. It was realised that a new system was urgently needed. The new system was introduced which was for an open appraisal. Several attempts were made, but they failed because of lack of resources and poor communication and teamwork in the organization. This report sets out the observations and comments on the new system and the findings are discussed together with the implications of the system. The aim of this research is to investigate all the measures concerning the system whether they are being applied correctly, whether all measurements are effectively implemented and if the system is acceptable in the civil service. Finally, whether it fits the culture of the organization. If its not working the way it was expected to, what are the problems and how can such problems be solved?. / Thesis (MBA)-University of Natal, 2003.

The purpose of this research is to determine the role of employees' psychological contract in the successful implementation of management tactics and achieving optimum work performance. The concept of the psychological contract was first introduced by Argyris in 1960, in reference to the employer and employee expectations of the employment relationship (Smithson and Lewis, 2003). Recent research in the United Kingdom has revived the concept, with particular focus on how the psychological contract affects employee attitude or how it may be affected by employer actions. The perceived breach of psychological contracts, for example, may be linked to job satisfaction or staff retention. Research on the topic in a South African context is limited. The purpose of this research is to apply the concept to the South African context and to specifically determine how it impacts on strategy implementation through management tactics, as well as work performance. Furthermore the influence of factors such as gender, ethnicity and relative age will be investigated. Research will be conducted amongst employees of Engen Refinery, located in Durban, South Africa. It is expected that this study will add value to the body of knowledge in this field as well as benefit the company by identifying how an understanding of employees' psychological contracts is relevant to the implementation of tactics and achieving optimum work performance. Questionnaires will be administered to employees. A focus group discussion will be held with 5 employees. Two psychologists and one psychometrist will be interviewed. Two employees, who are also middle managers will be interviewed. Research findings indicate that the psychological contract of employees has a direct influence on the successful implementation of management tactics and optimising work performance at the Engen Refinery. Employees favour a relational psychological contract. It follows that meeting the relational needs of employees would result in an improvement in the successful implementation of tactics and work performance. Positive interpersonal relationships based on trust, respect and open communication minimise gaps in psychological contracts and reduce the degree of assumption with regard to mutual expectations. This has the effect of reducing feelings of inequity, which, based on equity theory, improves commitment and work performance and reduces perceptions of psychological contract violation. Recognition, and the application of behaviour modification theory, may be practically applied where a relational psychological contract is favoured, in order to influence the transactional aspects of the contract. While gender and age do not appear to influence how the psychological contract affects the implementation of tactics and work performance optimisation, ethnicity does, in the particular context of Employment Equity which is peculiar to South Africa. Research findings indicate that the concept of the psychological contract is relevant to improving the work environment, and can be used to effect change in order to enhance the successful execution of strategy and optimise employee work performance. / Thesis (MBA)-University of KwaZulu-Natal, 2005.

In the global market, the lines between pioneers and followers are immensely blurred, industries are fraught with intense competition and products versus price have since lost the competitive edge. These trends have made it difficult for organisations to meet their strategic goals and have made it necessary for organisations to revisit their strategies far more regularly than in the past. In this economic era, people have become the focal point of differentiation – organisations have come to realise that it is the calibre of people employed that will assist in the efficient realisation of long and short term strategies. Accordingly, organisations have spent exorbitant amounts of money investing in performance management systems that promise to utilise the organisations human capital to the maximum in order that the strategic goals of an organisation are met. The aim of the study is to investigate the link between key performance areas and organisational strategy, to evaluate whether performance management systems are utilised as optimally as it should be to create competitive edge in changing market conditions. The sample comprised 155 respondents, of which 51 were valid responses. The research study showed that South African organisations, more specifically in KZN, make use of performance management systems to implement the corporate strategy. Some of the responses indicate that these performance management systems are not correctly implemented and the measurement of key performance areas is a mere formality in certain organisations as opposed to a sincere measurement of whether employees are meeting the objectives of the workplace. It has also been found that the strategy of the organisations remains at top of the hierarchy and does not filter down to the base. Based on these findings it is recommended that managers redress their view of performance management systems and key performance areas to ensure successful strategy implementation and execution. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2011.

This study attempted to discover perceptions held by public relations counsels and corporate attorneys regarding their professional relationship and whether demographics help determined perceptions. A Q-Sort mail survey asked participants to rank 52 statements. Statements were classified into six subject areas: day-to-day and corporate policy, crisis situations, communications, management, perceptions, and orientation. Five demographic questions were asked. A total of 148 surveys were mailed; 62 (41.9 percent) were returned.Q-Sort rankings, when subjected to factor analysis (Quanal), typed people with similar or dissimilar views. Quanal produced two types--Team Players and Communicators. Team Players were positive about their perception of each other, management, and communications. Communicators felt more strongly about crisis situations and day-to-day activities, especially deadlines.This study found a positive professional relationship between the two groups. Satisfaction with the relationship was indicated. Roles in the corporation were understood. Demographics did not influence perceptions in this study. / Department of Speech Communication