Thesis (MA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: THE COMPETENCY PROFILE OF A TRAUMA DEBRIEFER IN THE SOUTH AFRICAN POLICE SERVICE: Trauma debriefing interventions are done in the South African Police Service to prevent the onset of Post Traumatic Stress Disorder. The existing trauma debriefing team rendering this service consists of psychologists, social workers and chaplains. There is currently no selection model or procedure available to select successful trauma debriefers and evidently not all professionals can automatically function effectively in a trauma work environment. The need has thus arisen to develop a competency profile of a successful trauma debriefer from which a selection battery can be develop. Before a profile can be compiled, a job analysis has to be done to discover the competencies of a trauma debriefer. For the purpose of this study the functional job analysis method was used and it can be described as: "Who performs what action for wat reason with which tools, equipment or job aids following what instructions." The information gathered from questionnaires to debriefers, questionnaires to victims of trauma, the critical incident method and a focus group were used to compile a job description for a trauma debriefer. Information was also obtained regarding the competency potential of a successful trauma debriefer specifically concerning knowledge (capacity) and personality traits (dispositions). Ten different trauma debriefer competencies were identified and discussed in conjunction with the mentioned competency potential. The given profile can now form the basis for the development of a selection battery for a successful trauma debriefer. / AFRIKAANSE OPSOMMING: Trauma-ontlonting in die Suid-Afrikaanse Polisie diens word gedoen om Posttraumatiese Stresversteuring sover moontlik te voorkom. Trauma-ontlonters, wat uit sielkundiges, maatskaplike werkers en kapelane bestaan, word gebruik om die diens te lewer. Daar bestaan egter geen keuringsmodel vir die keuring van die traumaontlonters nie. Die literatuur en die praktyk het dit bewys dat nie alle professionele persone noodwendig effektiewe traumawerkers is nie. Die nodigheid het dus ontstaan om 'n bevoegdheidsprofiel van 'n suksesvolle ontlonter saam te stel en daaruit 'n keuringsbattery te ontwikkel. Alvorens 'n profiel saamgestel kan word, moet 'n posontleding gedoen word om inligting oor die bevoegdhede van die trauma-ontlonter te bekom. Vir die doeleindes van hierdie studie is die funksionele posontledingsmetode gebruik wat beskryf kan word as: "Who perform what action for what reason with what tools, equipment or job aid following what instruction." Om die inligting te bekom is van vraelyste aan ontlonters, vraelyste aan getraumatiseerde lede, kritieke insident metode en 'n fokusgroep gebruik gemaak. Hieruit is die trauma-ontlonter se posbeskrywing opgestel. Verder is inligting bekom oor bevoegdheidspotensiaal van 'n suksesvolle traumaontlonter. Dit behels kennis (kapasiteite) en persoonseienskappe (disposisies). Dit is ook uit die literatuur en vanaf onderwerpkundiges bekom. Tien ontlontersbevoegdhede is geïdentifiseer wat omskryf is en waarby die bevoegdheidspotensiaal ingeweef is. Vanuit hierdie profiel kan 'n keuringsbattery ontwikkel word.

Thesis (MBA)--Stellenbosch University, 2001. / In the rapidly changing job environment, and the pressure for productivity, career management is becoming a required core competency for all career occupants. The writer has provided a performance management framework in which to understand the key role of career management, and then provided both theoretical and operational models for managing career choice and management optimally, from both an individual and an organisational perspective. Career management has for many years been an appendage to performance appraisal systems. With a steady move away from formal employment to employability, it is increasingly important that both individuals and organisations address this area if they are to get the best out of people, and if career occupants are to find optimal job satisfaction and make an optimal contribution.

Submitted in fulfillment of part of the requirement for the degree of Master of Technology, Durban University of Technology, Durban, South Africa, 2016. / This research examines the Performance Appraisal of administrative personnel in the Department of Education: iLembe District Office. The main aim of this study was to improve the understanding and the implementation of Performance Appraisal of all employees in the KZN Department of Education. This is a case study research utilising purposive sampling and thereafter census to identify the most appropriate participants based on the research objectives. This approach helped to reconcile findings through triangulation and complementing qualitative and quantitative data (both primary and secondary). This study relied on primary data as well as secondary data obtained from questionnaires administered to all administrative personnel in the Department of Education, iLembe District Office. The study revealed that management and administrative employees in the Department are aware that a Performance Appraisal policy exists but lack an understanding of its meaning and intent. Furthermore, Performance Appraisal was introduced without the appropriate training and follow-up by the Department of Public Service and Administration. Instead it was assumed that every worker in the Department understood the purpose and aim of the policy. However, management and particularly employees are still unclear about the main purpose of Performance Appraisal and employees in particular feel very dissatisfied and demotivated with the way in which it is implemented. / M

This research examines the introduction of e-performance assessment systems in governmental organizations in the United Arab Emirates. The research also examines the influence of cultural forces in accepting the implementation of technology systems that deal with assessment and evaluation of government employees to facilitate the transitional process from manual to e-performance assessment. The methodology used in this research can be described as follows: first a descriptive method to explain the main management theories underlying employee e-performance, followed by an illustration of the concept of electronic tools, based on what has been written in the relevant literature, then conducting a pilot study. A pilot study was made to reduce uncertainty in survey questions, increase clarity, enhance questionnaire validity, and expand on factors that might affect data analysis, improve research design, and confirm the feasibility of this research study. The conceptual model of this study is determined on the based of literature analysis, the pilot study, and the empirical collection of data. A model for a performance appraisal assessment system is proposed, which shows a statistical significance between performance management, e-performance management, performance assessment, e-performance assessment, and performance standards with both perceived usefulness and perceived ease of use. This study finds that there are numerous factors shapes ethics and norms at the workplace. This study suggests that the United Arab Emirates enjoys highly structured governmental organizations. This primarily results from the naturally inherited characteristics of being a high-context society. The major findings of this research aim to contribute to available literature, as there is currently a distinct shortage of relevant academic work targeting the issue of governmental e-performance systems. Similarly no papers concerning e-performance in a UAE context actually existed prior to this investigation. Therefore, much of the available literature was found to be only semi-relevant.

Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Graduate School of Business. / Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: The purpose of this study is to investigate diversity management practices as discussed in the literature and practiced in a South African manufacturing organisation, with the aim to determine key components of a diversity management model. Furthermore, the study aims to discuss diversity and the related concepts to create a clear understanding. The study reviews the rationale in creating and managing a diverse workforce and explores the benefits for the organisation. The study provides a synopsis of components of diversity management initiatives and diversity models from the literature with the view to include components in the proposed diversity management model. A qualitative methodological research design was selected with a single case study at Coca-Cola Canners. The case study examines in detail the diversity management practices at Coca-Cola Canners, which has applied diversity concepts. Through interviews with managers and employees data was collected and contrasted with theoretical premises on diversity management. The study found that although participants had a reasonable knowledge of diversity, misunderstandings still exist on the dimensions of diversity to be included and the relation of diversity with concepts such as affirmative action and equity legislation. Clarification on these concepts is essential before debating diversity management initiatives. Furthermore a real commitment from leadership to agree that valuing diversity can be leveraged to benefit both the organisation and the individual is required. The organisation needs to identify the transition to the ideal situation of a multicultural organisation, where differences are valued. Full integration exists structurally and informally. The key components identified in the study are integrated into a conceptual model that supports the desired outcomes. The study recommends that diversity management transcend above equity and affirmative action and requires a culture change that values differences and include all employees in the organisation. This process requires an integrated and ongoing strategy. Critical components include determine the status of the organisation, train ing and awareness workshops, re- establish internal systems and procedures, evaluation, communication and change management practices. Internal systems such as performance management, training, development planning and succession planning are critical to motivate and support employees. Specific focus on training diverse teams and team leaders on how to work together is essential / AFRIKAANSE OPSOMMING: Die doel van die studie is om diversiteitsbestuur praktyke te ondersoek, 5005 bespreek in die literatuur en toegepas in 'n Suid Afrikaanse vervaardigingsorganisasie en om deur die proses sleutelkomponente van 'n diversiteitsbestuursmodel te identifiseer. Verder beoog die studie om diversiteit en verwante konsepte te bespreek, om sodoende die konsepte beter te verstaan. Die studie bespreek die motivering om 'n diverse werkersmag te skep en te bestuur. Die vaordele vir die organisasie, met'n diverse werkersmag word bespreek. Die studie bespreek die komponente van diversiteitsbestuurs inisiatiewe en madelle uit die literatuur met die doel om dit te inkorporeer in 'n voorgestelde diversiteitsbestuursmodel. 'n Kwalitatiewe navorsingsmetodiek is gevolg met'n enkeJe gevallestudie by Coca-Cola Canners. Die gevaliestudie ondersoek die diversiteitsbestuurspraktyke wat gevolg word in die organisasie. Onderhoude was gebruik om inligting te versamel en inligting is vergelyk met die teorie verkry vanaf die literatuuroorsig. Die studie het gevind dat, alhoewel deelnemers 'n redelike kennis het van diversiteit, misverstande nog steeds bestaan oor die dimensies van diversiteit, wat ingesluit moet word asook ten opsigte van die verwantskap met regstellende aksie en gelyke indiensneming. Ooreenstemming ten opsigte van die konsepte is belangrik voordat die debat oor bestuur van diversiteit voortgesit kan word. Verder word die ondersteuning en leierskap van bestuur benodig am waarde in diversiteit te sien, en om sodoende v~ordele vir die organisasie en individue te bewerksteHig. Die idea Ie situasie sal wees om die onderneming te verander na 'n multikulturele organisasie deur 'n transformasieproses. Integrasie word bewerkstellig in die formele en informele strukture, sonder voorkeure aan sekere groepe. Die sleutel - komponente geYdentifiseer, word ingesluit in 'n model wat die verwagte voordele nastreef. Die aanbevelings sluit in dat die bestuur van diversiteit, veel meer behels as regstellende aksie, gelyke indiensneming en dat die bestuur van diversiteit 'n organisasie-kultuuraanpassing verg deurdat waarde geheg word aan verskille en dat almal in die organisasie ingesluit word. Hierdie proses benodig 'n geO(ntegreerde en aaneenlopende strategie. Kritiese komponente sluit in die volgende: bepaal die status van die organisasie, opleiding en bewusmaking, hersien sisteme en prosedures, evaluasie, kommunikasie en die bestuur van verandering. Interne sisteme soos prestasiebestuur, opleid ing, ontwikkeling en opvolgbestuur is belangrik om werknemers te motiveer en te ondersteun. Spesiale fokus word benodig om spa nne met diverse lede te bestuur. Opleiding moet gereel word vir die spanlede en spanleiers.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: This research report evaluated the concept of Economic Value Added (EVA) and investigated the application of EVA as a performance measure to a particular company. It was found that EVA overcomes some of the problems associated with the traditional measures of company performance. These traditional measures are profit based and are calculated from standard accounting methods. They are inadequate measures to account for the creation of shareholder wealth, as they do not take the full cost of capital into account and also distort the economic reality of the company. It was however observed that there are limitations when applying EVA. It was found that significant effort (and associated costs) could be required to implement an EVA system in a company. The EVA calculation can also become very technical, and is heavily biased by the company's risk index (or beta coefficient), which is also a subjective measure (especially for private companies). In addition, the choice of adjustments to standard accounting methods have a significant impact on whether the company creates or destroys value in terms of EVA, and can lead to a certain degree of manipulation of the EVA calculation. In the case of the particular company reviewed, it was however found that these potential limitations were overshadowed by the benefits that can be gained from the increased focus on the creation of shareholder wealth that comes from the implementation ofEV A. It was concluded that should EVA be fully implemented at this particular company, it could form the backbone of the financial management and employee incentive system, guiding decisions made at all levels, and changing company culture so that every employee thinks and acts like an owner of the company. / AFRIKAANSE OPSOMMING: Hierdie navorsingsverslag het die konsep van Ekonomiese Toegevoegde Waarde (ETW) geevalueer, en ook die toepassing van ETW as prestasiemaatstaf by 'n spesifieke maatskappy ondersoek. Daar is gevind dat ETW sommige van die probleme wat geassosieer kan word met tradisionele maatstawwe van maatskappy prestasie (wins gebaseerde maatstawwe wat bereken word met die standaard rekenkundige metodes) kan oorkom. Hierdie maatstawwe is nie voldoende om die skepping van aandeelhouer welvaart te bereken nie, aangesien hulle nie die volle koste van kapitaal in berekening bring nie, en ook die ekonomiese realiteit van die maatskappy verwring. Daar is weI uitgewys dat ETW sekere beperkings het. Daadwerklike inspanning (asook gepaardgaande koste) kan nodig wees om 'n volle ETW implimentasie uit te voer, en die berekening van ETW kan ook baie tegnies wees. Die berekening word ook heweglik beinvloed deur die beta-koeffisient, wat op sy beurt ook 'n subjektiewe maatstaf is - veral vir privaat maatskappye. Gepaardgaande hiermee het die keuse van aanpassings aan die standaard rekenkundige metodes ook 'n groot impak op die eindproduk van ETW - of 'n maatskappy welvaart skep of vernietig. Dit kan op sy beurt lei tot 'n mate van manipulasie van die ETW berekening. In die geval van die spesifieke maatskappy wat ondersoek is in die navorsingsverslag was dit egter gevind dat die potensiele beperkings van ETW oorskadu word deur die voordele wat kan voortspruit uit die verhoogde fokus op die skepping van aandeelhouer welvaart wat gepaard gaan met die implementering van ETW. Daar was tot die slotsom gekom dat indien ETW ten volle implementeer sou word by die spesifieke maatskappy, dit die steunpilaar van die finansiele bestuur en werknemer vergoeding stelsel kan word, besluite op aIle vlakke kan beYnvloed, en die maatskappy se kultuur kan verander sodat elke werknemer kan dink en optree soos 'n eienaar van die maatskappy.

Thesis (MBA)--Stellenbosch University, 2003. / This study is an evaluation of the components of organisational success and how they combine to distinguish employers of choice from other organisations. Being an employer of choice is attracting interest in the employment market as organisations attach a perceived value to this. Employers of choice are not only of interest to organisations but also to prospective employees who are increasingly choosing the companies for which they would prefer to work according to organisation ran kings. Job seekers try to move to top companies as the benefits and opportunities are believed to be better. This study looks at the various surveys and opinions available in an attempt to identify the specific criteria that make one organisation better than another. These criteria are then evaluated and conclusions drawn regarding the extent to which they are beneficial to organisational performance. Most of the criteria appear to be components of sound human resource management practices. This leads us to believe that success is driven by sound practices, which in turn attract top performers who can continue the cycle by adding improved organisational performance. Being an employer of choice and being a top-performing organisation cannot be separated. The two concepts are interdependent as the one fuels the other.

<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>

Performance management is a concept which is quite often misconstrued by management. It may often be seen as a means of measurement to engage against poor performing people within an organisation. Performance management practices historically dealt with financial achievements associated with operational goals of an organisation. In modern business, performance management is associated with far more strategic intention than in the past. Performance management systems allow organisations to track each and every element and employee involved in achieving the organisations goals; it also allows management to effectively measure key performance areas, in order to evaluate their contribution towards operational success. The aim of this study was to identify what the management team at Bidvest Bank Ltd felt about the current performance management practice adopted by the organisation and how effective they felt this practice to be. For the purposes of this study non-probability sampling was used. The participants were chosen from a population of two hundred and thirty managers and supervisors at Bidvest Bank Ltd. One hundred and fourteen completed responses were received. The study found that management at Bidvest Bank Ltd felt the current performance management practice to be in need of revision. It was also found that new age performance management practices, such as online performance systems should be utilised at Bidvest Bank Ltd. It was also found that a low level of understanding, regarding components of effective performance management occurred amongst managers at Bidvest Bank Ltd. In order to improve performance management at Bidvest Bank the following are recommended: managers and supervisors need to have a better understanding of the critical elements that encompass effective performance management, which requires investment in training and development focussing on the soft skills such as setting objectives and conducting appraisal meetings. However, in order for performance appraisals to be more effective, managers need to be trained in the use of the balanced scorecard and the 360 degree review process. A number of limitations including: sample size and career succession planning were identified in this study. These limitations can be overcome by conducting a companywide survey which could be distributed to all employees which allows for analysis of effective performance management and its association with career succession planning. / MBA. University of KwaZulu-Natal, Durban 2011.

The purpose of this study was to identify and analyze sales people's perceptions of performance appraisal criteria in a telecommunications corporation. The study was prompted by the perceived disillusionment of the sales people with the current performance appraisal criteria. The perceptions of 67 sales people were assessed using a questionnaire developed by the researcher. One-way analysis of variance procedures (ANOVA) were used to determine if there were statistically significant differences in premise and telemarketing sales people's perceptions of performance appraisal criteria. Findings indicated that there were no statistically significant difference in premise and telemarketing sales people's perceptions of the 38 performance appraisal criteria statements. Findings did not indicate a statistically significant difference in premise and telemarketing sales people's perceptions of the performance criteria statements, the attitude or satisfaction statements, and the peripheral issue statements. Based on this study, the sales people appear to have clear perceptions of the performance appraisal criteria.