Section 38 of the Local Government Municipal Systems Act (32 /2000) tasks municipalities to establish a performance management system that corresponds with resources, circumstances, objectives, indicators and targets as stated in the municipalities integrated development plan. The Act further states that a culture of performance management should be promoted amongst all stakeholders. Thus, the Emfuleni Local Municipality (ELM) has the statutory obligation to provide an effective and efficient people cantered administration that will ensure quality and sustainable service delivery. The Emfuleni Local Municipality tends to have a culture of non - performance or low service delivery which is prevalent amongst employee or personnel. Performance Management System (PMS) is the service delivery tool, which in this regard is designed to specifically enhance service delivery among the communities. The objective of this study was to assess the effects of implementation of PMS by officials and employees to ensure whether there is effective, efficient and economic delivery of services at ELM. For the purpose of this study, the hypothesis was formulated that due to the inability of integrating IDP planning system with performance management and service delivery, Emfuleni Local Municipality is ineffective in successful implementation of the IDP. To test the validity or otherwise of the hypothesis, use was made of theoretical review of literature on PMS as a tool for enhancing service delivery at ELM. Further there was an empirical research methodology of open - ended questionnaire that was used to test attitudes and perceptions of municipal officials and employees and effectiveness of implementation of PMS at ELM. It was found among others, that: there is lack of experience and proper training among municipal officials at ELM, ELM employs inexperienced and not well trained employee in the management level, balance scorecard remains a valid instrument at Emfuleni's disposal to influence commitment to the delivery of service, management at ELM did not market PMS effectively to the staff, the PMS has positive influence on production, the political and administrative accountability in a democratic government cannot be dissociated from each other. The study ends with recommendations for action to be taken by management of ELM. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2009.

Section 38 of the Local Government Municipal Systems Act (32 /2000) tasks municipalities to establish a performance management system that corresponds with resources, circumstances, objectives, indicators and targets as stated in the municipalities integrated development plan. The Act further states that a culture of performance management should be promoted amongst all stakeholders. Thus, the Emfuleni Local Municipality (ELM) has the statutory obligation to provide an effective and efficient people cantered administration that will ensure quality and sustainable service delivery. The Emfuleni Local Municipality tends to have a culture of non - performance or low service delivery which is prevalent amongst employee or personnel. Performance Management System (PMS) is the service delivery tool, which in this regard is designed to specifically enhance service delivery among the communities. The objective of this study was to assess the effects of implementation of PMS by officials and employees to ensure whether there is effective, efficient and economic delivery of services at ELM. For the purpose of this study, the hypothesis was formulated that due to the inability of integrating IDP planning system with performance management and service delivery, Emfuleni Local Municipality is ineffective in successful implementation of the IDP. To test the validity or otherwise of the hypothesis, use was made of theoretical review of literature on PMS as a tool for enhancing service delivery at ELM. Further there was an empirical research methodology of open - ended questionnaire that was used to test attitudes and perceptions of municipal officials and employees and effectiveness of implementation of PMS at ELM. It was found among others, that: there is lack of experience and proper training among municipal officials at ELM, ELM employs inexperienced and not well trained employee in the management level, balance scorecard remains a valid instrument at Emfuleni's disposal to influence commitment to the delivery of service, management at ELM did not market PMS effectively to the staff, the PMS has positive influence on production, the political and administrative accountability in a democratic government cannot be dissociated from each other. The study ends with recommendations for action to be taken by management of ELM. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2009.