A la suite de beaucoup d’autres pays, ceux de l’Union économique et monétaire ouest africaine (UEMOA) ont adopté le système de gestion par la performance des politiques publiques. Il s’agit d’un système global qui inclut, en phase d’élaboration des politiques publiques – déclinées en missions, programmes et actions -, de reconnaître la contrainte budgétaire qui s’impose partout, de définir le périmètre de ces politiques, d’en dégager les priorités et d’envisager leur exécution dans un cadre pluriannuel. En phase d’exécution, la gestion par la performance implique d’accorder plus de liberté aux gestionnaires, notamment dans l’utilisation des ressources tant humaines que matérielles. En contrepartie de cette liberté, se trouve la responsabilité des gestionnaires. En phase de contrôle enfin, la gestion par la performance suppose la modernisation des contrôles a posteriori traditionnels par leur inclusion dans les contrôles préventifs managériaux que sont le contrôle interne, le contrôle de gestion, l’audit. Elle suppose enfin un usage plus systématique de l’évaluation. / Behind many of other countries, those of the West African Monetary and economic Union adopted the management by performance system. It’s a global system of management of public policies, which come in missions, programs and actions. It includes, in the stage of public policies elaboration, to recognize the budgetary restriction which imposes up on everywhere and to specify the framework of these policies and to draw priorities and to consider the long term basis for their execution. The system supposes, in the stage of accomplishment, to grant freedom to managers, particularly in their use of the means, what implies, in return, their accountability. At last, the system supposes, in a third stage, a systematic use of internal control and audit and evaluation.

This study sought to explore gender issues affecting management promotions in Malawi's health care services, utilising both qualitative and quantitative techniques in data collection and analysis. Promotion patterns were compared and contrasted for male and female managers. The study was based on the assumptions that • both men and women were aware of experiences that affected their promotion opportunities • promotion patterns showed fewer variations than did cultural, social and gender factors • male prejudices were maintained which oppressed women's promotions • increased decision-making power lowered stress about professional growth and development The findings supported the first two assumptions, but not the last two. The findings suggested that males and females encountered similar experiences concerning managerial promotions in Malawi's health care services. Factors that enhanced management successes for both males and females included management orientation and mentorship. Unclear promotion policies and procedures hindered management promotions. Information derived from this research could enable policy-makers to establish an environment that increases supportive networks and interactions between male and female managers in Malawi. Furthermore, to ensure equal opportunities in the health care services management, monitoring strategies by Malawi's Ministry of Gender, the Department of Human Resources Management and Development, and the Ministry of Health and Population need to be established and implemented. / Health Studies / D.Litt. et Phil. (Health Studies)

This study sought to explore gender issues affecting management promotions in Malawi's health care services, utilising both qualitative and quantitative techniques in data collection and analysis. Promotion patterns were compared and contrasted for male and female managers. The study was based on the assumptions that • both men and women were aware of experiences that affected their promotion opportunities • promotion patterns showed fewer variations than did cultural, social and gender factors • male prejudices were maintained which oppressed women's promotions • increased decision-making power lowered stress about professional growth and development The findings supported the first two assumptions, but not the last two. The findings suggested that males and females encountered similar experiences concerning managerial promotions in Malawi's health care services. Factors that enhanced management successes for both males and females included management orientation and mentorship. Unclear promotion policies and procedures hindered management promotions. Information derived from this research could enable policy-makers to establish an environment that increases supportive networks and interactions between male and female managers in Malawi. Furthermore, to ensure equal opportunities in the health care services management, monitoring strategies by Malawi's Ministry of Gender, the Department of Human Resources Management and Development, and the Ministry of Health and Population need to be established and implemented. / Health Studies / D.Litt. et Phil. (Advanced Nursing Sciences)

This study sought to explore gender issues affecting management promotions in Malawi's health care services, utilising both qualitative and quantitative techniques in data collection and analysis. Promotion patterns were compared and contrasted for male and female managers. The study was based on the assumptions that • both men and women were aware of experiences that affected their promotion opportunities • promotion patterns showed fewer variations than did cultural, social and gender factors • male prejudices were maintained which oppressed women's promotions • increased decision-making power lowered stress about professional growth and development The findings supported the first two assumptions, but not the last two. The findings suggested that males and females encountered similar experiences concerning managerial promotions in Malawi's health care services. Factors that enhanced management successes for both males and females included management orientation and mentorship. Unclear promotion policies and procedures hindered management promotions. Information derived from this research could enable policy-makers to establish an environment that increases supportive networks and interactions between male and female managers in Malawi. Furthermore, to ensure equal opportunities in the health care services management, monitoring strategies by Malawi's Ministry of Gender, the Department of Human Resources Management and Development, and the Ministry of Health and Population need to be established and implemented. / Health Studies / D.Litt. et Phil. (Health Studies)

This study sought to explore gender issues affecting management promotions in Malawi's health care services, utilising both qualitative and quantitative techniques in data collection and analysis. Promotion patterns were compared and contrasted for male and female managers. The study was based on the assumptions that • both men and women were aware of experiences that affected their promotion opportunities • promotion patterns showed fewer variations than did cultural, social and gender factors • male prejudices were maintained which oppressed women's promotions • increased decision-making power lowered stress about professional growth and development The findings supported the first two assumptions, but not the last two. The findings suggested that males and females encountered similar experiences concerning managerial promotions in Malawi's health care services. Factors that enhanced management successes for both males and females included management orientation and mentorship. Unclear promotion policies and procedures hindered management promotions. Information derived from this research could enable policy-makers to establish an environment that increases supportive networks and interactions between male and female managers in Malawi. Furthermore, to ensure equal opportunities in the health care services management, monitoring strategies by Malawi's Ministry of Gender, the Department of Human Resources Management and Development, and the Ministry of Health and Population need to be established and implemented. / Health Studies / D.Litt. et Phil. (Advanced Nursing Sciences)

The research examines the management of performance appraisal at institutions of higher learning: a case of the University of South Africa (Unisa). Focus is placed on the Unisa, specifically the two administrative departments, DSAR and PGAD in the centre of providing a service to the most important client, the student. The Integrated Performance Management System (IPMS) Policy is a tailor-made system that provides a systematic process for managing the cycle of events associated with ensuring that individual employees achieve their agreed performance outcomes and the university reaches its strategic goals. To enhance and contribute to the effective management of performance, at Unisa, it is necessary to research the performance appraisal system, a process in place to measure the performance of employees, using a performance rating or score to indicate the level of performance. Performance measurement is utilised by organisations to identify the strengths and developmental areas of employee and relations between the employee and the manager a need to facilitate successful operations. Provide feedback to the employees and management respectively, show flaws identified, suggested improvements to the system. To ensure achievement of performance targets and meet the set objectives of the institution, to the benefit of all stakeholders, i.e. the employer, employee and student alike. / Patlisiso e lekola botsamaisi jwa tshekatsheko ya tiragatso kwa ditheong tsa thuto e kgolwane: kgetsi ya Yunibesithi ya Aforikaborwa (Unisa). E totile mafapha a le mabedi a tsamaiso, DSAR le PGAD, a iphitlhelang a le mo bogareng jwa go tlamela tirelo go modirelwa yo o botlhokwa go gaisa, moithuti. Pholisi ya IPMS ke thulaganyo e e diretsweng lebaka le le rileng e e tlamelang ka tirego e e rulaganeng ya go tsamaisa sediko sa ditiragalo tse di amanang le go netefatsa gore badiri ba ba farologaneng ba fitlhelela dipoelo tse go dumelanweng ka tsona tsa tiragatso ya bona, mme yunibesithi e fitlhelela maikaelelo a yona a togamaano. Ka jalo, go tokafatsa le go tshwaela mo bokgoning jwa Unisa, go ne go le botlhokwa go batlisisa thulaganyo ya yona ya tshekatsheko ya tiragatso, gonne go tlhokega thulaganyo e e fetotsweng ya tshekatsheko ya tiragatso go tsweletsa tiragatso e e nonofileng le botsamaisi jo bo bokgoni. Tekanyetso ya tiragatso e dirisiwa ke ditheo jaaka sediriswa se ka sona go ka sekasekwang dikarolo tsa maatla le tse di tlhokang kgodiso tsa badiri, mme go maatlafadiwe kamano magareng ga modiri le motsamaisi. Dipholo tsa patlisiso eno di tlaa dirisediwa go tlamela badiri le botsamaisi ka pego le go bontsha moo go tlhokegang tokafatso ya thulaganyo e e dirisiwang mo tirong le mabaka a seo. Maikemisetso magolo a tshekatsheko ya tiragatso ke go netefatsa gore go fitlhelelwa diphitlhelelo tse di beilweng tsa tiragatso le maitlhomo a setheo, go ungwela baamegi, e leng, mothapi, modiri le baithuti ka go tshwana. / Public Administration and Management / M. Admin. (Public Administration)

Grenada is 1 of 15 developing countries in Caribbean Community known as CARICOM. The infrastructure capital projects in these developing countries are plagued with an array of issues: unethical practices, inadequate supervision, lack of transparency and accountability, inadequate monitoring and evaluation, cost overruns, and inefficiencies. In the 1980s and 1990s, the International Monitory Fund and World Bank introduced a balanced scorecard engineered under the structural adjustment program, but it was unable to improve infrastructure project efficiencies. This qualitative case study sought to understand the role of management key performance indicators (KPIs) on public sector infrastructure capital project efficiency on the island of Grenada. An institutional assessment and development framework and a classical management theoretical framework methodology were used to explore the effects of management KPIs on public sector infrastructure capital projects efficiencies in developing countries. The research incorporated a constructivist philosophy that underpins the evaluation and perception of the government, the National Water and Sewerage Authority (NAWASA), project teams, systems, and stakeholders. A purposive sampling strategy with elements of snowballing was used to obtain 12 representative participants for interviews, and a systematic approach of transcribing, coding, and thematic analysis was done. Findings indicate inadequacies in the BSC performance measure system on infrastructure projects, which justifies the use of comprehensive management KPIs. Positive social change implications of this study include recommendations for comprehensive management KPIs and policies to improve public sector infrastructure project efficiency in Grenada.