The purpose of the research was to recommend a model for strategic human resource management through an effective staff performance appraisal system in Botswana public libraries. Performance appraisal is not a new concept; however the evolution of performance appraisal tools and techniques has been slow compared to that of other management fields. This discrepancy is now being realised; organisations are starting to acknowledge the importance of comprehensive, regular appraisal of staff as part of an effective human resource management policy. Human resources are a scarce and valuable tool in any organisation and it is mainly through performance appraisal that they can be developed and maintained, to ensure organisational success. The theory underlying strategic human resource management and performance management has been studied. Empirical research through a questionnaire was carried out in 23 public libraries. From these it was possible to develop a model entitled "A recommended strategic human resource management model". From empirical investigation the main critical qualities for efficient public library services were revealed as enthusiasm; positive attitude; innovative thinking; capability and commitment; critical competencies as expertise; team-building; and leadership; critical external factors as external environment; global competition; shrinking budget; changing library customers and employees' needs and information technology; strategic management issues organisational culture; transformational leadership; employee recognition and reward systems; performance measurement system; productivity improvement; and customer orientation; critical staff issues as sense of purpose and achievement; feeling of self-worth; job-security; recognition; status; career development; and salary; motivational factors as effective communication; job satisfaction; delegation of authority; clear job description; performance feedback; conducive working environment; human resource strategy issues as motivation building among staff;continuous education and development; generating competitive advantage through human resources; and alignment of human resource strategy with strategic management plan. The study recommends a strategic human resource management model for libraries along with: conducive working environment; adequate IT infrastructure to store, organise and retrieve information; staff training for excellent customer service; objective, reward based staff appraisal; performance feedback; performance appraisal should be aligned with staff selection, library mission, staff motivation and promotion in order to use it strategically; and human resource strategy should be developed immediately. / Information Science / D. Litt. et Phil. (Information Science)

Text in Afrikaans / Performance management and performance appraisal plays a crucial role in developing human resources. In the social work profession the social work supervisor is the person responsible to appraise the performance of the social worker because of the excellent position to observe the job performance directly and consistently. The purpose of this study is to investigate how social work supervisors perform their supervisory functions and apply performance appraisal. The researcher used qualitative research for an exploratory and descriptive study. In-depth interviews were use as data collection method. The sample group was social work supervisors in the employment of the Western Cape Department of Social Development. Performance appraisal can be use to encourage professional growth and development of social workers. Performance appraisal is a supervisory duty and thus a component of administrative, educational and supportive supervision. It seems however that supervisors experience problems with performing supervision and to apply performance appraisal. / Thesis (M.A. (Maatskaplike Werk))

Within the context of technological development, the needs and preferences of the 21st century student (Generation Y), the changing higher education environment, the increasing use of technology in teaching and learning, and the significant role of online learning facilitators in e-learning, the e-readiness of academic employees became imperative. Thus, considering the importance of academic employees' e-readiness, the primary objective of the study aims to determine the role of key human factors in their e-readiness, with specific focus on personal work profile patterns, preferred learning style and pace and style of technology adoption. The research problem therefore is how to determine the role of these key human factors in the e-readiness of academic employees. In this respect the study argues that the e-readiness assessment of academic employees must be included in the human resource performance appraisal process. The purpose of this research is to develop a framework for assessing the ereadiness of academic employees during their performance appraisals, as well as determining and assessing the role of key human factors in their e-readiness in order to draft an e-profile which will provide guidance in terms of structuring unique training and development approaches for each e-profile. Once accademic employees' e-readiness has been assessed during their performance appraisals, they can be plotted on the framework. The outcome of their e-readiness assessments will reveal their e-profiles, which will portray insight into the presence or absence of particular ereadiness indicators, outlined in an e-readiness construct. Subsequently, a personal development plan can be drafted, making provision for uniquely structured training and development interventions, best suited for each accademic employees' e-profile. The most suitable motivating factors for each employee will also be considered during the drafting of the personal development plan. The empirical research by means of a self-administered questionnaire and a focus group discussion revealed two prominent e-profiles indicating various levels of ereadiness, namely an early adopter-pragmatist-compliance e-profile and an early majority-theorist-steadiness e-profile. The findings made it evident that the traits portrayed by a person belonging to a certain technology adoption category show similarities to traits portrayed by particular learning styles and personal work profile patterns. Certain profiles could be identified, based on trends and similarities pertaining to interpersonal traits. The findings further revealed that with an increase in age and teaching experience of respondents (which also imply an increase in age), the willingness to be assessed on e-readiness declined. It was also determined that the human resource performance management policies and practices at the North-West University (NWU) (which is used as case study), do not make provision for the inclusion of e-readiness in performance appraisals of academic employees. Further it became evident that training and development interventions should not only focus on the technical skill of e-learning, but follow a broader teaching and learning approach, also including the philosophy of e-learning and the use and adaptation of teaching and learning strategies to obtain optimal learner learning. The findings of the study thus supported the need for a framework, providing guidance in this regard. Presently, neither the literature of human resource performance appraisal nor the literature of e-readiness or e-learning makes provision for assessing the e-readiness of academic employees. The study thus contributes to the scholarly discourse and knowledge in the field of public human resource management, as sub-field of Public Administration, by developing a theoretical framework (that currently does not exist), consisting of three matrixes for this purpose to determine the role of the key human factors in the e-readiness of academic employees. / Public Administration and Management / D. Litt. et Phil. (Public Administration)

In recent years, the South African education system has experimented with different appraisal systems in an attempt to evaluate the performance of educators in public schools. Educator appraisal is receiving attention throughout the world as governments become aware of the need to examine educational provision critically to ensure that it is both relevant for and appropriate to, the needs of the youth. Before 1994, the appraisal of educators was mainly based on traditional approaches to evaluate their performance. For instance, it was the responsibility of the inspectors from the Department of Education (DoE) to evaluate the performance of educators in schools. Consequently, a great deal of criticism was levelled at this appraisal system such as the prevalence of political bias in the system, the unchecked power that the inspectors wielded, the incompetence of inspectors and irrelevance of some evaluation criteria and absence of contextual factors. After 1994, there was a paradigm shift from the traditional to the developmental approach to evaluate the performance of educators in public schools. That is, there was a need to develop educators through appropriate appraisal schemes with a view to enhancing their continued professional growth. Therefore, the present education system calls for a decentralised appraisal system, which places greater emphasis on the professional development of educators. Stakeholders such as educators and teacher unions have also made higher demands for improved educator evaluation and professional growth. In 1998, at the Education Labour Relations Council (ELRC), the Department of Education (DoE) agreed to introduce the Developmental Appraisal System (DAS) followed by the Whole-School Evaluation (WSE) in 2001. Both these policies were rejected by educators and their teacher unions since they regarded these appraisal systems as summative, judgmental and that failed to offer opportunities for further development. In August 2003, the DoE and the unions signed two collective agreements, which led to the Integrated Quality Management System (IQMS) and it was intended to integrate and strengthen various components of DAS, WSE and performance measurement (PM). The IQMS was first implemented in South African schools in 2005 with the aim of enhancing the continuing professional growth of educators. Furthermore, the National Department of Education (NDoE) introduced the National Policy Framework on Teacher Education and Development (NPFTED) in 2006. This policy aimed to equip educators to undertake their essential and demanding tasks and to enable them to enhance their professional competence and performance on a continuing basis. Even though the IQMS was introduced as a new system to evaluate the performance of educators and to enhance their professional growth, it does not actually serve its purpose since it is not properly implemented and monitored in schools. Instead of using it as a tool to enhance the professional growth of educators, its emphasis is on getting assessment scores, which are directly related to remuneration. As a result, the ultimate aim of professional development for educators is neglected. This means that the IQMS is regarded as a separate entity that is not linked to the continuing professional growth of educators and its developmental programmes are criticised for being traditional since they are only confined to class visits, which are conducted once or twice a year for PM purposes. Therefore, since the introduction of the IQMS in 2003 and its implementation in 2005 in South African schools, no empirical research has been conducted on the need to link appraisal to professional development in the IQMS in South African schools. The study conducted by Bisschoff and Mathye (2009) focusses on the advocacy of an appraisal system for teachers. Another study conducted by Dhlamini (2009) concentrates on the role of the IQMS to measure and improve teaching and learning in the South African further education and training (FET) sector. Furthermore, the study by Rabichund (2011) focusses on the assessment of the IQMS and its implications for whole school development. Furthermore, the study by Mahlaela (2011) investigates the IQMS as a transformational strategy for teacher development in South Africa. Accordingly, this study builds on these studies and it seeks to investigate how appraisal and professional development can be linked in the IQMS in South African schools. / Educational Leadership and Management / D. Ed. (Education Management)

The purpose of this study was to examine the role played by Development Support Groups (DSGs) in implementing the Integrated Quality Management System (IQMS) in the secondary schools of Circuit 03 of Libode district of Eastern Cape Province. The scope of research was restricted to three secondary schools in circuit 03. The research methodology was qualitative in which multiple case study strategy was employed. The sampling strategy was purposive sampling and it included principals, educators serving in DSG and educators who have been evaluated in the previous years. Data were collected through semi-structured interviews to get information from principals. Questionnaires with open ended questions were used to obtain information from educators serving in DSGs and educators who have been evaluated in the previous years. The findings of this study were that; the DSGs did not receive training that specifically explained their role. Timing is a problem in evaluation of educators as it is performed in the fourth term when educators are busy preparing for final examinations and planning for the next coming year. The infrastructure condition cripples the performance of DSGs. The interpretation of evaluation instruments for educators poses a challenge to DSGs. The awarding of scores by DSGs tends to be more subjective. DSGs mainly have to use their discretion in awarding scores. Analysis of information received from participants indicated that the role of DSGs in implementing IQMS could be improved with intensive training of DSGs on IQMS. Summative evaluation of educators has to be conducted in the third term as many activities take place in the fourth term. Learner performance has also to be a deciding factor in awarding educator scores. Subject advisors should form part of DSGs. This research is likely to benefit school principals, policy makers, educators and IQMS coordinators as it provides clarity on the role of DSGs in implementing IQMS. / Educational Leadership and Management / M. Ed. (Educational Leadership and Management)

我國近年勞工意識抬頭，受雇者日漸重視自身工作權益，罷工運動頻傳，其中，工會理事表示，過去上對下的單向考評制度並不公平，因此，工會所訴求之員工績效評估方式，不再只是主管打員工的考績，而是雙向評估，亦即，員工亦打主管的考績。會計師事務所為服務型組織，成敗基於人，故衡量成員之績效相當重要。因此，本文以其員工之績效評估為例，探討其適當之績效評估制度為何。本研究以問卷方式蒐集資料，並以我國大專院校之會計系、所學生為受測對象。透過情境設計，結合不同績效評估制度，以了解並推論會計師事務所員工對向上績效評估制度公平程度之認知。本研究之結論有二，第一，會計師事務所員工對績效評估制度公平程度之認知，會受到向上績效評估影響，且在有向上績效評估時，認為績效評估制度比較公平。第二，向上績效評估結果是否納入受評主管之年底績效，會影響員工對績效評估制度公平程度之認知，且當該結果納入績效時，員工認為績效評估制度比較公平。易言之，當向上績效評估結果無法直接影響受評主管之年底績效，員工仍認為事務所之績效評估制度有欠公平。 / Labor consciousness is rising in recent years, and labor are paying more and more attention to their interest. The director of a labor union after one striking activity pointed out that the traditional (top-down) performance evaluation approach is unfair, and requested for a two-way performance evaluation approach, that is, subordinate also evaluate the performance of their supervisor in addition to the traditional way. This research studies the performance evaluation system of accounting firm, for it is a service organization, it’s very important to measures the performance of members, and establishing an appropriate performance evaluation system is an continuing challenge for them. To infer the perception regarding the fairness of performance evaluation of the staff of the accounting firm, the research uses method of questionnaire survey to collect data, a combination of different performance evaluation systems with designed context is embedded in the questionnaire. Students of the department of accounting of universities participate in the experiment. There are two findings. First, the perception of fairness of performance evaluation system by the staff of the accounting firm will be affected by the upward appraisal system. Moreover, the performance evaluation system will be considered fair when there is an upward appraisal system. Second, the staff’s perception of fairness of performance evaluation system will also be affected if the results of upward appraisal system is counted as the performance of the supervisor. Furthermore, the performance evaluation system will be considered fair when the results of upward appraisal system will be counted as the supervisor’s performance. In other words, the performance evaluation system will be considered unfair if the results of upward appraisal system have no direct impact on the supervisor’s performance.

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)

Indiana University-Purdue University Indianapolis (IUPUI) / Improving performance management is a high priority for many organizations that want to improve the performance of their employees. Recently, researchers have focused on the social context to promote behavioral change, and have created new scales to examine context, such as the feedback environment. The current study examined internal and external accountability as mediators of the relationship between the feedback environment and developmental behaviors. Participants each completed three scales measuring the feedback environment, internal and external accountability, and developmental behaviors. Results suggested that internal and external accountability both mediate the relationship between the feedback environment and developmental behaviors, but neither is a stronger mediator than the other. In addition, internal and external accountability both mediate the relationship between each component of the feedback environment and developmental behaviors, but again neither is a stronger mediator than the other. This study contributed to the literature on performance management, and emphasized the importance of training supervisors to use the feedback environment to increase perceptions of accountability for employees.

Text in Afrikaans / Current society view performance appraisal in organization as a very important component and organization are sometimes legally obliged to apply performance appraisal. From a qualitative perspective the researcher want to explore and describe the criteria that must be taken in account during performance appraisal of community developers. A qualitative approach will be utilized following an explorative, descriptive and contextual research design. The study will be conducted by municipalities, non-governmental organizations and state departments in the Boland area in the Western Cape. Data will be collected by means of semi-structured focusgroup interviews with community developers. Data will be analysed according to the framework provided by Tesch (in Creswell, 1994). Guba's model (in Krefting, 1991) will be employed for data verification. Recommendations were provided according the criteria that must be taken in account with performance appraisal for community developers. / Prestasiebeoordeling word in die hedendaagse samelewing as 'n belangrike komponent binne enige organisasie beskou en organisasies word soms wetlik verplig om prestasiebeoordeling toe te pas. Vanuit 'n kwalitatiewe perspektief beplan die navorser die navorsingstudie om kriteria wat in aanmerking geneem behoort te word by prestasiebeoordeling van gemeenskapsontwikkelaars te verken en te beskryf. Vir die doel gaan 'n verkennende, bekrywende en konteksueie navorsingsontwerp geimplimenteer word. Die studie sal gedoen word by munisipaliteite, nieregeringsorganisasies en staatsdepartmente in die Boland streek in die Wes-Kaap. Semi-gestruktureerde fokusgroeponderhoude sal met gemeenskapsontwikkelaars gevoer word om die toepaslike data in te samel. Data sal geanaliseer word volgens die stappe van Tesch (in Creswell, 1994)) en data verifiering sal volgens Guba se model (in Krefting, 1991) onderneem word. Aanbevelings is voorsien met betrekking tot kriteria wat in aanmerking geneem kan word by prestasiebeoordeling van gemeenskapsontwikkelaars. / Social Work / M.Diac. (Social Work)

Text in Afrikaans / Current society view performance appraisal in organization as a very important component and organization are sometimes legally obliged to apply performance appraisal. From a qualitative perspective the researcher want to explore and describe the criteria that must be taken in account during performance appraisal of community developers. A qualitative approach will be utilized following an explorative, descriptive and contextual research design. The study will be conducted by municipalities, non-governmental organizations and state departments in the Boland area in the Western Cape. Data will be collected by means of semi-structured focusgroup interviews with community developers. Data will be analysed according to the framework provided by Tesch (in Creswell, 1994). Guba's model (in Krefting, 1991) will be employed for data verification. Recommendations were provided according the criteria that must be taken in account with performance appraisal for community developers. / Prestasiebeoordeling word in die hedendaagse samelewing as 'n belangrike komponent binne enige organisasie beskou en organisasies word soms wetlik verplig om prestasiebeoordeling toe te pas. Vanuit 'n kwalitatiewe perspektief beplan die navorser die navorsingstudie om kriteria wat in aanmerking geneem behoort te word by prestasiebeoordeling van gemeenskapsontwikkelaars te verken en te beskryf. Vir die doel gaan 'n verkennende, bekrywende en konteksueie navorsingsontwerp geimplimenteer word. Die studie sal gedoen word by munisipaliteite, nieregeringsorganisasies en staatsdepartmente in die Boland streek in die Wes-Kaap. Semi-gestruktureerde fokusgroeponderhoude sal met gemeenskapsontwikkelaars gevoer word om die toepaslike data in te samel. Data sal geanaliseer word volgens die stappe van Tesch (in Creswell, 1994)) en data verifiering sal volgens Guba se model (in Krefting, 1991) onderneem word. Aanbevelings is voorsien met betrekking tot kriteria wat in aanmerking geneem kan word by prestasiebeoordeling van gemeenskapsontwikkelaars. / Social Work / M.Diac. (Social Work)