The Land Board has been. experiencing delays in allocation of land to the applicants. Some applicants have been waiting for land allocation for over 12 years. Other challenges faced by the Land Board include poor records management that has led to double allocation. After identification of these challenges faced by the Land Board, the researcher was convinced that the challenges faced by the Land Board could be addressed through performance management. The current study therefore focuses on leadership practices at the Land Board and how these impact on performance management. The study was narrowed to Kgatleng Land Board. The study sought to establish the level of understanding with regard to Performance Management System (PMS), roles allocation, explore the link between · leadership and performance management as well as identification of the appropriate leadership model that can enable the organisation to better manage performance. A questionnaire was designed and administered to the employees of Kgatleng Land Board. The findings from the study revealed that employees did not fully understand the PMS concept, that the PMS initiative did not have full top management support, leadership did not have full possession of the required qualities, attributes and characteristics to enable fully managed organisational performance, leadership style practiced by the leadership was undesirable, and the employees did not know how the PMS initiative functioned within the organisation. The findings led to the conclusion that the employees need to be educated about the importance and rationale of the PMS initiative and how it functions, that there is need for full management support with regard to the implementation of the PMS initiative, a conducive leadership approach should be adopted, and the organisation should ensure that those in leadership positions have the desirable leadership qualities, characteristics and attributes. / Thesis (MBA) North-West University, Mafikeng Campus, 2012

Thesis (MBA) North-West University, Mafikeng Campus, 2011

This study is an exploration of an embodied awareness and the plethora of ways in which what I am ‘falls short' - in relation to being “fully human” (Lugónes, 2010:743). It serves as the creative stimulus to actively explore and resist the ontological arrest of my blackwomnhood. This work aspires towards a kind of social and embodied resistance by means of “deserting exceptionality” (Gqola, 2004:61). As a form of survival, as well as of repairing the ruptured fragments of my being, I want to redefine, for myself, through performance, what it means to be a young, South African, working-class, queer blackwomn. This study therefore necessitates a distinction between ‘who' I am and ‘what' I am through exploring what Adriana Cavarero refers to as the ‘narratable self' (2005: x) in conjunction with Barbara Boswell's ‘creative re-visioning' (2010:1) and what Audre Lorde defines as ‘autobiomythography' (Lorde, 1996). In order to do this, the study employs a Practice as Research approach to explore alternative ways of staging heterogeneous experiences of blackwomnhood using the plurality of voice as a performance mode/tool. This study further reflects on a series of performance projects (as part of the present MA) to interrogate and reflect critically on the scale and complexity of the work/s. Following Cavarero (2005: x), Boswell (2010:1) and Lorde (1996), I explore the oral historical narratives and timelines of Zulu matriarch, Queen Nandi, to imagine a dithyrambic dirge drawn from blackwomn's experiences of ruptures, reckonings and refusals.

The purpose of this study was to identify the leadership roles of principals and their impact on the performance of two rural secondary schools at Tlakgameng Village. The study was aimed particularly at the leadership role of the principal and how it influences school performance, how the relationships between the principal, teachers and learners affects school performance and how the principal as a leader can encourage performance of both teachers and learners. Literature revealed that a school principal should possess various leadership qualities in order for the school to perform well. A principal should actively seek to motivate and develop educators by creating opportunities for them to grow and to learn from each other. To gather data, a quantitative investigation was employed. Questionnaires were used as a major data collection instrument. 55 questionnaires were distributed to all educators of both secondary schools in Tlakgameng. Data was analysed using simple statistical techniques such as frequencies and percentages. The findings of this study indicated that principals of secondary schools carried out leadership practices at a minimal level. The indication of the study was that principals in rural secondary schools need extensive empowerment in leadership practices. Lt was also evident from the data collected that communication between principals, educators and learners needs to be enhanced. On the basis of the findings from the study, recommendations were made to enhance the leadership roles that principals can play in order to improve the performance of school s. / Thesis (MBA) North-West University, Mafikeng Campus, 2014

Effective performance management is vital in all public and private sectors and contributes to service delivery of the organisations. Research on public-sector performance management, however, points out challenges in the implementation of the systems and questions the effectiveness of policy tools for enhancing the governmental accountability. The Department of Public Works, Roads and Transport is a large institution and its vision is to provide successful infrastructure projects and safer transport for the community. The majority of employees are working on infrastructure projects for both roads and buildings. In this study, experimental data and performance management experiences of the working environment to estimate the influence of Management of the Department of Public Works, Roads and Transport on the implementation of performance management policies, was analysed. The challenge is that the department focuses more on the work to be done than ensuring that the employees are also satisfied. The Department of Public Service and Administration (DPSA) and North West Provincial Treasury have implemented the performance management policies that need to be followed and practiced to improve service delivery as well as employee motivation. Management of the Department of Public Works, Roads and Transport, together with the Corporate Support Division should put into operation a strategy for the future in order to successfully implement the performance management system to all levels of employees in order to successfully achieve both employee satisfaction and retention, and the goa ls of the department. The Performance Management policies and legislations that is currently operational should be applied effectively and efficiently to improve service delivery and the morale of employees. / Thesis (MBA) North-West University, Mafikeng Campus, 2014

This research seeks to understand and explain job satisfaction levels, dissatisfaction and turnover at the North West Housing Corporation in the Department of Local Government and Traditional Affairs. It is a six-fold study; with level one addressing the background of the study paying particular attention to a number of areas which include the statement of the problem, objectives of the study. research questions and others. Secondly it looks at the background of the North West Housing Corporation and how it was established. Thirdly this study presents the background theory of this research in terms of the various approaches and theories pertaining to the subject of job satisfaction. controversies and raging academic debates that seek to push the thinking of the subject forward. Fourthly, it addresses the methodology adopted in this research. Fifthly. it presents empirical descriptive and analytical empirical findings of the research. Lastly, it presents the overall conclusion of this study. It is important to recognise that by paying particular attention to job satisfaction levels, dissatisfaction and turnover at the North West Housing Corporation, using approaches and theories developed elsewhere, this study breaks new ground in pushing the thinking around this topic in ways in which others have not appreciated. The method used by the researcher was a questionnaire to collect data from there pendent. From the literature survey, it was established by this research that the work performance of employees does help an organisation to improve service delivery. Alongside this various approaches and theories to job satisfaction were survey at great detail in this research. The relationship between job satisfaction and employee was also addressed within the context of the literature survey in this study. Inconsistencies within the literature concerning turnover were also found especially with regard to the uncertainty surrounding both definition and measurement of job satisfaction. Within this context it was found that the concept of job satisfaction was strongly connected to an employee· s intention to leave present employment which triggered turnover within that particular organisation. The literature survey of this research is very broad and wide paying particular attention to the raging debates and controversies around the topic under study in ways that contribute to the understanding of the social science disciplines. The empirical findings of this research have been presented in ways that strengthen the understanding and explanation of job satisfaction, dissatisfaction and turnover. It was found that the human resource management did not adequately address aspects relating to the job satisfaction of its employees and that negatively impacted on productivity. This study sought to attribute this failure to the transformation process that was under way at the time when the research was undertaken. It fol lows therefore that this research could not confirm the notion that job satisfaction was connected to an employee's intention to leave present employment and therefore resulting in turnover with in the Corporation as suggested by the survey literature. The inconsistencies found in the literature were confirmed when tested against the research findings of this study. This study established that there was turnover, with some employees moving out of the Corporation, but for reasons that could not be explained by any single factor. It is therefore noteworthy that the empirical findings of this study are presented in ways that contributes to the understanding and explanation of the topic under study. / Thesis (MBA) North-West University, Mafikeng Campus, 2011

Despite the growing global awareness and importance of marketing performance measurement, little research on the subject has been conducted from a South African perspective. This study explores the status of marketing performance measurement in South Africa, by examining the perceptions, methods, challenges and status of organisations with regards to the advancement of marketing performance measurement. It researches five key problem areas, namely, the importance and awareness of marketing performance measurement; the methods managers use to measure marketing performance; the process these managers follow in selecting these methods; how advanced organisations are conceptually and practically in terms of measuring marketing performance, and finally the challenges managers face in measuring marketing performance in South Africa. Nine managers from eight medium to large South African firms were interviewed, ina qualitative study that possibly explores marketing performance measurement from this perspective, for the first time in South Africa.

Despite the growing global awareness and importance of marketing performance measurement, little research on the subject has been conducted from a South African perspective. This study explores the status of marketing performance measurement in South Africa, by examining the perceptions, methods, challenges and status of organisations with regards to the advancement of marketing performance measurement. It researches five key problem areas, namely, the importance and awareness of marketing performance measurement; the methods managers use to measure marketing performance; the process these managers follow in selecting these methods; how advanced organisations are conceptually and practically in terms of measuring marketing performance, and finally the challenges managers face in measuring marketing performance in South Africa. Nine managers from eight medium to large South African firms were interviewed, ina qualitative study that possibly explores marketing performance measurement from this perspective, for the first time in South Africa.

One of Kumba Resources’ strategic objectives is to create a high performance culture amongst its employees. The Hay-group identified through worldwide studies that leadership style has a 70% influence on organisational culture, which in turn explains a 28% increase in revenues and profits. In view of the fact that leadership can have a positive influence on the bottom line it was identified as one of the key drivers to enhance performance. Thabazimbi iron ore mine implemented this leadership model to impact on the culture to move towards a ‘high performance’ culture. Thabazimbi developed an organisational culture model that is aligned to the foundational values (caring, accountability, fairness, integrity and respect) of Kumba Resources. Thabazimbi is in the process of building a strong organisational culture by creating an environment for its employees to perform in. The latest Organisational Culture Assessment that was conducted during November 2005 indicates that Thabazimbi’s culture is a ‘moderate high performance’ culture.

One of Kumba Resources’ strategic objectives is to create a high performance culture amongst its employees. The Hay-group identified through worldwide studies that leadership style has a 70% influence on organisational culture, which in turn explains a 28% increase in revenues and profits. In view of the fact that leadership can have a positive influence on the bottom line it was identified as one of the key drivers to enhance performance. Thabazimbi iron ore mine implemented this leadership model to impact on the culture to move towards a ‘high performance’ culture. Thabazimbi developed an organisational culture model that is aligned to the foundational values (caring, accountability, fairness, integrity and respect) of Kumba Resources. Thabazimbi is in the process of building a strong organisational culture by creating an environment for its employees to perform in. The latest Organisational Culture Assessment that was conducted during November 2005 indicates that Thabazimbi’s culture is a ‘moderate high performance’ culture.