The aim of this study was to evaluate if there was a connection between performance management and customers service within retail branches in Gauteng. In the service industry service is the key component of retaining customers and gives the competitive edge over their rivals. A thorough literature study was conducted by using the views of different authors and combining them. The concept of service delivery was defined and discussed looking at the various components of service. Further to this the concept performance management was defined. Based on the literature study it was found that there is a large human component in service delivery and the perception of the customer in terms of that service delivery. “Knowledge where value resides and what constitutes customer value from the standpoint of the customer has been very critical in the strategies of firms in all industries and elsewhere (Day, 1990. Mckenna, 1991. Ibidunni, 2004). Ensuring that individual values and goals are aligned to the organisation and that each is driving the same strategies becomes fundamental to their success. PM can be used as a tool to align these strategies and to strive towards one goal, retaining the customer through exceptional service delivery and ensuring that the brand talks to one standard service delivery throughout all of its channels. Conclusions regarding the findings of the research were presented and recommendations were made. It is important to note that these recommendations are guidelines that correlates directly to the empirical analysis made. The research study was evaluated against the primary and secondary objectives with the correlation that both were achieved. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013

Performance management and goal attainment are two subjects over which thousands of books and articles have been written. The manufacturing sector in South Africa is competitive and companies have to continuously strive to better themselves to meet the ever changing requirements of their customers. What is important to the company of today is that the goals and strategies must be reviewed on a regular basis. The question that can now be asked, is the following: How can corporate goals be attained through the management of the company's performance? The purpose of this study is to establish how companies achieve their set goals through the management of their performance. The focus was not only placed on the financial indicators of performance, but also placed on how the companies manage their non-financial performance. In the current competitive environment in which manufacturing companies find themselves, the importance of non-financial performance has increased to the same level as financial performance. Empirical research was performed by means of a questionnaire and interviews in order to determine how companies operate to achieve their set goals and to arrive at conclusions and recommendations based on this research. It was found that companies give the same amount of attention to the financial and non-financial indicators of performance, but that there is room for improvement in the use of non-financial indicators. There was also found that companies achieve their set goals through the use of performance management. / Thesis (M.Com. (Management Accounting))--North-West University, Potchefstroom Campus, 2007.

Performance management at all levels of employees within the Ekurhuleni Metropolitan Municipality (EMM) is a key challenge, currently only applicable to senior managers. The employer was proactive in introducing the Ekurhuleni Excellence Awards to the gap that is created by the legislation, but the effort seems not to be working as employees do not understand the criteria that are used for nominations. The empirical study entailed 54 respondents who completed the questionnaire, in five different departments which are Finance, Human Resources, Information Technology, Legal and Administration. In this study, the Performance Management System (PMS) of the EMM was analysed, and the biggest challenge being faced by the EMM is the inability of the EMM to address staff retention (at 57%) and succession when employees leave the EMM (at 62%). The two challenges identified by the study are most crucial for the success of the PMS. The PMS of municipalities is legislated by different Acts, and in order to address service delivery challenges, the Acts need to be reviewed to include all levels of employees. National and Provincial Government have implemented the PMS so that municipalities, as another sphere of Government, will improve service delivery as well as employee motivation. The EMM senior managers, together with the Human Resources department, should craft a strategy or action for the future in order to successfully cascade the PMS to other levels of employees. The EMM Performance Management Policy that is currently operational is in line with the Municipal Regulation no. R805, so the Policy complies fully with the legislation. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

Performance management at all levels of employees within the Ekurhuleni Metropolitan Municipality (EMM) is a key challenge, currently only applicable to senior managers. The employer was proactive in introducing the Ekurhuleni Excellence Awards to the gap that is created by the legislation, but the effort seems not to be working as employees do not understand the criteria that are used for nominations. The empirical study entailed 54 respondents who completed the questionnaire, in five different departments which are Finance, Human Resources, Information Technology, Legal and Administration. In this study, the Performance Management System (PMS) of the EMM was analysed, and the biggest challenge being faced by the EMM is the inability of the EMM to address staff retention (at 57%) and succession when employees leave the EMM (at 62%). The two challenges identified by the study are most crucial for the success of the PMS. The PMS of municipalities is legislated by different Acts, and in order to address service delivery challenges, the Acts need to be reviewed to include all levels of employees. National and Provincial Government have implemented the PMS so that municipalities, as another sphere of Government, will improve service delivery as well as employee motivation. The EMM senior managers, together with the Human Resources department, should craft a strategy or action for the future in order to successfully cascade the PMS to other levels of employees. The EMM Performance Management Policy that is currently operational is in line with the Municipal Regulation no. R805, so the Policy complies fully with the legislation. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

The organization I work in has 13 subsidiary businesses operating in the branded footwear and apparel industry. The industry currently faces significant macroeconomic and industry challenges. One of our biggest challenges is how to avoid excessive and wasteful new product development whilst still building an attractive range of products for the customer. So the focus of my research is on the management control and governance of the New Product Development (NPD) process to solve a pressing business problem. However, there is a gap in the literature. Many authors have claimed that our knowledge of the governance of NPD processes is incomplete and there is a dearth of actual studies in this area. My literature review looked at management control and in particular at the enduring problem of the need to generate control without stifling creativity. The literature led me to focus on the use of feedforward controls to influence NPD management teams to improve portfolio value and strategic alignment whilst simultaneously encouraging NPD experimentation. During this research I developed the concept of Feedforward Anticipatory Control (FAC), which encompasses the combination of feedforward control and double-loop learning. From this start my research question became “How does the use of FAC influence NPD management teams to improve portfolio value and strategic alignment?” From theory and my initial case study research I developed, tested and refined a tool for ascertaining the level of FAC sophistication in use by NPD teams in their development process. The tool was then used in action research interventions to help the teams develop their sophistication in the use of FAC. The tool was found to be useable, useful and have value. The action research case studies were embedded in a case study protocol to ensure the rigour of my research. This involved developing a framework to investigate the consequences of my interventions, in terms of both hard performance metrics and softer team perceptions. The contribution is in the use of management controls in NPD. The findings show that different levels of FAC sophistication can be applied in NPD and that the use of higher levels of FAC influences NPD teams to improve portfolio value and strategic alignment. The contribution to practice is an intervention “toolkit” that can influence NPD teams to develop higher levels of FAC sophistication and generate improvements in NPD portfolio performance.

Performance management and goal attainment are two subjects over which thousands of books and articles have been written. The manufacturing sector in South Africa is competitive and companies have to continuously strive to better themselves to meet the ever changing requirements of their customers. What is important to the company of today is that the goals and strategies must be reviewed on a regular basis. The question that can now be asked, is the following: How can corporate goals be attained through the management of the company's performance? The purpose of this study is to establish how companies achieve their set goals through the management of their performance. The focus was not only placed on the financial indicators of performance, but also placed on how the companies manage their non-financial performance. In the current competitive environment in which manufacturing companies find themselves, the importance of non-financial performance has increased to the same level as financial performance. Empirical research was performed by means of a questionnaire and interviews in order to determine how companies operate to achieve their set goals and to arrive at conclusions and recommendations based on this research. It was found that companies give the same amount of attention to the financial and non-financial indicators of performance, but that there is room for improvement in the use of non-financial indicators. There was also found that companies achieve their set goals through the use of performance management. / Thesis (M.Com. (Management Accounting))--North-West University, Potchefstroom Campus, 2007.

Forskningen om det psykologiska kontraktet är ofta okänd i organisationer som använder sig av mål- och prestationsstyrning (Petersitzke, 2009). Denna studies syfte var att undersöka med- arbetares upplevelser av mål- och prestationsstyrning relaterad till innehållet i deras psykologiska kontrakt. Mål- och prestationsstyrning undersöktes utifrån måltydlighet och feedback respektive psykologisk empowerment. Det psykologiska kontraktets innehåll studerades utifrån löften och åtaganden samt tillit och rättvisa. Urvalet bestod av 77 personer i olika organisationer som fick besvara en webenkät. Resultatet visade samband mellan upplevelsen av måltydlighet och feedback och tilliten till arbetsgivaren liksom ett samband mellan upplevelsen av måltydlighet och feedback och arbetsgivarens löften och åtaganden. Utifrån self-determinationteorin tycktes det finnas möjligheter att genom mål- och prestationsstyrning öka samstämmigheten mellan medarbetare och arbetsgivare gällande det psykologiska kontraktets innehåll.

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Performance management is a holistic approach to organisational improvement that integrates individual and organisational goals and fosters cooperation between supervisors and employees to develop a shared understanding of work expectations. The literature further clarifies a performance management system as having four practices – goal setting, performance appraisal, employee development, and rewards. The conceptualisation of performance management draws on the dominant HRM framework of bundles of “high commitment” work practices whereby an organisation involves employees in its goals and activities to promote their discretionary motivation towards desired outcomes and overall improvement. However, there has been limited research on fully theorising performance management with the four key components. Although some empirical studies have tested the performance management concept, they focus narrowly on only a few of these components. Moreover, empirical research has omitted the role of organisational commitment in explaining the commitment based mechanisms in which the performance management bundle operates to inspire employees to improve their contributions in a workplace. To address these gaps, this study proposes a conceptual model to empirically investigate the linkages between performance management and three employee outcomes of task performance, organisational citizenship behaviour (OCB), and turnover intention as mediated by two focal bases of organisational commitment – affective and continuance dimensions. These relationships are explored in the Thai Police Service. The mediating effects are based on the argument that satisfactory work conditions inherent in performance management may carry perceptions of both organisational care and support and also accumulated investments underlying the development of the affective and continuance dimensions, respectively. While both mediators are hypothesised to decrease turnover, affective commitment tends to increase task performance and OCB, and continuance commitment tends to be either unrelated or negatively related to both performance variables. Furthermore, because organisational characteristics in police forces are generally distinct from others, police culture was included in the conceptual model to examine the incremental contribution of performance management to changes in the employee outcomes. This research embraced three related studies. Four focus groups of 27 patrol officers were conducted in Study 1 to explore key dimensions of police culture and examine officers’ understanding of performance management practices. Having developed a written questionnaire to test the conceptual model, Study 2 surveyed 161 patrol officers returning 152 usable questionnaires in order to assess the meaning equivalence and applicability of the translated measures of all constructs (from English to Thai) in the model, and to determine their validity and reliability. In the third and main study, a revised questionnaire was used to survey 516 patrol officers, 454 of which returned usable questionnaires that were half split randomly (224 and 230) to enable the analysis in two parts. Based on structural equation modeling (SEM), the first part allowed the measurement properties to be re-explored due to questionnaire revisions, and then confirmed, using both respective samples. The second part was based on the Partial Least Squares (PLS) technique for testing the conceptual model using the second sample. Overall, the empirical analysis shows that performance management not only accounted for affective commitment but also, to a lesser extent, continuance commitment. Performance management also was related both directly with task performance and indirectly through affective commitment, only directly with OCB, and only indirectly (fully mediated) with turnover intention through continuance commitment. Even after controlling for the impact of police culture and demographic characteristics, the predictive strength of performance management remained significant. The hypothesized relationships of affective commitment to OCB and turnover, however, were not supported. The follow up analysis revealed that the positive relationship between the former actually existed, but was conditional upon a high level of continuance commitment. Some of the major theoretical implications include the conceptualisation of performance management as confirmed with four components, a better understanding of the role of organisational commitment in explicating the high commitment mechanisms of performance management and the impact of organisational culture on the operation of performance management. From a practical perspective, organisations are encouraged to establish the holistic process of performance management to elevate employee performance and overall productivity and to emphasise voluntary and supportive aspects of the implementation of performance management to ensure its positive effects through affective rather than continuance commitment. For police organisations particularly, management should strive for interventions that reinforce values of progressive thinking, people-centred operations, and cooperation to supplement the performance management system. Finally, the conclusion discusses limitations and directions for future research.

It can be stated that performance measurement is the foundation of performance management in any construction organisation. Traditional financial performance measurement is not capable of capturing the true performance of an organisation. Thus the results of such financial performance measurement can not be used by managers to derive future performance in their organisations. The balanced scorecard (BSC) performance measurement approach used in other industries has been proposed for construction, as it takes into account critical wider perspectives. However, the construction BSC consists of four perspectives that are highly suitable for construction industry, namely business development, stakeholder management, process management, and innovation and learning. The primary objective of the research is to develop a balanced scorecard framework for construction contractors and measure performance of contractors using that framework. The results of the questionnaire s urvey carried out and follow-up interviews conducted among 34 senior managers in Melbourne revealed that the above performance measurement framework is appropriate to use in a contracting organisation. The respondents perceive that the process management perspective measurement is more desirable than others. The stakeholder management perspective received moderate rating, while business development and innovation and learning perspectives both received average importance rating by the respondents. An actual performance measurement carried out on seven contractors in Melbourne to illustrate the use of the BSC performance as a strategic performance management tool in construction reveals the following: 1. Contractors' current performance levels in regard to process management and business development are moderately high, while stakeholder management and innovation and learning performance are perceived to be average. The contractors also perceive that performance in regard to stakeholder management is of higher significance for their business success, and 2. Performance with regard to managing employees and launching knowledge management initiatives was found to be low, so there is much room for improvement. Human resource management (HRM) is managing employees to develop and utilise their full potential in alignment with organisational objectives. It is recommended that contractors have to introduce new strategies for HRM. The HRM strategies should focus on recruitment, training and development activities of employees. Apart from HRM, the knowledge management (KM) also needs attention. The KM can be stated as effective use of available resources to increase the level of learning and innovation in the organisation. To enhance performance of KM contractors have to conduct project reviews on completion of every project and document useful information. This would enable managers to discuss company-wide performance at management meetings and further scrutinise this information. Having separate Balanced Scorecards for HRM and KM is expected to bring enormous advantages for a contracting company.