SAMMANFATTNING Titel: Belöningssystem - hjälpande eller stjälpande? En fallstudie om karriärreformen förstelärare på en gymnasieskola i Gävle. Nivå: C-uppsats i ämnet företagsekonomi Författare: Alice Viklund & Erika Lundström Handledare: Monika Wallmon & Lars Ekstrand Datum: 2015 – januari Syfte: Syftet med studien är att med avseende på prestation och motivation skapa förståelse för hur de anställda upplever implementeringen av performance management i form av monetära incitament. Metod: Syftet med uppsatsen var att skapa förståelse för det rådande belöningssystemet och studien har utförts genom en kvalitativ metod. Data har samlats in genom semistrukturerade intervjuer med tio lärare på en gymnasieskola i Gävle. Därefter har vi genom tematisk analys presenterat materialet och resultaten i en slutsats. Resultat & slutsats: Slutsatsen vi kom fram till i vår studie var att karriärsreformen på kort sikt har skapat en något försämrad kollegial atmosfär och en känsla av orättvisa. Detta tror vi är mycket på grund av att belöningssystemet fortfarande är i en initieringsfas och att dessa reaktioner kommer att avta.   Förslag till fortsatt forskning: Med anledning till att systemets första treårsperiod inte har löpt ut ännu, tror vi att en longitudinell studie skulle kunna vara mycket bidragande till forskningen. Eftersom vår studie enbart berört lärarnas upplevelser av belöningssystemet förstelärare, hade det därför varit intressant att undersöka skolledningens- eller det politiska perspektivet på fenomenet. Vi anser även att en kvantitativ undersökning hade kunnat vara bidragande till fortsatt forskning. Uppsatsens bidrag: Denna studie visar att performance management via monetära incitament kan förbättra prestation och motivation hos individer, såvida de är självbestämmande i sitt arbete. Vi kan även se en koppling mellan tillfredsställelse, både ekonomisk och icke-ekonomisk, och införandet av det monetära belöningssystemet. Nyckelord: prestation, performance management, belöningssystem, motivation, belöning, tillfredsställelse. / ABSTRACT Title: Reward systems - helping or hindering? A case study about the career reform first teacher at a high school in Gävle. Level: Final assignment for Bachelor Degree in Business Administration Author: Alice Viklund & Erika Lundström Supervisor: Monika Wallmon & Lars Ekstrand Date: 2015 – January         Aim: The purpose of the study is that in terms of performance and motivation create an understanding of how employees perceive the implementation of performance management in the form of monetary incentives. Method: The aim of this thesis was to create an understanding of the current reward system, and the study was conducted by a qualitative method. Data has been collected through semi-structured interviews with ten teachers at a high school in Gävle. By using a thematic analysis we then presented the material and results in a conclusion. Result & Conclusions: The conclusion we reached in our study was that the career reform in the short term has created a slightly impaired collegial atmosphere and a sense of injustice. We believe that the reason for that is because the reward system is still in an initial phase and that these reactions will subside. Suggestions for future research: Due to the fact that the system's first three-year period has not yet expired, we believe that a longitudinal study could be very instrumental to future research. Since our study also focused solely on teachers' perceptions of the reward system first teachers, it would have been interesting to examine the school boards - or the political perspective of the phenomenon. Furthermore, we believe that a quantitative survey could be contributing to further research. Contribution of the thesis: This study shows that performance management through monetary incentives can improve performance and motivation of individuals, provided they are self-determination in their work. We can also see a link between satisfaction, both economic and non-economic, and the introduction of the monetary reward system Key words: performance, performance management, reward systems, motivation, reward, satisfaction.

Implementing a performance management system is a change process that requires that readiness for change is established as a pre-requisite. This study reports on the relationship between readiness for change and the implementation of a performance management system; that is the extent to which readiness for change influences the implementation of a performance management system. The study was conducted in an engineering support services private sector organisation with a footprint across South Africa. A random sample was drawn from the target population. A multiple regression analysis was subsequently conducted. The findings of this study reflect that readiness for change influences the implementation of a performance management system. Also, reflected in the findings is that the factors of readiness for change influence the implementation of a performance management system, namely business unit climate; job/task requirements; motivation to change; the personal impact of change; the emotional impact of change and change processes. In addition, the findings reflect that there is a statistically significant difference in readiness for change by tenure and by business unit. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Masters in Public Administration - MPA / South Africa is plagued by municipal service delivery protest actions on a perennial basis. This observable fact is confirmed in the municipal audit reports of the Auditor General (AG) for the 2010-11 and 2011-12 financial years. One of the reasons cited for these poor audit results by the office of the Auditor General is problems linked to the management of performance, or the absence of a proper Performance Management System (PMS). This study aims to establish why a municipality finds it difficult to develop, implement and sustain a proper PMS, and what factors contribute to an efficient PMS in a municipality. This research is based on a case study of a category B-municipality, namely the Saldanha Bay Municipality and explores various factors necessary to ensure the effective implementation of a performance management system. The primary aim of the study is to identify and discuss the negative and the positive factors regarding the case of the Saldanha Bay Municipality over a period of 10 years. It analyses the PMS problem areas and endeavours to understand what contributed to the Auditor General’s “clean audit” finding in the 2013/14 and 2014/15 financial periods. The study utilized the case study approach as this is arguably the most appropriate approach to understand and interpret the phenomenon that was studied. The study also concentrates on both primary and secondary sources of data. Secondary sources include books, journal articles and government reports whilst the primary sources include personal observations, structured interviews and a survey questionnaire. The survey questionnaire was adapted from the de Waal and Counet (2009) questionnaire and applied to the management / staff of this municipality. This instrument is appropriate in that it allowed the researcher to probe and explore the 31 performance categories against which the implementation of a Performance Management System in the Saldanha Bay Municipality was assessed. The key findings of this study, especially in the first 5 years of the decade in discussion, indicate that the lack of management commitment, leadership and support played a role in the problems related to the implementation of a PMS. Other factors that were also evident were the lack of enough time and resources for the implementation of a PMS and the lack of a comprehensive change management process during the implementation phase. A fourth finding was that the PMS did not present enough benefits for management, particularly in their daily management activities, which resulted in a culture of compliance, rather than a culture of performance.

M.Phil. (Industrial Psychology) / The aim of the study was to explore the managing of employee performance in the Department of Human Settlements (DHS). The study was necessitated by increasing dissatisfaction by the public in general regarding the performance of the DHS. A qualitative study was undertaken and four participants were interviewed. This study was particularly important because the performance of government departments in South Africa continues to fall under scrutiny as pressure for service delivery mounts. Recent studies indicate that public sector performance is a critical issue for governments around the world (Kealesitse, O’Mahony, Lloyd-Walker, Polonsky, 2013) and that an efficient public service in most cases enhances or improves the social conditions of the citizens. Hope (2012) acknowledges that citizens hold high expectations for their government to continuously provide quality and timeous services. Interviews were conducted with respondents at management level. The study established that while problems regarding the performance management of employees are experienced in the DHS, this has not reached a crisis stage. These problems occur due to subjectivity of the role players, vague performance standards in performance contracts, prioritisation of compliance with submission of performance contracts rather than managing the whole process diligently, lack of training of performance moderating committees, and lack of adequate management of poor performance. The researcher has offered recommendations for the management of subjectivity, the content of performance work plans, the referral to the incapacity code, and procedure for addressing poor performance as well as other areas that could enhance the management of poor performance in the DHS.

Nowadays, corporations run their business on dynamic markets with really harsh competition. If they want to survive, they need to manage their business effectively and increase corporate performance. Management is today highly supported by information and communication technologies that develop and bring new solutions and technologies continuously. One of these new solutions is Corporate Performance Management based on Business Intelligence technologies that enables complex and integrated view of business performance and its management. This thesis is devoted to this new developing approach in IS/ICT. Readers will become familiar with its basic principles, advantages, particular components and process of implementation. After this more theoretical part, follows the practical issue - realization of this solution for an existing organization in order to get expected results and effects. The solution is designed for a company that provides consulting and software development in Business Intelligence technologies. According to the cycle of CPM, firstly, a Performance Management method is chosen, after that the corporate strategy and concrete KPIs as they enhance the goals and strategy achievement. Afterwards data sources are identified and optimized as needed. On these data sources, all the visualization tools for Performance management are developed. In this case we are talking about interactive scorecards and dashboards. After this phase, the solution is ready for the developers to create it in the concrete application. In this case the Microsoft Office PerformancePoint Server 2007.

This thesis explores the question of whether Performance Management Systems (PMS) contribute to the managing of Executive Agencies (EAs). Exploring this question empirically in the context of the Jamaican public sector, it develops a realist methodology with methods, which are applied to the study of four Jamaican Executive Agencies (JEAs). Primary research conducted in 2011 through semi-structured interviews is combined with secondary research that considers both official government and unofficial resources such as reports (official) and newspapers (unofficial). The thesis is one of very few studies to focus on JEAs, one of only two studies to explore PMS in JEAs, and the first to make a focus on PMS in JEAs the primary object of study. It therefore contributes to a very limited literature, which is, therefore, both a strength of the thesis insofar as it breaks new ground, and also a challenge. It is a challenge because the lack of available literature on JEAs with which to relate. In order to address this lack, drawing on Historical Institutionalism (HI), Path Dependency (PD) and Policy Transfer theories, it argues that it is reasonable to draw on British literature owing to the historical influences of Britain on Jamaica, their institutional and constitutional contexts and, particularly, because the agencification of the Jamaican public sector has been based on the British Next Steps Model. From reviewing the British literature an Integrative Conceptual Framework (ICF) is developed. This framework incorporates those factors deemed as critical to the development of PMS in the organisational performance management literature, (that is, both management and public management), in order to harness the structural, procedural, situational and behavioural aspects discussed in the existing literature into a single framework. The ICF is at the heart of the thesis because it influences the methods used in conducting the primary research, and the presentation of research findings. It is therefore a major contribution of the thesis, and it is recommended that this framework could be applied in other contexts (e.g. in the private sector) and locations (e.g. in countries other than Jamaica) to analyse the use of PMS for managing. By triangulating the primary research findings with secondary data, that is, existing literature on the four case studies, the ICF is applied to generate a longitudinal aspect to the study. It is also found that PMS do contribute to managing JEAs, and that the use of PMS in JEAs has evolved positively over time for managing JEAs. The research findings discuss how PMS contributes to managing the four JEAs in terms of the different components of the ICF. Based on this, the study is able to add to existing academic literature, and make recommendations to practitioners. The contribution of this thesis to literature therefore incorporates both a conceptual and theoretical aspect, and also has a practical element. Both of these, it claims, could form the basis for further research.

Thesis (M. Dev.) -- University of Limpopo, 2017. / Recent changes in Limpopo Economic Development Agency have placed new external pressure on managers to change their ways of managing Performance Management Systems. The above challenge necessitated the researcher to investigate the contribution of Performance Management System on employees’ behaviour and productivity at Limpopo Economic Development Agency. The study is concerned with the development of effective strategies that will enhance the contribution of Performance management system on employee behaviour and productivity at Limpopo Economic Development Agency. This study used the context of Limpopo Economic Development Agency as its spring board in engaging in the daunting subject of performance management system. Surely with all changes that are involved towards the implementation of performance management system, there is a need to review the way performance management system should be implemented, hence this study. In this study, a mixed research design approach was used in the investigation of the contribution of performance management system on employees’ behaviour and productivity. Questionnaires and semi-structured interviews were employed to collect data from the target population. Due to the nature of the study the researcher has also utilised both purposive sampling and stratified random sampling to select different participants in the study. The main findings of the study, confirmed that there are challenges associated with the implementation of performance management system in Limpopo Economic Development Agency. Apart from these challenges, the study also revealed the factors that contribute towards the management of performance management system in the area of the study. Furthermore, the study also led to suggestions of strategies and recommendations that may assist Limpopo Economic Development Agency to accelerate positive contribution of performance management system in the organisation.

Abstract Purpose: This study aims to explore the usefulness of the Balanced Scorecard in an organization considering the disruptions caused by the Covid-19 pandemic in a warehouse. Furthermore, the Operational Performance Management of Atea Logistics AB (an IT infrastructure service provider warehouse) during the Covid-19 pandemic is presented with regards to the quality and delivery objectives form the customer perspective of the balanced scorecard along with how it helped Atea prepare for future disruptions.    Methodology: A narrative literature review was presented to highlight the usefulness of the balanced scorecard in an organization in RQ1. In addition, qualitative research was conducted in a single case study of Atea Logistics AB on the usefulness of balanced scorecard and operational performance management objectives of quality and delivery in a warehouse from the customer perspective during the Covid-19 pandemic with the help of semi-structured online interviews/emails with three respondents from the company.   Findings:  The initial result of the study exhibited that the balanced scorecard was extremely useful to monitor the operational performance of the warehouse by linking the impact of the external environment with the internal activities during the Covid-19 pandemic and respond to the situation at hand promptly and minimize its influence on the customers. A second finding was that the impact of the disruption was mixed for the warehouse operations as the demand for products increased but stock was insufficient to fulfil the demand. The third set of findings to help prepare for future disruptions is to plan purchases in advance, urge customers to plan their orders well in advance and to order stock items rather than customized products, collaborate with suppliers to arrange alternative sources, and focus on employee well-being that directly influences the operational activities in the warehouse.

Indiana University-Purdue University Indianapolis (IUPUI) / Despite its status as a commonly used and seemingly vital talent management system, performance management has received an abundance of criticism surrounding its effectiveness and utility in organizations. Existing deficiencies in performance management are largely attributed to gaps in its strategy and implementation, with researchers arguing that organizations need to spend more effort supporting personnel engagement in informal, “everyday” performance management behaviors to drive performance. The present study sought to expand on existing performance management research by investigating: 1) how supervisor engagement in informal performance management behaviors influences employee perceptions of overall performance management and 2) how employee feedback orientation and implicit person theory potentially alter those perceptions. The hypothesized model was tested using an online survey sent through Prolific academic to a random sample of 351 full-time United States employees. A series of hierarchical regressions revealed that employee perceptions of performance management were positively predicted by supervisor engagement in informal performance management behaviors. However, employee feedback orientation and implicit person theory were not found to significantly moderate these effects. The present study contributes to performance management literature by examining the degree to which informal supervisor performance management behaviors shape employee reactions to performance management. Implications, limitations, and directions for future research are discussed.

<p>This research report, explores the challenges contributing to a non-effective implementation of performance and development management system at the Department of Social Development in Eastern Cape. My argument is that although the system has been fully implemented throughout the province and in all the layers of the department, there are still challenges that contribute to its ineffective implementation of this system. This research report debates a range of issues such as: challenges that revolve around the lack of proper&nbsp / knowledge and training in staff, non-alignment of performance contracts with operations of the department, attitudes of officials towards the system itself and the desired&nbsp / institution&rsquo / s operation that may contribute to its performance and achieve its objective of effective service delivery meaningfully. The research report also explores the paradigm shift&nbsp / of the department from a traditional &lsquo / welfarish&rsquo / approach to a one that focuses on social development. This research especially seeks to understand how the department seeks to plan for institutional change that will promote delivery its services to communities more. The reason for this focus derives from department is practice to provide services sectoralyand not in an integrated manner. Hence the critique, in this research is of the roles and responsibilities of all different layers of the department. This, I specifically argue for re-orientation of the department, not merely institutionally, but also strategically by adopting a social development approach to service delivery.</p>