published_or_final_version / Public Administration / Master / Master of Public Administration

After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research to a case study of the development and implementation of a performance management system in a non-governmental organization (NGO), the Public Service Accountability Monitor (PSAM). Collation of the relevant data is followed by a discussion of the development and implementation of the performance management system at the PSAM over a 5-year period from 1 June 1999 to 31 May 2004. This is considered in terms of the PSAM’s achievement of commitments to Funders and the concurrent development of the performance management system. Next an analysis of major themes that emerged from the research, in terms of important items for consideration in the development and implementation of a performance management system in an NGO, and areas for possible future improvements to the system is presented. After analyzing the relevant information, it became apparent that the performance management system has no direct bearing on the ability of the PSAM to achieve its stated commitment to Funders. However, these short-term focused expectations of the performance management system are outweighed by the positive contributions that have been made by its introduction, specifically in the area of training and development. This important aspect of capacity building and staff empowerment speaks to the long term sustainability of the organization. Although the PSAM’s performance management system undergoes continual improvement, significant inroads have been made into providing a sensible, clear and dynamic solution to the problem of rewarding efficient and effective performance. The PSAM has indeed benefited from the introduction of the performance management system in a number of ways. It is evident that these benefits could be applicable to other NGOs.

The purpose of this study is to explore the manager-subordinate conflicts or disagreements in relation to performance appraisal in the Department of Home Affairs in Tshwane area. An understanding of the reasons for manager-subordinate conflicts pertaining to performance appraisal is essential in order to identify viable solutions for improving workplace relations and morale. In order to achieve the purpose of this study, a qualitative research design was adopted, whereby semi structured interviews were used to collect data. A sample of twenty five research participants was selected from five offices of the Department of Home Affairs in Tshwane area using a purposive sampling strategy. Qualitative content analysis was conducted to analyse data obtained through interviews and observations. The major findings of the study revealed that performance bonuses and biased ratings are the sources of conflicts or disagreements between managers and subordinates in relation to performance appraisals. Therefore, is recommended that the National Department of Home Affairs should expose both managers, supervisors and operational staff members to training and development to ensure an effective performance appraisal process. In addition, managers and supervisors should be equipped with necessary conflict management skills to resolve manager-subordinate conflict in the workplace. / Public Administration / M. Admin. (Public Administration)

The proposed study intends to establish how procedural the reward systems are being implemented in the Limpopo Department of Health and whether claims of biases are founded. The study is aimed to determine the system’s influence on the organisation’s ability to track poor performance and to manage it. It also provides a refreshed view of the current pitfalls in the implementation of the programme, and subsequently provides indications of remedial action to recover the purpose of the performance management and development system. The study furthermore assesses the impact of performance management practices and explored the best implementable practices for effective performance management systems and best service delivery by the Limpopo Department of Health. A qualitative research approach that included interviews with HR and line managers was utilised and a quantitative research approach that included questionnaires from ordinary employees was followed. The findings are that the system cannot be linked to employee output, but an obvious benefit is employee rewards. The literature review shows that there is a general poor understanding of performance management and development system in the public service. It (Literature review. Chapter 2) further establishes that there are several challenges that hinder the effective implementation of performance management and development system in the public service. Other findings of the study include that there is a challenge of biased ratings (subjective assessment), and a setting of unrealistic performance targets which are unrealisable by employees. The main finding of the study is that lack of training poses a serious challenge in implementing performance management and development systems. Many respondents indicated that employees need to be brought to awareness about the implementation of the model so that both management and employees can work towards the Department’s vision. Some suggested that management should realise our needs and arrange training for capacity building. Another employee agitated that “I am not involved in any performance management because this is used for financial gains. This is another corrupt activity?” The above-mentioned statements clearly show concerns of employees in their overall performance. / Public Administration / M.P.A.

The dissertation discusses the impact of change management during the implementation of an IT system. The theoretical part of the dissertation is aimed at gaining information about human performance, and the implications during the implementation of the system, and also post-implementation. Literature suggests that the human factor is the key to the successful implementation of system projects. The study, which is qualitative in nature, makes use of face-to-face interviews for the collection of evidence, as well as questionnaires as add-on tools to support the underlying constructs and research questions posed within the study. The use of data obtained from the research interviews, as well as survey data, has provided the research study with the necessary validity, reliabilityand trustworthy data to support the research results, findings – and to be able to make some recommendations. The reason for the failure of system implementation projects is often due to poor implementation during the project. It is important to place the importance of people on a par with technology and processes. A holistic approach would be the most likely to result in the acceptance – and the efficient and effective use of the implemented system. Communication, training and management participation are common means of addressingany fears of change, and to build trust. This information should be utilised by project teams during implementation projects, as it should help to provide the necessary framework to ensure the success of the change initiatives. / Human Resource Management / M. Tech. (Human Resource Management)

Higher education institutions (HEIs) are now adopting the management styles that are being practised in profit-making organisations in the private sector. The top management in HEIs embark on monitoring performance of all categories of their employees, including academic staff. This has become necessary in order to encourage and enhance quality in teaching and also to achieve increased research productivity. This means that the same principles involved in managing the private sector, such as introducing performance management systems, are now applied in the public sector. Empirical evidence from previous studies suggests that the introduction and implementation of performance management systems in academic institutions often result in tension between academic employees and management, thereby heightening the age-long debate on the necessity for academic freedom in institutions of higher learning globally. The present study evaluated the perception of academic staff members regarding the implementation of a performance management system in an open distance learning institution in South Africa. The study adopted a survey research design, using a quantitative research approach. The total sample of the study comprised of 492 academic staff members of the institution. A structured self-administered web-based questionnaire that was tested for high reliability and validity content was used to collect primary data from the respondents. The data were analysed using both descriptive and inferential (one-way sample t-test) statistics. The research findings indicate that academic staff members at the institution are satisfied with the performance management system implemented by management. The study further found that academics do not consider the resultant performance bonus from the implementation of the performance management system sufficiently motivating and that it should therefore be reviewed by management. Overall, the outcome of the present study was to a large extent inconsistent with the empirical evidence presented by previous studies. / Business Management / M. Com. (Business Management)