Organisational learning is seen by many to be a key determinant of organisational performance. This is demonstrated by the growth of the 'learning company' concept (Pedler et al. 1991), and by the suggestion that the ability to learn faster than one's competitors is the only sustainable competitive advantage (DeGeus 1988). Consequently, organisations need to integrate and maximise the knowledge and learning of their individuals, and central to the learning process in firms is an effective means of transferring knowledge and learning between individuals and their organisation as a whole. Mental models (individual and shared) have been postulated as a mechanism through which this occurs (Senge 1990a; Kim 1993; Hayes and Allinson 1998). An individual mental model can be characterised as a simplification or representation of understanding of an idea, notion, process or system which provides the cognitive framework in which that individual's knowledge in respect of that issue is stored, whilst shared (group or organisational) mental models can be characterised as the common elements that exist between individual mental models. Both of these have been theoretically linked with individual and organisational learning. Literature in respect of individual and organisational learning, mental models and a third issue cognitive style is reviewed. Cognitive style represents the way individuals obtain, store and operationalise knowledge, and is included here as it is recognised as potentially affecting how learning and mental models interact (Hayes and Allinson 1998). A research model is posited which integrates key theory in respect of these three concepts, and research undertaken in two phases is presented. Phase One focused upon the representation of individual and shared mental models through semi-structured causal interviews with senior mangers in participant organisations, whilst Phase Two involved organisation wide surveys of these models, aspects of learning and cognitive style. Results obtained suggest that the complexities of an organisation, its environment, learning and mental models all mitigate against the identification of a simple relationship between these constructs. However some of the sources of these complexities are identified and suggested, and it is posited that the progression of work addressing organisational learning would best be served through a case study approach addressing the sources of complexity and effectiveness of learning in relation to specific mental models and within organisations.

The purpose of the research was to investigate the relationship between organisational commitment and work performance in an Agricultural company. Allen and Meyer's Organisational Commitment Questionnaire was used as well as the organisation's verbal performance rating tool. The Organisational Commitment Questionnaire was completed by a sample from the organisation and the performance ratings of the employees in the sample were used as comparison. A positive relationship between the two constructs was established while no statistically significant relationship could be established. Further research in this field is suggested in the South African context. / Industrial and Organisational Psychology / M.A.(Industrial and Organisational Psychology)

This study sought to understand the application of the BSC as a tool that facilitates customer satisfaction in local government service delivery. The main thrust was on its application in South African metropolitan municipalities with a view of establishing means of improving its adoption for better customer-focused performance measurement. This area has not received much attention, yet local government performance is in an unacceptable state. The study employed a secondary data analysis approach and findings from the study reflect widespread usage of the BSC but without proper consideration of factors influencing its successful application. Findings of this study reinforce previous study results that there is poor communication with regards to how the BSC must be applied. Its application is also faced with the challenge of lack of training on the use and application of the BSC. However, the tool has significantly transformed and shaped the functioning of South Africa’s two best performing metropolitan municipalities and altered their performance in a favourable manner. Through the BSC approach, the City of Cape Town and the City of Johannesburg have moved towards improving their relations with the customers they serve. The BSC allows the municipalities to take into consideration the non-financial assets that were previously not considered valuable in organisations. Accommodating the views of customers has gained much traction in these municipalities and measures have been put in place to ensure real time data enables managers to make decisions that attempt to address people’s needs and expectations. Conclusively, the study recommends strong improvement in training and communication of the objectives and goals of a PMS within an organisation. Strong emphasis should also be placed on listening to what the customers say and expect from service delivery. This will strengthen the use and value of CSS and CBP and help improve performance and the achievement of the NDP goals of 2030 through local government. This study sought to understand the application of the BSC as a tool that facilitates customer satisfaction in local government service delivery. The main thrust was on its application in South African metropolitan municipalities with a view of establishing means of improving its adoption for better customer-focused performance measurement. This area has not received much attention, yet local government performance is in an unacceptable state. The study employed a secondary data analysis approach and findings from the study reflect widespread usage of the BSC but without proper consideration of factors influencing its successful application. Findings of this study reinforce previous study results that there is poor communication with regards to how the BSC must be applied. Its application is also faced with the challenge of lack of training on the use and application of the BSC. However, the tool has significantly transformed and shaped the functioning of South Africa’s two best performing metropolitan municipalities and altered their performance in a favourable manner. Through the BSC approach, the City of Cape Town and the City of Johannesburg have moved towards improving their relations with the customers they serve. The BSC allows the municipalities to take into consideration the non-financial assets that were previously not considered valuable in organisations. Accommodating the views of customers has gained much traction in these municipalities and measures have been put in place to ensure real time data enables managers to make decisions that attempt to address people’s needs and expectations. Conclusively, the study recommends strong improvement in training and communication of the objectives and goals of a PMS within an organisation. Strong emphasis should also be placed on listening to what the customers say and expect from service delivery. This will strengthen the use and value of CSS and CBP and help improve performance and the achievement of the NDP goals of 2030 through local government..

The overall objective of this study was to study Corporate Performance Management (CPM) with specific reference to best practice in CPM. Every organisation, regardless of type, needs a clear and cohesive performance measurement framework that is understood by all levels of the organisation and that supports the execution of strategy. CPM describes the methodologies, metrics, processes and systems used to monitor and manage the business performance of an enterprise. CPM is one the hottest trends in business intelligence. CPM is an enterprise-wide strategy that seeks to align departmental initiatives to prevent managers from optimising local business at the expense of the overall corporate performance. One of the key issues in business performance is not only the development of strategy, but ensuring that the strategy is executed. Therefore, an organisation requires a performance management process that is integrated with the strategy management process. The ability to execute a chosen strategy is as important as the strategy itself. Executives must have the ability to execute against a chosen strategy. With the right processes, methodologies, measurements and technology support, today’s companies can develop the competencies needed to execute its strategic vision in even the most turbulent of times. CPM solutions offer organisations these right processes, methodologies, measurements and technology to successfully execute against their strategies. Best practice can be defined as those practices that have produced outstanding results in other organisations that can be adapted for use in your own organisation. In implementing a CPM solution in an organisation it is possible to learn from best practice applications already in use. Best practice companies understand that effective management reporting is a balance among quality, quantity and speed of information. The problem is not necessarily the quantity or speed but rather the quality of the information. Best practice assists organisations in finding this balance. Organisations attempt to implement performance management solutions, often without success. If a framework of best practice was adopted the chances of success would have been greatly improved. The challenges of performance management are readily addressable through improved technology and best-practice processes. Studies have identified common critical success factors and best practices when implementing CPM solutions at organisations. Organisations can greatly increase the chance of successful implementations by taking cognisance of best practice in CPM / Prof. W.M. Conradie

The research assessed the implementation of the Performance Management System (PMS) in the Malawian civil service using a change diagnostic model called ‘causal model of organisational performance change’ by Burke and Litwin (1992). The motivation for the research topic comes from a background of the Malawi Government’s goal of improving service delivery to the public. The government launched the performance management system as one of the change interventions that would assist in achieving its service provision goal. For the achievement of the service provision goals, the PMS had to be implemented effectively. Using an integrative approach, the research employed both qualitative and quantitative methods to obtain data that was structured around the organisational elements of the Burke-Litwin model. Using purposive sampling, 195 departments in the Malawian Civil Service formed the population from which the sample was drawn. Of the 195 departments, 69 departments, represented by an officer from each department, participated in the study. Three departments namely; The Office of the President and Cabinet (OPC), The Department of Human Resource Management and Development (DHRMD) and The Civil Service Commission (CSC) were included in the sample in addition to the 69 departments. These three departments were chosen due to their involvement in the formulation and implementation of the Performance Management System (PMS). Information from the three departments was obtained through interviews while questionnaires were administered to the remaining sample subjects. The research found that both the transformational and transactional factors were lacking in supporting the implementation of the PMS in Malawian civil service. Fundamental prerequisites like systems’ compatibility, assessment of enabling culture and amendments of relevant laws were not considered before the implementation of the system. Upon commencement of the implementation process the support from political leaders and donors declined and the evaluation process lacked inclusion of key stakeholders. The current research expands the application of the Burke-Litwin model in assessing the ‘post change intervention’ implementation processes. The findings could possibly provide valuable input in the form of the following recommendations: The government should consider working on the culture of the civil servants, the capacity of the implementing structure of PMS, the evaluation of the PMS and the prerequisites for the programme. The government should consider being inclusive when evaluating PMS and in assessing the performance of employees, and lastly, there is need to fully utilise technology and the functional position of stakeholders like the Civil Service Commission.

Many organisations are continuously searching for methods which can be used to improve performance. One such method is by means of implementing a performance management programme. This research study addresses the influence that a performance management programme has on the achievement of organisational and individual performance. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with organisational and individual goals. Questionnaires, developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific organisation manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of organisational and individual goals at the selected organisation. The final step of this study entailed the formulation of recommendations. Three of these recommendations are regarded as critical to ensure the successful improvement of performance by means of a performance management programme: Firstly, it is of utmost importance that training and development, and the necessary resources to achieve objectives is provided. Secondly, feedback forms an integral part of a performance management programme. Those who provide feedback, need to acquire the necessary skills, so as to ensure that both positive and negative feedback is given to employees, which could ultimately enhance performance. Thirdly, the success of a performance management programme resides with both management and employees. Management need to be committed to the programme, and the well-being of their employees. Management also needs to be able to eliminate problems that negatively influence performance. On the other hand, employees need to realise that a performance management programme is not only linked to pay, but also the development of each individual, and the improvement of performance.

Purpose – to examine and evaluate the application of performance measurement (PM) practices and systems within manufacturing SMEs in Northern Nigeria in order to develop an original performance measurement framework that can be effectively applied to support firms in achieving their business objectives. Design/Methodology/Approach – This study first carried out a review of literature from 1994-2013. Covering a period of 19 years was selected for effective scrutiny of the current and past SMEs’ performance as a point of synthesis. It subsequently presents an empirical case study carried out in Northern Nigeria from survey and interview questionnaires with the SMEs’ owners and managers within this region. Findings – The findings indicate the importance of SMEs using PM (Performance Measurement) Systems to measure and improve business performance. Based on the analysed data from the survey and interviews conducted, the results suggest that some SMEs used PM Systems to measure business performance and set-out objectives while many do not for various reasons. The results linked with earlier findings from the reviewed literature and shed more light into why many SMEs in Nigeria failed after few years. The data also revealed many of the SMEs do not have or use any kind model or framework within their business to monitor business performance and set objectives, and some do not have the resources such as expertise and knowledge for PM System implementation management. These disclosures and the review of available performance model/framework led researcher to develop a simplistic performance framework for the SMEs to measure and improve business performance. The research finished with recommendation for SMEs managers and owners. Originality/Value –Though a lot has been written on SMEs’ performance measures and management, many of those publications and investigations are centred on developed economies such as America and UK; few studies have been conducted in Africa and the sub-Saharan region to rigorously outline some of the key factors that impact SMEs’ growth in that region. In that context, this study provides realistic evidence regarding SMEs’ performance measurement practices, systems, models management within the research location. The results provide evidence and reasons for SME failures and offer strategic direction for SMEs’ improvement and growth with the newly developed model.

D.Comm. / Work-related identities have a major influence on employee behaviour, as specific identities are evoked in response to certain social situations. As part of a larger research project, this study systematically investigated the relationship between work-based identity and selected subjective and objective work outcomes. Based on the research findings, it can be stated that work-based identity plays an important role in determining employees‟ work outcomes, for example, task performance. These work outcomes are important (e.g., labour turnover and task performance) for organisations, as they have cost implications that impact on the organisation‟s financial bottom line. Research purpose: The primary objective of this study was to investigate whether work-based identity is related to the selected subjective consequences personal alienation, burnout, organisational citizenship behaviour - helping behaviour (H-OCB) and work engagement, and the selected objective consequences turnover intention as a proxy for labour turnover, and task performance. The possible mediation effect that the subjective consequences may have on the relationship between work-based identity and the objective consequences were investigated. It was also investigated whether the selected predictors (including work-based identity with the subjective consequences) can predict turnover intention and task performance. In addition, the possibility of the selected biographical and demographic data having a moderating effect on the relationship between the predictors (i.e. work-based identity and the selected subjective consequences) and objective consequences were investigated.

M.B.A. / The Johannesburg Roads Agency (JRA) was formed in July 2000 as part of the iGoli 2002 plan for the city. The iGoli 2002 project forms part of the process of transforming local government in Johannesburg from the debt ridden Greater Johannesburg Transitional Metropolitan Council into a sustainable, efficient and effective unicity government that is able to lead the City of Johannesburg (CoJ) to becoming an African world-class city ...

Masters in Public Administration - MPA / This study focuses on the Performance Management System in the South African local government with specific emphasis on policy implementation.