Thesis (MTech (Business Management))--Peninsula Technikon, 2003. / This dissertation sets out to develop a Performance Management System for the Greater Stellenbosch Municipality. It is proposed for use as a unit of analysis. The system provides a framework for determining developmental priorities and identifying the appropriate resources. The system monitors progress and simultaneously serves as an instrument that maintains municipal accountability for the delivery of its core developmental functions. Internationally, an infinite number of research projects in the field of performance management and best practices for organisational performance have been undertaken for local authorities. This includes a range of terms extending from the 1950's, known as benchmarking, to the current context where the balance scorecard has been put on the performance agenda. The emphasis for increased and accountable performance of local authorities is currently on the foreground, because local authorities are now responsible for executing duties in the form of developmental outputs.

As argued by authors like Franzen on whose work the greater part of the introduction, the main problem and sub-problem has been based, the objective of this study was to establish the extent to which the performance evaluation system currently in use at the subject Institution conforms to the benchmark performance management systems as espoused in literature. Further, the objective was to establish the differences and commonalities between the performance management systems practiced in the corporate sector and current practice at the subject Institution. Best practice was thus lifted to form part of the recommendation of this study. A questionaire was designed based on the guidelines in the literature study in order to determine how the subject Institution conducts its performance appraisal and how this relates to the four general purposes of performance management mentioned in the study. The respondents' opinion obtained from the questionaire were compared with the guidelines in literature and clustered around the four identifiable general purposes of performance management. The study concludes with a statement of current practice at the subject Institution, and outlines the extent of conformance to benchmark practice on performance management systems. Recommendations are made based on best practice and direction is given to future research into contemporary practices with the express aim of enhancing quality in higher education applying the quality-related procedures of industry and commerce, where quality is crucial to success (Winch, 1996: 9-13). The current performance management system at the subject Institution proves to be largely conforming to the benchmark. However it should require comments made by the respondents that pertain to improvement.

Thesis (MA)--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: Today’s competitive and dynamic business world, solicits ever higher levels of performance and productivity. At the core of this drive to higher performance is the enhancement and managing of employees’ performance through a Performance Management system. Performance Management however, is a very complex, multi-dimensional and integrated system with a number of interacting critical prerequisites. Even in ideal circumstances, these fundamental elements would, in all likelihood, not all be satisfied during the initial phases of implementing a Performance Management system. The concern existed, on the basis of the abovementioned probabilities, that the Performance Management system of the Children and Families Division (CAF) of the Department of Health and Human Services (DHHS) of Tasmania, Australia, was not enjoying optimal operational effectiveness. The aim of this study was to identify those factors in the system that are underdeveloped, possibly unsuccessfully implemented or in need of attention as they impact negatively on the effective running of the CAF’s Performance Management system. A suitable tool for this diagnostic purpose already exists in the form of the Performance Management Audit Questionnaire (PMAQ), developed by Spangenberg and Theron (1997). Through administering and analysing the PMAQ results, the CAF could obtain a clear indication of the system’s current effectiveness and would be able to identify where the problem areas are in order to refine the system for greater operational effectiveness. The results successfully identified the underdeveloped or absent areas of the organisation’s current Performance Management system. The results further found a clear difference between managerial and non-managerial perceptions of the effectiveness of the Performance Management system. The implications of these findings are discussed in terms of proposed remedial actions that could be implemented to address the problem areas. / AFRIKAANSE OPSOMMING: ‘n Konstante strewe na steeds hoër vlakke van prestasie en produktiwiteit is aan die orde van die dag in die huidige hoogs kompeterende en dinamiese besigheidswêreld. Die verbetering en bestuur van werknemers se prestasie deur middel van ‘n Prestasiebestuurstelsel, blyk ‘n sleutel te bied tot hierdie strewe na hoër prestasie. Prestasiebestuur is egter ‘n hoogs komplekse, multidimensionele en geintegreerde stelsel met ‘n aantal interverwante kritieke vereistes. Selfs onder ideale omstandighede, sou dit onwaarskynlik wees dat al hierdie fundamentele elemente aangespreek sou kon word gedurende die anvanklike fases van die implementering van ‘n Prestasiebestuurstelsel. In die lig van die bogenoemde waarskynlikhede, het daar spesifiek twyfel geheers oor die mate waartoe die Prestasiebestuurselsel van die ‘Children and Families’ (CAF) afdeling van die ‘Department of Health and Human Services (DHHS) in Tasmanië, Australie, optimale operasionele effektiwiteit weerspieël. Die doel van hierdie studie was om die faktore binne die stelsel te identifiseer wat onderskeidelik onderontwikkeld, onsuksesvol geimplementeer, of aandag benodig het ten einde hulle negatiewe impak op die effektiewe bedryf van die CAF se Prestasiebestuurstelsel aan te spreek. ‘n Geskikte hulpmiddel vir so ‘n diagnostiese doelwit het reeds bestaan in die vorm van die Performance Management Audit Questionnaire (PMAQ) wat deur Spangenberg en Theron (1997) ontwikkel is. Deur middel van die administrasie van die PMAQ en die analise van die resultate, sou die CAF ‘n duidelike aanduiding kon verkry van die stelsel se effektiwiteit en sou hulle die probleemareas kon identifiseer ten einde die stelsel tot groter operasionele effektiwiteit te verfyn. Die resultate het die leemtes en onder-ontwikkelde areas binne die organisasie se huidige Presasiebestuurselsel suksesvol geidentifiseer. Die resultate het verder gedui op ‘n duidelike verskil tussen die persepsies van bestuurders en nie-bestuurders oor die effektiwiteit van die Prestasiebestuurstelsel. Die implikasies van hierdie bevindings word ten slotte bespreek in terme van die voorgestelde remediëringsaksies wat geimplementeer sou kon word om die probleemareas aan te spreek.

Thesis (MPA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: The focus of this research assignment is the evaluation of an individual Performance Management system at local government level in the Cape Metropolitan Area. The researcher has observed a possible decline in customer satisfaction towards the Cape Metropolitan Council Administration and at other Administrations within the City of Cape Town, and the press also highlighted complaints regarding the absence of an entrenched customer care ethic among municipal officials. The researcher was concerned with the way customers are being handled by municipal officials, and sought to find a solution to the problem. The researcher conducted research on what the ideal situation should be, and how to reach the ideal situation, which included South African local government legislation and discussion documents. The researcher also conducted an opinion survey (by means of a questionnaire) within the CMC Administration, in order to obtain the opinions of employees of the City of Cape Town's CMC Administration with regard to perceptions of customer satisfaction, and the possible effect on customer satisfaction should a Performance Management system be implemented within the City of Cape Town. It was found that, should a Performance Management system be introduced within the City of Cape Town, it will contribute to efficiency in service delivery, and staff will be held accountable for their work performance. It was also found that at local government institutions (locally and internationally) where effective organisational and individual Performance Management systems had been implemented, customer satisfaction at these institutions has improved. It is therefore suggested by this research that the City of Cape Town should implement an individual Performance Management system and that customer satisfaction should improve over time. / AFRIKAANSE OPSOMMING: Die fokus van die navorsings opdrag is die evaluering van 'n individuele werkverrigting- bestuurstelsel op die vlak van plaaslike regering in die Kaapse Metropolitaanse Gebied. Die navorser het 'n moontlike afname in kliënte bevrediging teenoor die Kaapse Metropolitaanse Raad (KMR) en ander Rade binne die Kaapse Metropolitaanse Gebied opgelet, en die pers het ook klagte belig betrekkend die afwesigheid van 'n verskansekliënte-sorg etiek onder munisipale amptenare. Die navorser was bekommered met die manier waarop kliënte behandel is deur munisipale amptenare, en het probeer om 'n oplossing te vind vir die probleem. Die navorser het ondersoek ingestel, wat ingesluit het Suid_Afrikaanse plaaslike regerings-wette en besprekings-dokumente, om uit te vind wat die ideale situasie is, en hoe om hierdie situasie te bereik. Die navorser het ook 'n opinie opneming ingestel (dmv. 'n vraelys) binne die KMR Administrasie, om sodoende die opinies van die werkers van Stad Kaapstad se KMR Administrasie betreffend die waarnemings van kliënt bevrediging, en die moontlike effek op kliënt bevrediging as 'n werkverrigting bestuurstelsel in werking gebring word binne die Stad Kaapstad. Daar is gevind, dat as 'n werkverrigting bestuurstelsel voorgestel word binne die Stad Kaapstad, daar 'n verbetering sal wees in doeltreffendheid van diens gelewer, en personeel sal verantwoordelik wees vir hul werkverrigtinge. Daar is ook gevind by plaaslike regering-instansies (plaaslik en internasionaal) waar daar effektiewe werkverrigting bestuurstelsels in werking gestel is, daar 'n verbetering in kliënte bevrediging was. Dus word daar gesuggereer, deur dié navorser dat die Stad Kaapstad 'n individuele-werkverrigting bestuurstelsel moet implementeer en dat kliënt bevrediging mettertyd sal verbeter.

Thesis (MBA)--Stellenbosch University, 2001. / The aim of this study was to review the current status of the Performance Management system at Amatola District Council. A study of material and a case study on the implementation of the system at Amatola District Council is described. The performance management model designed by Good People Management has been applied and described in the text. The research results indicate that the majority of staff supports and understand the process. However, feedback and the attitudes of female employees thereof are highlighting red signals. This creates a completely new area of research of which the writer is only highlighting the issue for further research. Linking of performance management with compensation comes up as an issue, understandably so because the Council has agreed not to link the two processes. Recommendations on how to improve the system have been put forward.