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A proposed performance management system for the greater Stellenbosch MunicipalityJansen, D. E. F. January 2003 (has links)
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.
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Critical analysis of a performance management system used by a tertiary education institution in the Eastern CapeMkovane, Zenephone Bhekuyise January 2005 (has links)
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.
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An evaluation of a performance management system within a division of a large organisation in the public sectorHerholdt, Memorie 03 1900 (has links)
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.
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An individual performance management system as a way of improving customer satisfaction at the City of Cape Town (Unicity) MunicipalityBrown, Mogamat Faizel 03 1900 (has links)
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.
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Performance management : a practical way to re-aligning management styles, practices and competencies to improve organisational performance at Amatola District CouncilMama, Nolwandle Mickey 03 1900 (has links)
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.
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