Service delivery is at the centre of South Africa’s developmental local government. Thus with such a high calling to development, local municipalities play an important role in enhancing development in their areas of jurisdiction. In the area under this study, the Local Government Department has initiated Performance Management as a response to the service delivery hardships and as a bottom up approach to socio economic development of their communities. In the view of Performance Management being used as a tool for enhancing Service delivery, the study therefore sought to discover the role that the Performance Management System is playing in the Local Municipality Development of O.R District. It also sought to find out the extent of support that has been afforded by government and other stakeholders within the context of the cooperative governance. To establish this, the researcher employed the quantitative approach guided by a primary research design. The review of primary data allowed for a close assessment of the Performance Management System in detail. Available data on PMS gave an easier task of assessing the impact of PMS in the district and the constraints they have faced so far. The findings from the study revealed that PMS in the district show a great potential for better performance if performance management systems were to be understood by all staff members of the municipality. It has been also observed that they lack information on performance management, proper finance management, and diversification and value addition for their service delivery so as to increase their competitiveness. It is imperative therefore to recommend further training on good Performance management skills and sourcing for employees and understanding new PMS. This form of support will go a long way in ensuring the sustainability of Performance Management System in the O.R. District Municipality. Keywords: Performance Management System, Political office bearers and Senior Manager O.R District.

Published Article / The complexity, uniqueness and importance of performance management systems provide the milieu for the author's demonstration that staff performance remains at the heart of an institution. However, the trick is whether institutions have developed the skill of unleashing this potential. This requires a comprehensive approach, which stresses the merits of improving individual and institutional performance. This article explores one institution's perspective, experiences and challenges that were discovered during the Cinderella case study of a Further Education and Training College in South Africa. One of the distinctive features of a performance management system is that it can become a crucial quality assurance tool to ensure results.

<p><font face="Times New Roman"> <p align="left">This study focuses on the Performance Management System in the South African local government with specific emphasis on policy implementation.</p> </font></p>

<p><font face="Times New Roman"> <p align="left">This study focuses on the Performance Management System in the South African local government with specific emphasis on policy implementation.</p> </font></p>

This study is a mixed methods investigation, based on a case study of The Ottawa Hospital’s recent and ongoing implementation of an integrated performance management system (IPMS). It is the first empirical investigation to identify the reasons why Canadian healthcare leaders choose to implement an IPMS in a hospital setting, the core components of hospital-based IPMSs, the challenges that senior leaders face when implementing such systems, and how these challenges might be mitigated to increase the likelihood of a successful implementation. Key findings include the need for senior leaders to carefully consider organizational culture prior to fully implementing an IPMS, engaging physicians early in the journey, and coordinating the implementation so that knowledge, skill, and expertise, as it relates to the IPMS, are distributed across the organization in tightly knit waves. Recommendations for future research include the development of frameworks for the design, implementation, and use of IPMSs

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.

This study is a mixed methods investigation, based on a case study of The Ottawa Hospital’s recent and ongoing implementation of an integrated performance management system (IPMS). It is the first empirical investigation to identify the reasons why Canadian healthcare leaders choose to implement an IPMS in a hospital setting, the core components of hospital-based IPMSs, the challenges that senior leaders face when implementing such systems, and how these challenges might be mitigated to increase the likelihood of a successful implementation. Key findings include the need for senior leaders to carefully consider organizational culture prior to fully implementing an IPMS, engaging physicians early in the journey, and coordinating the implementation so that knowledge, skill, and expertise, as it relates to the IPMS, are distributed across the organization in tightly knit waves. Recommendations for future research include the development of frameworks for the design, implementation, and use of IPMSs

Thesis (MPA.) --University of Limpopo, 2009 / The study investigated the impacts of performance management system on service delivery in Mokopane Regional hospital. The study moved from the premise that Performance Management System in Mokopane Regional Hospitals is not well managed. The investigation however revealed that efforts are being made to implement performance management system although some essential improvements are inevitable required. It also probed the implementation of the performance management system within the ambit of the determined policies and procedure manual for the hospital. The challenges experienced are due to the failure of the line managers and supervisors in understanding the essence of the system. The implementation of the system often results in biasness and other performance unrelated factors. In many instances, other factors (such as subjectivity at the expense of objectivity) are unrelated to high performance rates. The study makes a recommendation on how alignment can be made to ensure that the system become more effective.

Performance management at all levels of employees within the Ekurhuleni Metropolitan Municipality (EMM) is a key challenge, currently only applicable to senior managers. The employer was proactive in introducing the Ekurhuleni Excellence Awards to the gap that is created by the legislation, but the effort seems not to be working as employees do not understand the criteria that are used for nominations. The empirical study entailed 54 respondents who completed the questionnaire, in five different departments which are Finance, Human Resources, Information Technology, Legal and Administration. In this study, the Performance Management System (PMS) of the EMM was analysed, and the biggest challenge being faced by the EMM is the inability of the EMM to address staff retention (at 57%) and succession when employees leave the EMM (at 62%). The two challenges identified by the study are most crucial for the success of the PMS. The PMS of municipalities is legislated by different Acts, and in order to address service delivery challenges, the Acts need to be reviewed to include all levels of employees. National and Provincial Government have implemented the PMS so that municipalities, as another sphere of Government, will improve service delivery as well as employee motivation. The EMM senior managers, together with the Human Resources department, should craft a strategy or action for the future in order to successfully cascade the PMS to other levels of employees. The EMM Performance Management Policy that is currently operational is in line with the Municipal Regulation no. R805, so the Policy complies fully with the legislation. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

Performance management at all levels of employees within the Ekurhuleni Metropolitan Municipality (EMM) is a key challenge, currently only applicable to senior managers. The employer was proactive in introducing the Ekurhuleni Excellence Awards to the gap that is created by the legislation, but the effort seems not to be working as employees do not understand the criteria that are used for nominations. The empirical study entailed 54 respondents who completed the questionnaire, in five different departments which are Finance, Human Resources, Information Technology, Legal and Administration. In this study, the Performance Management System (PMS) of the EMM was analysed, and the biggest challenge being faced by the EMM is the inability of the EMM to address staff retention (at 57%) and succession when employees leave the EMM (at 62%). The two challenges identified by the study are most crucial for the success of the PMS. The PMS of municipalities is legislated by different Acts, and in order to address service delivery challenges, the Acts need to be reviewed to include all levels of employees. National and Provincial Government have implemented the PMS so that municipalities, as another sphere of Government, will improve service delivery as well as employee motivation. The EMM senior managers, together with the Human Resources department, should craft a strategy or action for the future in order to successfully cascade the PMS to other levels of employees. The EMM Performance Management Policy that is currently operational is in line with the Municipal Regulation no. R805, so the Policy complies fully with the legislation. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.