To remain competitive in a global market, many organizations are transforming their operations from traditional management approaches to the lean philosophy. The success of the Toyota Production System in the automotive industry serves as a benchmark that organizations continually seek to emulate in search of similar results. Despite the abundance of lean resources, many organizations struggle to attain successful lean transformation. To facilitate investigation of the failure mechanisms and critical success factors of lean transformation, this dissertation addresses the following research questions: (1) Why do transformations from traditional organizational philosophies to lean fail? (2) What are the critical factors for lean transformation success? (3) What is the role of an organization’s human resource performance management system during the lean transformation journey? This dissertation utilizes a multi-method, multi-essay format to examine the research questions. First, managers from organizations in various stages of lean transformation are interviewed to establish a foundational research framework. Subsequently, a theoretical model is empirically tested based on data gathered from a survey of industry professionals with expertise in lean transformation. Data analysis techniques employed for this dissertation include: Partial Least Squares (PLS) regression, case descriptions, and case comparisons. Very few studies of lean transformation investigate behavioral influences and antecedents. This dissertation contributes to practitioners and researchers by offering a refined understanding of the role that human resource performance management can play in the overall lean transformation process. In an effort to characterize organizational outcomes resulting from lean transformation, this research introduces a new construct, Lean Transformation Success, to the literature.

In the global market, the lines between pioneers and followers are immensely blurred, industries are fraught with intense competition and products versus price have since lost the competitive edge. These trends have made it difficult for organisations to meet their strategic goals and have made it necessary for organisations to revisit their strategies far more regularly than in the past. In this economic era, people have become the focal point of differentiation – organisations have come to realise that it is the calibre of people employed that will assist in the efficient realisation of long and short term strategies. Accordingly, organisations have spent exorbitant amounts of money investing in performance management systems that promise to utilise the organisations human capital to the maximum in order that the strategic goals of an organisation are met. The aim of the study is to investigate the link between key performance areas and organisational strategy, to evaluate whether performance management systems are utilised as optimally as it should be to create competitive edge in changing market conditions. The sample comprised 155 respondents, of which 51 were valid responses. The research study showed that South African organisations, more specifically in KZN, make use of performance management systems to implement the corporate strategy. Some of the responses indicate that these performance management systems are not correctly implemented and the measurement of key performance areas is a mere formality in certain organisations as opposed to a sincere measurement of whether employees are meeting the objectives of the workplace. It has also been found that the strategy of the organisations remains at top of the hierarchy and does not filter down to the base. Based on these findings it is recommended that managers redress their view of performance management systems and key performance areas to ensure successful strategy implementation and execution. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2011.

A McDonald’s training program for the positions of grill and counter was evaluated in order to identify recommendations for curriculum refinement or enhancements. The methodological approaches developed by Ford and Wroten (1984) and Bownas, Bosshardt, and Donnelly (1985) were applied. Three evaluation assessment inventories were developed: The Job task Inventory, The training Emphasis Inventory, and The Training Effectiveness Inventory. These inventories were constructed with the assistance of 49 managers, trainers, and employees with six or more months of service. Four managers, seven trainers, and 22 recent training graduates responded to the appropriate inventory and these ratings were used in the content validity evaluation. Scale reliability was evaluated for each inventory using Cronbach’s coefficient alpha and Kuder-Richardson 21. Descriptive statistics were calculated for training requirements, training emphasis and training effectiveness measures. A plotting matrix was developed and correlation analyses were performed to assess content validity. Results of the analyses indicate: (a) that the three inventories are reliable, (b) that the overall grill training program reflects job tasks needed for successful job performance with the exception of a single content domain, (c) that counter managers and trainers differ in their perception of the importance of job tasks and the training emphasis needed, (d) that recent grill graduates find the training curriculum effective while counter graduates do not, and (e) that managers and trainers for both positions perceive task importance differently. The results call for slight grill training enhancements for the Secondary Duties content domain. Additionally it is indicated that the counter training program needs significant adjustments in terms of curriculum content and training emphasis.

Corporate governance and management by values have become vital for organisations in South Africa. Recent allegations of corruption, corporate failures and the abuse of leadership power highlight the need for solid moral and ethical foundations. A set of shared values in an organisation may prove to be a significant competitive advantage. The competence of employees as reflected through the evaluation of their individual job goals has been widely measured for many years. Currently, limited information is available on the measurement and evaluation of the conformance of employees to corporate values. This study explores the conformance of individual members to core values as part of a regular, systematic performance measurement system. Introducing such a system may assist in enforcing accountability for individual ethical behaviour. Literature on the topic advises that the core values of an organisation should be carefully and correctly identified before individual conformance to the values can be measured. Managing by values entails that preferred behaviours should be entrenched in all codes, policies, and procedures of an organisation, including the performance measurement system. A 360-degree evaluation is considered the most appropriate method to evaluate individual conformance to corporate values. Information gathered from the model development part of this study indicates the following: 360-Degree evaluation of values conformance may be incorporated into any existing performance measurement system that conforms to the criteria established in this study. A performance/values template used for the evaluation of job performance and values conformance results effectively differentiates employees into categories. The model developed in this study was effectively implemented and tested in an organisation. It is expected that the implementation of the model will enhance the performance of individuals and ultimately facilitate the creation of a motivating climate within the organisation. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2008.

Research confirms that strategic planning is essential for the improvement of business performance in both small and large organisations. Organisations around the globe all follow similar tactics, namely to attempt to execute a strategy to differentiate themselves from their competitors. A popular instrument used to support the strategic–management process in organisations is the Balanced Scorecard (BSC). The BSC is a popular performance–management framework strongly associated with managing the implementation of strategic plans. There is a difference between known performance–management programmes and the BSC. The BSC is a full, multi–perspective approach to achieving long–term, sustained growth, viewed more as a strategy–formation system than a pure measurement system. Constructing the first BSC of a Strategic Business Unit (SBU) is accomplished by a systematic process that builds consensus and clarity about how to translate the mission and strategy of the SBU into performance objectives, measures, targets and initiatives in four balanced perspectives: Financial, Customer, Internal Processes, and Employee Learning and Growth. The aim of the scorecard building and implementation process is to cascade strategy down to the operational level where real value is added. This process is also called "strategic alignment". The arguments presented in this dissertation are based on a combination of general literature research on performance management, the BSC and the development, strategic implementation and management of the BSC. The selection process of an SBU, and the rationale for the choosing to construct a BSC as a performance–measurement tool has been addressed. The dissertation further addressed the objectives and principles governing the BSC for the specific, chosen SBU. The development of the BSC comprises of ten steps, from the assignment of the scorecard champion or architect to the senior executive management meeting. Information gained from research done on the South African company under review, GP Retail Operations (Pty) Ltd, and more specifically the SBU of the Ackermans Distribution Centre in Durban together with the literature research have been used to develop the BSC within the specific SBU of the organisation. The BSC was tailor made for the specific requirements of the specific SBU in GP Retail Operations (Pty) Ltd. The results of the study on the SBU, Ackermans DC, have been summarised in the performancerecord sheet and an audit sheet derived from the literature overview and applied practical in–house research. The record sheet was created for each perspective of the BSC. The development of the BSC involved several challenges in embedding the information systems and the culture that helped receive, process, and analyse information for the creation of the performancerecord sheet and audit sheet. A BSC requires time and effort to "get it right" and commitment to implement it. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

No business can effectively be managed without the proper management and information that reflects and creates the milieu it operates in. Business performance management creates the framework in which a structured approach can be followed in setting the scene for a predictive and controllable environment. Business intelligence creates the information structures; information relationships and a reflection of the value chain of the business. By combining the two methodologies it creates a total business solution that harmonises all aspects of value creation in an objective manner. The aim of this study is to conduct a thorough theoretical study on the relevant aspects involved in business performance management and business intelligence, and to assess the relationship of business performance management and business intelligence within the South African natural resource' mining and manufacturing sector. The various processes of business performance management and business intelligence are discussed in the literature study. During the literature research several approaches to business performance management implementations and the pros and cons of business performance management are discussed. A broad look at business intelligence is done, with key focus on delivering of information. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2012.

Performance Effectiveness Appraisal, Performance Effectiveness Review as well as Coaching and training are crucial elements of the performance management process included in a set of managerial competencies required by managers in a deep level gold mine in South Africa. This dissertation provides a contemporary review of performance management and gold mining in a South African deep level gold mine context. It provides a theoretical framework for the processes of Performance Effectiveness Appraisal, Performance Effectiveness Review and Coaching and training as integral parts of effective performance management. It investigates if shared meaning exists between the views of the organisation’s managers and the views of the organisation as set apart in a System for People handbook to be used by managers in the organisation. Managerial competencies are discussed and compared with literature found. Following this, the responses from the participants are discussed. The responses are compared with literature reviews done and the view of the organisation. Performance management challenges that face the organisation in the future are investigated and proposals are made to the organisation management team and future research proposals are suggested, before concluding. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.

Section 38 of the Local Government Municipal Systems Act (32 /2000) tasks municipalities to establish a performance management system that corresponds with resources, circumstances, objectives, indicators and targets as stated in the municipalities integrated development plan. The Act further states that a culture of performance management should be promoted amongst all stakeholders. Thus, the Emfuleni Local Municipality (ELM) has the statutory obligation to provide an effective and efficient people cantered administration that will ensure quality and sustainable service delivery. The Emfuleni Local Municipality tends to have a culture of non - performance or low service delivery which is prevalent amongst employee or personnel. Performance Management System (PMS) is the service delivery tool, which in this regard is designed to specifically enhance service delivery among the communities. The objective of this study was to assess the effects of implementation of PMS by officials and employees to ensure whether there is effective, efficient and economic delivery of services at ELM. For the purpose of this study, the hypothesis was formulated that due to the inability of integrating IDP planning system with performance management and service delivery, Emfuleni Local Municipality is ineffective in successful implementation of the IDP. To test the validity or otherwise of the hypothesis, use was made of theoretical review of literature on PMS as a tool for enhancing service delivery at ELM. Further there was an empirical research methodology of open - ended questionnaire that was used to test attitudes and perceptions of municipal officials and employees and effectiveness of implementation of PMS at ELM. It was found among others, that: there is lack of experience and proper training among municipal officials at ELM, ELM employs inexperienced and not well trained employee in the management level, balance scorecard remains a valid instrument at Emfuleni's disposal to influence commitment to the delivery of service, management at ELM did not market PMS effectively to the staff, the PMS has positive influence on production, the political and administrative accountability in a democratic government cannot be dissociated from each other. The study ends with recommendations for action to be taken by management of ELM. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2009.

The Municipal Systems Act (32 of 2000) stipulates that municipalities must establish a performance management system that is proportionate with its resources, and more importantly advance a culture of performance management among its political structures, office bearers, councillors as well as administrators, and further administer its affairs in an economical, effective, efficient and accountable manner. To ensure that the culture of accountability prevails, structures such as the Mayoral and Audit Committees were established, whose primary function was to oversee the implementation of regulations and policies enacted by parliament and councils. It is however not clear what prevents these structures to function as stipulated in legislations. This would be important to know as this would assist the government to identify challenges faced by our municipalities to perform as expected. Currently, a number of municipalities are said to be underperforming against targets as set both by Provincial and National spheres of government. As a result, local communities have taken to the streets to vent their discontentment over poor performance by our local municipalities through the emergence of pressure groups called “Concerned Groups”. This is evident that the accountability and performance of our municipalities is being questioned. The prime objective of this study was to conduct research into the successes or failures of the implementation of Performance Management at Fezile Dabi District municipality. The process of research included among others, literature review as well as empirical research in order to test the validity of the hypothesis that effective policy implementation depends on the successful implementation of Performance Management system across all municipal departments, a practice the Fezile Dabi District Municipality has not successfully implemented. A number of officials’ views were tested through the use of a structured questionnaire. The study found, among others: That half of Fezile Dabi District Municipality’s employees have limited knowledge and understanding of Performance Management regulations. Performance Management feedback sessions, when conducted, focused only on section 57 managers and all other employees were not included. The structures such as Audit Committee have not been meeting as expected and thus its monitoring role was compromised. The Performance Management section at the municipality is under-resourced, thus it is difficult to coordinate all performance matters pertaining to the municipality. In conclusion, recommendations are made in an attempt to assist the municipality to implement policy through effective, efficient and transparent Performance Management strategies. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2011

Section 38 of the Local Government Municipal Systems Act (32 /2000) tasks municipalities to establish a performance management system that corresponds with resources, circumstances, objectives, indicators and targets as stated in the municipalities integrated development plan. The Act further states that a culture of performance management should be promoted amongst all stakeholders. Thus, the Emfuleni Local Municipality (ELM) has the statutory obligation to provide an effective and efficient people cantered administration that will ensure quality and sustainable service delivery. The Emfuleni Local Municipality tends to have a culture of non - performance or low service delivery which is prevalent amongst employee or personnel. Performance Management System (PMS) is the service delivery tool, which in this regard is designed to specifically enhance service delivery among the communities. The objective of this study was to assess the effects of implementation of PMS by officials and employees to ensure whether there is effective, efficient and economic delivery of services at ELM. For the purpose of this study, the hypothesis was formulated that due to the inability of integrating IDP planning system with performance management and service delivery, Emfuleni Local Municipality is ineffective in successful implementation of the IDP. To test the validity or otherwise of the hypothesis, use was made of theoretical review of literature on PMS as a tool for enhancing service delivery at ELM. Further there was an empirical research methodology of open - ended questionnaire that was used to test attitudes and perceptions of municipal officials and employees and effectiveness of implementation of PMS at ELM. It was found among others, that: there is lack of experience and proper training among municipal officials at ELM, ELM employs inexperienced and not well trained employee in the management level, balance scorecard remains a valid instrument at Emfuleni's disposal to influence commitment to the delivery of service, management at ELM did not market PMS effectively to the staff, the PMS has positive influence on production, the political and administrative accountability in a democratic government cannot be dissociated from each other. The study ends with recommendations for action to be taken by management of ELM. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2009.