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

Performance measurement and management have been evolving at state Departments of Transportation (DOTs) in recent years, and a variety of performance data is being utilized in different ways to guide decision-making processes. However, health considerations beyond air quality and safety are not yet being incorporated into performance management programs at state DOTs. Concurrently, Health Impact Assessments (HIAs) and other public health tools have seen increasing use among Metropolitan Planning Organizations (MPOs) and their stakeholders through collaboration with public health professionals. With the 2012 reauthorization of the surface transportation bill - Moving Ahead for Progress in the 21st Century (MAP-21) - state DOTs and MPOs have the opportunity to consider health proactively in transportation decision making to address the environmental sustainability requirements of MAP-21. This study investigates the possibility for integration between transportation performance measurement and management and the HIA approach, identifying and explaining the linkages between the two previously isolated processes. The study draws from best practices in performance measurement/management at state DOTs and various examples of health-related activities among MPOs and other planning to inform a suggested approach for incorporating health considerations and metrics in transportation decision making. The suggested approach recognizes common goals of health and transportation agencies, which are well-aligned with national objectives, and emphasizes the role of multidisciplinary interagency collaboration and partnership. This approach is intended to be a resource for state DOTs and MPOs that are interested in extending their performance measurement/management activities to formally include health considerations, as it can ease many of the implementation issues currently faced when considering broader health impacts of transportation.

Management of Virtual Organizations faces new challenges that traditional approaches cannot address. This research proposes a performance measurement framework for service oriented virtual organizations including a structural and a procedural component. The structural framework aligns the activities of partners in a virtual organization at three different layers. The first layer is designed for partners’ strategic alignment through coordination of the value creation network. In the second layer, performance dimensions of partners’ collaboration are defined and mapped to the service choreography model. The third layer focuses on assessing effectiveness and efficiency of partners’ domain specific services, which is designed based on ITIL V3 service level management guidelines. In order to consolidate the structural framework, these three layers are integrated using a method for extracting service choreography model and SLA aggregation patterns from the value network. The procedural framework, on the other side, defines the processes required to design the KPI structure, implement the solution, communicate the results, and derive improvements. We propose an implementation architecture that enables inter-organizational performance management in collaborative environments. Then, the IBM products for business process and performance management (IBM BPM, Business Monitor, and Cognos BI) are employed to implement the proposed architecture. The conceptual framework along with the implementation architecture provides an integrated solution for decentralized performance measurement without the need for a central authority. We demonstrate that the proposed solution enhances flexibility, scalability, and interoperability, and supports transparency of partners’ performance information at an agreed-upon level as a basis for mutual trust.

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.

Literature on the divorce of ownership from control has emphasised the declining proportion of shares owned by salaried managers who control large companies. Because these salaried managers have negligible proprietarial interest in the companies they manage, some writers have suggested that they will have different motives to owner-managers. In particular, managers' direct pecuniary interests may cause them to pursue company growth at the expense of profit, for managers' salaries tend to be related to the size of the companies which they manage rather than the profitability of those companies. These alternate motivations were incorporated in various managerial theories of the firm developed in the late 1960's which emphasised company growth as a key objective. An investigation of the shareholdings and salaries of the directors of major British companies confirms that the proportion of total shares held by company directors has fallen over the years, though it is argued that shareholdings are still large enough to allow directors to exercise effective control over their companies. In addition, while the proportion of total shares held by directors is small, these shareholdings are often large in absolute terms and constitute a significant source of directors' income, though the size of directors' shareholdings varies considerably between industries. Combined dividend income and capital appreciation of shareholdings match the remuneration which directors receive as salary income. It is argued that these profit-related income elements are sufficiently large to cause directors to attach priority to profitability goals. This proposition is explored through statistical analysis of the relationship between directors' remuneration and company performance. Regression results show that as the definition of directors' remuneration is broadened to include dividends and capital appreciation as well as salary, company size variables diminish in importance as determinants of remuneration and profitability variables predominate. Managers do have an incentive to pursue profitability.

Sammanfattning Offentliga organisationer är ofta komplexa vilket innebär utmaningar i utformning och genomförande av styrning. Ett flertal internationella studier har publicerats om styrning inom den offentliga sektorn.  Dock behövs ytterligare empiriska studier och teoretisk utveckling för att ge stöd till chefer inom offentlig sektor för att de ska kunna utnyttja resursstyrningens potential. Syftet med denna uppsats är att undersöka hur styrning praktiskt tillämpas vid valda förvaltningar inom Region Gotland, samt vilken kongruens som finns mellan de olika styrmodeller som används. Region Gotland är en av många offentliga organisationer i Sverige som har tillämpat NPM-principer. Kundorientering, decentralisering och användning av styrmodeller utvecklade för det privata näringslivet genomsyrar organisationen. Det är flera olika former för styrning och ett antal olika styrmodeller tillämpas samtidigt. En kombination av olika former av styrning och styrmodeller utgör en styrmix inom organisationen. Empiriska data samlades genom semi-strukturerade intervjuer samt genom analys av Region Gotlands skriftliga styrdokument. Ett brett urval av chefer eftersträvades, verksamma inom olika förvaltningar, och slutligen har tio personer vid fyra förvaltningar intervjuats. Resultaten av studien visar att balanserade styrkort har en central plats i  Region Gotlands styrmix. Organisationens komplexitet leder till svårigheter med anpassning av modellen till verksamhetens kontext. Balanserade styrkort används mest för uppsättning av mål och dessas uppföljning. Praktisk implementering och genomförande av balanserade styrkort på verksamhetsnivå finns bara hos en förvaltning av fyra undersökta. Implementering av balanserade styrkort inom en verksamhet med stark kulturstyrning kräver engagemang av chefer på alla nivåer, stöd från toppen och tid för kulturförändring. Balanserade styrkort kräver ständigt arbete för att utveckla dem. Från denna studie framgår det inte att det finns några större problem med motsättningar mellan olika modeller. Dessa förekommer dock inom administrativ styrning, till exempel vid införande av ny policy eller nya riktlinjer. Det kan också uppstå motsättningar mellan budgeten och balanserade styrkort. Dock står det tydligt i Region Gotlands styrdokument att vid konflikter är det ekonomin som styr. Resultaten av studien bekräftar i stora drag den bild som ges i tidigare forskning. Studien ger kompletterande perspektiv genom belysningen av problematiken i en verksamhet med både kommunal och statlig styrning, samt genom den geografiska tillhörigheten (tidigare större studier på området har gjorts i andra länder). Vidare forskning om styrning i offentliga verksamheter, framför allt på verksamhetschefsnivå, är angelägen. / Abstract The purpose of this research is to analyze how management is applied practically within selected public sector administrations of Gotland Region and determine what congruence is applied between different management models. Empirical data has been collected through semi-structured interviews and together with analysis of Gotland Region governing documents. Firstly the aim was to interview a wide selection of different public sector managers. However, ten representatives from four different administrations were finally interviewed. The results of the study show that a balanced management takes a central place in Gotland Region Management Control Systems Package. The complexity of the organization causes difficulties in applying the model to the whole organization. Balanced scorecard is mostly used for goal setting and monitoring. Only in one of four administrations practical application and implementation of balanced scorecard on management level taking place. Implementation of balanced scorecards within organizations with strong cultural governance requires committed managers at all levels, support from the top managers and time for cultural transformation. This study reviled did not find major contradiction between different models of management. However, contradictions may occur within administrative control. Should a conflict between economic aspects and balanced scorecard occur, economy takes control. This rule is clearly stated in the governing documents.

Thai Airways International Public Company Limited (THAI) is a very large organization compared to Thai standards. It generates huge incomes to a number of families, directly and indirectly. Like many airlines, the main concern with THAI and the regulatory authorities is safety because THAI is in a mass transportation business. THAI have had two accidents within a span of some six years, killing a total of 214 people. The accidents affected THAI in four key areas, namely political, economical, social and technological. This phenomenon prompted the study of aviation safety in THAI. The question that requires an answer is: “How should THAI build its protocols to enhance aviation safety?” This then became the research question. The objective of the study is to build a model suitable for THAI to enhance aviation safety, thus answering the question. Through a review of the literature within the parent disciplines, the product, process, and customers of flying activities were identified. The four processes, the MP, the HRD, the PM and the RS are recognized through rigorous search of the literature. The developments of the required seven elements of skills needed for pilot performance measurement were made.A review of study within the immediate discipline concerning Aviation Safety in THAI was carried out and the current status in THAI was defined. All of these led to the identification of research question, research objective, and research propositions. The research propositions were:• Research Proposition 1: that the management practice (MP) process receives inputs from the reporting system (RS) process. Outputs from the management practice (MP) process form inputs for the human resource development (HRD) process.• Research Proposition 2: that the human resource development (HRD) process receives inputs from the management practice (MP) process. Outputs from the human resource development (HRD) process form inputs for the performance measurement (PM) process.• Research Proposition 3: that the performance measurement (PM) process receives inputs from the human resource development (HRD) process. Outputs from the human resource development (HRD) process form inputs for the reporting system (RS) process.• Research Proposition 4: that the reporting system (RS) process receives inputs from the performance measurement (PM) process. Outputs from the reporting system (RS) process form inputs for the management practice (MP) process. • Research Proposition 5: that the individual process components identified in Research Propositions 1, 2, 3 and 4, can be consolidated into an overall, comprehensive Continual Improvement (CI) loop.Once the research propositions were established, the research design was conceived. Due to the fact that THAI is a unique airline influenced by its history of inception and by particular sets of cultures, an embedded, single case-study research method was used. Many techniques within the case-study method were employed starting from a secondary data search, direct observations, focus group interviews, elite interviews, pilot study, participant observations and in-depth interviews. Issues such as validity, reliability, sensitivity, generalizability and ethics were referred to. Issues on data processing, coding, editing, and interpreting were made and discussed.As a result of the various methods of study and the fieldwork previously mentioned, findings were derived. These were then edited, categorized, coded, tabulated and interpreted into meaningful information. Findings from the study and fieldwork supported all the propositions derived from secondary data search and literature review. Consequently the gap identified in the literature was now filled and the principal model was drawn. A slight modification was introduced in keeping with the interpretation of the findings. A recommendation was made that THAI implement policy measures and professional practices derived from the implication of the study to minimize risks in flight operations system and thus maximize safety.Based on the findings of this research, it is recommended that future studies be conducted employing a deductive, quantitative, statistical method to evaluate the model and test its theoretical implications.

Thai Airways International Public Company Limited (THAI) is a very large organization compared to Thai standards. It generates huge incomes to a number of families, directly and indirectly. Like many airlines, the main concern with THAI and the regulatory authorities is safety because THAI is in a mass transportation business. THAI have had two accidents within a span of some six years, killing a total of 214 people. The accidents affected THAI in four key areas, namely political, economical, social and technological. This phenomenon prompted the study of aviation safety in THAI. The question that requires an answer is: “How should THAI build its protocols to enhance aviation safety?” This then became the research question. The objective of the study is to build a model suitable for THAI to enhance aviation safety, thus answering the question. Through a review of the literature within the parent disciplines, the product, process, and customers of flying activities were identified. The four processes, the MP, the HRD, the PM and the RS are recognized through rigorous search of the literature. The developments of the required seven elements of skills needed for pilot performance measurement were made.A review of study within the immediate discipline concerning Aviation Safety in THAI was carried out and the current status in THAI was defined. All of these led to the identification of research question, research objective, and research propositions. The research propositions were:• Research Proposition 1: that the management practice (MP) process receives inputs from the reporting system (RS) process. Outputs from the management practice (MP) process form inputs for the human resource development (HRD) process.• Research Proposition 2: that the human resource development (HRD) process receives inputs from the management practice (MP) process. Outputs from the human resource development (HRD) process form inputs for the performance measurement (PM) process.• Research Proposition 3: that the performance measurement (PM) process receives inputs from the human resource development (HRD) process. Outputs from the human resource development (HRD) process form inputs for the reporting system (RS) process.• Research Proposition 4: that the reporting system (RS) process receives inputs from the performance measurement (PM) process. Outputs from the reporting system (RS) process form inputs for the management practice (MP) process. • Research Proposition 5: that the individual process components identified in Research Propositions 1, 2, 3 and 4, can be consolidated into an overall, comprehensive Continual Improvement (CI) loop.Once the research propositions were established, the research design was conceived. Due to the fact that THAI is a unique airline influenced by its history of inception and by particular sets of cultures, an embedded, single case-study research method was used. Many techniques within the case-study method were employed starting from a secondary data search, direct observations, focus group interviews, elite interviews, pilot study, participant observations and in-depth interviews. Issues such as validity, reliability, sensitivity, generalizability and ethics were referred to. Issues on data processing, coding, editing, and interpreting were made and discussed.As a result of the various methods of study and the fieldwork previously mentioned, findings were derived. These were then edited, categorized, coded, tabulated and interpreted into meaningful information. Findings from the study and fieldwork supported all the propositions derived from secondary data search and literature review. Consequently the gap identified in the literature was now filled and the principal model was drawn. A slight modification was introduced in keeping with the interpretation of the findings. A recommendation was made that THAI implement policy measures and professional practices derived from the implication of the study to minimize risks in flight operations system and thus maximize safety.Based on the findings of this research, it is recommended that future studies be conducted employing a deductive, quantitative, statistical method to evaluate the model and test its theoretical implications.