This study investigates two network management tools that are used by Tele2 for managing customers' networks that include access points on the access layer. The problem formulation includes (i) functionalities that these tools can provide, (ii) the amount of functionalities that both tools can provide, (iii) how security can improve productivity for one of these tools, and (iv) how the tools compare in terms of performance. Utilizing a mixed-methods approach, a literature overview on Cisco documents was conducted to find answers about functions and the effects of these functions on tools' productivity. An experiment was conducted to analyze the speed of configuration change performance of both tools. The literature overview helps to make a good analysis of what functionalities these tools can provide and how security can affect the enhancement of productivity in network management tools.

The purpose of this study was to examine the attributions and responses that managers make to poor performance using the construct of enabling from the field of substance abuse. Approximately 200 government and 55 non-government managers responded to a three-part questionnaire exploring managers' enabling behaviors, attribution of the causes of poor performance for a current or previous poor performer, and demographics of the managers and their selected poor performing subordinate. The research data showed that there was no appreciable relationship between the managers' demographics and the managers' enabling or non-enabling behaviors toward the poor performer. The data also indicated that managers attribute poor performance to internal attributions instead of external attributions. Furthermore, there was no evidence from the data that attribution played a part in which enabling or non-enabling behavior the managers exhibited toward the poor performer. Analysis of the data showed that managers chose the enabling behavior of micromanaging the poor performer by providing close, daily support; eliminating the employee's responsibilities by extending the deadline; and transferring the problem by transferring the employee to another office. Additionally, some managers indicated that they would reward the poor performance by doing things such as giving ratings commensurate with the norm of the office, before avoiding the poor performance by reducing the requirements of the task. Managers also chose non-enabling behaviors. When combined with enabling behaviors, non-enabling behaviors were the second choice, after micromanaging and before eliminating the employees' responsibilities. The top three non-enabling behaviors used by the managers were giving an oral warning, consulting with management, and giving a written warning. The research not only showed that managers exhibited enabling and non-enabling behaviors towards poor performing employees, it clearly indicated that a continuum of enabling behavior exists. At one end of the continuum are non-enabling behaviors in which managers require poor performers to accept the consequences for their poor performance. At the opposite end of the continuum are behaviors in which managers do not attempt to do anything about either the performance issue or the poor performer. / Ph. D.

Today, power consumption costs supercomputer centers millions of dollars annually and the heat produced can reduce system reliability and availability. Achieving high performance while reducing power consumption is challenging since power and performance are inextricably interwoven; reducing power often results in degradation in performance. This thesis aims to address these challenges by providing theories, techniques, and tools to 1) accurately predict performance and improve it in systems with advanced hierarchical memories, 2) understand and evaluate power and its impacts on performance, 3) control power and performance for maximum efficiency. Our theories, techniques, and tools have been applied to high-end computing systems. Our theroetical models can improve algorithm performance by up to 59% and accurately predict the impacts of power on performance. Our techniques can evaluate power consumption of high-end computing systems and their applications with fine granularity and save up to 36% energy with little performance degradation. / Ph. D.

This study extended previous research by applying Higgins (2007) theory of Regulatory Fit to the context of performance feedback. Participants worked on an in-basket task in two 30 minute segments. Following the first 30 minutes segment, they were given recommendations for improving their performance framed in a manner that either did or did not fit their motivational orientation. Hypotheses predicted that compared to instances of non-fit, conditions of regulatory fit between recommendation frame (Eager vs. Vigilant) and motivational orientation (Promotion vs. Prevention) would have a significantly greater, positive impact on the following three outcomes: 1) Variety and Frequency of Feedback Use, 2) Feedback Recall, and 3) Attitudes Following Feedback. Overall results supported this assertion. Participants in condition of regulatory fit engaged in a significantly greater variety of behaviors and did so more frequently than those assigned to non-fit conditions. And while the effect of regulatory fit on feedback recall was not significant, it did approach significance (p = .07) and produced a pattern of results consistent with the predictions of regulatory fit. Counter to previous research, regulatory fit did not have significant impact on Attitudes Following Feedback in the current study. Implications and suggestions for future research are discussed. / Ph. D.

No / This paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate the historical development of appraisals and argue that the critical area of line management development that was been identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance through appraisals. This paper will evaluate the aims and methods of appraisal, the difficulties encountered in the appraisal process. It also re-evaluates the lack of theoretical development in appraisal and moves from the psychological approaches of analysis to a more critical realisation of approaches before re-evaluating the challenge to remove subjectivity and bias in judgement of appraisal.

Text in English, summary in English and Afrikaans / The purpose of this research was to investigate the effect of a performance management training programme on the attitudes of managers towards performance management. The research question was whether a performance management training intervention would change managers' attitude towards performance management. The respondent group consisted of 101 managers who responded to an advertisement and willingly participated in a performance management training programme. A quasi-experimental research design was used in which a pre-test and post-test was applied to the respondent group. The managers in the respondent group completed the same assessment instrument (or questionnaire) before and six months after the performance management training. The results of the empirical analysis indicated that female managers felt less positive about performance management than their male counterparts. No statistically significant change in the attitude and competency of managers towards performance management was found after they had attended the performance management training programme. / Die doel van die studie was om die impak van 'n prestasiebestuuropleidingsprogram op die houdings van bestuurders ten opsigte van prestasiebestuur te ondersoek. Die navorsingsvraag was of 'n opleidingsintervensie in prestasiebestuur, bestuurders se houdings ten opsigte van prestasiebestuur sou verander. Die respondentegroep het uit 101 bestuurders bestaan wat op 'n advertensie gereageer het en vrywillig deelgeneem het aan 'n prestasiebestuuropleidingsprogram. 'n Kwasie-eksperimentele navorsingsontwerp is gebruik waartydens 'n voor- en na-toets op die respondente toegepas is. Die bestuurders in die respondentegroep het dieselfde evalueringsinstrument voor en ses maande na die prestasiebestuuropleiding ingevul. Die resultate van die empiriese ontleding het getoon dat vroulike bestuurders minder positief oor prestasiebestuur gevoel het as hul manlike kollegas. Geen betekenisvolle statistiese verandering in die houdings en vaardighede van bestuurders ten opsigte van prestasiebestuur is gevind nadat hulle die prestasiebestuurprogram bygewoon het nie. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

This study explored factors that influence attitudes towards performance management among staff in the Core Network Field Operation (CNFO) of Telkom Eastern Cape. Performance management concerns achieving organisational goals efficiently and effectively. An observation by a manger that the staff were not performing optimally and were displaying a negative attitude towards performance management, necessitated an objective investigation into the reasons for such attitudes and also to be derivative of a corrective solution. This qualitative study was done in the form of a descriptive open ended survey involving geographically dispersed employees. Factual evidence gathered from the result of the study supports the literature that people have different views of performance management. A direct consequence of the different views could be in the inconsistent application of performance management. Solutions and possible corrective actions to improve employee participation and perception as sought by this study are contained in detail in the report / Business Management / M. Tech. (Business Administration)

The study focuses on an overview of the performance management and the development system in the Department of Correctional Services with special focus on Limpopo province, Mpumalanga province and Northwest province (which is referred to as Limpopo region in this research). The main research question was "what does the current performance management development system in the Department of Correctional Services in the Limpopo region look like?" The relevant literature was consulted and in order to gain a clear view and understanding of performance management in general. The overview focuses on the general concept of performance management so as to understand it, its origin, purpose, benefits, advantages and disadvantages. The second part focuses on the performance management system in the general Public Service. This was done in order to establish whether there is any alignment between general performance management and what is being implemented in the Public Service. It was established that there is no difference between the general concept of performance management and what is being implemented in the Public Service in general. The main focus is on the policy used in the Public Service. The last part deals with the research question and focuses on the Department of Correctional Services in particular in the previously demarcated region. The Performance Management and Development System Policy was used to determine if there is any alignment between the general performance management, performance management in the Public Service and what is being implemented in the Department of Correctional Services. The findings show that there is no difference between the Performance Management and Development System being applied in the different areas. Several minor challenges were picked up, based on the findings of the internal audit on performance management, and relevant recommendations are provided. In general, based on the findings and percentage of compliance, the research shows that the Performance Management and Development System is being effectively implemented in the Limpopo region of the Department of Correctional Services. / Public Administration & Management / M. Tech. (Public Administration and Management)

The study focuses on an overview of the performance management and the development system in the Department of Correctional Services with special focus on Limpopo province, Mpumalanga province and Northwest province (which is referred to as Limpopo region in this research). The main research question was "what does the current performance management development system in the Department of Correctional Services in the Limpopo region look like?" The relevant literature was consulted and in order to gain a clear view and understanding of performance management in general. The overview focuses on the general concept of performance management so as to understand it, its origin, purpose, benefits, advantages and disadvantages. The second part focuses on the performance management system in the general Public Service. This was done in order to establish whether there is any alignment between general performance management and what is being implemented in the Public Service. It was established that there is no difference between the general concept of performance management and what is being implemented in the Public Service in general. The main focus is on the policy used in the Public Service. The last part deals with the research question and focuses on the Department of Correctional Services in particular in the previously demarcated region. The Performance Management and Development System Policy was used to determine if there is any alignment between the general performance management, performance management in the Public Service and what is being implemented in the Department of Correctional Services. The findings show that there is no difference between the Performance Management and Development System being applied in the different areas. Several minor challenges were picked up, based on the findings of the internal audit on performance management, and relevant recommendations are provided. In general, based on the findings and percentage of compliance, the research shows that the Performance Management and Development System is being effectively implemented in the Limpopo region of the Department of Correctional Services. / Public Administration and Management / M. Tech. (Public Administration and Management)

The advent of democracy in 1994 prompted the South African government to provide public goods to the entire population as opposed to providing services along racial lines, as was the case during the apartheid era. Consequently, government expenditure increased considerably. However, continuous service delivery protests in recent years indicate that government has not been operating optimally. The Department of Planning, Monitoring and Evaluation and National Treasury introduced Organisational Performance Management (OPM) to improve service delivery. Government also adopted internal auditing as a mechanism to improve OPM because of internal auditing’s mandate, role and body of knowledge. This study explored the implementation of OPM as a management tool to assist national departments in effectively delivering goods and services to the public economically and efficiently. The study also explored the adoption of internal auditing by national departments as a mechanism to improve OPM. The study followed a sequential mixed methods approach. The chief audit executives of eighteen national departments participated in the quantitative phase. Interviews were held with employees from four national departments as well as two monitoring departments. Departmental officials included five deputy directors-general, three chief directors, four directors, one deputy director and one senior internal auditor. Seven focus group discussions were held with twenty-two internal auditors from the four departments. Sixty-four documents were analysed. The study found that national departments have implemented systems of OPM and the reporting of quarterly performance information but are at different levels of maturity. However, governance and reporting fatigue and a reluctance to implement effective consequence management for poor performance may be undermining optimal performance. National departments may be also preparing strategic plans, annual performance plans and annual reports simply for compliance rather than for optimal performance. The study also found that internal auditors may not have a thorough understanding of the department’s performance environment and consequently undertake limited assessments of OPM, focusing mainly on quarterly performance information (PI) and documentation rather than on organisational strategy. However, management’s expectations from internal auditing go beyond assessing the quarterly PI and require advice and guidance on strategic imperatives. The appropriate skills, knowledge and training of internal auditors therefore require review. Management expects assurance of sustainable future performance of the department. Internal auditing currently stands positioned to make an evolutionary transformation into becoming the most important strategic partner to management. However, under-theorisation and a restricted internal auditing approach inhibit its natural evolution. / College of Accounting Sciences / D. Phil. (Accounting Sciences)