This study investigates the constraints and success factors in the implementation of the third performance management system (PMS) for the Namibian public service from 2006 to 2014. It was purported to be implemented in 2006. However, various government publications reported that its implementation process was poor or slow. The study also made a contribution to the discussions regarding individual performance agreements by politicians. The review of the existing literature revealed that at the time of this study no academic research was conducted in the Namibian public service considering the PMS implementation process in totality. Furthermore, the conditions or factors of an effective policy and performance management system implementation which had been identified helped the researcher to decide on the focus of the study. Methodologically, the study uses an implementation research design which focused on process evaluation using the mixed method approach. During phase one, data was collected using a diagnostic tool to determine the status of the PMS implementation. The results of phase one guided the interviews conducted during phase two that provided an in-depth understanding of the phenomenon under investigation. A purposive sampling method was applied in selecting nineteen respondents who participated in this study. Documentary sources were used during all the phases of the study. The main findings of the study are: notable achievements in terms of the PMS design and its implementation, with four Offices, Ministries and Agencies (OMAs) and Regional Councils (RCs) being identified as most successful at the time of the study. Internal leadership commitment proved to be the main success factor. However, the PMS was not implemented fully because it did not meet the requirements of an effective one. The study recommends to establish the PMS unit in each OMA and RC, integrate the PMS with all aspects of human resources, simplify the PMS forms, formulate a PMS policy for Namibian politicians, apply the templates and implementation modalities of an individual performance agreement of political executives, formulate a social contract for the constituency councilors in the Government of the Republic of Namibia, and introduce a Constituency Development Budget (CDB) to support the implementation of the social contract. / Public Administration / D.P.A.

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)

Problem-solving ability is now the most sought-after trait in up-and-coming executives, according to a survey of 1 000 executives conducted by Caliper Associates, reported in the Wall Street Journal by Hal Lancaster (Hoenig, 2002:338). This trait would include the ability to solve human performance problems, something many people tend to steer clear of. According to Piskurich (2002:57-58) and Rothwell, Hohne and King (2000:67-71), the most common problem-solving tools that are used when solving human performance problems are brainstorming, cause-and-effect analysis, and the five why’s technique. Although techniques such as these have proven to be robust and useful, what is required to solve human performance problems is a logical and verifiable process that can establish a data point about which relevant information can be recognized and gathered, and against which the conclusion can be evaluated, to have confirmed knowledge of the root cause of the problems. Unfortunately, existing root cause analysis processes tend to focus on processes and systems, rather than on individual performance (Bowling, 2003). The main objective of this study was to develop a root cause analysis process that would uncover the root cause(s) of uncontrolled variation(s) in human performance and prevent the recurrence of events causing the variation. In addition to addressing individual human performance incidents, it is also necessary continually to manage people’s performance to detect and address any occurrences (or recurrences) of performance variations. Therefore, in addition to the main objective, the study also aimed to develop a Human Performance Management Model that incorporated the root cause analysis process as a problem-solving tool. Action research was used in this study, because of the cyclical iterative nature of this type of research, and because it is a rigorous, responsive and flexible process. The study consisted of three cycles. The end result was a structured root cause analysis process – the Human Performance Variation Analysis (HPVA) process – that enables the systematic collection of valid and reliable information, as is required to solve variation in human performance. The HPVA process is a three-part process that consists of 11 steps. The process is in turn a tool that forms part of a ten-step Human Performance Management Model. The study contributes to the body of knowledge on human performance management by presenting the following: • a systematic root cause analysis process that uncovers the root causes of human performance problems effectively and consistently and that controls these causes of problems in a way that prevents the problems from recurring; and • a Human Performance Management Model that will help to sustain the new, improved performance; prevent the same or similar performance problem(s) in other areas of the organisation; and ultimately, create an environment and culture of continuous human performance improvement. / Thesis (PhD)--University of Pretoria, 2009. / Human Resource Management / unrestricted

The thesis concentrates in analysis of enterprise management tools, that are known as Corporate Perfmormance Tools (hereinafter CPM) and its implementation. Tools from the market leaders will be analysed. Market research from Gartner Inc. will be used as a guide in defining the desired group. The main objective of this elaborate is putting together a set of recommendations of how to implement a CPM solution. Determine critical success factors. A particular target, that helps in defining the implementation phases is a comparison of tools from the CPM market leaders. The targets of the thesis will be reached by description of the theoretical concept and analysis of selected tools, comparison of tools portfolios of selected enterprises from the point of view of the concept complexity and comparison of the theoretical background, technical solution and degree of outer and inner integration. Desciption of the theoretical concept and CPM tools portfolio analysis serves as starting point for determination of correct implementation process. Recommended implementation process and identification of critical success factors are the contribution of the author to this topic. The elaborate is divided into theoretical and analytical parts. The theoretical part consists of introduction, data acquisition methodology and description of the CPM theoretical concept. The analytical part is divided into two main chapters - that is: Market analysis and Implementaion of CPM solutions. The thesis is finished by conclusions summary and suggestions for the topic development.

The purpose of this research was to explore employees’ experiences of performance management appraisals. There is an increasing need to ensure that performance appraisals realise performance improvement and professional development goals while safeguarding the dignity of employees. This study followed a qualitative research design and was conducted in a South African banking organisation with five participants at varying employment levels. Purposive, non-probability sampling was used to select the participants and a semi-structured interview was conducted with each participant. The interviews were transcribed and the data was analysed using the discourse analysis method in keeping with social constructivism. Various insights about the employees’ experiences of performance management appraisals can be drawn from the overall research findings, which are likely to benefit the field of industrial and organisational psychology and managers in various organisations in conducting more effective performance appraisals by ensuring that they are fair and ethical, and can facilitate professional growth. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

This study explored the improvement of individual performance outcomes within the administrative units of UNISA. The study aimed, in particular, to explore, analyse and interpret individual performance management practices. It should be noted that this study did not attempt to cover all the areas of effective and efficient performance management. The focus was to investigate the processes and approaches for continuously managing the improvement of individual performance outcomes, which could lead towards improved institutional performance. The main aim of the study was to investigate how the performance management system at the University of South Africa can be approved. The study adopted qualitative and quantitative research paradigms, thus a combination of inductive and deductive approaches, sampling and analyses, data collection and interpretations were used. However, the research design and methodology in this study primarily focused on a case study design and a mixedmethod approach to reach valid and reliable conclusions. The first part of the thesis focused on the analysis of literature and empirical documents relating to performance management approaches and the research design and methodology applied. The second part focused on the performance management practices at UNISA, the implementation of surveys/questionnaires, interviews and group-discussions. Lastly, ideas and themes were identified from the collected data that should answer the research questions. The study found that performance management should focus on the identification of an individual’s strengths and weaknesses in order to enable improved individual performance outcomes. Therefore, if managers want to manage individuals effectively and improve individual performance, all related factors, which include motivation, coaching and monitoring, as well as influencing positive behaviours by individuals, should form part of the effective performance management system. Far too often, managers neglect objectively analysing performance appraisals’ outcomes, and compromise by allocating undeserved percentage ratings, mainly to avoid possible conflict situations. The study’s findings provided valuable insights that could improve the performance management system at Unisa. - v - Some of the recommendations include: that effective performance management entails co-analysis, co-decision, co-design and co-evaluation, which could lead to the clear objective setting of targets for implementation by individuals; the implementation of quarterly appraisals; the implementation of ‘crowdsourcing’ or 360° evaluations; continuous self-development and training. This study’s outcomes could make a significant contribution to the body of existing literature in the discipline of Public Administration. More specifically, in respect of the survey/questionnaires within three prominent constructs, the triangulation and mixed-methods approach used for this study; and the case study model applied in the research of the University of South Africa, as an institution of higher education. / Public Administration and Management / D. Phil. (Public Administration)

Bakgrund: En av vår tids största omställningar är digitaliseringen. Den digitala innovationen har varit avgörande och öppnat möjligheter för kommunikation och samarbete hos företag runt om i världen. Virtuella team har kommit att blivit en stor del av dagens arbetssituation. Digitaliseringen har skapat större utmaningar för ledare att engagera och motivera medarbetare. För att främja varje individs begåvning, kreativa idéer, drivkraft samt prestationer finns det ett ramverk, kallat performance management som främjar denna typ av arbetskraft. En viktig aspekt av performance management anses även vara “lärande”. Så långt det är praktiskt möjligt bör lärande och arbete integreras. Syfte: Studiens syfte är att undersöka digitaliseringens påverkan på digitalt teamledarskap, arbete med performance management samt organisatoriskt lärande. Metod: Studien använder både kvalitativ och kvantitativ data men har främst ett kvalitativt fokus där en multipel fallstudie hos fyra företag gjorde det möjligt att uppnå syftet. I uppsatsen benämns dem som Företag A, B, C och D. Det genomfördes en triangulering som bestod av intervjuer med personer i ledande positioner, en enkätundersökning med medarbetare på samtliga företag samt insamling av dokumentation från företagen och deras hemsidor. Slutsats: I undersökningen har Företag A, B, C och D blivit exempel på hur digitaliseringens påverkan sett ut för olika företag och branscher vad gäller digitalt teamledarskap, arbete med performance management samt organisatoriskt lärande. Studien visar att digitaliseringen i stor utsträckning har påverkat det digitala teamledarskapet. Däremot var digitaliseringens påverkan vad gäller arbetet med performance management inte särskilt påtaglig då samtliga företag arbetar med digitala verktyg och system sedan innan. Vad gäller organisatoriskt lärande visar studien slutligen att digitaliseringen haft en inverkan på processen att bli en lärande organisation. / Background: One of the biggest changes of our time is digitalization. Digital innovation has been crucial and opened opportunities for communication and collaboration with companies around the world. Virtual teams have become a big part of today's work situation. Digitalization has created greater challenges for leaders to engage and motivate employees. To promote each individual's talent, creative ideas, driving force and performance, there is a framework, called performance management, that promotes this type of labor. An important aspect of performance management is also considered to be “learning”. As far as is practically possible, learning and work should be integrated. Purpose: The purpose of the study is to investigate the impact of digitalization on digital team leadership, performance management and organizational learning. Method: The study uses both qualitative and quantitative data but mainly has a qualitative focus where a multiple case study at four companies made it possible to achieve the purpose. In the thesis, they are referred to as Company A, B, C and D. There, a triangulation was carried out which consisted of interviews with people in leading positions, an employee survey at all companies was implemented and collection of documentation from the companies and their websites. Conclusion: In the survey, Company A, B, C and D have become examples of how the impact of digitalization looked for different companies and industries in terms of digital team leadership, work with performance management and organizational learning. The study showed that digitalization has greatly affected digital team leadership. On the other hand, the impact of digitalization in terms of work with performance management was not very significant as all companies have been working with digital tools and systems before. In terms of organizational learning, the study finally shows that digitalization has had an impact on the process of becoming a learning organization.

This study set out to study performance management implementation in the education sector in a province of Zimbabwe. The study argues that the implementation of performance management in schools has been done in a haphazard manner without serious consideration for the factors that impede successful implementation of change programmes. The study identified the human, financial, technological, information and structural issues that influenced the commitment to successful implementation. Other factors are the lack of material resources and other intangible resources such as organizational culture and deemed necessary for the successful implementation of practices such as performance management together with the intangible A literature search and empirical study were developed through focussed study on an international level, the international perspective on how performance management is implemented in selected geographical locations to establish what international practice is regarding performance management implementation was done. Qualitative approaches to data collection were involved in the study as focus groups and in-depth interviews with twenty-six respondents were done. Findings suggest that the implementation process is flawed and does not consider deeply the factors that are necessary for implementation of performance management. Implementer perception issues bar see performance management being implemented in ritualistic manner as a way of satisfying policy requirements without any improved out come from the process, There is widespread evidence that the performance information is used selectively in a manner that satisfies the needs of the employer and not for purposes of developing, training and remunerating employees. The study recommends high participation and commitment of implementing agents for the implementation process to succeed and the heavy investment in training of human capital, the availability of requisite resources and the building of high level hard skills and soft skills as necessary for the successful implementation performance management in schools. Remuneration plays a very important part in ensuring the promotion of the individual‟s goals in order to realise the organizations goals. The flow of information as communication and feedback from the lower reaches of the province‟s lower rungs ensure that the programme is well understood by implementers and at the same time the information is used to clarify theposition of the programme so that impediments may be minimised. Lastly, the study identified areas for further research which if carried out will improve the knowledge of how such programmes may be perfected in order to ensure a high degree of success with the implementation process. / PhD (Educational Management), North-West University, Potchefstroom Campus, 2014

This study set out to study performance management implementation in the education sector in a province of Zimbabwe. The study argues that the implementation of performance management in schools has been done in a haphazard manner without serious consideration for the factors that impede successful implementation of change programmes. The study identified the human, financial, technological, information and structural issues that influenced the commitment to successful implementation. Other factors are the lack of material resources and other intangible resources such as organizational culture and deemed necessary for the successful implementation of practices such as performance management together with the intangible A literature search and empirical study were developed through focussed study on an international level, the international perspective on how performance management is implemented in selected geographical locations to establish what international practice is regarding performance management implementation was done. Qualitative approaches to data collection were involved in the study as focus groups and in-depth interviews with twenty-six respondents were done. Findings suggest that the implementation process is flawed and does not consider deeply the factors that are necessary for implementation of performance management. Implementer perception issues bar see performance management being implemented in ritualistic manner as a way of satisfying policy requirements without any improved out come from the process, There is widespread evidence that the performance information is used selectively in a manner that satisfies the needs of the employer and not for purposes of developing, training and remunerating employees. The study recommends high participation and commitment of implementing agents for the implementation process to succeed and the heavy investment in training of human capital, the availability of requisite resources and the building of high level hard skills and soft skills as necessary for the successful implementation performance management in schools. Remuneration plays a very important part in ensuring the promotion of the individual‟s goals in order to realise the organizations goals. The flow of information as communication and feedback from the lower reaches of the province‟s lower rungs ensure that the programme is well understood by implementers and at the same time the information is used to clarify theposition of the programme so that impediments may be minimised. Lastly, the study identified areas for further research which if carried out will improve the knowledge of how such programmes may be perfected in order to ensure a high degree of success with the implementation process. / PhD (Educational Management), North-West University, Potchefstroom Campus, 2014

This study deals with the employee fairness perceptions of their performance management system in a South African organisation. The concept of justice, with particular reference to procedural, distributive and interactional justice, is used as a guide in assessing employee perceptions of fairness of the organisations’ performance management system. A qualitative approach was used to gain an in-depth understanding of employee perceptions of fairness based on their personal experiences of the organisation’s performance management system. Data was obtained through extensive semi structured interviews with 20 employees who had been with the organisation and participated in the performance management system for 5 or more years. All interviews were transcribed and assessed using a thematic analysis. The overall findings show that there are negative fairness perceptions of the performance management system as assessed according to the three organisational justice factors of procedural, distributive and interactional justice. / Industrial and Organisational Psychology) / M.A. (Industrial and Organisational Psychology)