Thesis (MPA)--University of Stellenbosch, 2006. / ENGLISH ABSTRACT: Thc purpose of this research was to design a model for the delegation of roles and responsibilities within a performance management system (PMS) that will assist Oudtshoom Municipality in the implementation ofPMS. The motivation for the study was the fact that performance management is a relatively new legislative requirement for local government in South Africa. Local government authorities are currently experiencing many problems in the delivering of services to their respective communities, and this makes performance management a contemporary issue. The objectives of this research project are to o Explain what PMS is; o Explain how I'MS fits into the legislative framework in local government in South Africa; o Explain the importance of defining roles and responsibilities in a PMS; o Design a model for the delegation of roles and responsibilites within a PMS for Oudtshoorn Municipality; o Make recommendations for the successful implementation of PMS at Oudtshoorn Municipality. The research design that was used in this study was a combination of a model-building design and a case study design. The study was qualitative in nature and was a combination of non-empirical and empirical studies. Semi-structured interviews were held with a selected group of individuals who are key role-players in I'MS at Oudtshoorn Municipality. Some of the aims of the interviews were to establish the respondents understanding of PMS, and roles and responsibilities. The same respondents were given a table of different roles and responsibilities, to determine whether they knew what the different roles and responsibilities are of the different stakeholders in the PMS. The data analysis showed that the stakeholders (participants in the research) within the PMS at Oudtshoorn Municipality could not assign roles and responsibilities correctly. In order for PMS to be implemented successfully at Oudtshoorn Municipality, stakeholders in the PMS need to know exactly what is expected of them. It is not only from an organisational point of view that roles and responsibilities are important, but it is also a legislative requirement that roles and responsibilities need to be clarified before implementing a PMS. This problem created the need to design a model for the delegation of roles and responsibilities within a PMS that will assist Oudtshoorn Municipality in the implementation of PMS. The model is presented and an explanation of the model is given to understand how to use the model. Since Oudtshoorn Municipality is in the process of developing a PMS, a few recommendations are made to assist the municipality in the implementation of PMS. / AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing was om 'n model te ontwikkel vir die delegering van rolle en verantwoordelikhede binne 'n prestasie besluurstelsel, wat Oudtshoom Munisipaliteit kan help met die implementering van 'n prestasie bestuurstelsel. Die motivering vir die studie was die lcit dat prestasie bestuur 'n relatiewe nuwe wetlike vereiste vir plaaslike regering in Suid-Afrika is. Plaaslike regerings owerhede ondervind tans baie probleme met dienslewering aan hulle onderskeie gemeenskappe en dit maak prestasie bestuur 'n kontemporere saak. Die doel van hierdie navorsingsprojek is om, o Te beskryfwat 'n prestasie bestuurstelsel is; o Te beskryf hoe 'n prestasie bestuurstelsel inpas in die wetlike raamwerk van plaaslike regering in Suid-Atrika; o Te beskryf die belangrikheid om rolle en verantwoordelikhede binne 'n prestasie bestuurstelsel te definieer; o Om 'n model vir die delegering van rolle en verantwoordelikhede binne 'n prestasie bestuurstelsel vir Oudtshoorn Munisipaliteit te ontwikkel; en o Aanbevelings te maak vir die suksesvolle implementering van 'n prestasie bestuurstelsel by Oudtshoorn Munisipaliteit. Die navorsingsontwerp wat gebruik was in hierdie studie was 'n kombinasie van modelbou ontwerp en 'n gevallestudie ontwerp. Die studie was kwalitatief van aard en was 'n kombinasie van nie-empiriese en empiriese studies. Semi-gestruktureerde onderhoude was gevoer met 'n geselekteerde groep individue wat sleutel rolspelers is, in prestasie bestuur, by Oudtshoom Munisipaliteit. Sommige van die mikpunte van die onderhoude was om vas te stel die respondente se verstaan van prestasie bestuurstelsels en rolle en verantwoordelikhede. Dieselfde respondente het ook 'n tabel voltooi wat verskillende rolle en verantwoordelikhede van die onderskeie rolspelers binne 'n prestasie bestuurstelsel aandui. Die data analise hel getoon dat rolspelers (deelnemers in die navorsing) binne die prestasie bestuurstelsel by Oudtshoom Munisipaliteit nie rolle en verantwoordelikhede korrek kon toeken nie. Om 'n prestasie bestuurstelsel suksesvol by Oudtshoom Munisipaliteit te implementeer, is dit belangrik dat elke rolspeler presies sal weet wat van homlhaar verwag word. Dit is nie net vanuit 'n organisatoriese oogpunt belangrik dal rolle en verantwoordelikhede gedefinieer moet word nie, maar wetgewing vereis ook dat rolle en verantwoordelikhede duidelik moet wees voordat 'n prestasie bestuurstelsel geimplementeer word. Die probleem wat hier ontstaan het, het die geleentheid geskep om 'n model te ontwikkel vir die delegering van rolle en verantwoordelikhede binne 'n prestasie bestuurstelsel wat Oudtshoom Munisipaliteit kan help met die implementering van 'n prestasie bestuurstelsel. Die model, met 'n verduideliking hoc om die model te verstaan, word ook voorgestel. Oudtshoorn Munisipaliteit is tans besig om 'n prestasie bestuurstelsel te ontwikkel. Aanbevelings word gemaak om die munisipaliteit te help met die implementering van 'n prestasie besluurstelsel.

Thesis (MA (School of Public Management and Planning))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: South Africa is a developing country and is experiencing all the problems, challenges and opportunities associated with that situation, one of which is a very definite shortage of relevant and appropriate human resource, technical and managerial skills. This is having a negative effect in many areas, including in the public sector. Public sector organisations are faced with another dilemma arising from the shortage of skilled employees. The issues relating to service delivery which have led to violent protests in communities around the country at the time of writing (August 2009) have been in part been exacerbated by the ever-increasing lack of managers and other personnel. There is also the problem of experienced personnel who have accepted more senior positions in their organisations or have accepted positions in other organisations, being replaced with qualified, but inexperienced staff. A third problem which occurs is when new, but inexperienced personnel are appointed in an organisation. It is necessary, in all instances, to develop the skills within the organisation through a mixture of formal and informal approaches to ensure that the people-related short-, medium- and long-term goals of the organisation are addressed. One of the interventions which can be utilised to deal with the lack of administrative, technical and managerial skills in the public sector in South Africa is coaching. A literature review is presented which covers a historical and conceptual overview of coaching and an in-depth review of a variety of coaching models and their application. There is also a literature review of the public sector in South Africa, the history and the key legislation and policy documents setting out the human resource approaches and strategies to to Copyright © 2009 Stellenbosch University All rights reserved 3 establish a link between the problems, challenges and opportunities in the public sector and coaching as an intervention to improve individual performance. A model for coaching which can be utilised in the public sector has been constructed utilising the latest concepts and theories. This model has been reviewed and evaluated by subject matter experts to assess its relevance and appropriateness as a suitable intervention to deal with people-related issues in the public sector in South Africa. / AFRIKAANSE OPSOMMING: Suid Afrika is ʼn ontwikkelende land en ondervind al die probleme, uitdagings en geleenthede wat met daardie situasie verband hou, een waarvan die baie definitiewe tekort aan relevante en geskikte menslike hulpbron-, tegniese- en bestuursvaardighede. Dit het ʼn negatiewe effek in baie areas, insluitend in die openbare sektor. Openbare sektor organisasies staar ʼn ander dilemma in die gesig wat uit die tekort aan bekwame werknemers voortspruit. Die geskilpunte rondom dienslewering wat tot die geweldadige protesaksies in baie gemeenskappe (Augustus 2009) is gedeeltelik vererger deur die toenemende tekort aan bestuurders en ander personeel. Daar is ook die probleem van ervare personeel wat meer senior posisies in hul organisasies aanvaar het of posisies in ander organisasies aanvaar het en wat deur gekwalifiseerde, maar onervare personeel vervang word. ʼn Derde probleem wat voorkom is wanneer nuwe, maar onervare personeel in ʼn organisasie aangestel word. Dit is nodig, in alle gevalle, om die vaardighede binne ʼn organisasie te ontwikkel, deur ʼn mengsel van formele en informele benaderings, om te verseker dat die mensverwante kort-, medium- en langtermyn doelwitte van die organisasie geadreseer word. Een van die intervensies wat gebruik kan word om aandag aan die tekort aan administratiewe, tegniese en bestuursvaardighede in die openbare sektor in die Suid Afrikaanse te gee is “coaching” (dit is interessant dat daar nog geen geskikte Afrikaanse woord vir “coaching” na vore gekom het). ʼn Literatuuroorsig word aangebied wat ʼn historiese en konseptuele oorsig van “coaching” dek en ʼn indiepte oorsig van ʼn verskeidenheid van “coaching”-modelle en hul aanwending. Daar is ook ʼn literatuuroorsig van die openbare sektor in Suid Afrika, die geskiedenis en die belangrikste Copyright © 2009 Stellenbosch University All rights reserved 5 wetgewing wat die benaderings oor menslike hulpbronne en die strategieë om skakel tussen die probleme, uitdagings en geleenthede in die openbare sektor en “coaching” as ʼn intervensie om indiwiduele prestasie te verbeter. ʼn Model vir “coaching” wat in die openbare sektor kan gebruik kan word is uit die jongste konsepte en teorieë saamgestel. Hierdie model was deur onderwerpdeskundiges nagegaan en geëvalueer om die relevansie en geskiktheid daarvan as ʼn intervensie om mensverwante-geskilpunte te hanteer in die openbare sektor in Suid Afrika.

Thesis (MA (Public and Development Management))--University of Stellenbosch, 2006. / Since the vogue of the New Public Management, public sector organisations pursue solutions to analyse, measure, plan, and manage performance in order to meet the objective of outcomes-based governance. Performance management is a complex and intensive undertaking that emphasise the value of electronic support to establish and sustain performance standards within modern public organisations. Software based on performance management models, such as the balanced scorecard, is globally used to provide a balanced analysis across the scope of an organisation’s functions and processes. The study explores and provides viable options for utilising performance management with electronic support in a public sector organisation. The Microsoft Business Scorecards Accelerator is applied to compare theoretically the software results with current organisational outputs established without electronic aid. The research provides a summary of the benefits and weaknesses. It also emphasises the advantages of an electronic system over a manual performance management system to reduce errors and benefit business performance in both public and private sector organisations.

Thesis (MPA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Overberg District Municipality is required by law to develop and implement a organisational performance management system. This requirement by law is in recognition of the need for government to take real steps to ensure that municipalities effectively deliver on their constitutional mandate. The transformation of local government ushered in a pertinent focus on developing and implementing performance management systems. The researcher experienced that municipalities are at this stage primarily focusing on developing systems for organisational performance management, resulting in minimum attention to individual performance management. The purpose of this research is to develop an individual performance management instrument, integrating the strategic objectives as identified in the Integrated Development Plan of the Overberg District Municipality with the objectives of the individual. The proposed instrument should enhance integrated human resource management and be commensurate with applicable labour legislation. A literature review of performance management and related human resource management practices was conducted in order to gain better insight into the topic. Further to this, legislation and policy documents were analysed with specific reference to performance management. After gathering the information through the literature review, a proposed individual performance management instrument was developed and submitted to subject matter experts for their input. The research is concluded with a presentation of recommendations for implementation at Overberg District Municipality. / AFRIKAANSE OPSOMMING: Die Overberg Distriksmunisipaliteit moet volgens wet 'n organisatoriese prestasiebestuurstelsel ontwikkel en implementeer. Hierdie wetlike vereiste erken die vereiste dat die regering doelgerigte stappe moet doen om te verseker dat munisipaliteite hul grondwetlike mandaat doeltreffend uitvoer. Die transformasie van plaaslike regering het 'n besliste fokus op die ontwikkeling en implementering van prestasiebestuurstelsels meegebring. Die navorser het ondervind dat munisipaliteite op hierdie stadium hoofsaaklik op die ontwikkeling van stelsels vir organisatoriese prestasiebestuur ingestel is, en dus die minimum aandag aan individuele prestasiebestuur gee. Die oogmerk van hierdie navorsing is om 'n individuele prestasiebestuursinstrument te ontwikkel, en daardeur die strategiese doelwitte wat in die Geintegreerde Ontwikkelingsplan van die Overberg Distriksmunisipaliteit geidentifiseer is, met die individu se doelwitte te integreer. Die voorgestelde instrument moet geintegreerde menslikehulpbronbestuur versterk en in ooreenstemming met toepaslike arbeidswetgewing wees. 'n Literatuuroorsig van prestasiebestuur en verwante menslike hulpbronbestuurspraktyke is gedoen ten einde 'n beter begrip van die onderwerp te kry. Verder is wetgewing en beleidsdokumente ontleed met spesifieke verwysing na prestasiebestuur. Nadat die inligting by wyse van die literatuuroorsig versamel is, is 'n voorgestelde individuele prestasiebestuursinstrument ontwikkel en aan kundiges op hierdie gebied voorgelê vir hulle insette. Die navorsing is afgesluit met aanbevelings vir implementering by die Overberg Distriksmunisipaliteit.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: This study proves that South African organisations, listed in "Best Organisation to Work For", correlates to high-energy organisations. By implication, these South African leaders acknowledge and implement best practice in their organisations. Three case studies, Absa, SAB and Edcon, listed in "Best Organisation to Work For", were considered in determining whether they meet the characteristics of high-energy organisations. Having determined the correlation, the study meets the objectives set. One objective includes determining any "gap" between high-energy organisations from previous research and South African organisations listed "Best Organisation to Work For". The other objective, namely determining whether the present leadership behaviour of the leaders in the South African case studies considered, correlate to the required behaviour of leaders facilitating a high-energy organisation. As mentioned previously, the study correlates to high-energy organisations. Specifically, leaders are committed to the strategy of developing their intangible assets, namely people. The resulting benefits include an efficient organisation, satisfying the needs of employees, customers and stakeholders. This in turn facilitates delivering the right quantity at the right time, while creating a competitive organisation regarding "Best Organisation to Work for". From the above, it is of cardinal importance that a leader possesses and utilise certain behaviours so as to facilitate a high-energy organisation. This will give an organisation its sustainable competitive advantage. / AFRIKAANSE OPSOMMING: Hierdie ondersoek bewys dat Suid Afrikaanse organisasies wat gelys is in die "Best Organisation to Work For" saamgaan met hoë-energie organisasies. Sy implikasie erken hierdie Suid Afrikaanse leiers "beste praktyke" en implementeer hulle dit dan ook in hulle organisasies. Drie organisasies gelys in "Best Organisation to Work For", naamlik Absa, SAB en Edcon was oorweeg om te bepaal of hulle die eienskappe beskik van hoë energie organisasies. Met die bepaling van die korrelasie is daar vasgestel dat die studie aan die doelwitte beantwoord. Een doelwit behels die bepaling van die "gaping" tussen hoë energie organisasies vanuit vorige navorsing en Suid Afrikaanse orginisasies wat gelys was as "Best Organisation to Work For". Die ander doelwit, naamlik, om te bepaal of die huidige leierskap gedrag van die leiers in die Suid Afrikaanse gevalle studies met die vereiste gedrag in hoë energie situasies korrelleer. Soos voorheen genoem, korrolleer die ondersoek met hoë energie orginisasies kenmerkend van hierdie leiers dat hulle verbind is tot 'n strategie vir die ontwikkeling van hul ontasbare bates, naamlik mense. Die gevolglike voordele sluit in 'n doeltreffende organisasie, bevrediging van personeel, kliente en belanghebbers se behoeftes. Hierdie fasiliteer die lewering van die regte hoeveelheid op die regte tyd moontlik, terwyl dit 'n kompeterende orginisasie skep met betrekking tot "Best Organisation to Work For". Vanuit boegenoemde, is dit duidelik dat dit van kardinale belang is dat 'n leier oor spesefieke eienskappe beskik en dit gebruik om daardeur 'n hoë energie organisasies moontlik te maak. Hierdie sal 'n organisasie 'n houbare kompeterende voordeel gee.

Bakgrund: Ekonomistyrning inkluderar alla verktyg, system, regler, praxis, värderingar och övriga aktiviteter som chefer använder för att försäkra sig om att de anställdas beteenden och beslut är förenliga med organisationens mål och strategier. En typ av styrsystem som har använts länge är målstyrning, där mål används som ett medel för att förbättra prestationen. Målstyrning kan användas på alla nivåer i en organisation, en viktig nivå är första linjens chefer eftersom de är en kritisk länk mellan högre chefer och de anställda. Trots detta är det relativt okänt hur första linjens chefer uppfattar målstyrning som styrmedel. Syfte: Syftet med vår studie är att beskriva och förklara relationen mellan första linjens chefers uppfattning av målstyrning och deras prestation. Avsikten är även att skapa en modell som visar parametrar som påverkar första linjens chefers uppfattning av målstyrningen. Tillvägagångssätt: Denna studie har genomförts genom en fallstudie av ett enda fall. Som empiriinsamlingsmetod har halvstrukturerade intervjuer genomförts med femton första linjens chefer inom inköp på Saab AB. Resultat: Denna studie har visat att det är viktigt för första linjens chefers uppfattning av målstyrningen att följande fyra faser finns med i målstyrningsprocessen: målformulering, handlingsplaner, regelbunden översyn samt prestationsbedömning. Inom dessa faser har även tio viktiga parametrar som påverkar linjechefernas uppfattning av målstyrningen identifierats: delaktig i stor utsträckning i målformuleringen, SMART:a mål, lagom många mål, högt målengagemang, att planer finns, tillräckligt med löpande feedback, lärandefeedback i någon utsträckning, att en årlig utvärdering finns, att hänsyn tas till feedbacken vid den årliga utvärderingen till nästa år samt att det finns konsekvenser av att nå målen respektive inte nå målen. I studien har även konstaterats att det finns ett positivt samband mellan första linjens chefers uppfattning av målstyrningen och deras måluppfyllelse. / Background: Management control includes all the tools, systems, rules, practices, values, and other activities that managers use to ensure that the employees' behavior and decisions are consistent with organizational goals and strategies. A type of control system that has been used during a long time is performance management, where goals are used as a means to improve performance. Performance management can be used at all levels of an organization; an important organizational level is that of the first-line managers as they are a critical link between senior managers and employees. Nevertheless, it is relatively unknown how first-line managers perceive performance management as a management tool. Aim: The aim of our study is to describe and explain the relationship between first-line managers' perception of performance management and their goal achievement. The aim is also to create a model that shows the parameters that influence the first line managers' perceptions of performance management. Completion: This study has been carried out through a single case study. Data has been collected through semi-structured interviews that were conducted with fifteen first-line managers in the purchasing department at Saab AB. Conclusions and results: This study has shown that it is important for first-line managers' perceptions of performance management to have the following four phases included in the performance management process: goal setting, action plans, regular reviews and performance appraisal. Within these phases ten key parameters that influence line managers' perceptions of performance management were also identified: involved extensively in formulating goals, SMART goals, a suitable number of goals, high goal commitment, existence of plans, sufficient regular feedback, inclusion of learning feedback to some extent, existence of a yearly performance evaluation, taking feedback from the yearly performance evaluation into account to next year’s performance management process and existence of consequences of achieving or not achieving the goals. The study also found that there is a positive correlation between first-line managers' perception of performance management and their goal achievement.

The dawn of democracy and adoption of the new constitution heralded in a new political dispensation for South Africa. These development set local government in a new path as various pieces of legislations and policies were passed to transform local government from fragmented and racially – based municipalities into democratic and non – racial entities. Transformation did not end on amalgamation of racial municipal entities and change to racial composition of the administration staff but has to transcend beyond to ensure accountability, transparency, responsive and participation of communities in the affairs of local government to promote good governance. The Sedibeng District Municipality (SDM) established various structures, systems and processes intend on promoting transformation. However, its process of transformation is limited only to the structure and composition of the administration. Little was done to transform the reigning culture which has its roots in the apartheid past, despite the existence of policies including the White Paper on the Transforming Public Service Delivery (Batho Pele). Accordingly, the existence of new structures, systems and processes failed to curb corruption in the ranks of Sedibeng District Municipality. Currently, a number of staff members are facing various charges of fraud and corruption. The Auditor – General have found that millions of rands have spent without proper procedure being followed. The state of affairs give indications that existing structures, systems and processes are not solid enough to curb corruption. Furthermore, the situation is accentuated by the municipality’s failure to involve communities in the affairs of the local government. Communities are only used to rubber – stamp processes and programmes that are imposed by the municipality. This renders communities and community organisations useless and ineffective in holding the councillors accountable. Against the background of the problem statement, the hypotheses of the study were formulated as follows: * There is a non – compliance of municipal regulations required for transformation and good governance at Sedibeng District Municipality. * The leadership of the municipality does not possess adequate knowledge and the political will to monitor and ensure consistent adherence to regulations as required by law to promote transformation and good governance. The study utilized both qualitative and quantitative research methods. The study involved a number of techniques to gather information which includes literature study and empirical research. The findings of the study prove that there is a high level non – compliance of municipal regulations required to promote good governance at Sedibeng District Municipality. The responses of senior management also prove that there is a clear lack of leadership in the Sedibeng District Municipality. The study offers significant recommendations to improve the situation. The intend of the study was to explore and open avenue for further research in the field of change management (transformation of behaviour and culture), impact of cadre deployment in municipal performance and idea of public participation and involvement in the affairs of local government. / M Development and Management (Public Management and Governance), North-West University, Vaal Triangle Campus, 2014

Performance management, which is a core element of the New Public Management (NPM), has maintained its significance both in academic and practical perspectives for many scholars and governments, although enthusiasm for the NPM has waned since the late 1990s. There have been debates on the universality of the NPM, and the divergence argument regards the practices and trajectories of specific reforms as being shaped by the different characteristics of politico-administrative and cultural systems. Through the comparative study of performance management based on the case studies in the UK and South Korea, this thesis demonstrates that the processes of a NPM-type reform can be similar in spite of differences of politico-administrative and cultural characteristics. It examines performance management systems in the two countries in terms of the speed and nature of reform, resistance to reform, use of performance information and importance as a control mechanism. The comparison is also useful for lesson-drawing for the improvement of current systems. This research has been conducted by undertaking a wide literature review, including journal articles and government papers, and by conducting semi-structured interviews. To undertake analysis and comparison of performance management systems, the thesis looks at the Public Service Agreements (PSAs) in the UK and the Government Performance Evaluation (GPE), Financial Performance Management System (FPMS) and Performance Agreements in Korea. Case studies have been carried out with the Department of Health in the UK and the Ministry of Government Administration and Home Affairs in Korea. The PSA system has problems generated by excessive central control and lack of participation of professionals and front-line staff. In Korea all three performance management systems are based on evaluation. Departments used evaluation as a tool of exercising control, which resulted in duplication of evaluation and excessive bureaucracy. Focus on the process-oriented evaluation has undermined the value of the systems for improving public services. Whilst the two countries display differences in the fundamental approach to performance management, there are similarities in the detailed practices and trajectories in the operation of the systems. The reason for these similarities may be attributed to the strong leadership of top politicians in both countries.

Organizations have had difficulty managing the performance of their knowledge work teams. Many of these troubles have been linked to antiquated or inadequate performance management systems along with a scarcity of empirical research on this important human resource initiative. These problems are magnified when managing the performance of research and development teams because greater ambiguity and uncertainty exists in these environments, while projects are unique and continually evolving. In addition, performance management in R&D has only recently been accepted as important while individuals in these settings are often resistant to teams. This study represented the first step in the process of understanding relationships between performance management practices and perceptions of performance in R&D work teams. Participants were 132 R&D team leaders representing 20 organizations that agreed to complete a survey via the Internet. The survey instrument was designed to examine the relationships between performance measurement, feedback, and reward processes utilized by teams in relation to measures of customer satisfaction, psychological and team effectiveness, and resource utilization and development. The most important level of performance measurement occurred at the business unit level followed next by the individual level while team level measurement was unrelated to team performance. A simple measurement system with three to seven performance measures focused on objective results, outcomes, and customer satisfaction appeared ideal. Team participation in the performance management process, most notably the process of setting performance measures, goals, and objectives was also important. The use of multiple raters, frequent performance appraisals, and frequent feedback were identified as meaningful. Specific types of rewards were unrelated to performance although some evidence suggested that business unit rewards were superior to team and individual rewards. It was speculated that R&D teams function more like working groups rather than real teams. The focus in R&D seems to be on business unit projects, products, or designs where the aggregate of individual and team contributions determine larger project outcomes.

M.Ing. (Engineering Management) / Construction project success is the number one goal for every client, stakeholders and for project team members who are involved with construction projects. However, construction projects often exceed the stipulated budget, are completed beyond the scheduled period and are not even to the required quality. Despite its poor record, the construction industry contributes a lot to the country’s economy and as such, it should be ensured that it performs better than it has currently. Besides the technical issues/factors which are a norm for influencing construction project performance, recent studies have shown that other factors relating to people and how they interact in teams may in fact have a significant influence on project performance. Consequently, culture and cultural differences seem to be one of the important issues that need to be dealt with and managed properly if projects are to be successful; given the nature of contracting, where joint ventures and partnerships seem to be prevalent (Kivrak et.al, 2009). Therefore, the purpose of this research was to investigate the impact of cultural differences on construction project performance. Because culture is seen as a ‘soft’ issue, it makes it hard to be measured empirically (Ankrah, 2007), and therefore requires to be assessed through the perceptions of the individuals who operate within that particular culture (Palmer, Cooper and Burns, 2010). Five dimensions of culture, namely: age, gender, race/ethnicity, educational background and organisational culture background were investigated and chosen to be measured against the three traditional project outcomes, namely: time, cost and quality, while taking into account safety and productivity. A questionnaire was issued to 310 participants drawn from construction projects across South Africa, and 109 responses were received, giving a response rate of 35.16%. The study reviewed that the construction industry’s performance is poor and it can also be attributed to differences in individuals’ cultural background because culture affects one’s mind in terms of behaviour and decision making. Findings from the study showed that a relationship existed between culture and project performance, and that cultural differences had an impact on construction project performance.