行政院於民國91年起試辦績效獎金制度，期能激勵員工士氣，建立一個注重績效及提昇為民服務品質的優質政府，復於民國92年起於行政院暨所屬各級行政機關全面實施績效獎金制度，於此終於確立了我政府實施績效管理的機制，正式開啟邁向績效管理的新里程。 本文除就文獻探究理論層面，作更深層的剖析外，並期透過學者專家所作之量化調查資料、部分研究論文所作之實證資料，及先進國家和民間企業實施的經驗，進行實務面的深入探討，期望達到以下研究目的： （一）釐清實施績效獎金制度之績效管理概念，並逐步檢視其立論依據。 （二）探討國外先進國家及我國民間企業所實施績效獎金制度之特色，以為我國借鏡。 （三）探討臺北市政府所屬區公所實施績效獎金制度之具體效益分析及運用，並就實證資料分析，俾提供相關缺失改善建言。 衡諸績效獎金制度實施迄今，不僅為行政機關注入了績效管理的精神，亦使得員工有了新的體認。而本研究更期盼能藉由相關發現及建議，提供政府施政參考，進而提昇公部門之競爭力及實施績效管理的能力。 關鍵詞：績效管理、績效待遇、績效獎金。 / In 2002 the Executive Yuan implemented a test run of the performance bonus system, hoping to encourage and inspire the morale of the staffs and to establish a governing body of excellent quality that focuses on performance efficiencies and on raising the quality of services provided for the people. In 2003 the performance bonus system was officially put into practice in the Executive Yuan and all the administrative authorities of different levels directly under the Executive Yuan, when a mechanism was finally established firmly in the implementation of performance managements in our government. The implementation of such system officially took the country a step further towards a new milestone on the road to performance managements. In this paper not only based on probing into the theoretical level of the academic literatures and made in-depth analysis but also the following research goals are expected to be reached through quantified survey information by scholars and professionals; physical evidences and data from part of the research thesis; and the experiences of implementation from advanced foreign countries and domestic corporate businesses, to make an in-depth discussion with a physical and realistic approach: 1. To make clear the concept of performance management in the performance bonus system and to make a step by step survey on the basis of the theories. 2. To discuss the special features of performance bonus systems implemented by advanced foreign countries and local corporate businesses as a reference and example for our own government organizations. 3. To discuss the concrete analysis and application of performance efficiencies on the implementation of performance bonus system in the district offices governed by Taipei City Government, and to provide comments and suggestions for improvements based on the analysis of physical data and evidences. Since the implementation of the performance bonus system until today, not only are the spirits of performance managements brought into the administrative authorities but the staffs also gained new understanding for the concept. This research hopes to provide references for the government policies through the related findings and suggestions and further improve the competitiveness amongst the governmental departments, and their abilities in the implementation of performance managements. Keywords: Performance Management, Performance Pay, Performance Bonus.

M. Tech. Business Administration / The aim of this research was to determine factors that contribute to improving performance of employees in the SAPS and those factors that hinder efficiency during performance appraisals. To achieve these objectives, the study used a qualitative approach to explore and obtain a complex and detailed understanding of factors that influence the performance management system (PMS) of the SAPS.

M. Tech. Labour Relations Management

South Africa is a signatory to the Rio Earth Summit Agenda 21 and the World Summit on Sustainable Development's, Johannesburg Plan of lmplernentation. These documents are the definitive guidelines towards sustainable development. As a local authority within South Africa, Ekurhuleni is therefore obliged to implement these sustainability principles as highlighted in Chapter 28 of Agenda 21, namely Local Agenda 21. Various tools are available to implement the Local Agenda 21 principles. The Municipal Systems Act, 32 of 2000, prescribes the compilation of an lntegrated Development Plan for all local authorities, part of this is a Performance Management System that measure performance in terms of specified indicators. Another management tool is the State of the Environment Report, which in turn identifies indicators in terms of which environmentally sustainable development can be measured. The Ekurhuleni Metropolitan Municipality's lntegrated Development Plan have been compared with the objectives set out in Agenda 21 and the Johannesburg Plan of lmplementation, to assess whether this document can be used as the Ekurhuleni Local Agenda 21 Strategy. It was found that the requirements for an lntegrated Development Plan are very similar to the requirements for a Local Agenda 21. The Ekurhuleni lntegrated Development Plan to a great extent complies with the Agenda 21 and Johannesburg Plan of lmplementation. In terms of sustainable development, the economic and social aspects, receive substantial attention, however the biophysical environmental aspect of sustainable development is not sufficiently integrated into all aspects of the lntegrated Development Plan. Neither are the target dates as specified in the Johannesburg Plan of Implementation highlighted in the lntegrated Development Plan. By integrating the biophysical environmental aspects into the Ekurhuleni lntegrated Development Plan and setting target dates in line with the Johannesburg Plan of lmplernentation great strides will be made towards achieving sustainable development. If the further step is taken to combine the sustainability indictors as identified in the state of the Environment Report with the Performance Management System, the Ekurhuleni lntegrated Development Plan with its Performance Management System, can be accepted as the Ekurhuleni Local Agenda 21 Strategy. / Thesis (M. Omgewingsbestuur)--North-West University, Potchefstroom Campus, 2004

<p>This study investigates the challenges facing the management of public enterprises in the Democratic of Congo. The study is based on the hypothesis that poor performance by state-owned enterprises in the Democratic Republic of the Congo has been influenced by inadequate management which has led to the dissatisfaction of citizens. Due to this problem increasing attention is being paid by the DRC Government to encouraging private sector involvement in services such as water and electricity. This study investigates the arguments for and against privatization, especially in the water and electricity sectors. In pursuing this debate the study explores the following main research question: To what extent will the DRC Reform Law aimed at transforming the commercialisation of public enterprises enhance the effectiveness of basic services such as water and electricity services in the DRC? A case study of the city of Bukavu in the eastern DRC is used to explore this question.</p>

<p>This study is a response to the dilemma of poor service delivery or the lack thereof. In this regard, this study posits the professionalisation of local government as part of the solution. The focus is on the administrative arm of local government, which is the major conduit for service delivery. Professionalisation of local government is a broader theme. For the present purposes, focus will be devoted to the competency component which entails attracting qualified personnel competent to discharge local government responsibilities. However, it is not limited to attracting already competent and professional staff. It also entails developing the skills of existing staff. This definition, in essence, relates to qualification through training, learning and specialisation.11 In essence, professionalisation of local government ensures that all employees act and behave in a professional way. In this regard, this study seeks to identify the competency standards set by the legislative framework and then explore the legal avenues for enforcing compliance, by the municipal administration, with such standards. This requires one to look at and answer the following questions: What constitutes municipal staff? / What is the content of the competency framework in question? / What are the enforcement mechanisms currently in place? / Whose role is it to enforce compliance with the competency framework? / Broadly speaking, enforcement can take two forms: hard enforcement and soft enforcement. The hard form of enforcement relates to giving incentives for compliance with the competency framework and dismissal for non-compliance. Softer enforcement, in turn, relates to correction and monitoring.</p>

<p>This study found that the performance appraisal process, in particular, is an instrument of the performance appraisal system that contributes tremendous value to planning and implementation. The research found that the performance appraisal process in the City of Cape Town can be improved through addressing the process and improving the approaches followed by the managers in daily appraisals, which can be done by following the complete process and including all the steps it involves, and by having a positive attitude towards the performance appraisal process. This mini&ndash / thesis also provides a set of conclusions and recommendations for the performance management and performance appraisal system, particularly regarding appraisal process enhancement. It is hoped that the lessons learned through this study will inform current practices and provide information for future research at local government level.</p>

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

South Africa is a signatory to the Rio Earth Summit Agenda 21 and the World Summit on Sustainable Development's, Johannesburg Plan of lmplernentation. These documents are the definitive guidelines towards sustainable development. As a local authority within South Africa, Ekurhuleni is therefore obliged to implement these sustainability principles as highlighted in Chapter 28 of Agenda 21, namely Local Agenda 21. Various tools are available to implement the Local Agenda 21 principles. The Municipal Systems Act, 32 of 2000, prescribes the compilation of an lntegrated Development Plan for all local authorities, part of this is a Performance Management System that measure performance in terms of specified indicators. Another management tool is the State of the Environment Report, which in turn identifies indicators in terms of which environmentally sustainable development can be measured. The Ekurhuleni Metropolitan Municipality's lntegrated Development Plan have been compared with the objectives set out in Agenda 21 and the Johannesburg Plan of lmplementation, to assess whether this document can be used as the Ekurhuleni Local Agenda 21 Strategy. It was found that the requirements for an lntegrated Development Plan are very similar to the requirements for a Local Agenda 21. The Ekurhuleni lntegrated Development Plan to a great extent complies with the Agenda 21 and Johannesburg Plan of lmplementation. In terms of sustainable development, the economic and social aspects, receive substantial attention, however the biophysical environmental aspect of sustainable development is not sufficiently integrated into all aspects of the lntegrated Development Plan. Neither are the target dates as specified in the Johannesburg Plan of Implementation highlighted in the lntegrated Development Plan. By integrating the biophysical environmental aspects into the Ekurhuleni lntegrated Development Plan and setting target dates in line with the Johannesburg Plan of lmplernentation great strides will be made towards achieving sustainable development. If the further step is taken to combine the sustainability indictors as identified in the state of the Environment Report with the Performance Management System, the Ekurhuleni lntegrated Development Plan with its Performance Management System, can be accepted as the Ekurhuleni Local Agenda 21 Strategy. / Thesis (M. Omgewingsbestuur)--North-West University, Potchefstroom Campus, 2004

INTRODUCTION The intention of this study was to formulate guidelines for the implementation of Performance Management System (PMS) regarding line managers (LM) and employees (E) in a level 2 public hospital in the North–West Province. From a preliminary evaluation it was evident that the implementation of performance management as outlined in the NWPG policy No. 13, was not effective. The results of the research was to provide baseline data of the current policy implementation by the line managers and employees; an indication of the ability of the PMS to reach its goal of improved performance between line managers and employees in the long term; and the barriers to the policy implementation discovered over the course of the study. RESEARCH QUESTIONS Based on the statement of the problem, the following research questions were asked: * How is PMS implemented from the perspective of line managers in a level 2 public hospital? * How is PMS implemented from the perspective of employees in a level 2 public hospital? * What guidelines can be formulated for line managers and employees regarding PMS? AIM AND OBJECTIVES OF THE STUDY The principal aim of this study was to formulate guidelines for implementation of PMS by line managers and employees. The objectives below of the research which are derived from the principal aim were: * To describe the implementation of the PMS from the perspective of line managers in a level 2 public hospital. * To describe the implementation of the PMS from the perspective of employees in a level 2 public hospital. * To formulate guidelines for line managers and employees regarding PMS? RESEARCH DESIGN A quantitative, explorative, descriptive, and contextual design was used in this study to reach the overarching aim and respective objectives. RESEARCH METHOD The researcher firstly conducted a literature review to understand implementation of PMS and related constructs. Thereafter the researcher used two similar structured questionnaires for both LM and E to collect data. The questionnaires were developed to measure the perceptions of both LM and E in the implementation of PMS in a level 2 public hospital. The questionnaires were based on the six steps (performance planning, developing performance criteria, performance monitoring, performance review and assessment, annual performance assessment and performance assessment outcomes) of the current PMS policy used in a level 2 public hospital. The study is based on transformational leadership whereby the line managers (LM) as nurse leaders with transformational characteristics are assumed to be empowering the employees (E) and creating enthusiasm for nursing practice. Minor adaptations were made to the questionnaires prior to administration to the nursing personnel in a level 2 public hospital in North West Province. An all inclusive sample was taken, representative of a larger population and this amounted to twenty four line managers (n=24) and fifty five employees (n=55) that participated in the study. RESULTS There were problems identified from both the line managers (LM) and employees (E) in performance planning, developing performance criteria, and monitoring performance, organizing and the process of performance review and assessment and lastly the annual performance assessment. The main two main findings are: * The effect size of all the questions indicates a practically visible and thus significant difference with regard to LM and E perceptions of the implementation of PMS. * There is statistical evidence of improper implementation of PMS from both groups regarding some of the performance implementation items. Based on the empirical evidence and the problems identified from the results, guidelines for the implementation of PMS were formulated. It is suggested that these be used and implemented to streamline the PMS in level 2 public hospitals. Keywords: Key result areas (KRAs), Generic assessment factors (GAFs), reward, work plan, Performance Agreement (PA), Performance Management System (PMS). / Thesis (M.Cur.)--North-West University, Potchefstroom Campus, 2012.