This research focuses on a contemporary Operations Performance Management System (OPMS) designed for a leading global automotive parts supplier. It synthesises an integrated and holistic OPMS to increase the effectiveness and efficiency of the automotive parts supplier to ultimately improve financial margin. The study is motivated by the need of an process-oriented automotive parts supplier to excel in regards to its operations management to ultimately secure a best-in-class cost basis in times of significant changes in the automotive industry. The research design is based on a qualitative single case-study and deploys semistructured interviews with the management of the case-study organisation. In addition, hundreds of documents were analysed to evidence the creation of the OPMS. Finally, participant observation was used to allow for triangulation and contextualisation of findings. The findings reveal a contemporary OPMS. It presents an intelligent and integrated steering logic from corporate level to single operational processes. It integrates performance measurement and management in acknowledgement of the specific needs to the case-study organisation. The overall aim of this thesis is to make a practical contribution to this area as achieved by the presented OPMS. This study extends the existing literature by contributing a customised, highlyintegrated OPMS for a process-oriented automotive parts supply industry. It embeds the ‘Target Costing Methodology’ as an example for a performance management tool into the OPMS. Furthermore, the study explores the impact of digitalisation on OPMS. This research has synthesised an OPMS that emphasises a shift towards intelligent performance measurement for achieving value in the chain, in areas such as procurement and manufacturing. This shift is strongly influenced by digital transformation, which is not yet holistically commanded by the case-study organisation. The research does shed light upon how to optimise resource utilisation based on increased operational focus and managerial accountability. This approach will lead to continual organisational learning as part of the ‘Plan-Do-Check-Action’ management process.

Although interest in Performance Measurement and Management Systems (PMMS) and their application in various organizations has grown substantially, they are mainly developed for larger companies, and practitioners find it challenging to implement these systems in Small and Medium-sized Enterprises (SMEs). SME characteristics such as limited budget, lack of experience and knowledge, and pace of change usually make it difficult for managers to adopt and use traditional PMMS. One of the solutions to the lack of applicability of PMMS in the SME context is provided by integrating traditional PMMS with Business Intelligence (BI) and Business Analytics (BA) tools and technologies. The main goal of this thesis is to design and evaluate a Performance Management System based on Business Intelligence (PMS-BI) artifact that contains frameworks, architectures, tools and guidelines to help SMEs evaluate their current Performance Management System (PMS), select the most suitable PMS-BI system components, and design their own PMS based on BI. This artifact also guides them throughout the year by providing tools to assess their PMS-BI and maintain it. For this thesis, I applied a Design Science Research (DSR) methodology to collect the relevant information needed in the design step, design and develop the artifact, and evaluate it. I used the case study approach in the design's information collection and artifact evaluation phases. The final artifact consists of an executive document that guides the SME managers to design their own PMS-BI and helps them have a perception of its efficiency. In the data collection phase, I systematically reviewed the relevant literature to understand best practices, then interviewed eleven participants from seven SMEs to find out the gaps and requirements regarding PMS in SMEs. These participants are directly responsible for the PMS in their organization. Then by combining this information, I extracted the PMS-BI features. In the creative process of system design, I used these features to develop the artifact. Then, I presented the results to the same participants in the form of an executive summary. Finally, I used a “usability questionnaire” to understand participants' opinions about the artifact and document their feedback. My research fills the gap in the application of DSR in the PMS artifact development. This thesis helps researchers understand the application of DSR in designing and developing PMS artifacts for SMEs. In addition, the final artifact can be used by SMEs to develop and apply their own PMS-BI.

In this dissertation research, I try to deepen the understanding of the logic and history behind science of science policy approaches and to substitute for this scientific evidence-based science policy model an evidence-critical and -informed model in which scientific and democratic claims are promoted simultaneously. Science of science policy, or what I call the scientizing science policy (SSP) discourse, is a strategic response of science policy community members to the following two socio-political developments: the government performance management reform movement and a new social contract of science. These two developments have motivated the science policy community to construct new science R&D management strategies that make science R&D investment more effective and economically beneficial than before. Former Presidential Science Advisor John Marburger played an important role in articulating an SSP approach at the federal level that opened up a political space for the larger SSP discourse to emerge and take hold. Other heterogeneous science policy community actors, including science agency managers and academic researchers, have also engaged and played major roles in shaping the premises, strategies, and directions that make up the SSP discourse by articulating their own approaches to SSP. The SSP discourse constitutes a series of strategies such as economizing and quantifying R&D investment decisions. In particular, to implement the ideas of performance reform and a new social contract of science in the field of science policy and management, the SSP community members have prioritized the development of data, models, and evidence related to federal R&D investment by funding studies on new scientific data, tools, and quantitative methods through the National Science Foundation (NSF) Science of Science and Innovation Policy (SciSIP) program. Interagency collaboration organized and supported by the Office of Science and Technology Policy (OSTP) is another key feature promoted by the SSP community. Through this research of the rise and development of the SSP discourse, I emphasize the following aspects that are relevant to both science policy practice and research community members. First, the SSP discourse demonstrates the influence of the performance reform movement on science, technology, and innovation policy and R&D management. Second, the SSP discourse has the strong potential to shift science policy makers' focus from planning and implementing to evaluating federal R&D programs. Third, the SSP discourse not only reflects, but also promotes the tendency of public policy makers, politicians, and the public to rely on scientific claims and evidence when they are engaged in discussions or policy decision making processes related to science and technology. Fourth, the SSP discourse alters the balance of authority and influence among science policy actors, including science agency managers, scientists, and executive branch offices in the decision making process on federal R&D priority and investment. Fifth, even though there are conflicts and disagreements among science policy community members on the visions and future of the NSF SciSIP program, the SSP discourse is valuable as a space in which heterogeneous science policy research and practice community members can interact, learn from each other, and collaborate to develop U.S. science, technology, and innovation policy. I conclude by proposing an evidence-critical and -informed science policy in which the SSP discourse contributes to promoting democratic values in the science policy decision process. In particular, the evidence-critical and -informed model focuses on not only using scientific data and evidence when making federal R&D decisions, but also on promoting the democratic and deliberative process in monitoring R&D activities' performance and social outcomes. In this model, I view the public as a legitimate stakeholder for evaluating federal R&D investment. This evidence-informed model can be implemented under the SSP discourse if the new R&D data, models, and tools developed by the NSF SciSIP-funded research are coupled with a new government performance website in which the public can access information about federal R&D activities as well as provide feedback about R&D investments to science policy makers. / Ph. D.

Higher education institutions (HEIs) are now adopting the management styles that are being practised in profit-making organisations in the private sector. The top management in HEIs embark on monitoring performance of all categories of their employees, including academic staff. This has become necessary in order to encourage and enhance quality in teaching and also to achieve increased research productivity. This means that the same principles involved in managing the private sector, such as introducing performance management systems, are now applied in the public sector. Empirical evidence from previous studies suggests that the introduction and implementation of performance management systems in academic institutions often result in tension between academic employees and management, thereby heightening the age-long debate on the necessity for academic freedom in institutions of higher learning globally. The present study evaluated the perception of academic staff members regarding the implementation of a performance management system in an open distance learning institution in South Africa. The study adopted a survey research design, using a quantitative research approach. The total sample of the study comprised of 492 academic staff members of the institution. A structured self-administered web-based questionnaire that was tested for high reliability and validity content was used to collect primary data from the respondents. The data were analysed using both descriptive and inferential (one-way sample t-test) statistics. The research findings indicate that academic staff members at the institution are satisfied with the performance management system implemented by management. The study further found that academics do not consider the resultant performance bonus from the implementation of the performance management system sufficiently motivating and that it should therefore be reviewed by management. Overall, the outcome of the present study was to a large extent inconsistent with the empirical evidence presented by previous studies. / Business Management / M. Com. (Business Management)

A Performance Management and Development System has become the main focus for many organisations in the Public Service. Organisations are always looking for strategies to effectively enhance the performance of their employees in order to improve the organisational performance. However, despite all these efforts the implementation of the System is still marred by many challenges and as a result it is perceived by many employees as ineffective and inefficient. The focus of this study is, therefore, to identify the different perceptions of employees regarding the System and to investigate the underlying factors influencing the employees’ perceptions regarding Performance Management and Development System at the Matlosana Service Point, DSDWCPD. A triangulation research approach encompassing qualitative and quantitative analysis was employed in this study. The primary data were obtained from a semi-structured questionnaire completed by 50 respondents. Secondary data were drawn from the departmental reports, business plans, performance agreements and other official documents from the North-West University library. The respondents for the questionnaire were sampled utilising the purposive sampling within the non-probability category of samples. The sample comprised social workers, social auxiliary workers, community development practitioners and human resource officers. The sample was purposively sampled due to the fact that the sample frame that was needed for this study included people who were aware of the Performance Management and Development System; were regarded as experienced in the subject matter and who could provide useful information. The data from the questionnaire were analysed by means of conceptual (thematic) analysis, every statement that was relevant to the research questions was created; and meanings were also attached to the categories. The findings of the study show that the employees perceive implementation of the Performance Management and Development System as not complying with the legislation. The implementation of the Performance Management and Development System is not effective and efficient in the Matlosana Service Point. The findings also revealed that the need for training in the System is undisputed as employees felt that the training that they received is not adequate and failed to address their needs. The respondents also felt that the assessments were not properly implemented hence they perceive the System as biased, unfair and subjective and also felt that the assessments were implemented just for compliance purposes. The findings of the study also highlighted the importance of effective communication and feedback in the entire process and in integrating the components of the Performance Management and Development System leading to poor supervision and monitoring of employees’ performance. All these factors revealed a correlation between the negative perceptions of the employees and the Performance Management and Development System in the Matlosana Service point. The study concludes by providing recommendations on a systematic training strategy for changing employees’ perceptions regarding the Performance Management and Development System in order to ensure a common understanding and consistent implementation of the Performance Management and Development System. / M Development and Management, North-West University, Potchefstroom Campus, 2015

Most companies are competing in the diverse global markets, and competitive advantage through human capital is becoming very important. Employee development for high productivity and the use of effective tools to measure their performance are therefore paramount. One such tool is the 360-degree performance appraisal system. The study on the effectiveness of the 360-degree performance appraisal was conducted on a selected steel organisation. The primary objective of the research study was to determine whether the current 360-degree performance evaluation system the organisation uses is effective or whether there is a need to explore other employee evaluation and feedback systems across the industry to identify the best practice. Constructs that were measured are the impact of 360-degree appraisal on the employee motivation and performance, job satisfaction, the organisation‟s performance, succession planning as well as training and development. The findings showed that the 360-degree appraisal system is effective in most of these areas. The findings will also assist management with a better understanding of where the process has failed and what gaps need to be filled. The results concluded that there is no need to explore other performance appraisal systems; however, as recommended, the identified deficiencies in the current evaluation process need to be addressed. / MBA, North-West University, Potchefstroom Campus, 2015

A Performance Management and Development System has become the main focus for many organisations in the Public Service. Organisations are always looking for strategies to effectively enhance the performance of their employees in order to improve the organisational performance. However, despite all these efforts the implementation of the System is still marred by many challenges and as a result it is perceived by many employees as ineffective and inefficient. The focus of this study is, therefore, to identify the different perceptions of employees regarding the System and to investigate the underlying factors influencing the employees’ perceptions regarding Performance Management and Development System at the Matlosana Service Point, DSDWCPD. A triangulation research approach encompassing qualitative and quantitative analysis was employed in this study. The primary data were obtained from a semi-structured questionnaire completed by 50 respondents. Secondary data were drawn from the departmental reports, business plans, performance agreements and other official documents from the North-West University library. The respondents for the questionnaire were sampled utilising the purposive sampling within the non-probability category of samples. The sample comprised social workers, social auxiliary workers, community development practitioners and human resource officers. The sample was purposively sampled due to the fact that the sample frame that was needed for this study included people who were aware of the Performance Management and Development System; were regarded as experienced in the subject matter and who could provide useful information. The data from the questionnaire were analysed by means of conceptual (thematic) analysis, every statement that was relevant to the research questions was created; and meanings were also attached to the categories. The findings of the study show that the employees perceive implementation of the Performance Management and Development System as not complying with the legislation. The implementation of the Performance Management and Development System is not effective and efficient in the Matlosana Service Point. The findings also revealed that the need for training in the System is undisputed as employees felt that the training that they received is not adequate and failed to address their needs. The respondents also felt that the assessments were not properly implemented hence they perceive the System as biased, unfair and subjective and also felt that the assessments were implemented just for compliance purposes. The findings of the study also highlighted the importance of effective communication and feedback in the entire process and in integrating the components of the Performance Management and Development System leading to poor supervision and monitoring of employees’ performance. All these factors revealed a correlation between the negative perceptions of the employees and the Performance Management and Development System in the Matlosana Service point. The study concludes by providing recommendations on a systematic training strategy for changing employees’ perceptions regarding the Performance Management and Development System in order to ensure a common understanding and consistent implementation of the Performance Management and Development System. / M Development and Management, North-West University, Potchefstroom Campus, 2015

Most companies are competing in the diverse global markets, and competitive advantage through human capital is becoming very important. Employee development for high productivity and the use of effective tools to measure their performance are therefore paramount. One such tool is the 360-degree performance appraisal system. The study on the effectiveness of the 360-degree performance appraisal was conducted on a selected steel organisation. The primary objective of the research study was to determine whether the current 360-degree performance evaluation system the organisation uses is effective or whether there is a need to explore other employee evaluation and feedback systems across the industry to identify the best practice. Constructs that were measured are the impact of 360-degree appraisal on the employee motivation and performance, job satisfaction, the organisation‟s performance, succession planning as well as training and development. The findings showed that the 360-degree appraisal system is effective in most of these areas. The findings will also assist management with a better understanding of where the process has failed and what gaps need to be filled. The results concluded that there is no need to explore other performance appraisal systems; however, as recommended, the identified deficiencies in the current evaluation process need to be addressed. / MBA, North-West University, Potchefstroom Campus, 2015

Recruitment consultants today are faced with considerable stress and challenges as a result of their work. They must cope effectively with these challenges in order to deliver effective job performance, which is crucial to an organisation’s survival. In this study the relationship between sense of coherence, self-efficacy and job performance amongst recruitment consultants was investigated. The Orientation to Life Questionnaire, Generalised Self-efficacy Scale and a job performance measure comprising key performance indicators were used. The study was conducted with 99 recruitment consultants at a national recruitment organisation in South Africa. While a theoretical relationship was determined, this was not supported by the empirical investigation. Relationships did, however, emerge for the comprehensibility component of sense of coherence to job performance total and for two of its dimensions (namely customer service and productivity). A regression model, comprising comprehensibility and meaningfulness, emerged as a significant predictor of total job performance. / Industrial and Organisational Psychology / M.Comm.(Industrial and Organisational Psychology)

An increasing number of reports indicate that managers are opposed to performance appraisal. It is important to understand why managers have favourable or unfavourable attitudes towards performance appraisal and it is necessary to investigate the causing factors of these attitudes. The aim of this research was therefore to gain a deeper understanding of the factors that influence managers’ attitudes towards performance appraisal. This study was conducted within the interpretive research paradigm and situated in a medium-sized organisation within the financial services industry. The sample was purposefully selected and the data were collected through in-depth interviews and naïve sketches. The data were analysed applying Tesch’s descriptive analysis method. The main findings indicated that managers who needed to conduct performance appraisals perceived and experienced performance appraisal as an uncomfortable and emotional process that might cause them to become defensive. Moreover, it was revealed that the managers experienced uncertainties about aspects of performance appraisal, such as the purpose of performance appraisal, what must be measured and frequency of performance appraisal. As a result of such uncertainties, managers might not always have the ability or readiness to conduct performance appraisals, especially when the performance appraisal contains negative performance feedback. Furthermore, the organisational context might put managers in an undesirable situation to distort performance ratings of employees in order to achieve organisational goals or the manager’s personal goals, which in turn influence the attitude of the manager. The findings of the study can assist organisations in influencing managers’ attitudes more positively and in enhancing the overall performance appraisal process. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)