Thesis (M.Ed. (Education Management)--North-West University, Potchefstroom Campus, 2008.

Pharmacists experience high levels of stress at work, especially from factors intrinsic to their jobs and management roles. In South Africa, the public sector is confronted with situational difficulties such as a shortage of staff and poor working conditions Accordingly, a comparative survey was conducted using a self–constructed questionnaire to obtain individual responses from the pharmacists in the public, as well as the private sector. The focus population was the pharmacists in the public, as well as the private hospitals in the North–West Province. The public sector consists of 30 hospitals and the private sector of 20. By using the convenient sampling method, 100 samples were taken. The questionnaire measured six factors of job satisfaction, namely: job design, salary/remuneration satisfaction, performance management, working arrangements, organisational climate, and professional development. The questionnaire was distributed to 100 pharmacists in total, and a response rate of 66% was obtained. The only medium practical significance shown in the results was between the averages of the private sector (2.89) in contrast with the public sector (3.38). This indicates that the public sector demonstrates less satisfaction with their performance management than the private sector. The data also indicated that the public sector pharmacists are less satisfied with job design, performance of management, professional development, and their working arrangements. The private sector showed only a small difference in the means, when compared to the public sector. It is clear that both sectors illustrate a moderate level of job satisfaction. Recommendations, therefore, included the revisiting of the job design by increasing job rotation and task identity. The need for self–actualization has to be acknowledged and the opportunity for promotion needs to be provided. The link between the actual activity and the bonus, with regards to performance management, has to be re–established, and there has to be transparency throughout. Decision–making control is extremely important and seeing that 82% of the pharmacists were female, the employer can consider accommodating family responsibilities, compressed working weeks, flexible working hours, job sharing, and part–time work. Professional development is also very important within any company and it is vital that the employer deposits time, money and skill into the staff. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

就業安定基金（就安基金）屬於政事型基金的特種基金，為勞委會促進國民就業各項舉措的重要經費來源。國內因近年來受到全球經濟不景氣及金融海嘯之影響，企業關廠歇業、政府財政收入減少以及失業率居高不下，對促進國民就業經費需求迫切，也使就安基金經費的運用效益更顯重要。以任務編組附設在勞委會職訓局下的就安基金管理會，肩負有效運用管理就安基金的經費的責任，其現有組織的功能是否能充分發揮，達成任務，值得關切。 本研究針對就安基金管理會組織運作與管理機制、就安基金經費分配妥適性以及就安基金運用效益等議題進行深入探討。本文結合採用文獻探討、次級資料蒐集及個案深度訪談等研究方法，對就安基金之運作與績效評核制度之現況及其面臨的管理議題進行分析。現況分析之主要結果如下： 一、 就安基金之經費執行與成果和上級之使命、願景及施政目標的關聯性有待強化。 二、 就安基金管理會屬任務編組，組織層級低且欠缺專責經營團隊。 三、 就安基金經費運用符合法定設置目的，惟較欠缺中、長程之規劃，資源分配模式有待調整。 四、 就安基金之績效評核機制與績效衡量指標，欠缺考量非財務性之領先指標及顧客回饋指標，無法有效指引成員朝向使命達成的方向前進。 就前述研究結果，本研究嘗試引用平衡計分卡之觀念與精神，對於附設於政府組織下之就安基金管理會，提出建議性之績效評估及管理架構與策略地圖，以作為協助就安基金管理會建構「以策略為核心」運作機制與績效管理之參考。 / The Employment Stabilization Fund (the Fund) is a special fund under the category of governmental funds. The Fund has been an importance resource for the Council of Labor Affairs in promoting domestic employment. The economic downturn and financial tsunami in recent years has severe impacts on Taiwan’s economy. Th shutdown of companies has resulted in the decrease in sources for funding from taxation for government and an increase in domestic unemployment. The Management Council Employment Stabilization Fund (the Management Council), formed as a task force under the Bureau of Employment and Vocational Training, the Council of Labor Affairs (the Bureau), is responsible for the performance of the Fund. As an important resource for promotion of domestic employment, the effective and efficient use of the Fund is essential. Using a case study approach, this thesis analyzes the operation and performance related issues with respect to the Fund. Literature review, the collection of secondary data and in-depth interview has contributed to findings in this study. The major findings of the current operation and management of the Fund are as follows. 1. The linkage between the allocation of funding and mission and policy of the Bureau needs to be enhanced. 2. Operation team should be formed with a higher hierarchy for the Management Council. 3. The allocation of funding is in compliance with the designated uses of the Fund. However, the mid-range and long-range planning is also required to enhance a more effective and efficient use of the Fund. 4. There appears room for improvement of performance management system. Non-financial leading measures such as feedback indicators from service recipients of the agency is not included in the current evaluation system. Based on the findings above and the concepts of the balanced scorecard, this thesis provides a performance management framework for the Fund. The suggestions include a better link between the use of the Fund and the mission of the Bureau, the operation and management action strategy of the Management Council, and the strategy map for the Fund.

Connecting Human Resource Management (HRM) and knowledge transfer through motivation is a new research area. Out of the few existing studies there is a predominance of quantitative studies, which are showing inconclusive results. As a response, this study uses a qualitative micro perspective to investigate how HRM practises influence intrinsic- and extrinsic motivation to share knowledge. It is important to divide motivation into intrinsic and extrinsic, as it impacts knowledge sharing differently. Former studies have identified a need to study the whole HRM system, therefore, to capture differences in motivation among employees exposed to the same system, this thesis takes on a single case study approach. Qualitative interviews were held with employees at an MNC that relies on knowledge intensive activities. The findings showed that employees were motivated intrinsically through career development and extrinsically by the performance management system. The supportive climate showed to influence motivation to share knowledge, both directly and indirectly. Job design was shown to work well in combination with other practises. Finally, a key finding was the importance of having an aligned HRM system.

Section 153 of the Constitution of South Africa (RSA, 1996) states that “a municipality must structure and manage its administration, budgeting and planning process to give priority to the needs of the community and to promote the social and economic development of the community”. Despite this mandate placed on local government, De Wet and Moseki (2015, p. 61) write that insurgent South Africans engage in violent protests against continued “municipal ineffectiveness in service delivery, poor responsiveness to citizens’ grievances, and a conspicuous consumption entailed by a culture of self-enrichment on the part of councillors and staff”. The Department of Corporate Governance and Traditional Affairs (COGTA ) (2014) identify huge service delivery backlogs, poor communication and accountability relationships with communities, corruption and fraud, poor financial management and insufficient municipal capacity as a result of lack of scarce skills as some of the priority areas impacting hardest on the municipality’s ability to function as a well-performing municipality. Mpofu and Hlatywayo (2015) report that poor performance by workers in local government has been established as one of the major issues affecting the efficient provision of municipal services by municipalities. It thus follows that the performance and conduct of municipal employees need to be improved in order to improve the delivery of basic services to the communities they are to serve. Hanyane and Naidoo (2015) hold the view that without proper service delivery, the achievement of good governance and the effective use of public resources will remain elusive. The primary objective of this study was to contribute to improving the levels of service delivery at a selected municipality by identifying which factors the employees of the municipality consider most effective in improving their levels of service delivery within the organisation. A questionnaire was structured and used to conduct a survey with 65 middle-level managers, senior-level supervisors, middle-level supervisors and operational staff.The study concluded that talent management and retention strategies were the only independent variable that proved to have a significant positive relationship with service delivery within the selected municipality.

Nous étudions le rôle du progiciel de gestion intégré (l’ERP), comme outil de gestion des firmes multinationales, dans le suivi de la performance de la filiale par le siège. Nous avons opté pour un raisonnement hypothético-déductif exploitant les constats théoriques pour sortir des hypothèses que nous avons testées auprès de filiales installées au Maroc et dotées de solutions ERP. Nous avons observé les apports des ERP pour le suivi des types de performances des filiales dans le cadre d’une posture positiviste. Afin de mieux contextualiser et opérationnaliser les concepts de notre étude, nous nous sommes basés sur la complémentarité des approches qualitative/quantitative. Les résultats qualitatifs, générés de six entretiens semi-directifs auprès de responsables des filiales, nous ont permis de confirmer les items composant le questionnaire d’enquête, que nous avons soumis à 104 filiales, dans le cadre d’une étude quantitative. Bien que les filiales peuvent bénéficier d’une autonomie de gestion, les sièges appliquent leur pouvoir et imposent leur vision stratégique en intervenant dans l’exploitation de l’ERP. L’ERP agit sur la gestion de la relation siège-filiale en unifiant les données, en fluidifiant la coordination et la collaboration, en facilitant le contrôle du budget et le suivi des objectifs. Gain de temps, facilité d’utilisation, traçabilité, disponibilité et échange facile de données sont des qualités de l’ERP mises en avant. La qualité technique de l’ERP n’est pas totalement exploitée, vu l’adaptation difficile aux fonctionnalités de l’outil. Pour autant, afin de suivre la performance de leurs filiales, les sièges utilisent de manière assez importante les indicateurs financiers provenant de leur ERP pour le reporting concernant les fonctions vente, gestion des stocks et achat. En revanche, le suivi de la performance non financière est assez peu présent. / This study seeks to shed the light on the role of Enterprise Resource Planning (ERP) as a management tool adopted by multinational corporations in their monitoring of the headquarters/ subsidiary performance. We have opted for a deductive approach, focusing on multinational corporations whose subsidiaries are based in Morocco and which are endowed with the ERP tool. To meet this end, we have carried out both a qualitative and a quantitative study. Qualitatively, the six semi directive interviews conducted with the subsidiaries management fit in harmoniously with the items that figure in our questionnaire, submitted to 104 subsidiaries in the framework of a quantitative study. We have found out that even if subsidiaries benefit from autonomy as far as management is concerned, the headquarters still impose the strategic vision and intervene at how ERP must be implemented. Indeed, ERP acts positively on the headquarters/subsidiary relationship by rendering data even, making coordination fluid and facilitating budget control and goals follow- up. Other merits that the ERP tool offers include: time saving, ease of use, tracking, availability and easy data exchange. Nevertheless, ERP has not been fully utilized due to the difficulty of matching its features. Basically, head offices make use of ERP in evaluating financial performance, namely reporting sales and inventory management. Otherwise, it remains less operational.

Submitted by Maria Medeiros (maria.dilva1@ufcg.edu.br) on 2018-09-11T14:21:25Z No. of bitstreams: 1 KATIANA DINIZ DE ALMEIDA -DISSERTAÇÃO (PROFIAP-CCJS) 2016.pdf: 2832078 bytes, checksum: 22c66bd622c5c43370f8cf7ab30f8d20 (MD5) / Made available in DSpace on 2018-09-11T14:21:25Z (GMT). No. of bitstreams: 1 KATIANA DINIZ DE ALMEIDA -DISSERTAÇÃO (PROFIAP-CCJS) 2016.pdf: 2832078 bytes, checksum: 22c66bd622c5c43370f8cf7ab30f8d20 (MD5) Previous issue date: 2016-05-11 / As pessoas são o fundamento da construção de um serviço público mais efetivo, que responda às necessidades da sociedade. A Gestão do Desempenho, por sua vez, é considerada um elemento central no processo de transformação da Administração Pública, mesmo diante da evidência que o conceito de desempenho e meritocracia não integram profundamente a matriz cultural brasileira, é preciso investir na mudança desta realidade pelo seu potencial em garantir melhores resultados àqueles que financiam os serviços públicos, ampliando os valores democráticos da sociedade. Esta pesquisa teve como objetivo analisar o Sistema de Avaliação de Desempenho do Instituto Nacional do Seguro Social - INSS e sua relação com o desempenho institucional, tendo adotado, portanto, a estratégia de estudo de caso. Para coleta de dados, procedeu-se a pesquisa documental e de dados primários, tendo sido aplicado um survey aos Gestores das Seções Operacionais de Gestão de Pessoas (SOGP), atores relevantes neste processo, visando identificar suas percepções em relação ao processo desenvolvido no INSS, ao método utilizado e aos usos das informações geradas pelas Avaliações de Desempenho. A amostra contemplou 43 (quarenta e três) respondentes. Os resultados apontam para o esgotamento do sistema de Avaliação de Desempenho Individual, que além de apresentar fragilidades metodológicas, é invalidado por aspectos culturais, tendo em vista o amplo impacto financeiro da gratificação por desempenho na remuneração dos servidores. Estes fatores invalidam seu propósito, pois 99,4% dos servidores obtém a pontuação máxima na Avaliação de Desempenho. Além disso, as informações geradas não têm sido úteis para prover capacitações, nem a aplicação de pessoal de forma mais efetiva. A avaliação de desempenho institucional, com base no indicador Idade Média do Acervo – IMA, representa um elevado êxito para o INSS, que somada ao Plano de Ação, ambos iniciados em 2009, e ao atendimento programado pela Central 135 e canais remotos, iniciado três anos antes, contribuíram para redução de 60% dos estoques de processos no primeiro ano de sua implementação e a uma melhoria sustentável desde então. No entanto, a administração focada nos resultados tem reduzido os investimentos no desenvolvimento humano e no futuro da organização, as oportunidades de capacitação presencial, consideradas mais efetivas pelos servidores, tem sido reduzidas. A proposta de melhoria apresentada contempla uma reformulação no método de avaliação e critérios da Avaliação do Desempenho Institucional e Individual, com foco na produtividade individual, acompanhamento sistemático, melhoria da comunicação e reconhecimento do mérito, além da gestão criteriosa das baixas performances. / People are the foundation of building a more effective public service that responds to society's needs. The Performance Management, in turn, is considered a central element in the process of transformation of the public administration. Even in the face of evidence that the concept of performance and meritocracy are not deeply integrate the Brazilian cultural matrix, we must invest in changing this reality for their potential to ensure better results to those that finance public services, expanding the democratic values of society. This research aimed to analyze the Performance Evaluation System of the National Institute of Social Security - INSS and its relation to the institutional performance, having adopted, so the case study strategy. To collect data, we proceeded to the desk research and primary data and applied a survey to people managers, relevant stakeholders in this process to identify their perceptions of the developed process INSS, the method used and the uses of the information generated by Performance Appraisals. The sample included 43 (forty-three) respondents. The results point to the exhaustion of the Individual Performance Evaluation system, which besides presenting methodological weaknesses and is invalidated by cultural aspects, in view of the broad financial impact of the bonus for performance in the wages of employees, in fact 99.4% of the civil servants get the highest score in the Performance Evaluation. In addition, the information generated have not been helpful to provide training, nor enforcement personnel more effectively. The evaluation of institutional performance, based on the indicator Idade Média do Acervo – IMA (middle age of backlog), is a high success for the INSS, which added to the Action Plan, both initiated in 2009, and service set by the Central 135 and remote channels, started three years earlier, contributed to a 60% reduction of inventory processes in the first year of implementation and a sustainable improvement since then. However, the administration focused on results has reduced investments in human development and the future of the organization, classroom-training opportunities, considered more effective by civil servers has been reduced. The presented improvement proposal includes a redesign of the evaluation method and criteria of Institutional and Individual Performance Evaluation, focusing on individual productivity, systematic monitoring, improved communication and recognition of merit, as well as careful management of low performance.

Most school management teams (SMTs) do not do their tasks either due to lack of time or inability to fulfil this obligation. Should this be true for South African schools, it would reflect negatively on the SMT job performance. This led to undertaking research in order to ascertain the fit between organisational policies of induction, mentoring, curriculum assessment training and curriculum supervision and the SMT job performance by way of establishing the effect of organisation policy on SMTs’ job performance. The research adopted a descriptive survey research design of the correlational type. Two sets of questionnaires, one for independent variables and the other for the dependent variable, were used to elicit information from the respondents. Some of the findings show that aspiring SMT members need some training so as to know what will be expected of them to do once they get selected as SMT members. It was further proven that common tests that are normally set at the provincial and district and/or school based levels are invariably not of the standard that the Department of Basic Education (DBE) prescribes nationally. The foregoing led to the conclusion that the SMT job practice is invariably not informed by the relevant organisational policies. Hence a cascade model of SMT training is recommended, as is the notion that training toward organisational policies under review should be done cohesively.

The purpose of this study is to explore the manager-subordinate conflicts or disagreements in relation to performance appraisal in the Department of Home Affairs in Tshwane area. An understanding of the reasons for manager-subordinate conflicts pertaining to performance appraisal is essential in order to identify viable solutions for improving workplace relations and morale. In order to achieve the purpose of this study, a qualitative research design was adopted, whereby semi structured interviews were used to collect data. A sample of twenty five research participants was selected from five offices of the Department of Home Affairs in Tshwane area using a purposive sampling strategy. Qualitative content analysis was conducted to analyse data obtained through interviews and observations. The major findings of the study revealed that performance bonuses and biased ratings are the sources of conflicts or disagreements between managers and subordinates in relation to performance appraisals. Therefore, is recommended that the National Department of Home Affairs should expose both managers, supervisors and operational staff members to training and development to ensure an effective performance appraisal process. In addition, managers and supervisors should be equipped with necessary conflict management skills to resolve manager-subordinate conflict in the workplace. / Public Administration / M. Admin. (Public Administration)

Enterprise risk management (ERM) has emerged as a distinct model for managing a sophisticated portfolio of corporate risks. The purpose of this study was to determine the impact of ERM on firm value for companies on the Johannesburg Securities Exchange. The sample comprised forty-five firms from different industries over the period 2000-2016. Most studies used five or ten-year periods, using data derived from only one industry. Tobin’s Q was used as a proxy for firm value. Multivariate regression analysis was employed to determine statistical relationships. The findings indicate a significant correlation between ERM and Tobin’s Q, indicating that ERM significantly contributes to firm value. These findings may be used to develop and shape ERM policy frameworks for firms and countries. The study provides new insights, from an African emerging market context on the value effects of ERM. Larger and international samples may improve future studies. / Business Management / M. Com. (Business Management)