The research examines the management of performance appraisal at institutions of higher learning: a case of the University of South Africa (Unisa). Focus is placed on the Unisa, specifically the two administrative departments, DSAR and PGAD in the centre of providing a service to the most important client, the student. The Integrated Performance Management System (IPMS) Policy is a tailor-made system that provides a systematic process for managing the cycle of events associated with ensuring that individual employees achieve their agreed performance outcomes and the university reaches its strategic goals. To enhance and contribute to the effective management of performance, at Unisa, it is necessary to research the performance appraisal system, a process in place to measure the performance of employees, using a performance rating or score to indicate the level of performance. Performance measurement is utilised by organisations to identify the strengths and developmental areas of employee and relations between the employee and the manager a need to facilitate successful operations. Provide feedback to the employees and management respectively, show flaws identified, suggested improvements to the system. To ensure achievement of performance targets and meet the set objectives of the institution, to the benefit of all stakeholders, i.e. the employer, employee and student alike. / Patlisiso e lekola botsamaisi jwa tshekatsheko ya tiragatso kwa ditheong tsa thuto e kgolwane: kgetsi ya Yunibesithi ya Aforikaborwa (Unisa). E totile mafapha a le mabedi a tsamaiso, DSAR le PGAD, a iphitlhelang a le mo bogareng jwa go tlamela tirelo go modirelwa yo o botlhokwa go gaisa, moithuti. Pholisi ya IPMS ke thulaganyo e e diretsweng lebaka le le rileng e e tlamelang ka tirego e e rulaganeng ya go tsamaisa sediko sa ditiragalo tse di amanang le go netefatsa gore badiri ba ba farologaneng ba fitlhelela dipoelo tse go dumelanweng ka tsona tsa tiragatso ya bona, mme yunibesithi e fitlhelela maikaelelo a yona a togamaano. Ka jalo, go tokafatsa le go tshwaela mo bokgoning jwa Unisa, go ne go le botlhokwa go batlisisa thulaganyo ya yona ya tshekatsheko ya tiragatso, gonne go tlhokega thulaganyo e e fetotsweng ya tshekatsheko ya tiragatso go tsweletsa tiragatso e e nonofileng le botsamaisi jo bo bokgoni. Tekanyetso ya tiragatso e dirisiwa ke ditheo jaaka sediriswa se ka sona go ka sekasekwang dikarolo tsa maatla le tse di tlhokang kgodiso tsa badiri, mme go maatlafadiwe kamano magareng ga modiri le motsamaisi. Dipholo tsa patlisiso eno di tlaa dirisediwa go tlamela badiri le botsamaisi ka pego le go bontsha moo go tlhokegang tokafatso ya thulaganyo e e dirisiwang mo tirong le mabaka a seo. Maikemisetso magolo a tshekatsheko ya tiragatso ke go netefatsa gore go fitlhelelwa diphitlhelelo tse di beilweng tsa tiragatso le maitlhomo a setheo, go ungwela baamegi, e leng, mothapi, modiri le baithuti ka go tshwana. / Public Administration and Management / M. Admin. (Public Administration)

This study explored factors that influence attitudes towards performance management among staff in the Core Network Field Operation (CNFO) of Telkom Eastern Cape. Performance management concerns achieving organisational goals efficiently and effectively. An observation by a manger that the staff were not performing optimally and were displaying a negative attitude towards performance management, necessitated an objective investigation into the reasons for such attitudes and also to be derivative of a corrective solution. This qualitative study was done in the form of a descriptive open ended survey involving geographically dispersed employees. Factual evidence gathered from the result of the study supports the literature that people have different views of performance management. A direct consequence of the different views could be in the inconsistent application of performance management. Solutions and possible corrective actions to improve employee participation and perception as sought by this study are contained in detail in the report / Business Management / M. Tech. (Business Administration)

Abstracts in English and Xhosa / Municipality is a sphere of government that is closest to the people and that deals with provision of services to the people of the country on daily basis. Therefore, human resource training is important to grow the skills and knowledge of the employees to improve in service delivery. Training is needed to improve performance and for organisational success. Municipal employees are the face of the government, so their performance is important on how they deliver services to the citizen. Employees in the City of Tshwane Municipality are required to provide effective and efficient, and quality service delivery. A good employee performance is required for effective service delivery, however is not the case in the City of Tshwane Municipality as it displayed by dissatisfaction from the citizen. For instance, of service delivery protests. Training helps and enables the municipal employees to deliver the service better and meet the expectation of citizens. Through training employee performance changes which influences the good service delivery and client’s satisfaction. Ever-changing, rapidly evolving working environment and changes in the needs of citizens, required the City of Tshwane Municipality to have trained and skilled, knowledgeable developed, employee to do the job well and flexible enough to adapt easily and to improve the service delivery. The human resource development is important to ensure that training and development of employees is taking place in the institution. The primary objective of this study seeks to examine whether HRD enhances employee performance in ensuring that service delivery is delivered in an efficient and effective manner. The researcher used qualitative research method to collect data from the City of Tshwane Municipality and questionnaires were used as a tool to collect data. This is qualitative study to get a deeper understanding of how human resource development can enhance employee performance. The main findings drawn from the study indicate that budget cuts and limited funds have a negative impact on training provision. Financial incapability and lack of identifying training needs leads to employees not attending training which in turn affects productivity. For training to continue requires a lot of money, training evaluation and investment specifically budgeted for employee training and development. If employees are not rewarded according to their performance, this leads to low morale and dissatisfaction. The City of Tshwane Municipality (CoT) has a training programme but extensive training is needed on technology especially when it is first introduced. The study recommends that the institution should seek advice and revisit the Skills Development Act, 1998 on increasing the levels of investment in education and training. The institution has to undertake feasibility studies in order to overcome budget. / Iziko ngalinye lidinga abasebenzi abaqeqeshiweyo, abafanelekileyo nabanezakhono ukuze liqhube imisebenzi yalo. Ukungabikho kophuhliso olusebenzayo lwemithombo yoluntu (iHRD – esi sisishunqulelo sesiNgesi esimele ihuman resource development) kuyayichaphazela indlela abasebenza ngayo abasebenzi kwakunye nokunikezelwa kweenkonzo kwicandelo lemisebenzi yoluntu. Injongo yeHRD kumaziko kukunikezela ngoqeqesho lwabasebenzi oludibene nolwazi, izakhono nesimo sengqondo esidingekayo ukuze abasebenzi bayenze ngcono imisebenzi yabo yemihla ngemihla. Kuthi kusenjalo ke, kubekho ucutho lohlahlo lwabiwo mali, ukuthotywa kwesabelo senkxaso mali, ukuhambela phambili kobuchwepheshe nokuncipha kwemithombo, ukuze zonke ezo meko zichaphazele kakubi ukulungiselela uqeqesho, ukusebenza kwabaqeshwa, ukunikezelwa kweenkonzo, nto leyo ithetha ukuba uqeqesho aluqhubeki ngokuthe gqolo. Abaqeshwa abaqeqeshiweyo, abaphuhlisiweyo nabanolwazi bawenza ngcono umsebenzi kwaye bayalinceda iqumrhu ukuba lifezekise iinjongo zalo. Icandelo likawonkewonke kwiSebe lemithombo yoluntu lifanele ukutyala imali ethe chatha kuqeqesho, ukwenzela ukuba abasebenzi bakwazi okulindeleke kubo. Injongo engundoqo yesi sifundo kukufumanisa ukuba ingaba iHRD iyakuqinisa na ukusebenza kwabaqeshwa ekuqinisekiseni ukuba ukunikezelwa kweenkonzo kwenzeka ngendlela esebenzayo nefanelekileyo na. Umphandi usebenzise iindlela zophando ezahlukeneyo ekuqokeleleni iinkcukacha zolwazi kuMasipala weSixeko saseTshwane – ndlela ezo izezokuqwalasela amanani nokuqwalasela ukuzathuza kwabathathi nxaxheba. Izintlu zemibuzo nazo zisetyenzisiwe njengesixhobo sokuqokelela iinkcukacha zolwazi. Okungundoqo okufunyaniswe kwesi sifundo kubonisa ukuba ukucuthwa kwesabelo mali nokunqongophala kwenkxaso mali kube nefuthe elingalunganga ekulungiseleleni uqeqesho. Iingxaki zemali nokungachaneki kakuhle kwezidingo zoqeqesho kukhokelele ekubeni abaqeshwa bangathathi nxaxheba kuqeqesho, nto leyo ichaphazele iziqhamo zomsebenzi. Ukuba ngaba kusafuneka uqeqesho luqhubeke, kudingeka imali eninzi kakhulu, kuvavanywe noqeqesho,kwenziwe utyalo mali olujoliswe ngqo ekuqeqesheni nasekuphuhliseni abasebenzi. Xa abasebezi bengahlawulwa ngokwendlela abasebenza ngayo, oko kukhokela kutyhafo nokunganeliseki kwabasebenzi. UMasipala weSixeko saseTshwane unayo inkqubo yoqeqesho, kodwa kudingeka uqeqesho olumandla kwezobuchwepheshe, ngakumbi xa oku kuqala ukwaziswa. Esi sifundo sicebisa ukuba eli ziko lifune iingcebiso, kwaye liphinde liqwalasele uMthetho Wophuhliso Lwezakhono (iSkills Development Act), yowe-1998, lijonge ekukhuliseni amazinga otyalo mali kwezemfundo noqeqesho. Ngaphaya koko eli ziko kufuneka lenze izifundo zophando lokufaneleka kweenkqubo, ngenjongo yokuhlangabezana nokucuthwa kwesabelo mali, nto leyo iyinxalenye yesi sifundo. / Human Resource Management / M. Admin.

Bakgrund: Ideella föreningar har inte som mål att maximera sin vinst, därmed går varje intjänad krona tillbaka till verksamheten och dess medlemmar. Trots det kan de ideella föreningarna inte gå med förlust och de måste generera intäkter för att förbättra verksamheten och för att säkerställa sin framtida ställning. Nyckeltal används som hjälpmedel för att få en överskådlig bild av en organisations hälsa och utveckling. Nyckeltalen fokuserar på de aspekter som är mest kritiska för en organisations nuvarande och framtida framgång. Dessa syftar till att underrätta gällande vilka handlingar som behöver genomföras för att öka prestationen inom en verksamhet.Syfte: Studien syftar till att utöka förståelsen för nyckeltal inom ideella föreningar. Vi har valt att studera fallet Friskis&Svettis.Design/metod: I studien används ett abduktivt synsätt, vilket innebär att en induktiv och deduktiv ansats har kombinerats. Undersökningen baseras på en kvalitativ metod, där vi har intervjuat informanter från sex olika Friskis&Svettis föreningar. Empirin analyseras mot tidigare forskning inom det studerade området för att skapa bättre förståelse för resultatet.Resultat: Studiens resultat visar att Friskis&Svettis mission är att bedriva och erbjuda lustfylld och lättillgänglig träning för alla. Det kan urskiljas att missionen är densamma både på central som lokal nivå. Utifrån studien framkom det att de nyckeltal som fastställs centralt är inpasseringsstatistik och medlemsstatistik. Inpasseringsstatistik hjälper till att anpassa utbudet och därmed uppnå målet med att få fler i rörelse. Medlemsstatisk visar vidare hurvida man lyckas med målet och kan användas som ett verktyg för att utvärdera och följa upp verksamheten. De nyckeltal som används lokalt är inpasseringsstatistik, medlemsstatistik, kortförsäljning, likviditet, intäkt per medlem, medlemsnöjdhet samt soliditet. Dessa varierar i mängd och användning mellan de lokala enheterna.Nyckeltal används som ett verktyg för att mäta huruvida målen uppnås. Vidare får uppfattningen att finansiella nyckeltal inte fyller en lika viktig roll för Friskis&Svettis då det inom verksamheten inte finns ett avkastningsmål. Finansiella nyckeltal inom Friskis&Svettis används därför främst för att säkerställa överlevnad. Det framgår även tydligt att dessa nyckeltal möjliggör åstadkommandet av de icke finansiella målen eftersom en god ekonomi hjälper till att förbättra verksamheten och öka medlemmarnas nöjdhet.Originalitet/Värde: Forskning som behandlar nyckeltal inom ideella föreningar är idag begränsad. Studiens resultat adderar mer kunskap inom ämnet som i framtiden kan användas för att utforska området ytterligare. / Background: The goal for Non-profit organizations is not to maximize the profit, therefore every earned Krone goes back to the organization and their members. In spite of that the non-profit organizations cannot run at a loss and they have to generate revenues to be able to improve the organization and secure their future position. A key performance indicator is used as a tool to get a perspicuous picture of the health and development of the organization. The key performance indicators focus on the aspects that are most critical to an organization's current and future success. The purpose with these is to inform which actions that needs to be implemented to enhance the performance within an organization.Purpose: The aim of the study is to increase the understanding of key performance indicators in Non-profit organizations. We have chosen to study Friskis&Svettis, a Swedish Non-profit organization.Design/methodology/approach: This study uses an abductive approach, which means that we have combined an inductive and a deductive perspective. Research is based on a qualitative method where we have interviewed informants from six different Friskis&Svettis organizations. The empirical data is analyzed against the existing research in the field of study to increase the understanding of the findings.Findings: The results of the study indicate that the mission of Friskis&Svettis is to offer pleasurable and accessible training for everybody. The mission is the same both on central and local level. The study revealed that the KPIs, membership- and presence statistics, are the same and are set centrally. The presences statistics helps to adapt the supply and thereby achieve the goal to get more people in motion. Membership statistics shows whether you succeed with the goal (or not) and can be used as a tool to follow-up and evaluate the organization. The KPIs that are used locally are membership statistics, presence statistic, card sales, liquidity, revenue per member, member satisfaction and solidity. These KPIs vary in number and use in the local units.KPIs are used as a tool to measure how the goals are achieved. Furthermore, the notion is that the financial indicators do not fill an equally important role in Friskis&Svettis when the organization does not have return of investment targets. Financial indicators in Friskis&Svettis are therefore used mainly to ensure survival. It is also clear that these figures enable the realization of the non-financial targets because a good economy helps to improve operations and increase member satisfaction.IIIOriginality/value: The knowledge about key performance indicators in Non-profit organizations is today limited. The findings of the study add knowledge about the subject that can be used in the future for further research.

The general aim of the research is to determine the relationship between personality traits as measured by the Customer Contact Styles Questionnaire (CCSQ 7.2) and work performance as measured by means of internal company data sources, of call centre agents. Recent literature indicates a significant relationship between personality traits and work performance. The emphasis in this research is on the factor analytical or trait approach of personality. The sample consisted of 300 call centre agents. The relationship between personality traits and work performance is discussed in terms of descriptive statistics, correlations and multiple regression analyses. The results indicate a relationship between the personality traits of analytical thinking, detail consciousness, conscientiousness, structuredness and work performance as measured by the level of financial incentives for call centre agents. This finding could be implemented in the selection and performance management of call centre agents. / Industrial & Organisational Psychology / M. Com. (Industrial Psychology)

In South Africa, legislation dictates that employees must be developed resulting in the need to identify candidate's development capability. As such, it is essential to be able to measure the learning potential of candidates. In practice, cognitive ability has been linked to the complex process of job performance. This study aimed to determine whether learning potential can be used as a predictor of job performance. The Learning Potential Computerised Adaptive Test (LPCAT) was utilised to measure learning potential and job performance was measured through a promotion ratio (taking job knowledge and tenure into account). The moderator variables were investigated. A sample of 135 technical employees was drawn. The data was statistical manipulated reporting various significant relationships confirming the internal reliability of the LPCAT and indicating a strong significant relationship between learning potential and job performance. Variables such as learning potential, job grade and tenure are significant when predicting job performance. / Industrial and Organisational Psychology / MA (Industrial and Organisational Psychology)

The challenge of satisfying the demand for basic services in the current dispensation has intensified. It is anticipated that once this initial challenge has been overcome, the tide will turn and secondary services such as transfer of ownership of forestry plantations will become the new challenge. The quest for efficient and effective service delivery is paramount, regardless of whether services delivered are basic or not. This research investigation puts performance management (which focuses on individual and organisational performance), as a necessity for service delivery. The focus was on service delivery within the Chief Directorate: Forestry in the Department of Water Affairs and Forestry. The findings demonstrated that the presence of performance management and other supporting systems does not guarantee automatic improvement in service delivery. The distinction is how effective an organisation can apply performance management in conjunction with a complete set of functional policies, systems and instruments to improve its impact on service delivery. / Public Administation / M.Tech. (Public Management)

The objective of this thesis is to describe and examine the current state of research and knowledge on performance auditing and performance reporting, and how these two components of performance management can be applied in the public sector in South Africa, and, at the same time, be in line with the provisions of the Public Finance Management Act. The roles and responsibilities and supporting mechanisms available for implementation are reflected on and the application in national departments in South Africa is analysed. The analysis demonstrates that limited performance audits are conducted and reported on in the annual report. Although there has been a continuous improvement in performance reporting major shortcomings identified by the Auditor-General SA include the lack of sufficient supporting evidence and non-alignment between the planning, budgeting and actual reporting information. Accounting officers made reference to performance information in their reports but the content differed and audit committees also adopt various practices. Challenges include the lack of standards, support and incentives or sanctions for poor reporting. The study concludes with recommendations and suggestion for future research. / Auditing / M. Com. (Auditing)

The research explored unique performance enhancing or inhibiting factors among Zimbabwean employees in non-profit organisations in Harare. Two research questions were formulated: “Are there unique work ethics inherent in employees in the non-profit sector?” The second research question is “What unique variables motivate and affect workers in the nonprofit sector?” The hypothesis assumed was that “the workplace performance of employees in the non-profit sector is affected by and dependent on unique factors that apply in the non-profit sector and not in profit sectors”. The analysis of the research sample identified unique performance factors: demotivation due to the absence of automatic promotions for high performing employees; opportunities for the advancement of employees through a policy of competitive recruitment and growth opportunities for local staff who can apply for international positions within the organisation. The hypothesis was accepted. The researcher recommended that non-profit organisations use creative sector-specific approaches to motivate employee performance. / Public Administration and Management / M. Tech. (Public Management)

The objective of the research was to investigate an improvement in job performance when role-play is used as a training and assessment tool in a sales call centre environment. The research was conducted by means of a competence assessment used at different stages (Quality Assurance Performance Management Questionnaire). The final stage was two weeks after the learners who had qualified to be sales agents had entered a real working environment. At this final stage, calls were retrieved and rated against the Quality Assurance Performance Management Questionnaire (QAPMQ). A sample of 40 novice sales agents (learners) were selected and randomly divided into the control and experimental groups. The research findings indicated that if planned well, role-play can be an effective training and assessment tool. / Industrial & Organisational Psychology / M.Comm. (Industrial & Organisational Psychology)