Thesis (M. Dev.) -- University of Limpopo, 2017. / Recent changes in Limpopo Economic Development Agency have placed new external pressure on managers to change their ways of managing Performance Management Systems. The above challenge necessitated the researcher to investigate the contribution of Performance Management System on employees’ behaviour and productivity at Limpopo Economic Development Agency. The study is concerned with the development of effective strategies that will enhance the contribution of Performance management system on employee behaviour and productivity at Limpopo Economic Development Agency. This study used the context of Limpopo Economic Development Agency as its spring board in engaging in the daunting subject of performance management system. Surely with all changes that are involved towards the implementation of performance management system, there is a need to review the way performance management system should be implemented, hence this study. In this study, a mixed research design approach was used in the investigation of the contribution of performance management system on employees’ behaviour and productivity. Questionnaires and semi-structured interviews were employed to collect data from the target population. Due to the nature of the study the researcher has also utilised both purposive sampling and stratified random sampling to select different participants in the study. The main findings of the study, confirmed that there are challenges associated with the implementation of performance management system in Limpopo Economic Development Agency. Apart from these challenges, the study also revealed the factors that contribute towards the management of performance management system in the area of the study. Furthermore, the study also led to suggestions of strategies and recommendations that may assist Limpopo Economic Development Agency to accelerate positive contribution of performance management system in the organisation.

Thesis (MPAM.) -- University of Limpopo, 2020 / The purpose of the study was to investigate the causes of underachievement on the annual performance plan targets in the Limpopo Department of Basic Education Head Office, and to identify possible strategies to improve the current situation. The study was guided by three objectives and secondary data were analysed to answer the research question. This study utilised a qualitative research design as it allowed the researcher to identify and develop procedures necessary to undertake this study. The study used secondary data, a desktop study to investigate the causes of underachievement in the Limpopo Department of Basic Education. Literature points out that strategic planning affects all organisations and it is considered to be the most complicated stage in the strategic management processes as it requires discipline, commitment and sacrifice. If desired goals are not achieved as planned, the organisation might be doomed to failure. The researcher managed to achieve the objectives of the study. Based on the findings of the study, underachievement on annual performance plan targets is influenced by the following major factors. The study points out that, Firstly, that lack of monitoring and support followed by insufficient budget allocated to programmes’ implementation contribute to underachievement of planned targets. Secondly, lack of commitment from top management have an impact on achievement planned targets. Finally, budget is not allocated according to the needs, inadequate leadership to oversee implementation of plans and high vacancy rate contribute to underachievement on the planned targets. In conclusion, the Departmental performance plan and individual performance plan should be directly linked to ensure improved performance and quality service to the public. Based on the findings of this study it is therefore recommended that firstly, the department should strengthen alignment of budget and plans of the department to ensure successful implementation of programmes, secondly, capacity building and skills development programmes should be enhanced to ensure a skilled workforce and improved performance.

A Thesis submitted to the Graduate School of Public and Development Management in fulfilment of 50 percent of the requirement for the degree of Master of Management in Public Policy University of Witwatersrand, Johannesburg March 2015 / The South African government has extended the constitutional mandate of the Auditor-general to cater specifically for performance information in the public sector, which has resulted in the rollout of a Government-wide Monitoring and Evaluation system designed to enhance efficiency, accountability and transparency in the public sector. This study investigated the capacity gaps and systems problems in the M&E systems that caused a majority of the North West provincial government departments to receive qualified opinion on performance information between 2010/11 and 2013/14 financial years. A qualitative approach was used, supported by interviews and documentary analysis to extract rich data. The capacity gaps and systems problems in the M&E systems in the provincial departments manifested themselves in the form of inadequate oversight role; poor leadership; malicious compliance; lack of approved M&E policies; lack of uniformity in M&E structure and location; lack of M&E skills, inadequate budget; lack of accountability and transparency. The overall conclusion of the study is that adequate oversight role and effective leadership, and political stability are central in the implementation process of M&E systems. Key recommendations of the study include amongst others capacitating the institutional oversight structures and leadership; approved M&E policies; streamline M&E systems; all programme managers should account for the M&E function; M&E systems should be fully resourced; and capacitate the M&E fora.

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Personnel decisions have the potential to influence an entire organization. The effects of these decisions are more credible and relevant when quantified. Historically, benefits were defined in correlational statistics, i.e., validity coefficients. But the increasing demand is for a bottom-line or dollar-value definition. The utility concept presents a methodology for providing the dollar value impact on performance of a personnel intervention program. One parameter of a utility analysis model is the standard deviation of job performance in dollars (SDy). This research develops a SDy value for the yearly production contribution of a first level line accounting supervisor to be used in a utility model. It is the hypothesis of this paper that the resultant estimated dollar value of yearly productivity for accounting supervisors should be consistent across all organization types, indicating generalizability. Sixty Florida-­based organizations were surveyed to develop the SDy estimate. The resulting SDy estimates are presented for four organization types. The results support the conclusion that the type of organization does not affect the SDy estimate. Therefore, SDy estimates can be generalized across organization types.

A review of the literature on Hackman and Oldham's (1975) job characteristics model of job design found that laboratory research of the five job characteristics was wanting. An experimental study was conducted in which each of the five job characteristics was independently manipulated. Subjects were 120 undergraduate students enrolled in psychology and marketing/management courses. All subjects performed the same job; that of a data entry clerk. Treatment consisted of increasing either a single or all five of the job characteristics under study. After completing the job, all subjects completed a 61-item questionnaire designed to determine subjects' perceptions of the presence of the five job characteristics, and designed to measure subjects' satisfaction with the work itself (SWI). Computerized data files created by the subjects served as the database from which performance measures were taken. No significant differences were found between a control condition and each of experimental treatment conditions on the dependent variable of quantity of performance. However, there were significant increases in quality of performance and SWI in those treatment conditions in which feedback was increased. Further analyses demonstrated significant relationships between perceptions of the job characteristics and SWI. Discussion centers on support which this study provides for the job characteristics model's predictions with regard to the relationship between perceptions of the job characteristics and SWI, and a possible weakness of the job characteristics model to adequately predict performance. Recommendations are made for further research. / M.S.

The Virginia Cooperative Extension Service is considering a set of procedures to evaluate agent performance. In an attempt to help this consideration process, this study was undertaken to investigate the standards of the Performance Review, Analysis and Planning (PRAP) system. Adaptations of the FRAP system have been utilized by Extension organizations in other states. However, validation procedures have not been conducted by those states. Because of the history and concerns of the Cooperative Extension Service in Virginia, this research effort focused on the effects of race and gender in assessing the level of performance described in the PRAP standards and the relevancy of the standards to the job of an Extension agent. Also studied were the effects of program area, position, and employment location of the rater. Both quantitative and qualitative methodologies were used in the study. The sample for the quantitative portion of the study consisted of the Virginia Extension field staff population. An eighty-three percent (83%) instrument return rate was experienced. The qualitative portion involved twelve field interviews with agents in two of the six Extension administrative districts. The PRAP standards were found to be relevant to the job duties and responsibilities of Extension agents in Virginia. Furthermore, no significant differences were found by program area, position, or geographic location of employment. Significant statistical differences were found by gender and race. Qualitative evidence was found to support the race differences, however, differences by gender were not found in the qualitative data. / Ed. D.

Human resources management is a key aspect in Public Administration. In fact, it is argued that people are indeed the most valuable resource to any organisation. However, it is imperative to note that having people within an organisation does not automatically translate into results. Success within an organisation stems from implementing best practice human resources management. Performance management is one of the aspects involved in streamlining human resources management in an organisation. The foundation of this research is therefore based on the realization that performance management is a key factor to achieving results in Uganda’s public sector. Similar to several other countries, Uganda’s public sector has gone through various transitions and reforms. The performance management system that stands in the current public sector is a result of the reforms in the public sector. In order to understand the environment in which public servants operate, this research starts by giving a background to the history of the public sector and the evolution of the public service through the public service reform programme. Attention is then drawn to the theoretical framework by way of identifying the standards required in any given performance management system. Based on these identified standards and the research objectives, an evaluation of the implementation of performance management in Uganda’s public sector is discussed with specific reference to the Ministry of public service. The final chapter of the research gives critical recommendations to improve public sector performance management in the Ministry of public service and the Ugandan Public service as a whole. The research findings indicate that performance management policies in Uganda’s public sector are founded on the right and basic principles of performance management. However, critical measures should be put in place to address the actual implementation of performance management in the public sector in order to improve results. / Public Administration / M.A. (Public Administration)

Human resources management is a key aspect in Public Administration. In fact, it is argued that people are indeed the most valuable resource to any organisation. However, it is imperative to note that having people within an organisation does not automatically translate into results. Success within an organisation stems from implementing best practice human resources management. Performance management is one of the aspects involved in streamlining human resources management in an organisation. The foundation of this research is therefore based on the realization that performance management is a key factor to achieving results in Uganda’s public sector. Similar to several other countries, Uganda’s public sector has gone through various transitions and reforms. The performance management system that stands in the current public sector is a result of the reforms in the public sector. In order to understand the environment in which public servants operate, this research starts by giving a background to the history of the public sector and the evolution of the public service through the public service reform programme. Attention is then drawn to the theoretical framework by way of identifying the standards required in any given performance management system. Based on these identified standards and the research objectives, an evaluation of the implementation of performance management in Uganda’s public sector is discussed with specific reference to the Ministry of public service. The final chapter of the research gives critical recommendations to improve public sector performance management in the Ministry of public service and the Ugandan Public service as a whole. The research findings indicate that performance management policies in Uganda’s public sector are founded on the right and basic principles of performance management. However, critical measures should be put in place to address the actual implementation of performance management in the public sector in order to improve results. / Public Administration and Management / M.A. (Public Administration)

Thesis (M. Tech.) - Central University of Technology, Free State, 2011