Each chapter has its own summary / Each chapter has own summary / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

In the current business climate, performance is increasingly determined by how flexibly and effectively companies can utilize their human resources and this in tum, is influenced by employee morale. Morale refers to a state of psychosomatic health marked by an energetic, decisive resolution to achieve a given goal. When morale is low, employees may do what is required but do not have the energy to 'go the extra mile'. The importance of maintaining high morale is thus evident. The following project involved a study of morale in Cadbury's Port Elizabeth plant. Cadbury management was concerned about low morale following a recent merger with Bromor Foods. They thus wanted to assess: the state of current morale; any factors that may be influencing it; indicators of low morale (so that it may be monitored in the future) and finally, ways of addressing any existing morale issues. In order to achieve these aims, the researcher conducted interviews with various people to explore morale issues from employees' perspectives. She then sought confirmation for these views at the organizational level through the use of a survey. Statistical and thematic analyses showed morale to be low for middle managers and revealed a variety of indicators and influencing factors, as well as suggestions for addressing them. Despite the need to boost the sample size with convenience sampling, and thus, reduced representivity, the research was successful in answering the research aims.

Dissertation prepared in fulfilment of the requirements for the degree of Magister Technologiae (Quality) CAPE PENINSULA UNIVERSITY OF TECHNOLOGY 2008 / The aim of this research is to identify criteria for the evaluation of support systems applicable to public higher education institutions from a limited international and national perspective. The objectives of the research are to identify the criteria available from existing and related fields through a literature review and to validate the evaluation criteria using an empirical study. The existing literature describes the relevant academic processes, but very little has been written on criteria for evaluating support systems. The research for this study attempts to address this deficiency. The criteria from the Coetzee Model were used as a basis for this research and other models in the existing literature were also referred to, including the Baldrige National Quality Program for Education Criteria, ISO 9001:2000, European Foundation Quality Model and the South African Excellence Model. This research also draws on information deemed important by the Higher Education Quality Committee and the South African Qualifications Authority. Both qualitative and quantitative data collection methods were used in the investigation. The research instruments used included questionnaires and interviews. Questionnaires were distributed to all public universities, universities of technology, and one technikon in South Africa. The results of the study revealed that most respondents agreed with the generic criteria against which units should be evaluated; namely “leadership”, “strategic goals and performance indicators”, “resourcing and funding”, “policies and procedures” and “self-evaluation guidelines”. Statistical analysis was done on the criteria. The two main findings of the research showed that the first five generic criteria were valid and reliable and that there was good internal consistency among the items in each of these criteria, which confirms that the results were valid. It is recommended that for future research, the study should be expanded to support units in higher education not included in this study. The suitability of generic criteria and the development of further specific criteria should be determined. Quality-related arrangements for community engagement, where appropriate, should be adequately resourced and monitored for each unit. Once evaluations and surveys have been conducted on support units using the criteria, the process of benchmarking should be used for preventing potential problems and improving results. KEYWORDS Administration, audit, core processes, criteria, customer, evaluation, higher education, key performance indicators, principles, quality, support processes, systems

O objetivo deste estudo exploratório descritivo é analisar a atuação das tropas brasileiras em operações de manutenção da paz empreendidas pela ONU sob a ótica dos parâmetros de excelência identificados nos relatórios oficiais emitidos pela Organização e na literatura existente sobre o tema. O estudo inclui uma extensa pesquisa bibliográfica e documental que culminou na seleção de parâmetros de excelência os quais serviram de base para realizar a análise. Os dados foram coletados por meio de pesquisa bibliográfica e documental e de entrevistas estruturadas e analisados segundo técnicas de análise de conteúdo (categorização e validação). Os resultados mostram que as tropas brasileiras atuam em consonância com os parâmetros de excelência estabelecidos pela ONU e encontrados na literatura, ainda que tenham sido identificados alguns pontos passíveis de melhoria, o que demonstra o bom desempenho da atuação dos militares brasileiros em operações de manutenção da paz. / The target of this descriptive exploratory study is to analyze the performance of the Brazilian troops in United Nations\' Peacekeeping Operations according to the performance standards identified in the Organizations\' official reports and in the existing literature about the subject. This study includes a wide bibliographical and documental research that allowed to select performance standards that were used as reference to conduct the analysis. The data were collected through bibliographical and documental research and also through structured interviews and were analyzed according to content analysis techniques (categorization and validation). The results show that the Brazilian troops perform according to the performance standards established by the UN and found in the literature, although there have been identified a few points that could be improved, which demonstrates the good performance of the Brazilian troops in Peacekeeping Operations.

Submitted in fulfillment of the requirements for Doctor of Technology Degree in Human Resources Management, Durban University of Technology, Durban, 2017. / The proposed contribution of this empirical study was the formulation of an exploratory human capital development model aligned to performance management for administrative employees at the Durban University of Technology (DUT). The human capital development model comprised of elements that encapsulated the link between performance improvement aided with human capital development strategies and the positive outcomes that stems from improved performance. In the context of the study, there is no standardised human capital development model for administrative employee at DUT. Hence, the study seeks to develop a human capital development model for administrative employees. The objective of the study was to develop a model that integrates the procedures of managing institutional performance with the development of its employees. The research design adopted a quantitative paradigm, using a self- administered questionnaire that was mailed to a sample 254 administrative employees. A significant response rate of 68.1% was obtained as 173 respondents returned the questionnaire. The data was analysed using the Statistical Package for Social Science (SPSS) version 24 for Windows. There were some significant findings that emerged from this study. It was indicated that 99.4% of respondents were not subjected to a performance evaluation, while 74% of the respondents showed that human capital development improved performance. A further 87.7% of the respondents reported that human capital development influence promotional opportunities, while 74.5% of the respondents responded to human capital development being linked to succession planning. A further 61.85% of the respondents also indicated that management commitment was imperative for the effective implementation of performance management systems. The Kaiser-Meyer-Olkin and the Barlett’s Test of Sphercity indicated the factorability of the measuring instrument. Correlation analysis was conducted to determine the relation between the variables that formulated the human capital development model. Eight of the ten analysis showed that there was a relationship between the variables. The Pearsons Chi-Square test showed a significant correlation for the hypothesis that tested the variables of the study. One of the recommendations suggested is for top management to buy-in to performance management so that their leadership can encourage supervisors to commit to the process. Effective feedback, training, development, mentoring and coaching are recommended to improve the performance of administrative employee. Recommendations suggested the development of a succession planning and career advancement policy for the institution. The study concluded with suggestions for future research. / D

In this research study an investigation was launched into the monitoring and evaluation system that the government introduced to monitor and evaluate the performance information produced by the Provincial Government Departments on the implementation of their annual performance plans. The Government Departments obtain budget approval from the Legislature and submit their three-year performance plans with their budgets. The government realized that service delivery was not improving against the back drop of annually increasing the budgets. The monitoring and evaluation system was introduced to assist the Government Departments with the implementation of their annual performance plans. Monitoring and evaluation serves as a control measure and deviations can be detected from the planned outputs of the Government Departments. Corrective measures must be instituted that will have the effect that the Government Departments meet the targets set in the indicators as approved in the annual performance plans. A literature review was conducted on monitoring and evaluation regarding the ideal manner in which it should be performed. The South African Government introduced a number of discussion documents from the Presidency and National Treasury on monitoring and evaluation. Several authors raised their views on the matter and it was captured in the research study. The methodology followed was based on the Systems Theory and a questionnaire was prepared and circulated amongst Political Office Bearers and Chief Officials in the Provincial Government Departments in the Eastern Cape on the issues that was researched. Interviews were conducted with selected participants to gain clarity on specific issues related to the questionnaire. The official annual report issued by the Auditor General to the Provincial Legislature served as official document in the research study. The data collected from the questionnaire, interviews and official documentation was analyzed and graphs were drawn and deductions were made from the results. Findings and recommendations were made from the data collected and a summary was compiled of the issues raised in the research study.

M.Ed. (Education Management) / The eradication of the apartheid education system and subsequently the 're-admission' of the Republic of South Africa to the international arena does not only entail that the education system be effectively managed and governed but also that the potential of all stakeholders in education be maximized. The foundation for performance is linked to investment in people to capitulate high returns in education in the form of skilled personnel, a productive and competitive workforce and an effective and efficient educational community ...

In the present organisational climate characterised by intense competition, the success of an organisation is increasingly dependent on its employees' expertise and knowledge (Carrel, Elbert, Hatfield, Grobler, Marx & Van der Schyf, 1997). Employees need to be motivated to contribute to the organisation's goals, for their knowledge and expertise to benefit an organisation (Lawler III, 1994). Organisations need to foster a situation in which employees have a positive attitude towards work and are able to benefit personally through directing their effort towards organisational goals. (Robbins, 2000) This study focuses on an organisation that has managed to link job satisfaction with organisational gain, and explores the link between these two subjects. A case study of a South African mining operation is reported on, and examined in-depth. The mine, a successful operation in terms of productivity, is recognised by its holding company as exemplary and is competing with the best base metal producers in the world. The research was conducted in two stages. The first stage consisted of 20 semi-structured individual interviews. Ten employees were selected from both the lower employee-levels and the higher employee-levels. The individual interviews focused on the experience of working at the mine with particular reference to interpersonal dynamics, job satisfaction, leadership style, and reward systems. During the second stage of the research, focus groups were conducted with two groups of seven employees each, one group from the lower-levels and one from the higher-levels. The focus groups aimed at obtaining a deeper understanding of the issues that emerged from the individual interviews. Grounded theory analysis was used during both the first, and second phase of the study. The results indicated that the mine's employees experience a high level fulfilment of higher-order needs, and that this experience is a reaction to the mine's performance enhancing culture. It is further shown that the same factors that create job satisfaction, when applied in excess, or in certain circumstances may lead to dissatisfaction within the same context.

This study examined the existing levels of effectiveness and efficiency in local government with the application of performance management systems in the provision of municipal services. The provision of district-wide water services in Cacadu District Municipality in the Province of the Eastern Cape, South Africa is used for particular reference. Local government reforms after 1994 led to the creation of the district municipality (which groups together a number of local municipalities) to drive district-wide services provision, the introduction of systematic services provision standards and performance management as part of management reforms in municipalities. The problem for the research deals with how the Cacadu District Council and the councils of the local municipalities within the district are collaborating in using performance management systems, what effects this could have on programmes and services provision and how communication of performance information would improve service provision. Conceptual and practical difficulties encountered in effective and efficient utilisation and some obstacles that contribute to impeding progress in the use of performance management systems in municipalities were analysed. The qualitative research included a review of documents from the public administration and management literature; discourse analysis of interviews with municipal councilors and appointed officials, community members and provincial managers. The document review included a review of municipal documents that incorporated performance management or described development and use of performance management systems. It also included the legal frameworks and statutory requirements for municipal government and administration. All the responding municipal councils within the Cacadu District Municipality reported using performance management over the past five years yet little empirical evidence explains usage for district-wide programmes and services provision. Research shows that a comprehensive performance management approach to programmes and services has a more effective and efficient impact on service improvement than utilisation of personnnel appraisal (Ammons and Rivenbark, 2005). Despite the expected benefits, personnel performance appraisal is often flawed and the need exists in the district municipal model to develop and utilise performance management systems that validly assess the work performance of personnel (Hindo, 2010). Performance management system utilisation in decision making management is more related to the long-term benefits of effectiveness and efficiency than personnel appraisal for performance rewards and reporting. To overcome and address a situation of managing performance without a performance management system the study proposes a programme performance measurement and management system which incorporates information on management inputs, programme-specific data and citizens' feedback for outcomes and impact of the service. The suggested design for district-wide and specific municipal services provision elicit and provide relevant and appropriate performance information for management, decision-making and accountability to community. The effectiveness of the proposed system is to provide information for decision-making, long-term planning, strategic management and accountability reporting. The proposal is built on the exisiting method and thus efficient in the utilisation of resources. This has implications both for the theory of Public Administration and Management and the practical application of performamce management in public institutions. The study explicity provides a Public Administration perspective on management in a multi-municipal district context with different authorities. The study contributes to the theory of administrative policy and management context of the municipality with special attention to functions for which different authorities are responsible and the role of a performance system for better insught into managing overlapping authority, gaps and duplications. A central purpose of public management research is to theorise and influence practice. The practical utilisation of the proposed method is intended to assist managers and politicians with better understanding of a sustainable performance management system.

This study focused on exploring and finding the ideal performance management system suitable for the South African Broadcasting Corporation by establishing an understanding of employees’ experiences and perceptions of the previous and a proposed performance management systems and their value to SABC employees. This was done by eliciting how employees see, make sense of and interpret their everyday experiences of performance management systems, in order to develop a more suitable inclusive performance management system. A qualitative study was used to seek answers to the research questions. A focus group interview was selected for data collection. The data was analysed according to guidelines indicated and proposed by Creswell (1998:147-148). The researcher made use of convenience sampling to select 45 participants in 5 groups for the focus groups. One group consisted of managers/supervisors, and the other four groups were employees from four different business units. Participants were guaranteed confidentiality. Credibility, transferability, dependability and conformability were used as the main components in the model, to determine the truth-value of the study. Findings indicated that there was a fair understanding of the previous performance management system but there had been poor implementation of the system. The participants concurred that the previous performance iv management systems in the organisations were not adding any value to their lives. They pointed out that there was no reward in place for high performers and no action taken for non-performers, and this impacted negatively on how implementation was perceived and experienced. The recommendations are that the revised performance management system should have a stronger emphasis on effective management, monitoring, feedback and reward. Furthermore, the system should close the current gaps of reward for high performance and correction of low performance. It was further concluded that for a performance management system to be effective, it should incorporate updated job descriptions, performance measures and standards, as well as evaluator training and guidelines for improvement, employee input, compensation and/or rewards.