<p>This research report, explores the challenges contributing to a non-effective implementation of performance and development management system at the Department of Social Development in Eastern Cape. My argument is that although the system has been fully implemented throughout the province and in all the layers of the department, there are still challenges that contribute to its ineffective implementation of this system. This research report debates a range of issues such as: challenges that revolve around the lack of proper&nbsp / knowledge and training in staff, non-alignment of performance contracts with operations of the department, attitudes of officials towards the system itself and the desired&nbsp / institution&rsquo / s operation that may contribute to its performance and achieve its objective of effective service delivery meaningfully. The research report also explores the paradigm shift&nbsp / of the department from a traditional &lsquo / welfarish&rsquo / approach to a one that focuses on social development. This research especially seeks to understand how the department seeks to plan for institutional change that will promote delivery its services to communities more. The reason for this focus derives from department is practice to provide services sectoralyand not in an integrated manner. Hence the critique, in this research is of the roles and responsibilities of all different layers of the department. This, I specifically argue for re-orientation of the department, not merely institutionally, but also strategically by adopting a social development approach to service delivery.</p>

Source: Dissertation Abstracts International, Volume: 70-03, Section: B, page: 1628. Advisers: Belinda M. Reininger; Henry S. Brown. Includes bibliographical references.

<p>This research report, explores the challenges contributing to a non-effective implementation of performance and development management system at the Department of Social Development in Eastern Cape. My argument is that although the system has been fully implemented throughout the province and in all the layers of the department, there are still challenges that contribute to its ineffective implementation of this system. This research report debates a range of issues such as: challenges that revolve around the lack of proper&nbsp / knowledge and training in staff, non-alignment of performance contracts with operations of the department, attitudes of officials towards the system itself and the desired&nbsp / institution&rsquo / s operation that may contribute to its performance and achieve its objective of effective service delivery meaningfully. The research report also explores the paradigm shift&nbsp / of the department from a traditional &lsquo / welfarish&rsquo / approach to a one that focuses on social development. This research especially seeks to understand how the department seeks to plan for institutional change that will promote delivery its services to communities more. The reason for this focus derives from department is practice to provide services sectoralyand not in an integrated manner. Hence the critique, in this research is of the roles and responsibilities of all different layers of the department. This, I specifically argue for re-orientation of the department, not merely institutionally, but also strategically by adopting a social development approach to service delivery.</p>

No abstract available.

[Truncated abstract. Please see the pdf version of the abstract for the complete text.] This study examines the 'happy-productive worker' thesis, by investigating the impact of job-related affective well-being and intrinsic job satisfaction on managers' performance. The fundamental goal of the research was to establish which indicators of managers' affective well-being and intrinsic job satisfaction predict dimensions of their contextual and task performance. A critique was undertaken of the substantial literature on affective well-being, intrinsic job satisfaction and managers' performance. Key theoretical developments were integrated to provide linkages between the conceptual bases of these constructs. Warr's Vitamin Model was identified as the most comprehensive synthesis of research and theories into affective well-being. Evidence has emerged to suggest that managers' job performance comprises both contextual and task performance domains. Decades of research have been unable to establish a strong link between job satisfaction and performance. Affect has rarely been used as a predictor of managers' job performance outcomes. Despite mixed empirical evidence, there is support in the literature to suggest that a relationship exists between affective well-being, intrinsic job satisfaction and managers' performance. A series of ancillary research questions, underscoring the main goal of the study, were developed from the gaps identified in the literature to establish if there was an association between managers' affective well-being, intrinsic job satisfaction and their contextual and task performance. To what extent does affective well-being and intrinsic job satisfaction determine different dimensions of managers' contextual and task performance? Does the construct of managers' performance consist of the two dimensions, contextual and task performance? Does positive affective well-being result in enhanced managers' performance, and is poor affective well-being detrimental to managers' performance? These research questions were formed into hypotheses for testing. Questionnaire items were derived from the literature to establish the affective well-being and intrinsic job satisfaction scales. Managers' contextual and task performance scales were developed through an analysis of the literature. Questionnaire items were further refined using feedback from expert reviewers and a pilot survey. A cross-sectional survey was administered to managers (n=1,552) from a range of occupational groupings in 19 Western Australian private, public, and third sector organisations. A total of 400 useable questionnaires was returned, representing a response rate of 26%. Self-report data were used to measure affective well-being and intrinsic job satisfaction, while superiors' ratings provided an evaluation of managers' contextual and task performance. An empirical methodology was used to test the hypotheses to enable the research questions to be answered and to suggest a Partial Model of Managers' Affective Well-being, Intrinsic Job Satisfaction and Performance. Answering the research questions required the development of an instrument to measure the structure of managers' contextual and task performance. An 8- dimensional measurement model of managers' performance, derived from the survey data, was tested by exploratory and confirmatory factor analysis to differentiate the structure of managers' contextual and task performance. The performance construct was operationalised in terms of four contextual dimensions (Endorsing, Helping, Persisting, Following) and four task dimensions (Monitoring, Technical, Influencing, Delegating). These dimensions were confirmed through multi-sample analysis and cross-validation techniques of managers' and superiors' ratings (n = 200 and n = 125). Canonical correlation and standard multiple regression were used to analyse the linear combination of managers' affective well-being and intrinsic job satisfaction with contextual and task performance. Indicators of affective wellbeing and intrinsic job satisfaction were found to predict dimensions of managers' performance, irrespective of whether the performance scores were from self-report or superiors' ratings. A large amount of the variance of managers' performance was explained by affective well-being and intrinsic job satisfaction. Affective well-being selfreport (Positive Affect, Intrinsic Job Satisfaction) was found to be positively associated with a dimension of superiors' reports on task performance (Influencing). Positive associations for dimensions of affective well-being selfreport (Positive Affect, Anxiety and Relaxation) were also found to be negatively associated with dimensions of superiors' reports on managers' task performance (Monitoring) and contextual performance (Following) that was also negatively associated with the task performance dimension (Technical). As predicted, positive affective well-being was related to enhanced managerial performance, whereas diminished affective well-being indicated poorer performance.

A Ressonância Magnética (RM) é um método de diagnóstico por imagem que apresenta vantagens em relação aos demais métodos, o que fez com que o número de equipamentos instalados nos grandes centros brasileiros aumentasse 88% nos últimos 5 anos e cerca de 508% nos últimos 15 anos, o que demonstra a importância dessa modalidade como meio de diagnóstico por imagem. Para garantir uma imagem médica com qualidade diagnóstica, é necessário que os equipamentos sejam monitorados quanto à qualidade das imagens que produzem. Por isso, com o objetivo de manter a qualidade das imagens médicas em seu mais alto nível e assegurar o bom funcionamento dos equipamentos, é que são implementados programas de Controle de Qualidade (CQ) em RM. No Brasil, há poucos trabalhos publicados discutindo os procedimentos para o CQ em RM e não existem normas nacionais para sua regulamentação. A normatização e recomendação sobre CQ em equipamentos de RM se restringe a trabalhos de organizações internacionais. Os objetos de teste comercialmente disponíveis mais conhecidos são o objeto de teste (OT) Eurospin e o American College of Radiology (ACR), sendo que diversos grupos de pesquisa internacionais têm publicado trabalhos sobre o CQ em RM com resultados promissores utilizando esses objetos. O objetivo desse trabalho é estudar a metodologia de utilização dos objetos de teste Eurospin e ACR, comparando as diferenças de execução dos testes, resultando em um material de orientação para utilização destes objetos de teste na rotina de CQ em RM. Os parâmetros de qualidade – razão sinal ruído (RSR), uniformidade, distorção geométrica, espessura de corte, posição de corte, resolução espacial de alto contraste, porcentagem do sinal fantasma e detecção de baixo contraste – foram avaliados e executados em dois equipamentos de RM de 1,5 T com os objetos de teste ACR e Eurospin. Os dois equipamentos de RM utilizados apresentaram resultados de todos os testes dentro dos critérios de aceitação. Os objetivos desse trabalho foram alcançados, visto que foi possível estudar a metodologia de utilização dos objetos de teste Eurospine ACR e comparar as formas de execução, tendo sido elaborado um protocolo operacional para realização do CQ em RM. / Magnetic resonance imaging (MRI) is a method of diagnostic imaging which has advantages over other methods, which caused the number of installed equipment in the large Brazilian centers increased 88% over the past 5 years and about 508% in the last 15 years, which shows the importance of this method as a diagnostic imaging modality. To ensure medical imaging with diagnostic quality, it is necessary that the equipment is monitored for quality of the images they produce. Therefore, in order to maintain the quality of medical images at the highest level and ensure the proper performance of equipment, are implemented Quality Control (QC) programs in MRI. In Brazil, there are few works published discussing the procedures for the QC in MRI and there are no national standards for its regulation. The standardization and recommendation on QC in MRI is restricted to the work of international organizations. The best-known commercially available test objects are the test object (TO) Eurospin and the American College of Radiology (ACR), and several international research groups have published studies on QC in MRI with promising results using these objects. The aim of this work is to study the methodology of use of the test objects Eurospin and ACR, comparing the differences in test implementation, resulting in a guidance material for use of the test objects in the QC routine in MRI. The quality parameters – signal noise ratio (SNR), uniformity, geometric distortion, slice thickness, slice position, high-contrast spatial resolution, percentage of ghost signal and low contrast detection – were evaluated and performed in two MRI equipment of 1.5 T with the test objects ACR and Eurospin. The two MRI systems showed results of all tests within the acceptance criteria. The objectives of this study were achieved, since it was possible to study the methodology of using Eurospin and ACR test objects and compare the performance, and an operational protocol guide for performing the QC in MRI was developed.

Universidade Tecnológica Federal do Paraná (UTFPR) / Em países em estágio de desenvolvimento, as Cooperativas de Catadores de Materiais Recicláveis apresentam-se como um modelo de política pública de gestão dos Resíduos Sólidos Urbanos com Potencial Reciclável (RSUPR) e são fundamentais na cadeia de recuperação de recursos. Assim, este estudo objetiva propor um método para auxiliar a análise do desempenho das cooperativas em suas Atividades Operacionais na Cadeia da Reciclagem (AOCR): na gestão da coleta dos RSUPR, na gestão da produção, na gestão da comercialização dos resíduos e como um instrumento de inclusão social, geração de renda e redução de RSUPR. Para exemplificar a aplicação do método, realizou-se uma pesquisa longitudinal de algumas características das cooperativas sediadas em uma cidade brasileira de porte médio em suas AOCR. Foram utilizados para o tratamento dos dados os Modelos DEA-SBM e DEA-Window, Análise de Regressão Tobit, teste de Kruskal-Wallis, método AHP e SAW. Os resultados sugerem que os índices integrados de desempenho das cooperativas apresentam variabilidade nos cenários analisados (aspectos econômico, ambiental e social), indicando que as preferências de um decisor alteram os índices e ranking de desempenho das cooperativas. Apontam ainda, que as cooperativas são heterogêneas, com distintos níveis de desempenho e organização administrativa e possuem dificuldades de comunicação; os aluguéis pagos pelos centros de triagem e dos caminhões para coleta são muito distintos, há cooperativa organizada em setores administrativos e em outras o presidente exerce todas as funções administrativas. Indicam também a necessidade de manutenção e o aumento de ações públicas integradas às cooperativas de catadores, visando o maior controle nas operações de coleta, produção e comercialização dos RSUPR, pois o aumento no desempenho das cooperativas em suas AOCR é fundamental para a sua sobrevivência e para a melhoria da qualidade de vida dos seus cooperados. / In developing countries, Recyclable Material Collectors Cooperatives are presented as a public policy model for managing Urban Solid Wastes with Recyclable Potential (MSWRP) being fundamentals in the resources recovery chain. Thus, this study aims to propose a method to help analyze the management performance of cooperatives in their Operational Activities in the Recycling Chain (OARC): in the waste collection management, in production management, in waste marketing management and as an instrument of social inclusion, income generation and MSWRP reduction. To exemplify the application of the method, a longitudinal research was carried out on some characteristics of cooperatives based in a medium-sized city of Brazil in their OARC. For data treatment were used the DEA-SBM and DEA-Window Models, Tobit Regression, Kruskal-Wallis test, AHP and SAW method. The results suggest that the integrated performance indexes of cooperatives present variability in the scenarios analyzed (economic, environmental and social aspects), indicating that the preferences of a decision maker change the indexes and performance ranking of cooperatives. Furthermore, the results indicate that cooperatives are heterogeneous, with different levels of management performance and administrative organization, besides that presenting communication difficulties, and the rent paid by the collection centers for the collection trucks are very different, in some cases there is a cooperative organized with separated administrative sectors and in others all administrative functions are performed by the of the president of the same. Results also indicate the need for maintenance and increases of public actions thereby integrating the cooperatives and waste collectors, aiming to guarantee greater control in the collection, production and commercialization of MSWRP, since increases in cooperatives management performances in their OARC is fundamental for their survival and for the improvement of its member’s life quality.

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.Com. (Industrial and Organisational Psychology)

The growing demand for governments and organisations to demonstrate principles of accountability, transparency and participatory decision making, which are the cornerstones of good governance, has fostered renewed efforts to transform the public service to ultimately produce tangible results and meet the needs of the beneficiaries of service delivery. Effective performance management practised across the entire organization in an integrated, iterative and sustained way that can help public service organizations overcome the challenges and deliver more with less. This study focuses on the assessment of monitoring and evaluation as the control measure to enhance organisational performance with the reference to the Eastern Cape Provincial Treasury and assess critical role in supporting performance management and also provides methodological options to support performance management. Monitoring and Evaluation (M&E) are management activities that are necessary to ensure the achievement of policy goals in the form of concrete results. The study revealed that the current M and E system is not effective in that there are no clearly defined standards of what a quarterly progress report entail, especially the portfolio of evidence and because the main problem stems from the definition of what constitutes departmental performance. In determining what needs to be done, the effectiveness suffers since we opt for mainly indicators that are “safe”, that the department are sure they can achieve and not necessarily those that will enhance organizational performance. The study revealed that each programme manager should monitor and evaluate his/her processes on a continuous basis without having to wait for M&E unit. M&E unit will then provide an objective evaluation of the process already in place and constant engagement between M&E unit and line management, feedback sessions between staff and M&E unit are essential about the achievement of targets as outlined in the APP and Operational Plan. The study further revealed that there should be continuous meetings to discuss how directorates should sufficiently report on their quarterly targets to avoid inadequate reported information and the department must go step by step in performing activities towards achieving a set vision and on way to the vision, not forgetting to take away risks that may take us to another direction that was not intended as per our vision. The study thus recommends that, inter alia, the department must introduce strong mechanisms to deal with non-implementation of corrective measures regarding under performance and the poor quality of information provided in performance reports related to the performance indicators in the Annual Performance Plans.The introduction of an early warning sign system to warn all programmes when the performance of their planned indicators are not be achieved. The Top Management should continue to use the performance management information as the tool to improve the organisational performance by linking and aligning individual, team and organisational objectives and results, it also provides a means to recognise and reward good performance and to manage under-performance. However the Top Management should be able to conduct in-depth analysis into underperformance to detect whether the underperformance is related to the bad crafting of the indicators or if it relates to the work not done. The department should invest money on training of officials in M&E because it plays a critical role supporting performance management at various levels, in that it contributes to a thinking that is results oriented and also provides methodological options to support performance management. This means that all officials must be capacitated to manage M&E systems in the department that will ensure the production of accurate, objective and reliable information. The M&E unit in the department must facilitate such skills development and provide reasonable technical support where required. The training could be designed to instill a deeper understanding and knowledge of the concepts of M&E and their correct application in order to avoid misunderstandings and misinterpretations which could hinder the achievement of the desired results.

Thesis (MTech (Cost and Management Accounting))--Cape Peninsula University of Technology, 2018. / Small and Medium Enterprises (SMEs) operating in the hotel industry in South Africa are perceived to be failing/underperforming partly due to their reluctance to use Non-Financial Performance Measures (NFPMs). The main purpose of this study was to determine the extent to which SMEs in the hotel industry use three categories of NFPMs, namely; customer oriented, internal business process as well as learning and innovation, for running their businesses. This objective requires quantitative data to determine the percentage of SMEs in the hotel sector that make use of NFPMS. Specifically, the study aimed to determine the types of NFPMs used by the SMEs, the purposes for which these measures are used, the perceived effectiveness of the NFPMs currently used, as well as the factors that inhibit SMEs from using NFPMs. To this end, a questionnaire survey was administered on owners/managers of 100 hotels operating in the Cape Metropole. Purposeful sampling method was employed. Test of reliability of questionnaire was done during the experimental stage to ensure the stability, consistence, repeatability, or reproduction of the same results if questionnaires were to be administered to the same population using the same methodology at different times. The results of the study revealed that customer oriented measures were the most frequently used NFPMs, while learning and innovation related measures were the least frequently used NFPMs by the sampled SMEs. Concerning the purpose for which SMEs use NFPMs, the results revealed that SMEs used the NFPMs mainly for: improving the profitability of their business, improving productivity and effectiveness, as well as for improving decision–making. As far as the perceived effectiveness of the NFPMs currently used by SMEs, the results revealed that customer oriented measures were perceived by the sampled respondents to be the most effective of the three NFPMs. With respect to the factors inhibiting SMEs’ use of NFPMs, the results revealed that the main factors were high cost of implementing these measures, incomparability of the measures to those of other SMEs due to their entity specific nature, difficulty in quantifying the NFPMs measures, as well as employee resistance. This study fills a gap in the literature by making a significant contribution on the usage of NFPMs by SMEs. The study provides useful information on the usage of NFPMs that the Department of Small Business Development and Small Enterprise Development agency(SEDA) can use to inform the development of interventions aimed at reducing SMEs’ failure. These findings may also help SMEs to improve their usage of NFPMs in order to capitalise on the benefits gained from using these measures. Furthermore, these findings may help SMEs to overcome the factors that inhibit them from using NFPMs.