M.Tech. Business Administration. Business School. / In their attempt to continuously improve their operations, Sasol Mining has since 1998 embarked on several different improvement initiatives including Operation Excellence with the improvement Lean Six Sigma in 2008. The main reason for choosing Lean Six Sigma was that the latter is a general, standard, well-documented improvement methodology, which is not dependent on any specific consultancy group to ensure successful and sustainable implementation. For sustainable Lean Six Sigma programme implementation, Sasol Mining has to ensure that human resources skills development and motivation enabling systems such as training and reward systems are in place. This research focuses on the assessment of the extent to which Operation Excellence employees perceive that there are benefits associated with their participation in the Lean Six Sigma programme during 2010 at Sasol Mining. In particular, how these perceptions could be effectively used by management as a basis for creating the environment where people are content and motivated to perform their best. The research investigates employee perceptions of various levels of Lean Six Sigma training within the context of categories of rewards most frequently associated with Lean Six Sigma; extrinsic, intrinsic, organisational and social rewards.

The aim of this research is to evaluate the process of the 2005 Excellence in Tuition Awards at the University of South Africa. To achieve this aim an investigation was undertaken into (a) the strengths and weaknesses of the 2005 Awards process and (b) possible ways to improve it for the future. The literature study sought to place the rewarding of quality teaching in the broader framework of international excellence in tuition awards, current criteria (both locally and globally) used in evaluating teaching in higher education, and principles of business process management. The qualitative investigation attempted to provide a contextual understanding of Unisa's experience of awarding excellence in tuition, through an exploration of the experiences of those who were directly involved in the 2005 Excellence in Tuition Awards process at Unisa. The findings serve as basis for guidelines for future Awards processes. / Educational Studies / M. Ed.(Open and Distance Learning)

The aim of this research is to evaluate the process of the 2005 Excellence in Tuition Awards at the University of South Africa. To achieve this aim an investigation was undertaken into (a) the strengths and weaknesses of the 2005 Awards process and (b) possible ways to improve it for the future. The literature study sought to place the rewarding of quality teaching in the broader framework of international excellence in tuition awards, current criteria (both locally and globally) used in evaluating teaching in higher education, and principles of business process management. The qualitative investigation attempted to provide a contextual understanding of Unisa's experience of awarding excellence in tuition, through an exploration of the experiences of those who were directly involved in the 2005 Excellence in Tuition Awards process at Unisa. The findings serve as basis for guidelines for future Awards processes. / Educational Studies / M. Ed.(Open and Distance Learning)

Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct a critical evaluation on the management and implementation of Performance management and development System in the Department of Local Government and Traditional Affairs. Despite the importance of performance management, most organisations find it difficult to implement, manage and sustain performance management systems and processes effectively. It is therefore crucial to ensure adequate planning, evaluation and training is done that will support a sustainable process. Given the strategic role played by the SMS, especially the management of Performance Agreements in the realization of government programmes, it is important that departmental officials make efforts to ensure compliance with its provisions. This study has shown that officials have not been accurate enough in their implementation of the PMDS. The study reveals that there is no staff development programme in place that would help develop staff members to grow in the different fields of their jobs. This is a sound reason why staff responded that they are not happy with the current system. It would appear that management does not devote a great deal of time to staff development. The focus of the PMDS needs to be changed from an output-focused system to a management development system, where there is an increased focus on the development of competencies, compared to the current focus on rewarding only output.