A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Science in Building (Project Management) / Successful implementation of whole lifecycle management (WLCM) for facilities depends upon the seamless flow of information between the development and operational stages of facilities, which in turn depends upon the ability of the project manager to integrate various requirements of project stakeholders (Edum-Fotwe, et al., 2003); (Meng, 2013); (PMI, 2008). Traditionally, design is separated from the facilities management (FM) stage, and concepts such as early FM involvement are advocated as instruments that can be used to achieve integration between these stages (Meng, 2013). Early FM involvement is the integration of FM practitioners in the design stage and thus, allowing for valuable FM information to be included at an early stage of development. However, most of the available academic literature on early FM involvement either focus on the significance of early FM involvement without specifying the actual framework, similarly where frameworks are defined, only focus in one particular function of FM such as maintainability, without regard for operability, serviceability and other aspects of WLCM (Liu & Issa, 2013); (Meng, 2013). Therefore, the basis for this research was founded on the realisation of the silo approach between project management (PM) and FM stages, and lack of comprehensive frameworks for early FM involvement, resulting in facilities that are costly to maintain and operate. This research sought to provide a comprehensive performance management framework (PMF) for early FM involvement, here after called the PMF, within the South African context.

A research report submitted to the Faculty of Management University of the Witwatersrand, Johannesburg, in partial fulfillment of the requirements for the degree of Master of Management. February 1999. / One of the levers of competitiveness is innovation. with the increased cost pressures, it is recognised that the innovative potential of all employees must be leveraged. The literature suggests that innovation is innate. It follows, therefore, that an appropriate performance management system, based on an understanding of the requirements of innovative individuals, must harness and encourage innovation to a greater or lesser extent in all employees. The purpose of this study was to assess whether there are any differences in the performance management preferences of innovative and non-innovative employees, with a view to designing appropriate performance management systems. The data was collected by means of a questionnaire distributed among the employees of the retail banking arm of a financial services sector organisation. Responses were elicited from 34 employees. These were then subjected to statistical analysis. The findings point to no real differences between the preferences of innovative and non innovative employees, with the exception of 4 dimensions. The absence of many differences is consistent with the view that innovative capability is a continuum and is an innate ability that is developed to different extents in different people. It suggests that other aspects of the individual personality are equally important in defining a suitable enviromnent of work. The recommendation is that a single performance management system is employed in an organisation with opportunities for customisation for the individual. / AC2017

Increasing interest is being shown in performance measurement, in both the academic literature and by practitioners. When implementing innovative products, organisations are facing issues of how to measure and manage the performance of the products concerned and how to do so in a worthwhile way. Reviewing existing literature suggests that there has been limited research on the value of performance measurement and management processes and indeed little conceptual distinction has been made between performance measurement and performance management. A conceptual framework is developed, structured around concepts from the existing literature showing two ways of distinguishing performance measurement and performance management. Performance management processes are shown as broader than performance measurement processes and the influences of the processes on performance are also displayed, another way of differentiating between the two concepts. The framework provides a structure for a pattern matching analysis using empirical data. Empirical data collection involved four case studies, each focusing on a medical device being implemented in the UK public healthcare sector. Forty-six semi-structured interviews explored performance measurement and performance management processes in the implementation of the innovative products, as well as exploring the influences of those processes on performance of the innovative products. The findings from the thesis highlight key performance measurement and performance management processes that occur in the implementation of innovative products, finding that the two can best be distinguished by their influence, or lack of influence, on performance. Performance reporting is also highlighted as a key concept. The findings indicate that performance measurement and reporting processes alone cannot be expected to have an influence on performance, however if performance management processes occur too then they can.

This research study intended to evaluate the impact of Local Government Performance Management System (PMS) on service delivery using Tshwane’s Roads and Stormwater division. / Graduate School of Business Leadership / (M.B.A.)

Rater training is important for improving the quality of human resource decisions. However, there is little research that has examined the influence of trainee individual differences on rater training effectiveness. In Study 1, I found support for a partially mediated model in which learning goal orientation, internal locus of control, and promotion focus influenced rater training motivation through general self-efficacy. In Study 2, I extended the model to include rater training criteria, and I found that rater training motivation did not predict declarative knowledge, rating validity, or rating accuracy, but cognitive ability predicted all three outcomes. Overall, the results suggest that although individual differences in attitudes are relevant for understanding rater training motivation, cognitive ability may be much more important for understanding rater training effectiveness. Implications for rater training theory and practice are discussed.

Raters have been shown to react differently to performance evaluation formats. However, reactions to a new and promising format, frame-of-reference scales (FORS), remains untested. This experiment found that FORS users reacted more positively compared to standard scale users overall, and results were attributable to perceived accuracy and fairness.

<p><font face="Times New Roman"> <p align="left">This study focuses on the Performance Management System in the South African local government with specific emphasis on policy implementation.</p> </font></p>

Inledning: Talent Management är ett begrepp och ett arbetssätt som alltmer implementeras i svenska organisationer och det ligger högt upp på deras agenda. Talang och talangidentifikation är idag en viktig del i att bemöta den ökade konkurrensen. Att identifiera talang är ett sätt att behålla de medarbetare som är viktiga för organisationen samt ett sätt att utveckla organisationen genom att ta tillvara på humankapitalet. Syfte: Att öka förståelsen kring talangidentifikation på svenska organisationer. Vi vill även bidra med en förståelse för hur de individualistiska och kollektiva perspektiven har påverkat svenska organisationer i dess utformning och tillämpning i att identifiera talang. Vi vill även öka förståelsen kring vad dessa perspektiv har att lära av varandra och vad detta resulterar i. Vårt intresse omfattar även vilka grunder som är avgörande för att bli identifierad som talang. Metod: Studien genomförs med en deduktiv ansats och en kvalitativ forskningsstrategi. Vi har studerat svenska finansinstitut genom en flerfallsstudie och genomfört kvalitativa intervjuer med personer inom HR funktionen på dessa organisationer med ansvar för Talent Management och talangidentifikation. Resultat: Vad vi har kunnat visa på är att Talent Management och då i första hand talangidentifikationen inom svenska organisationer står inför en kompromiss mellan ”hårda” och ”mjuka” värden. I sin korthet har vi kommit fram till att genom att följa organisationens värderingar resulterar detta i en ökad möjlighet att klassificeras som talang.

International electricity industry has encountered many external changes in recently years, like the surge of electricity liberation. Moreover, the issue of energy and green-environment has been a global concern. When facing changes, organizations often adjust their strategies to deal with them. And a good performance evaluation system is a bridge that links the strategy and operation in this process. Performance management is an indispensable part of long-term development strategy. It can not only transfer executive¡¦s vision into strategy and action plans but also lead the organization to its initial objectives. This research takes into account the differences of nature and operating environment between electricity industry and private corporations and wants to discuss the performance evaluation system and indicators of electricity in changing environment. After considering the relevant literatures and international practical methods, this research comes up with a performance-evaluation dimension based on industrial value-chain, including manufacturing, supplying, sales and service, and social responsibility. This method takes into account the organization¡¦s mission and vision, and its industrial attribute. Moreover, the consideration of social responsibility is the biggest contribution of this research because it can echo the hiking environmental concern in recent years. In the final simulation result, we can find out that it can, compared with the real grades, reveal the nature of public utility and match the characteristic of stability.

Management pressure has been increasing for most companies due to fierce competition from the same industry and rapid changes and complexities in the larger context. To survive the competition and ensure sustainable management, the introduction of organization yearly performance management system is necessary. It allows a company to clarify its overall yearly goals and to extend them to individual employees according to departmental functions, linking the goals of the company, its departments, and its individual employees together. The present study takes a semiconductor packaging assembly company as case study and analyzes the factors influencing its yearly performance management system. The study first conducts a literature review, delineating the theoretical bases and results of related literature, in order to establish the theoretical model for this research. It then provides the research hypothesis based on the case company, which will be tested by analyzing the data collected from questionnaires using SPSS. Questionnaires are designed according to the four hypothesized indices of the case company: the supervisors¡¦ recognition of the function of yearly performance management, departmental yearly goals not linked with the company¡¦s yearly goals, routine management functions not synchronized with performance goals, and information system. SPSS testing shows that the Cronbach¡¦s £\ is all higher than 0.7, indicating a high reliability of scale, in other words, high conformity. The research results demonstrate that: 1. Mean and standard deviation analysis shows that different levels of supervisors in the case company have conformed recognition regarding the influence of the four indices on the organization¡¦s yearly performance. 2. Correlation analysis of the four hypothesized indices shows that they are highly correlated. This study evaluates the turnover and gross profit of the past three years from the case company based on the four indices that influence its yearly performance management system and finds that there is much room for improvement. Therefore, the four indices still have considerable influence with regard to a company¡¦s administration of performance management.