INTRODUCTION The intention of this study was to formulate guidelines for the implementation of Performance Management System (PMS) regarding line managers (LM) and employees (E) in a level 2 public hospital in the North–West Province. From a preliminary evaluation it was evident that the implementation of performance management as outlined in the NWPG policy No. 13, was not effective. The results of the research was to provide baseline data of the current policy implementation by the line managers and employees; an indication of the ability of the PMS to reach its goal of improved performance between line managers and employees in the long term; and the barriers to the policy implementation discovered over the course of the study. RESEARCH QUESTIONS Based on the statement of the problem, the following research questions were asked: * How is PMS implemented from the perspective of line managers in a level 2 public hospital? * How is PMS implemented from the perspective of employees in a level 2 public hospital? * What guidelines can be formulated for line managers and employees regarding PMS? AIM AND OBJECTIVES OF THE STUDY The principal aim of this study was to formulate guidelines for implementation of PMS by line managers and employees. The objectives below of the research which are derived from the principal aim were: * To describe the implementation of the PMS from the perspective of line managers in a level 2 public hospital. * To describe the implementation of the PMS from the perspective of employees in a level 2 public hospital. * To formulate guidelines for line managers and employees regarding PMS? RESEARCH DESIGN A quantitative, explorative, descriptive, and contextual design was used in this study to reach the overarching aim and respective objectives. RESEARCH METHOD The researcher firstly conducted a literature review to understand implementation of PMS and related constructs. Thereafter the researcher used two similar structured questionnaires for both LM and E to collect data. The questionnaires were developed to measure the perceptions of both LM and E in the implementation of PMS in a level 2 public hospital. The questionnaires were based on the six steps (performance planning, developing performance criteria, performance monitoring, performance review and assessment, annual performance assessment and performance assessment outcomes) of the current PMS policy used in a level 2 public hospital. The study is based on transformational leadership whereby the line managers (LM) as nurse leaders with transformational characteristics are assumed to be empowering the employees (E) and creating enthusiasm for nursing practice. Minor adaptations were made to the questionnaires prior to administration to the nursing personnel in a level 2 public hospital in North West Province. An all inclusive sample was taken, representative of a larger population and this amounted to twenty four line managers (n=24) and fifty five employees (n=55) that participated in the study. RESULTS There were problems identified from both the line managers (LM) and employees (E) in performance planning, developing performance criteria, and monitoring performance, organizing and the process of performance review and assessment and lastly the annual performance assessment. The main two main findings are: * The effect size of all the questions indicates a practically visible and thus significant difference with regard to LM and E perceptions of the implementation of PMS. * There is statistical evidence of improper implementation of PMS from both groups regarding some of the performance implementation items. Based on the empirical evidence and the problems identified from the results, guidelines for the implementation of PMS were formulated. It is suggested that these be used and implemented to streamline the PMS in level 2 public hospitals. Keywords: Key result areas (KRAs), Generic assessment factors (GAFs), reward, work plan, Performance Agreement (PA), Performance Management System (PMS). / Thesis (M.Cur.)--North-West University, Potchefstroom Campus, 2012.

Thesis (MPA.) -- University of Limpopo, 2016 / The Performance Management System (PMS) was introduced in the public sector in order to maximise optimal performance of public institutions. The aim was to ensure that public institutions deliver services to the public effectively and efficiently. The Limpopo Department of Public Works has received bad audit opinions from the Auditor General for the financial years 2011/12 to 2013/14. The Department received the following audit opinions: a disclaimer audit opinion for the financial year 2011/12, a disclaimer audit opinion for the financial year 2012/13 and a qualified audit opinion for the financial year 2013/14. The study sought to investigate the manner in which PMS was being implemented in the Limpopo Department of Public Works. A literature review, undertaken in this study shows that there are challenges in implementing the PMS in the public sector, that there is inadequate general understanding of the PMS and that there is no adequate training provided. Data was collected through questionnaires and documentary sources of annual performance plans and annual reports for the financial years 2011/12, 2012/13 and 2013/14. The responses collected from the questionnaires mainly indicate that the PMS is not adequately understood in the Department. The annual performance plans and annual reports of the Limpopo Department of Public Works for the financial years 2011/12, 2012/13 and 2013/14 indicate that the Department did not achieve even 50% of its targets in the core directorates. Further findings in the study indicate that the implementation of the PMS has not impacted positively on the performance of the Department. Recommendations made in the study include providing training linked to the PMS to all employees. Other recommendations include the communication of the departmental targets to employees at all levels.

Background and problems: The research field of performance management and measurement has primarily focused on financial aspects for a long time, with measurement being the focus. Performance management systems integrate both the aspects of control and measurement, resulting in a broad research area. The lack of research combined regarding the role of the staff manager within the system creates a gap that needs to be explored. Purpose: The purpose of the study is to make a theoretical contribution to the field of performance management systems. The contribution is to examine the role of the staff manager in an implemented performance management system and the achievement of organizational goals. Method: To fulfill the purpose, a qualitative research method with an abductive research approach was used. The study is a case study conducted at Handelsbanken, where the empirical data collection is based on six semi-structured interviews and an internal document.    Conclusion: The role of the staff manager is crucial and more central than previously believed in effectively using a performance management system and achieving organizational goals. By communicating the mission and vision and linking them to the employees' daily work, the system can be efficiently utilized. Daily work is monitored through evaluations, which serve as a fundamental control mechanism in the system.  By strengthening the alignment between employees and the organization, it can result in more desirable organizational outcomes. This can be achieved through a clearer reward system and linking the employees' daily work to the achievement of office goals.

This research focuses on a contemporary Operations Performance Management System (OPMS) designed for a leading global automotive parts supplier. It synthesises an integrated and holistic OPMS to increase the effectiveness and efficiency of the automotive parts supplier to ultimately improve financial margin. The study is motivated by the need of an process-oriented automotive parts supplier to excel in regards to its operations management to ultimately secure a best-in-class cost basis in times of significant changes in the automotive industry. The research design is based on a qualitative single case-study and deploys semistructured interviews with the management of the case-study organisation. In addition, hundreds of documents were analysed to evidence the creation of the OPMS. Finally, participant observation was used to allow for triangulation and contextualisation of findings. The findings reveal a contemporary OPMS. It presents an intelligent and integrated steering logic from corporate level to single operational processes. It integrates performance measurement and management in acknowledgement of the specific needs to the case-study organisation. The overall aim of this thesis is to make a practical contribution to this area as achieved by the presented OPMS. This study extends the existing literature by contributing a customised, highlyintegrated OPMS for a process-oriented automotive parts supply industry. It embeds the ‘Target Costing Methodology’ as an example for a performance management tool into the OPMS. Furthermore, the study explores the impact of digitalisation on OPMS. This research has synthesised an OPMS that emphasises a shift towards intelligent performance measurement for achieving value in the chain, in areas such as procurement and manufacturing. This shift is strongly influenced by digital transformation, which is not yet holistically commanded by the case-study organisation. The research does shed light upon how to optimise resource utilisation based on increased operational focus and managerial accountability. This approach will lead to continual organisational learning as part of the ‘Plan-Do-Check-Action’ management process.

Most companies are competing in the diverse global markets, and competitive advantage through human capital is becoming very important. Employee development for high productivity and the use of effective tools to measure their performance are therefore paramount. One such tool is the 360-degree performance appraisal system. The study on the effectiveness of the 360-degree performance appraisal was conducted on a selected steel organisation. The primary objective of the research study was to determine whether the current 360-degree performance evaluation system the organisation uses is effective or whether there is a need to explore other employee evaluation and feedback systems across the industry to identify the best practice. Constructs that were measured are the impact of 360-degree appraisal on the employee motivation and performance, job satisfaction, the organisation‟s performance, succession planning as well as training and development. The findings showed that the 360-degree appraisal system is effective in most of these areas. The findings will also assist management with a better understanding of where the process has failed and what gaps need to be filled. The results concluded that there is no need to explore other performance appraisal systems; however, as recommended, the identified deficiencies in the current evaluation process need to be addressed. / MBA, North-West University, Potchefstroom Campus, 2015

Most companies are competing in the diverse global markets, and competitive advantage through human capital is becoming very important. Employee development for high productivity and the use of effective tools to measure their performance are therefore paramount. One such tool is the 360-degree performance appraisal system. The study on the effectiveness of the 360-degree performance appraisal was conducted on a selected steel organisation. The primary objective of the research study was to determine whether the current 360-degree performance evaluation system the organisation uses is effective or whether there is a need to explore other employee evaluation and feedback systems across the industry to identify the best practice. Constructs that were measured are the impact of 360-degree appraisal on the employee motivation and performance, job satisfaction, the organisation‟s performance, succession planning as well as training and development. The findings showed that the 360-degree appraisal system is effective in most of these areas. The findings will also assist management with a better understanding of where the process has failed and what gaps need to be filled. The results concluded that there is no need to explore other performance appraisal systems; however, as recommended, the identified deficiencies in the current evaluation process need to be addressed. / MBA, North-West University, Potchefstroom Campus, 2015

<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>

<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>

In the accomplishment of good governance South African municipalities need to develop measurable objectives related to performance measures and targets that capture strategically important aspects of performance. This allows performance to be easily monitored and aligned with municipal Integrated Development Plans (IDPs). Performance information should be used in conjunction with strategic planning, budgeting, policy analysis and evaluations, organisational reviews and performance appraisals for the managers. This is necessary in order to improve performance and for assuring the public that they are receiving value for money. A Performance Management System (PMS) is the principal management mechanism intended to determine outcomes and impact of municipal service delivery on the communities they are commissioned by legislation to service. The PMS measures should always be relevant, meaningful and informative to political and administrative decision-makers. The data gathered from the PMS should be presented in a balanced, comprehensive and credible manner. The aim of this study is to analyse the challenges that influence the implementation of the local government PMS in the Dr Kenneth Kaunda District Municipality. The analysis entails identifying the challenges, evaluating them and then suggesting possible solutions to the challenges. / Thesis (M. Development and Management)--North-West University, Potchefstroom Campus, 2013.

In the accomplishment of good governance South African municipalities need to develop measurable objectives related to performance measures and targets that capture strategically important aspects of performance. This allows performance to be easily monitored and aligned with municipal Integrated Development Plans (IDPs). Performance information should be used in conjunction with strategic planning, budgeting, policy analysis and evaluations, organisational reviews and performance appraisals for the managers. This is necessary in order to improve performance and for assuring the public that they are receiving value for money. A Performance Management System (PMS) is the principal management mechanism intended to determine outcomes and impact of municipal service delivery on the communities they are commissioned by legislation to service. The PMS measures should always be relevant, meaningful and informative to political and administrative decision-makers. The data gathered from the PMS should be presented in a balanced, comprehensive and credible manner. The aim of this study is to analyse the challenges that influence the implementation of the local government PMS in the Dr Kenneth Kaunda District Municipality. The analysis entails identifying the challenges, evaluating them and then suggesting possible solutions to the challenges. / Thesis (M. Development and Management)--North-West University, Potchefstroom Campus, 2013.