Bakgrund och problem: Ekonomistyrning måste anpassas till respektive företags förutsättningar. Företag kan tillämpas olika strategier i syfte att uppnå deras vision varav en strategi är outsourcing. Outsourcing innebär att en extern part kontrakteras att utföra en viss aktivitet för en annan organisations räkning. Denna form av struktur får dock inverkan på verksamhetens förmåga att skapa målkongruens eftersom det innebär att även den externa partens målsättningar måste stämma överens med organisationens målsättningar. Ytterligare problematik uppstår när outsourcing tillämpas till flertalet externa organisationer i form av agenter. Problematik i förhållandet mellan agenten och den styrande verksamheten beskrivs i teorin av fenomenet agency theory och dess underliggande antagande om att respektive part kommer att agera utefter sina egna intressen och målsättningar. Att styra en verksamhet till målkongruens under dessa förutsättningar blir därmed komplext. Syfte: Studien ämnar förklara komplexiteten i styrning när outsourcing tillämpas på en avdelning som består av agenter. Utöver detta ska studien också beskriva hur styrning implementeras och vilka styrmedel som appliceras för de olika avdelningarna inom fallföretaget i jämförelse med den outsourcade avdelningen. Studien syftar därmed till att undersöka hur styrning kan utformas för att uppnå målkongruens i en verksamhet inom husbyggnadsbranschen som har valt att tillämpa outsourcing på försäljningsavdelningen.  Metod: Studien har tagit ansats i en kvalitativ forskningsmetod och tillämpat en enfallsstudie som forskningsdesign. Vidare har insamlingen av det empiriska materialet utgått från semistrukturerade intervjuer. Slutsats: Styrning mot målkongruens när outsourcing tillämpas uppnås genom att respektive avdelnings samt individers målsättningar sammanlänkas med organisationens målsättningar, vilket också överensstämmer med vad teorin definierar som tillvägagångssätt för att uppnå målkongruens. I syfte att den externa organisationen ska tillta ett målkongruent beteende bör vinstmaximering ligga till grund för utformningen av eventuell budget och målsättning i den outsourcade verksamheten. / Background and problem: Management control must be adapted to the circumstances of each company. Companies can apply different strategies to achieve their vision, one being outsourcing. Outsourcing means that an external party is contracted to perform a certain activity on behalf of another organization. However, this form of structure has an impact on the business's ability to create target congruence because it means that the external party's objectives must be in line with the organisation's objectives. Further problems arise when outsourcing is applied to multiple external organizations in the form of agents. Problems within the relationship between the agent and the business that controls are described as the phenomenon of agency theory and its underlying assumption that each party will act according to its own interests and objectives. Controlling a business to target congruence under these conditions is thereby complex. Purpose: The study aims to explain the complexity of control when outsourcing is applied to a department that consists of agents. In addition to this, the study will also describe how control is implemented and how control mechanisms are applied to the various departments within the case company in comparison to the outsourced department. The aim of this study is thereby to investigate how control can be designed to achieve target congruence in an activity in the house construction industry that has chosen to apply outsourcing to the sales department. Method: The study has taken a qualitative research and applied a case study as a research design. Furthermore, the collection of the empirical material has been based on semi- structured interviews. Conclusion: Control towards goal congruence when outsourcing is applied is achieved by linking the objectives of each department and individuals with the goals of the organization. This is also in line with what the theory defines as the approach to achieving goal congruence. In order to achieve a goal-congruent behaviour, the external organization should use of profit maximization in every budget and objectives in the outsourced activity.

This study set out to examine the phenomenon of employee motivation in the North West Department of Education. The study argues that the performance of employees to achieve organisational goals is influenced by the level of employee motivation. The study identified that employees are influenced by both intrinsic and extrinsic factors. These factors have a positive or negative influence on the motivation of employees. The factors identified include the work environment, the performance management and development system, job design, employee involvement, organisational culture and commitment and human relations. A literature study was undertaken to provide a framework through which the importance of the study is highlighted. The literature study reviewed motivation theories that explain the effect of motivation on the behaviour of employees. The mixed research method of collecting and analysing the data, including the use of a semi-structured questionnaire, was used during the research process. The findings of the study show that the motivation levels of employees are varied in relation to factors that influence the motivation of employees. There is therefore evidence in the study that employees are motivated by different needs and therefore a more encompassing approach is required. The study also found that managers in the Department of Education did not put concerted efforts towards the motivation of employees, nor did they put effective programmes in place with regard to the same. In order to achieve the primary research objective, the study recommends that an integrated and comprehensive motivation strategy, that will influence the motivation of employees, be developed. The motivation strategy is perceived to address a number of challenges employees experience in the performance of their work. Recommendations for the implementation of the motivation strategy are presented in order to ensure an increase in the motivation of employees for effective and efficient employee performance. The study identifies areas for further research, which, if implemented, will increase the managers‟ knowledge of recognition schemes to enhance the performance levels of employees. / M Development and Management, North-West University, Potchefstroom Campus, 2015

This study investigates the role of managers, especially senior managers, with respect to the alignment of individual and institutional performance indicators in the Overstrand Local Municipality. Service delivery is an important issue for South African municipalities and is directly linked to performance management. In order to achieve institutional goals and improve service delivery, the alignment of individual and institutional performance indicators is vital. The managers’ role with respect to alignment is important because they are the driving force behind the institutional performance management system (PMS) in the municipality. A qualitative research methodology is used in this study and includes a literature study and unstructured interviews. The main objective of this research is to determine the role of management in the alignment of individual and institutional performance indicators in the Overstrand Local Municipality using a municipal scorecard model. The secondary objectives include the formulation of descriptions of the theoretical models and principles of performance management, and the principles and legislative requirements for a comprehensive PMS; determining challenges that managers experience in aligning institutional and individual performance indicators using a municipal scorecard model; and proposing recommendations based on best practice examples towards a management framework that will facilitate the effective alignment of individual and institutional performance indicators. The findings of the study were that the alignment of performance indicators in the Overstrand Local Municipality is unsuccessful, especially at the lower levels. Theoretically, alignment is possible, but the practical implementation thereof remains a challenge. The negative perceptions, attitudes and behaviours that employees exhibit in relation to performance management, both institutional and individual, also came to the fore. Furthermore, employees do not understand the concept and importance of institutional performance. This clearly shows a lack of alignment in the municipality and managers have a very important role to fulfil in order to ensure alignment. Additionally, the challenge that managers experience in inculcating a performance culture in the municipality is particularly evident in the manner in which performance planning, communication, leading and monitoring are done. Various recommendations were made to the Overstrand Local Municipality regarding the alignment of performance indicators through the management functions of planning, organising, leading and control. The implementation of these recommendations will enable the municipality’s senior managers to create a positive performance culture, which should be reflected in the manner in which individual performance is managed. Moreover, the recommendations will assist the managers to align individual and institutional performance, positively influence service delivery and ensure organisational responsiveness to community needs. / MA (Public Management and Governance), North-West University, Potchefstroom Campus, 2015

This study set out to examine the phenomenon of employee motivation in the North West Department of Education. The study argues that the performance of employees to achieve organisational goals is influenced by the level of employee motivation. The study identified that employees are influenced by both intrinsic and extrinsic factors. These factors have a positive or negative influence on the motivation of employees. The factors identified include the work environment, the performance management and development system, job design, employee involvement, organisational culture and commitment and human relations. A literature study was undertaken to provide a framework through which the importance of the study is highlighted. The literature study reviewed motivation theories that explain the effect of motivation on the behaviour of employees. The mixed research method of collecting and analysing the data, including the use of a semi-structured questionnaire, was used during the research process. The findings of the study show that the motivation levels of employees are varied in relation to factors that influence the motivation of employees. There is therefore evidence in the study that employees are motivated by different needs and therefore a more encompassing approach is required. The study also found that managers in the Department of Education did not put concerted efforts towards the motivation of employees, nor did they put effective programmes in place with regard to the same. In order to achieve the primary research objective, the study recommends that an integrated and comprehensive motivation strategy, that will influence the motivation of employees, be developed. The motivation strategy is perceived to address a number of challenges employees experience in the performance of their work. Recommendations for the implementation of the motivation strategy are presented in order to ensure an increase in the motivation of employees for effective and efficient employee performance. The study identifies areas for further research, which, if implemented, will increase the managers‟ knowledge of recognition schemes to enhance the performance levels of employees. / M Development and Management, North-West University, Potchefstroom Campus, 2015

This study investigates the role of managers, especially senior managers, with respect to the alignment of individual and institutional performance indicators in the Overstrand Local Municipality. Service delivery is an important issue for South African municipalities and is directly linked to performance management. In order to achieve institutional goals and improve service delivery, the alignment of individual and institutional performance indicators is vital. The managers’ role with respect to alignment is important because they are the driving force behind the institutional performance management system (PMS) in the municipality. A qualitative research methodology is used in this study and includes a literature study and unstructured interviews. The main objective of this research is to determine the role of management in the alignment of individual and institutional performance indicators in the Overstrand Local Municipality using a municipal scorecard model. The secondary objectives include the formulation of descriptions of the theoretical models and principles of performance management, and the principles and legislative requirements for a comprehensive PMS; determining challenges that managers experience in aligning institutional and individual performance indicators using a municipal scorecard model; and proposing recommendations based on best practice examples towards a management framework that will facilitate the effective alignment of individual and institutional performance indicators. The findings of the study were that the alignment of performance indicators in the Overstrand Local Municipality is unsuccessful, especially at the lower levels. Theoretically, alignment is possible, but the practical implementation thereof remains a challenge. The negative perceptions, attitudes and behaviours that employees exhibit in relation to performance management, both institutional and individual, also came to the fore. Furthermore, employees do not understand the concept and importance of institutional performance. This clearly shows a lack of alignment in the municipality and managers have a very important role to fulfil in order to ensure alignment. Additionally, the challenge that managers experience in inculcating a performance culture in the municipality is particularly evident in the manner in which performance planning, communication, leading and monitoring are done. Various recommendations were made to the Overstrand Local Municipality regarding the alignment of performance indicators through the management functions of planning, organising, leading and control. The implementation of these recommendations will enable the municipality’s senior managers to create a positive performance culture, which should be reflected in the manner in which individual performance is managed. Moreover, the recommendations will assist the managers to align individual and institutional performance, positively influence service delivery and ensure organisational responsiveness to community needs. / MA (Public Management and Governance), North-West University, Potchefstroom Campus, 2015

Thesis (M. Dev.) -- University of Limpopo, 2018 / Thank you to the Most High God for giving me strength, courage, wisdom and understanding to pursue my dream. Compiling this mini-dissertation would not have become a success if it was not for the support I received from my family and close friends. I would like to extend my sincere gratitude to the following persons who contributed immensely to the undertaking of this study from its beginning to its completion:  My Supervisor, Dr. K.S. Milondzo and my Co-Supervisor, Professor. M.X Lethoko for their constructive criticism, patience, expert advice and motivation and for being the sound board of my ideas throughout the process. For the professionalism that they portrayed throughout our interaction.  To Professor C.S. Mkhabela for his academic advice, moral support and fruitful discussions we had in our engagement.  My parents Pauline and Ben Nyoni, for their undivided support, patience, and acceptance.  My son, Tshepo Litswele for his unwavering love and support  My brothers and sisters, for their support, tolerance and acceptance at times I may have inconvenienced them.  To the participants for willingness to participate in the study.  To my employer Department of Education for allowing me to pursue my studies.  To the Department of Public works, Roads and Transport for granting me permission to conduct my research within their department.  To Ms MM Ngobeni for her professional editing. iv ABSTRACT Recent changes in the public sector which also included the Department of Public Works, Roads and Transport have placed new pressure on managers to change their ways of managing Performance Management and Development Systems in its implementation. The above challenge necessitated the researcher to investigate the effective implementation of Performance Management System in the Department of Public Works, Roads and Transport in Ehlanzeni District Municipality. The study is concerned with the development of effective implementation of Performance Management System on employees and production in the Department of Public Works, Roads and Transport. This study used the context of the Department of Public Works, Roads and Transport as its spring board in engaging the subject of performance management system. With all changes that are involved towards the implementation of performance management system, there is a need to review the way performance management system should be implemented, hence this study. In this study, a mixed research design approach was used in the investigation of the effective implementation of performance management system in the Department of Public Works, Roads and Transport. Questionnaires and semi-structured interviews were employed to collect data from the target population. The main findings of the study, confirmed that there are challenges associated with the implementation of performance management system in the Department of Public Works, Roads and Transport. Apart from these challenges, the study also revealed the factors that contribute towards the implementation of performance management system in the area of the study. Furthermore, the study also led to the suggestions and recommendations that may assist Ehlanzeni District Municipality to accelerate effective implementation of performance management system in the department.

Thesis (MPA.) -- University of Limpopo, 2014 / The study seeks to determine whether the introduction of Performance Management System (PMS) in Mbombela Local Municipality (MLM), Mpumalanga Province has effects on service delivery. Municipalities tend to focus mainly on complying with legislative requirements of having an Integrated Development Plan (IDP) and PMS other than implementing the IDP and PMS to enhance the delivery of services to the community. The annual performance reports of MLM for the financial year 2009/2010 and 2010/2011 indicates performance targets in which some were achieved while in some cases the municipality failed to achieve. The Department of Cooperative Governance and Traditional Affairs (CoGTA) introduced the Performance Management Framework in municipalities with the aim of empowering communities to demand better services and hold municipalities accountable. In this regard a literature review was undertaken. In the literature review, it became evident that communities have displeasure in the delivery of services such as electricity, water, sanitation and roads. Further findings in the study indicate that the introduction PMS in MLM has not led to positive change in the delivery of services. Recommendations made in the study for MLM to enhance service delivery through PMS, include cascading PMS to all employees in MLM, change management and communication strategy. Further issues of alignment and integration of the IDP processes, budget, PMS, monitoring, evaluation and training on the formulation of Key Performance Areas and Key Performance Indicators are recommended.

Implementing a performance management system is a change process that requires that readiness for change is established as a pre-requisite. This study reports on the relationship between readiness for change and the implementation of a performance management system; that is the extent to which readiness for change influences the implementation of a performance management system. The study was conducted in an engineering support services private sector organisation with a footprint across South Africa. A random sample was drawn from the target population. A multiple regression analysis was subsequently conducted. The findings of this study reflect that readiness for change influences the implementation of a performance management system. Also, reflected in the findings is that the factors of readiness for change influence the implementation of a performance management system, namely business unit climate; job/task requirements; motivation to change; the personal impact of change; the emotional impact of change and change processes. In addition, the findings reflect that there is a statistically significant difference in readiness for change by tenure and by business unit. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Thesis submitted in fulfilment of the requirements for the degree Master of Technology: Public Management In the Faculty of Business and Management Sciences At the Cape Peninsula University of Technology / The aim of this study was to analyse the management of employee performance with particular reference to the challenges faced by the National Department of Rural Development and Land Reform (NDRDLR) in the Western Cape Province. The Employee Performance Management System (EPMS) provides an integrated framework to manage employee performance through continuous improvement and development. Hence, the organisation identifies the availability of skills, shortcomings and appropriate measures to overcome these shortcomings by means of training, retraining and recruiting skills for the programme or project at hand. A qualitative research methodology was applied using mainly unstructured interviews, focus groups, observation and literature review. A case study approach assisted the researcher to acquire valuable data which was collected from the sample of senior management, middle management, union representatives and human resource practitioners within the National Department of Rural Development and Land Reform (DRDLR) in the Western Cape. The study identified how the performance management systems (PMS) is applied at the DRDLR and also probed into strategies and tools for managing employee’s performance. A purposive sample was composed of managers, and staff from the DRDLR. The researcher obtained approval to conduct the study from the Deputy Director: Human Resource Management within the Department of Rural Development and Land Reform, and from the Ethics Committee at the Cape Peninsula University of Technology. Findings from this study provided some significance of performance management at the work-place, and some understanding of what is EPMS by both the employer and the employees. This study revealed that there was less understanding of the EPMS, employees’ understanding of EPMS was biased towards pay benefits and rewards. The non-compliance of participants during performance management was a barrier towards the implementation of the EPMS at the DRDLR from the top to bottom in the departmental units where the sample was extracted. The study recommends a workable approach where all affected employees should be included in the planning of performance reviews, and should be trained continuously in order to address shortcomings in the implementation of EPMS. The findings and conclusions from this study contribute to the field of Public Management, while the study also allows other researchers to conduct further research in the field of performance management.

Masters in Public Administration - MPA / South Africa is plagued by municipal service delivery protest actions on a perennial basis. This observable fact is confirmed in the municipal audit reports of the Auditor General (AG) for the 2010-11 and 2011-12 financial years. One of the reasons cited for these poor audit results by the office of the Auditor General is problems linked to the management of performance, or the absence of a proper Performance Management System (PMS). This study aims to establish why a municipality finds it difficult to develop, implement and sustain a proper PMS, and what factors contribute to an efficient PMS in a municipality. This research is based on a case study of a category B-municipality, namely the Saldanha Bay Municipality and explores various factors necessary to ensure the effective implementation of a performance management system. The primary aim of the study is to identify and discuss the negative and the positive factors regarding the case of the Saldanha Bay Municipality over a period of 10 years. It analyses the PMS problem areas and endeavours to understand what contributed to the Auditor General’s “clean audit” finding in the 2013/14 and 2014/15 financial periods. The study utilized the case study approach as this is arguably the most appropriate approach to understand and interpret the phenomenon that was studied. The study also concentrates on both primary and secondary sources of data. Secondary sources include books, journal articles and government reports whilst the primary sources include personal observations, structured interviews and a survey questionnaire. The survey questionnaire was adapted from the de Waal and Counet (2009) questionnaire and applied to the management / staff of this municipality. This instrument is appropriate in that it allowed the researcher to probe and explore the 31 performance categories against which the implementation of a Performance Management System in the Saldanha Bay Municipality was assessed. The key findings of this study, especially in the first 5 years of the decade in discussion, indicate that the lack of management commitment, leadership and support played a role in the problems related to the implementation of a PMS. Other factors that were also evident were the lack of enough time and resources for the implementation of a PMS and the lack of a comprehensive change management process during the implementation phase. A fourth finding was that the PMS did not present enough benefits for management, particularly in their daily management activities, which resulted in a culture of compliance, rather than a culture of performance.