Thesis (M. Dev.) -- University of Limpopo, 2017. / Recent changes in Limpopo Economic Development Agency have placed new external pressure on managers to change their ways of managing Performance Management Systems. The above challenge necessitated the researcher to investigate the contribution of Performance Management System on employees’ behaviour and productivity at Limpopo Economic Development Agency. The study is concerned with the development of effective strategies that will enhance the contribution of Performance management system on employee behaviour and productivity at Limpopo Economic Development Agency. This study used the context of Limpopo Economic Development Agency as its spring board in engaging in the daunting subject of performance management system. Surely 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 contribution of performance management system on employees’ behaviour and productivity. Questionnaires and semi-structured interviews were employed to collect data from the target population. Due to the nature of the study the researcher has also utilised both purposive sampling and stratified random sampling to select different participants in the study. The main findings of the study, confirmed that there are challenges associated with the implementation of performance management system in Limpopo Economic Development Agency. Apart from these challenges, the study also revealed the factors that contribute towards the management of performance management system in the area of the study. Furthermore, the study also led to suggestions of strategies and recommendations that may assist Limpopo Economic Development Agency to accelerate positive contribution of performance management system in the organisation.

This study investigated how educators experience the peer observation component of the Integrated Quality Management System (IQMS), a quality and performance management system that was introduced into South African schools in 2005. The extent to which the Integrated Quality Management System has contributed to the development of schools in their entirety has been largely unchartered. The objective of this dissertation was to investigate the perceived experiences of educators concerning the peer observation component of the Integrated Quality Management System. A qualitative research paradigm was employed in order to gather data for this study. Semi- structured interviews were conducted with educators; data collected from the interviews was compared and integrated with data collected from the documentsthat were studied. The data gathered was analyzed using the theory of collegiality in order to explore how educators experience peer observation as a component of the IQMS during its implementationas well as what impact it had on collegiality The findings revealed that teachers are given an opportunity to select their peers during peer observation implementation which, however, leads to an inconsistent and subjective allocation and rating of scores in order to get a 1% pay progression. The study found that the peer observation part of the IQMS is an effective tool for teachers‟ development as it helps them identify areas that need to be developed in order to improve on their teaching practice. The study‟s findings also revealed that if favourable conditions for peer observation are created, peer observation enhances collegiality among teachers. / Dissertation (MEd)--University of Pretoria, 2017. / Education Management and Policy Studies / MEd / Unrestricted

Masters in Public Administration - MPA / This study examines the implementation of the Performance Management System (PMS) in local government, with specific reference to municipalities in the Chris Hani District in the Eastern Cape. The research is premised on the assumption that even though a PMS has been adopted in municipalities with the aim of assisting them to function effectively, municipalities in the Eastern Cape, particularly in Christ Hani District, continue to experience performance challenges. The study presupposes that the implementation of the performance management system at the municipality, whether effective or ineffective, has a direct relationship with the performance of the municipality. The study includes a historical overview of local government with the aim of understanding government reforms introduced to assist municipalities to build their capacity to enable them to perform well. It utilises purposive sampling to identify the most appropriate participants based on the research objectives. The data was collected through semi-structured interviews and a review of relevant documents. As part of the analysis, summaries of the responses of interviewees were written in a meaningful way in line with the thematic areas determined in accordance with the research objectives. The municipality uses the Balances Scorecard as a performance management tool to determine the performance level of individuals and to detect areas that need corrective measures across the local municipalities. There are inconsistencies in the implementation, depending on how well the particular local municipality is resourced. In any municipality, the effective implementation of the PMS requires the municipality to reward excellent performers, which requires increases in the personnel budget to cater for monitory rewards.

After the ISO9000 series of quality management standards was released by the International Organization of Standard, certificate of ISO9001¡G1994 was deemed by enterprises as a guarantee for performance improvement. Ironically, not until recently is the implementation of ISO9001: 2000 substantially depreciated and suspected as an obstacle to efficient operation. Since the certificate of ISO9001 still represents the passport to be a candidate in international trade, enterprises bear to implement ISO9001 even under the circumstance that they do not understand the value of ISO9001. This not only violates the basic requirements of ISO9001: 2000 but also leads to employee¡¦s careless attitude about the practice. The prevalence of different evaluation tools such as Key Performance Index (KPI), Management By Objectives (MBO) and etc. tells the story that enterprise nowadays puts performance before anything. However, most enterprises fail to integrate the similar concepts behind evaluation indexes and ISO like quality goal, quality review, human resource, and process management and treat each index as an independent system. This has caused enterprises serious waste and cost. Also, there is always lacked an objective evaluation method between human resource development and performance management. Enterprise performance management system is often criticized for its isolation from the real competitive environment and helplessness in staff encouragement or efficiency improvement. The fact that the current quality system and performance management system cannot reflect customer¡¦s voice, the main source of profit improvement, undermines the benefits of system implementation and is against the expectation of persistent development. Through in-depth interview, this study specifies how enterprises in LCD industry implement performance evaluation and ISO9001: 2000 and clarify the correlation between these internal systems and the disconnection occurred. Based on bibliography and theory study, then conduct to an integrated operation system that has two major parts, including mixed-construction and process management. The process oriented management flow could easy to connect the performance evaluation gap between enterprise and customer concern. The mixed-construction could meet the performance evaluation request of LCD industry which is customers¡¦ satisfaction¡Bspeed and competence. Through this kind of operation system, enterprise could easy to put customer concern in the enterprise internal system and also could achieve a closed loop of continuous improvement. That is also called as system synergy. In enterprises operation, cost reduction stands as important as profit seeking. The concept of integration of performance management system and ISO9001¡G2000 quality management system indicated in this research provides a way to meet the targets of performance and cost while promoting employee satisfaction, enterprise competitiveness and customer satisfaction.

South Africa is a signatory to the Rio Earth Summit Agenda 21 and the World Summit on Sustainable Development's, Johannesburg Plan of lmplernentation. These documents are the definitive guidelines towards sustainable development. As a local authority within South Africa, Ekurhuleni is therefore obliged to implement these sustainability principles as highlighted in Chapter 28 of Agenda 21, namely Local Agenda 21. Various tools are available to implement the Local Agenda 21 principles. The Municipal Systems Act, 32 of 2000, prescribes the compilation of an lntegrated Development Plan for all local authorities, part of this is a Performance Management System that measure performance in terms of specified indicators. Another management tool is the State of the Environment Report, which in turn identifies indicators in terms of which environmentally sustainable development can be measured. The Ekurhuleni Metropolitan Municipality's lntegrated Development Plan have been compared with the objectives set out in Agenda 21 and the Johannesburg Plan of lmplementation, to assess whether this document can be used as the Ekurhuleni Local Agenda 21 Strategy. It was found that the requirements for an lntegrated Development Plan are very similar to the requirements for a Local Agenda 21. The Ekurhuleni lntegrated Development Plan to a great extent complies with the Agenda 21 and Johannesburg Plan of lmplementation. In terms of sustainable development, the economic and social aspects, receive substantial attention, however the biophysical environmental aspect of sustainable development is not sufficiently integrated into all aspects of the lntegrated Development Plan. Neither are the target dates as specified in the Johannesburg Plan of Implementation highlighted in the lntegrated Development Plan. By integrating the biophysical environmental aspects into the Ekurhuleni lntegrated Development Plan and setting target dates in line with the Johannesburg Plan of lmplernentation great strides will be made towards achieving sustainable development. If the further step is taken to combine the sustainability indictors as identified in the state of the Environment Report with the Performance Management System, the Ekurhuleni lntegrated Development Plan with its Performance Management System, can be accepted as the Ekurhuleni Local Agenda 21 Strategy. / Thesis (M. Omgewingsbestuur)--North-West University, Potchefstroom Campus, 2004

Bakgrund: Rottne industri är ett företag som tillverkar skogsmaskiner, närmare bestämt skördare och skotare. En viktig del av företagets strategi i dagsläget grundar på att bedriva en generös reservdelsverksamhet ut mot kunder. Reservdelsverksamheten har vuxit och blivit en konkurrensfördel för Rottne industri. För att behålla sin plats på marknaden är det viktigt att konkurrensfördelen behålls och reservdelsverksamheten effektiviseras. Vi har i samråd med lagerchefen på Rottne industri valt att utveckla ett performance management-system. Studien har tagit sin utgångspunkt i performance management-processen som består av fem steg som kopplats till separata problemfrågor. Syfte: Studiens syfte är att utveckla ett performance management-system åt Rottne industris reservdelslager i avsikt att ge företaget en utgångspunkt för kontroll och styrning av deras prestationer. Metod: Uppsatsen är uppbyggd på en kvalitativ metod. Uppsatsens synsätt är positivism och ett abduktivt angreppssätt tillämpas. Insamling av empirisk data sker främst genom intervjuer. Slutsats: För att Rottne industri ska behålla sin konkurrensfördel bör de främst fokusera på fyra måttgrupper; leveranstid, leveransprecision, orderkvalitet och servicegrad. Prioriteringen för dessa måttgrupper skiljer sig något beroende på vilken kundgrupp som avser att betjänas. För brådskande orders, som kopplas till slutkunder är leveranstid, orderkvalitet och servicegrad viktigaste, och för påfyllningsorders, som rör återförsäljare är leveransprecision, orderkvalitet och servicegrad viktigast. Höga mål bör sättas upp för viktiga måttgrupper och bör revideras när omvärlden förändras. Sökord: Performance management, performance management process, performance management system, performance measurement, spare part logistics, aftermarket logistics, target setting. / Title: Performance management - A case study on spare part logistics at Rottne industri Authors: Max Lidby, Philip Ringström Tutor: Peter Berling Background: Rottne industri is a company that manufactures forestry equipment. An important part of the company’s strategy is based on conducting a generous spare parts business to customers. The spare part business has grown and become a competitive advantage for Rottne industri. To keep its position in the market it is important that the competitive advantage is retained. In agreement with the warehouse management we have chosen to develop a performance management system. The study has been based on the performance management process that consists of five steps which has been linked with separate research questions. Purpose: The aim of this study is to develop a performance management system for Rottne industri’s warehouse in order to give the company a starting point for monitoring and control of performance. Method: The paper is based on a qualitative approach. Thesis approach is positivism and an abductive approach is applied. Collection of empirical data is mainly done through interviews. Conclusion: In order to maintain its competitive advantage Rottne industry should primarily focus on four groups of metrics; delivery time, delivery reliability, order quality and service level. The priority for these groups of metrics are slightly different depending on which group of customers Rottne industri intend to serve. For urgent orders the delivery time, order quality and level of service most important, and for replenishing orders delivery reliability, order quality and level of service is the most important. High targets should be set for important groups of metrics, and should be under continuous review when circumstances change. Keywords: Performance management, performance management process, performance management systems, performance measurement, spare part logistics, aftermarket logistics, target setting.

South Africa is a signatory to the Rio Earth Summit Agenda 21 and the World Summit on Sustainable Development's, Johannesburg Plan of lmplernentation. These documents are the definitive guidelines towards sustainable development. As a local authority within South Africa, Ekurhuleni is therefore obliged to implement these sustainability principles as highlighted in Chapter 28 of Agenda 21, namely Local Agenda 21. Various tools are available to implement the Local Agenda 21 principles. The Municipal Systems Act, 32 of 2000, prescribes the compilation of an lntegrated Development Plan for all local authorities, part of this is a Performance Management System that measure performance in terms of specified indicators. Another management tool is the State of the Environment Report, which in turn identifies indicators in terms of which environmentally sustainable development can be measured. The Ekurhuleni Metropolitan Municipality's lntegrated Development Plan have been compared with the objectives set out in Agenda 21 and the Johannesburg Plan of lmplementation, to assess whether this document can be used as the Ekurhuleni Local Agenda 21 Strategy. It was found that the requirements for an lntegrated Development Plan are very similar to the requirements for a Local Agenda 21. The Ekurhuleni lntegrated Development Plan to a great extent complies with the Agenda 21 and Johannesburg Plan of lmplementation. In terms of sustainable development, the economic and social aspects, receive substantial attention, however the biophysical environmental aspect of sustainable development is not sufficiently integrated into all aspects of the lntegrated Development Plan. Neither are the target dates as specified in the Johannesburg Plan of Implementation highlighted in the lntegrated Development Plan. By integrating the biophysical environmental aspects into the Ekurhuleni lntegrated Development Plan and setting target dates in line with the Johannesburg Plan of lmplernentation great strides will be made towards achieving sustainable development. If the further step is taken to combine the sustainability indictors as identified in the state of the Environment Report with the Performance Management System, the Ekurhuleni lntegrated Development Plan with its Performance Management System, can be accepted as the Ekurhuleni Local Agenda 21 Strategy. / Thesis (M. Omgewingsbestuur)--North-West University, Potchefstroom Campus, 2004

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.

The primary aim of a Performance Management System is the development of a process where goals are set based on the needs of the organisation, while taking the development needs of the individual into account. These goals are negotiated and finalised through a continuous process of communication between all interested parties. In Higher Education, students, other internal clients, managers/supervisors and functional experts evaluate performances against these set goals. A well-designed system, if applied correctly, will benefit employees at various levels. Individuals become involved in setting goals or objectives; this in turn becomes the basis of a performance agreement. Performance feedback is regularly given and in terms of specific scoreboards, these scoreboards, in turn, indicated to which extent the performance goals were met or not. Over-achievers are rewarded accordingly while individuals, who do not meet their performance goals, are assisted and development programmes are suggested to improve relevant performance. Higher Education Institutions, particularly in South Africa, have been very unenthusiastic in adopting and implementing Performance Management Systems, especially when it involves management and appraisal of academic staff at institutions of higher learning. A possible reason for this reluctance may be found with the high opinion placed on the concept of 'academic freedom', and specifically, the difficulties associated with 'measuring' excellence in academic outputs and pursuits, and 'measuring intellectual property'. The goal of this study is to address and solve the stated problem and to evaluate Performance Management Systems currently used in Higher Education, in an attempt to measure their contribution to the Human Resource Management process. This research study was undertaken with the aim of investigating current levels of satisfaction with Performance Management as applied to Higher Education Institutions. The Balanced Scorecard, a Management Accounting tool, was also examined with the idea of serving as a tool to measure the viability of Performance Management of academia in Higher Education Institutions. This research study formulated one main objective, and four secondary objectives. The main objective of this study was to determine, with Management Accounting as a tool, the viability of Performance Management for the academia in Higher Education in South Africa. The secondary objectives were summarised as follows: • A review of Performance Management Systems, • A comprehensive study of Performance Management Systems for academia in South Africa, • The impact of Performance Management on academic staff performance, and staff development, • An investigation into the Balanced Scorecard as a Management Accounting tool. A comprehensive literature review was conducted, and from the literature it became evident that Performance Management of academia in Higher Education Institutions is problematic. A questionnaire circulated to the academia of four Higher Education Institutions served as basis for the empirical section of this study. The empirical evidence gathered through the responses captured from the questionnaires suggested first hand that there is great dissatisfaction amongst academia regarding the Performance Management as applied to them. In this case the findings gathered from the empirical study corresponded with the findings from the literature review conducted for this study. Evidence gathered through the responses from the questionnaires suggested great dissatisfaction with the current Performance Management System and that academia is eager to investigate alternative methods of implementing Performance Management . The findings also suggested that the Balanced Scorecard, a Management Accounting tool, should be investigated further in an attempt to find an alternative method of Performance Management The findings of this study also identified areas for future possible research; there is a need for more extensive research studies to validate the use of the Balanced Scoreboard, a Management Accounting tool, as an alternative to the Performance Management Systems currently applied. / Thesis (Ph.D. (Management Accounting))--North-West University, Vaal Triangle Campus, 2010.

The primary aim of a Performance Management System is the development of a process where goals are set based on the needs of the organisation, while taking the development needs of the individual into account. These goals are negotiated and finalised through a continuous process of communication between all interested parties. In Higher Education, students, other internal clients, managers/supervisors and functional experts evaluate performances against these set goals. A well-designed system, if applied correctly, will benefit employees at various levels. Individuals become involved in setting goals or objectives; this in turn becomes the basis of a performance agreement. Performance feedback is regularly given and in terms of specific scoreboards, these scoreboards, in turn, indicated to which extent the performance goals were met or not. Over-achievers are rewarded accordingly while individuals, who do not meet their performance goals, are assisted and development programmes are suggested to improve relevant performance. Higher Education Institutions, particularly in South Africa, have been very unenthusiastic in adopting and implementing Performance Management Systems, especially when it involves management and appraisal of academic staff at institutions of higher learning. A possible reason for this reluctance may be found with the high opinion placed on the concept of 'academic freedom', and specifically, the difficulties associated with 'measuring' excellence in academic outputs and pursuits, and 'measuring intellectual property'. The goal of this study is to address and solve the stated problem and to evaluate Performance Management Systems currently used in Higher Education, in an attempt to measure their contribution to the Human Resource Management process. This research study was undertaken with the aim of investigating current levels of satisfaction with Performance Management as applied to Higher Education Institutions. The Balanced Scorecard, a Management Accounting tool, was also examined with the idea of serving as a tool to measure the viability of Performance Management of academia in Higher Education Institutions. This research study formulated one main objective, and four secondary objectives. The main objective of this study was to determine, with Management Accounting as a tool, the viability of Performance Management for the academia in Higher Education in South Africa. The secondary objectives were summarised as follows: • A review of Performance Management Systems, • A comprehensive study of Performance Management Systems for academia in South Africa, • The impact of Performance Management on academic staff performance, and staff development, • An investigation into the Balanced Scorecard as a Management Accounting tool. A comprehensive literature review was conducted, and from the literature it became evident that Performance Management of academia in Higher Education Institutions is problematic. A questionnaire circulated to the academia of four Higher Education Institutions served as basis for the empirical section of this study. The empirical evidence gathered through the responses captured from the questionnaires suggested first hand that there is great dissatisfaction amongst academia regarding the Performance Management as applied to them. In this case the findings gathered from the empirical study corresponded with the findings from the literature review conducted for this study. Evidence gathered through the responses from the questionnaires suggested great dissatisfaction with the current Performance Management System and that academia is eager to investigate alternative methods of implementing Performance Management . The findings also suggested that the Balanced Scorecard, a Management Accounting tool, should be investigated further in an attempt to find an alternative method of Performance Management The findings of this study also identified areas for future possible research; there is a need for more extensive research studies to validate the use of the Balanced Scoreboard, a Management Accounting tool, as an alternative to the Performance Management Systems currently applied. / Thesis (Ph.D. (Management Accounting))--North-West University, Vaal Triangle Campus, 2010.