Connecting Human Resource Management (HRM) and knowledge transfer through motivation is a new research area. Out of the few existing studies there is a predominance of quantitative studies, which are showing inconclusive results. As a response, this study uses a qualitative micro perspective to investigate how HRM practises influence intrinsic- and extrinsic motivation to share knowledge. It is important to divide motivation into intrinsic and extrinsic, as it impacts knowledge sharing differently. Former studies have identified a need to study the whole HRM system, therefore, to capture differences in motivation among employees exposed to the same system, this thesis takes on a single case study approach. Qualitative interviews were held with employees at an MNC that relies on knowledge intensive activities. The findings showed that employees were motivated intrinsically through career development and extrinsically by the performance management system. The supportive climate showed to influence motivation to share knowledge, both directly and indirectly. Job design was shown to work well in combination with other practises. Finally, a key finding was the importance of having an aligned HRM system.

The purpose of this study was to evaluate the effectiveness of the existing performance management system (PMS) in enhancing performance at this freight rail organisation (FRO). The focus of this study was to establish whether the performance management processes are effective in enhancing the individual performance level in this FRO. The performance management processes referred to in this study include conceptualising and exploring; performance management and its processes, the balanced scorecard (BSC) as a tool of performance management and explaining the relationship between performance management and a reward system within the FRO. A qualitative research design was used for this study to answer the research question. The research design consisted of a case study where thirty semi structured interviews were conducted with the first line managers, junior managers, middle managers and senior managers at this FRO. The interviews were transcribed, and research data was analysed using a content analysis method. This study yielded a number of benefits in terms of the research findings, conclusions and recommendations about the effectiveness of performance management processes, the BS and the relationship between individual performance and reward. As a result, the study will not only benefit management in dealing with a strategy and drive individual performance, but will also assist all levels of employees within the FRO and other organisations in understanding the day-to-day operational activities of performance management. It will also help human capital professionals, industrial psychologists at the FRO and other organisations in knowing and understanding the best practices to adopt, in managing their individual performance levels. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Masters in Public Administration - MPA / 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 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 institutions operation that may contribute to its performance and achieve its objective of effective service delivery meaningfully. The research report also explores the paradigm shift of the department from a traditional welfarish 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. / South Africa

The Performance Management System (PMS) has been introduced in the South African public service with the intentions of monitoring, reviewing, assessing performance, developing underperformers, and recognising and rewarding good performance. This study was undertaken as an attempt to investigate whether the PMS of the Department of Local Government and Housing (DLGH) in the Limpopo Province contributes to the improvement in departmental productivity. The literature review undertaken in this study shows that there is a general poor understanding of PMS in the public service and in the DLGH in particular. It (the literature review) further establishes that there are several challenges that hinder the effective implementation of a PMS in the public service. Other findings of the study include that there is a challenge of biased ratings (subjective assessment), and a setting of unrealistic performance targets which are unrealisable by employees. The foregoing justifies the reasons why productivity levels are not always realised and targets not achieved by the DLGH. The main finding of the study is that, although it plays a significant role in the improvement of productivity, the PMS has not contributed to the improvement of productivity of the DLGH in the Limpopo Province. The main recommendation on the basis of this finding is that there should be a regular and thorough training of officials within the DLGH about the PMS and how it influences productivity. Other additional recommendations include, inter alia, that the Departmental Moderating Committee should demand verifiable evidence to justify a higher rating during quarterly assessments, and that punitive/disciplinary measures be taken against those who do not comply with the provision of the PMS policy, particularly failure to submit performance instruments. / Public Administration / M Admin. (Public Administration)

The main aim of this study was to investigate the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation of the Botswana public service and to identify the factors that facilitated and hindered the successful implementation of the programme. This study used a mixed methods research design which combines both qualitative and quantitative research design. The study used the model of social programmes, which is a holistic and comprehensive analytical framework that is used to study the implementation of social intervention programmes. Research data was obtained using a triangulation of research methods (case study, evaluation research and survey method) and data sources (literature review, document analysis, self-administered questionnaires and follow-up personal interviews). A sample of 90 respondents was selected using the purposive sampling strategy. The study found that the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation was problematic because of unclear and ambiguous foreign policy goals and objectives; lack of broad-based support and critical mass of champions of the performance management system; use of command-and-control management model rather than empowerment and the adaptation model; inadequate human and institutional capacities; ineffective supporting systems of the performance management system; weak accountability and responsibility mechanisms; weak intra-ministerial and inter-ministerial communication, co-operation, collaboration and co-ordination; inadequate information and communications technology infrastructure and unfavourable international environment. This study contributed to the existing literature by investigating the implementation of the performance management system in the global environment from a public service perspective rather than a private sector perspective, which relies on the experiences of multinational companies. The study findings provide some invaluable insights that may improve the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation of the Botswana public service by proposing recommendations to the identified problems. The recommendations include: setting clear and specific foreign policy objectives; creating a critical mass of champions of the performance management system; strengthening human and institutional capacities; promoting effective implementation and use of supporting systems of the performance management system; strengthening accountability and responsibility mechanisms; strengthening intra-ministerial and inter-ministerial communication, co-operation, collaboration, and co-ordination; strengthening decentralisation and empowerment principles and upgrading information and communications technology infrastructure. / Public Administration and Management / DPA

The Performance Management System (PMS) has been introduced in the South African public service with the intentions of monitoring, reviewing, assessing performance, developing underperformers, and recognising and rewarding good performance. This study was undertaken as an attempt to investigate whether the PMS of the Department of Local Government and Housing (DLGH) in the Limpopo Province contributes to the improvement in departmental productivity. The literature review undertaken in this study shows that there is a general poor understanding of PMS in the public service and in the DLGH in particular. It (the literature review) further establishes that there are several challenges that hinder the effective implementation of a PMS in the public service. Other findings of the study include that there is a challenge of biased ratings (subjective assessment), and a setting of unrealistic performance targets which are unrealisable by employees. The foregoing justifies the reasons why productivity levels are not always realised and targets not achieved by the DLGH. The main finding of the study is that, although it plays a significant role in the improvement of productivity, the PMS has not contributed to the improvement of productivity of the DLGH in the Limpopo Province. The main recommendation on the basis of this finding is that there should be a regular and thorough training of officials within the DLGH about the PMS and how it influences productivity. Other additional recommendations include, inter alia, that the Departmental Moderating Committee should demand verifiable evidence to justify a higher rating during quarterly assessments, and that punitive/disciplinary measures be taken against those who do not comply with the provision of the PMS policy, particularly failure to submit performance instruments. / Public Administration and Management / M Admin. (Public Administration)

The main aim of this study was to investigate the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation of the Botswana public service and to identify the factors that facilitated and hindered the successful implementation of the programme. This study used a mixed methods research design which combines both qualitative and quantitative research design. The study used the model of social programmes, which is a holistic and comprehensive analytical framework that is used to study the implementation of social intervention programmes. Research data was obtained using a triangulation of research methods (case study, evaluation research and survey method) and data sources (literature review, document analysis, self-administered questionnaires and follow-up personal interviews). A sample of 90 respondents was selected using the purposive sampling strategy. The study found that the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation was problematic because of unclear and ambiguous foreign policy goals and objectives; lack of broad-based support and critical mass of champions of the performance management system; use of command-and-control management model rather than empowerment and the adaptation model; inadequate human and institutional capacities; ineffective supporting systems of the performance management system; weak accountability and responsibility mechanisms; weak intra-ministerial and inter-ministerial communication, co-operation, collaboration and co-ordination; inadequate information and communications technology infrastructure and unfavourable international environment. This study contributed to the existing literature by investigating the implementation of the performance management system in the global environment from a public service perspective rather than a private sector perspective, which relies on the experiences of multinational companies. The study findings provide some invaluable insights that may improve the implementation of the performance management system in the Ministry of Foreign Affairs and International Co-operation of the Botswana public service by proposing recommendations to the identified problems. The recommendations include: setting clear and specific foreign policy objectives; creating a critical mass of champions of the performance management system; strengthening human and institutional capacities; promoting effective implementation and use of supporting systems of the performance management system; strengthening accountability and responsibility mechanisms; strengthening intra-ministerial and inter-ministerial communication, co-operation, collaboration, and co-ordination; strengthening decentralisation and empowerment principles and upgrading information and communications technology infrastructure. / Public Administration and Management / DPA

Higher education institutions (HEIs) are now adopting the management styles that are being practised in profit-making organisations in the private sector. The top management in HEIs embark on monitoring performance of all categories of their employees, including academic staff. This has become necessary in order to encourage and enhance quality in teaching and also to achieve increased research productivity. This means that the same principles involved in managing the private sector, such as introducing performance management systems, are now applied in the public sector. Empirical evidence from previous studies suggests that the introduction and implementation of performance management systems in academic institutions often result in tension between academic employees and management, thereby heightening the age-long debate on the necessity for academic freedom in institutions of higher learning globally. The present study evaluated the perception of academic staff members regarding the implementation of a performance management system in an open distance learning institution in South Africa. The study adopted a survey research design, using a quantitative research approach. The total sample of the study comprised of 492 academic staff members of the institution. A structured self-administered web-based questionnaire that was tested for high reliability and validity content was used to collect primary data from the respondents. The data were analysed using both descriptive and inferential (one-way sample t-test) statistics. The research findings indicate that academic staff members at the institution are satisfied with the performance management system implemented by management. The study further found that academics do not consider the resultant performance bonus from the implementation of the performance management system sufficiently motivating and that it should therefore be reviewed by management. Overall, the outcome of the present study was to a large extent inconsistent with the empirical evidence presented by previous studies. / Business Management / M. Com. (Business Management)

Tidigare forskning inom verksamhetsstyrning har fokuserat mestadels på finansiell drivna företag med hierarkisk styrning. Där den grundläggande tanken till verksamhetsstyrningen kommer från David Otleys ramverk från 1999 men har senare utvecklas. Med bland annat mer tydlighet i kommunikation och styrning mellan ledning och anställda. Det teoretiska ramverket som har används är Borys &amp; Adlers ramverk från 1996 om möjliggörande och tvingande kontroll och som innehåller fyra attribut: reparation, intern transparens, global transparens och flexibilitet.  Den datan som samlades in är insamlad med hjälp av semistrukturerade intervjuer med lärare som jobbar på grundskolor eller gymnasieskolor i syfte att ge inblick i hur de upplever verksamhetsstyrning. Lärarna kände att de fick lösa mång problem som uppstår självständigt och endast ifall det var något större och som inte lärarna enskilt kunde lösa så kopplades andra resurser och chefer in som stöd. Lärarna var autonoma i deras egna arbete och tyckte att kompetensutveckling bidrog till kunskaper som gynnade dem i deras yrkesutövning och därmed den interna transparensen. Lärarna hade även en organisationskännedom i form av samspel med kollegor med till exempel planering av ämnesöverskridande uppgifter. Det fanns även en möjliggörande flexibilitet i lärarnas arbete. / Earlier research within Management Control systems had focused on mostly the financially controlled companies with typical hierarchical guidance. There the main research thought about this type of management control or performance control system is coming from David Otley´s framework from 1999 but the framework has been further developed by him and other researchers. With, among other things, more clarity in communication and control between management and employees. The theoretical framework that has been used under this thesis research is Borys &amp; Adlers framework from 1996 about enable and coercive control which includes four different attributes which are: repair, internal transparency, global transparency, and flexibility. The data was collected in semi-structured interviews with teachers that work at primary or secondary schools with the purpose of achieving insight into how they feel about the performance management control. The teachers felt that they needed to solve many of the problems that appeared by themself  and only if the problem was too big or complex for them alone did they take help of other resources or the school management at the schools for support. The teachers were autonomous in their work and thought that competence development contributed to the knowledge that benefited them in their professional practice and therefore contributed to internal transparency. The teachers also had organizational knowledge in terms of interaction with their colleagues with, for example, the planning of cross-disciplinary courses. There was also enabling flexibility in the teachers' work. / <p>Arbetet skickades in till examinator 13/1-2022.</p><p></p>