The performance management and development system (PMDS) is a tool that is used by government to measure the performance of individuals in the organisation. PMDS was developmental in its nature in identifying the development of employees and training in case of poor performance. The main aim of the PMDS is to motivate officials in the organisation by rewarding a performance bonus at the end of the financial year. There are challenges that affect the PMDS: officials felt that the system did not motivate them; it is perceived as a 14th cheque and some of them felt the system should be terminated. The main aim of the study is to evaluate the performance management and development system at the Department of Safety and Liaison in the Eastern Cape. Quantitative and qualitative data was collected through questionnaires and interviews. Questionnaires were distributed to officials from levels 1 - 8 and interviews were conducted with assistant managers, managers and senior managers. Descriptive statistics were used to analyse the questionnaires and transcriptions were used to interpret the interviews. The results of the study reflect that most officials in the Department are young and new to the public service. The findings show that the employees of the Department are average in their performance and the Department perceives that the PMDS is not used to identify poor performance and training. The system is not implemented effectively and efficiently. Based on the findings and recommendations made to management to facilitate the training on PMDS and also to allow the processes and procedures to be more efficient. Furthermore allowing performance from all staff to achieve the core objectives of the department.

We are living in a changing world. Performance management is becoming a major challenge for organisations. The aim of this study is to review the current status of the Performance Management and Development System at the Department of the Premier and to look into the reasons why it has become a pain rather than a gain to both the organisation and its employees. This document will also look at the possible causes of the failure of the performance management system and will then propose useful guidelines to overcome obstacles to the benefit of all the affected parties. To achieve this objective a comprehensive literature study was performed to the Department of the Premier to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with Provincial Government Western Cape (PGWC) and individual goals. Questionnaires developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific directorate manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of Department and individual goals at the selected Directorates. The objective of this study was to evaluate the influence of the current performance management system, in the Department at Provincial Government Western Cape, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organization. The research results indicate that the majority of staff supports and understands the process.

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Thesis (MTech (Business Management))--Peninsula Technikon, 2003. / This dissertation sets out to develop a Performance Management System for the Greater Stellenbosch Municipality. It is proposed for use as a unit of analysis. The system provides a framework for determining developmental priorities and identifying the appropriate resources. The system monitors progress and simultaneously serves as an instrument that maintains municipal accountability for the delivery of its core developmental functions. Internationally, an infinite number of research projects in the field of performance management and best practices for organisational performance have been undertaken for local authorities. This includes a range of terms extending from the 1950's, known as benchmarking, to the current context where the balance scorecard has been put on the performance agenda. The emphasis for increased and accountable performance of local authorities is currently on the foreground, because local authorities are now responsible for executing duties in the form of developmental outputs.

Performance management research in the private and public sector has received much attention in management accounting research; however, empirical studies on performance management in the non-profit sector remain scarce. This study proposes and validates a model that explains the relationships between contingency variables, performance management practices, and organisational effectiveness in the non-profit sector. The study employed a mixed methods research approach, which entailed a field study and a cross-sectional survey in the Kenyan non-profit sector. The field study was undertaken to understand the perceptions of NPO leaders on non-profit sector characteristics, organisational effectiveness, determinants, challenges, and benefits of implementation of performance management systems in the Kenyan non-profit sector. Thereafter, a cross-sectional survey (using mailed questionnaires and an online survey) was used to collect quantitative primary data. Structural equation modelling was used to analyse the quantitative data. The structural equation modelling approach was adopted to test the hypothesised relationships among the contingency factors, performance management practices and organisational effectiveness. The findings indicate that performance management in NPOs can be categorised into three groups: performance planning, performance measurement and performance context. The NPOs emphasise mission statements and core values within the formal PM system. Although a number of private sector measurement frameworks are utilised, the NPOs mostly use logical framework, with emphasis on output and financial measures and team based targets with no clear rewards. The PM systems are resource intensive and they lead to goal displacement and narrow definition and measurement of organisational effectiveness. The results further reveal that among the contingency variables, strategic orientation significantly predicted performance management practices and organisational effectiveness in non-profits. Among the performance management variables, performance planning, performance targets, and performance rewards significantly predict organisational effectiveness domains. Furthermore, performance management practices mediate the relationship between strategic orientations, technology, information technology, leadership and external environment and organisational effectiveness domains. However, organisational size was not significantly related to performance management practices or organisational effectiveness. To successfully implement and benefit from the PM system, non-profit organisations need to address the fit between contextual factors and the performance management system. By employing a pragmatic, embedded, mixed methods approach this study provides empirical evidence of performance management practices that influence organisational effectiveness beyond the rhetoric of performance management theory. At the practice level, the findings will benefit Kenya government, non-profit organisations, donor agencies and performance evaluation practitioners.

Submitted by Tatiana Lima (tatianasl@ufba.br) on 2016-07-07T21:43:33Z No. of bitstreams: 1 Fagundes, Rosival Moreira.pdf: 1269959 bytes, checksum: 4568f9e589b1a9be52ba4bb01bc7ba77 (MD5) / Approved for entry into archive by Tatiana Lima (tatianasl@ufba.br) on 2016-07-08T18:23:31Z (GMT) No. of bitstreams: 1 Fagundes, Rosival Moreira.pdf: 1269959 bytes, checksum: 4568f9e589b1a9be52ba4bb01bc7ba77 (MD5) / Made available in DSpace on 2016-07-08T18:23:31Z (GMT). No. of bitstreams: 1 Fagundes, Rosival Moreira.pdf: 1269959 bytes, checksum: 4568f9e589b1a9be52ba4bb01bc7ba77 (MD5) / As pesquisas já realizadas sobre os impactos de programas de microcrédito se concentraramem avaliar a qualidade do programa em si, o volume de empréstimos, o índice de inadimplência. No entanto, poucos foram os estudos que investigaram o impacto do microcrédito no desempenho dos microempreendimentos. O objetivo deste estudo é desenvolver um modelo de avaliação de desempenho dos microempreendedores individuais, apoiados pelo programa de microcrédito do Banco do Povo de Vitória da Conquista-BA. A metodologia utilizada para realizar este trabalho é o estudo de caso, através de uma abordagem quantitativa, com uma pesquisa de campo-Survey. Utilizou-se como referencial teórico o impacto em renda do microcrédito e o perfil e performance dos clientes do Crediamigo. Os resultados alcançados com o estudo mostraram que os microempreendedores individuais tomadores do microcrédito do Banco do Povo tiveram um desempenho superior ao dos microempreendedores individuais não tomadores desse microcrédito, evidenciado pela evolução no faturamento de seus microempreendimentos. / Previous researches on microcredit programs impacts have focused on evaluating the quality of the program, the number of loans and default level. Few studies investigated the impact of microcredit on microenterprises performance. The goal of the present study is to develop a model to evaluate the performance of individual microentrepreuners supported by the microcredit program of Banco do Povo de Vitória da Conquista-BA. This is a case study, using qualitative approach with survey research. Impact of microcredit and Crediamigo were used as references. We expect that the results will contribute to the evaluation of microcredit programs impact on the performance of microenterprises. The results achieved with the study showed that individual microentrepreneurs microfinance borrowers the People's Bank had a superior performance to individual microentrepreneurs not borrowers of microcredit, evidenced by the evolution in sales of their microenterprises.

Sport horse genetic evaluations are used throughout Europe to inform breeding practices. In England specifically, British Equestrian Federation Futurity evaluations are used to assess horse potential and to inform British breeding. Futurity premium scores are allocated to represent performance potential based on horse’s component traits (primarily conformation and locomotion). This study demonstrated that over half (61/106) questionnaire respondents believe that Futurity premium scores influence horse training decisions and monetary value. This is highly relevant to the industry as premium scores can therefore have economic and welfare implications. Therefore horse premiums must be reliable and indicative of future competition performance. Retrospective Futurity premiums (n=566) were investigated for reliability using the MiniTab™ v17 statistical package. Regression analysis of premium scores versus test variables demonstrated that whilst horse age and colour significantly correlated with Futurity premiums (P=0.017 and P=0.027 respectively); sex and test location did not (P >0.05). Regression analysis of components of horse competition records (lifetime points, placings, winnings, percentage scores and penalty points) versus Futurity premiums demonstrated limited correlations. British Eventing penalty point scores correlated with the majority of Futurity scores, BD percentage scores correlated with one and British Showjumping, none. British Eventing penalty point scores appear the most appropriate measure of performance as this method evaluates each phase of the individual’s competition, unlike points/placings. Futurity component scores demonstrated mixed results. A high Futurity score did not necessarily predict a high performance score. A key issue with the data was the fact that the horses examined were relatively young. Average horse age was 7 years and therefore these horses may not have been old enough to have developed their abilities towards their mature potential, limiting competition results therefore their records and consequently affecting analysis outcomes. Furthermore, industry practitioners have highlighted judge subjectivity as a limitation, however results suggest that test location (representing the judging panel) is not influential in scoring. As the Futurity develops, a larger dataset of older horses will become available which will provide further insight into the tests usefulness.

This diploma thesis deals with performance dashboards and QlikView tool which serves for creation of these dashboards. The work is divided into seven parts. The first and the second part together focus on defining the theoretical foundations of Business Intelligence and Corporate Performance Management, which create basis for performance dashboards. The focus of the third part lies in definition of term performance dashboard and clarifying its major advantages and benefits for a company. An important part is also the description of performance dashboard composition in terms of their usability, layered structure and division into various types. The forth part analyses existing criteria for evaluating of tools dedicated for creation of dashboards. Its goal is, according to the forgone analysis, to make the own list of criteria for evaluating these tools. The aim of the fifth part of this work is to describe QlikView platform. It provides a brief overview of the platform in terms of its most important components and their purpose and also provides an insight into basic architecture of this platform and compares it with traditional BI solutions. The sixth part describes basic principles of work in QlikView. Its goal is to demonstrate the basic procedure of dashboards creation in this environment on sample examples, which should also serve as a simple guide for beginner users of this tool. The last seventh part deals with evaluation of QlikView solution. Its main purpose is to review possibilities and capabilities of this tool for dashboard creation according to the predetermined criteria which are applied to the tool during its evaluation.

As argued by authors like Franzen on whose work the greater part of the introduction, the main problem and sub-problem has been based, the objective of this study was to establish the extent to which the performance evaluation system currently in use at the subject Institution conforms to the benchmark performance management systems as espoused in literature. Further, the objective was to establish the differences and commonalities between the performance management systems practiced in the corporate sector and current practice at the subject Institution. Best practice was thus lifted to form part of the recommendation of this study. A questionaire was designed based on the guidelines in the literature study in order to determine how the subject Institution conducts its performance appraisal and how this relates to the four general purposes of performance management mentioned in the study. The respondents' opinion obtained from the questionaire were compared with the guidelines in literature and clustered around the four identifiable general purposes of performance management. The study concludes with a statement of current practice at the subject Institution, and outlines the extent of conformance to benchmark practice on performance management systems. Recommendations are made based on best practice and direction is given to future research into contemporary practices with the express aim of enhancing quality in higher education applying the quality-related procedures of industry and commerce, where quality is crucial to success (Winch, 1996: 9-13). The current performance management system at the subject Institution proves to be largely conforming to the benchmark. However it should require comments made by the respondents that pertain to improvement.

Thesis (MA)--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: Today’s competitive and dynamic business world, solicits ever higher levels of performance and productivity. At the core of this drive to higher performance is the enhancement and managing of employees’ performance through a Performance Management system. Performance Management however, is a very complex, multi-dimensional and integrated system with a number of interacting critical prerequisites. Even in ideal circumstances, these fundamental elements would, in all likelihood, not all be satisfied during the initial phases of implementing a Performance Management system. The concern existed, on the basis of the abovementioned probabilities, that the Performance Management system of the Children and Families Division (CAF) of the Department of Health and Human Services (DHHS) of Tasmania, Australia, was not enjoying optimal operational effectiveness. The aim of this study was to identify those factors in the system that are underdeveloped, possibly unsuccessfully implemented or in need of attention as they impact negatively on the effective running of the CAF’s Performance Management system. A suitable tool for this diagnostic purpose already exists in the form of the Performance Management Audit Questionnaire (PMAQ), developed by Spangenberg and Theron (1997). Through administering and analysing the PMAQ results, the CAF could obtain a clear indication of the system’s current effectiveness and would be able to identify where the problem areas are in order to refine the system for greater operational effectiveness. The results successfully identified the underdeveloped or absent areas of the organisation’s current Performance Management system. The results further found a clear difference between managerial and non-managerial perceptions of the effectiveness of the Performance Management system. The implications of these findings are discussed in terms of proposed remedial actions that could be implemented to address the problem areas. / AFRIKAANSE OPSOMMING: ‘n Konstante strewe na steeds hoër vlakke van prestasie en produktiwiteit is aan die orde van die dag in die huidige hoogs kompeterende en dinamiese besigheidswêreld. Die verbetering en bestuur van werknemers se prestasie deur middel van ‘n Prestasiebestuurstelsel, blyk ‘n sleutel te bied tot hierdie strewe na hoër prestasie. Prestasiebestuur is egter ‘n hoogs komplekse, multidimensionele en geintegreerde stelsel met ‘n aantal interverwante kritieke vereistes. Selfs onder ideale omstandighede, sou dit onwaarskynlik wees dat al hierdie fundamentele elemente aangespreek sou kon word gedurende die anvanklike fases van die implementering van ‘n Prestasiebestuurstelsel. In die lig van die bogenoemde waarskynlikhede, het daar spesifiek twyfel geheers oor die mate waartoe die Prestasiebestuurselsel van die ‘Children and Families’ (CAF) afdeling van die ‘Department of Health and Human Services (DHHS) in Tasmanië, Australie, optimale operasionele effektiwiteit weerspieël. Die doel van hierdie studie was om die faktore binne die stelsel te identifiseer wat onderskeidelik onderontwikkeld, onsuksesvol geimplementeer, of aandag benodig het ten einde hulle negatiewe impak op die effektiewe bedryf van die CAF se Prestasiebestuurstelsel aan te spreek. ‘n Geskikte hulpmiddel vir so ‘n diagnostiese doelwit het reeds bestaan in die vorm van die Performance Management Audit Questionnaire (PMAQ) wat deur Spangenberg en Theron (1997) ontwikkel is. Deur middel van die administrasie van die PMAQ en die analise van die resultate, sou die CAF ‘n duidelike aanduiding kon verkry van die stelsel se effektiwiteit en sou hulle die probleemareas kon identifiseer ten einde die stelsel tot groter operasionele effektiwiteit te verfyn. Die resultate het die leemtes en onder-ontwikkelde areas binne die organisasie se huidige Presasiebestuurselsel suksesvol geidentifiseer. Die resultate het verder gedui op ‘n duidelike verskil tussen die persepsies van bestuurders en nie-bestuurders oor die effektiwiteit van die Prestasiebestuurstelsel. Die implikasies van hierdie bevindings word ten slotte bespreek in terme van die voorgestelde remediëringsaksies wat geimplementeer sou kon word om die probleemareas aan te spreek.