Submitted in fulfillment of the requirements for Doctor of Technology Degree in Human Resources Management, Durban University of Technology, Durban, 2017. / The proposed contribution of this empirical study was the formulation of an exploratory human capital development model aligned to performance management for administrative employees at the Durban University of Technology (DUT). The human capital development model comprised of elements that encapsulated the link between performance improvement aided with human capital development strategies and the positive outcomes that stems from improved performance. In the context of the study, there is no standardised human capital development model for administrative employee at DUT. Hence, the study seeks to develop a human capital development model for administrative employees. The objective of the study was to develop a model that integrates the procedures of managing institutional performance with the development of its employees. The research design adopted a quantitative paradigm, using a self- administered questionnaire that was mailed to a sample 254 administrative employees. A significant response rate of 68.1% was obtained as 173 respondents returned the questionnaire. The data was analysed using the Statistical Package for Social Science (SPSS) version 24 for Windows. There were some significant findings that emerged from this study. It was indicated that 99.4% of respondents were not subjected to a performance evaluation, while 74% of the respondents showed that human capital development improved performance. A further 87.7% of the respondents reported that human capital development influence promotional opportunities, while 74.5% of the respondents responded to human capital development being linked to succession planning. A further 61.85% of the respondents also indicated that management commitment was imperative for the effective implementation of performance management systems. The Kaiser-Meyer-Olkin and the Barlett’s Test of Sphercity indicated the factorability of the measuring instrument. Correlation analysis was conducted to determine the relation between the variables that formulated the human capital development model. Eight of the ten analysis showed that there was a relationship between the variables. The Pearsons Chi-Square test showed a significant correlation for the hypothesis that tested the variables of the study. One of the recommendations suggested is for top management to buy-in to performance management so that their leadership can encourage supervisors to commit to the process. Effective feedback, training, development, mentoring and coaching are recommended to improve the performance of administrative employee. Recommendations suggested the development of a succession planning and career advancement policy for the institution. The study concluded with suggestions for future research. / D

In this research study an investigation was launched into the monitoring and evaluation system that the government introduced to monitor and evaluate the performance information produced by the Provincial Government Departments on the implementation of their annual performance plans. The Government Departments obtain budget approval from the Legislature and submit their three-year performance plans with their budgets. The government realized that service delivery was not improving against the back drop of annually increasing the budgets. The monitoring and evaluation system was introduced to assist the Government Departments with the implementation of their annual performance plans. Monitoring and evaluation serves as a control measure and deviations can be detected from the planned outputs of the Government Departments. Corrective measures must be instituted that will have the effect that the Government Departments meet the targets set in the indicators as approved in the annual performance plans. A literature review was conducted on monitoring and evaluation regarding the ideal manner in which it should be performed. The South African Government introduced a number of discussion documents from the Presidency and National Treasury on monitoring and evaluation. Several authors raised their views on the matter and it was captured in the research study. The methodology followed was based on the Systems Theory and a questionnaire was prepared and circulated amongst Political Office Bearers and Chief Officials in the Provincial Government Departments in the Eastern Cape on the issues that was researched. Interviews were conducted with selected participants to gain clarity on specific issues related to the questionnaire. The official annual report issued by the Auditor General to the Provincial Legislature served as official document in the research study. The data collected from the questionnaire, interviews and official documentation was analyzed and graphs were drawn and deductions were made from the results. Findings and recommendations were made from the data collected and a summary was compiled of the issues raised in the research study.

M.Ed. (Education Management) / The eradication of the apartheid education system and subsequently the 're-admission' of the Republic of South Africa to the international arena does not only entail that the education system be effectively managed and governed but also that the potential of all stakeholders in education be maximized. The foundation for performance is linked to investment in people to capitulate high returns in education in the form of skilled personnel, a productive and competitive workforce and an effective and efficient educational community ...

This study examined the existing levels of effectiveness and efficiency in local government with the application of performance management systems in the provision of municipal services. The provision of district-wide water services in Cacadu District Municipality in the Province of the Eastern Cape, South Africa is used for particular reference. Local government reforms after 1994 led to the creation of the district municipality (which groups together a number of local municipalities) to drive district-wide services provision, the introduction of systematic services provision standards and performance management as part of management reforms in municipalities. The problem for the research deals with how the Cacadu District Council and the councils of the local municipalities within the district are collaborating in using performance management systems, what effects this could have on programmes and services provision and how communication of performance information would improve service provision. Conceptual and practical difficulties encountered in effective and efficient utilisation and some obstacles that contribute to impeding progress in the use of performance management systems in municipalities were analysed. The qualitative research included a review of documents from the public administration and management literature; discourse analysis of interviews with municipal councilors and appointed officials, community members and provincial managers. The document review included a review of municipal documents that incorporated performance management or described development and use of performance management systems. It also included the legal frameworks and statutory requirements for municipal government and administration. All the responding municipal councils within the Cacadu District Municipality reported using performance management over the past five years yet little empirical evidence explains usage for district-wide programmes and services provision. Research shows that a comprehensive performance management approach to programmes and services has a more effective and efficient impact on service improvement than utilisation of personnnel appraisal (Ammons and Rivenbark, 2005). Despite the expected benefits, personnel performance appraisal is often flawed and the need exists in the district municipal model to develop and utilise performance management systems that validly assess the work performance of personnel (Hindo, 2010). Performance management system utilisation in decision making management is more related to the long-term benefits of effectiveness and efficiency than personnel appraisal for performance rewards and reporting. To overcome and address a situation of managing performance without a performance management system the study proposes a programme performance measurement and management system which incorporates information on management inputs, programme-specific data and citizens' feedback for outcomes and impact of the service. The suggested design for district-wide and specific municipal services provision elicit and provide relevant and appropriate performance information for management, decision-making and accountability to community. The effectiveness of the proposed system is to provide information for decision-making, long-term planning, strategic management and accountability reporting. The proposal is built on the exisiting method and thus efficient in the utilisation of resources. This has implications both for the theory of Public Administration and Management and the practical application of performamce management in public institutions. The study explicity provides a Public Administration perspective on management in a multi-municipal district context with different authorities. The study contributes to the theory of administrative policy and management context of the municipality with special attention to functions for which different authorities are responsible and the role of a performance system for better insught into managing overlapping authority, gaps and duplications. A central purpose of public management research is to theorise and influence practice. The practical utilisation of the proposed method is intended to assist managers and politicians with better understanding of a sustainable performance management system.

This study focused on exploring and finding the ideal performance management system suitable for the South African Broadcasting Corporation by establishing an understanding of employees’ experiences and perceptions of the previous and a proposed performance management systems and their value to SABC employees. This was done by eliciting how employees see, make sense of and interpret their everyday experiences of performance management systems, in order to develop a more suitable inclusive performance management system. A qualitative study was used to seek answers to the research questions. A focus group interview was selected for data collection. The data was analysed according to guidelines indicated and proposed by Creswell (1998:147-148). The researcher made use of convenience sampling to select 45 participants in 5 groups for the focus groups. One group consisted of managers/supervisors, and the other four groups were employees from four different business units. Participants were guaranteed confidentiality. Credibility, transferability, dependability and conformability were used as the main components in the model, to determine the truth-value of the study. Findings indicated that there was a fair understanding of the previous performance management system but there had been poor implementation of the system. The participants concurred that the previous performance iv management systems in the organisations were not adding any value to their lives. They pointed out that there was no reward in place for high performers and no action taken for non-performers, and this impacted negatively on how implementation was perceived and experienced. The recommendations are that the revised performance management system should have a stronger emphasis on effective management, monitoring, feedback and reward. Furthermore, the system should close the current gaps of reward for high performance and correction of low performance. It was further concluded that for a performance management system to be effective, it should incorporate updated job descriptions, performance measures and standards, as well as evaluator training and guidelines for improvement, employee input, compensation and/or rewards.

Dissertation submitted in the partial fulfillment for the requirements of the Degree of Master of Business Administration, Durban University of Technology, 2011. / Notwithstanding the unsurpassed planning efforts, municipalities nationally seem to be losing their battle in pursuit of sustainable development. South African municipalities find themselves confronted with a harsh reality and that is that after 12 years of legislated Integrated Development Planning (IDP), poverty remains widespread and persists alongside affluence, while inequalities are increasing. The mechanism of service delivery in municipalities is hampered by bureaucratic settings within Local Government and the ambiguity attached to some of the projects. The service and infrastructural developments targeted for the poor, and the involvement of communities in the affairs of the Local Government might be seen as a partial panacea for poverty alleviation in South Africa, however the capacity of Local Governments to effectively carry out this developmental challenge assigned to them might be a new twist in the developmental challenge facing Local Governments in South Africa. The commonly-employed approach to local development to the challenges of co-ordinating and integrating efforts has revealed clear evidence of the usefulness of sustainable local development which helps to promote effective planning methods based on a multi-sectorial approach to poverty reduction and community development for an integrated local development planning process. The literature review contained in this research indicates that in South Africa the implementation of the IDP at Local Government level impacts upon by the Performance Management System (PMS). This research which has been grounded within the positivist paradigm, evaluates the IDP as a performance management system at Ugu District Municipality. Interviews were conducted amongst employees of the Ugu District Municipality and the community served by the municipality to evaluate the extent to which the IDP is used as a tool to deliver sustainable development.

Study project (MBA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: This assignment tries to provide insight into the reasons required for the formulation of sustainability performance indicators. It develops two sets of performance indicators for government and business respectively, to be used in an attempt to create a sustainable South Africa. It is approached in a very distinctive manner with two specific focus areas. Firstly, it examines the requirements of government, as this allows for the creation of a foundation upon which business can prosper, and examines the requirements with which to create this foundation. Secondly, once a sound foundation is laid, this paper examines the requirements of business that is believed to provide guidelines for shaping their sustainability. All this is done against a backdrop of the principles of good governance endorsed both internationally and in South Africa. / AFRIKAANSE OPSOMMING: Hierdie dokument probeer om lig te werp op die redes vir die formulering van prestasie aanwysers vir volhoubare ontwikkeling, en struktureer twee stelle aanwysers vir die regering en besighede, om hulle volhoubaarheid te ondersteun in Suid-Afrika. Daar is twee spesifieke fokusareas. Eerstens word verwys na die regering, en die vereistes waarop die fondasie gebou kan word waarop besighede kan floreer. Tweedens word gekyk na wat van besighede verlang word om verder volhoubare riglyne te omhels. Dit word alles gedoen teen die agtergrond van goeie regerings-en besigheidspraktyke, wat tans internasionaal en plaaslik beoefen word.

Thesis (MPA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: In South Africa, Performance Management Systems (PMSs) are widely implemented in municipalities to monitor and evaluate service delivery mechanisms for the purpose of improving organisational performance. The implementation of an effective PMS depends on several factors, including human elements. Therefore, the purpose of this research at Newcastle Municipality in KwaZulu-Natal was to assess the available managerial knowledge, skills and attitudes required for implementing an effective PMS for organisational performance. A qualitative research design was employed to describe the performance management processes currently implemented at Newcastle Municipality and the characteristics of these processes. A quantitative survey method was useful for collecting data and for precluding the management and performance practitioners identified through a stratified sampling method from providing data that was not within the scope of this research. The research found that managerial knowledge and skills were available and adequate at Newcastle Municipality. Despite these findings, there was a minor but significant need to improve existing managerial skills. Furthermore, the research uncovered mixed reactions towards managerial attitudes and it was difficult to determine the purpose of the implementation of PMS at the municipality and the attitude of members towards it. This was because the majority of respondents provided neutral responses to the question of whether there was a lack of positive attitude towards PMS from members in the organisation and because an equal number of respondents agreed and disagreed that PMS was implemented to comply with legislation rather than used as an internal control measure. Other attitudinal data contradicted the abovementioned findings on managerial knowledge and skills owing to the common feeling among respondents that knowledge and skills pertaining to the implementation of PMS were lacking in the municipality and that the municipality did not have the capacity or sufficient resources to implement PMS. It was concluded that the interaction between performance managers and existing Knowledge Management (KM) sharing practices at Newcastle Municipality probably contributed to an increase in managerial knowledge and skills. Future research is proposed to confirm this assumption. Furthermore, owing to discrepancies in feedback on managerial attitudes, the entire study conducted at Newcastle Municipality should be replicated in a similar setting in order to improve the reliability of its findings. It is recommended that future research should utilise a combination of quantitative and qualitative data-collection methods to grant participants the opportunity to explain their rationale for indicating a particular attitude in the questionnaire. This will also assist prospective researchers to formulate a specific viewpoint of respondents’ attitudes towards the implementation of an effective PMS, which will contribute to the corpus of scientific knowledge about PMSs by highlighting the real causes of PMS implementation failure. / AFRIKAANSE OPSOMMING: In Suid-Afrika word prestasiebestuurstelsels (PBS’e) algemeen in munisipaliteite geïmplementeer om dienslewerigsmeganismes te monitor en te evalueer. Die doel hiervan is om organisatoriese prestasie te verbeter. Die implementering van ʼn effektiewe PBS berus op verskeie faktore, onder andere menslike elemente. Daarom was die doel van hierdie navorsing om kennis, vaardighede en ingesteldheid met betrekking tot bestuur, wat verlang word om ʼn effektiewe PBS in munisipaliteite te implementeer, te assesseer ten einde organisatoriese prestasie te verbeter. Hierdie studie is by Newcastle Munisipaliteit in KwaZulu-Natal uitgevoer. ʼn Kwalitatiewe navorsingsontwerp is gebruik om die prestasiebestuurprosesse wat tans by Newcastle Munisipaliteit geïmplementeer word, asook die eienskappe van hierdie prosesse, te beskryf. ʼn Kwantitatiewe opname is gedoen om data in te samel en te verhoed dat bestuurders en prestasiepraktisyns, wat deur ʼn gestratifiseerde steekproefmetode geïdentifiseer is, data voorsien wat buite die bestek van hierdie navorsing val. Daar is deur middel van hierdie navorsing bevind dat kennis en vaardighede ten opsigte van bestuur sowel beskikbaar as voldoende is by Newcastle Munisipaliteit. Ten spyte van hierdie bevinding, is daar bepaal dat daar wel ʼn klein, maar beduidende behoefte daaraan is om bestaande bestuursvaardighede te verbeter. Verder het die navorsing gemengde reaksies ten opsigte van bestuursingesteldheid ontlok en dit was moeilik om te bepaal wat die doel van die implementering van ʼn PBS in die munisipaliteit is en wat lede van die organisasie se ingesteldheid teenoor hierdie stelsel is. Die rede hiervoor is dat die meeste respondente ʼn neutrale stand ingeneem het teenoor organisasielede se moontlike tekort aan ʼn positiewe ingesteldheid teenoor die PBS en omdat dieselfde hoeveelheid respondente beweer en daarvan verskil dat die PBS geïmplementeer is om aan wetgewing te voldoen eerder as om gebruik te word as ʼn interne beheermaatreël. Ander data oor ingesteldheid het die bogenoemde bevindinge oor bestuurders se kennis en vaardighede weerspreek, aangesien respondente oor die algemeen voel dat kennis en vaardighede om ʼn PBS in die munisipaliteit te implementeer, te kort skiet en dat die munisipaliteit nie die kapasiteit en genoegsame hulpbronne het om ʼn PBS te implementeer nie. Daar is tot die gevolgtrekking gekom dat prestasiebestuurders en die bestaande praktyk by Newcastle Munisipaliteit om kennisbestuur te deel, waarskynlik bygedra het tot ʼn toename in bestuurskennis en -vaardighede. Verdere navorsing oor die onderwerp word aanbeveel om hierdie aanname te bevestig. As gevolg van die teenstrydighede in terugvoer oor bestuursingesteldheid, word daar aanbeveel dat verdere navorsing onderneem moet word waarin die hele studie wat by Newcastle Munisipaliteit onderneem is, in ʼn soortgelyke omgewing gerepliseer word. Dit sal die betroubaarheid van studie se bevindinge kan verbeter. Vir die doel hiervan word daar aanbeveel dat verdere navorsing van ʼn kombinasie van kwantitatiewe en kwalitatiewe data-insamelingsmetodes gebruik moet maak om aan deelnemers die geleentheid te bied om te kan verduidelik waarom hulle ʼn bepaalde ingesteldheid in die vraelys aangedui het. Voornemende navorsers sal ook hierdeur in staat gestel word om ʼn spesifieke perspektief oor respondente se houdings teenoor die implementering van ʼn effektiewe PBS te formuleer. Dit sal bydra tot die korpus van wetenskaplike kennis oor PBS’e deur die werklike redes aan die lig te bring waarom die implementering van ʼn PBS kan misluk.

Thesis (MPA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Local government in South Africa is mandated by legislation to develop an Integrated Development Plan (IDP) and a performance management system to direct and ensure the delivery of services to the communities that the municipalities serve. The implementation of performance management systems to plan, monitor and evaluate service delivery is not a new concept for the public sector. The development of the IDP and performance management system is an integrated process that requires municipalities to be able to align the planning, monitoring and evaluation processes. These processes should be undertaken to ensure that there is improved provision of service delivery. If planning processes fail to integrate performance management in the IDP and Service Delivery Budget Implementation Plan (SDIBP), monitoring and evaluation processes will not inform the affected municipalities on areas that must be improved to achieve better service delivery. In South Africa the importance of implementing a performance management system that is aligned with the IDP is enshrined in local government legislation. The implementation of the legislation to realise alignment is achieved through a systematic approach that starts with the way in which a municipality is institutionally arranged to promote performance, as well as the processes of developing the IDP as set objectives, key performance indicators and targets, and undertaking monitoring and evaluation processes to measure whether the IDP objectives and key performance indicators are achieved. The research is a case study reviewing the alignment of the IDP and performance management system of the Capricorn District Municipality (CDM). The study used purposive sampling and literature review to investigate the extent to which the IDP and performance management systems of CDM are aligned. The study recommends improvements that the CDM can implement to align the IDP and performance management system better based on the policy and legislative framework requirements for integrated development planning and performance management. It also suggests processes to develop the IDP and performance management system of the CDM and assesses the extent to which the CDM performance management system aligns with, and monitors and evaluates the IDP. / AFRIKAANSE OPSOMMING: Plaaslike regering in Suid-Afrika word deur wetgewing bemagtig om ‘n Geïntegreerde Ontwikkelingsplan [GOP] en prestasiebestuurstelsel te ontwikkel om rigting te gee en sodoende dienslewering aan die munisipaliteite wat hulle bedien, te verseker. Die implementering van prestasiebestuurstelsels om dienslewering te beplan, monitor en evalueer is nie ‘n nuwe konsep in die publieke sektor nie. Die ontwikkeling van die GOP en prestasiebestuurstelsel is ‘n geïntegreerde proses wat munisipaliteite in staat stel om die beplanning, monitering en evaluering in lyn met mekaar te stel. Hierdie prosesse moet onderneem word om verbeterde diensliewering te verseker. Indien beplanningsprosesse faal om prestasiebestuur te integreer met die GOP en die Dienslewering- en Begrotingsimplementeringsplan [DLBIP], sal monitorings- en evalueringsprosesse nie die betrokke munisipaliteit kan inlig rakende areas wat moet verbeter om beter dienslewering te bereik. In Suid-Afrika is die belangrikheid om ‘n prestasiebestuurstelsel te implementer wat in lyn is met die GOP, vasgelê in plaaslike bestuur wetgewing. Die implementering van die wetgewing om inskakeling te realiseer word bereik deur ‘n sistimatiese benadering wat begin by die manier waarop ‘n munisipaliteit institusioneel gerat is om prestasie te bevorder sowel as die prosesse vir ontwikkeling van die GOP as ‘n stel vasgestelde doelwitte, sleutel prestasie indikators en teikens en dan die moniterings- en evaluasieprosesse om te meet of die GOP doelwitte en sleutel prestasie indikators wel behaal is. Die navorsing is ‘n gevalle studie wat die integrasie tussen die GOP en prestasiebestuurstelsel van die Capricorn Distrik Munisipaliteit (CDM) ontleed. Die studie gebruik doelgerigte steekproewe en literêre oorsig om die omvang van integrasie tussen CDM se GOP en prestasiebestuurstels te ondersoek. Die studie beveel verbeterings aan wat die CDM kan implementeer om integrasie tussen die GOP en prestasiebestuurstelsel te verbeter, gebaseer op die beleid en wetgewende raamwerk vereistes vir geïntegreerde ontwikkelingsbeplanning en prestasiebestuur. Verder stel dit ook prosesse voor vir die ontwikkeling van die GOP en prestasiebestuurstelsel by CDM en bereken die omvang waartoe die CDM se prestasiebestuurstelsel inskakel met die GOP en dit ook moniteer en evalueer.

No abstract available.