Many organisations are continuously searching for methods which can be used to improve performance. The balanced scorecard is a management system that enables organisations to clarify their vision and strategy and translate them into action. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve centre of an enterprise. A prerequisite for implementing a balanced scorecard is a clear understanding of the organisations vision and strategy. The basis for the vision and the strategy should be the holistic view and the information management receives during systematic strategy work. The research study addresses the integration of South African Airways (SAA) strategy with the performance management system. A comprehensive literature study was performed on performance management and the balanced scorecard. Questionnaires, developed from the literature study, were distributed amongst randomly selected respondents, in order to establish the extent to which South African Airways manages performance. The opinions of the various respondents were compared with the guidelines provided by the literature study in order to identify the best approach of performance measurement to be implemented at South African Airways. The final step of this study entailed the formulation of recommendations. These recommendations are regarded as critical to ensure the successful implementation of a performance management system at South African Airways. The following main recommendations were made: Although the empirical study revealed that South African Airways shares its strategic objectives with its management, it is highly recommended that a balanced scorecard should be used as a measuring approach for performance at South African Airways; Before any organisation can start implementing a balanced scorecard it needs a clear understanding of its vision and strategy. It is the management’s responsibility to define a vision, formulate a strategy and set strategic goals regardless of a balanced scorecard being implemented; The implementation of a balanced scorecard should always be organised as a separate project. Several different procedures describing the building process of a balanced scorecard have been presented. The research shows that, to increase the chance of a successful scorecard implementation, regular feedback must be provided to all employees and managers must hold people accountable for using the system.

Thesis presented in partial fulfillment of the requirements for the degree of Master of Management (in the field of Public Sector Monitoring and Evaluation) to the Faculty of Commerce, Law and Management, University of the Witwatersrand March 2016 / Performance information is regarded as the most important aspect to monitor progress or performance in the South African government. This study examines the usefulness of performance information in the Department of Rural Development and Land Reform. [Abbreviated abstract. Open document to view full version] / MT 2018

At Transnet National Ports Authority (TNPA), disagreement existed in terms of the role of human resources in performance management, which resulted in different role expectations and perceptions, often leading to conflict. An overview of existing literature reviewed that performance management was mostly presented from the view of line management, and that the role of human resources was not well defined. The purpose of this study was therefore to clarify the role of human resources in performance management, and with specific application at Transnet National Ports Authority. The purpose of performance management in Transnet is to influence each employee to perform optimally in his/her position by ensuring that each employee understands his/her role in the performance management process. A very important aspect of performance management is that it does not entail one activity only; it is part of the employee development life cycle in which the employee agrees with the manager on the expected performance of tasks, evaluation standards, tools required and important dates when performance will be formally discussed. The objectives of the study were achieved by means of a literature review. Following the literature review interviews were conducted with the Group Performance Manager, a line manager and a human resources practitioner at TNPA to get their views of performance management at TNPA and specifically of the role of human resources in performance management. The interviews, in addition to the literature study, also served as a basis for a survey questionnaire, which was used to probe the views of line iv management and human resources practitioners at TNPA on the role of human resources in performance management. The results of the interviews and the survey showed that performance management was not applied as a continuous and developmental process at TNPA, and that it was often perceived as punitive. The results also indicated that human resources at TNPA should be well versed in the use of the score card method and apply quality assurance in performance management. Recommendations were made for the role of line management and the role of human resources in performance management at TNPA, as well as for the relationship between the two parties.

Submitted in fulfillment of part of the requirement for the degree of Master of Technology, Durban University of Technology, Durban, South Africa, 2016. / This research examines the Performance Appraisal of administrative personnel in the Department of Education: iLembe District Office. The main aim of this study was to improve the understanding and the implementation of Performance Appraisal of all employees in the KZN Department of Education. This is a case study research utilising purposive sampling and thereafter census to identify the most appropriate participants based on the research objectives. This approach helped to reconcile findings through triangulation and complementing qualitative and quantitative data (both primary and secondary). This study relied on primary data as well as secondary data obtained from questionnaires administered to all administrative personnel in the Department of Education, iLembe District Office. The study revealed that management and administrative employees in the Department are aware that a Performance Appraisal policy exists but lack an understanding of its meaning and intent. Furthermore, Performance Appraisal was introduced without the appropriate training and follow-up by the Department of Public Service and Administration. Instead it was assumed that every worker in the Department understood the purpose and aim of the policy. However, management and particularly employees are still unclear about the main purpose of Performance Appraisal and employees in particular feel very dissatisfied and demotivated with the way in which it is implemented. / M

This research explored the experiences and perceptions of the performance appraisal systems in place and its value to social workers within the Department: Social Services and Poverty Alleviation: Provincial Government of the Western Cape.

It has come to the attention of the researcher while being involved in the tertiary education industry, that the current performance management system for academics is considered ineffective because it: • Does not provide meaningful, timely feedback • Is impossible to administer in an equitable manner • Is driven by numbers • Is focused too closely on rewards The impact of this performance management system is as follows: • It generates low moral • It discourages teamwork • It does not foster trust • It generates avoidance of assessment • It has an adverse effect on productivity • It discourages risk taking • It encourages quest for higher visibility • It produces feelings of being judged rather than being appreciated The study focussed on the question of: • How the performance management system at TSA affects employee attitudes? • How employee attitudes towards the performance management system affects their performance? The objectives of the study are to: • Determine the attitudes of the academics at TSA towards the performance management system • Determine how service delivery might be transformed by implementing an effective PMS • Determine the supporting/preventing factors of the existing PMS at TSA • Identify areas for improvement and produce recommendations for future performance management practice at TSA. / Thesis (MBA)-University of Natal, 2003.

This research explored the experiences and perceptions of the performance appraisal systems in place and its value to social workers within the Department: Social Services and Poverty Alleviation: Provincial Government of the Western Cape.

Transnet is facing challenging market realities and a competitive operating environment. Performance management has been emphasised as a critical tool to guide Transnet in maintaining a competitive advantage. Performance management cannot be viewed in isolation from the organisational context and is inextricably linked to the Human Resources strategy, which in turn is aligned with the overall business strategy. Performance management may be defined as a systematic process by which an organisation involves its employees, as individuals and members of groups, in improving organisational effectiveness in the accomplishment of organisational mission and goals. For the purposes of this study, performance management was explored in terms of purpose, key role players, processes, criteria and challenges. The main research problem of this study was to determine the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. The main research problem had three sub-problems which were addressed through the following actions: A literature study was conducted highlighting the importance of an effective performance management system which establishes a foundation for rewarding excellence by aligning individual objectives with organisational mission and objectives. In this way, performance management establishes clear expectations in terms of results, actions and behaviours. Through regular feedback and coaching, performance management provides a mechanism for detecting problems at an early stage and identifies ways in which to take corrective action. Perceptions of performance management are largely centred around fairness, and dependent on a number of issues, including openness, transparency, communication, and equitability, and the establishment of clear parameters of measurement such as whether both skill and effort will be evaluated. This is why it is important to link performance appraisals to employee goals. If mutually negotiated goals, which involve the participation of all stakeholders, are established at the beginning of the performance period and there is on-going feedback to employees about their performance, then performance appraisals may be perceived as objective, fair and reliable. The insights gained from the literature survey were incorporated into a survey questionnaire which was used in the empirical study to investigate the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. This study revealed that most of the respondents were not satisfied with the performance management system within Transnet Engineering, that performance management could be enhanced by using multiple measures more frequently and that greater involvement of subordinates at each step in the performance management process would lead to a greater level of acceptance thereof.

After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research To a case study of the Role of Performance Management in The Motivation of Employees in an organization. Important insight was gained into the relative importance of the performance management practices to promote desired employee outcomes. In view thereof that a discussion of performance in organizations is incomplete without reference to the construct of organizational culture, this study also provided propositions to prompt further research on the role of performance management in reinforcing a high performance organizational culture. Insightful conclusions were drawn from the results obtained and recommendations are made for future research.

The study aims to identify which performance appraisal system is currently used in The Cold Chain, how this system compare with the fundamental requirements of a successful appraisal system and what requirements can be adopted to make the way in which Team Leaders are appraised more effective. An introduction into The Cold Chain, the identification of the problem and the relevance of the study is followed by a literature overview of performance management, the role of performance appraisals and the requirements for a successful performance appraisal system. Various appraisal systems, problems associated with performance appraisals and a framework for the development of an efficient system is discussed. Research conducted using a questionnaire sent to Team Leaders in The Cold Chain, delivered results which were analysed and discussed in Chapter four. In addition to biographical information, the function, effectiveness, evaluator involvement, objectives and criteria, requirements for performance appraisals, organisational alignment and evaluator faults were discussed. It was found that the current performance appraisal system in use at Mercor is a trait scale system. A trait scale method of performance appraisals does not reflect measurement against clearly defined job criteria and is difficult to legally defend. The essential elements for successful appraisal systems such as reliability, relevance, sensitivity, uncontaminated information, acceptability, practicality and legality will be present in a 360-degree approach and the implementation of such a system in Mecor was recommended.