Assessing ecological sustainability involves monitoring of indicators and comparison of their states with performance targets that are deemed sustainable. First, a normative model was developed centered on evidence-based knowledge about (a) forest composition, structure, and function at multiple scales, and (b) performance targets derived by quantifying the habitat amount in naturally dynamic forests, and as required for presence of populations of specialized focal species. Second, we compared the Forest Stewardship Council (FSC) certification standards’ ecological indicators from 1998 and 2010 in Sweden to the normative model using a Specific, Measurable, Accurate, Realistic, and Timebound (SMART) indicator approach. Indicator variables and targets for riparian and aquatic ecosystems were clearly under-represented compared to terrestrial ones. FSC’s ecological indicators expanded over time from composition and structure towards function, and from finer to coarser spatial scales. However, SMART indicators were few. Moreover, they poorly reflected quantitative evidence-based knowledge, a consequence of the fact that forest certification mirrors the outcome of a complex social negotiation process.

Thesis (MPAM.) -- University of Limpopo, 2020 / The purpose of the study was to investigate the causes of underachievement on the annual performance plan targets in the Limpopo Department of Basic Education Head Office, and to identify possible strategies to improve the current situation. The study was guided by three objectives and secondary data were analysed to answer the research question. This study utilised a qualitative research design as it allowed the researcher to identify and develop procedures necessary to undertake this study. The study used secondary data, a desktop study to investigate the causes of underachievement in the Limpopo Department of Basic Education. Literature points out that strategic planning affects all organisations and it is considered to be the most complicated stage in the strategic management processes as it requires discipline, commitment and sacrifice. If desired goals are not achieved as planned, the organisation might be doomed to failure. The researcher managed to achieve the objectives of the study. Based on the findings of the study, underachievement on annual performance plan targets is influenced by the following major factors. The study points out that, Firstly, that lack of monitoring and support followed by insufficient budget allocated to programmes’ implementation contribute to underachievement of planned targets. Secondly, lack of commitment from top management have an impact on achievement planned targets. Finally, budget is not allocated according to the needs, inadequate leadership to oversee implementation of plans and high vacancy rate contribute to underachievement on the planned targets. In conclusion, the Departmental performance plan and individual performance plan should be directly linked to ensure improved performance and quality service to the public. Based on the findings of this study it is therefore recommended that firstly, the department should strengthen alignment of budget and plans of the department to ensure successful implementation of programmes, secondly, capacity building and skills development programmes should be enhanced to ensure a skilled workforce and improved performance.

Executive pay research has traditionally focused on salary, severance payments and longterm incentives. A systematic rigorous empirical examination of short-term annual bonuses is lacking. To address this omission, this research empirically examines the relationship between short-term bonuses and firm performance (TSR and EPS), in the UK. It also considers the association between form of bonus payment (i.e. cash/shares), and type of performance target (i.e. hard/soft and simple/complex) with bonus and performance. Furthermore, firm size and particular corporate governance factors are included (i.e. NED ratio on remuneration committee, CEO presence on nominations committee, CEO/Chair duality, tenure, and power) to examine their relationship with bonus value. From a sample of 299 firms listed in the FTSE-350 (1,542 executives including 300 CEOs), this study uses two competing theories (i.e. agency and power theory) to provide a fuller explanation of the subtleties of the pay-performance relation. The main findings support the agency view, since bonus is positively and significantly associated with financial performance. As with previous studies on executive bonus pay this association remains weak. By implication, power theory is not supported. However, other findings indicate: (1) although firm size may change, the proportion of bonus pay relative to salary does not vary. This suggests that large and small firms pay out proportionally similar bonuses; (2) cash bonuses are not positively related with the total value of bonus pay, suggesting that they are not any more open to abuse than other methods of compensation, as agency theory would predict; (3) cash bonuses encourage short-term achievement, as predicted by power theory; (4) consistent with agency theory, share-based bonuses are positively related to bonus pay and performance (weak association), suggesting that share-based bonuses (rather than cash bonuses) may be more effective at aligning pay with performance; (5) in line with agency theory, transparency (i.e. hard (external/published) and simple bonus conditions) is positively associated with performance, providing support for the alignment between principals' and agents' interests; (6) detailed bonus scheme characteristics are generally insensitive to performance and are becoming increasingly softer (i.e. more internal/unspecified targets) and complex (i.e. multiple targets). On the power view, these may create opportunities for executives to mask weak performance and extract greater rents; (7) governance factors are insignificant, suggesting that efforts to improve this area may be wasted, since they mainly leave pay-performance sensitivities unaffected. However, based on power theory, weak governance may foster the rise of powerful executives and widen the pay-performance gap. Therefore, it is suggested that close monitoring of executive pay must continue and shareholders should remain vigilant.

In the accomplishment of good governance South African municipalities need to develop measurable objectives related to performance measures and targets that capture strategically important aspects of performance. This allows performance to be easily monitored and aligned with municipal Integrated Development Plans (IDPs). Performance information should be used in conjunction with strategic planning, budgeting, policy analysis and evaluations, organisational reviews and performance appraisals for the managers. This is necessary in order to improve performance and for assuring the public that they are receiving value for money. A Performance Management System (PMS) is the principal management mechanism intended to determine outcomes and impact of municipal service delivery on the communities they are commissioned by legislation to service. The PMS measures should always be relevant, meaningful and informative to political and administrative decision-makers. The data gathered from the PMS should be presented in a balanced, comprehensive and credible manner. The aim of this study is to analyse the challenges that influence the implementation of the local government PMS in the Dr Kenneth Kaunda District Municipality. The analysis entails identifying the challenges, evaluating them and then suggesting possible solutions to the challenges. / Thesis (M. Development and Management)--North-West University, Potchefstroom Campus, 2013.

In the accomplishment of good governance South African municipalities need to develop measurable objectives related to performance measures and targets that capture strategically important aspects of performance. This allows performance to be easily monitored and aligned with municipal Integrated Development Plans (IDPs). Performance information should be used in conjunction with strategic planning, budgeting, policy analysis and evaluations, organisational reviews and performance appraisals for the managers. This is necessary in order to improve performance and for assuring the public that they are receiving value for money. A Performance Management System (PMS) is the principal management mechanism intended to determine outcomes and impact of municipal service delivery on the communities they are commissioned by legislation to service. The PMS measures should always be relevant, meaningful and informative to political and administrative decision-makers. The data gathered from the PMS should be presented in a balanced, comprehensive and credible manner. The aim of this study is to analyse the challenges that influence the implementation of the local government PMS in the Dr Kenneth Kaunda District Municipality. The analysis entails identifying the challenges, evaluating them and then suggesting possible solutions to the challenges. / Thesis (M. Development and Management)--North-West University, Potchefstroom Campus, 2013.

Purpose – The purpose of this study is To investigate performance targets within a 3PLcompany and the effect they have on financial and social sustainability. To fulfil the purpose of the study two research questions has been conducted: How does a 3PL-company use performance targets to increase the company’s financial value? How are the employees affected by the present performance targets? Method – To fulfil the purpose of the study a case study has been conducted at a 3PL-company were performance targets to measure individual performance is used. Two methods to collect empirical data were used. These two were interviews and observations. In addition to these two methods, a literature study were conducted. Findings – The study resulted in that the performance targets affected both the companies economic and social sustainability. The performance targets are used to negotiate a sustainable contract with the clients and to contribute with growth to the company and this affects the employees both positive and negative. Implications – The study has contributed to highlight the knowledge gaps that were identified which are that performance targets on an individual level is rather unexplored and also that RBV has not been used in warehouse environment before. The study also contributes to how performance targets affect the employees in a 3PL-company. Limitations – The study that were conducted was a single case study and are therefore not as generalizable as a multiple case study. The interviewees had previous experience from warehouse organizations and therefore did not notice any affects from the performance targets. The study would have been strengthened by having interviewees who does not have previous experience from warehouse organizations who could have a different view on performance targets. / Syfte – Syftet med denna studie är Att undersöka prestationsmål inom ett 3PL-företag och dess påverkan på ekonomisk och social hållbarhet. För att uppfylla studiens syfte har två frågeställningar formulerat: Hur används prestationsmål inom ett 3PL-företag för att öka företagets ekonomiska värde? Hur påverkas de anställda av de nuvarande prestationsmålen? Metod – För att uppfylla studiens syfte har en fallstudie genomförts på ett tredjepartslogistikföretag där de använder prestationsmål för att mäta individers prestation. Två stycken datainsamlingstekniker användes för att samla in empiri till studien, intervjuer och observation. Utöver dessa två datainsamlingstekniker har en litteraturstudie genomförts. Resultat – Studien resulterade i att prestationsmål har en påverkan både på ett företags ekonomiska och sociala hållbarhet. Prestationsmålen används av tredjepartslogistikföretag för att kunna förhandla ett hållbart kontrakt med sina kunder och tillföra tillväxt till företaget och detta påverkar ett företagets anställda både positivt och negativt. Implikationer – Studien har bidragit till att belysa de kunskapsgap som identifierats vilka är att prestationsmål på individnivå är ett relativt outforskat område och att RBV inte har använts inom lagerverksamhet tidigare. och hur prestationsmål påverkar de anställda inom ett 3PLföretag. Begränsningar – Studien som genomfördes var en enfallstudie vilket innebär att studien inte är lika generaliserbar som en flerfallstudie. Intervjuernas respondenter hade erfarenhet inom lagerverksamhet och märkte därför ingen större påverkan av prestationsmålen. Studien hade stärkts av att ha respondenter som inte har erfarenhet inom lagerverksamhet då de kan ha en annan syn på prestationsmål.

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 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)