Thesis (M.A. in Security Studies (Homeland Security and Defense))--Naval Postgraduate School, March 2010. / Thesis Advisor(s): Wollman, Lauren. Second Reader: Joyce, Nola. "March 2010." Description based on title screen as viewed on April 23, 2010. Author(s) subject terms: Event Planning, Super Bowl, Collaborative Process, Security in Special Events, Incident Management, Public Private Collaboration Includes bibliographical references (p. 79-87). Also available in print.

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The performance management system has become a vital process of retaining skilled employees, helping to improve communication between the employees and management, providing feedback to employees and clear understanding of job expectation. A performance management system assists the firm to identify the ways to improve individual and firm performance and provides the opportunity for discussion about individual career direction and growth within the firm. It provides the opportunity to set employee targets linked to the departmental targets. The performance management system is the catalyst for firms to become globally competitive and be able to meet targets. Over the years the firm has introduced a performance management system to help employees to achieve their targets, which will result in the company meeting its own objectives. The study focused on the factors that affect the performance management system. The objective of the research was to improve the performance management system of the firm. The study was conducted to assess the effect of the following independent variables on the improvement of the performance management system: leadership style, training, organisational culture, reward system and organisational communication. The sample consisted of only the employees of the firm selected for the study. One hundred and fifty (150) questionnaires were distributed, but only seventy-six (76) respondents (response rate = 50.7 percent) participated in the final study. The empirical results revealed that the three independent variables play a very important role in improving a performance management system. These three variables are organisational culture, training, and reward system. Implementing the recommendations that came from these results will go a long way to making sure that the firm will improve its performance management system.

Service delivery is at the centre of South Africa’s developmental local government. Thus with such a high calling to development, local municipalities play an important role in enhancing development in their areas of jurisdiction. In the area under this study, the Local Government Department has initiated Performance Management as a response to the service delivery hardships and as a bottom up approach to socio economic development of their communities. In the view of Performance Management being used as a tool for enhancing Service delivery, the study therefore sought to discover the role that the Performance Management System is playing in the Local Municipality Development of O.R District. It also sought to find out the extent of support that has been afforded by government and other stakeholders within the context of the cooperative governance. To establish this, the researcher employed the quantitative approach guided by a primary research design. The review of primary data allowed for a close assessment of the Performance Management System in detail. Available data on PMS gave an easier task of assessing the impact of PMS in the district and the constraints they have faced so far. The findings from the study revealed that PMS in the district show a great potential for better performance if performance management systems were to be understood by all staff members of the municipality. It has been also observed that they lack information on performance management, proper finance management, and diversification and value addition for their service delivery so as to increase their competitiveness. It is imperative therefore to recommend further training on good Performance management skills and sourcing for employees and understanding new PMS. This form of support will go a long way in ensuring the sustainability of Performance Management System in the O.R. District Municipality. Keywords: Performance Management System, Political office bearers and Senior Manager O.R District.

Submitted in fulfilment of the requirements of Master of Arts in the Department of Social Work in the Faculty of Arts at the University of Zululand, South Africa, 2013. / The study investigates the implementation process of the Employee performance management development systems policy within the Department of Social Development, attitude of staff and policy makers towards whether or not it is achieving its goals, the strengths and constraints in its implementation as a way to improve it. This study is conducted with an aim of coming up with solution to the problem or to identify drawbacks and establish if the policy is implemented correctly with the required tools for the purpose of improving service delivery. Since the EPMDS aims at organizational development and efficiency, this study will investigate if social workers are delivering their services to their best and to find out it is the right tool in the grooming and career pathing of social workers. The study reveals that there has been some dissatisfaction the way in which retention strategy was implemented, thus roll out campaigns are highly recommended for the provision of clarity provision of information on how it was implemented by the implementers. It explores the processes involved in implementation of Employee Performance Management Systems (EPMDS) it also identify what tools are used in the identification of other support mechanism and implementation of EPMDS mechanism. It establishes challenges that exist in the implementation and gain from participants possible recommendations for successful implementation of EPMDS. The study also establishes if there is integration of EPMDS with Integrated Service Delivery model (ISDM) and Situational Leadership Supervision Model (SLS), and focuses in the investigation of how Retention Strategy was implemented. The researcher utilizes evaluative research because the study aims at evaluating how EPMDS policy has been implemented within the Department of Social Development .Evaluation research, frequently referred to as program evaluation or practice evaluation, involves searching for practical knowledge in considering the implementation and effects of social policies and the impact of programs.

Although there is considerable interest in the role of performance management systems (PMS) to enhance innovation and performance, there is limited literature regarding successful implementation in organisations. Most research has focused on the technicalities of performance management implementations, while neglecting the human reactions that influence the outcomes of such systems. This research therefore aimed to examine employees’ perceptions of performance management systems in various organisations and how performance management systems, or the lack thereof, specifically influence performance in the Namibian organisational context. A multiple case study methodology was adopted for the research, where open-ended questionnaires and semi-structured interviews were used to collect data from various organisations. Data was primarily analysed by means of qualitative content analysis which was supported by the pattern matching technique. The research findings supported goal setting theory which predicts that performance benefits can be realised by implementing specific challenging goals because they have a motivational effect on employees compared to vague and easy goals. Findings also supported theory which suggests employee participation in goal setting and providing feedback led to higher performance compared to when goals are assigned and no feedback is given. The findings supported predicted positive relationships between rewards and performance. However, findings also suggested that performance management systems, or lack thereof, are unfair because rewards are distributed unjustly, which has a negative effect on performance. Nevertheless, it was suggested that employees are more motivated to perform by intrinsic factors, including achieving challenging goals, than extrinsic factors. These findings not only supported goal setting theory, they supported McGregor’s (1960) theory Y which argued that employees are ambitious and motivated by more than money, yet surprisingly also supported his theory X as it was revealed that some employees would only work harder if rewards, or performance bonuses, are given. Although the research aimed to test goal setting theory, findings also supported Vroom’s (1964) valence-instrumentality-expectancy theory, Maslow’s (1943) and McClelland’s (1975) need theories, which all argue that performance is enhanced by other sources of motivation. The findings supported contradictory theories, yet discovered interdependency among the theories, which created a cyclical notion. This means, Vroom’s (1964) theory argues that an employee can be motivated to perform better when there is a belief that the better performance will lead to good performance appraisal and in the realisation of personal goal in the form of some reward. It, however, implies that goal setting theory has no impact on employees’ performance. Yet, according to the qualitative findings, some employees will only increase performance if their performance is monitored and appraised. Therefore organisations are required to have performance management systems in place, in turn, supporting goal setting theory. The research attempted to generate meaningful insight that would be beneficial to organisations, in and outside Namibia, that are considering implementing or improving their performance management systems by incorporating what employees perceive to be fundamentally important. Communication, management support, performance feedback, education and training, goal setting and employee participation are amongst the factors perceived as essential to effective performance management systems implementation. As literature (Bernardin & Beatty, 1984; Fox & Spector, 2002) has affirmed, these findings stress that the effectiveness of performance management systems depends on employees’ attitudes and perceptions of the systems.

Thesis (M. Dev.) -- University of Limpopo, 2013 / Recent changes in the allocation of land through the results of land redistribution have compelled members of communities to form committees, that is, Communal Property Associations (CPAs) that would be responsible for managing the claimed land. The Maruleng Local Municipality was not excluded from this process. Five of the CPAs have been formed under the above mentioned municipality to manage claimed land. The research investigated the impact of performance management on the Moletele CPA’s performance at Maruleng Local Municipality of the Limpopo Province. The management of Moletele CPA was not without challenges, problems such as lack of resources, adequate training programmes, lack of clear policy and objectives were also found in the study. This research also seeks to investigate why Moletele CPA is performing better than the other CPAs in the municipality. In order to understand the total context of the challenges faced by Moletele CPA, an empirical research and interviews were conducted to collect data from the members of Moletele CPA. The findings of the study suggest that a lack of resources and relevant training programmes are contributing negatively towards the performance of the Moletele CPA in particular, and other CPAs in general. To conclude, the study revealed that performance management is not determined by one factor, but other challenges such as clarity of policies and cooperation amongst stakeholders also contribute towards the success of the Moletele CPA ;hence the recommendations made in chapter five.

Thesis (MPA) --University of Limpopo, 2012 / While performance management is a widely used system in many countries, in South Africa the Public Service Regulations (2001) is a base for a Performance Management and Development System in the public service. The Public Service Regulation (2001) gives effect to performance management systems for purposes of managing performance of individual employees, framework for performance assessment, the outcome and communication of assessment results, and managing unsatisfactory performance, as well as providing a framework on incentives for good performance. Each province is therefore, required to adapt the Performance Management System to its environment to ensure the implementation of the provisions of the Public Service Regulation, (2001). However, as cited by Letsoalo (2010), the introduction of a system of managing performance was received with different reactions, both positive and negative, by the vast majority of employees in the public sector. As a result, this study investigated the attitudes of individual employees towards performance management and development system. The main aim of this research is to present the conclusion drawn from the study, as well as make recommendations emanating from the analysis of information gathered in literature review and through questionnaires completed by departmental staff in the Department of Culture, Sports and Recreation. In identifying different reactions by civil servants to Performance Management and Development System, the study placed an effort in probing different perceptions on Performance Management and Development System amongst employees in the Department of Culture, Sports and Recreation in Mpumalanga Province. There are varying perceptions demonstrated by respondents regarding questions posed to them on the Performance Management and Development System as implemented in the Department of Culture, Sports and Recreation in Mpumalanga Province. There is a perception that the Performance Management and Development System is a penalizing tool used by supervisors on their subordinates and that official’s performance is not duly acknowledged as is supposed to. There is persisting conflict between supervisors and their subordinates resulting from supervisors rating their subordinates without their input, submission of performance results is for compliance It is held in this that the Department of Culture, Sports and Recreation must ensure that effective communication of the system to the rest of the employees of the provincial government is maintained so as to allow employees to understand the system and what is expected of them, the development of the implementation capacity internally through the Performance Management and Development System Champions will in any regard, and as such limit inconsistencies during application of performance management and development system which impacts negatively on the overall performance of the organization.

Thesis (MPA.) --University of Limpopo, 2017. / The performance of public sector institutions has been the subject that has attracted attention of policy makers. This is because the long-established role and institutional character of the State has been under scrutiny as the result of not being able to achieve the desired outcomes which were evidently visible in as far as the performance of public sector organisations were concerned. It is largely because of this reason that the quest for increasing the efficiency and effectiveness of public sector institutions became very critical. Most scholars mentioned have written extensively on the discourse, but have focused squarely on assessing the implementation of the PMS, neglecting the importance of 'communication' as the central pillar required for having achieved the desired implementation of such a system. As a result, very little is known about the role of communication in the process of implementing PMS in the South African public service. Thus, the implementation of PMS continues to face many serious challenges. The aim of the study was to examine the role of communication in the implementation of PMS in the South African public service, using DTI as a case study with the view of gaining insight into the contribution that communication can make in improving public service performance through effective implementation of PMS. The study utilised both the qualitative and quantitative research methods to investigate the role of communication in the process of implementing PMS in the South African public service. Questionnaires were distributed to employees from level 5-11 and semi-structured interviews were conducted with employees from level 12-13 in the DTI. The study concludes that communication plays a greater role in the implementation of PMS and that there is still lack of effective communication within the department. The implementation of the PMS in the department is inconsistent across the different Chief Directorates and that it is often difficult to measure employee performance in that regard. Communication within the department is from top to bottom, whereby senior managers (Directors) instruct the middle managers (Deputy Directors) from level 12-13, lower and middle management (Assistant Directors) on how to implement the PMS with less consultation from their subordinates.

Implementation of the performance management policy for the Malawi has been held back by a number of factors. There have been indications that suggest that there were some problems resulting in differential implementation of the policy by government’s ministries and departments. In this study the purpose was to find out the factors contributing to this non-implementation of the policy. The research question was; what factors are contributing to the implementation or non-implementation of the performance management policy for the Malawi Civil Service? The study used a qualitative research methodology and questionnaire administered interviews to collect data. The main findings from the study was that implementation of the policy was being hampered because of the complex nature of the public service, absence of follow ups and management support, lack of consultations and motivation factors. The conclusion drawn from the study is that the factors identified are manageable. Therefore, the Department of Public Service and Management and other concerned stakeholders can reflect on the issues revealed by this study, consult widely and put in place necessary mechanism that could ensure successful implementation not only of the performance management but other future polices as well.