In this dissertation a study is undertaken of the performance appraisal function in South African local authorities. Local authorities in South Africa are the third tier of government and are subordinate to the other two tiers, namely, the central and provincial authorities. They are established to render a variety of goods and services to the local community and to contribute to the national goal of community welfare. In the light of changing circumstances in South Africa, communities are becoming more advanced and complex and are placing new demands on local authorities everyday. Therefore, local authorities must ensure that their limited human resources are utilised as efficiently and effectively as possible to achieve an acceptable quality of life for the local community. Thus, municipal personnel administration plays an important role in contributing to the welfare of the local community. Municipal personnel administration comprises of several component activities such as personnel provisioning, support functions, training and development, and personnel utilisation functions. Performance appraisal falls within ambit of the personnel utilisation function and plays a pivotal role in promoting the improved· productivity of municipal personnel. In view of the aforementioned, this study investigates the implementation of the performance appraisal function in South African local authorities. The research was necessitated by the fact that local authority employees make up 14,8 percent of public sector employment and up to 70 percent of a local authority's operating budget is allocated for staff expenditure. Therefore, it is important that local authorities have an efficient and effective work force, and one of the ways this can be achieved is through the implementation of the performance appraisal function. Furthermore, very little research has been undertaken on the performance appraisal function as an activity within municipal personnel administration. Municipal employees must ensure that all activities constituting the performance appraisal function be implemented in terms of the dictates of the generic administrative, management, functional and auxiliary and instrumental activities. They must also adhere to the normative guidelines which have direct bearing on the performance appraisal function, such as legislative supremacy, maintenance of public accountability, efficiency and effectiveness, respect for community values and ethical standards. The study undertaken on the performance appraisal function in South African local authorities is viewed from a theoretical and operational perspective as follows: performance appraisal and municipal administration; theoretical perspectives of the performance appraisal function; nature and content of performance appraisal systems; the performance appraisal function in South African local authorities; and developing an acceptable performance appraisal system for South African local authorities. The performance appraisal systems at local authorities studied, are primarily viewed within an administrative frame of reference. Particular attention is focused on the generic administrative, management, functional and auxiliary and instrumental activities, as well as the normative factors of public administration. The efficient and effective utilisation of municipal personnel resources, especially in regard to their placement, development and promotion through the use of the performance appraisal function, is stressed. In the light of the aforementioned the following recommendations are made: (i) that municipal councils and high-ranking officials give due regard to the importance of the performance appraisal function within the context of municipal personnel administration; (ii) introduction of the performance management and development programme as postulated in chapter 6; (iii) review of performance appraisal on an ongoing basis (at least once a year) within an administrative frame of reference with particular attention to the following: legislative measures; policy directives; organising; financing; staffing; determining systems and procedures; and exercising control; (iv) that supervisors (appraisers) in municipal departments undergo training to implement the appraisal system and to keep abreast with the latest developments in the field; and (v) the creation of a separate department or section to deal specifically with the performance appraisal function. / Thesis (M.A.)-University of Durban-Westville, 1993.

Corporate governance and management by values have become vital for organisations in South Africa. Recent allegations of corruption, corporate failures and the abuse of leadership power highlight the need for solid moral and ethical foundations. A set of shared values in an organisation may prove to be a significant competitive advantage. The competence of employees as reflected through the evaluation of their individual job goals has been widely measured for many years. Currently, limited information is available on the measurement and evaluation of the conformance of employees to corporate values. This study explores the conformance of individual members to core values as part of a regular, systematic performance measurement system. Introducing such a system may assist in enforcing accountability for individual ethical behaviour. Literature on the topic advises that the core values of an organisation should be carefully and correctly identified before individual conformance to the values can be measured. Managing by values entails that preferred behaviours should be entrenched in all codes, policies, and procedures of an organisation, including the performance measurement system. A 360-degree evaluation is considered the most appropriate method to evaluate individual conformance to corporate values. Information gathered from the model development part of this study indicates the following: 360-Degree evaluation of values conformance may be incorporated into any existing performance measurement system that conforms to the criteria established in this study. A performance/values template used for the evaluation of job performance and values conformance results effectively differentiates employees into categories. The model developed in this study was effectively implemented and tested in an organisation. It is expected that the implementation of the model will enhance the performance of individuals and ultimately facilitate the creation of a motivating climate within the organisation. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2008.

Medicaid provides coverage to approximately 60 million individuals and is the largest single payer of healthcare for children. Given this scope of the program and the concentration of low-income and minority recipients, improvements to the quality of care delivered to Medicaid members represents a significant opportunity to reduce health care disparities and improve the overall delivery and quality of healthcare within the U.S. The current study sought to evaluate the various approaches that state Medicaid agencies are taking to assess and improve the quality of care to their managed care enrollees and the degree to which they have implemented recommendations of various policy experts. A survey was distributed to the Medicaid Directors of all 50 states. A total of 23 states with risk based managed care programs responded, representing 62% of the states that have managed care programs. The results indicated that nearly all states are utilizing standard performance measures as one method to assess quality, with virtually all relying on HEDIS measures for this purpose. Additional strategies that are being used include public reporting of quality data and the use of pay-for-performance incentives; few states are currently focusing on health information technology. Recommendations are made for steps that the Medicaid program could take at both the state and federal level to further develop quality improvement programs.

General characteristics and relevance of the topic. In 1995’s issue of the scientific journal Public Administration Review Robert D. Behn (1995) referring to the analogy of the science of physics formulated three major questions which, in his opinion, scholars of public management should be concerned about in the 21st century. One of them was the measurement question: how public managers can measure the achievements of their agencies in ways that help to increase those achievements? After a decade the emergence of multitude of books and articles in scientific journals, changes in public sector organizations caused by implementation of models of performance measurement, performance management and quality management, governmental initiatives to implement performance measurement programmes just confirm the Behn insight on the importance of performance measurement in public organizations. For many years performance measurement as one of the major tools in the package of the New Public Management reforms has remained a significant ‘management fashion’ (Abrahamson, 1996) and scholars as well as practicians of traditionally more developed countries of the English speaking world and the Continental Western Europe are well aware of it. The fashion gradually comes to the post-communist Central European countries which recently joined the European Union or are in the way of doing so and which learn from the experience of more ‘advanced” countries in different areas of public... [to full text] / Bendroji temos charakteristika ir aktualumas. 1995-aisiais metais Robertas D. Behnas (1995) žurnale Public Administration Review, pasiremdamas fizikos mokslų analogija, suformulavo tris didžiuosius klausimus, kurie, jo požiūriu, turėtų rūpėti viešajai vadybai XXI-ame amžiuje. Vienas iš jų buvo matavimo klausimas: kokiais būdais viešųjų organizacijų vadovai gali matuoti jų vadovaujamų įstaigų pasiekimus, kad matavimas pasiekimus teigiamai veiktų? Prabėgus dešimtmečiui nuo Behno straipsnio pasirodymo, daugybė knygų ir straipsnių moksliniuose žurnaluose, viešojo sektoriaus organizacijų pokyčiai, kuriuos sąlygoja diegiami veiklos matavimo, veiklos vadybos ir kokybės vadybos modeliai, įvairių šalių Vyriausybių iniciatyvos įgyvendinti veiklos matavimo programas tik patvirtina Behno įžvalgą apie viešųjų organizacijų veiklos matavimo svarbą. Veiklos matavimas (angl. performance measurement), viena iš pagrindinių Naujosios viešosios vadybos reformų paketo priemonių, daugelį metų išlieka reikšminga „vadybos mada”, kuria seka mokslininkai ir praktikai tradiciškai labiau išsivysčiusiomis vadinamose angliškai kalbančio pasaulio ir kontinentinės Vakarų Europos šalyse. Ši mada pamažu ateina ir į po-komunistines Vidurio Europos šalis, kurios neseniai tapo ar planuoja tapti Europos S���jungos narėmis, ir kurios įvairiose viešojo administravimo srityse perima ‘pažangesnių” šalių patirtį. Lietuvos viešojo sektoriaus organizacijos, tarp jų ir savivaldybės, taip pat dalyvauja minėtame patirties... [toliau žr. visą tekstą]

According to the Nobel Prize winner Paul Krugman, “productivity isn’t everything, but in the long-run it is almost everything”. It is unfortunate that the productivity in the construction industry has lagged behind the manufacturing industry for the last several decades. The research presented in this thesis aims to improve productivity in the infrastructure sector of the construction industry by developing and validating Best Productivity Practices Implementation Index (BPPII) for Infrastructure projects. The BPPII Infrastructure is a check list of practices that are considered to have a positive influence on labour productivity at the project level for infrastructure projects. These practices have been identified through a literature review and consultation with industry experts, and have been anecdotally proven to positively affect productivity. These practices have been grouped together into a formalized set of BPPII’s categories, sections, and elements. Each practice and its planning and implementation levels have been completely defined. Each practice in the index has been assigned a relative weight based on its importance in affecting labour productivity. In total, there are 61 elements, 20 sections, and 6 categories. The six categories of the BPPII Infrastructure are: (1) Materials Management; (2) Construction Machinery and Equipment Logistics; (3) Execution Approach; (4) Human Resources Management; (5) Construction Methods; and (6) Health and Safety. The productivity factor defined as a ratio of estimated productivity and actual productivity was used as a metric to collect information about labour productivity. Data were collected for infrastructure projects on the planning and implementation level of practices, on the productivity factor, and on project schedule performance. The research hypothesis tested was that projects that have a high level of implementation of best practices as defined by the BPPII Infrastructure will have a better productivity performance than projects which have a low level of implementation of best practices. The regression analysis confirms that the BPPII score has a strong positive relationship with the productivity factor. ANOVA tests confirm that there is statistically significant difference between the productivity of projects that have a high level of implementation of practices and those that have a low level of implementation. Also, it was found that projects that have a high score on the index perform better in terms of project schedule performance than projects which have a low score on the BPPII Infrastructure.

BACKGROUND Integrated healthcare systems are believed to be enabled by the electronic exchange of clinical information. Canada and other national health systems are making substantial investments in information technology, in order to liberate and share clinical information between providers, improve the quality and safety of care, and reduce costs, yet we currently have no way of measuring these information flows, nor of understanding whether they contribute to the integration of care delivery. METHODS A literature review and consensus development process (nominal group) were used to provide guidance on system integration measures which are enabled by electronic information exchange. In order to conceptualize the components of electronic information exchange, establish a reference vocabulary for terminology, and guide the development of a questionnaire to gather field data, a formal ontology was developed. Validation of a sub-group of the survey data quality was achieved using the ontology and an unrelated database, demonstrating how ontologies may be used to adapt performance measurement methodologies to systems where constraints such as time-compression, lack of resources or access to needed information are prevalent. RESULTS The survey tool gathered cross-sectoral data from a regional health system which populated a summary measure of inter-provider electronic health information exchange (the eHIE), and measured perceptions of system integration from a single health region. The eHIE indicated that 7 -12% of clinical information that could be shared, was being shared electronically in the health region. ANOVA confirmed a significant correlation between the amount of information being exchanged electronically in this system and respondent perceptions of system integration suggesting that the eHIE may be used as a leading indicator for healthcare system integration. CONCLUSIONS It is possible to conceptualize and quantify inter-provider electronic health information exchange. As complex adaptive systems, healthcare systems are dynamic and open to correction; the use of a leading or proximal indicator such as the eHIE may inform effective policy-making and resource allocation in our pursuit of the goal of seamlessly integrated care.

No abstract available. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2012.

This study was developed during the Swedish spring semester of 2013 for the Bachelor of Science in Business Administration of the now graduates Rafael Moser and Thor-Björn Käck. The students, authors of this research, were selected by ABB Sweden for a research internship on the field of Employer Branding (EB). Employer Branding (EB) is an increasingly popular practice within multinationals. It is applied to develop in the minds of current and potential employees, brand associations related to the organization as an employer. The research problem identified by the authors relates to the lack of reliable measurement of the employer branding process. Therefore, this study consisted of creating a set of indicators or measures of the process’ performance. To do so, the authors relied on theoretical support as well as consistent feedback from Joakim Forsberg, employer branding manager at ABB Sweden. A conceptual model of the employer branding process was developed and internal measures, or Key Performance Indicators (KPI), were placed in the context of the three stage model. The KPI’s were proposed as a solution for the lack of internal measurement of the EB process, and were developed based on the objectives of each stage of the process as well as in Human Resources and Marketing theory. Once the model was developed to the point where internal measures could be incorporated into the EB process, an empirical study was executed and respondents were asked to scrutinize the applicability of the proposed solution in current business environment as well as the applicability of certain KPI’s. Among different findings, results from the empirical study point to a variety of issues that currently inhibit the development of employer branding and consequently its measurement i.e. lack of managerial autonomy, poor integration and communication among departments, misguided resource allocation within EB, etc. Nevertheless, as the experts and professionals interviewed in this research point out, solving the problem discussed in this research with the solution proposed is considered to be the future of employer branding.

Inledning Corporate Social Responsibility har under senare år uppmärksammats allt mer, inte minst inom energibranschen som blivit kritiserad för sin stora miljöpåverkan. Arbetssättet med CSR leder till en ökad samhällsnytta men allt fler företag väljer också att arbeta med konceptet i förhoppning om ökad lönsamhet. Genom att koppla ihop CSR med företagets övergripande strategier skapas förutsättningar för samhälls- och affärsnytta. Trots att CSR blivit ett allmänt accepterat uttryck råder dock en begreppsförvirring om vad konceptet faktiskt innefattar.  Syfte Studiens syfte är tvåfaldig; dels ämnar studien konkretisera konceptet CSR för att studera hur kommunalt ägda energibolag kan arbeta med prestationsmätning för intern styrning av CSR-åtaganden, dels ämnar studien bistå Nogap med förslag för vilka prestationsmått som skulle kunna användas i deras koncept Hållbar lönsamhet.  Metod Studien tog i ett ursprungsskede form av en litteraturstudie vilken mynnade ut i en konceptuell modell och en teoretisk referensram. Modellen låg sedan till grund för fördjupad förståelse av CSR inom tre kommunalt ägda energibolag. CSR och prestationsmätning kombinerades och analyserades sedan genom en tematisk analys.  Slutsats Inom kommunala energibolag är det fullt möjligt att kombinera prestationsmätning och CSR, men för att möjliggöra mätning krävs först att konceptet CSR bryts ned till identifierbara verksamhetsnära aktiviteter. Genom att styra CSR-aktiviteterna med prestationsmätning skapar kommunala energibolag möjlighet att samtidigt bidra till både samhälls- och affärsnytta och således mot en hållbar lönsamhet. / Introduction Corporate Social Responsibility has been a current topic over the last years. The topic has especially been debated in the energy industry due to the industry’s effect on the environment. Working with CSR leads to increased public welfare but more companies determine to work with CSR for profit ambitions. By connecting CSR with strategies there are possibilities for both increased public welfare and business advantage. Despite that CSR is recognized as a common accepted expression, there’s still a confusion of the concepts meaning.  Purpose The purpose of the study is dual; partly the study aims to concretize the concept of CSR to study how municipal energy companies may work with performance measurement for management control of CSR commitments, partly the study aims to assist Nogap with suggestions of performance metrics that would be applicable for their concept Sustainable profit.  Method In the beginning, the study was based on a literature study that resulted in a conceptual model and a theoretical framework. The model formed the basis for a more depth understanding of CSR within three municipal energy companies. CSR and performance measurement then were combined in a thematic analysis.  Conclusion Within municipal energy companies it’s possible to combine performance measurement and CSR, but to measure, the concept needs to be concretized to operational and identifiable activities. By managing CSR activities with performance measurement, municipal energy companies have opportunities to contribute to both public welfare and business advantage and thus a Sustainable profit.

Legislative pressures are being brought to bear on South African employers to demonstrate that occupational assessment is scientifically valid and culturefair. The development of valid and reliable performance-based assessment tools will enable employers to meet these requirements. The general aim of this research was to validate a performance-based assessment battery for the placement of sales representatives. A literature survey examined alternative assessment measures and methods of performance measurement, leading to the conclusion that the combination of the work sample as a predictor measure and the managerial rating of performance as a criterion measure offer a practical and cost-effective assessment process to the sales manager. The empirical study involved 54 sales persons working for the Commercial division of an oil marketing company, selling products and services to the commercial and industrial market. By means of the empirical study, a significant correlation was found between performance of sales representatives in terms of the performance-based assessment battery for the entry level of the career ladder and their behaviour in the field as measured by the managerial performance rating instrument. The limitations of the sample, however, prevent the results from being generalised to other organisations.