Despite the growing global awareness and importance of marketing performance measurement, little research on the subject has been conducted from a South African perspective. This study explores the status of marketing performance measurement in South Africa, by examining the perceptions, methods, challenges and status of organisations with regards to the advancement of marketing performance measurement. It researches five key problem areas, namely, the importance and awareness of marketing performance measurement; the methods managers use to measure marketing performance; the process these managers follow in selecting these methods; how advanced organisations are conceptually and practically in terms of measuring marketing performance, and finally the challenges managers face in measuring marketing performance in South Africa. Nine managers from eight medium to large South African firms were interviewed, ina qualitative study that possibly explores marketing performance measurement from this perspective, for the first time in South Africa.

This study deals with the employee fairness perceptions of their performance management system in a South African organisation. The concept of justice, with particular reference to procedural, distributive and interactional justice, is used as a guide in assessing employee perceptions of fairness of the organisations’ performance management system. A qualitative approach was used to gain an in-depth understanding of employee perceptions of fairness based on their personal experiences of the organisation’s performance management system. Data was obtained through extensive semi structured interviews with 20 employees who had been with the organisation and participated in the performance management system for 5 or more years. All interviews were transcribed and assessed using a thematic analysis. The overall findings show that there are negative fairness perceptions of the performance management system as assessed according to the three organisational justice factors of procedural, distributive and interactional justice. / Industrial and Organisational Psychology) / M.A. (Industrial and Organisational Psychology)

ITC/USA 2010 Conference Proceedings / The Forty-Sixth Annual International Telemetering Conference and Technical Exhibition / October 25-28, 2010 / Town and Country Resort & Convention Center, San Diego, California / The integration of standard networking technologies into the test range allows for more capable and complex systems. As System Management provides the capability for dynamic allocation of resources, it is critical to support the level of network flexibility envisioned by the integrated Network-Enhanced Telemetry (iNET) project. This paper investigates the practical performance of managing the Telemetry Network System (TmNS) using the Simple Network Management Protocol (SNMP). It discusses the impacts and benefits of System Management as the size of the TmNS scales from small to large and as distributed and centralized management styles are applied. To support dynamic network states, it is necessary to be able to both collect the current status of the network and command (or modify the configuration of) the network. The management data needs to travel both ways over the telemetry link (in limited bandwidth) without interfering with critical data streams. It is important that the TmNS's status is collected in a timely manner so that the engineers are aware of any equipment failures or other problems; it is also imperative that System Management does not adversely affect the real-time delivery of data. This paper discusses measurements of SNMP traffic under various loading conditions. Statistics considered will include the performance of SNMP commands, queries, and events under various test article and telemetry network loads and the bandwidth consumed by SNMP commands, queries, and events under various conditions (e.g., pre-configuration, normal operation, and device error).

The effective management of individual/team performance is a crucial requirement to ensure that organisational goals are attained. This requires accurate data regarding the performance levels of individuals/teams. Therefore there is a need for a standardised and formal performance management system. An effective performance management system is the centre of an integrated HR system that feeds into a variety of processes and systems such as career planning, rewards, training and development, promotions, and disciplinary decisions. Despite the importance of performance management, most organisations find it difficult to implement, manage and sustain performance management systems and processes effectively. The focus of this study is on appraising the performance management practices in the offices of the Department of Labour in three provinces: Gauteng, Limpopo and Mpumalanga. The results indicate problems with the practices in areas such as alignment, fairness, measuring commitment, systems integrity, and the performance management culture. Recommendations were made to address these issues and improve the effectiveness of the system / Human Resource Management / M. Tech. (Human Resource Development)

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No description available.

published_or_final_version / Human Performance / Doctoral / Doctor of Philosophy

published_or_final_version / Electrical and Electronic Engineering / Doctoral / Doctor of Philosophy

A short solo-performance piece adapted from Mark Haddon’s novel, "The Curious Incident of the Dog in the Night-Time." The following is a step-by-step documentation of my process of developing, rehearsing, staging and performing my piece, and finally, reflecting back on the performance. / text

This comedic short theatre piece follows the main character as she applies the five stages of mourning a death (denial, anger, bargaining, depression, and acceptance) to her recent break-up. The process section then details the writing, development, and performance of the piece for the first time, as well as plans for its future iterations. / text