The growing demand for governments and organisations to demonstrate principles of accountability, transparency and participatory decision making, which are the cornerstones of good governance, has fostered renewed efforts to transform the public service to ultimately produce tangible results and meet the needs of the beneficiaries of service delivery. Effective performance management practised across the entire organization in an integrated, iterative and sustained way that can help public service organizations overcome the challenges and deliver more with less. This study focuses on the assessment of monitoring and evaluation as the control measure to enhance organisational performance with the reference to the Eastern Cape Provincial Treasury and assess critical role in supporting performance management and also provides methodological options to support performance management. Monitoring and Evaluation (M&E) are management activities that are necessary to ensure the achievement of policy goals in the form of concrete results. The study revealed that the current M and E system is not effective in that there are no clearly defined standards of what a quarterly progress report entail, especially the portfolio of evidence and because the main problem stems from the definition of what constitutes departmental performance. In determining what needs to be done, the effectiveness suffers since we opt for mainly indicators that are “safe”, that the department are sure they can achieve and not necessarily those that will enhance organizational performance. The study revealed that each programme manager should monitor and evaluate his/her processes on a continuous basis without having to wait for M&E unit. M&E unit will then provide an objective evaluation of the process already in place and constant engagement between M&E unit and line management, feedback sessions between staff and M&E unit are essential about the achievement of targets as outlined in the APP and Operational Plan. The study further revealed that there should be continuous meetings to discuss how directorates should sufficiently report on their quarterly targets to avoid inadequate reported information and the department must go step by step in performing activities towards achieving a set vision and on way to the vision, not forgetting to take away risks that may take us to another direction that was not intended as per our vision. The study thus recommends that, inter alia, the department must introduce strong mechanisms to deal with non-implementation of corrective measures regarding under performance and the poor quality of information provided in performance reports related to the performance indicators in the Annual Performance Plans.The introduction of an early warning sign system to warn all programmes when the performance of their planned indicators are not be achieved. The Top Management should continue to use the performance management information as the tool to improve the organisational performance by linking and aligning individual, team and organisational objectives and results, it also provides a means to recognise and reward good performance and to manage under-performance. However the Top Management should be able to conduct in-depth analysis into underperformance to detect whether the underperformance is related to the bad crafting of the indicators or if it relates to the work not done. The department should invest money on training of officials in M&E because it plays a critical role supporting performance management at various levels, in that it contributes to a thinking that is results oriented and also provides methodological options to support performance management. This means that all officials must be capacitated to manage M&E systems in the department that will ensure the production of accurate, objective and reliable information. The M&E unit in the department must facilitate such skills development and provide reasonable technical support where required. The training could be designed to instill a deeper understanding and knowledge of the concepts of M&E and their correct application in order to avoid misunderstandings and misinterpretations which could hinder the achievement of the desired results.

Thesis (M.B.A.)-Business Studies Unit, Durban University of Technology, 2006 / This study is aimed at understanding the potential organisational performance management systems that could be used by municipalities and hence the topic "Selecting an appropriate organisational performance management system for South African municipalities" / M

Magister Commercii - MCom / The South African government plays a direct and active role in facilitation the development of a skilled workforce. The effective mobilisation, development and utilisation of South Africa's human resource capacity are critical for the success of the economy, institution building and the transformation process. In this context, the development of a system of Recognition of Prior Learning is one of the government's significant initiatives. This research examined whether the policy documents of the universities in the Western Cape comply with the requirements of the National Government Recognition of Prior Learning policy. / South Africa

Small and Medium Enterprises (SME’s) embrace a wide range of information systems and technology that range from basic bookkeeping and general purpose office packages, through to advanced E-Business Web portals and Electronic Data Interchange (EDI). A survey, based on SABS ISO/IEC 17799 was administered to a select number of SME’s in the services sector, in the Eastern Cape. The results of the survey revealed that the level of information security awareness amongst SME leadership is as diverse as the state of practice of their information systems and technology. Although a minority of SME’s do embrace security frameworks such as SABS ISO/IEC 17799 or the International equivalent, BS7799, most SME leaders have not heard of security standards, and see information security as a technical intervention designed to address virus threats and data backups. Furthermore, there are several “stripped-down” standards and guidelines for SME’s, based mostly on SABS ISO/IEC 17799, but designed as streamlined, more easily implemented options. Again, these “lighter” frameworks are scarcely used and largely unknown by SME’s. Far from blaming SME leadership for not understanding the critical issues surrounding information security, the research concludes that SME leadership need to engage, understand and implement formal information security processes, failing which their organisations may be severely impacted by inadvertent threats / deliberate attacks on their information systems which could ultimately lead to business failure.

In the process of reform and development in South Africa, set in motion after its first democratic elections (1994), educators have the unique opportunity to re¬think, re-plan and re-structure the music education system holistically within the context of formulating unit standards now required by the South African Qualifications Authority (SAQA) for all learning areas. This thesis addresses two aspects in this process, against the background of the broader MEUSSA (Music Education Unit Standards for Southern Africa) Research Project, namely the development of a model for music education in Southern Africa and its application in a General Music Appraisal Programme (GMAP) for all learners. The MEUSSA Model, developed in this thesis, captures and displays the key elements necessary to compile unit standards across the board in music education, as identified by the author and endorsed by the MEUSSA team. These standards are grouped together in a musically logical way under collective headings. The three-dimensional model in the form of a cube can be manipulated according to the needs of the specific music practice involved, at the same time keeping the broader context of music education in Southern Africa in perspective. The MEUSSA Model is intended by the author to keep the standards generating process together cohesively. The author implements the MEUSSA Model in the GMAP, which she compiled with the aim of providing a general music education background for all learners in Southern Africa. The learning outcomes (unit standards) address music-¬specific skills, knowledge and attitudes with their related assessment criteria. / Thesis (DMus)--University of Pretoria, 2006. / Music / unrestricted

The focus of the study is to investigate the factors that impact on effective implementation of a performance management system at the South African Social Security Agency (SASSA) in the Eastern Cape Region, Nelson Mandela Metro District. It is said that an organisational success in service delivery largely depends on the efficiency and effectiveness of its employees in undertaking their functions, duties and responsibilities (Ntombela, Mpehle and Penciliah, 2010: 63).

Yadav & Khanna (2015) argue that quality of work life (QWL) defines the life at work and the life at home with family members. The work of research-fieldworkers is an exceptional work in that it requires them to frequent households and commercial businesses, unlike other occupations where the work is conducted at the workplace of the employer. The private households by their very nature, and the locations where these households are based present risky conditions to the research-fieldworkers. In order for remedial measures to be suggested that can be implemented to improve the QWL of the research-fieldworkers of the agency, the perceptions of the QWL need to be investigated. Research objectives: To address the research problem, research objectives and questions were established. The main objective of the study is to investigate the perceptions of the QWL of the research-fieldworkers of the research agency in the Western Cape with the goal of improving employee performance through the cost effective interventions that will be implemented. Research questions: Three research questions were established and these were; What is the QWL among the research-fieldworkers in the Western Cape? Do some groups, distinguished by gender, age, work experience, working hours and location experience significantly different levels of QWL? Which measures can be recommended for maximizing QWL among the research-fieldworkers in the Western Cape Province? Research design: The nature of this research is descriptive in nature. The study used a self-administered questionnaire to collect work-related quality of life information from research-fieldworkers. Major findings: The results above show that research-fieldworkers perceptions of the QWL were more affected by the location, working hours and age sub-groups. Gender, family responsibility and marital status did not have much impact on the perceptions of research-fieldworkers on the QWL. Differences were observed with regards to control at work, stress at work, home-work interface against sub-groups. Lastly, the fieldworkers’ perceptions about the working conditions were negative for all the sub-groups. For example, the results show that there are poor working conditions for research-fieldworkers of the agency. This was evident irrespective of gender, age, family responsibility, hours of work and location.

There are an estimated 300 state-owned enterprises in South Africa with nine reporting to the Department of Public Enterprises (Chabane, 2010). The remaining institutions report to various national ministries, provinces and municipalities. The problem faced by these institutions is related to performance management practices that do not assist these institutions to be effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. The current performance management practices in these institutions prevent the institutions from achieving set goals and targets and being able to operate efficiently in a highly competitive environment. Performance management is a broad field and includes any activity that organisational leaders may undertake which is designed to ensure that personal and organisational goals are consistently achieved. In reality, most of the day-to-day activities of individual employees, teams, and business units make some contribution to the performance management effort. The objective of this study was to evaluate the use of performance management system in state development agencies in the Eastern Cape Province and recommend a framework for performance management that can be implemented to improve productivity. The empirical study was conducted, using a questionnaire with a semi-structured question design. The results of this study suggest that performance management is still a top down approach that results in sub-units and individual employees (not) taking ownership of the process. Another shortcoming in the implementation of performance management is related to the unavailability of easy-to-use technology for collecting performance information. Furthermore, a majority of the agencies do not use a strategy map which is an additional procedural framework through which the score card can be applied as a system to strengthen the management of the organisation’s strategy. State development agencies should find ways to improve their performance management systems to ensure that these are effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. Despite all the shortcomings identified, the majority of the respondents agreed that performance management is a method of management designed to ensure that organisations and all its components work together in order to optimise the organisational goals. It is recommended that in order for the institutions to be effective and efficient delivery arms of government, a lot of work needs to be done to reengineer the implementation of performance management as a day-to-day management tool to drive the strategy of the organisations. This includes:  Taking advantage of technology and adopt easy-to-use computer-based programmes to collect performance data. These systems can be linked to the company intranet and allow all employees to update performance information in an effective and efficient manner.  Focus on their reward and recognition process. The reward and recognition should be linked directly to performance not a status, job grade or seniority. Reward and recognition should be given as soon as possible after outstanding performance. In doing so, institutions should move away from secrecy about performance evaluation results and remuneration, and towards an environment of more openness (transparency).  Lastly, institutions should make strategic management a core competency. This new management discipline has been adopted by the local government sphere. This means organisations should look at creating a position of strategic manager at a senior management level in their organograms.

The world has entered the information age. How the information is used within an organization will determine success or failure of the organisation. This study aims to provide a model, that once implemented, will provide the required protection for the information assets. The model is based on ISO 27002, an international security standard. The primary objective is to build a model that will provide a holistic security system specifically for a South African Micro Finance Company (MFC). The secondary objectives focuses on successful implementation of such a model, the uniqueness of the MFC that should be taken into account, and the maintenance of the model once implemented to ensure ongoing relevance. A questionnaire conducted at the MFC provided insight into the perceived understanding of information security. The questionnaire results were used to ensure the model solution addressed current information security shortcomings within the MFC. This study found that the information security controls in ISO 27002 should be applicable to any industry. The uniqueness for the MFC is not in the security controls, but rather in the regulations and laws applicable to it.

In the healthcare environment, various types of patient information are stored in electronic format. This prevents the re-entering of information that was captured previously. In the past this information was stored on paper and kept in large filing cabinets. However, with the technology advancements that have occurred over the years, the idea of storing patient information in electronic systems arose. This led to a number of electronic health information systems being created, which in turn led to an increase in possible security risks. Any organization that stores information of a sensitive nature must apply information security principles in order to ensure that the stored information is kept secure. At a basic level, this entails ensuring the confidentiality, integrity and availability of the information, which is not an easy feat in today’s distributed and networked environments. This paved the way for organized standardization activities in the areas of information security and information security management. Throughout history, there have been practices that were created to help “standardize” industries of all areas, to the extent that there are professional organizations whose main objective it is to create such standards to help connect industries all over the world. This applies equally to the healthcare environment, where standardization took off in the late eighties. Healthcare organizations must follow standardized security measures to ensure that patient information stored in health information systems is kept secure. However, the proliferation in standards makes it difficult to understand, adopt and deploy these standards in a coherent manner. This research, therefore, proposes a standards-based security model for health information systems to ensure that such standards are applied in a manner that contributes to securing the healthcare environment as a whole, rather than in a piecemeal fashion.