(MTech (Quality (Engineering))--Cape Peninsula University of Technology, 2010 / Computacenter SA (CCSA), serves as focus of this study. One ofCCSA's clients is Unipart and therefore will be used as the example to mitigate the research problem, serving to demonstrate how Service Levels are structured and how they are monitored. According to the Company policy and agreed Service Level Agreements (SLA's), an acceptance level of 95% should be reached in terms of service delivery. Anything below 95% would be considered a failure, and therefore constitutes a breach of the agreement. The tool used by Computacenter South Africa (CCSA), to measure or monitor the SLA is referred to as Service Flow. Within Service Flow there are mechanisms known as 'pre exception result' and a 'post exception result'. These concepts constitute a report, which is compiled on a monthly basis to check and evaluate performance. Should a request from a client not be met and there is a valid reason for the non compliance of the request. It can however bean exception and can therefore be processed as being successfully executed within the context of the SLA. If no valid reasons are, however logged in the request work log, the request constitutes as failed and can therefore lead to the team not achieving their agreed SLA with the customer. Failing SLA's have a significant impact on, not only CCSA, but also on the customer, as the organisation can lose confidence in the ability of Longbow Remote Technical Support Request Management is there to render a quality service. Ultimately, a penalty can be imposed on both the analysts and CCSA. In addition, the customer could withdraw from the contract as the organisation is not receiving the agreed upon services for which they are paying. CCSA will not only suffer financially, but also lose its credibility in the market as an Information Technology (IT) Service Provider. For the purpose of this study, questionnaires were formulated to determine where the problem areas are and what CCSA as a service provider can do to not cause their clients to become redundant, and to always meet the service level agreements set by the clients. Results from the research returned that a lack of Information Technology governance structures and best practices within CCSA is the cause of service level agreements failing.

Magister Philosophiae - MPhil / No abstract available. / South Africa

This study focussed on drafting a framework for Total Quality Management (TQM) for the South African Police Service (SAPS) in the Eastern Cape as a public non-profit organisation where quality of services is fast becoming a key organisational imperative. The early pioneers of Quality laid the foundation for Total Quality Management (TQM). The literature review highlighted that TQM has its origins in the manufacturing industry where it has a proven track record, and that the theory could be purposely adapted use by a specific industry, i.e. SAPS. This study extends the applicability of the TQM theory to the SAPS by using a mixed method approach to gather information by means of interviews and questionnaires. A combination of primary and secondary data was used in determining the Critical Success Factors (CSF). The Primary CSF’s were originally identified as Leadership, Strategic Management, Empowerment of employees, Teamwork, Continuous improvement, Customer satisfaction and Culture. The Secondary factors were identified as Communication, Training, Partnership development, Support structures, Systems and Resources, Systems thinking, Selfassessment, Processes; Elimination of barriers, Adoption of a Prevention approach and Change management. Data was analysed using frequency and other means, as well as correlation analysis. After the data was analysed two CSF’s were discarded, i.e. Training and Elimination of Barriers. The results show support for the applicability of the theory to the SAPS. Critical Success Factors were determined and a framework for implementation specifically for this industry, was presented. The study identified Leadership as the most important primary factor with the ultimate goal of meeting the quality expectations as defined by the customer.

No description available.

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration

Thesis (M.B.A.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 97-99).

Thesis (MTech (Public Management))--Cape Peninsula University of Technology, 2016. / This study examined concerns relating to the provision of quality service by the community service centres of police stations and identified how this provision is linked to quality management practices. The researcher adopted a mixed method approach, utilising both qualitative and quantitative research methods to explore the service provided to the clients of three police stations in Mfuleni, Kuilsriver and Kleinvlei.

Thesis (MPA)--University of Stellenbosch, 2011. / ENGLISH ABSTRACT: Public sector organisations have to deliver quality services to the people amid budgetary cuts and public disenchantment with the public sector. Delivering these services in the face of dwindling resources has led public sector organisations to introduce performance improvement initiatives in an endeavour to do more with less. The government of Botswana introduced a raft of performance improvement initiatives such as WITS, O & M and Job Evaluation in the public sector with the sole objective of improving performance and driving public service delivery. However, despite the implementation of these initiatives, there was increasing concern that the quality of the delivery of public services was declining. These performance improvement initiatives were criticised for failing to make any meaningful impact on organisational performance, as the problems of poor service delivery remained unchanged. The failure of these earlier public sector reforms to improve organisational performance led the government to introduce a more comprehensive and holistic reform programme, PMS, guided by the national vision – Vision 2016 – in 1999. PMS was seen as the overall framework within which all previous reform initiatives could be integrated. This research sought to determine whether the objectives of PMS of DTA were being realised, given that previous public sector reforms had been deemed to have failed to actually raise organisational performance. A case study of DTA was therefore undertaken to describe the extent to which PMS had delivered on its objectives. Data collection was through structured self-administered questionnaires, comprising 14 closed-ended questions, one ranked question and one open-ended question. This was also augmented by documentary analysis of official reports such as the Annual Statements of Accounts (ASA). The research found that PMS had succeeded only in so far as communicating DTA’s vision, mission and values across the department. There was awareness of PMS within DTA. However, the system had not succeeded in improving DTA’s organisational performance, as it was hampered by various challenges such as lack of leadership commitment, the difficulty in implementing the system and lack of feedback on organisational performance. Recommendations are also made for enhancing DTA’s PMS to actually realise its objectives of improving organisational performance. / AFRIKAANSE OPSOMMING: Daar word van openbare sektor organisasies verwag om kwaliteit dienste aan die publiek te lewer te midde van ingekorte begrotings en openbare ontnugtering rakende die openbaresektor. In ‘n poging om hierdie dienste te lewer ten spyte van beperkte hulpbronne stel openbaresektor organisasies inisiatiewe in om werkverrigting te verbeter en sodoende meer koste-doeltreffend te werk. Die regering van Botswana het ‘n aantal inisiatiewe, byvoorbeeld Werk Verbetering Spanne (WITS), Organisering en Metodes (O&M) en Posevaluering, in die openbaresektor geïmplementeer met die uitsluitlike doel om werkverrigting te verbeter en openbare dienslewering te dryf. Ten spyte hiervan was daar egter toenemende kommer dat die kwaliteit van dienslewering toenemend verswak. Bogenoemde inisiatiewe is gekritiseer dat hulle gefaal het om enige noemenswaardige impak op organisatoriese prestasie te toon, aangesien probleme rakende swak dienslewering onveranderd was. Die versuim van hierdie aanvanklike hervormings in die openbaresektor om organisatoriese prestasie te verbeter, het daartoe aanleiding gegee dat die regering in 1999 ‘n meer omvattende en holistiese hervormingsprogram, die Prestasie Bestuur Stelsel (PMS), ingestel het, gelei deur die nasionale visie – ‘Vision 2016’. Die PMS is gesien as die omvattende raamwerk waarbinne al die vorige hervormingsinisiatiewe geïntegreer kon word. Hierdie navorsing het gepoog om vas te stel of die doelstellings van die PMS in die Departement van Stam Administrasie realiseer, siende vorige openbaresektor hervormings nie geslaag het om organisatoriese prestasie te verbeter nie. ‘n Gevallestudie van die departement is onderneem om die mate waarin die PMS se doelstellings bereik is te beskryf. Dataversameling is gedoen deur gestruktureerde, selfgeadministreerde vraelyste, bestaande uit 14 geslote vrae, een ranglysvraag en een oopvraag. Dit is aangevul deur dokumentêre analise van amptelike verslae soos Jaarlikse Rekeningstate. Die navorsing het gevind dat die PMS slegs in dié mate geslaag het dat mense dwarsdeur die departement bewusgemaak is van die departement se visie, missie en waardes. Hoewel mense bewus was van die prestasiebestuurstelsel, bevind die navorsing geen daadwerklike verbetering in organisatoriese prestasie nie, aangesien dit belemmer word deur verskeie uitdagings, soos gebrekkige toewyding deur leiers, probleme met die implementering van die sisteem en die tekort aan terugvoer rakende organisatoriese prestasie. Die navorsing stel sekere aanbevelings voor om die departement se prestasiebestuursisteem te verbeter om die doelstelling om organisatoriese prestasie te verwesenlik.

Thesis (MPA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: In South Africa, Performance Management Systems (PMSs) are widely implemented in municipalities to monitor and evaluate service delivery mechanisms for the purpose of improving organisational performance. The implementation of an effective PMS depends on several factors, including human elements. Therefore, the purpose of this research at Newcastle Municipality in KwaZulu-Natal was to assess the available managerial knowledge, skills and attitudes required for implementing an effective PMS for organisational performance. A qualitative research design was employed to describe the performance management processes currently implemented at Newcastle Municipality and the characteristics of these processes. A quantitative survey method was useful for collecting data and for precluding the management and performance practitioners identified through a stratified sampling method from providing data that was not within the scope of this research. The research found that managerial knowledge and skills were available and adequate at Newcastle Municipality. Despite these findings, there was a minor but significant need to improve existing managerial skills. Furthermore, the research uncovered mixed reactions towards managerial attitudes and it was difficult to determine the purpose of the implementation of PMS at the municipality and the attitude of members towards it. This was because the majority of respondents provided neutral responses to the question of whether there was a lack of positive attitude towards PMS from members in the organisation and because an equal number of respondents agreed and disagreed that PMS was implemented to comply with legislation rather than used as an internal control measure. Other attitudinal data contradicted the abovementioned findings on managerial knowledge and skills owing to the common feeling among respondents that knowledge and skills pertaining to the implementation of PMS were lacking in the municipality and that the municipality did not have the capacity or sufficient resources to implement PMS. It was concluded that the interaction between performance managers and existing Knowledge Management (KM) sharing practices at Newcastle Municipality probably contributed to an increase in managerial knowledge and skills. Future research is proposed to confirm this assumption. Furthermore, owing to discrepancies in feedback on managerial attitudes, the entire study conducted at Newcastle Municipality should be replicated in a similar setting in order to improve the reliability of its findings. It is recommended that future research should utilise a combination of quantitative and qualitative data-collection methods to grant participants the opportunity to explain their rationale for indicating a particular attitude in the questionnaire. This will also assist prospective researchers to formulate a specific viewpoint of respondents’ attitudes towards the implementation of an effective PMS, which will contribute to the corpus of scientific knowledge about PMSs by highlighting the real causes of PMS implementation failure. / AFRIKAANSE OPSOMMING: In Suid-Afrika word prestasiebestuurstelsels (PBS’e) algemeen in munisipaliteite geïmplementeer om dienslewerigsmeganismes te monitor en te evalueer. Die doel hiervan is om organisatoriese prestasie te verbeter. Die implementering van ʼn effektiewe PBS berus op verskeie faktore, onder andere menslike elemente. Daarom was die doel van hierdie navorsing om kennis, vaardighede en ingesteldheid met betrekking tot bestuur, wat verlang word om ʼn effektiewe PBS in munisipaliteite te implementeer, te assesseer ten einde organisatoriese prestasie te verbeter. Hierdie studie is by Newcastle Munisipaliteit in KwaZulu-Natal uitgevoer. ʼn Kwalitatiewe navorsingsontwerp is gebruik om die prestasiebestuurprosesse wat tans by Newcastle Munisipaliteit geïmplementeer word, asook die eienskappe van hierdie prosesse, te beskryf. ʼn Kwantitatiewe opname is gedoen om data in te samel en te verhoed dat bestuurders en prestasiepraktisyns, wat deur ʼn gestratifiseerde steekproefmetode geïdentifiseer is, data voorsien wat buite die bestek van hierdie navorsing val. Daar is deur middel van hierdie navorsing bevind dat kennis en vaardighede ten opsigte van bestuur sowel beskikbaar as voldoende is by Newcastle Munisipaliteit. Ten spyte van hierdie bevinding, is daar bepaal dat daar wel ʼn klein, maar beduidende behoefte daaraan is om bestaande bestuursvaardighede te verbeter. Verder het die navorsing gemengde reaksies ten opsigte van bestuursingesteldheid ontlok en dit was moeilik om te bepaal wat die doel van die implementering van ʼn PBS in die munisipaliteit is en wat lede van die organisasie se ingesteldheid teenoor hierdie stelsel is. Die rede hiervoor is dat die meeste respondente ʼn neutrale stand ingeneem het teenoor organisasielede se moontlike tekort aan ʼn positiewe ingesteldheid teenoor die PBS en omdat dieselfde hoeveelheid respondente beweer en daarvan verskil dat die PBS geïmplementeer is om aan wetgewing te voldoen eerder as om gebruik te word as ʼn interne beheermaatreël. Ander data oor ingesteldheid het die bogenoemde bevindinge oor bestuurders se kennis en vaardighede weerspreek, aangesien respondente oor die algemeen voel dat kennis en vaardighede om ʼn PBS in die munisipaliteit te implementeer, te kort skiet en dat die munisipaliteit nie die kapasiteit en genoegsame hulpbronne het om ʼn PBS te implementeer nie. Daar is tot die gevolgtrekking gekom dat prestasiebestuurders en die bestaande praktyk by Newcastle Munisipaliteit om kennisbestuur te deel, waarskynlik bygedra het tot ʼn toename in bestuurskennis en -vaardighede. Verdere navorsing oor die onderwerp word aanbeveel om hierdie aanname te bevestig. As gevolg van die teenstrydighede in terugvoer oor bestuursingesteldheid, word daar aanbeveel dat verdere navorsing onderneem moet word waarin die hele studie wat by Newcastle Munisipaliteit onderneem is, in ʼn soortgelyke omgewing gerepliseer word. Dit sal die betroubaarheid van studie se bevindinge kan verbeter. Vir die doel hiervan word daar aanbeveel dat verdere navorsing van ʼn kombinasie van kwantitatiewe en kwalitatiewe data-insamelingsmetodes gebruik moet maak om aan deelnemers die geleentheid te bied om te kan verduidelik waarom hulle ʼn bepaalde ingesteldheid in die vraelys aangedui het. Voornemende navorsers sal ook hierdeur in staat gestel word om ʼn spesifieke perspektief oor respondente se houdings teenoor die implementering van ʼn effektiewe PBS te formuleer. Dit sal bydra tot die korpus van wetenskaplike kennis oor PBS’e deur die werklike redes aan die lig te bring waarom die implementering van ʼn PBS kan misluk.

published_or_final_version / Business Administration / Master / Master of Business Administration