Photocopy of typescript. / Digitized by Kansas Correctional Industries

published_or_final_version / Surveying / Doctoral / Doctor of Philosophy

M.Com. (Informatics) / This dissertation's objective is to supply a general, functional and business orientated discussion of the measurement of information system users' satisfaction. The result of this measurement acts as a measure of the data-processing function's success. It is however, not the purpose of this study to prescribe or develop a new standard method of measurement. This discussion also supplies a grounding for any further doctoral studies in this field. The dissertation's contents, highlights and exposition are being discussed in this synopsis. The motivation of this study lies first of all in the economical and strategic importance [2,3,44,20,17] of the data processing function for an organisation. Secondly, it lies in the importance of satisfied users, or clients, for the success of the data processing function. It is therefore important to always ensure the success of the data processing function, as well as to measure the subjective user satisfaction, accurately and effectively. This study is based on a previous study by Prof. JHP Eloff and DNJ Mostert [7,43], who created a general measurement process that determines the satisfaction of information system users; as well as various other research projects regarding the development and evaluating of these methods of measurement. The various, existing methods of measurement which were found in the literature, i.e: Pearson [6,33]; Baroudi [4,15]; Bailey [16]; Raymond [5] and Tan and Lo [36] , are being discussed in this dissertation. Due to the objective of this dissertation and the business orientated nature of this study, the statistical and critical evaluation of these methods are not being discussed. An attempt is however made to supply a broad view of the available methods of measurement, as well as the various contributions to the field of study by these research projects.

Typescript (photocopy). / Digitized by Kansas Correctional Industries / Department: Computer Science.

Performance appraisal is a human resource function that has often been criticized by researchers due to its failure for making sufficient impact on employees' work performance hence organizational performance. Most authors have felt that it carries the greatest risk of either failing, falling into disuse or degenerating towards a meaningless paper work exercise if used as a stand alone process. Hence the shift by most modern organizations from the use of performance appraisal alone to manage employee performance to the use of an integrated performance management system making performance appraisal an integral part of the overall system of employee performance management. Against this back drop a study has been carried out in order to establish the perceived effectiveness of the performance management system currently in use by the department of Customs and Excise (Swaziland Civil Service) as well as to identify areas where the system can be improved upon. A self-administered questionnaire was used to collect data from employees of the department who are both in the top management level to present the managers' perceptions and the entry officers' level to present the non-managers' perceptions. The questionnaire was structured in such a way that it covers the main elements of a performance management system, which are planning performance, managing performance, reviewing performance and rewarding performance. Analysis of the data was done to ascertain the perceptions of the employees of the department on the effectiveness of the current performance management system and is presented on chapter 4 of this report. The survey data reflected an overall negative level of satisfaction with the performance management system currently in use. A majority of the responses show that the current system is not clear on how it functions and what its benefits to effective work performance. The current performance management system is considered ineffective because it: > Does not provide for meaningful, timely feedback > Is impossible to administer in an equitable objective manner. > Uses performance appraisal as a stand alone process to manage employee performance > Fails to set performance standards The impact of this performance management system is as follows: > It generates low moral > It discourages team work > It does not foster trust > It generate avoidance of assessment > It produces feelings of being judged rather than being appreciated. A recommendation was made to introduce a holistic approach of performance management that treats performance appraisal as an integral part of a bigger picture of performance management with all the elements of a performance management system. / Thesis (MBA)-University of KwaZulu-Natal, 2005.

Typescript. / Thesis (Ph. D.)--University of Hawaii at Manoa, 1989. / Includes bibliographical references (leaves 174-184) / Microfiche. / xiii, 184 leaves, bound 29 cm

Fachhochsch. für Oekonomie und Management, Diss., 2006--Essen

Bachelorarbeit ZHAW, 2008.

The performance management and development system (PMDS) is a tool that is used by government to measure the performance of individuals in the organisation. PMDS was developmental in its nature in identifying the development of employees and training in case of poor performance. The main aim of the PMDS is to motivate officials in the organisation by rewarding a performance bonus at the end of the financial year. There are challenges that affect the PMDS: officials felt that the system did not motivate them; it is perceived as a 14th cheque and some of them felt the system should be terminated. The main aim of the study is to evaluate the performance management and development system at the Department of Safety and Liaison in the Eastern Cape. Quantitative and qualitative data was collected through questionnaires and interviews. Questionnaires were distributed to officials from levels 1 - 8 and interviews were conducted with assistant managers, managers and senior managers. Descriptive statistics were used to analyse the questionnaires and transcriptions were used to interpret the interviews. The results of the study reflect that most officials in the Department are young and new to the public service. The findings show that the employees of the Department are average in their performance and the Department perceives that the PMDS is not used to identify poor performance and training. The system is not implemented effectively and efficiently. Based on the findings and recommendations made to management to facilitate the training on PMDS and also to allow the processes and procedures to be more efficient. Furthermore allowing performance from all staff to achieve the core objectives of the department.

We are living in a changing world. Performance management is becoming a major challenge for organisations. The aim of this study is to review the current status of the Performance Management and Development System at the Department of the Premier and to look into the reasons why it has become a pain rather than a gain to both the organisation and its employees. This document will also look at the possible causes of the failure of the performance management system and will then propose useful guidelines to overcome obstacles to the benefit of all the affected parties. To achieve this objective a comprehensive literature study was performed to the Department of the Premier to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with Provincial Government Western Cape (PGWC) and individual goals. Questionnaires developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific directorate manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of Department and individual goals at the selected Directorates. The objective of this study was to evaluate the influence of the current performance management system, in the Department at Provincial Government Western Cape, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organization. The research results indicate that the majority of staff supports and understands the process.