INTRODUCTION The intention of this study was to formulate guidelines for the implementation of Performance Management System (PMS) regarding line managers (LM) and employees (E) in a level 2 public hospital in the North–West Province. From a preliminary evaluation it was evident that the implementation of performance management as outlined in the NWPG policy No. 13, was not effective. The results of the research was to provide baseline data of the current policy implementation by the line managers and employees; an indication of the ability of the PMS to reach its goal of improved performance between line managers and employees in the long term; and the barriers to the policy implementation discovered over the course of the study. RESEARCH QUESTIONS Based on the statement of the problem, the following research questions were asked: * How is PMS implemented from the perspective of line managers in a level 2 public hospital? * How is PMS implemented from the perspective of employees in a level 2 public hospital? * What guidelines can be formulated for line managers and employees regarding PMS? AIM AND OBJECTIVES OF THE STUDY The principal aim of this study was to formulate guidelines for implementation of PMS by line managers and employees. The objectives below of the research which are derived from the principal aim were: * To describe the implementation of the PMS from the perspective of line managers in a level 2 public hospital. * To describe the implementation of the PMS from the perspective of employees in a level 2 public hospital. * To formulate guidelines for line managers and employees regarding PMS? RESEARCH DESIGN A quantitative, explorative, descriptive, and contextual design was used in this study to reach the overarching aim and respective objectives. RESEARCH METHOD The researcher firstly conducted a literature review to understand implementation of PMS and related constructs. Thereafter the researcher used two similar structured questionnaires for both LM and E to collect data. The questionnaires were developed to measure the perceptions of both LM and E in the implementation of PMS in a level 2 public hospital. The questionnaires were based on the six steps (performance planning, developing performance criteria, performance monitoring, performance review and assessment, annual performance assessment and performance assessment outcomes) of the current PMS policy used in a level 2 public hospital. The study is based on transformational leadership whereby the line managers (LM) as nurse leaders with transformational characteristics are assumed to be empowering the employees (E) and creating enthusiasm for nursing practice. Minor adaptations were made to the questionnaires prior to administration to the nursing personnel in a level 2 public hospital in North West Province. An all inclusive sample was taken, representative of a larger population and this amounted to twenty four line managers (n=24) and fifty five employees (n=55) that participated in the study. RESULTS There were problems identified from both the line managers (LM) and employees (E) in performance planning, developing performance criteria, and monitoring performance, organizing and the process of performance review and assessment and lastly the annual performance assessment. The main two main findings are: * The effect size of all the questions indicates a practically visible and thus significant difference with regard to LM and E perceptions of the implementation of PMS. * There is statistical evidence of improper implementation of PMS from both groups regarding some of the performance implementation items. Based on the empirical evidence and the problems identified from the results, guidelines for the implementation of PMS were formulated. It is suggested that these be used and implemented to streamline the PMS in level 2 public hospitals. Keywords: Key result areas (KRAs), Generic assessment factors (GAFs), reward, work plan, Performance Agreement (PA), Performance Management System (PMS). / Thesis (M.Cur.)--North-West University, Potchefstroom Campus, 2012.

The primary aim of a Performance Management System is the development of a process where goals are set based on the needs of the organisation, while taking the development needs of the individual into account. These goals are negotiated and finalised through a continuous process of communication between all interested parties. In Higher Education, students, other internal clients, managers/supervisors and functional experts evaluate performances against these set goals. A well-designed system, if applied correctly, will benefit employees at various levels. Individuals become involved in setting goals or objectives; this in turn becomes the basis of a performance agreement. Performance feedback is regularly given and in terms of specific scoreboards, these scoreboards, in turn, indicated to which extent the performance goals were met or not. Over-achievers are rewarded accordingly while individuals, who do not meet their performance goals, are assisted and development programmes are suggested to improve relevant performance. Higher Education Institutions, particularly in South Africa, have been very unenthusiastic in adopting and implementing Performance Management Systems, especially when it involves management and appraisal of academic staff at institutions of higher learning. A possible reason for this reluctance may be found with the high opinion placed on the concept of 'academic freedom', and specifically, the difficulties associated with 'measuring' excellence in academic outputs and pursuits, and 'measuring intellectual property'. The goal of this study is to address and solve the stated problem and to evaluate Performance Management Systems currently used in Higher Education, in an attempt to measure their contribution to the Human Resource Management process. This research study was undertaken with the aim of investigating current levels of satisfaction with Performance Management as applied to Higher Education Institutions. The Balanced Scorecard, a Management Accounting tool, was also examined with the idea of serving as a tool to measure the viability of Performance Management of academia in Higher Education Institutions. This research study formulated one main objective, and four secondary objectives. The main objective of this study was to determine, with Management Accounting as a tool, the viability of Performance Management for the academia in Higher Education in South Africa. The secondary objectives were summarised as follows: • A review of Performance Management Systems, • A comprehensive study of Performance Management Systems for academia in South Africa, • The impact of Performance Management on academic staff performance, and staff development, • An investigation into the Balanced Scorecard as a Management Accounting tool. A comprehensive literature review was conducted, and from the literature it became evident that Performance Management of academia in Higher Education Institutions is problematic. A questionnaire circulated to the academia of four Higher Education Institutions served as basis for the empirical section of this study. The empirical evidence gathered through the responses captured from the questionnaires suggested first hand that there is great dissatisfaction amongst academia regarding the Performance Management as applied to them. In this case the findings gathered from the empirical study corresponded with the findings from the literature review conducted for this study. Evidence gathered through the responses from the questionnaires suggested great dissatisfaction with the current Performance Management System and that academia is eager to investigate alternative methods of implementing Performance Management . The findings also suggested that the Balanced Scorecard, a Management Accounting tool, should be investigated further in an attempt to find an alternative method of Performance Management The findings of this study also identified areas for future possible research; there is a need for more extensive research studies to validate the use of the Balanced Scoreboard, a Management Accounting tool, as an alternative to the Performance Management Systems currently applied. / Thesis (Ph.D. (Management Accounting))--North-West University, Vaal Triangle Campus, 2010.

The primary aim of a Performance Management System is the development of a process where goals are set based on the needs of the organisation, while taking the development needs of the individual into account. These goals are negotiated and finalised through a continuous process of communication between all interested parties. In Higher Education, students, other internal clients, managers/supervisors and functional experts evaluate performances against these set goals. A well-designed system, if applied correctly, will benefit employees at various levels. Individuals become involved in setting goals or objectives; this in turn becomes the basis of a performance agreement. Performance feedback is regularly given and in terms of specific scoreboards, these scoreboards, in turn, indicated to which extent the performance goals were met or not. Over-achievers are rewarded accordingly while individuals, who do not meet their performance goals, are assisted and development programmes are suggested to improve relevant performance. Higher Education Institutions, particularly in South Africa, have been very unenthusiastic in adopting and implementing Performance Management Systems, especially when it involves management and appraisal of academic staff at institutions of higher learning. A possible reason for this reluctance may be found with the high opinion placed on the concept of 'academic freedom', and specifically, the difficulties associated with 'measuring' excellence in academic outputs and pursuits, and 'measuring intellectual property'. The goal of this study is to address and solve the stated problem and to evaluate Performance Management Systems currently used in Higher Education, in an attempt to measure their contribution to the Human Resource Management process. This research study was undertaken with the aim of investigating current levels of satisfaction with Performance Management as applied to Higher Education Institutions. The Balanced Scorecard, a Management Accounting tool, was also examined with the idea of serving as a tool to measure the viability of Performance Management of academia in Higher Education Institutions. This research study formulated one main objective, and four secondary objectives. The main objective of this study was to determine, with Management Accounting as a tool, the viability of Performance Management for the academia in Higher Education in South Africa. The secondary objectives were summarised as follows: • A review of Performance Management Systems, • A comprehensive study of Performance Management Systems for academia in South Africa, • The impact of Performance Management on academic staff performance, and staff development, • An investigation into the Balanced Scorecard as a Management Accounting tool. A comprehensive literature review was conducted, and from the literature it became evident that Performance Management of academia in Higher Education Institutions is problematic. A questionnaire circulated to the academia of four Higher Education Institutions served as basis for the empirical section of this study. The empirical evidence gathered through the responses captured from the questionnaires suggested first hand that there is great dissatisfaction amongst academia regarding the Performance Management as applied to them. In this case the findings gathered from the empirical study corresponded with the findings from the literature review conducted for this study. Evidence gathered through the responses from the questionnaires suggested great dissatisfaction with the current Performance Management System and that academia is eager to investigate alternative methods of implementing Performance Management . The findings also suggested that the Balanced Scorecard, a Management Accounting tool, should be investigated further in an attempt to find an alternative method of Performance Management The findings of this study also identified areas for future possible research; there is a need for more extensive research studies to validate the use of the Balanced Scoreboard, a Management Accounting tool, as an alternative to the Performance Management Systems currently applied. / Thesis (Ph.D. (Management Accounting))--North-West University, Vaal Triangle Campus, 2010.

INTRODUCTION The intention of this study was to formulate guidelines for the implementation of Performance Management System (PMS) regarding line managers (LM) and employees (E) in a level 2 public hospital in the North–West Province. From a preliminary evaluation it was evident that the implementation of performance management as outlined in the NWPG policy No. 13, was not effective. The results of the research was to provide baseline data of the current policy implementation by the line managers and employees; an indication of the ability of the PMS to reach its goal of improved performance between line managers and employees in the long term; and the barriers to the policy implementation discovered over the course of the study. RESEARCH QUESTIONS Based on the statement of the problem, the following research questions were asked: * How is PMS implemented from the perspective of line managers in a level 2 public hospital? * How is PMS implemented from the perspective of employees in a level 2 public hospital? * What guidelines can be formulated for line managers and employees regarding PMS? AIM AND OBJECTIVES OF THE STUDY The principal aim of this study was to formulate guidelines for implementation of PMS by line managers and employees. The objectives below of the research which are derived from the principal aim were: * To describe the implementation of the PMS from the perspective of line managers in a level 2 public hospital. * To describe the implementation of the PMS from the perspective of employees in a level 2 public hospital. * To formulate guidelines for line managers and employees regarding PMS? RESEARCH DESIGN A quantitative, explorative, descriptive, and contextual design was used in this study to reach the overarching aim and respective objectives. RESEARCH METHOD The researcher firstly conducted a literature review to understand implementation of PMS and related constructs. Thereafter the researcher used two similar structured questionnaires for both LM and E to collect data. The questionnaires were developed to measure the perceptions of both LM and E in the implementation of PMS in a level 2 public hospital. The questionnaires were based on the six steps (performance planning, developing performance criteria, performance monitoring, performance review and assessment, annual performance assessment and performance assessment outcomes) of the current PMS policy used in a level 2 public hospital. The study is based on transformational leadership whereby the line managers (LM) as nurse leaders with transformational characteristics are assumed to be empowering the employees (E) and creating enthusiasm for nursing practice. Minor adaptations were made to the questionnaires prior to administration to the nursing personnel in a level 2 public hospital in North West Province. An all inclusive sample was taken, representative of a larger population and this amounted to twenty four line managers (n=24) and fifty five employees (n=55) that participated in the study. RESULTS There were problems identified from both the line managers (LM) and employees (E) in performance planning, developing performance criteria, and monitoring performance, organizing and the process of performance review and assessment and lastly the annual performance assessment. The main two main findings are: * The effect size of all the questions indicates a practically visible and thus significant difference with regard to LM and E perceptions of the implementation of PMS. * There is statistical evidence of improper implementation of PMS from both groups regarding some of the performance implementation items. Based on the empirical evidence and the problems identified from the results, guidelines for the implementation of PMS were formulated. It is suggested that these be used and implemented to streamline the PMS in level 2 public hospitals. Keywords: Key result areas (KRAs), Generic assessment factors (GAFs), reward, work plan, Performance Agreement (PA), Performance Management System (PMS). / Thesis (M.Cur.)--North-West University, Potchefstroom Campus, 2012.

<p>This research report, explores the challenges contributing to a non-effective implementation of performance and development management system at the Department of Social Development in Eastern Cape. My argument is that although the system has been fully implemented throughout the province and in all the layers of the department, there are still challenges that contribute to its ineffective implementation of this system. This research report debates a range of issues such as: challenges that revolve around the lack of proper&nbsp / knowledge and training in staff, non-alignment of performance contracts with operations of the department, attitudes of officials towards the system itself and the desired&nbsp / institution&rsquo / s operation that may contribute to its performance and achieve its objective of effective service delivery meaningfully. The research report also explores the paradigm shift&nbsp / of the department from a traditional &lsquo / welfarish&rsquo / approach to a one that focuses on social development. This research especially seeks to understand how the department seeks to plan for institutional change that will promote delivery its services to communities more. The reason for this focus derives from department is practice to provide services sectoralyand not in an integrated manner. Hence the critique, in this research is of the roles and responsibilities of all different layers of the department. This, I specifically argue for re-orientation of the department, not merely institutionally, but also strategically by adopting a social development approach to service delivery.</p>

<p>This research report, explores the challenges contributing to a non-effective implementation of performance and development management system at the Department of Social Development in Eastern Cape. My argument is that although the system has been fully implemented throughout the province and in all the layers of the department, there are still challenges that contribute to its ineffective implementation of this system. This research report debates a range of issues such as: challenges that revolve around the lack of proper&nbsp / knowledge and training in staff, non-alignment of performance contracts with operations of the department, attitudes of officials towards the system itself and the desired&nbsp / institution&rsquo / s operation that may contribute to its performance and achieve its objective of effective service delivery meaningfully. The research report also explores the paradigm shift&nbsp / of the department from a traditional &lsquo / welfarish&rsquo / approach to a one that focuses on social development. This research especially seeks to understand how the department seeks to plan for institutional change that will promote delivery its services to communities more. The reason for this focus derives from department is practice to provide services sectoralyand not in an integrated manner. Hence the critique, in this research is of the roles and responsibilities of all different layers of the department. This, I specifically argue for re-orientation of the department, not merely institutionally, but also strategically by adopting a social development approach to service delivery.</p>

Submitted by caio lucena (snpr25@hotmail.com) on 2011-11-22T17:47:28Z No. of bitstreams: 1 MPGPP_Dissertacao.pdf: 994307 bytes, checksum: c368a2d431611d646c3ebeb19af41c03 (MD5) / Rejected by Gisele Isaura Hannickel (gisele.hannickel@fgv.br), reason: Prezados, bom dia! Para a postagem na biblioteca digital o trabalho deve conter a ficha catalográfica. Para confecção da ficha catalográfica entre no seguinte link: http://bibliotecadigital.fgv.br/site/bkab/form_ficha_catalografica - Biblioteca 3799-7728 Alocação: 1º capa, 2º contra-capa, 3º ficha catalográfica, 4º a sequencia das demais folhas Att, Secretaria de Registro on 2011-11-23T11:55:42Z (GMT) / Submitted by caio lucena (snpr25@hotmail.com) on 2011-11-23T17:45:06Z No. of bitstreams: 1 MPGPP_Dissertacao.pdf: 981989 bytes, checksum: 862ee2648e3200f836ca90bfc3c46065 (MD5) / Approved for entry into archive by Gisele Isaura Hannickel (gisele.hannickel@fgv.br) on 2011-11-23T18:16:26Z (GMT) No. of bitstreams: 1 MPGPP_Dissertacao.pdf: 981989 bytes, checksum: 862ee2648e3200f836ca90bfc3c46065 (MD5) / Made available in DSpace on 2011-11-23T18:42:06Z (GMT). No. of bitstreams: 1 MPGPP_Dissertacao.pdf: 981989 bytes, checksum: 862ee2648e3200f836ca90bfc3c46065 (MD5) Previous issue date: 2011-08-31 / This paper annalyses the contractual result in performance indicators applied to the civil servants of Sao Paulo training and development policy. The Public Management Office is the main body responsible for the human resource management process in the State Government of Sao Paulo. As so, its executive branch for training and development is the Government and Public Administration School under the Administration Development Foundation – Fundap. The definition of clear relationship rules between Fundap and the Public Management Office is key to the success on the civil servants training and development programs. It is suggested that theses parameters, goals, procedures and indicators embedding in a performance agreement between the two organizations. / Este trabalho analisa a aplicação do conceito de contratualização de resultados para a política de capacitação e desenvolvimento dos servidores públicos do Estado de São Paulo. Como principal órgão responsável pela área de recursos humanos, a Secretaria de Estado de Gestão Pública tem como seu braço executivo, para o treinamento da força de trabalho, a Escola de Governo e Administração Pública da Fundação do Desenvolvimento Administrativo – Fundap.O estabelecimento de regras claras na relação entre a Secretaria e a Fundap é fundamental para o êxito dos programas de formação e aprimoramento dos servidores públicos do Estado de São Paulo. Esses parâmetros, metas, indicadores e procedimentos são sugeridos no âmbito de um acordo de resultados entre as organizações.

Masters in Public Administration - MPA / This research report, explores the challenges contributing to a non-effective implementation of performance and development management system at the Department of Social Development in Eastern Cape. My argument is that although the system has been fully implemented throughout the province and in all the layers of the department, there are still challenges that contribute to its ineffective implementation of this system. This research report debates a range of issues such as: challenges that revolve around the lack of proper knowledge and training in staff, non-alignment of performance contracts with operations of the department, attitudes of officials towards the system itself and the desired institutions operation that may contribute to its performance and achieve its objective of effective service delivery meaningfully. The research report also explores the paradigm shift of the department from a traditional welfarish approach to a one that focuses on social development. This research especially seeks to understand how the department seeks to plan for institutional change that will promote delivery its services to communities more. The reason for this focus derives from department is practice to provide services sectoralyand not in an integrated manner. Hence the critique, in this research is of the roles and responsibilities of all different layers of the department. This, I specifically argue for re-orientation of the department, not merely institutionally, but also strategically by adopting a social development approach to service delivery. / South Africa

This study investigates the constraints and success factors in the implementation of the third performance management system (PMS) for the Namibian public service from 2006 to 2014. It was purported to be implemented in 2006. However, various government publications reported that its implementation process was poor or slow. The study also made a contribution to the discussions regarding individual performance agreements by politicians. The review of the existing literature revealed that at the time of this study no academic research was conducted in the Namibian public service considering the PMS implementation process in totality. Furthermore, the conditions or factors of an effective policy and performance management system implementation which had been identified helped the researcher to decide on the focus of the study. Methodologically, the study uses an implementation research design which focused on process evaluation using the mixed method approach. During phase one, data was collected using a diagnostic tool to determine the status of the PMS implementation. The results of phase one guided the interviews conducted during phase two that provided an in-depth understanding of the phenomenon under investigation. A purposive sampling method was applied in selecting nineteen respondents who participated in this study. Documentary sources were used during all the phases of the study. The main findings of the study are: notable achievements in terms of the PMS design and its implementation, with four Offices, Ministries and Agencies (OMAs) and Regional Councils (RCs) being identified as most successful at the time of the study. Internal leadership commitment proved to be the main success factor. However, the PMS was not implemented fully because it did not meet the requirements of an effective one. The study recommends to establish the PMS unit in each OMA and RC, integrate the PMS with all aspects of human resources, simplify the PMS forms, formulate a PMS policy for Namibian politicians, apply the templates and implementation modalities of an individual performance agreement of political executives, formulate a social contract for the constituency councilors in the Government of the Republic of Namibia, and introduce a Constituency Development Budget (CDB) to support the implementation of the social contract. / Public Administration / D.P.A.

The Performance Management System (PMS) has been introduced in the South African public service with the intentions of monitoring, reviewing, assessing performance, developing underperformers, and recognising and rewarding good performance. This study was undertaken as an attempt to investigate whether the PMS of the Department of Local Government and Housing (DLGH) in the Limpopo Province contributes to the improvement in departmental productivity. The literature review undertaken in this study shows that there is a general poor understanding of PMS in the public service and in the DLGH in particular. It (the literature review) further establishes that there are several challenges that hinder the effective implementation of a PMS in the public service. Other findings of the study include that there is a challenge of biased ratings (subjective assessment), and a setting of unrealistic performance targets which are unrealisable by employees. The foregoing justifies the reasons why productivity levels are not always realised and targets not achieved by the DLGH. The main finding of the study is that, although it plays a significant role in the improvement of productivity, the PMS has not contributed to the improvement of productivity of the DLGH in the Limpopo Province. The main recommendation on the basis of this finding is that there should be a regular and thorough training of officials within the DLGH about the PMS and how it influences productivity. Other additional recommendations include, inter alia, that the Departmental Moderating Committee should demand verifiable evidence to justify a higher rating during quarterly assessments, and that punitive/disciplinary measures be taken against those who do not comply with the provision of the PMS policy, particularly failure to submit performance instruments. / Public Administration / M Admin. (Public Administration)