<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>

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 deals with the employee perception on the effectiveness of the performance management and performance appraisal system fairness at the National Security Agency, Department of Training. Organisational factors such as (appraisal knowledge), were used as a guide for assessing effectiveness of the system and its fairness. The quantitative approach/method was used to gain and understand employee perceptions on the system based on their personal experiences of the organisation's performance management system. The research chosen was Quantitative, which is the most appropriate approach to the study. The survey used self-administered e-mailed and hand delivered questionnaires to gather data from the respondents. The questionnaires had a brief overview of the research methodology, to give a reader a clear picture of the processes and procedure that were followed. The data was analysed quantitatively by using SPSS system. The overall findings show that many employees perceive the system not effective and not fair. / Thesis (MBA) North-West University, Mafikeng Campus, 2014

Published Article / The changes brought about by global competitiveness place increasing pressure on local government to deliver more and better services to communities. To determine whether South Africa has benefited from globalisation per se in terms of improved performance, performance management in the South African local government needs to be investigated through benchmarking the prerequisites for such a system set, and an appraisal of the performance of local government in South Africa since 1994. Strategies for improved performances to be globally competitive will furthermore be advanced.

XXX Pharmacy is an independently-owned retail pharmacy in Johannesburg. Good Pharmacy Practice standards make it mandatory for pharmacists to provide “pharmaceutical care”, a highly patient-centred approach to providing pharmaceutical services. Since XXX Pharmacy has a high patient load, a shortage of dispensary staff and a strategic focus on operational efficiency, the question arose whether pharmacists comply fully with Good Pharmacy Practice standards for the provision of pharmaceutical care. Non-compliance poses operational risks that could undermine the business’s financial performance. The research statement was thus that the current performance management system undermines compliance with Good Pharmacy Practice standards for the provision of pharmaceutical care to patients. A triangulation approach was used. The quantitative research method, in which 200 patients completed a questionnaire, investigated two research objectives: (i) whether the pharmacy complies with Good Pharmacy Practice standards for pharmaceutical care; and (ii) whether there is a relationship between patients’ race or gender and their responses. The qualitative research method involved conducting individual semi-structured interviews with all four dispensary employees to achieve another two research objectives: (i) to determine whether the provision of pharmaceutical care is viewed as a key performance area by pharmacists; and (ii) to investigate what aspects of the implementation of the performance management system are viewed as enabling or undermining the provision of pharmaceutical care.

Performance Management is both a strategic and an integrated approach to delivering successful results in organizations by improving the performance and developing the capabilities of teams and individuals. The term performance management gained its importance and popularity in the1980’s when the competitive pressures in the market place started rising. This is when organizations felt the need of introducing a comprehensive performance management process into their systems for improving productivity and performance effectiveness. Performance management can be regarded as a continuous process of managing the performance of people to get desired results. Performance management is beneficial to major stakeholders of an organization by clearly describing what is supposed to be done for attaining certain desired goals. However focus on performance management may be fruitless without the existence of effective implementation, proper organizational design and management systems.

Management development is critical for effective job performance and in turn for the success of the organisation. The cost of this development "calls for" an evaluation of the increased performance actually achieved. The aim of this study was to evaluate the effects of a development centre on management "performance" in South Africa. Research on this aspect of the assessment centre technology is lacking. The research was based on the Solomon Four-Group design. A sample of Ill managers at supervisory level was used. The job performance of participating managers was measured prior to attending the centre and three months after attendance. Consistent with the available research findings, the results indicated a statistically significant increase in the critical dimensions measured in the experimental groups. Consequently it was concluded that, in support of the hypothesis posed, the participation in a development centre contributes to an increase in managerial performance. Key terms: development centres; assessment centres; management development; managerial performance; managerial-dimensions; managerial-competencies. / Economics and Management Sciences / M.A. (Industrial Psychology)

Submitted in fulfillment of the requirements for Degree of Master of Technology: Human Resources Management, Durban University of Technology, 2013. / This research focuses on the impact of staff turnover on organisational effectiveness and employee performance in the Department of Home Affairs in the Eastern Cape Province. High staff turnover rate may jeopardize efforts to attain organisational objectives. In addition, when an organisation loses a critical employee, there is negative impact on innovation, consistency in providing service to guests may be jeopardized and major delays in the delivery of services to customers may occur. The research design used in this study was the quantitative approach, which allowed the researcher to use structured questionnaires when collecting data. A pilot study was conducted to test the questionnaire. The survey method was used in this study because the target population only composed of 100 employees. A high response rate of 98% was obtained using the personal method of data collection, questionnaire was structured in a 5 point Likert scale format. The Statistical Package for Social Science (SPSS) version 15 for Windows was used for statistical analysis of the main responses. The study finding suggests that salary is the primary cause of staff turnover in the Department of Home Affairs. The findings highlighted that high staff turnover increases work load to the present employees in the department. The study finding also showed that staff turnover causes reduction in effective service delivery to the customers and reflects poorly on the image of the Department. Other findings suggested that unhealthy working relationship may also be the cause of staff turnover in the department. The recommendations highlighted that top management should pay a marketable salary to employees and the employees must be rewarded if they have achieved their goals. Top management should also develop opportunities for career advancement in the department. Top management should involve employees when they make decisions that will affect them in the Department of Home Affairs in the Eastern Cape Province. The study concludes with direction for future research.

Performance management research in the private and public sector has received much attention in management accounting research; however, empirical studies on performance management in the non-profit sector remain scarce. This study proposes and validates a model that explains the relationships between contingency variables, performance management practices, and organisational effectiveness in the non-profit sector. The study employed a mixed methods research approach, which entailed a field study and a cross-sectional survey in the Kenyan non-profit sector. The field study was undertaken to understand the perceptions of NPO leaders on non-profit sector characteristics, organisational effectiveness, determinants, challenges, and benefits of implementation of performance management systems in the Kenyan non-profit sector. Thereafter, a cross-sectional survey (using mailed questionnaires and an online survey) was used to collect quantitative primary data. Structural equation modelling was used to analyse the quantitative data. The structural equation modelling approach was adopted to test the hypothesised relationships among the contingency factors, performance management practices and organisational effectiveness. The findings indicate that performance management in NPOs can be categorised into three groups: performance planning, performance measurement and performance context. The NPOs emphasise mission statements and core values within the formal PM system. Although a number of private sector measurement frameworks are utilised, the NPOs mostly use logical framework, with emphasis on output and financial measures and team based targets with no clear rewards. The PM systems are resource intensive and they lead to goal displacement and narrow definition and measurement of organisational effectiveness. The results further reveal that among the contingency variables, strategic orientation significantly predicted performance management practices and organisational effectiveness in non-profits. Among the performance management variables, performance planning, performance targets, and performance rewards significantly predict organisational effectiveness domains. Furthermore, performance management practices mediate the relationship between strategic orientations, technology, information technology, leadership and external environment and organisational effectiveness domains. However, organisational size was not significantly related to performance management practices or organisational effectiveness. To successfully implement and benefit from the PM system, non-profit organisations need to address the fit between contextual factors and the performance management system. By employing a pragmatic, embedded, mixed methods approach this study provides empirical evidence of performance management practices that influence organisational effectiveness beyond the rhetoric of performance management theory. At the practice level, the findings will benefit Kenya government, non-profit organisations, donor agencies and performance evaluation practitioners.

This thesis seeks to understand the role of audit in managing the performance of the NHS in Scotland and the impact which the relationship between performance and audit has upon key actors, including NHS organisations and national audit bodies. It is informed by Michael Power’s Audit Society (1999) and associated works, which present audit as a collection of ideas which shape how society defines control, accountability and transparency. The premise of this doctoral research is that the age of performance assessment in the NHS is evidence of Power’s Audit Society in action. A longitudinal analysis of annual Overview Reports produced by Audit Scotland, which symbolise the national audit body’s identity relative to the NHS, explores the impact which the performance assessment regime had upon the evolution of the national audit body and demonstrates the capacity of a national audit body to forge its own role in performance assessment and in doing so shift its identity from traditional external auditor to authoritative commentator on performance. A recent performance crisis in a Scottish NHS board is the subject of a case study which explores the role of audit when significant gaming is uncovered in a previously high-trust system. This case demonstrates how the ritual appeal of audit can be mobilised by the government to restore public confidence in reported improvements in performance across the whole NHS. The organisational impact of audit on performance management is explored through an observation-based case study set in a Scottish NHS board, which traces interactions between the main actors in audit and performance networks. These analyses show how audit can permeate the performance assessment of NHS bodies, at both the national and organisational level, even where it is not given a formal role in the assessment framework.