With the increase of income and rapid wealth accumulation, people, especially those with high net worth, have increased needs for consolidating financial planning service. In order to succeed in this competitive market, all banks are establishing wealth management branches and providing varies, sometimes custom made, products and services to satisfy their clients¡¦ financial needs. The most important component of wealth management is financial consultants. Financial consultants directly service clients, and they form irreplaceable interpersonal relationships with their clients. They are a huge asset for their bank. But because of severe competition, the quality of financial consultant greatly varies. Many banks set high revenue targets for their financial consultants, which results in high turnover rate. Banks also compete intensely for the good financial consultants in the industry. Therefore, in order to retain and develop strong financial consultants, banks should establish effective, comprehensive training and career development programs. My study will focus, discuss and analysis the performance management of financial consultants in wealth management banks. For my study, I interviewed several top management officers of successful wealth management banks to gain deeper understanding of their policies on performance management. I then compared and contrasted the different banks¡¦ policies to investigate the meaning of performance management. From my study, I found every bank has its own policy in performance management that they closely abide by, and they routinely review and update their policies. Interestingly, these distinctive policies all serve the same purpose which is to motivate their financial consultants to increase sales and thus, to increase the bank¡¦s profitability. Furthermore, I learned some effective and ineffective ways to manage financial consultants. I also identified key elements to encourage high loyalty which helped to explain why it was previously difficult to recruit certain financial consultants to my bank. This dissertation is tremendously meaningful and helpful to me professionally, and I will use it to create effective policies, to motivate higher performance, and to promote high loyalty.

<p>För att kunna leda och styra ett tillverkande företag krävs det att man mäter rätt saker för att skapa sig ett gediget beslutsunderlag. Vad som är rätt att mäta är dock ingen självklarhet. Många företag vet inte alltid varför de mäter just det de mäter och vissa mätningar görs av ren tradition. I vissa specifika situationer, till exempel vid en stor investering i exempelvis produktionen, är det intressant att mäta innan investeringen genomförs och sedan jämföra detta med tidpunkt efter att investeringen tagits i bruk för att identifiera förbättringar till följd av investeringen.</p><p>Syftet med detta examensarbete är att ta fram övergripande faktorer och specifika mätetal som ett tillverkande företag bör följa upp beroende på vissa inre och yttre omständigheter kring företaget. Inre omständigheter syftar till olika tillverkningsegenskaper och produktegenskaper, och de yttre omständigheterna syftar till bland annat konkurrensfaktorer. Vi har utifrån detta skapat ett ramverk ur vilket man identifierar företagens inre och yttre omständigheter samt kopplar dessa till företagets mål vilket resulterar i specifika mätetal som passar just det aktuella företaget.</p><p>För att kunna ta fram ramverket har vi i examensarbetet genomfört litteraturstudier, förintervjuer med tre tillverkande företag och telefonintervjuer med cirka 30 tillverkande företag. Vi har studerat befintliga prestationsmätningsmodeller ur vilka vi har kunnat sammanställa viktiga mätetal indelade i strukturerade grupper. Med hjälp av litteraturstudien och förintervjuerna kunde en hypotes med förväntat resultat av telefonintervjuerna formuleras. Resultatet av telefonintervjuerna diskuterades sedan tillsammans med hypotesen vilket resulterade i tabeller med mätetal för de framtagna faktorerna vilka ramverket slutligen bygger på.</p>

提升組織績效是管理者所關心的議題，依司徒達賢提出「管理即為整合」之核心觀點，管理者必須透過整合來創造價值，也就是達成組織的績效。 本研究選擇國內知名之人壽保險公司中之理賠服務及資訊企劃團隊為研究對象，以中階主管績效管理為探討主題，並利用「管理矩陣」為分析工具，探討管理者如何透過管理矩陣中各管理要素的操作來進行整合。透過本研究可提供一個「管理矩陣」的應用實例供管理者參考。 本研究經編碼與分析後，依績效管理程序中之「目標設定」、「績效達成過程」、「績效評估與獎懲」歸納之重要結論為：中階管理者以「環境認知與事實前提」整合之管理行為最多；陰面「的創價流程」與信任與榮耀等「有形與無形資源」有助於組織績效提升。透過整合團隊「環境認知與事實前提」影響陰面「目標與價值前提」以達到獎懲的目的。 在「管理要素」間的相互關係上，發現某些「管理要素」間存在著互補、替代與因果關係，如團隊「知識能力」不足時，可透過「創價流程」來彌補不足，兩者可互相替代；「環境認知與事實前提」的整合程度高時，「目標與價值前提」與「決策與行動」的整合程度也越高，彼此間有因果關係。 透過本研究之歸納，不僅提供管理者從「整合」觀點思考績效管理的實務運作外，同時透過「管理矩陣」架構詮釋後，每一個管理行為的意涵與目的更為清晰與明確，應有助於管理者進行整合的工作。

Risk assessment is an essential part of an effective transportation asset management program. The 2012 surface transportation bill, Moving Ahead for Progress in the 21st Century, requires state departments of transportation (DOTs) to establish risk- and performance-based asset management programs for the National Highway System. While the bill’s provisions include requirements only for pavement and bridge assets, they also recommend that DOTs consider other ancillary highway assets such as culverts and earth retaining structures, and hazards such as rockfalls and landslides. This research introduces an integrated risk framework with supporting algorithms to provide for the integration of ancillary assets and hazards into existing transportation asset management systems, and facilitate budget planning and resource allocation. The framework, Highway Assets Risk Management Decision-Support System (HARM-DSS), adopts a system-of systems perspective in defining and evaluating performance, and analyzing and addressing risk. The algorithms are developed using multi-criteria decision analysis (MCDA) and risk analysis methods; value functions are applied to scale performance attributes, and additive weighting to integrate multiple risk criteria. The methodology is applied at the corridor-level to analyze three different case studies using data with notable variability from New York, Minnesota and Oregon. The cases demonstrate the process for developing descriptive and visual information on multi-asset/hazard corridors, with sparse to medium data, in order to identify corridors that are vulnerable to failure, as well as exhibit high risk of failure within a transportation network. The results demonstrate that HARM-DSS can be applied across competing corridors or alternatives to produce descriptive and intuitive results that decision makers can use in budget planning and resource allocation. This research extends the risk-based thinking on transportation asset management, by moving it from a silo-ed to an integrated analytical platform that considers multiple non-homogenous assets and hazards simultaneously. It identifies data deficiencies and offers recommendations on the requisite data collection on asset inventory and condition to improve objectivity in the analytical process and confidence in the analysis results. In addition, it offers recommendations on the appropriate use of expert knowledge in supplementing existing data deficiencies in the interim. This work is potentially useful to decision makers involved in distributing resources to preserve the reliability and resiliency of transportation systems, as well as meet the existing performance- and risk-based Federal mandates for transportation asset management.

The purpose of this study was to evaluate feedback systems for improving staff adherence to a toileting program at an intermediate care facility for individuals with developmental disabilities. The facility uses interoffice memos in order to provide their staff with feedback. Following baseline, we evaluated the effectiveness of the memo (B), memo plus in-service (C), and memo plus feedback (D) in an ABCDBD reversal design across 4 residences. The results showed that memo plus feedback was the most effective intervention.

The performance management and development system for senior managers in the South African Public Service, the focus of this study, was introduced in 2002 with a view to improve productivity, individual and organisational performance. In Provincial Education Departments, the Member of the Executive Council, responsible for education, is entrusted with the responsibility of promoting the mandate of the government-of-the-day, namely, quality basic public education. Responsibilities and functions are consequently delegated to senior managers of the Department and performance is managed through a performance contract that is legally binding. This contractual performance-oriented relationship between the executing authority and the accounting officer is monitored and evaluated, and is enforced with either rewards or sanctions. In the South African Public Service, the performance management and development system has been prompted by the transformative agenda set for the public service since 1995, and the public service is expected to operate within the New Public Management (NPM) paradigm with a focus on achievement of measurable results and acceptable levels of service delivery. This meant that there had to be a shift from bureaucratic rule-driven approaches in public service management to a results-oriented approach to government performance. Furthermore, the goal-directed approach was replaced with an outcomes-based approach. The pursuit of goals did not necessarily result in the improvement of performance in the organisation. With the introduction of the performance management and development system for the senior management service in the public service, an infrastructure of systems and elaborate processes were introduced, such as drawing up of performance agreements, agreeing on what has to be delivered, designing work plans and appraising performance. Managers must undergo quarterly performance reviews by their supervisors and capacity deficits are addressed through training and development to enhance skills and knowledge. Performance is appraised annually in April of each year. The performance management and development system is focuses on individual and institutional performance. The performance of several managers in the public service cannot be deemed as optimal. The matriculation results in the KwaZulu-Natal Department of Education have been progressively declining since 2004. The performance of learners in KwaZulu-Natal especially in nationally conducted systemic evaluation tests for grade six in 2005 relating to numeracy and literacy indicated that the average performance has been 36 and 38 percent respectively. The statistics is reflective of a sample of learners. Moreover, the performance of grade 6 learners in tests conducted by the United Nations Educational, Scientific and Cultural Organisational (UNESCO) in conjunction with the Southern African Consortium for Monitoring Educational Quality (SACMEQ) show that the performance of learners is less than satisfactory. On the other hand, the performance of managers is considered as fully effective. The public service overall and the KwaZulu-Natal Department of Education in particular, are complex organisations and often, the causal relationship between individual and organisational performance is not easily evident. Measuring and managing performance is therefore incongruent. The disjuncture between individual performance and organisational performance is the import of this study. Studies conducted particularly by the Organisation of Economic Co-operation and Development (OECD) refer in the main to either organisational performance or performance of member countries. This research study has been prompted by several studies undertaken by departments in the public service and the Public Service Commission (PSC) whereby performance is investigated within the context of optimal productivity and service delivery improvement. The study of the performance management and development system in the KwaZulu-Natal Department of Education is underpinned by goal-setting theory and the principal-agency theory. The fundamental principle of the goal-setting theory is that an agency, organisation or government department sets a series of goals and objectives, and these goals and objectives are aligned to direct the performance of the organisation. The goals of the department are cascaded from the executive authority through to all employees. The expectation is that, through a process of collaboration, co-ordination and endeavours of commitment, the goals of the Department can be achieved. The principal-agency theory purports that the responsibility and authority for the production of public goods and public services are delegated to public managers by the executive authority and accountability for results is managed by performance contracts, rewards and sanctions. The research strategies employed for this study were both qualitative and quantitative. For the qualitative strategy, data was gathered through interviews and observation and for the quantitative strategy, a purpose-designed questionnaire was used to examine and report on causal relationships. Appropriate statistical techniques were used to analyse the gathered data. Emanating from the data analysed, the study found that not all managers take cognisance of the goals that direct performance management in Education. Moreover, poor performance of the organisation is attributable to employees being neither rewarded, nor sanctioned for good or poor performance respectively. Further, there are no consequences when the organisation performs poorly. It has also been found that the performance management and development system as it is applied to senior managers in Education was conducted as a matter of compliance. Whilst managers have acknowledged that individuals’ performance impact on the overall performance of the organisation, they however, refused to take ownership and responsibility for the poor performance of the organisation. The individualistic nature of the performance management and development system contributes to shifting of responsibility and accountability within the organisation. With this in mind, certain recommendations have been made. A new theoretical model is proposed to integrate performance of the organisation and performance of individuals with a view to increasing productivity. This perspective on performance management will however, require further research. All senior managers ought to have fixed-term performance contracts not exceeding five years, renewable if acceptable levels of performance are rendered. It is also recommended that external moderators should be enlisted to perform moderation of scores obtained during the performance appraisal process to ensure that objectivity is upheld. Managing the performance of senior managers particularly in the South African Public Service, and demanding greater accountability are crucial to achieving organisational results and fulfilling the mandate of government. The performance of the KwaZulu-Natal Department of Education can improve with stricter adherence to the tenets of performance management, emphasis on monitoring performance, demanding higher levels of accountability for resources employed and rewarding managers for good organisational performance whilst sanctioning poor performance. / Thesis (Ph.D.)-University of KwaZulu-Natal, Westville, 2010.

The South African Liquid Fuels Industry is currently in a state of flux. A new fuel pricing mechanism has been rolled out and new legislation has been enacted within the past few years that have significantly impacted on the business environment. The Main Supply Agreement which governed the marketing and distribution of Sasol's liquid fuel products also came to an end on the 1 st of January 2004. All these drivers have had a major impact on the business environment that the Sasol Liquid Fuels Business operated in. The government has also stated its policy to further deregulate the industry including the pricing structure of liquid fuel. The United States Liquid Fuels Industry is the largest in the world and is based on an unregulated fuel price thus leading to price competition among competing retailers. It therefore serves as a good basis with which to compare and evaluate the South African industry. A comprehensive industry analysis is performed in order to explore, understand and describe the nature of the liquid fuels business environments in the USA and South Africa. The Delphi technique was used to gather primary data on the state of the South African Liquid Fuels industry. Thereafter a benchmarking of the South African Liquid Fuels Industry is carried out using primary data from the Delphi study and secondary data from the literature review. The techniques used include PEST analysis and Porter's Five Forces. Aspects of the United States industry that are similar to the South African industry are identified. A scenario for a future deregulated South African Liquid Fuels Industry is described and a marketing and distribution strategy for Sasol is proposed. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.

This study investigates the challenges of implementing a performance management development system (PMDS) in the Department of Transport as a learning organisation. The objectives were: * To evaluate the PMDS that is currently utilised to motivate employees and to determine problems encountered in the implementation thereof with a view to employing a learning organisation approach. * To determine new approaches to the implementation of the PMDS. * To uncover problems encountered in the implementation of the PMDS. The study focused on managers and supervisors as the main role-players in the assessment of the PMDS. Supervisors were given questionnaires concerning issues pertaining to PMDS and learning organisations. Respondents were asked whether the role of trainers is visible in strengthening communication structures allowing employees to participate meaningfully in the decision-making processes of their organisation. The following research questions were asked: * What challenges do the Department of Transport in KZN, Pietermaritzburg faces concerning the PDMS and in becoming a mature learning organisation? * Is the PMDS compatible with a learning organisation? * How has the PMDS been utilised to motivate employees and to uncover problems encountered in the implementation of the PMDS? * How does the Department of Transport identify new approaches required for the implementation of the PMDS? / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.

The aim of this study was to evaluate if there was a connection between performance management and customers service within retail branches in Gauteng. In the service industry service is the key component of retaining customers and gives the competitive edge over their rivals. A thorough literature study was conducted by using the views of different authors and combining them. The concept of service delivery was defined and discussed looking at the various components of service. Further to this the concept performance management was defined. Based on the literature study it was found that there is a large human component in service delivery and the perception of the customer in terms of that service delivery. “Knowledge where value resides and what constitutes customer value from the standpoint of the customer has been very critical in the strategies of firms in all industries and elsewhere (Day, 1990. Mckenna, 1991. Ibidunni, 2004). Ensuring that individual values and goals are aligned to the organisation and that each is driving the same strategies becomes fundamental to their success. PM can be used as a tool to align these strategies and to strive towards one goal, retaining the customer through exceptional service delivery and ensuring that the brand talks to one standard service delivery throughout all of its channels. Conclusions regarding the findings of the research were presented and recommendations were made. It is important to note that these recommendations are guidelines that correlates directly to the empirical analysis made. The research study was evaluated against the primary and secondary objectives with the correlation that both were achieved. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013

The purpose of this study was to evaluate the integration of the Integrated Development Plan (IDP) and Performance Management System (PMS) processes in the Mangaung Metropolitan Municipality. The aim of this study will not be to find solutions to the lack of service delivery, but to evaluate the lDP and PMS process as well as the theory. The need for this study was considered relevant and necessary as municipalities today have become focus points for service delivery as per their constitutional obligations. The IDPs are management and planning instruments and are only effective if they enable municipalities to improve and accelerate the delivery of essential services and development. Central to the constitutional mandate, amongst other things, the Municipal Systems Act 32 of 2000 (SA, 2000) requires municipalities to establish a Performance Management System that will play a pivotal role in promoting a culture of Performance Management. It is through Performance Management that priorities, objectives and targets are set, as contained in the Integrated Development Plan, are implemented and measured. Along with the implementation of lDPs, the Municipal Structures Act (117 of 1998) also mandates the implementation of performance management systems within the structures of the municipality. It was found during the literature review that the processes of IDP and PMS are linked, the resulting performance is more likely to meet the needs of an institution. There are various legislative acts and policy documents that state and mandates the use of these processes. Along with this are various guidelines that have been formulated to assist municipalities to successfully implement the lDP and a performance management system. / MBA, North-West University, Potchefstroom Campus, 2014