Thesis (MPA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: A commitment to the market economy was easily extended to a widespread
belief that money is the best motivator for work performance although there is no
hard evidence to support that belief as a universal proposition (Armstrong &
Murlis, 1994:263). Armstrong & Murlis (1994:263) contend that even if the
effectiveness of money as a motivator can be questioned, most organisations
strongly feel that it is fair to reward employees according to their contribution.
The drive against incremental pay systems has taken place because
management do not see why people should be paid for simply being there. Many
people explicitly associate incremental pay systems with unmotivated
performance. The argument being that if people are paid more flexibly according
to their performance, they are more likely to be motivated than if they are sitting
around waiting for the next automatic salary increment.
Performance-related pay (PRP) schemes became more popular in many
organisations in the 1980s as an answer to motivating employees and
developing performance-oriented cultures. According to Flannery, Hofrichter &
Platter (1996:83), organisations have been slowly coming to the realisation that
compensation programmes have in many cases become a barrier to the growth
and success of the organisations. Consequently, many employers devised new
compensation systems that would likely support their emphasis on values such
as quality, customer service, teamwork and productivity.
Research shows that PRP systems can work for the organisation, but the first
wave of enthusiasm revealed some weaknesses in their application. In this study
project, the origins and underlying forces around PRP are discussed. The nature
of PRP in the Lesotho Civil Service is addressed. PRP as part of the
performance management system (PMS) in the Lesotho Public Service is
introduced as a substitute for the current 'automatic' incremental pay system.
Lastly, a model for introducing PRP in the Lesotho Civil Service is designed as a
step-by-step guide for the people who are working on the PRP scheme. / AFRIKAANSE OPSOMMING: 'n Verbintenis tot die markekonomie het maklik aanleiding gegee tot 'n
wydverspreide geloof dat geld die beste motiveerder is vir werkprestasie, hoewel
daar geen vasstaande bewys is vir ondersteuning van die geloof as 'n universele
proposisie nie (Armstrong & Murlis, 1994:263). Armstrong & Murlis (1994:263)
beweer dat selfs al kan die effektiwiteit van geld as 'n motiveerder bevraagteken
word, die meeste organisasies sterk voel oor die regverdigheid daarvan dat
personeel volgens bydrae vergoed word. Die beweegrede vir afsien van die
inkrementele vergoedingstelsel is te vinde in die bestuur se siening dat personeel
nie noodwendig vir blote teenwoordigheid vergoed hoef te word nie. Baie mense
assosieer die inkrementele vergoedingstelsel direk met ongemotiveerde
werkverrigting en die argument word dan ook gehuldig dat as personeel met
groter buigsaamheid volgens prestasie vergoed word, hulle waarskynlik meer
gemotiveerd sal wees as wanneer hulle maar net wag vir die volgende
outomatiese salarisverhoging.
Prestasie-verwante vergoedingstelsels is gedurende die 1980's toenemend deur
organisasies ingevoer as 'n meganisme vir die motivering van personeel en die
vestiging van prestasie-georiënteerde kulture. Volgens Flannery, Hofrichter &
Platter (1996:83), het organisasies stadigaan begin besef dat
vergoedingsprogramme in baie gevalle belemmerend was vir hul groei en
sukses. Gevolglik het baie werkgewers nuwe vergoedingstelsels ontwerp met
waarskynlike steun vir hul beklemtoning van waardes soos kwaliteit, kliëntediens,
spanwerk en produktiwiteit.
Navorsing het getoon dat prestasie-verwante vergoedingstelsels gewenste
resultate in 'n organisasie kan lewer, maar die aanvanklike geesdrif is gedemp
deur swakhede wat in die toepassing daarvan na vore gekom het. In hierdie
studie word die oorsprong van en onderliggende stukrag agter prestasieverwante
vergoeding bespreek. Die aard van prestasie-verwante vergoeding in die Lesotho Staatsdiens word aangespreek asook hoe dit as deel van die
prestasiebestuurstelsel in die Staatsdiens ingevoer kan word as
plaasvervanger vir die bestaande outomatiese inkrementele vergoedingstelsel.
Ten slotte word daar 'n modelontwerp vir die instelling van prestasie-verwante
vergoeding in die Lesotho Staatsdiens as 'n stap-vir-stap gids vir diegene
gemoeid daarmee.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/49997 |
| Date | 03 1900 |
| Creators | Madiba, Maseboloka Lintle |
| Contributors | Weaver, Belinda, Stellenbosch University. Faculty of Economic and Management Science. School of Public Leadership. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Format | 123, [17] pages : illustrations |
| Rights | Stellenbosch University |
Page generated in 0.002 seconds