A mini thesis submitted in partial fulfillment of the requirement for
the award of the Degree of Master of Technology
In
Human Resources Management at the Faculty of Business of the
Cape Peninsula University of Technology
2012 / Local Government in South Africa has undergone much transformation since 5 December 2000.
Much of this change has been implemented to correct the imbalances, inequities and disparities
within our local communities as a result of Apartheid policies. However, motivation for this change
is also because National Government has realized that like other governments throughout the
world, there is a need to continuously modernise all spheres of government.
In establishing the background, readers will be exposed to the implicit objectives contained in the
new local government legislation and specifically, the legislation relevant to performance
management. The development of a performance management system at local government level
in South Africa is a highly structured process which is determined by various sets of legislation. To
develop a comprehensive understanding of the impact that the municipal has on the
implementation of a performance management system, a review of the legislation is therefore
imperative.
In South Africa, the government's response since 1994 (Calitz and Siebrits, 2002) has been to realign
its economic policies in terms of Growth Employment and Redistribution (GEAR). This has
required that government becomes more efficient in the delivery and production of its services.
Further, the focus has been on technical efficiency with emphasis on better or improved
government services without an increase in taxes. Calitz and Siebrits (2002) con~luded that the
South African government's focus at a national level has definitely shifted from its regulatory role
to that of a facilitator of growth.
The overall aims of performance management is to establish a high-performance culture in which
individuals and teams takes responsibility for the continuous improvement of business processes
and their own skills and contributions within a framework provided by effective leadership.
Specifically, performance management is about aligning individual objectives to organizational
objectives and ensuring that individuals uphold corporate core values. It provides for expectations
to be defined and agreed in terms of role responsibilities and accountabilities (expected to do),
skills (expected to have) and behaviours (expected to be). Its aim is to develop the capacity of
people to meet and exceed expectations and to achieve their full potential to themselves and the\
organisation.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:cput/oai:localhost:20.500.11838/1735 |
| Date | January 2012 |
| Creators | Aifheli, Ratshili |
| Publisher | Cape Peninsula University of Technology |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
| Rights | http://creativecommons.org/licenses/by-nc-sa/3.0/za/ |
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