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A model for the underlying philosophy and criteria for effective implementation of performance management.

  • Authors: Whitford, C.M. , Coetsee, W.J.
  • Date: 2006
  • Subjects: Effective performance management , Underlying philosophy , Performance management
  • Type: Article
  • Identifier: uj:6449 , http://hdl.handle.net/10210/1389
  • Description: The objective of this study was to develop a model that assists organisations in implementing performance management effectively. A model describing the philosophical paradigm underpinning best practice in performance management and the criteria for effective implementation of performance management was developed. The sample used in this study was a convenience sample of 615 employees. Exploratory factor analysis revealed three reliable philosophical dimensions. Moderate correlations were found between the three dimensions and some of the implementation criteria.
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A strategy to transform municipalities into high performance organisations

  • Authors: Molefe, Gabedi Nicholas
  • Date: 2011-10-03T07:37:53Z
  • Subjects: Performance management , Municipal officials and employees
  • Type: Thesis
  • Identifier: uj:7225 , http://hdl.handle.net/10210/3862
  • Description: D.Comm. , The objective of this study was to explore a group of key employees‟ experiences and perceptions at the Metropolitan Municipality of Tshwane of the service performance of the municipality they work for, as well as to develop a social science tool – a model – that could be used to help this institution play its role of delivering effective services to its residents in the country‟s democratic dispensation. A combination of qualitative and quantitative research methods in the form of a mixed method approach was used in this study. The existing quantitative instrument was buttressed by the empirically derived qualitative insights to form an instrument that was later distributed among employees of the Metro with a view to developing a “mixed model” of a high performance organisational culture for the institution involved. During the qualitative phase of this study interviews were conducted using a grounded theory approach. Two stakeholders and six members of staff were interviewed. The result of the interviews was a qualitatively derived pattern of interrelated concepts in the form of a “shared vision” model, consisting of rich descriptive data which were carefully analysed using a grounded theory methodology,i that is, the development of theory that is derived from an analysis of qualitative data. The computer-assisted data analysis tool, Atlas.ti, was also used to support the qualitative data analysis process. The qualitatively derived model displayed overall groundedness of between 1 and 4 and a density of between 1 and 13. To confirm the trustworthiness of the findings, member checking was done with the research participants. The second phase of the study was effected by distributing a questionnaire to 800 randomly selected Metro employees. Of the 800 questionnaires sent out, 474 were completed and returned, thus constituting a response rate of 59.25%. The returned questionnaires were deemed adequate for conducting a factor analysis. A first-level factor analysis was consequently conducted on intercorrelation matrices of the 14 theoretical dimensions. A second-level factor analysis on a sub-score intercorrelation i Glaser and Stauss (1967). iv matrix followed and resulted in three factors being extracted. Iterative item analyses then yielded acceptable metric properties for each dimension and a Cronbach alpha coefficient ranging between 0.703 and 0.964, which was deemed acceptable scale reliability for the model. To arrive at the desired model, the findings of the two phases of the “mixed method” approach were connected and interrelated such that data from the quantitative phase played a supportive role to data from the qualitative phase. The derived model consists of the inner core and the outer core. The elements of the outer core which were qualitatively derived by means of grounded theory provided a “thick description” of the discourse and gave the research participants a “voice” in the inquiry. The elements of the outer core were identified as good governance, clean and efficient administration, and community involvement. The elements of the inner core, on the other hand, were elicited through deductive reasoning and gave the model a quantitative grounding through the use of factor analysis. These elements included leadership, delivery processes and stakeholder satisfaction. The results of the two methods were thus integrated into a model called the New Empirical High Performance Organisational Culture Model (NEHPOM). To test Metro senior management‟s views of the model, a nominal group session was conducted. This session granted acceptance of the model, indicating, among other things, that the model would help to create synergy between governance, residents and leadership of the Metro.
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An evaluation of performance management in the public service

An exploration of the University of Johannesburg heads of department’s experiences and perceptions of the university’s performance management system

  • Authors: Seyama, S.E
  • Date: 2013
  • Subjects: Performance management , Performance appraisal , University of Johannesburg
  • Type: Article
  • Identifier: uj:6119 , http://hdl.handle.net/10210/12416
  • Description: Against the backdrop of the unrelenting influence of globalisation, marketisation, massification and the South African political transformation agenda, the University of Johannesburg (UJ) responded to a demand for accountability by aligning performance to its strategic goals and holding staff accountable for their performance through a performance management system (PMS). The implementation thereof has resulted in both positive and negative sentiments. This study is a descriptive phenomenological exploration of a selection of nine UJ academic Heads of Departments’ (HODs). In-depth semi-structured interviews provided data of the participants’ lived experiences and perceptions of the institution’s PMS. Duquesne School ‘s data analysis method as enunciated and used by Hycner and simplified by Groenewald was employed to construct the themes. The findings showed that HODs support the implementation of a PMS within higher education (HE), alluding to its potential to enhance performance. However, participants’ narrative of their lived experiences highlighted the tension between the corporatisation agenda and the university’s traditional social role. Negative experiences were reported regarding the perceived inadequate financial rewards, high administrative workloads, reduced academic privileges and compromised academic excellence, all of which deprive managers of adequate performance bonus rewards. A lack of transparency on ratings and indecisiveness about the purpose of the PMS were also reported.
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Analysis of performance management system at a local manufacturing company

  • Authors: Muyengwa, Goodwell
  • Date: 2014
  • Subjects: Performance management , Manufacturing
  • Type: Article
  • Identifier: uj:4756 , http://hdl.handle.net/10210/11742
  • Description: Effective use of performance management (measurement) system enables companies to improve on their competitiveness in the marketplace. Through a case study research, the paper reviews the performance management system of a local manufacturing company. Most researchers have focussed on wide range of performance management surveys and few paid attention to individual companies, which is the focus of this paper. The balanced score card framework was used to evaluate both internal business processes and external outcomes. Four perspectives of the scorecard; financial, customer, process and learning were looked into. The paper established that top management is clear and committed to the company’s strategy and goals. The company is struggling to increase its market share due to lower levels of productivity. High levels of rework were noticed on the shop-floor and are impacting negatively on their cash-flow. These problems have led to poor customer retention due to unmet delivery dates. The paper proposes that the company must initiate staff development programmes to enable a culture of continuous improvement.
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Discerning leadership through engaging and nurturing talent

  • Authors: Mahadeo, Judy Telana
  • Date: 2012-10-29
  • Subjects: Talent management , Performance management , Personnel management
  • Type: Mini-Dissertation
  • Identifier: uj:10459 , http://hdl.handle.net/10210/7924
  • Description: M.Phil. , Orientation People in leadership positions have become perplexed about their role in engaging and nurturing talent despite being in the midst of a war for talent. Leaders have sorely evaded their accountability as talent champions, since they have not embraced the prominence of talent engagement. Conceded as an impediment, empirical evidence suggests that leaders assume a role of bystander looking in on the talent cast without constructing, nurturing or engaging with high performers. Research purpose The study explored the effectiveness of organisational leadership in terms of the extent to which leaders engage and nurture talent in the work environment, as it constucted an understanding of talents‟ experiences and views of how engaging and nurturing leaders are in the banking environment. Motivation for the study Initially the study aroused keen interest as the bank‟s execution of the talent agenda was more academic than practical, and the execution was firmly placed on the shoulders of HR and not on those of leadership. The motivation for the study was therefore to deepen an understanding of engagement, and, specifically, to explore leadership‟s role and effectiveness in influencing talent engagement. Research approach I opted for a qualitative methodological approach, and, more particularly, a modernist qualitative-research application. My ontology was based on talent‟s subjective viii construction of their own social realities, as they shared their views and understanding of the effectiveness of leadership regarding talent management in the Bank. Hence, my epistemology was to explore and describe how talent interpreted their experiences, and how they viewed leadership in the bank. The study was conducted in a local bank within a retail business area; a single case study was therefore opted. Six research participants were selected on the basis of having been identified as talent. I used unstructured interviews and participant observation to gather the data. As already pointed out in exploring and describing the subjective views of talent, I generally used symbolic interactionism to describe talents‟ experiences. Main findings Talented employees had diverse views of how those in leadership positions were engaging them. The findings suggested that engagement is an integrative process, as it comprised of interdependant factors. These were analysed and interpreted through the following themes; assessing talented people‟s motivation and commitment to the organisation, feeling valued and involved, relationships, development, career advancement, reward, and retention and leadership effectiveness. More particularly, these themes presented a reflective account of talents‟ dissatisfaction around leadership‟s effectiveness in managing engagment. This illustrated that talent‟s perceptions were predominantly related to ineffective management, poor communication and poor relationships that were established with direct managers. Talented people had feelings of insufficient career-development opportunities, and of being devalued. Therefore the findings suggested that leadership influenced the talent-engagement experience. One can account that engagement emerged as an integrative systemic process and leadership‟s role in transforming it as a culture becomes eminent.
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Employee performance management at a South African government organization

  • Authors: Ukpere, Wilfred I. , Khan, Saajida
  • Date: 2014
  • Subjects: Performance management , Employees - Rating of
  • Type: Journal
  • Identifier: uj:5469 , ISSN 2039-9340 , http://hdl.handle.net/10210/13445
  • Description: Performance Management is a process by which the outputs of employees are measured and controlled in order to improve organisational effectiveness and reward employees accordingly. The objective of this study was to determine the effects of Performance Management, inclusive of its policies; administration processes and systems on employees and determine how to optimize its current status at a South African Government Organization. Face-to-face interviews and performance management compliance audits were conducted with all Line Managers and a sample of employees in order to determine its impacts on employees and the management of their performance. It has been found that gaps exist in terms of understanding the use of the electronic performance management system, compliance to performance management policy & timelines, pertinent feedback from management with regard to development areas, and a lack of training initiatives to address training needs in order develop organisational effectiveness & employee morale. It is recommended that mechanisms are initiated such as information sharing sessions, feedback timelines and training plans in order to address these challenges effectually.
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Improvements of quality and performance management in the South African Postal Services : challenges and prospects

  • Authors: Mokoena, Thabiso John
  • Date: 2013-05-28
  • Subjects: Quality management , Performance management , South African Postal Services - Quality control
  • Type: Thesis
  • Identifier: uj:7559 , http://hdl.handle.net/10210/8421
  • Description: M.Tech. (Operations Management) , This study entails and discusses the concepts of quality and performance management in the postal and related services. Quality and Performance Management fundamentally form part of critical strategic objectives and goals every organization set itself to successfully achieve; the practice of quality has been around for a very long time and has become a widespread phenomenon interpreted and implemented differently in the industry while performance management emerged in the 1970’s and grew to be appreciated with time bringing measures to quantify individual and organizational results. This study was aimed at determining the current and past scenarios in the South African Post Office (SAPO) with regards to the organization’s Quality and Performance Management efforts with the view of recommending improvements to be adapted and implemented for strategic business growth. The study was conducted at Capemail and Securemail which are two of other SAPO’s operational divisions that processes and conveys large volumes in clients’ mail and parcels. SAPO is in the process of organizational transformation where a number of projects are being implemented including Change Management, ISO 9001:2008, ISO 14001:2004, Total Operations Management Solutions, Productivity Engineering and others where most of these projects failed to yield the intended value. The techniques deployed for the study involved conducting observations in both Mail Centres, conducting informal interviews and distributing questionnaires for data collection; data was further scrutinized and analyzed with Statkon’s consultancy and statistical techniques were exploited to analyze it into meaningful information. The actual statistical tools used for analysis involved descriptives, factor analysis, normalities, comparisons and correlations; these were suffice to produce reliable and accurate data for the results of the study. The objectives of the study was achieved in that management need to seriously pay attention on factors such as empowering employees, enforcing and emphasizing the culture of good quality practice, adapting advanced project implementation frameworks benchmarking with industry competitors, standardizing processes and activities, encouraging the culture of continuous improvement, provision of support to operational requirements financially and otherwise, upgrading technology, viewing performance management from a holistic perspective and linking it directly with day to day activities of the organization and objectives.
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Investigating performance management in postal systems

  • Authors: Mokoena, Thabiso John , Mbohwa, Charles
  • Date: 2013
  • Subjects: Performance management , Postal service - Performance
  • Type: Article
  • Identifier: uj:4886 , ISBN 978-988-19251-0-7 , http://hdl.handle.net/10210/12600
  • Description: This paper investigates and discusses the practices of performance management in postal organizations. The postal industry has in the past decade been faced with negative business performance where mail volumes have declined, customers lost to competition and revenue gradually declining. Including other factors, performance management has been identified as a significant question as to whether do challenges exist in the manner in which employees, resources and activities are connected to the overall achievement of goals and objectives set by postal systems and whether does performance management have an impact to the loss of business, customers and revenue. This study reveals that factors such leadership, organizational strategy, process and resource management should be regarded highly important and have a positive strong relationship towards effective performance management in postal systems.
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The effectiveness of a diveristy awareness training program.

  • Authors: Cavaleros, C. , Van Vuuren, L.J. , Visser, D.
  • Date: 2002
  • Subjects: Diversity awareness , Performance management , Career development , Teamwork , Work-family needs , Organisational culture
  • Type: Article
  • Identifier: uj:6409 , http://hdl.handle.net/10210/1206
  • Description: The objective of this study was to assess the effectiveness of a diversity awareness training programme. A sample of 382 employees from four different departments within a large accounting firm was used to form the groups of a simulated Solomon four-group design. The impact of a two-day workshop on diversity awareness was assessed using a 68-item questionnaire designed to measure awareness of self, impact of differences, performance management, career development, teamwork, work-family needs, participation, organisational culture, relationship building, and general satisfaction with the organisation. The Minnesota Job Satisfaction Questionnaire (20 items) was included to measure job satisfaction. The results showed no evidence of a statistically significant effect of the diversity awareness training programme.
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The implementation of performance management in the public sector

  • Authors: Xipu, Masello Paulina
  • Date: 2012-06-08
  • Subjects: Performance management , Performance appraisals , Performance measurement , Employees - Rating of
  • Type: Mini-Dissertation
  • Identifier: uj:8750 , http://hdl.handle.net/10210/5101
  • Description: M.Comm. , Over the years, performance measurement systems have moved the focus from financial indicators as a means of measuring performance to a ‘balanced’ system of both financial and non-financial indicators” (Burgess, Ong, & Shaw, 2007:583). The public sector, which is entrusted with substantial budgets from state funds, can no longer get away with only reporting on how state funds were used, but they also have to account for the way in which the set strategic objectives have been met with regard to service delivery. This latter requirement stresses the importance of effective implementation of the management of performance in the public sector. In order to meet the objectives associated with human resource management (HR), organisations have to have performance management systems in place (Lawler III, 2003). The study focuses on how performance management is implemented in the public sector and is contextualised in one of the government departments concerned with security.
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The integration of intrapreneurship into a performance management model.

  • Authors: Foba, T.W.L. , De Villiers, D.
  • Date: 2007
  • Subjects: Intrapreneurship , Performance management , Performance management model
  • Type: Article
  • Identifier: uj:5647 , http://hdl.handle.net/10210/2886
  • Description: This study aimed to investigate the feasibility of using the dynamics of intrapreneurship to develop a new generation performance management model based on the structural dynamics of the Balanced Score Card approach. The literature survey covered entrepreneurship, from which the construct, intrapreneurship, was synthesized. Reconstructive logic and Hermeneutic methodology were used in studying the performance management systems and the Balanced Score Card approach. The dynamics were then integrated into a new approach for the management of performance of intrapreneurial employees in the corporate environment. An unstructured opinion survey followed: a sample of intrapreneurship students evaluated and validated the model’s conceptual feasibility and probable practical value.
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Towards a collective-values framework of ubuntu : implications for workplace commitment

Using leadership and strategic planning functions to improve management performance: the progress made by small, medium and micro enterprises (SMMEs) in the province of Gauteng, South Africa.

  • Authors: Ladzani, Watson , Smith, Nico , Pretorius, Leon
  • Date: 2012
  • Subjects: SMEs - South Africa - Gauteng , Small business - South Africa - Gauteng , Performance management , Strategic planning , Leadership
  • Type: Article
  • Identifier: uj:5862 , ISSN 1993-8233 , http://hdl.handle.net/10210/7959
  • Description: This study investigated the use of the leadership and strategic planning functions in improving the management performance of small, medium and micro enterprises (SMMEs) in the province of Gauteng, South Africa. The primary objective was to establish the extent to which SMMEs in the construction industry in the study area utilised leadership and strategic planning to achieve continuous improvement in management performance. Primary data were collected through structured interviews with 326 respondents from 64 randomly selected SMMEs in the built environment. The findings showed the necessity of educating the owner-managers of SMMEs concerning the use of appropriate management measurement tools and strengthening the implementation of the leadership and strategic planning functions in order to improve management performance. These findings suggest that specific management function-focused courses should be designed and implemented. Rewards should be introduced for SMMEs that show signs of continuous improvement.
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“Hiding within the glass cage” : performance management as surveillance—a case of academic spaces as resistance spaces

  • Authors: Seyama, Sadi Mokhaneli
  • Date: 2020
  • Subjects: Performance management , Academia , University
  • Language: English
  • Type: Article
  • Identifier: http://hdl.handle.net/10210/461735 , uj:41137 , Citation: Seyama, S.M. 2020. “Hiding within the glass cage” : performance management as surveillance—a case of academic spaces as resistance spaces , DOI: https://doi.org/10.25159/1947-9417/7223 , ISSN: 1947-9417 (Online)
  • Description: Abstract: Universities have become toxic sites characterised by anxiety, depression and humiliation. Following new managerialism, leadership and management in universities have been driven by the mandate of achieving efficiency, which has led to the implementation of stringent performance management systems, increasing accountability and authoritarianism. While performance management is justified as an accountability tool that drives efficiency and effectiveness, its demand for absolute transparency has created “panopticons” and “glass cages”. These have produced a stifling atmosphere in academic spaces, often characterised by competing demands for high research outputs and quality teaching, thus placing academics in subjected positions where their agency is threatened. In view of academics silently constructing uncontrolled and uncontrollable spaces to avoid increasing surveillance, I argue that academics are resisting universities’ demand for the invading transparency of performance management. Through a critical social constructionist case study of academics and heads of departments, this article explores the paradoxical position of performing academics—those functioning within the “performative culture” while undermining neoliberal performative inscriptions. Framed by the notion of power and resistance and drawing on critical geography and workplace resistance literature, the study reveals that academics’ acts are going against the controlled daily grind of systematised practices that are often meaningless in relation to quality education. They are reimagining and reconstructing lecture halls, stairs, offices and conference spaces as “invisible” free spaces outside direct managerial control.
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