ETD Collection

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Now showing 1 - 4 of 4
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    Perceptions of the employees of the South African Broadcasting Corporation regarding performance management
    (2018) Mahlatsi, Abiel
    This study was undertaken in an attempt to investigate the perception of employees of the South African Broadcasting Corporation regarding performance management. Performance management was introduced by the South African Broadcasting Corporation with the intention to professionally manage employee performance by means of setting performance objectives, reviewing previous performance, assessing current performance, enhancing current poor performance, deciding on performance recognition and ultimately rewarding employees that perform exceptionally well. This research report has revealed that although performance management exists at the South African Broadcasting Corporation, more work should be undertaken to improve the current system. In order to investigate employee perceptions on performance management, a questionnaire was designed and distributed to junior management employees of the South African Broadcasting Corporation. The themes which emerged from the research led to a greater understanding of the elements that affect the implementation of performance management at the public broadcaster. The research findings indicate that although there is an understanding of performance management, effective and efficient implementation remains a challenge. An analysis of the questionnaire and employee responses, indicate a greater level of inconsistency of implementing performance management. A few of the reasons mentioned are: employees do not get appraised, not all managers provide commitment towards performance management, and a lack of consequence management by supervisor’s as a means of correction for employees who do not achieve the predetermined performance targets. In conclusion, an urgent intervention is necessary to address the challenges experienced with the current performance management system at the South African Broadcasting Corporation. The current performance management system is not achieving its intended objectives.
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    Employee perceptions of the performance appraisal process at the Centre for Education Policy Development
    (2016-08-04) Moeng, Cynthia
    Non Profit Organisations (NPOs) are not exempt from the demands of employee attraction, retention and motivation. As NPOs seek to sustain themselves, the need to manage the performance of employees will continue to be a critical human resource management issue. Performance Appraisals (PAs) are used as tools that help manage the performance of employees; however, there is little understanding by those who participate in their use in NPOs. The purpose of this research is to explore how PAs are used at the Centre for Education Policy Development (CEPD) and how the employees perceive their use. Using qualitative research methods, primary data was collected through interviews and document analysis. The main findings of the research were that, the CEPD was unclear about its objectives for conducting PAs due to poor implementation of performance management systems and that, employees’ perceive the performance appraisal process as ineffective and irrelevant. There are serious managerial implications for defining the process of conducting appraisals and these include; training, selection of appropriate tools and clarifying the roles and responsibilities of each stakeholder in the process.
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    An investigation into the Gauteng Department of Health and Social Development's monitoring and evaluation system
    (2013-08-06) Dube, Phillip Clement
    The Auditor General identified some gaps in the quality of performance information that was reported by the Gauteng Department of Health and Social Development (GDHSD) to the public. The information was inaccurate and unreliable (Gauteng Department of Health and Social Development, 2009; 2010; 2011). The National Government passed the Policy Framework on Government-Wide Monitoring and Evaluation System in 2007. Some of the objectives of which were to improve the quality of performance information and service delivery in government. This development required government departments to develop and implement strong and effective M&E systems. The GDHSD formally implemented its M&E system in 2007; one of the objectives of which was to generate good quality performance information. The GDHSD’s M&E system has failed to achieve this objective. The study investigated some aspects of the GDHSD’s M&E system with regard to its poor quality performance information. The study found that some of the problems in the GDHSD’s M&E system, which the study highlighted, were the lack of adequate and appropriate capacity and skills for monitoring and evaluation; the absence of proper structures, processes and systems for monitoring and evaluation; the absence of quality assurance mechanisms for performance data; the selective application of data management rules and regulations; and a low morale amongst some staff members of the GDHSD. One of the notable findings was that there is manipulation of some performance information for political reasons. The study made some recommendations on how to strengthen the GDHSD’s M&E system based on the identified gaps. Some recommendations are that the GDHSD needs to capacitate its M&E directorate; develop proper monitoring, evaluation, reporting and data management processes and systems; address the problem of manipulation of performance information for political reasons; and promote a culture of good work ethics within the staff members of the GDHSD. The implementation of these recommendations may assist to strengthen the GDHSD’s M&E system, thus also helping it to improve the quality of its performance information and service delivery.