3. Electronic Theses and Dissertations (ETDs) - All submissions
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Item Implementation of the performance management and development system in a Gauteng Provincial Department(2018) Makhooa, LirontsoThe South African government identified the need for improved individual and organisational performance to deliver quality services to the citizens of the country. In 2003, the government introduced the performance management and development system (PMDS) to improve individual and organisational performance and, ultimately, achieve quality service delivery (Penceliah, 2012). This paper proposes to explore employees’ perceptions of the implementation of the PMDS in the Gauteng Department of Agriculture and Rural Development (GDARD) and the role of HRD. This study applied a qualitative research strategy and case study research design to conduct the empirical part of the research. Research participants were recruited through purposive sampling. A semi-structured interview was used to collect data from employees who are on salary levels four to twelve and assessed through the PMDS. Primary data was analysed using direct thematic content analysis. The findings in this research suggest that employees at the GDARD perceive the PMDS to be a tool to improve individual and, ultimately, organisational performance. The employees are particularly motivated by the financial element attached to the rewarding of excellent performance. Their perceptions confirms the reinforcement theory, which proclaims that rewarding good performance encourages employees to repeat the same behaviour. Furthermore, the findings in this research suggest that the role of human resource development (HRD) in GDARD is to ensure that the PMDS is implemented correctly. This research concludes that implementation of the system in the Department needs to be improved, and a collective effort is required from human resource development (HRD) directorate and senior management of GDARD.Item Perceptions of the employees of the South African Broadcasting Corporation regarding performance management(2018) Mahlatsi, AbielThis 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.Item Implementation of the performance management system in the Gauteng Department of Agriculture and Rural Development(2016) Lemao, DineoThe performance management system was introduced in the South African public service with the intention to continuously manage performance by setting performance objectives, reviewing past performance, assessing current performance, improving poor performance, determining recognition and reward for good performance, and assisting with career planning. Research has revealed that although the performance management system has been implemented in government departments it has not achieved expected results. This study was undertaken as an attempt to investigate the factors leading to the challenges in implementing the performance management system in the Gauteng Department of Agriculture and Rural Development. To achieve this, semi-structured interviews were conducted with employees at different levels as well as a former trade union leader who was involved in the process of developing the Gauteng Provincial Government Policy on Performance Management and Development. Internal documents of the Department were also analysed. The themes identified led to a richer understanding of the factors affecting the implementation of the performance management system. The research findings indicate that although there is an understanding of performance management in the Department, implementation remains a challenge. The analysis of the responses indicated a great dissatisfaction with the current system. A few of the reasons are that not all managers show commitment towards the performance management system; some managers are not fair in the manner in which they conduct performance assessments and distribute rewards; it has failed to link performance outcomes to rewards in a meaningful manner; there is not much emphasis placed on personal and career development; and there are no measures put in place by supervisors to address employees who do not achieve the set performance targets. It is concluded that there is an urgent need for government to address the challenges experienced with the system, as at the moment, it is not meeting the objectives it was intended to meet.Item Employee perceptions of the performance appraisal process at the Centre for Education Policy Development(2016-08-04) Moeng, CynthiaNon 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.