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 Essays on the political economy of state formation and of laboratory federalism(2016) Keeton, LyndalThis thesis investigates the problem of the economic organisation of the public sector. It begins by establishing context by considering the two related issues central to it: the boundary of the state and the internal organisation of government (Chapter 1). There is a growing literature that explores the boundary of the state in political economy terms. Moreover, the boundary of the state can be viewed in a similar light to the boundary of the firm. The Second Generation Theory of Fiscal Federalism explores the internal organisation of government through the lens of the theory of the firm. Second Generation Theory assumes that governments are subject to the same problems that firms face: for example, just like firms require institutions to align the incentives of managers and shareholders (e.g., better defined contracts), governments require institutions to align the incentives of politicians and citizens (e.g., better defined constitutions). In order to improve our understanding of economic performance over time, the state should be considered as a complex organisation held together by a series of public choice compromises. Chapter 2 considers one aspect of the state as an organisation: when a boundary change of an existing state generates a new state. It tries to economically capture the birth of a new state through boundary change by taking a cue from the theory of internal exit: the secession of a group of people from an existing state who will then go on to form a new state. Internal exit predicts an internal exit-proof tax rate, i.e., a state will set the tax rate so that internal exit will not occur (e.g., Quebec in Canada). However, in precolonial southern Africa (ca. 1600-1910), internal exit occurred. A well-known example of this is that of Mzilikazi who in the 19th century left the Zulu with his followers and formed his own, new state: the Ndebele. Why is it that in Africa internal exit as a threat failed and internal exit still took place? With the aid of a simple, historically informed model, this chapter offers a political economy explanation of why internal exit took place in precolonial southern Africa. The model shows how internal exit results from the payoff calculation of an elite member’s (e.g., Mzilikazi) desire to maximise his share of public revenue surplus. Chapter 3 considers the internal organisation of government through the role of intergovernmental grants in the context of laboratory federalism. The Public Economics literature on intergovernmental grants is extensive. In this extensive literature, grants are usually analysed according to consumer behaviour theory where income and substitution effects determine community spending (and ultimately community welfare). However, these effects shed little light on how local governments can use grants to experiment with policy (laboratory federalism) in order to develop new, successful policies. In fact, even casual empiricism shows that local governments routinely experiment with policy and achieve varying degrees of success. One recent example is Mayor Bloomberg’s range of anti-poverty experiments in New York City. Very little theory has been produced that ties policy experimentation with the role of grants, however. Chapter 3 takes an organisational view of grants, namely it likens them to incomplete contracts to show how certain grants can be policy instruments for the creation and discovery of new knowledge in the public sector. More precisely, the chapter develops an evolutionary learning model that captures the knowledge gains that different types of grants (e.g., lump-sum grants compared to matching grants) can engender. It shows that a lump-sum grant can bring about greater learning at the local government level than a closed matching grant. Chapter 4 concludes by summarizing and suggesting areas for future research.Item The state of readiness of Limpopo Health Department to implement a result-based monitoring and evaluation framework(2014-01-28) Dumela, Shinyumisa SellinahGlobally, there is an increasing emphasis on results-based monitoring and evaluation (M&E) systems. The emphasis on M&E systems is driven by the need to: promote good governance; improve government’s performance and public accountability; comply with international donor funding requirements; achieve the millennium development goals; and respond to economic and social pressures experienced by countries. A readiness assessment is considered a critical first step and the foundation of results-based M&E system. In light of limited evidence, the aim of this study was to examine the state of readiness of the Limpopo Department of Health (LDOH) to implement the new results-based M&E policy framework. The research approach selected for this study was qualitative in nature, and provided a systematic inquiry of the state of readiness of the LDOH for the implementation of the new results-based M&E policy framework. The study employed in-depth interviews and document analysis to obtain information, in order to bring rich insights, meaning, values and holistic views to the study questions. A key finding that emerged from the study is the existence of an enabling legislative and policy environment for the implementation of the results-based M&E system. However, there are several factors that mitigate against the successful implementation of the results-based M&E system. These included sub-optimal leadership and accountability; structural weaknesses with high vacancy rates and unclear roles and responsibilities; lack of integrated management information and M&E systems; inadequate infrastructure and resources; and problems with M&E culture, capacity and skills development. The overall conclusion of the study is that the LDOH is not ready to implement a results-based M&E system. Key recommendations include dedicated resources (finances, staff, etc.) for implementation, strong leadership at political and management level, strengthening capacity and systems; and focus on the establishment of an integrated results-based M&E system, without neglecting processes and the organisational culture.Item The performance of government information technology officers in e-government policy implementation.(2013-02-19) Nengovhela, Nthumeni R.The purpose of this research is to investigate the performance of the Government Information Technology Officers (GITOs) in the implementation of e-government policy during the last decade. The CIOs in the South African public sector are referred to as GITOs, the position in government departments that was established by a Cabinet memorandum in the year 2000. By 2001, the South African government developed an e-government policy framework which presents the basis for implementation of e-government initiatives by several stakeholders including the GITOs. A qualitative study was undertaken based on the case study of four national departments to determine the performance of the GITOs in the implementation of this policy. The literature review has pointed out several hindrances to the implementation of e-government initiatives and critical success factors that are to be in place to ensure successful implementation. The findings identifies the barriers for the GITOs to implement the e-government policy to include, weak policy, lack of strategic leadership, critical ICT skills, infrastructure, uncoordinated funding and low levels of e-readiness by departments. The analysis categorised the factors into six themes, i.e. ICT governance framework, leadership, organisational structural arrangement, digital divide (infrastructure and access) and integration of services and systems. The analysis of the findings and lessons from the literature review constituted the basis for policy recommendations in the last chapter.