Theses and dissertations (Management Sciences)

Permanent URI for this collectionhttp://ir-dev.dut.ac.za/handle/10321/14

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Monitoring and evaluation on the performance of local government in South Africa: insight from selected district municipalities in KwaZulu-Natal
(2023) Mabizela, Hlengiwe Nomzamo; Zwane, Zwelithini Mangethe
The poor quality of service delivery in South African municipalities has been documented in numerous studies. The lack of appropriate monitoring and evaluation and complete disregard of adherence to processes and procedures in terms the provisions of legislations such as the Municipal Systems Act 32 of 2000 are two of the main causes of poor service delivery. Poor performance as a result, has been noted in municipalities across South Africa. UThukela, Amajuba, and uMgungundlovu district municipalities in KwaZulu-Natal were used as case studies in this research to examine the effect of monitoring and evaluation (M&E) on the performance of municipalities in South Africa. Municipal employees within Performance Management Systems unit (PMS) and Corporate Services unit made up the target population of the research study. The sample consisted of 20 participants, with 10 from the uThukela district municipality, 2 from the Amajuba district municipality, and 8 from the uMgungundlovu district municipality. The research adopted a qualitative approach and followed a purposive sampling method to identify key respondents based on their expertise and understanding of the research issue. Data collection involved conducting focus group discussions with the selected participants. The collected data were analysed using the NVivo software programme, wherein data was categorised into themes and coded for the presentation of findings and discussion of the results. Consent was obtained from participants through the gatekeeper letters and the signing of consent forms. The main goal of the research was to contribute to the body of knowledge while identifying alternate M&E methods that the municipalities can adopt in their key functions to improve performance and service delivery. The study analysed the effects of M&E on the performance of local government, and the models and systems utilised by municipalities to conduct M&E. It further interrogated challenges associated with M&E within the identified municipalities and the contributions of M&E towards improving performance and effective service delivery. According to the findings, M&E in local government have been challenging as a result of the absence of comprehensive M&E systems, capacity and resources. This is one of the factors that contribute to lack of service delivery and poor performance. Weak M&E systems and practices add to municipal failure to achieve their constitutional mandate of service delivery and enhanced performance. Thus, the research reveals that M&E is essential to ensure that local government responds to the needs and demands of the people and enhances municipal performance. Admittedly, there is no single approach to resolve these challenges contronting municipalities, however, M&E can provide the conditions for increased and sustained performance. To realise the goal of improving M&E within local government, the research suggests that municipalities should institutionalise M&E through prioritising and embracing M&E as a crucial instrument for facilitating results-based progressive local government. Municipalities should encourage mandatory compliance with the systems and procedures, adopt information technology systems to advance and strengthen the application of M&E, and adopt approaches such as participatory M&E to evaluate the impact of its functions and development initiatives.
Employees’ perceptions of the performance management system at a selected public sector institution in KwaZulu-Natal
(2022-10) Selepe, Kgomotso Nelly; Dlamini, Bongani Innocent
The Performance Management System (PMS) was introduced into the South African public services sector with the intention of monitoring, reviewing and assessing performance, developing underperformers and recognising and rewarding good performance. This study was undertaken to assess employees’ perceptions of PMS on the management of their performance. The research was qualitative and a case study approach was followed. The study used a non-probability sampling design known as purposive sampling. Purposive sampling was used because the researcher wanted to obtain information from specific members of the population who could provide the desired information. Data were collected from a total of 72 participants through semi-structured interviews conducted with ten ordinary workers and 62 in depth questionnaires were distributed to participants comprising eight Shop Stewards from each of the four Trade Unions, three Directors, ten Deputy Directors (DDs) and 17 Assistant Directors (ASDs). Findings revealed that PMS methods may differ across various countries. However, the practices that are deemed effective for PMS are shared and so similarities between countries were noted. For the primary study, a significant discovery revealed that the PMS was being implemented to a certain extent; however, there exist major gaps and flaws in its implementation that threaten its usefulness within the Department. It was evident that the perception exists that the system is unfairly and poorly implemented. This, consequently, impacts negatively on employees’ motivation, commitment, team collaboration, employee-supervisor relationships and performance. The study found that effective performance management could result in employee motivation, improved job performance, satisfaction and commitment. The reviewed data also revealed that PMS could be more effective if employees were involved in the process. The importance of training supervisors and all other stakeholders involved in the performance management process was also acknowledged. Despite flaws, most respondents considered the performance management system to be a useful tool for enhanced employee performance. The study offers informed recommendations on the need to train managers in managing the performance management process and systems and concludes with suggestions for future research
The effective implementation of employee performance management and development systems and its impact on employee success at a selected public health institutions within the eThekwini District of Kwazulu-Natal
(2022-12) Thusi, Jerome Sibusiso Bonginkosi; Dlamini, Bongani Innocent
Since the inception of democracy in South Africa, the public sector has had to deal with increasing demands within an ever-shrinking public purse due to competing needs. Commitment and peak performance are amongst other pieces of a puzzle that are needed to render services in accordance with the expectations of members of the public who are increasingly growing impatient. This study focuses on the effective implementation of a performance management system and its impact on public health institutions. According to Chan and Lynn (1991), the organisational performance criteria should include service rendered, effectiveness, client satisfaction, as well as employee morale. The purpose of the study was to investigate and evaluate the effective implementation of Employee Performance Management Development System and its impact on employee success in the work environment. Quantitative research methods were utilised to describe the understanding, attitudes and perceptions of individual employees with regard to the effective implementation of an Employee Performance Management Development System in the workplace. The majority of the participants concur with most of the statements, which shows that employees perceive the EPMDS as an effective tool to measure performance management. The study also reveals that if EPMDS can be effectively implemented, it can achieve desired results and positive spin-offs in terms of employee buy-in, commitment to work ethic and developing a sense of ownership from the individual perspective. Employers need to change from the traditional performance appraisal system as the time has come for a new model of the performance management process which introduces a paradigm shift and innovative ways of doing things, including engaging employees from the beginning of the performance cycle and on-going mentoring.
Performance management : a case study of the emergency medical and response services in Limpopo province
(2023) Malatjie, Dipolelo Norman; Dorasamy, Nirmala; Fagabadebo, Omololu M.
The concept of performance management system (PMS) is fairly new within the South African public service system. It was introduced into the public sector in 2001 as a tool to assist, measure, develop and monitor the performance of public service employees in an effort to drive service delivery. The effective use of PM system has many benefits and contributes greatly to successfully managing the Emergency Medical and Response Services (EMRS). Thus, it is likely to result in improved quality of care and accountability in the provision of health services. This is as desired by national objectives and as stipulated by the national development plan and other national government goals towards improving public services. This research was conducted in order to assess the current state of performance management and development system in the public sector in South Africa. The research focus was on the implementation of the system in Limpopo Emergency Medical Response Services. The research approach adopted in this study was a mixed method. Interviews and questionnaires were used as primary data collection tools. Five districts were selected as a purposive sample for the study out of a total 64 stations in the Province, under the department Health. These are Capricorn, Mopani, Sekhukhune, Waterberg and Vhembe. For the sample, 10% of operational staff members from the post establishment of each district were identified to participate in the study by filling in questionnaires distributed to them. Supervisors/Managers from respective units were sampled to participate in the interview, although only those the researcher judged to be knowledgeable about the topic under study were interviewed. Research design and method For the primary study, a sequential cross-sectional mixed-methods research design was employed, which was divided into two phases. The first phase consisted of a quantitative study, which was a cross-sectional descriptive survey. A self-administered questionnaire was used to collect data from 190 employees and shift managers. The second phase was a qualitative study; through purposive sampling, semi- structured interviews were conducted with 7 managers. Both phases were conducted at five districts of the Limpopo Province South Africa. Results The research results revealed that the current performance management and development system is not effective. The study further demonstrates that some employees are demotivated and have lost confidence and trust in the appraisal system. The results reveal that supervisors/managers are biased in managing and implementing the system. Supervisors used the system as a compliance rather than management tool. The study shows that employees are no longer motivated to perform and they suggested that the current system needs to be adjusted or amended in order to close the current gaps and challenges resulting from the bias and lack of commitment from managers. Findings from the scoping review revealed that PM systems methods may differ across various countries; however, the practices that are deemed effective for PM system are shared, and so similarities between countries were noted. For the primary study, both the quantitative and qualitative findings of this study confirm that the PMDS has been implemented to a certain extent. However, there exist major gaps and flaws in its implementation that threaten its usefulness within the EMRS. It was evident that the perception exists that Performance management is unfairly and poorly implemented. This, consequently, has a negative impact on staff motivation, team collaboration, employee-supervisor relationship and performance. Practical/Managerial implications The PMDS should not be implemented in isolation; instead, it should be utilised as part of a systems approach to drive effective staff performance to promote quality care within the EMRS settings. Evidently, the PMDS is flawed in its current state. Thus; the PM system is arguably unintentionally impacting negatively on staff morale, job satisfaction and the provision of quality care. Instead, its methods and practices should be improved to include the appraisal of attributes that are key to health outcomes, such as the provision of patient-centred care and promoting quality of care.
The implementation of a performance management system : a case study of a selected logistics company at City Deep in Johannesburg, South Africa
(2020-11) Kgatle, Kenneth Dipela; Mugari, Alpha
A selected logistics company, at City Deep in Johannesburg, rolled out a balanced scorecard as a strategic performance management system (PMS) to remedy service delivery challenges since 1997. The institutionalisation of this system has become an essential aspect of its people management strategy in relation to the overall strategic objectives of the company. Numerous problems marred its implementation, with some employees citing inconsistencies in the ratings awarded, ineffective communication and favouritism, and this consequently affected service delivery performance. The primary aim of the study was to evaluate the implementation of a PMS at the selected logistics company. Its sub-objectives guided the study. These include determining the factors influencing the participation of managers and employees in a PMS; evaluating the relationship between knowledge practices in a PMS and excellent service delivery and seeking remedies to the implementation challenges thereof. The quantitative research methodology was utilised in this study. A standardised close-ended questionnaire on a seven-point Likert Scale was employed for data collection from study participants. Microsoft Excel was used to analyse the data collected. Inferential (z) statistic testing, factor analysis, and Cronbach's Alpha test were performed using the Statistical Package for the Social Sciences (SPSS) and the statistical tools available in Microsoft Excel. Research findings revealed that the company's vision and mission statement were not adequately shared with subordinates concerning the company's balanced scorecard as a PMS. Additionally, performance feedback was found to be biased and ineffective, thereby severely affecting the implementation of the PMS. In conclusion, senior management must institutionalise continuous professional development workshops to effectively disseminate the organisation's vision and mission statements to its employees. Managers are urged to conduct regular performance evaluation sessions and provide objective written performance feedback to subordinates timeously.
Effective communication as a catalyst for employee performance within selected Municipalities at KwaZulu-Natal in South Africa
(2021-11-12) Sineke, Ntombizandile Victoria; Potwana, Nobubele
Communication is the adhesive that binds people irrespective of their backgrounds. It is the skill of passing information from one person to another. However, effective communication deals with understating emotions and intentions behind the information. Therefore, managers in leadership positions need to understand the manner in which the best effort can be obtained from the workforce, following which communication systems management should be reviewed to ensure it is effective. The aim of the study is to establish whether communicating effectively with employees could improve employee performance in a municipality. In this regard, the study ascertained the extent to which the sharing of ideas creates openness among municipal employees, in addition to whether regular feedback contributes to improved municipal employee performance. Furthermore, the study also investigated whether open channels of communication mitigate misunderstandings and whether the recognition of employee opinions increases employee performance. To establish the stated objectives, the study used a mixed method research approach, employing both quantitative and qualitative methods. Data were collected from the uBuhlebezwe Municipality, where a sample size of 80 respondents was obtained by using a simple random sampling technique. For the qualitative research, 10 employees were gathered by means of convenience sampling, through a focus group at the Ray Nkonyeni Municipality. The results from both methods showed that effective communication was the best tool to change employee performance in municipalities, acting as a catalyst. However, this is largely dependent on the effectiveness and availability of channels of communication. The main recommendations to municipal managers and heads of departments are that they should use effective communication as a strategic tool and appreciate all employee opinions, regardless of their positions in an organisation. Managers in a municipal setting should also involve employees in decision-making, most importantly during policy formulation. It is further important that municipal employees are provided with sufficient resources to be able to perform their day-to-day duties, as inadequate resources lead to poor performance and lack of communication. The provision of regular and honest feedback to employees with regard to their strengths and weakness could additionally improve employee performance and increase productivity. Conversely, lack of communication could lead to misunderstandings and incorrect interpretation of information messages by employees.
Exploring the factors influencing employee satisfaction in Msinga Local Municipality
(2018-05) Mvelase, Nhlakanipho Goodman; Agbenyegah, Albert Tchey; Zogli, Luther
This research was designed to investigate the enhancement factors of employee satisfaction at MLM in the KwaZulu-Natal province of South Africa. Globally employee satisfaction is vital to every organisation since it is acknowledged that employee satisfaction increases productivity. Thus, the primary objective of this research was to determine different enhancement factors within the organisation. To ensure that the objectives are met this research employs a quantitative technique aided by a Likert Scale questionnaire for circulation among the employees of the organisation (MLM). Data for this research was collected from the sample size of 120 employees from different departments of MLM. The participants were derived from a target population of 120 using a random sampling tool. At the time of this research, the researcher was employed at MLM; and the questionnaires were circulated to all the employees who took part in the data collection process. Data collection process was completed within the period of three weeks yielding a high response rate of 100%. Data was analysed by means of the Statistical Package for Social Science (SPSS) version 24.0 for windows. Soon after the analysis was completed, it was sent for proof reading and scrutinised to ensure that no plagiarism is found. At the end, this research discovered that various factors are likely to enhance the employee job satisfaction within the organisation. Furthermore, the research concluded pointing to future research on other factors that are likely to increase employee job satisfaction.
An exploration of the impact of a performance management system on employee motivation at an academic advisory centre in Pinetown
(2018) Bangura, Samuel; Lowies, Adolf
This study focused on the human resource management concept of the performance management system and its impact on employee motivation at an Academic Advisory Centre in Pinetown, Durban. The aim of the study was to explore the impact of a performance management system on employee motivation. A quantitative research design was applied for this study. A close-ended questionnaire was used for data collection purposes. A survey method was used for all the employees of the Academic Advisory Centre. The questionnaire was administered to all 80-targeted respondents with a response rate of 70 percent. The Statistical Program for Social Sciences (SPSS) was used to analyse the data. The initial analysis involved the use of descriptive statistical tools. Arising out of the analysed data, a significant discovery revealed that a performance management system can be advantageous to employee motivation and can result in improved job performance and satisfaction. The reviewed data also revealed that a performance management system could be effective when employees are involved in the process. The importance of training supervisors involved in the performance management process was also acknowledged. In addition, most respondents consider the performance management system to be a useful tool for employee motivation. The study offered informed recommendations on the need to train top management and supervisors in managing the performance management process and systems. The study concludes with directions for future research.
An evaluation of the relationship between performance management and increased efficiency in the Department of Education (Ilembe District)
(2018) Sibiya, Lindiwe-Memory; Lekhanya, Lawrence Mpele
This research case study was conducted in the iLembe District; Department of Education. The study investigates how an Employee Performance Management and Development System (EPMDS) is implemented in the Department. The aim of the study was to improve employee’s performance and increase efficiency. The study revealed that there are challenges associated with the implementation of Employee Performance Management and Development System as an appraisal system within the Department of Education (iLembe District). The findings of the study showed that there was no proper training on EPMDS due to limited resources and unavailability of qualified practitioners. Hence, there was inconsistency in the implementation of EPMDS as an appraisal system which resulted in a lack of morale and demotivation in employees’ performance. Another contributing factor to employees lack of motivation was that the department was failing to pay performance bonuses to employees with good performance due to unavailability of funds. Furthermore, employees were not provided with performance outcomes. The study provides new strategies that will assist to improve performance within the District office. Therefore, the study recommends that Human Resource Development should identify and provide new necessary skills, competencies and proper training to District employees. The study further suggests that managers should liaise and provide performance feedback. The study suggests that the department should allocate funds and pay performance bonus to deserving employees. The research employed in this study is the triangulation method. A sample of 100 respondents was drawn from a population of 800 employees in the iLembe District; Department of Education. A non-probability sampling known as purposive sampling was utilised to generate qualitative data and probability sampling was employed to generate quantitative data.
Factors that influence employee morale of contact centre staff : Eskom Holding SOC LTD South Africa
(2018) Masilela, Thoko Johanna; Mbhele, Thokozani Patmond
The vital role that staff morale plays in staff performance within organisations cannot be underestimated. The main reason for human and labour development is to improve employees’ conduct in terms of confidence or approach towards the job. Eskom contact centre is an important and integral part of business that frequently handles queries from customers, thereby reducing the waiting time of customers and enhancing call routing. Leadership of Eskom contact centres is deemed to experience a high rate of absenteeism, high level of stress and high turnover rate and intention to leave by most of the employees working in the contact centres. The main objective of the study was to determine factors influence the morale of employees at Eskom contact centre in South Africa. This study further aimed to achieve the following objectives: to examine the effects of Eskom workforce performance management systems that influence the levels of motivation and morale of contact centre employees, to evaluate the impact of intrinsic and extrinsic factors influencing the morale on physical and psychological performance outcomes, and to assess the relationship between the moral behavior among the Eskom contact centre employees and the perceived employees physical and psychological performance reactions and attitudes. Statistical methods such as descriptive statistics, multiple regression, logistic regression and factor analysis were used to analyse the data collected from thirty-five (35) employees at Eskom contact centre. The main findings reveal that the most important intrinsic factors which influences job satisfaction at Eskom contact centre were acceptable pay level and employee recognition while the extrinsic factors include: reasonable work and responsibilities, positive role of supervisor, work pressures, work tension, job frustration, low service level, customer time management, high responsibility, work overload and heavy call overload. The managerial implication encompasses some recommendations that can assist management to decide on the factors that will enhance Eskom’s operations.

Theses and dissertations (Management Sciences)

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