Performance Management was introduced in the Public Service in 2001. The Public service Regulations prescribes that all government departments should develop a performance Management system (PMS) to employees below Senior Management Services (SMS) level.
Government departments have to develop the organizational performance management framework based on strategic plan, annual performance plan and operational plan. Performance Management is necessary to meet statutory requirements for service delivery, to address backlogs, implement Provincial Growth Development Strategy and to transform the amalgamated public service. PMS has to measure the overall performance of departments.
PMS must be about development, providing framework on performance instruments, fairness and equity and clear linkage between performance and recognition. PMS assist also in identification of skills gaps in order for HRD to come up with training interventions to address the skills gaps.
2. Abbreviated Literature Review
According to Mouton (Mouton, 2001:87), the reasons why a review of the existing literature is so important, are to find out what the most widely accepted empirical finding in the field of study are, to save time and to avoid duplication.
Get your grade
or your money back
using our Essay Writing Service!
Performance Management has in many instances been defined with different meaning. It is imperative to clarify the concept.
The preliminary analysis indicates that ample material and literature are available to do research on this topic.
According to Spangenberg (Swanepoel, et al. 2001:409) Performance Management can be regarded as an ongoing process that involves the planning, managing, reviewing, rewarding and development of performance. Curtis (Curtis, 1999:263) concurs with this dimension and adds that Performance Management is an approach to management which harnesses the endeavours of individual managers and workers to an organisation's strategic goals.
According to Swanepoel (Swanepoel, et al. 2001:410) Performance management means more than assessing an employee's performance at regular intervals. It unites a number of related tasks: monitoring, coaching, giving feedback, gathering information and assessing an employee's work. It accomplishes those tasks in the context of objectives - the immediate objectives of the department and the overall goals of organization.
Public Service Regulation issued in 2001, introduced performance management and development model for the public service. The main aim is to manage performance in a consultative, supportive and non-discriminatory manner in order to enhance organizational efficiency and effectiveness, accountability for the use of resources and the achievement of results. It is further required that each executing authority should determine a system for performance management and development for each employee in his/her department other than employees who are members of the Senior Management Service (SMS).
Limpopo Performance Management policy (2002:9) states the following as the objectives of the Performance Management System:
>To align employees' performance to the departmental strategic and operational goals
>To provide a systematic framework for performance planning, performance monitoring and review and performance assessment
>To promote a shared sense of responsibility amongst staff for the achievement of strategic goals and objectives
>To promote a culture of responsibility and participation through open Dialogue about goals and the achievement thereof, personal development, and performance
>To provide framework of assessment for identifying good and poor performance and to act appropriately through development and the recognition and rewarding of good performance.
>To be more focused on employee training and development; and
>To develop Performance Improvement plan for managing under performers/unacceptable performance
(Wilson, 1999: 138) Performance Management as a concept or philosophy should ideally be a systematic approach that encompasses:
> motivation of employees to perform
> vision by employers on what performance standards they expect of employees
> ownership of management of performance at a variety of levels within organizations, and
>monitoring and measurement of the performance achieved by employees.
(1000 ventures) Performance management is the integrated process of objective setting, appraisal and pay determination which supports the achievement of the company's business strategies. At an individual level it will result in action plans related to performance improvement, career development and training.
3. Rationale/Significance of research
The proposal for the study is motivated by the need to identify gaps in the implementation of Performance Management System in the Office of the Premier and to add value to the Performance Management Policy review
Always on Time
Marked to Standard
4. Research Problem statement
Performance management is the process of harnessing resources to ensure maximum performance. Performance Management System is a process that is used to plan work, set performance standard expected and to evaluate how one has failed. The system ensures that each employee knows about the crucial role she/he is playing in a government department and achievement of the departmental objectives. Performance is measured over a period of time and against the set targets.
The purpose of Performance Management System is to formulate individual performance targets that will contribute towards the achievement of departmental strategic goals. It links individual performance with overall goals of the department. Performance Management is necessary to meet statutory requirements for service delivery.
Performance Management clearly defines areas of responsibility and performance indicators. It recognizes good performance and provide for improvement of poor performance through the training interventions where skills gaps have been identified. Performance Management also ensures that energies are directed at achieving strategic goals.
Part VIII of the amended Public Service Regulation issued in 2001, introduced performance management and development model for the public service. The main aim is to manage performance in a consultative, supportive and non-discriminatory manner in order to enhance organizational efficiency and effectiveness, accountability for the use of resources and the achievement of results. It is further required that each executing authority should determine a system for performance management and development for each employee in his/her department other than employees who are members of the Senior Management Service (SMS).
What challenges are experienced by the Office of the Premier with the implementation of the PMS?
5. Research questions
The study is going to analyse the level of awareness and their perceptions towards the implementation of PMS in the department as they seem to lack adequate knowledge concerning the purpose, function and contribution of the system. The questions to be asked:
1. What statutory and regulatory guidelines regarding the development and implementation of PMS?
2. Do PMS have an effect on productivity of employees?
3. Are employees adequately trained on PMS?
4. Is PMS in the Office of the Premier achieving its objectives?
5. Do PMS motivate employees to perform more?
6. Do the PMS yield positive results in the Office of the Premier?
7. What are the principles and models of Performance management?
8. Does PMS in the Office of the Premier being implemented objectively
6. Aims and objectives
1. To explore the principles and models of Performance Management
2. To analyze the general perceptions of employees in the Office of the Premier about PMS
3. To analyze the statutory and regulatory guidelines pertaining to implementation of PMS
4. To determine general knowledge of employees in the Office of the Premier regarding PMS
5. To determine if employees are well trained about PMS
6. To identify challenges experienced by supervisors on the implementation of PMS
7. To come up with recommendations towards the effective implementation of the PMS
7. Research design and methodology
7.1. Research design
The researcher is going to use qualitative approach to conduct the study. Structured interviews are going to be conducted to gather information. A comparative will be followed.
7.2. Unit of analysis
Employees of the Office of the Premier at level 1 to 12 are going to participate in the study.
7.3. Identification of variables
Their answers to the questions to be asked will be used as variable when categorizing the answers into themes.
7.4. Sample and sample type
Two (2) participants per level from level 1 to 12 are going to be randomly selected with assistance from Human Resource Management section.
7.5. Data collection methods
The data for the study is going to be collected by means of structured interviews to avoid the issue of being biased when participants are asked different questions aimed at one research.
7.6. Data analysis
All data obtained from the interviews will be taken into consideration and a conclusion will be drawn based on that. The content analysis is going to be used to categorize answers to each question into relevant themes.
8. Ethical considerations/constraints
The responds of the participants will be kept confidential.
9. Overview of the chapter structure
This Essay is
a Student's Work
This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.Examples of our work
a. Chapter 1: Introduction
b. Chapter 2: Literature review
c. Chapter 3: Methodology
d. Chapter 4: Results
e. Chapter 5: Recommendations
10. Research time schedule
The researcher will interview one employee during lunch so the interviews are going to be conducted in 24 working days. The research will take three months to complete.
Food for 24 participants as the interviews will be conducted during lunch at R40 each
Typing services at R150 per day x 2
12. Preliminary list of reference/Bibliography
1. Curtis, D. 1999. Performance Management for Participatory Democracy: Thoughts on the Transformation process in South African Local Government. International Journal of Public Sector Management, 12(2): 260-272.
2. Dawson, C. 2007. A practical guide to Research methods. 3rd edition. UK: British Library.
3. De Vos, A.S., ed. 2005. Research at Grass roots for the social sciences and human service professionals. 3rd edition. Pretoria: Van Schaik.
4. Limpopo Provincial Government PMS Policy 2002
5. Public Service Regulation. 2001
6. Swanepoel, et al. 2001. South African Human Resource Management: Theory and Practice. 2nd edition. Cape Town: Zebra Publication
7. Welman, J.C., Kruger, S.J. & Mitchell, B. 2006. Research methodology. 3rd edition. Southern Africa: Oxford
8. Wilson, J.P. 1999. Human Resource Development: Learning & Training for Individuals & Organisations. 1st edition. London: Kogan Page.
Employee on salary level