1 AN EVALUATION OF PERFORMANCE MANAGEMENT IN THE PUBLIC SERVICE By MOSITADI BERTHA LETSOALO Submitted in fulfillment of the requirement for MASTERS DEGREE in HUMAN RESOURCE DEVELOPMENT AND TRAINING in the FACULTY OF HUMAN RESOURCE MANAGEMENT at the UNIVERSITY OF JOHANNESBURG Supervisor: Dr Mark Bussin September 2007
2 ii STATEMENT I certify that the dissertation submitted by me for the Masters Degree in Human Resource Development and Training at the University of Johannesburg, is my independent work and has not been submitted by me for a degree at another faculty or university.. Mositadi Bertha Letsoalo September 2007
3 iii ACKNOWLEDGEMENT The successful completion of this study depended on the great effort and assistance of many people who I wish to acknowledge. I wish to acknowledge the following people who contributed significantly to this study: To my supervisor Dr. Mark Bussin for his wisdom, intellectual guidance, patience and encouragement throughout the course of this research To Professor Ntwampe for his support and significant contribution to this study To Anneli of UJ Statkon, for making the data more meaningful To my mother and sisters for their unfailing support To Grace Moagi for her assistance To my family and friends for their understanding and patience To my colleagues for their significant contribution and participation in this research To God my Creator, for His inspiration and grace during this study.
4 iv DEDICATION This work is dedicated to my son Tumelo Letsoalo and my late father Gerald Diapo Letsoalo ( ) who always believed in me.
5 v ABSTRACT AN EVALUATION OF PERFORMANCE MANAGEMENT IN THE PUBLIC SERVICE by Mositadi Bertha Letsoalo SUPERVISOR : Dr Mark Bussin DEPARTMENT : Department of Human Resource Management University of Johannesburg DEGREE : M Phil DATE : September 2007 The aim of the study The aim of this study is to evaluate performance management in the public service particularly within the Gauteng Department of Health. The researcher also intends to discover the attitude of employees towards performance management systems. A triangulation approach involving qualitative and quantitative analysis was adopted to ensure the validity of the constructs. Literature review Through literature review, focus group interviews and questionnaires, the understanding of whether employees have been trained on the Performance Management and Development Systems and know the purpose of performance management, is established. It is also hoped that the findings of this study will be interesting and suggest future ideas of inquiry. A review of literature outlined the major components / elements of performance management which are significant to every organisation s service delivery.
6 vi The empirical study The study was split into two phases; namely: a qualitative and quantitative phase. A qualitative study was undertaken to explore, identify and discover the perception and attitudes towards a Performance Management and Development System (Phase 1). The outcome of the qualitative phase formed the basis of the questionnaire (Phase 2). Data from two health care institutions, Natalspruit Hospital and Tambo Memorial Hospital, was analysed and subjected to scrupulous statistical analysis. Sense was made of the data resulting in answers to the research questions. The findings of this study highlighted the significance of performance management and provided insight into the perceptions and components of performance management. The way in which performance management is implemented at Natalspruit Hospital and Tambo Memorial Hospital is known. The attitude and perception of employees towards the Performance Management and Development System is also known. The results show that performance management is not effective and not properly implemented in the two hospitals. A strong correlation was found between the way a performance management system is implemented, and the attitude of employees towards it. The hospital to which the employees belong to, their positions and their salary level also play a role. This suggests that the more performance management is properly and fairly implemented, the greater the impact on service delivery as the employees will have a positive attitude towards it. Recommendations, contributions and limitations of the study Recommendations are made regarding the procedural and effective implementation of a performance management system in the public service. The main contribution of the study is that it is now known that performance management is not procedurally implemented in the public service irrespective of the availability of the policies regulating a performance management system. However, there is a need for continuous monitoring and evaluation of the policies and systems that are in place. Limitations of
7 vii the study were identified and outlined. The main limitation was the number of participants in the study which does not allow the findings of this study to be generalized. Recommendations for future research are made.
8 viii TABLE OF CONTENTS Statement...ii Acknowledgement iii Dedication.iv Abstract..v Table of contents viii CHAPTER 1: INTRODUCTION 1.1 Introduction Background to the problem The South African Performance Management Dilemma Gauteng Provincial Government Performance Management Policy Problem definition The research question and hypothesis The objective of the study Motivation for the study Proposed value of the study Summary..12 CHAPTER 2: LITERATURE REVIEW 2.1 Introduction The importance of performance management Definitions of terms Performance management The elements performance management The perspectives on performance management Performance management subsystems.30
9 ix 2.8 Performance management as an ongoing process Performance management as s core business process The link of performance management to HRM Performance measurement Performance appraisal Approaches of performance appraisal Techniques for performance appraisal The appraisal process Sources of error in performance appraisal Performance Related Pay Improving the performance of poor performers Summary..57 CHAPTER 3: RESEARCH METHODOLOGY 3.1 Introduction Research design Research approach Unit of analysis Population and sampling Data gathering method Research process Statistical analysis Summary..67 CHAPTER 4: DATA ANALYSIS AND RESULTS 4.1 Introduction Organisation profiles Analysis of research propositions Summary..92
10 x CHAPTER 5: INTERPRETATION 5.1 Introduction Interpretation Summary CHAPTER 6: CONCLUSION AND RECOMMENDATIONS 6.1 Introduction Motivation for the study, aims and contributions Recommendations Proposed value of the research Limitations of this study Future research Conclusion
11 xi FIGURES Figure 1 The cyclic nature of a performance management process..34 Figure 2 The appraisal process 53 Figure 3 Summary of the frequencies..71 TABLES Table 1 Spangenberg s integrated model of performance management...29 Table 2 Characteristics of performance management and its HR functions...38 Table 3 Characteristic 2: Name of the hospital..69 Table 4 Characteristic 3: Rank / position.70 Table 5 Characteristic 4: Salary level..70 Table 6 Summary table of the frequencies. 71 Table 7 The employees knowledge of PMD..73 Table 8 Training element...74 Table 9 PMD as an HR process Table 10 PMD is a line managers responsibility...77 Table 11 Performance management should be done continuously 78 Table 12 Communication element 80 Table 13 Attitude of employees towards PMD...80 Table 14 Feedback element..81 Table 15 Purpose of PMD.83 Table 16 Reward element.. 84 Table 17 Implementation of PMD.85 Table 18 A need for training..86 Table 19 Favouritism..87 Table 20 Attitude of employees towards PMD... 90
12 xii List of references Appendix 1 Focus group / Qualitative study questionnaire Appendix 2 Main study questionnaire
13 1.1 Introduction CHAPTER 1 A convergence of economic and political forces is driving a systematic search for greater effectiveness, efficiency and accountability in both public and private sector (Kates, Marconi & Mannle, 2001). Virtually, every organisation has a performance management system that is expected to accomplish a number of important objectives with respect to human capital management (Lawler III, 2003). Performance management has long been considered significant for strategies of business firms (Nilsson & Kald, 2002). Even the Minister of Public Service and Administration, Geraldine Fraser-Moleketi and the Minister of Provincial and Local Government, Minister Sydney Mofamadi promised to strengthen local government by introducing a project to consolidate and improve performance management of municipal staff in various municipalities (Sunday Times, 2006). In the health care sector, Gauteng MEC Dr. Gwen Ramokgopa, when addressing the guests at the clinical audit seminar on the 28/02/2002, indicated that 69% of the complaints received in the health care sector are related to customer care aspect. Therefore, there is a need for improved quality care as it is a priority of the government. The Premier of Gauteng, Mbazima Shilowa also introduced the service excellence awards to help enhance performance by identifying and celebrating the best winning team that inspire others to perform better (www.gpg.gov.za). This study is contextualised in the Gauteng Department of Health particularly at Natalspruit Hospital (NSH) and Tambo Memorial Hospital (TMH) as public service health care institutions within the Republic of South Africa. The decision to research on performance management in the above mentioned health care institutions was practically and theoretically informed by the Gauteng Department of Health Strategic Plan which is guided by documents such as the Public Service Regulation of 2001 and the White Paper on the Transformation of the Public Service. 1
14 There is a need for managing performance in the public service in a consultative, supportive and non-discriminatory manner in order to enhance organisational efficiency and effectiveness, accountability and the achievement of results (Public Service Regulations, 2001). The Gauteng Department of Health considers performance management to be very significant for motivating its employees (Gauteng Department of Health Annual Report, 2003/2004). Becoming a leader in human resource management and development for health, is one of the Gauteng Department of Health s strategic objectives. In achieving the objective, the health care institutions should implement performance management and development systems effectively (Gauteng Provincial Government Strategic Objectives, 2004). Performance management in both the public and private sectors has been under the spotlight because it is important for the productivity of any organisation. The Gauteng Department of Health, like any other department has developed its own performance management and development system for managing and measuring performance of its employees. Gauteng is one of nine provinces in South Africa, which has 28 hospitals and two of which were chosen by the researcher to be under study. The two health care institutions, Natalspruit Hospital and Tambo Memorial Hospital, are situated at Ekurhuleni which is one of the areas of the Gauteng province. The purpose of this chapter is to outline the research problem of this study. It includes the outline of Gauteng Department of Health Performance Management and Development policy and the aim of this research. This chapter concludes with the significance, motivation and value of this study. 2
15 1.2 Background to the problem In the last fifteen years or so, performance management has been seen to occupy the minds of academics in an ever-increasing number of fields (Folan & Browne, 2005). It is estimated that between 1994 and 1996, about 3615 articles on performance measurement were published alongside the statistic that, in 1996 books on the subject of performance management appeared at a rate of one every week in the United States of America alone ( Neely, 1999). Performance culture dominated public service in Europe, New Zealand and Australia during the 1990s. By 1996 an increasing emphasis on performance management across Europe was identified, emanating from a study conducted on seven European countries. It was observed that there have been attempts to redirect managerial efforts from conformity to performance which necessitated changes in the way organisations have worked (Hood, 1991; Flynn & Strehl, 1996). Service delivery imperatives and the quest for improved public service led to the requirement that Departments in the national and provincial spheres of government had to have new performance and development systems (PMDS) in place by the 1 st April Another factor that impacted on performance management in the Public Service was the development of proposals for a new pay progression system (PPS), which was intended to be based on performance (Unpublished Report on PMDS, 2001). A performance management system was officially introduced in the Gauteng Department of Health as in other departments in April 2001 after a failure of Rank and Leg Promotion policy, which was characterised by a high degree of inconsistency, favouritism and dishonesty. A task team was appointed for implementation. The team embarked on a train-the-trainer project whereby all Gauteng Provincial Government Departments forwarded individuals for training and those individuals were expected to train the employees in return. The team formulated performance management and development policy and conducted surveys during the process of implementation. 3
16 Even though the PMD system is currently in use, there are still problems experienced in the health care institutions with regard to performance management whereby it is viewed as a once-off thing rather than a continuous process. It is also, according to Stenzel and Stenzel (2003), a sure-fire setup for magnificent failure, a certain waste of valuable resources and demoralises personnel. There have been vocal and written complaints as well as dissatisfaction from the employees regarding the performance management and development system within the Gauteng Department of Health. This is reflected in the Labour Relations grievance statistics compiled monthly from various institutions to the Gauteng Department of Health s Head Office. These statistics escalate towards the end of the financial year when some employees are about to receive performance bonuses (Unpublished Departmental Labour Relations reports, 2005). A well designed and well implemented performance management and development system increases the probability of retaining, motivating and promoting productive people. It helps an organisation to better define its priorities and allocate people and resources accordingly. It can improve performance, motivation and the delivery of services (Hale, 2004; Weiss & Hartle, 1997). It is hoped that this study will shed light on making organisations to take seriously the importance of effective performance management. In its worst form, performance appraisal can have the effect of demotivating employees and generally lowering the morale throughout the organisation. In the case of unprofessionally implemented performance appraisal, the effects could indeed include feelings of low self-esteem, disgruntlement, unfair treatment and victimisation. However, if appropriately designed and carefully implemented, performance appraisal schemes offer massive potential at both the organisational and individual level (Hale & Whitlam, 1999). 4
17 1.2.1 South African Performance Management Dilemma Despite the determination regarding performance management by various companies, a survey of nine leading South African organisations undertaken by the University of Stellenbosh Business School revealed a bleak picture of the way employee performance is managed and rewarded in South Africa (Joubert & Noah, 2000). The major problems identified during the survey included among others, the existence of a negative working culture and insufficient line management support for performance management. Lack of follow-up on performance reviews, overemphasis on the appraisal aspect at the expense of development, inadequate performance information and inadequately maintained objectivity have also been raised with regard to periodic and formal performance reviews. The study undertaken by Renton (2000) among South African companies revealed that more than 60% of the organisations interviewed did not have a formal performance management system. Despite the problems identified in various studies, the existence of a good performance review system is of great value to the organisation, the department and the individual (Grobler, Warnich, Carrel, Elbert & Hatfield, 2001) Gauteng Provincial Government (GPG) s Performance Management and Development Policy This policy was developed after benchmarking in other countries. It is a system that integrates valuable work already done with international best practice (Gauteng Provincial Government Performance Management and Development Policy, 2001). Most of the performance management systems developed in companies are a collection of best practices that have been grafted onto various performance measurement frameworks and are found to work anywhere between very well to very badly (Folan & Browne, 2005). 5
18 The Purpose of the policy The purpose of this policy is to provide a uniform performance management and development system for the Gauteng Provincial Government (GPG). It is also intended to ensure that employees are equipped with the required skills, knowledge and competencies needed to meet the ever-changing roles and tasks within an organisation. The policy also aims to ensure that performance is managed on a continuous and consistent basis in order to ensure that objectives are met by reviewing past performance, assessing current performance, setting performance objectives, improving current performance and assisting in career planning (GPG Performance Management and Development Policy, 2001) Principles of Performance Management and Development Policy The policy on Performance Management and Development (PMD) shall be directly linked to the organisation s strategic plans in the sense that it provides for the translation of the strategic plans into focus areas. The policy allows for organisational objectives to be cascaded and aligned throughout the organisation. The management of performance shall be the responsibility of every supervisor in a non-discriminatory manner. Personal development is an enabler and an integral part of the performance management process. Performance assessment should be objective and consistent. 6
19 Training for managers and officials shall be a prerequisite for the implementation of the policy. Performance management shall not be used as a tool to unfairly favour or prejudice any staff member. Every official shall be responsible for his / her own performance. Each supervisor shall strive to promote productivity, whilst at the same time providing his/her staff with the opportunity to experience job satisfaction. The policy shall be driven by both the Unions and the Employer. Performance standards are communicated to all stakeholders. The purpose of GPG Performance Management and Development Policy is clear. The principles of the policy indicated above cover the key elements of performance management. Therefore, if this policy can be procedurally implemented, performance of the employees will be effectively managed which will lead to its mission of excellent service delivery. 1.3 Problem definition The world is filled with unresolved problems and unanswered questions. Everywhere we look, we see things that make us wonder, speculate and also to ask questions. With questions, we strike the first spark that ignites and creates a chain of reactions that trigger the research process (Leady & Armrod, 2001). There have been negative media news reports on the radio and television about poor service delivery on various health care institutions in the television and newspaper articles. These reports including the 7
20 newspaper vacant posts advertisement in various health care institutions was meant for recruitment of various health care professionals, including the retired nurses (Sunday Times, 2005) raises questions such as; what is the cause of the Department s high staff turnover rate; why is it failing to attract and retain staff; how desperate is the department for professional nurses in such a way that it recruits the retired nurses? The questions raised also include whether or not policies and systems in place favourable to employees. It is due to the above that the researcher decided to conduct research on the evaluation of performance management in the public service, focusing on the health care institutions. It can also be speculated that the performance management system that is currently in use contributes to the high staff turnover rate, affects and influences the general employees performance as well as the quality of the service delivery. The researcher argues that employees should be trained in order for them to understand the process of performance management. This might change their attitude towards a performance management and development system. If they are trained, even the supervisors may be able to implement it procedurally, so that they will be able to contribute effectively towards the attainment of the department s strategic objectives. 1.4 The research question and hypothesis The research question that the study will attempt to answer will be: Whether employees are satisfied with the way a performance management and development system is implemented in the Public Sector? The hypothesis of this study is that the employees attitude to performance management depends on the way performance management is implemented per hospital, position and salary level. The hypothesis statements about the problem outlined above which this study will attempt to clarify are: 8
21 The attitude and assumptions held by managers and employees that performance management is a Human Resource Department s responsibility. The fact that performance management and development evaluation is done once a year. There is favouritism in the way in which managers evaluate the employees performance. The performance management and development system currently in use is implemented uniformly within the Gauteng Department of Health. It will therefore be interesting to discover how the performance management and development system is implemented within the Gauteng Department of Health, i.e. if there are differences in the way performance management is implemented between the two health care institutions, whether or not employees have been trained about the system and also to find out if the employees are happy with the way their performance is managed. The research question referred to above will be addressed through analysis of both primary and secondary data as well as through the use of focus group interviews and questionnaires. 1.5 Objective of the study Having outlined the background to the problem of performance management and among others the principles of performance management, it remains imperative to set out the objectives of this study. The objective of the research is to evaluate the 9
22 performance management and development system in the public service particularly within the Gauteng Department of Health. The researcher intends to achieve this objective by establishing the way in which the performance management and development system is implemented as well as the attitude of employees towards the system. The Gauteng Department of Health, as an entity of the public service, strives for excellent service delivery. It has been unable to neither attract and retain its staff especially the health care professionals (Gauteng Department of Health Annual Report, 2003/2004), nor keep up the morale of its employees probably because of lack of performance management which is perceived by some employees as a punitive measure. It is also not applied uniformly nor on a continuous basis. The system currently in place makes employees demoralised, demotivated, and thus, affects and influences the general performance and quality of service delivery. Hence, the researcher aims to bring up the following: - Firstly, the need to revisit the existing approach to service delivery and performance management which is more often than not viewed by managers as a once-off event rather than a joint effort by managers and employees, as well as an ongoing business process. - Secondly, the fact that there is no sense of ownership and accountability on the part of the manager as well as the employee because most of the managers perceive performance management as the Human Resource Department process, which requires them to fill out some forms and do paperwork. This becomes a problem at the end of the term where you may find that employees are not properly evaluated for incentives. - Thirdly, the researcher seeks to make a comparison on the implementation of the performance management and development system between the two targeted 10
23 health care institutions, i.e., Natalspruit Hospital and Tambo Memorial Hospital. - Finally, the existing perception of performance management by most managers makes it ineffective and at the same time, employees end up not realizing their individual contribution to the organisation s objectives. It is due to lack of an effective performance management system that the researcher intends to evaluate the impact of performance management on service delivery within the public service. 1.6 Motivation for the study The high staff turnover rate and bad publicity about mismanagement of hospitals created an impression that there is something wrong with regard to health care service delivery particularly performance management of employees. There is a need to know whether or not employees performance is properly managed; whether employees and managers have been trained on the performance management and development system; whether a policy on performance management exists; and if there are differences in the way performance management is implemented within the two health care institutions of the same province. 1.7 Proposed value of the study This study will be of great significance as it will outline the vitality of effective performance management within any organisation and not only the public sector. It is significant to note that organisations that lack a performance culture and a reliable system of managing performance often find it difficult to reward excellent performers accordingly. It is also important for the managers to differentiate the excellent performers from the non performers and reward them accordingly. Kaplan & Norton (1996) and Viedge & Conidaris (2000) indicated that what gets measured gets done and 11
24 if you can t measure it you can t manage it. Therefore, managers should give themselves time to evaluate employees performance continuously. This will assist managers to identify employees with lack of skills to be trained, developed and to reward them accordingly. Employees do not always perform the way the organisation wants them to, and telling them the truth about their ineffective performance is difficult and therefore avoided (Schuler, 1981). This study will enlighten managers about the importance of taking responsibility of managing performance of their employees for the achievement of the organisation s objectives. Through literature review, focus group interview and questionnaires, the understanding of whether employees have been trained on a performance management and development system or know the purpose of performance management is established. It is also hoped that the findings of this study will be interesting and suggest future ideas of inquiry. 1.8 Summary This chapter has covered the background to the problem which includes the South African performance management dilemma and a brief outline of the Gauteng Provincial Government s Performance Management and Development policy. It also depicted the problem statement, the research question and hypothesis followed by the objective and the proposed value of the study. The understanding of whether or not the two healthcare institutions implement performance management similarly or differently will enhance the significance of this study. The next chapter provides literature review to ascertain the current knowledge of the subject and to advance the research question. 12
25 CHAPTER 2: LITERATURE REVIEW 2.1 Introduction The previous chapter outlined the basis and objectives of the study. This chapter deals with literature review pertaining to the performance management and development systems. The review of literature begins with the importance of performance management and then followed by the definition of the terms performance management and performance appraisal. The perspectives of performance management are outlined followed by the steps of performance management process, performance measurement and performance appraisal. 2.2 The importance of performance management Whether it is known as performance management, performance measurement or performance appraisal, all of them are of enhancing performance of both the organisation and the individual. The present body of knowledge is widely diverse and needs to be continually developed into a cohesive body in order to be more effective. The reason for this wide diversity in the performance management and measurement literature must be examined further. As a discipline, performance measurement can be seen to be growing in depth as it has been over the last fifteen years (Folan & Browne, 2005; Marr & Schuima, 2003). Performance management supports the overall business goals by linking the work of every individual employee and the manager to the overall mission of his or her work unit. Thus, all employees play a key role in the success of their organisation. The way in which employee s performance is managed does not only affect the individual employee and his/her work unit, but it also affects the performance of the entire organisation. When employees are clear about what is expected of them and have the necessary 13
STLM Performance Management System Framework 1 STEVE TSHWETE LOCAL MUNICIPALITY PERFORMANCE MANAGEMENT SYSTEM FRAMEWORK 2015-16 REVIEW STLM Performance Management System Framework 2 Contents CHAPTER 1...
An evaluation of the effectiveness of performance management systems on service delivery in the Zimbabwean civil service ABSTRACT P. Zvavahera National University of Science and Technology, Zimbabwe This
Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges
International Journal of Scientific & Engineering Research, Volume 5, Issue 1, January-2014 1161 Performance appraisal System of cooperative banks in pune region: Its implication to employee s performance.
PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 1 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME INDEX Page Introduction 3 PPDP Cycle 4 Performance planning meeting 5 Performance planning
EFFECTIVE PERFORMANCE APPRAISALS When used correctly, the performance appraisal process is a useful technique to hold employees accountable for desired results, and aligning them with business strategy.
Performance Management Guide Civil Service Bureau 1999 Contents Introduction Objectives of A Performance Management System Features of A Good Staff Performance Management System Conclusion Sources of Advice
Table of contents Subject Page no. A: CHAPTERS Foreword 5 Section 1: Overview of the Handbook 6 Section 2: Quality Control and Quality Assurance 8 2. Quality, quality control and quality assurance 9 2.1
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
Total Quality Management for Improving Services of Information Technology Based Organizations: a case study Abstract This paper applies TQM theories to facilitate improving IT products/services. A TQMbusiness
PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ Authors: Workplace: Assoc. Prof. Jarmila Šalgovičová, PhD., Prof. Matej Bílý, DrSC.* Institute of
Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture 3 29 Safety Matters! A Guide to Health & Safety at Work Chapter outline Leadership and Organisational Safety
Mandatory Provident Fund Schemes Authority COMPLIANCE STANDARDS FOR MPF APPROVED TRUSTEES First Edition July 2005 Hong Kong Contents Glossary...2 Introduction to Standards...4 Interpretation Section...6
Guide to Effective Staff Performance Evaluations Compiled by Human Resources Siemens Hall, Room 211 The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership
Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the
Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and
Workforce Insights Employee Satisfaction Surveying Overview One significant factor in your call center s success is how happy and satisfied the employees are. Employee satisfaction has an extremely high
A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal Karen N. Caruso, Ph.D. What is Performance Calibration? Performance Calibration
Supervisors Guide to Induction and Onboarding Human Resources University of Southern Queensland Document title 1 Contents... 1 Welcome... 3 What is induction and onboarding?... 3 Induction... 3 Onboarding...
Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students
Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your
HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK July 2013 1 P age Contents Page 1.0 Definition 3 2.0 Context 3 3.0 Purpose and aim of the policy 4 4.0 Policy Statement 4 5.0 Framework for Performance Management
Performance Management Guide For Managers This guide applies to employees who are not covered by a collective bargaining agreement or for whom the agreement contains no provision regarding this subject.
The Balanced Scorecard Beyond Reports and Rankings More commonly used in the commercial sector, this approach to strategic assessment can be adapted to higher education. by Alice C. Stewart and Julie Carpenter-Hubin
Assessing Employee Satisfaction at the Zimbabwe Open University Daniel Ndudzo Zimbabwe Open University, Harare, Zimbabwe ABSTRACT This study assesses employee satisfaction at the Zimbabwe Open University.
A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall
Municipal Affairs Performance Appraisal of a Chief Administrative Officer Revised January 2014 Capacity Building, Municipal Services Branch Performance Appraisal of a Chief Administrative Officer Alberta
Performance planning: A guide for staff development and feedback Version: 2.1 Last Updated: April, 2015 Ryerson University Human Resources 0 Table of contents Performance planning: Staff development and
B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,
FACTORS THAT INFLUENCE JOB TURNOVER OF SOCIAL WORKERS IN THE DIRECTORATE OF DEVELOPMENTAL SOCIAL WELFARE SERVICES (DDSWS) IN NAMIBIA BY CECILIA MATHE MABENGANO SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS
Implementation of a Quality Management System for Aeronautical Information Services -1- Implementation of a Quality Management System for Aeronautical Information Services Chapter IV, Quality Management
Chapter 6: Conclusion 6.0 Concluding Remarks The findings in this research have showed that it is essential to have an effective performance appraisal system. The system should be free from bias so that
Mental Health Mental Retardation Authority of Harris County ENTERPRISE RISK MANAGEMENT A Framework For Assessing, Evaluating And Measuring Our Agency s Risk A Risk-Based Audit Strategy November 2006 Internal
PHSO Employee Survey Feedback & Planning Who are People Insight? We are a specialist consultancy in organisational development & employee engagement We run engagement surveys, develop insights and lead
Determination of Performance and Results in Human Resource Management (HRM) Dr. Shehu Salihu Muhammad African Training and Research Centre in Administration for Development (CAFRAD), Tangier, Morocco email@example.com
Workplace Productivity Snapshot 2 WORKPLACE PRODUCTIVITY SNAPSHOT How To Use This Tool This self-assessment productivity tool is designed for the owners and managers of small-to-medium businesses. It is
INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment
Performance Management Is performance management really necessary? What techniques are best to use? This e-book is a guide for employers to help them discover tips and methods of performance management,
INDIVIDUAL PERFORMANCE MANAGEMENT POLICY For Section 57 and Non-section 57 Senior Management of Ethekwini Municipality Performance Monitoring and Evaluation (PME) Office of the City Manager TABLE OF CONTENTS
QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING Recommendations Working Group PREFACE Vocational education and training (VET) and those responsible for providing it play more and
Administrative Instruction Date: To: From: 26 July 2011 All UNOPS Personnel Pierre Moreau-Peron, Director, HRPG J 1-r AI Reference: Subject: AUHRPG/2011/04 Performance Management and Appraisal for staff
GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for improving productivity and increasing
Quality Standard Customer Service Complaints Handling Version 1 Date:- 2 nd December 2010 Page 1 Contents INTRODUCTION 4 OVERVIEW OF THE COMPLAINTS STANDARD 5 FRAMEWORK 6 MANDATORY SECTIONS 7 SECTION 1
Performance Management Date: November 2012 SSBA Background Document Background 3 4 Governance in Saskatchewan Education System 5 Role of School Boards 6 Performance Management Performance Management Overview
DESIGNING A PERFORMANCE APPRAISAL SYSTEM THAT WORKS Clive W Pack Managing Principal Louis A Allen Associates (Aust) Pty Ltd. March 1990. INTRODUCTION: People are our most important asset. One of the best
Code of Good Practice for PhD candidates and Supervisors of TU Delft Graduate School 1. Introduction This Code of Good Practice serves as a practical guideline for PhD candidates as well as their supervisors
City of Johannesburg ANNEXURE 2 Group Performance Management Framework August 2009 Table of Contents 1 INTRODUCTION... 4 2 LEGISLATIVE FRAMEWORK... 6 3 GROUP PERFORMANCE MANAGEMENT FRAMEWORK OBJECTIVES...
THE REPUBLIC OF UGANDA DPP Staff Training and Development Policy 2014 TABLE OF CONTENTS 1.0 INTRODUCTION 3 1.1 Policy and Legal Framework 4 1.2 Principles/Guidelines of the Training and Staff Development
UNDERSTANDING THE WORK EXPERIENCES, COPING STRATEGIES AND ORGANISATIONAL RETENTION OF SOCIAL WORKERS IN GAUTENG IN-PATIENT SUBSTANCE ABUSE TREATMENT CLINICS Alexandrina Vermeulen A research report submitted
The High Performer Sales ManagerS AND THEIR Seven Characteristics accela.com.au 1 The High Performer Sales ManagerS AND THEIR Seven Characteristics What characteristics have high performing sales managers
ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management
PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) 1st February 2006 Version 1.0 1 P3M3 Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value
WEEK SIX Performance Management Performance Management: objective-setting and systematic performance review Monitoring Performance: control/monitoring systems, absence control and the design of disciplinary
MINISTRY OF HIGHER EDUCATION, OMAN COLLEGES OF APPLIED SCIENCES STRATEGIC PLAN-PHASE 2 2015-2019 Vision CAS aspires to gain national recognition as an applied sciences hub, providing practical and innovative
EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen
Performance Appraisal and it s Effectiveness in Modern Business Scenarios Punam Singh* *Assistant Professor, Department of Social Work, Sardar Patel University, Vallabh Vidhyanagar, Anand, Gujarat, INDIA.
Developing, Appraising, and Rewarding Employees 247 1. Identify and Describe the Stages in the Process for Developing Employees (text p. 380; ppt slides: 10.4 10.5) Developing Employees The development
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS Attachment 1 Position Title: Programs & Client Relations Manager Responsible to: Chief Executive Officer Responsibility: Programs Management and Client
HRM Human Resource Management Rapid Assessment Tool for Public- and Private-Sector Health Organizations A Guide for Strengthening HRM Systems All rights reserved. Management Sciences for Health Telephone:
Quality Assurance Initiatives in Literacy and Essential Skills: A Pan-Canadian Perspective Summary of Key Informant Interviews Final Report November 2014 Acknowledgments Thank you to the following organizations
Requirements for implementing a succession management system David Berke T here s not much information around on how to put effective succession management into practice. Which makes the following step-by-step
Oregon University System COMPLETING A PERFORMANCE APPRAISAL For Employees in Classified Information Technology Positions Represented by the Oregon Public Employees Union Instructions for Supervisors INTRODUCTION
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
Education Module for Health Record Practice Module 7 - Administration and Management of the Health Record Department The health record officer must meet the leadership challenge in his/her quest to develop
CORPORATE LEADERSHIP COUNCIL FACT BRIEF Establishing Accountability for Employee Survey Results February 2000 Table of Contents Research Methodology Background Information Report Missions and Imperatives
Alabama Standards for Instructional Leaders To realize the mission of enhancing school leadership among principals and administrators in Alabama resulting in improved academic achievement for all students,
About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the
THE IMPACT OF EMPLOYEE BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE September 2013-0 - Contents 1. Introduction 2. Business Strategy and its Execution 3. Organisational Culture - Employee Behaviour 4. The Challenges
THE LINK BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE MANAGEMENT PRACTICES: A CASE OF IT COMPANIES FROM ROMANIA Dobre Ovidiu-Iliuta The Bucharest University of Economic Studies (Institute of Doctoral
Involve - Human Resources Management This article will describe: What Human Resource Management (HRM) is Why HRM is so important to community and voluntary organisations What typical HRM processes consists
MOTIVATION: A CHALLENGE FOR OIL AND GAS COMPANIES AN OMANI CASE STUDY Mansoor Hamood Al-Harthy Petroleum and Chemical Engineering Department, Sultan Qaboos University, Oman P.O. Box 33, Al-Khod, P.C. 123,
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
CHAPTER 5 School Evaluation, Teacher Appraisal and Feedback and the Impact on Schools and Teachers 137 138 Highlights 139 Introduction 142 The nature and impact of school evaluations 149 Form of teacher
S e s s i o n 2 S t r a t e g i c M a n a g e m e n t 1 Session 2 1.4 Levels of Strategic Planning After you ve decided that strategic management is the right tool for your organization, clarifying what
Programme Syllabus for Master of Science in Management 120 higher education credits Second Cycle Established by the Faculty Board of the School of Business, Economics and Law, University of Gothenburg,
Employee Surveys: Four Do s and Don ts Alec Levenson Center for Effective Organizations University of Southern California 3415 S. Figueroa Street, DCC 200 Los Angeles, CA 90089 USA Phone: 1-213-740-9814