SETTING AND
MEASUREMENT OF
PERFORMANCE
STANDARDS AS A
CONTROL MEASURE IN
THE STRATEGIC
MANAGEMENT OF
ORGANISATIONS
BY
ABRAM OLEHILE MARUMO
TLALETSI
SETTING AND MEASUREMENT OF
PERFORMANCE STANDARDS ASA
CONTROL MEASURE IN THE
' STRATEGIC MANAGEMENT OF
ORGANISATIONS
BY
DISSERTATION (MAN 899):
PROMOTER
DA TE SUBMITTED
1998/1999/2000
Abram Olehile Mammo
Tlaletsi
Submitted in fulfilment of the
requirements for the degree of
Master of Commerce in the
Department of Management in
the Faculty of Commerce and
Administration at the
University ofNorth West.
Professor W.J.P. van Rensburg
January 200 I
ABSTRACT OF THE RESEARCH
This research meant to probe the possible role that could be played by
the setting and the measurement of per/ ormance standards in an
organisation.
1
The research focused on the North West Provincial Government
Departments in the Mafikeng area.
The objectives of the research was to determine the following;
whether there were any performance evaluation mechanisms m
place within the government departments,
whether such performance measurement systems, if there were
any , were properly implemented for attainment of positive
results, and
whether there was any resistance or negative attitude towards
such measures, if they existed.
The primary aim of this research was to establish whether the setting of
performance standards and the measurement thereof, as a control
measure, can play an important role in the Strategic Management of
government departments.
Briefly the findings and observations were the following;
Civil Servants were in support of the setting of
performance standards and the measuring of their
performance.
Civil Servants wanted their performance to be evaluated
regularly.
The Government has designed and implemented performance
enhancement tools such as;
The Performance Management System (PMS) ,
The Batho Pele - People First programme, and
The Civil Servants Code of Conduct.
The three programmes stated above were well received by the
civil servants.
The civil servants did agree that setting of performance standards
and the measurement of performance can play an important role
in eliminating the following ;
Budget deficits/overspending,
Misappropriation of funds,
Fraud and forgery and
Favouritism within the Provincial Government
Departments .
The following were recommendations to the government;
Heads of departments/sections should be charged with the
responsibility of being Real Change Leaders. They should create
a conducive climate for the effective implementation of
performance measurement systems such as the PMS.
Seniors should have more time to discuss issues pertaining to
performance with their subordinates.
Civil Servants' performance should be evaluated more frequently
than is the case at present and they should be provided with
performance feedback regularly.
The implementation of the Performance Management System
(PMS) as a pilot project, should be accelerated.
The Performance Management System, Batho Pele - People First
and the Civil Servants Code of Conduct could be packaged as one
for efficiency and effectiveness. The three should also be
appraised, after at least twelve months of implementation.
The government should also consider well thought out Performance
Incentive Schemes for all civil servants.
ACKNOWLEDGEMENT
I honestly feel very obliged to thank all the people who have contributed
directly as well as indirectly towards the completion of this research
study. Some have given me the much needed moral support whilst
others have furnished me with the relevant reading material and
technical advice.
The following people, amongst others, have gone an extra mile by being
available when I most needed them;
Ms. Anthea Vollmer
Ms. A vis Erenst
Ms. Sheila Roberts
Mr . Modise Sedupane
Dr. Tumie Thiba
(Absa Bank - typing)
(Absa Bank - typing)
(Absa Bank - typing)
(UNW- Statistics Advisor)
(UNW - Language Advisor)
There were civil servants who assisted me with the distribution and
collection of questionnaires. They were very helpful indeed. I also
wish to thank all the respondents who have made means of availing the
most needed data/responses .
Absa Bank (my employer) has allowed me to venture into this project.
My seniors and co-workers gave me the necessary support.
The encouragement, guidance and other support services rendered by
my promoter, Professor van Rens burg is invaluable. I extend a special
word of thanks to him.
My family has been very supportive through thick and thin. I thus
dedicate this study to my dear wife (Monica), my adorable lovely
daughters (Tshegofatso and Tshiamo), my parents and sisters and
brothers .
If God was not on my side, all the people I have mentioned would not
have managed to assist me accordingly. I would not have completed this
project. I thus feel obliged to thank Almighty God just like King David,
(Psalm 23).
DECLARATION
I, the undersigned, hereby certify that ;
(i) the dissertation for the degree of Master of Commerce at
the University of North West hereby submitted has not
previously been submitted by me for a degree at this or
any other university,
(ii) that it is my work in design and execution and that
(iii) all materials taken from other sources contained herein
have been duly acknowledged.
l NWU . , LIBRARY_
SIGNED:
10167145
CERTIFICATE OF ACCEPTANCE FOR EXAMINATION
This dissertation, entitled: SETTING AND MEASUREMENT OF
PERFORMANCE STANDARDS AS A CONTROL MEASURE IN
THE STRATEGIC MANAGEMENT OF ORGANISATIONS
written by Abram Olehile Marumo Tlaletsi 10167145 of the Department
of Management in the Faculty of Commerce and Administration 1s
hereby recommended for acceptance for examination.
Supervisor/Promoter
Department
School/Faculty
U niverstiy /Institute
TABLE OF CONTENTS
ITEM PAGE CONTENTS NO. NO.
·- .~~ ,, J.;\2 "'~ ' Kr~, ,,J;.1L. . .,.·,, ..
ONE ORIENTATION ·,, -~ •. -, ~· v",:\_ .; )1--:t, ,,_-:;·ifr . : ,,17· , -.: 1-25
1.1 Introduction 1
1.1.1 Provincial Five Year Plan 5
1.1.2 Enterprise Development for Growth and Equity Strategy (EDGE) 5
1.1.3 Growth, Employment and Redistribution Strategy (GEAR) 6
1.1.4 Reconstruction and Development Programme (RDP) 7
1.1.5 Peformance Improvement Policies 9
1.1.5.1 Public Service Delivery (PSD) 9
1.1.5.2 Performance Management System (PMS) 10
1.1.6 United States Agency for International Development (USAID) 10
1.1.7 Dealing with the Past 13
1.1.8 Dealing with the Present 14
1.1.9 Dealing with the Future 14
1.2 The Problem at Hand 16
1.3 Objective of the Research 18
1.4 The importance of the Research 19
1.5 Scope of the Research 20
1.5.1 National Government Representative/ Agent 20
1.5.2 Nature of the North West Province 20
1.5.3 Accessibility/Proximity 21
1.6 Plan of Study 22
1.6.1 Theoretical Foundation (Chapter 2) 22
1.6.2 Literature Study (Chapter 3) 23
1.6.3 Problem Definition and Formulation of Hypothesis (Chapter 4) 23
1.6.4 Research Design and Analysis (Chapter 5) 23
1.6.4.1 Data Collection ?" _.,
1.6.4.2 Population and sample for the research 24
1.6.5 Results Interpretation and Discussions (Chapter 6) 24
1.6.6 Conclusions, Implications and Recommendations (Chapter 7) 24
1.7 Concluding Comments 25
TWO THEORETICAL FOUNDATION ·)6-45
2.1 Introduction 26
2.2 Goal-Setting theory 27
2.3 Participative Management 31
2.3.1 Time 35
2.3.2 Job 35
2.3 .3 Culture/Climate 35
2.3.4 Fear 35
2.4 Management by Objectives (MBO) 36
2.4. l Vagueness of performance targets 37
2.4.2 Uncertainty in work planning 37
2.4.3 Resi stance to performance appraisal programmes 37
2.4.4 Unacceptabili ty of critiques 37
2.4.5 Subjectivity of measurement 37
2.5 Concluding Comments 45 '4 , • ·i,:., --·· :;_
THREE · LITERA. lJJRE S1:t]DY : 47-121 . ,,, ' ·"
3.1 Format of Discussion 47
3.2 Post Apartheid 48
3.3 Negative Outputs/Incidents 50
3.3.1 Newspaper Reports 51
3.3 .2 Performance Audit reports 67
3.3.2 . l North West Province 68
3.3.2.2 Free State Province 71
3.3.2.3 Gauteng Province 74
3.3.3 Commissions of Enquiry 77
3.4 Strategic Management 80
3.5 Setting Performance Standards 83
3.6 Measuring Performance 87
3.6. l Definition of Control/Control Measures 87
3.6.1.1 Types of Metrics 87
3.6.2 Performance Measurement Steps 89
3.6.3 Performance Measurement Tools 91
3.6.3.1 Job description/specification 91
3.6.3 .2 Key performance areas schedules/reports (KP A's) 92
3.6.3.3 Performance appraisal systems 92 ..,,
3.6.J.4 Observation reports 93
3.6.3 .5 Verbal performance reports 93
3.6.3 .6 Written performance reports 94
3.6.3.7 Performance meeting' s reports/minutes 94
3.6.3.8 Financial statements 94
3.6.3.9 Budget 95
3.6.3 .10 Productivity ratios 96
3.6.3 .11 Bank statements 96
3.6.3 .12 Sales schedules/reports 97
3.6.3.13 Production schedules/reports 97
3.6.3.14 Enquiry lists 97
3.6.3.15 Attendance registers 98
3.6.3.16 Benchmarking 99
3.6.3.17 Business/Strategic Plan 99
3.6.4 Performance Measurement Approaches 101
3.6.4.1 Top-down-cascading method 101
3.6.4.2 Bottom-up process 102
3.6.4.3 Combination of bottom-up and top-down 102
3.6.5 Comments 102
3.7 Control Measures 104
3.7.1 Definition of Control/Control Measures 104
3.7.2 Importance of Control Systems 105
3.7.3 Control Steps 105
3.7.3 .1 Establishment of standards 106
3.7.3.2 Measurement of performance 106
3.7.3.3 Comparison of performance against standards 106
3.7.3.4 Evaluation and Actioning 106
3.7.4 Principles of Effective Control 107
3.7.5 Forms of Control 108
3.7.5.1.1 Pre I iminary /S teering/F eedforward Control 108
3.7.5.1.2 Screening/Concurrent/Yes- o Control 108 \
3.5.7.1.3 Postaction Control 109
3.7.5.1.4 Multiple Control Systems 109
3.7.5.2 Organisational Control 109
3.7.5.2.1 Bureaucratic Control 109
3.7.5.2.2 Clan Control 109
3.7.5.3 Strategic Control 109
3.7.6 Control Tools 110
3.7.7 Resistance to Control 110
3.7.8 Overcoming Resistance to Control 110
3.7.9 Comments 11 1
3.8 Current Government's Efforts 111
3.8.1 Code of Conduct 116
3.8.2 Batho Pele - People First 117
3.8.3 Performance Management Systems (PMS) 120
3.9 Concluding Comments 121 ., ,,
PROBLEM DEFINITION AND FORMULATION OF , . :~~ :Jf; ., ;_,:
FOUR .. HYPOTHESIS
~ ~· .. 123-130 I c
_,., \,~- " ''\ ,< ., - ,. -- '
4.1 Introduction 123
4.2 Problem Definition 123
4.2.1 Primary Problem 124
4.2.2 Secondary Problems 124
4.2.3 Notable Factors 125
4.2 .3.1 The role of setting performance standards vis-a-vis the role of
125 measuring performance
4.2.3.2 Organisational climate and culture 126
4.2.3.3 Employer/Employee relationship 127
4.3 Formulation of Hypothesis 128
4.3 .1 Primary Hypothesis 128
4.3.2 Secondary Hypotheses 129
4.4 Concluding Comments 130
FIVE · RESEARCH DESIGN AND ANALYSIS '. 131-160
5.1 Introduction 131 . \
5.2 Type of Research 131
5.3 Population 132
5.4 Sampling Techniques 132
5.4.1 Sampling size 133
5.5 Data Collection Method/Instrument 133
5.5. l Questionnaire Structure 1-35
5.5.1.1 Profile (Section One) 135
5.5.1.2 Questions (Section Two) 135
5.5.1 .3 Comments/Remarks (Section Three) 136
5.6 Statistical Analysis 136
5.6. l Statistical Test Method 137
5.6.2 Analysis of Data 137
5. 7 Concluding Comments 159
SIX ;
I .,_ ' >·.' .-J • t• '
JIBSl[L-i:,S JNTE~!IB'{ A 'IJQN_ AND DtSCUSSIONS . . .
" )161-182
6.1 Profile of Respondents 161
6.1.1 Age Category 161
6.1.2 Academic Qualifications 162
6.1.3 Current Job Level/Rank 162
6.1.4 Gender 162
6.1.5 Marital Status 163
6.1.6 Length of Service 163
6.2 Responses to the Topic Questions 164
6.3 Cross Tabulations 173
6.4 Hypothesis Testing 177
6.5 Respondents' Comments/Remarks 178
6.5.1 Analysis of Comments/Remarks 178
6.5.1.1 General Comments 178
6.5.1.2 Threats 179
6.5 .1.3 Requirements 180
6.5.1.4 Advantages - 180
6.6 Concluding Comments 181 .,_·\; ' .,, , .. . :;~~:::t:CAt;:~t,i:: . ',
·1si-201 'SEVEN ., ,•, .:_-\~}· l,_f'<
.:;.~ •· ' .. " i ., ~ '\'i ·,, ':l , "
, y )''. ' ,
7.1 Introduction 183
7.2 Conclusions 184
7.3 Implications and Observations 186
7.4 Recommendations 188
7.4.1 Provincial Government 188
7.4.1.1 PMS Acceleration 188 -7.4.1.2 PMS to Batlio Pele & Code of Conduct - One Package 189
7.4.1.3 Senior/s-Subordinate/s Meetings 192
7.4.1.4 Departmental and Sectional Heads as Leaders of Change 192
7.4.1.4.1 Unfreezing stage/Pradigm shift 193
7.4.1.4.2 Implementing change stage/Conducive Climate 194
7.4.1.4.3 Re-freezing/Mind reset 194
7.4.1.5 Departmental/Sectional Climate Study 195
7.4.1.6 Departmental/Sectional A wards 196
7.4.1.7 General 197
7.4.2 Further Research 198
7.5 Concluding Remarks 199
INDEX OF TABLES
TABLE CONTENT/S PAGE
NO. NO.
5.1 Profile of respondents (Age, gender, marital status and length 138 of service)
5.2 Profile of respondents (Job rank and qualifications) 139
5.3 Questionnaire Responses (Question 1 to Question 5) 140
5.4 Questionnaire Responses (Question 6 to Question 10) 141
5.5 Questionnaire Responses (Question 11 to Question 15) 142
5.6 Questionnaire Responses (Question 16 to Question 17a - 17g) 143
5.7 Questionnaire Responses (Question 18 to Question 20) 144
5.8 Chi-squared Tests - Summary Report 158
5.9 Three-In-One-Bullet Concept 190
INDEX OF FIGURE/GRAPHS
FIGURE CONTENT/S PAGE
NO. NO.
5.1 Question 2 and Question 3 - Relationship 147
5.2 Question 2 and Question 4 - Relationship 148
5.3 Question 2 and Question 16 - Relationship 149
5.4 Question 2, Question 18 and Question 20 - Relationship 150
5.5 Question 3 and Question 4 - Relationship 151
5.6 Question 3 and Question 17(a) - Relationship 152
5.7 Question 3 and Question 17 ( c) - Relationship 153
5.8 Question 3 and Question 17 ( d) - Relationship 154
. 5.9 Question 3 and Question 17 (g) - Relationship 155
5 .10 Question 3 and Question 18 - Relationship 156
5.11 Question 17 (Yes Responses) - Relationship 157
5 .12 Question 20 and Question 18 - Relationship 158
5 .13 Question 20 and Question 19 - Relationship 159
APPENDICES
ITEM PAGE NO.
REFERENCES Al-A6
QUESTIONNAIRE'S COVERING LETTER A7
QUESTIONNAIRE (SAMPLE) A8-A13 \
RESPONDENTS' COMMENTS/REMARKS Al4-A32
Page I
CHAPTER ONE
1. ORIENTATION
1.1 INTRODUCTION
Chapter One n ri t~nt ~ I inn
South Africa has undergone a period of change and transformation
during the past few years . This period has commenced prior to 1994
when preparations were in place to make the situation conducive for the
first ever all race elections held on 27th April 1994.
As an organisation, the South African government also recognises the
notion that: "Tomorrow's organisation will be different from today's . In
a world of global competitiveness and technological innovation,
organisations are re-engineering , restructuring and flattening the
hierarchy to meet market pressures." (Harvey and Brown, 1996:
p432).
What Harvey and Brown emphasise, is the need to prepare one's
organisation for the ever increasing challenges in the global economic
climate . The South African government has to be prepared to absorb the
current economic pressure, locally and internationally.
Transformation and change revolve around;
taking stock of an organisation's past performance,
re-evaluating the past and current performance,
re-assessing the current needs,
re-defining the aims and objectives,
Chapter One nri, .. nt~tinn
re-setting performance standards,
re-measuring the preset performance standards, and most
importantly,
making an organisation more effective and more efficient.
Page 2
Re-engineering of organisations is thus essential as it aims at attaining
the possible maximum output at the lowest possible input. Maintenance
of the traditional methods is ignored and put aside if it does not bring
about the ever increasing returns on exerted efforts. Enhancement of the
bottom-line is the main point of focus.
The South African government as a fairly new organisation, has then
realised the need for re-engineering, hence transformation and change at
every level and sector of the government.
It is important for organisations to change through re-engineering. Van
der Heever and Coetzee ( 1998) state that
"Organisational effectiveness of South African businesses will
become increasingly more important due to entry into
global markets and increased competition from new local
and foreign entrants . Productivity levels in South African
businesses are lower than that of other developing
countries. Efforts to improve organisational effectiveness
become questionable if it is unclear what is meant by
organisational effectiveness, how it should be measured,
over what time dimension the assessment should be done
and which effectiveness criteria to employ ."
Chapter One ()ri,,nl~tinn
Page 3
In order for a conclusion to be drawn and be stated that the South
African government is now effective, there should be observable or
tangible results .
There should be an understanding on what is meant by effectiveness.
There should also be tools or measuring devices and methods to measure
effectiveness, such as;
enhanced efficiency,
attained goals as well as
stability and growth in the country.
It is a common tendency for political parties to promise people positive
returns when they take over a government. Effective governance is one
of the common promises made during election campaigns. It is a wish of
most citizens to have an ever-growing economic condition in a country.
In South Africa, the post-apartheid government, black dominated as
opposed to the previous government which was white dominated, also
had to come up with strategic changes for it to be in a position to deliver
the promises made during the election campaign period .
In order to implement strategic changes, there was a need for a complete
overhauling, especially in the following important areas;
Politically:
Black South Africans had no voting rights. They had no say in
the running of government. A new constitution then afforded
every citizen a right to cast a vote.
Chapter One Ori,·nl~linn
Page 4
Socially:
There were laws that prohibited the free movement of people of
all racial groups . Such laws, in particular the Group Areas Act,
had to be scrapped. Movement of people, especially Africans
had to be free and unlimited.
Economically:
Economic opportunities such as access to loans from financial
institutions which were once available for the privileged few in
certain sectors of the South African Economy (big businesses),
were now made available to everyone irrespective of race, colour
or religion.
Real change should be geared at bringing in government improvement,
efficiency, effectiveness and sustainability. Such a change could bring a
better life and satisfaction to a large extent, to the previously
disadvantaged citizens of a changing country . South Africa is not an
exception to such a situation. As a result the National as well as the
Provincial government had to draw workable Strategic Plans for the
effective management of the country.
when stating that; "In South Africa, the new government has since 1994
taken significant steps towards good governance and towards
formulating and implementing good economic policies." (North
West Province Development Strategy for the Small , Medium
and Micro Enterprise Sector, 1998: p 11).
This has brought about strategic concepts and plans such as the
following;
Chapter One Orientation
Page 5
1.1.1 Provincial Five Year Plan
The North West Provincial Government realised the need to
charter the path for the economic development of the province .
The contribution of the Small Medium and Micro Enterprises
(SMME's) was seen as vital for the attainment of economic
growth.
Representatives from various institutions that provide services to
the SMME' s were brought together to compile a strategy that
would enhance growth in the various sectors of business over a
five year period. The main objective of such a strategy was to
bring about effectiveness. The strategy was designed m a
format that would make the attainment of the intended goals
possible. The plan is focused on the;
SMME's background and plan process,
SMME's strategy review,
SMME's values and motivation,
Delivery framework, and
Programmes.
The National Government with the same intentions , introduced
economic policies and programmes such as the following;
1.1.2 Enterprise Development for Growth and Equity Strategy
(EDGE)
This programme is an initiative of a government aided institution ,
the National Small Business Council (NSBC). The role of
the Council was basically to provide the South African
businesses with some means and ways of identifying performance
Chapter One Orientation
Page 6
gaps in the business market. Further, the idea of the programme
was to inculcate a culture of entrepreneurship amongst the
unemployed, youth, women and the physically challenged
citizens of South Africa.
The NSBC developed what was considered as practical and easy
to use Development Tools. These tools, as prepared by Simon
White of Southern African IDEAS for NSBC are the following;
An introduction to the local economic development,
How to mobilise communities for local development
Strategic planning for local economic development
How to consult small business in communities
A survey form for small business in communities
Possible roles of chambers of commerce and small
business membership organisations in small business
development
Strategies for promoting the involvement of young people
in local economic development
Designing a local business development strategy
Starting points for local government in the promotion of
local economic development and
Creating and sustaining partnerships and collaborative
action
1.1.3 Growth, Employment and Redistribution Strategy (GEAR)
This strategy was formulated after realising a need for
effectiveness within South African institutions, specifically
government departments and the parastatal bodies. The strategy
was aimed at formulating effective programmes and policies that
Chapter One Orientation
Page 7
would enhance GROWTH in the economic performance,
availability of EMPLOYMENT opportunities AND the ultimate
equal REDISTRIBUTION of wealth, hence the acronym GEAR.
Implied in this strategy is the fact that there is a need for
sustained economic growth in South Africa. It is further stated
that TRANSFORMATION is a prerequisite for the attainment of
sustained growth.
Through GEAR it was envisaged that the following goals would
be attained;
rebuilt and structured economy,
effective and fast growing economy,
redistributed income and opportunities especially for the
poorest of the poor,
reserved unemployment crisis,
stable, confident and profitable surge in private
investment,
restructured and effective public sector,
relaxed and more stable exchange controls,
flexible and reliable labour market,
overhauled tax structures and the
effective promotion of Small, Medium and Micro
Enterprises (SMME' s).
1.1.4 Reconstruction and Development Programme (RDP)
According to this policy framework: "Six basic principles, linked
together, make up the political and economic philosophy that
Chapter One Orientati on
Page 8
underlies the whole concept of RDP. This is an innovative and
bold philosophy based on a few simple but powerful ideas,
namely;
An integrated and sustainable programme
. .. The RDP brings together strategies to harness all our
resources in a coherent and purposeful effort that can be
sustained into the future. These strategies will be
implemented at national , provincial and local levels by
government, parastatals and organisations within civil
society working within the framework of the RDP.
This programme is essentially centred on;
A people-driven process ,
Peace and security for all and
Nation-building .
. . . Nation-building requires us to;
Link reconstruction and development.
... This is a contrast to a commonly held view that growth
and development, or growth and redistribution are
processes that contradict each other. Growth - the
measurable increase in the output of the modern industrial
economy - is commonly seen as the priority that must
precede development. Development is portrayed as a
marginal effort of redistribution to areas of urban and rural
poverty .
Chapter One Orientation
Page 9
... , where that growth occurs, how sustainable it is, how it
is distributed , the degree to which it contributes to building
long-term productive capacity and human resource
development, and what impact it has on the environment,
are the crucial questions when considering reconstruction
and development. 11 (RDP document).
1.1.5 Performance Improvement Policies
The other policies that were introduced by the government to
improve performance of the civil servants included amongst
others;
1.1.5.1 Public Service Delivery (PSD)
The rationale for transformation of the Public
Service was based on the value of being responsive
to the client or customer needs and striving for
efficiency as well as effectiveness. The former
member of the North West Provincial Executive
Council, Mr. Satish Roopa stated in his opening
address of the Province's Prioritisation Workshop
II on 22 January 1997, that 11 ••• when we focus on
transformation and service delivery, it is necessary
to look at the objectives in the policy framework
eg. customer care, needs based services, speed of
service delivery, transparency and access to
information, value for money, quality of product
and the change in focus to people who need the
service".
Chapter One Oril!ntation
1.1.s.2
Page 10
The overall objective in this project, Public Service
Delivery, was echoed in the motto "BATHO
PELE" meaning "PEOPLE FIRST".
Performance Management System (PMS)
According to the North West Provincial
Government's Annual Report for the 1996/7 fiscal
year;
"A Performance Management System (PMS) was
put into place. In order to ensure effective
administrative transformation, it was important to
have internal and external monitoring and
evaluation mechanisms in place. This system was
not intended to replace or down grade the present
personnel evaluation system, but rather as an
extension of the present one. The objective of this
system was to improve service delivery, to link
strategic and operational objectives, to improve the
development and utilisation of public servants and
to solve performance problems before they become
disciplinary problems ."
1.1.6 United States Agency for International Development (USAID)
Other foreign countries like the United States also contributed by
having strategic programmes in place for the enhancement of
economic effectiveness and stability in South Africa.
The United States Agency for International Development
(USAID) stated that:
Chapter One Orientation
"The USAID programme in South Africa has changed
significantly since the 1994 election and the inauguration
of the Government of South Africa. Programme areas now
include:
ECONOMIC DEVELOPMENT:
Page 11
Expanded support for local research on economic policy
issues;
intensified support for disadvantaged business
organisations trying to influence the regulatory
environment;
work with the new Government on the enabling
environment for micro , small and medium enterprises;
and work with the National Ministry of Housing and
several provinces on maximising the role of the private
sector in increasing access to capital for provision of
housing on urban services.
DEMOCRACY /GOVERNANCE:
Post-elections party training;
training for legislators;
a new administration of justice programme with the
Ministry of Justice;
increased emphasis on violence prevention;
and a public administration/governance programme
(focused on the 9 new provinces) .. .
Chapter One Orientation
Since the advent of the new Government, USAID has
worked to ensure that our assistance is fully supportive of
the new South Africa. Based on:
extensive dialogue with the Government of South
Africa at various levels,
extensive co-ordination with other international
donors in various fora, and careful joint review and
assessment of our past assistance activities with the
non-governmental organisations and private sector
entities,
we believe that the overall goal of the USAID programme
over the next ten years should be sustainable
transformation.
Sustainable transformation means:
Assisting South Africa through the point where
democracy is sufficiently consolidated ,
basic systems and policies for social service
delivery are in place,
process of institutional change and the development
of management and technical capacity are far
enough along so that there is confidence that South
Africa's majority population is on a course to
sustainable political, economic, and social
development.
Chapter One Orientation
Page 13
Programme strategic principles that will guide
development and implementation of the future USAID
assistance include:
participation,
sustainability,
appropriate linkages with USAID's regional and
global initiatives, and
measuring for results.
We have applied and will continue to apply various
mechanisms to ensure that participation is broad .. and
effective. This will ensure that our programme contributes
to sustaining the transformation and development process."
(USAID Manual, 1997: pl, p2).
All strategic plans, whether political or economic were and
are still aiming at addressing the challenges facing
post-apartheid South Africa. These plans include:
1.1. 7 Dealing with the Past
South Africa has inherited problems of the past as well as
all the positive results that were achieved in terms of
resources:
Raw materials such as gold, coal and platinum,
Human resources comprised of South African
intelligentsia, skilled labour and
Capital resources such as the strategic
infrastructure.
Chapter One Ori cc: ntation
Page 14
The Government had and still has to rectify the wrongs of
the past and reinforce the positives for sustainability
attainment.
1.1.8 Dealing with the Present
This refers to the problem of having to keep pace with the
present political, social and economic pressures locally,
provincially, nationally and internationally. The plans
drawn prior, during and after 1994 have to be
implemented. They are expected to bring about
effectiveness. They are also expected to sustain pressure
such as resistance to and rejection of positive changes.
1.1.9 Dealing with the Future
Every country has a dream of having its Balance of Trade
being as more favourable as possible whilst there is
significant development in the country . South Africa is
facing a serious problem of effective global
competitiveness now as well as to sustain growth in the
future.
The Premier of the North West Province, Popo Molete
stated that: "Much practical work still needs to be done to
overcome the critical challenges of inadequate basic
service delivery, unemployment, gender inequality,
poverty and illiteracy. The particular magnitude of these
problems, which derives from decades of social injustice
and economic mismanagement, requires that we harness
all available talents and energy to create new wealth for
redistribution through employment, infrastructure
Chapter One Orientati on
Page 15
provision and service delivery." (North West Province
1996/7 Annual Report, 1997: p2) .
The effective Strategic Management in every South
African organisation (Government and Private Sector) is
thus very crucial for the economic development of this
country as implied by Molefe. What is then required from
every Strategic Plan will include amongst others;
Proper Planning,
Relevant Formula,
Effective Implementation of the formulated plan as
well as
Evaluation and control of the implemented plan .
What has been broadly discussed thus far is the current
economic challenges that face post-apartheid South Africa.
The need for economic competitiveness has been
highlighted. The efforts already made by the South
African government, the introduction of policies and
strategies has also been discussed.
For the purpose of this study, it is then necessary to focus
on the problem at hand that emanates from the discussion
on strategic plans, policies and programmes compiled by
the government for enhancement of effectiveness.
Page 16
1.2 PROBLEM OBJECTIVES
Chapter One Orientati on
The strategic plans which were compiled prior, during and after 1994,
are presumably at the implementation and evaluation stages. It can then
be assumed that there are some Management Control Systems which
have been put into place to curb problems of the past and to bring about
effectiveness in government and private organisations .
It is however very disturbing to read almost daily in newspapers about
the negative performance output within the government and other private
organisations, such as ;
Fraud and Forgery ,
Theft/Robberies/Burglaries ,
Bribery,
Maladministration,
Misappropriation of funds,
Budget deficits (over spending),
Nepotism (Job reservations-favouritism),
Sexual harassment,
Resistance to change, and
Prejudice against others.
The former North West Province's Director-General , Mr. Job Mokgoro,
stated that: "A key element of any administration 's effectiveness is in its
stewardship of public funds , especially in a climate where reports of
corruption and mismanagement are uppermost in the public's mind."
Some of the factors that could contribute towards negative performance
output could be;
Chapter One Orientati on
Page 17
Implementation time (too soon and too short) ,
Lack of education and/or training of implementing personnel ,
Lack of proper supervision,
Lack of consultation before implementation,
Resistance to change,
Inappropriate performance control measures,
Unsustainable performance control measures, and
Setting of irrelevant performance standards.
Whatever argument one can bring forth, the fact of the matter is that,
South Africa seems not to have found the solution of improving the .
current performance levels. The current situation is having a direct
impact on the country's efficiency , effectiveness , and the ability to
sustain such efficiency and effectiveness in the long run.
The problems that need to be clarified are amongst others;
Does the Government set performance standards for all the public
servants?
Is the performance output ever measured?
If performance standards are set and output is measured, is this
having a positive impact on efficiency and effectiveness to
eliminate negative performance output?
It is then imperative to embark upon an initiative which will attend to the
stated problems.
Page 18
1.3 OBJECTIVE OF THE RESEARCH
Chapter One Orientation
The primary aim of this research is to determine whether the setting and
the measurement of performance standards do or do not have an impact
as a control measure in the strategic management of organisations .
A special focus is on the government as a model for organisations.
It was the intention of this research to determine whether the negative
performance output such as fraud, maladministration, misappropriation
of funds and nepotism can be eliminated or not. The research strived to
determine the impact of setting and measuring the performance standards
in an endeavour to uproot such negative performance output.
The study also strived to determine whether there;
were performance measurement systems m place within the
government departments,
was necessary consultation pnor, during and after the
implementation of such systems,
were deviations prior or during the implementation stage,
was any resistance prior, during and after the implementation,
were any positive or negative factors which could be identified
from such systems and
if there were any, such will be highlighted as an area , of
improvement and for further research. 1 NWUR-V \ LIBRA -
In conclusion, the research attempted to come up with recommendations
on how to increase performance output within government departments .
Page 19
1.4 THE IMPORTANCE OF THE RESEARCH
Chapter One Orientation
This research is important, especially to the North West Provincial
Government as it will;
affirm or negate the existence of Performance Management_
Systems within the Provincial Government Departments,
shed some light on how the existing Performance Management
Systems were implemented within the various government
departments,
highlight some of the pros and cons of such systems and then
suggest ways of re-enforcing the positive aspects whilst
modifying the grey areas thereof. Identification and formulation
of possible alternatives will be an added advantage from this
research,
basically serve as an evaluation of the existing Performance
Management Systems which are probably in place,
determine whether the setting and measurement of performance
standards do or do not have an impact in the enhancement of
efficiency and effectiveness within the Government departments
and it will lastly
bring forth the most up to date opinion of some civil servants
with regard to the effect of the present performance control
systems within their departments. It will determine whether there
is resistance against such systems or not.
Page 20
1.5 SCOPE OF THE RESEARCH
Chapter One Ori.:ntntion
This research focused on the North West Provincial Government
Departments because of the following reasons:
1.5 .1 National Government Representative/ Agent
Every Provincial Government is there to implement what the
National Government has come up with in terms of the governing
constitution. Provincial Governments do not have absolute power
to go against the directives of the National Government.
Deviations and variances amongst the Provincial Governments
are thus not significant enough to have a major bearing on the
results of this particular research.
1.5.2 Nature of the North West Province
The North West Province can be regarded as one of the provinces
that are most representative of the current government 's situation,
because the province has inherited most of the previous
government's problems like the;
Take-over of the erstwhile Bophuthatswana Government,
Take-over of the Transvaal and part of the Cape Provincial
Governments , and by
Housing the main base of the white right wing movement,
the Afrikaanse Weerstandsbeweging , (AWB) .
The aforementioned comments were stated m the Provincial
Government 1996/7 Annual Report as well as the Five Year
Strategy Plan. The reports stated that:
Chapter One Orientation
Page 21
"The new provincial administration inherited 3 separate
government administrations, 26 parastatals and a bloated
bureaucracy of about 70 000 people. Inappropriate and
insufficient local government structures in the past led to skewed
local economic development. Most notably we saw the new
provincial administration take form out of the components of the
erstwhile Bophuthatswana, Transvaal and Cape administration, as
well as a number of parastatals gel into a unified whole with
common purpose and strategies. It was no secret that among the
difficult situations the North West Provincial Administration
inherited from the former Bophuthatswana Government and the
Transvaal Provincial Administration, were their different and
incompatible budgeting systems."
This province is diverse and a focal point in having to change the
past situation for the effective and efficient management of the
current government. It also makes the study interesting.
1.5 .3 Accessibility /Proximity
Almost all head offices of various departments are centralised in
Mafikeng. It is a distance which is within easy reach and cost
effective for the researcher. This proximity eased the task of data
collection.
Within the government departments , the focus was mainly on the
Finance and Human Resources sections. The reason for such
a focus was because finance and human resources sections are
most likely to be target areas for fraud, misappropriation of funds
and nepotism.
Page 22
The department or sectional heads of the following Government
Departments were approached:
Premier's department,
Office of the Public Service Commission,
Public Works, Roads , Transport and Civil Aviation,
Education, Arts, Culture , Sports and Recreation,
Finance,
Health and Social Development Welfare,
Safety and Security ,
Economic Development and Tourism,
Local Government, Housing, Planning and Development,
as well as
Agriculture and Environmental Affairs.
Junior staff members were also approached to obtain the other
perspective. The research would not be complete if only senior
officials were approached, as the focus would have been on one
side of the coin.
1.6 PLAN OF STUDY
Chapter One Orientation
A plan of study is vital in order for the research to meet its objective.
The current study is based on the following scheme:
1.6.1 Theoretical Foundation (Chapter 2)
The research commences with a discussion on generally accepted
theories or thoughts which are linked to the present study. The
theories analysed are those that are focused on the setting of
Chapter One Orientation
Page 23
performance standards and the measuring of performance in the
Strategic Management field of study .
The purpose of this initial phase is to highlight the fact that the
research was based on theories which are accepted in the field of
Management studies.
1.6.2 Literature Review (Chapter 3)
The following areas are emphasised in the literature study;
Evaluation and control,
Strategic Management,
Performance Management Systems,
Implementation of Control Measures,
Mismanagement in organisations, and the
Issues that are related to scandals in Private Organisations
and Governments.
1.6.3 Problem Definition and Formulation of Hypothesis
(Chapter 4)
At this stage, vital information has been acquired to put the
research in a better position to realise what the most possible
problem could be. The perceived problem is then analysed in
order to be defined. The definition of the problem is followed by
the formulation of the hypothesis.
1.6.4 Research Design and Analysis (Chapter 5)
This section deals with the following aspects ;
1.6.4.1 Data collection
The type of data collected .
The source of such data.
Chapter One Orientation
1.6.4.2
1.6.4.3
The data collection procedure.
The construction of data collection tool
(questionnaire).
Data collection time frame.
Population and sample for the research
Page 24
the population from which the sample was
taken .
The administration of the data collection process
the techniques employed in the collection of
data.
1.6.5 Results, Interpretation and Discussions (Chapter 6)
The collected and analysed data is interpreted in this chapter.
The interpretation leads to a discussion of matters which have
been deduced from the analysed data.
Issues such as the limitations of the research and the validity of
the collected data is discussed. This discussion highlights other
issues which could be further researched to shed more light on
this subject matter .
1.6.6 Conclusion, Implications and Recommendations (Chapter 7)
The interpretation of the results and the discussion leads to the
formulation of the research conclusion.
The conclusion is based purely on the data collected, analysed,
interpreted and discussed.
Page 25
The recommendations which are based on the findings of the
research will be tabled for consideration by the government or
any other user of this study.
1. 7 CONCLUDING COM1\1ENTS
Chapter One Orientation
This chapter has briefly highlighted the challenges that are facing the
public as well as the private sector organisations in South Africa.
Globilisation is necessitating transformation and change through
re-engineering. Efficiency and effectiveness is the desired goal.
It has also been indicated that the negative performance output po·se a
threat for the attainment of efficiency and effectiveness.
The ensuing chapters will endeavour to determine whether the setting as
well as the measurement of performance standards could have an impact
in overcoming such a threat or not.
The importance of this research can thus not be further over-emphasised.
Page 26
CHAPTER TWO
2. THEORETICAL FOUNDATION
2.1 INTRODUCTION
The objective of this chapter is to explain how this research topic is
linked to some of the management theories. It is important to base a
study on a particular theory, for as Griffin (1993 : p30) observes;
" theory is simply a conceptual framework for organising knowledge
and providing a blueprint for action. Management theories, used to build
organisations and guide them toward their goals, are grounded in
l. ,,
rea zty ...
This research is focused on the setting of performance standards and the
measurement of that performance as a control measure to bring about
effectiveness and better results in an organisation. Theories and thoughts
which are closely related to such an endeavour, are amongst others:
- Goal-setting,
- Participative Management and
- Management by Objectives (MBO).
The study is anchored on these theories because of their essence and
how they relate to one another. They also complement one another.
This relationship is explained as follows:
Chapter Two Theoretical Foundation
2.2 GOAL-SETTING THEORY
There is a direct relationship between the setting of goals and the
setting of performance standards. Goals are usually set to have
focus of what needs to be achieved in an organisation.
Performance standards are also set to indicate what is to be
achieved over a period of time. The attainment of the set
standards will lead to the desired results which will eventually
translate into individual's or organisational goal attainment. It is
difficult to separate goals and standards when the focus is on
increased productivity. Hersey, et al, (1996: p38) state that;
"Goals, standards and feedback are intertwined. Feedback is
particularly important when we consider real goals - goals that are
accepted by employees as meaningful and worthwhile. "
The authors further define goals and standards to differentiate and
clarify the two as follows;
"Goals
... a different state of affairs that the individual (or organisation)
actively seeks to achieve ... "
"Standards
Standards are important because they tell when the goal was
accomplished. Without standards, it is anyone's opinion whether
the goal was reached. The standard answers the question, When
do I know that I am successful?" (Hersey, et al, 1996: pp385- 386).
Chapter Two Theoretica l Foundation
Page 27
The aim of every established organisation is to attain maximum
positive returns. The returns could be financial or non-financial
in nature.
Financial returns are normally profits or surplus derived from the
efforts of effective utilisation of funds ( capital). They are usually
termed return on investment (ROI).
Non-financial returns could include a successful development
effort. An example is a situation whereby a group of people are
subjected to a training programme on how to start and run a
business. A positive return on such an endeavour could then be a
successful start and effective running of viable as well as
sustainable business by the trained group. The return will not
necessarily be a financial gain for the trainer. If an organisation
was tasked to design and implement an effective training
programme, the outcome of such a programme will be an
achievement for that organisation. This will then be a positive
return on exerted efforts.
Organisations set goals to charter path for the attainment of
positive returns. Standards are set as a means of keeping the
organisation's goals aligned.
Standards will include, inter alia;
what tasks should be done,
Chapter Two Theoretical Foundation
when should the tasks be done, and
how will the tasks be done.
Page 28
When there are no goals and relevant standards, organisations are
most likely to fail because there will be no direction. Employees
will not be motivated to perform to their utmost as whatever they
achieve will be without a base for comparison. They are not
likely to believe that a particular performance will lead to a
particular outcome/reward.
Goals and standards have a common purpose of chartering a
specific path since they align the efforts of performers. They
complement each other hence Hersey, et al (1996) observed that
they are intertwined.
The element of mutual agreement between an employer/manager
and an employee is highlighted as an integral part of goals and
standards setting. An organisation will not be properly on cause
if the set goals and standards are not acceptable to employees.
The non-acceptance obviates the absence of mutual agreement.
The definition and explanation of goals and standards lay a
foundation for an easy understanding of Goal-Setting theory.
Griffin (1993: p381) states that;
"Goal-setting suggests that a manager and subordinate together
set goals for the subordinate on a regular basis .
... Goal-setting theory helps the manager tailor rewards to
individual needs, clarify expectancies, maintain equity and provide
reinforcement on a systematic basis."
This theory holds that for an organisation to achieve the desired
improved results/performance, it is vital that goals are set. The
Chapter Two Theoretical Foundation
Page 29
suggested effective method is to have the involvement of the
concerned subordinates. Such an involvement will bring a sense
of ownership and responsibility as opposed to a situation whereby
goals are set by the senior alone and pushed down the throats of
subordinates as a "do or else" or "it's good for him/her". The other
important factor which is highlighted in this theory is providing
the subordinates with feedback on a regular basis .
Goal-Setting theory has however its shortcomings as it might be
hampered by factors such as;
Chapter Two Th~nr,-•ti r~ I J:'n11nn ~ tinn
Goals set might be irrelevant, inappropriate or ambiguous
in some instances.
The related rewards might also not be satisfactory, proper
or appropriate.
The organisational climate and/or culture might not be
conducive for implementation.
Employees might not like the process, especially
incompetent ones and might resist this change as they may
perceive it as a policing method. This will lead them to
non-compliance by refusing to set the goals.
Lack of relevant resources might also work against the
positive intentions of this theory.
Page 30
Such constraints should not be overlooked for this theory to be
effective. The following, amongst others, should be in place;
Clear, purposeful and challenging goals,
Effective communication channels,
Periodic review of goals and
Proper rewards.
Another theory that has the similar bases and intentions like
Goal-setting is Participative Management. The similarities in
these two theories are explained in the ensuing discussion.
2.3 PARTICIPATIVE MANAGEMENT
Chapter Two
What flows from goal-setting theory is the thought that the
involvement of the subordinates in arriving at a final decision on
setting goals is vital for the desired effective and increased
performance.
The suggested process is also in line with the Japanese'
management model whereby managers and subordinates work
together as partners. There is participation of two parties in
decision-making and thus the manager as well as the subordinates
are owners of the responsibilities related to organisational
effectiveness. Implied in this approach is that "it takes two to
tango".
Participative Management has been described and explained by
Kreitner and Kinicki (1992: p570) as "the process whereby
employees play a direct role in:
setting goals,
Page 31
making decisions,
solving problems and
making changes in the organisation.
Without question, participative management entails much more
than simply asking employees for their ideas or opinions"
The making of changes in an organisation is in most cases aimed
at solving problems. The problems to be solved could be related
to decision making that is aimed at attaining the best possible
results. This can also ensure that an organisation is well
positioned for globalisation.
Globalisation has increased the pace for effective competition.
Every organisation has a desire to outcompete direct competitors.
As a result of this competition there is a dire need for creativity
and innovation for an organisation to be at the peak of an industry
it operates in. This has made the workplace to be diverse,
complex and dynamic. Employees also have diverse
backgrounds as a result of:
upbringing (family),
customs and culture (society),
education and experience (work exposure) and
skills relating to
analytic skills,
diagnostic skills,
technical as we II as
human relations skills.
It is a wish of every employer to maintain harmony in a
workplace. Most employees spend eight or twelve hours a day at
Chapter Two ThPnrPti~!ll J:'n11nri ntinn
Page 32
I
Chapter Two
a workplace. Since that constitutes almost half of a day, there is
a need for harmony in order for employees to be more focused
and effective . The job itself has to be challenging, interesting and
meaningful for employees to be kept inspired during that eight to
twelve hours shift each day.
When employees with diverse background interact on daily basis
with an aim of attaining a common goal harmoniously, the
following ingredients , amongst others , are necessary;
Acceptance and understanding ,
interdependence and trust as well as
effective communication and respect.
When an employer/manager and employees interact to set
goals , make decisions, solve problems and make changes in an
organisation, it is most likely that misunderstandings and
disagreements might occur.
Participative Management, if effectively implemented could be
one of the solutions of creating a conducive family environment
in a workplace by minimising conflict. This theory has the
required ingredients to bring harmony in a workplace. It can also
provide intrinsic rewards for employees. However, effective
communication is regarded as vital for effective implementation
of the theory.
Employees' contributions and mutual agreement are regarded as
very important. Participative Management caters for three basic
employee's needs, being;
autonomy,
T h P n rP t ir-.:1 1 bn11n~ ~1t inn
Page 33
meaningful work and
interpersonal contact.
Implied in this theory is the notion that an employee will be
motivated to perform. The assumption drawn, from this notion is
that an employee will believe that a particular agreed
performance will lead to a particular agreed outcome/result
(rewards).
Participative Management creates a platform for cross-pollination
of ideas. The employer/manager does not know everything at all
times about the employee's job and needs. An employee might
be more knowledgeable about the finer details of the job than the
employer . Those details might also be more crucial for the
effective setting of goals and standards. Sharing of ideas and
experiences is then necessary for updating purposes.
Hersey, et al, (1996: p151) also paints a positive picture of this
thought by stating that;
"One of the ways in which effective leaders bridge the gap between
the individual's and the organisation's goals is by creating a
loyalty to themselves among their followers .. . In an organisational
setting, it is urged that the criteria for an individual's or a group's
performance should be mutually decided in advance."
It should however be noted that, even though this thought has
been widely accepted, there are some constraints associated with
the actual implementation thereof. Such constraints as
highlighted by different authors, might include, inter alia the
following factors ;
Chapter Two Thr-•nrt-- t i,·:. 1 F n11nrin t inn
Page 34
2.3.1 Time
There might not be sufficient time for full participation by
managers and employees.
2.3.2 Job
The type of job might be such that the employee has to do
everything by himself or herself as the organisation is only
concerned with results and not how such results are
attained .
A typical example is that of consultants or representatives
who are paid commission, based on output. Everything is
predetermined and there is very limited time for reviews .
I NWU·
Page 35
2.3.3 Culture/Climate
.... . , '-IBRARY_
Chapter Two
The organisational culture or climate might also not be
conducive to implement such a concept effectively. The
top-down approach ('It's best for them') might be the most
preferred rather than bottom up approach.
2.3.4 Fear
Superiors might feel threatened by the process. Those who
prefer 'do or else' might not prefer to give employees a
platform to share information.
These few and other constraints clearly indicate that this thought
will not necessarily be effective for all organisations at all times.
•rL - - - - • !-- 1 r. ... . . -..J ,.. ,- : .,.. ....
The third related theory, for the purpose of this research, is
Management by Objectives (MBO). The following discussion
focuses on the relatedness , relevance and importance with regard
to the present study. It is explained as follows;
2.4 MANAGEMENT BY OBJECTIVES (MBO)
Chapter Two
This theory is the reinforcement of the two theories discussed m
the previous discussion on Goal-Setting and Participative
Management. The emphasis in MBO is also on involving the
subordinates in setting goals which are well articulated and not
difficult to attain. Management also works closely with
employees .
A period of evaluation is put to place to assess the situation and to
implement adjustments or corrective measures where necessary.
It is thus important to note that the elements of Goal-setting and
Participative Management are built into this theory.
Hersey, et al, (1996: p158) define Management by Objectives
(MBO) as "a process whereby the senior and the junior managers
of an enterprise jointly identify its common goals, define each
individual's major areas of responsibility in terms of results
expected ... and use these measures as guides for operating the unit
and assessing the contribution of each of its members."
Uris (1986: pp134-135) explains that this concept (MBO) was
well received by many organisations as it endeavours to highlight
the following as appropriate for solving conflict at the work
place:
Page 36
2.4.1 Vagueness of performance targets
MBO would help the employee and his boss discuss and
agree on specific goals together.
2.4.2 Uncertainty in work planning
With goals clearly set the subordinate and boss could lay
out appropriate work procedures.
2.4.3 Resistance to performance appraisal programmes
It was thought that MBO, by permitting employees to set
their own goals , would then provide an acceptable basis
for performance measurement. Also, judgements were
often by self-appraisal .
2.4.4 Unacceptability of critiques
In the traditional appraisal interview, the approach usually
stressed errors and weaknesses. In the MBO context, the
boss was seen as a helper or co-worker rather than as a
judge.
2.4.5 Subjectivity of measurement
Chapter Two T h t3-nrP ti r~ I J:'n11nrt~ tin n
Assessments of performance traditionally were subjective,
consisting of the boss' opinion, with which a low-rated
subordinate often disagreed. MBO emphasises performance
rather than personality or other peripheral factors, and also
emphasises future action rather than part behaviour."
Page 37
Chapter Two
MBO is regarded as a system which can change the mind-set and
attitude of the employees as well as the employers. It is seen as a
method which can bring about harmony in a workplace. Uris
(1986: p135) further states that for such harmony to be achieved,
the following simple steps should be followed;
Explanation of the MEO concept to the subordinate
At work session in which subordinate and boss develop
realistic objectives
Agreement on the means by which the goals will be
achieved, set forth in relatively specific plans
At the end of a subgoal period (monthly, quarterly, etc),
actual results are compared to expected results
Achievement is noted, and plans are reviewed and adjusted
if necessary to assure satisfactory performance for the next
. d ,, perw ....
The author concludes his opinion by stating that "MEO, when
faithfully followed, is thorough, specific, focused, realistic and
flexible. If conditions change, objectives and methods must change
accordingly. "
It can be deduced from the explanation and definition given
hereabove that Management By Objectives can be used as a
Control tool or Measure to bring about effectiveness in an
organisation.
T h .. ,nrpti ,~~ 1 J:'n11n rl o;l ti n n
Page 38
Ordiorne (1979: pp21-28), states that MBO will bring the
following ten elements of Management style for the eighties at
organisations;
Old shoe will be in,
Management will be more systematic,
Managers will be more developmental centred,
There will be an increase in situational management,
Management by commitment will increase,
There will be a rapid spread of achievement motivation,
There will be more and better uses of group management
processes,
There will be more due process in personnel decisions,
There will be more management by information and
The physical aspect of the workplace will change.
Griffin (1993: p167) aligns himself with Ordiorne 's thought by
stating that "the purpose of MBO is to give subordinates a voice in
the goal-setting and planning processes and to clarify for them
exactly what they are expected to accomplish in a given time span.
MBO is concerned with goal setting and planning for individual
managers and their units or work groups."
The benefits that could also be derived from proper
implementation of Management by Objectives according to
Koontz and O'Donnell (1996: pp172-173) are;
Chapter Two Theoretical Foundation
Page 39
Better Managing
Actionable objectives cannot be established without planning,
and results-orientated planning is the only kind that makes sense.
It forces managers to think of planning for results, rather than
merely planning activities or work. To assure that objectives are
realistic, it also requires managers to think of the way they will
accomplish given results, the organisation and personnel they will
need to do it, and the resources and assistance they will require.
Also, there is no better incentive for control and no better way to
know the standard for control than a set of clear goals.
Clarifies Organisation
Another major benefit of managing by objectives is that it tends to
force clarification of organisational roles and structures. To the
extent possible, key result areas should be translated into
positions that carry responsibility for goal accomplishment.
Companies that have effectively embarked on these programs
have often discovered organisational deficiencies. The most
common is finding that results accomplishment requires giving
major consideration to the first principle of delegation of
authority - delegation by results expected.
Elicits Commitment
One of the great advantages of managing by objectives is that it
elicits commitment for pe,formance. No longer are people just
doing work, following instructions, and waiting for guidance and
decisions; they are now individuals with clearly defined purposes.
They also have had a part in actually setting their objectives, they
have had an opportunity to put their ideas into planning
Chapter Two Thr-n rPti,,!1 I J:'n11nri:1tin n
Page 40
programs, they understand their area of discretion - their
authority - and they have, it is hoped, been able to get positive
help from their superiors to assure that they can accomplish their
goals.
These are the elements that make for a feeling of commitment.
People become willing and enthusiastic masters of their own fate.
Helps Develop Effective Controls
In the same way that managing by objectives sparks more
effective planning, it also aids in developing effective controls.
Control, it will be recalled, is measuring activities and taking
action to correct deviations.from plans in order to assure desired
accomplishment. ... , one of the major problems is knowing what to
watch. A clear set of verifiable goals is the best guide to knowing.
MBO as a thought or theory is also likely to fail in certain
situations. Such situations may include instances such as when;
the implementation was not properly executed,
Management and/or employees do not support the concept,
there is lack of communication,
there is lack of proper training and
there is no follow-up and feedback as well as periodic
review of the set goals and standards.
Koontz and O'Donnell (1976: ppl 73-175) summarise the
shortcomings of MBO as follows;
Chapter Two Theoretical Foundation
Page 41
"With all its advantages, a system of managing by objectives has
a number of weaknesses and shortcomings. Some are found in
the system. Others are due to shortcomings in applying it.
Failure to Teach the Philosophy
As simple as managing by objectives may seem, there is much to
be understood and appreciated by managers who would put it
into practice. This requires patient explanation of the entire
program, what it is, how it works, why it is being done, what
part it will play in appraising managerial peiformance, and
above all, how participants can benefit.
Failure to Give Goal Setters Guidance
Managing by objectives, like any other kind of planning, cannot
work if those who are expected to set goals are not given needed
guidelines. Managers must know what corporate goals are and
how their activity fits in with them. If corporate goals are vague,
unreal, or inconsistent, it is virtually impossible for managers to
tune in on them.
They also need planning premises and a knowledge of controlling
enterprise policies. People must have some assumptions as to the
future, some understanding of enterprise policies affecting their
area of operation, and an awareness of the nature of objectives
and programs with which their goals interlock in order to plan
effectively. Failure to fill these needs can result in a fatal vacuum
in planning.
Chapter Two Theoretical Foundati on
Page 42
Goals Are Difficult to Set
It should not be overlooked that truly verifiable goals are difficult
to set, particularly if they are to have the right degree of 'stretch'
or 'pull', quarter in and quarter out, year in and year out.
This may not be much more difficult than any kind of effective
planning although it will probably take more study and work to
establish verifiable objectives that are formidable but attainable
than to develop most plans, most of which tend only to lay out
work to be done.
Goals Tend to Be Short-Run
In almost all systems of operating under management by
objectives, goals are set for the short term, seldom for more than
a year, and often for a quarter or less. There is clearly the
danger of emphasising the short run, perhaps at the expense of
the longer range.
This means, of course, that superiors must always assure
themselves that current objectives, like any other short-run plan,
are designed to serve longer-range goals.
The Dangers of Inflexibility
As has happened with other types of plans, and budgets
particularly, managers often hesitate to change objectives during
a period of time, normally a year.
While goals may cease to be meaningful if they are changed too
often and do not represent a well-thought-out and well-planned
Chapter Two Thr,orPtit'n l Frninrlntion
Page 43
result, it is nonetheless foolish to expect a manager to strive for a
goal that has been made obsolete by revised corporate objectives,
changed premises, or modified policies.
Other Dangers
There are many other dangers and difficulties in managing by
objectives. In the desire for verifiability people may overuse
quantitative goals and attempt to force numbers in areas where
they are not applicable, or downgrade important qualitative
goals.
Sometimes managers fail to use objectives as a constructive force
with the ample participation and needed assistance of the
superior. There is also the danger of forgetting that there is more
to managing than goal setting.
But with all the difficulties and dangers of managing by objectives,
the fact is that this system emphasises in practice the setting of
goals as the logic of planning and managing has long recognised it
should be. "
The above constraints and many more could render the system
ineffective in certain instances.
Hersey (1996: p159) concludes this thought by stating that;
"The smooth .functioning of this system is an agreement between a
manager and an employee about the employee's own or group
performance goals during a stated time period ...
Chapter Two Theoretical Foundation
Page 44
Many companies have found MEO to be a useful adjunct to
achieving corporate effectiveness, but years of use have
highlighted some of its shortcomings.
Employees may react to the implementation of an MBO
programme with distrust and scepticism; they may question why
managers are interested in their input after years of giving orders."
2.5 CONCLUDING COM1\1ENTS
The rationale behind the three different, but related, theories has
brought the following important factors forth;
Setting goals and standards in advance ,
Page 45
Involving subordinates,
Periodic review of goals and standards ,
Communicating effectively, l
NWU· ., .. LIBRARY
Measuring performance,
Management/Employee commitment and relationship,
Evaluation and control of performance,
Mutual agreement and the
Advantages and disadvantages of setting goals, involving
employees and managing by objectives or contracts.
All the above factors can be deduced from the preceding
discussions. They also indicate the link between the three
intertwined theories discussed hereabove and the topic under
research.
The preceding discussion highlights the much desired positive
aspects as well as the shortcomings of the three theories. The
Chapter Two Theoretical Foundati on
shortcomings can be experienced if proper steps and procedures
are not followed during the planning and implementation stages.
All the ideas, thoughts and arguments raised in this chapter will
keep on surfacing during the discussion of the different phases
of this research.
The relevance of the theories discussed can thus not be
over-emphasised. They lead us to a discussion of the relevant
literature topics. The review of literature in this study focuses on
topics that highlight either the positive or negative side of the
problem on the present research. The problem under research was
briefly discussed under "THE PROBLEM AT HAND" in Chapter
One.
Chapter Two Theoretical Foundation
Page 46
CHAPTER THREE
3. LITERATURE REVIEW
The aim of this chapter is to explore literature which is relevant to
the study. This discussion will explain concepts and clarify aspects
that were researched . It will also pave way for the succeeding
discussion on the identification of the problem as well as the
formulation of the hypothesis .
In order to achieve the above, the topic under research has to be
analysed by means of various literature studies. The discussion
will be structured as follows for alignment purposes:
3.1 FORMAT OF DISCUSSION
Cha per Three Literature Study
The following will be the structure and issues to be discussed
in order to be well focused:
Post Apartheid
A brief background on the post apartheid era in South
Africa .
Negative Outputs/Incidents
A discussion of scandals such as fraud, mismanagement
as well as commissions of enquiry.
Page 47
Strategic Management
The nature and importance of Strategic Management in
organisations.
Setting of standards
The requirements, timing, pros and cons thereof.
Measuring Performance
The methods, types, steps and purpose thereof.
Control Measures
A description, implementation, pros and cons
associated with such.
Government Initiatives
The response of government to mentioned negative
output/incidents and programmes introduced as a
response and remedy.
Concluding Comments
Closing comments focus on what would have been
highlighted by various authors and reporters.
3.2 POST APARTHEID ERA
Cha per Three Literature Study
The present study focused on the current South African
situation. It is an era wherein the entire South Africa is
undergoing a process of transformation. There is a
simultaneous need for South Africa's economic performance
Page 48
Cha per Three Literature Study
improvement. This will require discipline and compliance to
the set rules and standards. Negative deviations will bring
about retrogression and failure.
Mallaby (1992: p 171,p 189) summarises the situation by
stating that;
"Africa's poverty, and the limits that it sets to cross-border
investment, remind South Africans how far they can fall ...
It was impossible to disentangle South Africa's troubles; and
yet one challenge did stick out. South Africa simply had to
conquer the culture of ungovernability, ...
Ungovernability poisoned the country's efforts to rebuild itself
more than any of the other interlocking problems.
Ungovernability deterred foreign investment, .. .
Ungovernability cuts across politics and the economy; it
affects almost all the issues that will determine the success or
failure of the post-apartheid state. "
Mallaby also highlights the need for efficiency and
effectiveness which will bear fruits of the much desired
positive performance .
The post apartheid era, subjected to transformation and
change, also poses as a great challenge to the government.
There are some indicators of deviations from the set
procedures. Such negative deviations have brought about
undesired negative output to some government institutions .
Page 49
3.3 NEGATIVE OUTPUTS/INCIDENTS
Chaper Three Literature Study
It was hardly two years after the current government had
taken over from the previous government, when the
Auditor-General slammed the government departments on the
lack of control.
The Citizen newspaper of Thursday February 15 1996, reports
the following about Auditor-General's report;
"The Auditor-General has criticized the management of a
number of government institutions for the lack of consistency
and control of the resources at their disposal. In the latest
Performance Audit Report, tabled in Parliament yesterday,
Auditor-General Henri Kluever said adequate management
measures for the planning, budgeting, authorisation, control,
procurement and utilisation of resource had not been applied
consistently at government institutions.
(This impacts negatively on service delivery and value for
money received by the taxpayer,) he said in the report. Mr.
Kluever highlighted the lack of control over the management
of value added tax debits at the Johannesburg office of the
Finance Department, as well as serious deficiencies in the
preventive measures taken by the departments of Transport
and Mineral and Energy Affairs.
The Performance Audit investigated-on behalf of Parliament -
whether taxpayers' funds controlled by government
Page 50
Chaper Three Literatu re Study
departments were utilised economically, efficiently and
effectively between July 1 1994 to June 30 1995.
The report covered 18 performance audits at 11 state
departments, five statutory bodies and two former own affairs
administrations. The Auditor-General said while the audits
were conducted according to a structured approach at all
government institutions, the report could only focus on a
segment of an institution and address the more important
problems".
A series of other articles on alleged corruption in one form or
the other, as a result of lack of adequate control measures ,
also appeared in print media after the departments were
slammed in the Auditor-General's.
3.3.1 Newspaper Reports
Newspapers reported the following anomalies within
the various government institutions;
"MILLIONS LOST IN PENSION SCAM
Northern Province has more than 94 000 ghost
pensioners who have been regularly drawing on the
state coffers for the past few years.
The fraudulent practice, confirmed by the
provincial government at the weekend, cost the
taxpayer more than R44.5 million a month.
Page 51
Cha per Three Literature Studv
... the department had found gross irregularities in the
social payment system. Some of the anomalies found
were that some of the beneficiaries did not qualify for
the grants as they were under age while others were
found to be non-South African citizens ...
Although the removal of the irregular pensioners will
save millions of rands, the projected overspending in
the welfare department in the province stands at a
staggering R313 million " (Sowetan-Morning Final ,
Monday January 26 1998 : p 1) .
"MASSIVE FRAUD IN NORTH WEST
A high-powered team of forensic auditors is
investigating allegations of fraudulent use of state funds
in the North West's government department of sports,
arts and culture . ..
Some of the money allegedly misused is said to have
been claimed as expenses for the Bophuthatswana
Professional Soccer League (Bopsol), which folded in
1995 .. .
Contained in the long list of claims under investigation,
and confirmed to Sowetan by a source close to the
inquiry, are allegations that;
Government order forms were used to purchase
private goods ...
At least 15 percent of revenue raised by Odi
Stadium in Mabopane, North West, in 1996 and
1997 can apparently not be accounted for .
. . . It is believed that the gate-takings was a very
Page 52
Cha per Three Literature Study
huge amount . . ..
- Inflated claims for services rendered by a
catering company in Mafikeng ...
Kwamongwe confirmed that the audit into the
department's financial records had been prompted by
widespread allegations of corruption and misuse of
state funds .
. . . others explained that the forensic audit
was a routine exercise in all government departments
whenever financial records failed to reconcile."
(Sowetan-Morning Final, Monday February 2 1998:
pl).
"NORTH WEST FRAUD: 20 SUSPENDED
The North West has suspended 20 employees in seven
departments for allegedly defrauding the provincial
government of more than R38 million ...
Hardest hit department is the department of education -
to which arts, culture and sports used to belong until
June last year. It has lost R30 million meant for
textbooks .
. . . the anti-corruption drive initiative was an attempt by
the premier to ensure clean, accountable and sound
performance in the province.
The government will continue with its general
investigation into various departments and deem it
necessary and appropriate for the public to know the
findings of the drive to uproot corruption, nepotism and
Page 53
Chaper Three Literature Studv
financial irregularities, ... " (Sowetan-Morning Final ,
Tuesday February 3 1998 : pl).
"R74-M TEXTBOOK SCAM REVEALED
Supplies of school textbooks to the North West
education department received payments totalling R74
million from the beleaguered department without proof
of delivery . . .
Controls, procedures and practices in both the
procurement and payment cycle at both the
education department and the Tender Board
were inadequate.
This, . .. , had resulted in the funds of the province being
put at improper risk of unauthorised expenditure,
wastage, over-expenditure and losses through fraud and
uncontrolled expenditure." (Sowetan-Morning Final ,
Wednesday February 11 1998 : pl).
"PROVINCE MAY REMAIN IN CRISIS, DESPITE
HANDOUT-GOVERNMENT LIFELINE MAY BE
INSUFFICIENT TO SA VE EASTERN CAPE
... , Finance Minister, Trevor Manuel offered a Rl,5
billion bail-out to provinces with irredeemable
problems. But his offer is accompanied by stringent
conditions including rationalisation of departments,
retrenchments, strict control of new appointments and
improved revenue control. . ..
The cash crisis besetting the Eastern Cape came to a
Page 54
Cha per Three Literature Study
head when central government had to advance R801
million over three months to pay pensioners who were
being turned away from pay points .. .
With the admission by premier Makhenkesi Stofile that:
(We will have overspent by close to Rl,5 billion by the
end of the financial year), the question is, what should
the province do with its share of the money from central
government. Most observers in the non-government
and business sectors agreed that the province should
make sure that a repeat of the pension crisis does not
happen. " (City Press-News, Sunday February 22
1998: plO) .
"CORRUPTION REPORT TO BE TABLED
TODAY
. .. The 119 page report details alleged acts of
corruption, financial irregularities amounting to more
than R74 million and irregular tender procedures
implicating high-ranking officials in the department of
education and on the tender board in the procurement
of school textbooks and stationery from 1995 to 1997 ...
Molefe is expected to table the Gobodo report and
indicate what action his government will take against
those implicated as recommended in the report. "
(Sowetan-Morning Final , Friday March 06 1998:
p3).
"LACK OF PROPER CONTROLS COST NORTH
Page 55
Cha per Three Literature Study
WEST GOVT. MILLIONS
Unauthorised expenditure, wastage and loss through
fraud and uncontrolled spending has cost the North
West government millions.
This is the conclusion of a report by the forensic
auditors probing allegations of fraud and corruption in
the department of education. (We conclude in general
that controls, procedures and practices in both the
procurement and payment cycle at both the department
and the tender board are not adequate . .. . ) the report
said." (Sowetan-Morning Final, Friday March 6
1998: p5).
"SPEAKER ADMITS TO FINANCIAL MESS
Mpumalanga speaker Elias Ginindza has told the
Ngobeni inquiry into self-enrichment that he left it to
his officials to act against financial irregularities .. .
He agreed he had been informed of financial abuse and
large outstanding advances of up to R55 000 to deputy
Cynthia Masopeng and others more than a year ago."
(Sowetan-Morning Final, Wednesday May 27 1998:
p4).
"OVER R2-M FRAUD: FIVE EDUCATION
OFFICIALS ARRESTED
At least five senior officials of the Kwazulu-Natal
education department were arrested this week for
allegedly defrauding the department of millions of rands
in home loan subsidies provided by the government.
Page 56
Cha per Three Litt:raturc Study
The officials are part of a 99-member syndicate
believed to be operating in most offices of the
department in the province. The syndicate, mostly
made up of clerks, operate by colluding with subsidy
applicants who have been disqualified. They allegedly
do this by changing computer records to show that the
applicants had been given subsidies. In turn the illegal
beneficiaries then share the defrauded amount with
members of the syndicate .
. . . the syndicate - which defrauded the department of
R2 056 334 - comprised departmental clerks, teachers,
circuit inspectors, deputy directors and education
specialists. " (Sowetan-Morning Final , Friday July
10 1998: p3).
"ANTI-FRAUD UNIT IN R3M SHOCK -
ACCOUNTANT 'FLEES IN TEARS' AS
AUDITORS ARRIVE AT SECRET RIVONIA
OFFICES
A National Intelligence Agency unit set up to
investigate government corruption allegedly cannot
account for R3 million missing from its own budget.
It is understood that an audit at the unit's Rivonia,
Johannesburg, offices this week discovered the
shortfall . ..
Page 57
Chaper Three Literature Study
The unit's job was to investigate covertly corruption
within the government but it appears to have operated
with little control over its own affairs.
On Monday, when auditors arrived to check the unit's
books, the unit 's accountant is said to have fled from
the office in tears. " (Sunday Times - News , Sunday
July 12 1998: p9) .
"THE PROS AND CONS OF FRAUD-AS
QUICKLY AS THE BANKS CAN FOIL THEM,
THE FRAUDSTERS INVENT EVEN MORE
DEVIOUS SCAMS
(As one door is closed, these devious-minded people
come up with new con games) . ..
The next (transit) problem is where South African
residents have a bank account outside South Africa.
Mail is intercepted either here or on the other side -
Britain is often targeted - and steamed open.
Full details of the account, including signatures, are
photocopied. The letter is resealed and sent on its way
-neither the bank nor the customer aware it has been
tampered with. The trouble is that banks often
unwittingly help criminals by using envelopes stamped
with their names and return addresses. " (Sunday
Times-Consumer Focus, Sunday July 12 1998: p21).
Page 58
Cha per Three Literature Study
"CORRUPTION BLUES IDT KZN EDUCATION
DEPT-COMPUTER WHIZ KID SENIOR AND
JUNIOR OFFICIALS HELP THEMSELVES TO
R2M
Heads are expected to roll within the Kwazulu-Natal
education department when police wrap up an
investigation into the R2 million housing subsidy fraud
which has led to the arrest of four senior officials ...
Among the 99 employees of the province's Department
of Education, Arts and Culture who have allegedly
benefited from the scam are a deputy director of
education and a deputy chief education specialist ...
The corruption ring is said to have transferred the R2
million from the education department coffers to
accounts of more than 90 teachers and five principals
mostly from the Durban and Pietermaritzburg regions. 11
(City Press-News, Sunday July 12 1998: pl8).
"R400 000 SCANDAL HITS ANC OFFICES:
HIGH- POWERED TASK TEAM
INVESTIGATING
Several individuals hired by the African National
Congress in the North West to run constituency offices
have allegedly defrauded the organisation of about
R400 000 of taxpayer's money .
. . . the task team was looking at the system and
procedures used in the allocation and handling of
constituency funds. 11 (City Press-News, Sunday July
12 1998: p4).
Page 59
Cha per Three Literature Study
"PROVINCES ARE IN REAL MESS - AND
OFFICIALS ACT AS IF THEY ARE ABOVE THE
LAW
Something is seriously rotten in South Africa, where
looting public funds now seems to be the hobby-horse
of most of our so-called former comrades in the
struggle.
Apart from stealing from the public treasury, some of
the former comrades of the struggle act as if laws which
apply to ordinary South Africans do not affect them .
. . . Since the creation of the nine provinces,
Mpumalanga has been hogging the headlines for less
than honourable reasons.
In less than four years the province has been rocked by
corruption scandals on many fronts ...
To discourage dishonest behaviour government at
national and provincial levels must show by deeds and
not merely words that corruption of any nature will not
be tolerated ...
One is not over-reacting to these incidents of creeping
corruption in provincial and national government. "
(City Press - Viewpoints , Sunday July 12 1998: p6).
"EDUCATION DEPT FRAUD SUSPECTS' CASE
POSTPONED
Two fraud cases involving 13 employees of the
Kwazulu-Natal department of education were postponed
at the Durban Regional court last week, ...
Eight of the suspects are accused of tampering with the
Page 60
Cha per Three Literature Study
department's computer system, manipulating it to
grant home loan subsidies to employees who did not
qualify . ...
Investigators said the syndicate had a strong network
within government offices . ... , where most of the crimes
were committed ...
It is alleged that the five misappropriated salaries and
created false payments to people they were in cahoots
with.
The payments were allegedly processed with the help of
bank clerks who would then get kickbacks from the
suspects. " (Sowetan-Morning Final, Monday October
5 1998: p3) .
"MAN WITH STD 3 WHO HOLDS A KEY GOVT
POST
A key figure in Gauteng's Masakhane Campaign is a
man with a Standard 3 education, even though a
requirement for the post was a degree, the Saturday
Star has learnt ...
When the post was advertised, the minimum
qualification for the position was given as a bachelor's
degree ...
He has neither the qualification nor the experience for
the job. No wonder the Masakhane campaign, which
has cost the taxpayers millions, has been such a dismal
failure." (Saturday Star, Saturday October 10 1998:
pl).
Page 61
Cha per Three Literature Study
"MORE TROUBLE IN MPUMALANGA
The Mpumalanga Development Corporation ignored
normal procedures and possible conflict of interest
regulations to pay one of its own board directors
R262000 to audit the controversy-ridden parastatal two
weeks ago." (Sunday Times-News, Sunday October
11 1998: P4).
"A-G TO INVESTIGATE MISSING COUNCIL
FUNDS
Senior members of the Northern District Council are
expected to appear before Northern Province
auditor-general Mr Steve Lekutle to answer to the
alleged irregular use of public funds amounting to
millions of rands . ..
According to the auditor-general's report for the
financial year ended June 30 1996, tenders for the
council could not be submitted for audit purposes.
Council officials are expected to explain why an official
was given two loans for motor vehicles at the same time
and why salary deductions in respect of a loan to a
senior clerk were implemented four months later than
scheduled and without charging interest. "
(Sowetan-Morning Final, Wednesday October 14
1998: p4) .
Page 62
Chaper Three Literature Study
"IRREGULAR DEALS IN OFFICE OF ANC
CHIEF WHIP
Irregular banking transactions, missing bank
statements and the incomplete recording of payments
in cheque requisition books in the chief whip's office in
North West are some of the findings detailed in the
Gobodo Incorporated Forensic Accounting (GJFA)
report.
Failure to utilise funds allocated to
the ANC by the legislature in the most
advantageous manner;
Failure to ensure that all payments effected were
in terms of appropriate authorities;
The failure to maintain proper records, including
orders, invoices and quotations in respect of
every payment effected;
The failure to maintain accurate accounting
records; and
The failure to institute adequate systems of
internal checks in respect of the control of funds
and assets.
The report says policies and procedures in the office
were lax and had not been adhered to."
(Sowetan-Morning Final, Thursday October 22
1998: p3).
Page 63
Cha per Three Literature Study
"PROVINCES STILL OVERSPENDING: A-G
Auditor-General Mr. Henri Kluever in his last report on
the general accounts of the Government has expressed
grave concern over financial management in the _
provinces ...
' owing to the fact that the quality of financial
management and administration in many provinces is
not satisfactory, their stewardship of these public
funds still remains cause of grave concern', he said.
Common problems were late submission of sometimes
faulty accounts, weak controls, and shortages of
skilled staff
.. . the financial position of many municipalities had not
improved, and in some cases had deteriorated. This
trend could seriously impair the functioning of local
government and service delivery." (Sowetan-Morning
Final , Thursday June 24 1999: p3) .
"DEPTS OVERSPENT BY R400-M SAYS A-G
Poor management and non-compliance with state
expenditure regulations have led to three Gauteng
provincial departments overspending by more than
R400 million for the financial year 1996-97, according
to the provincial auditor-general's report released
yesterday.
The report comes amid recent reports about budgetary
constraints, especially in the department of health,
Page 64
Cha per Three Literature Study
where the government has called upon health officials
to use their resources effectively. " (Sowetan-Morning
Final, Thursday July 08 1999: p5).
The importance of quoting such a high number of negative
incidents is to indicate the seriousness of the problem in this
research.
Reporters and the Auditor-General are duty bound to inform
the public of what is happening in the country with regard to
the management of government institutions, amongst others.
They (reporters) and readers are also citizens who need to
know the extent of the progress made by the elected
government. They have vested interest in the economic
progress of the country .
Readers have been made aware, through these reports , that
within some government departments there is corruption,
fraud and overspending. This undesired state of affairs was in
one of the following forms;
self enrichment,
nepotism ,
looting of public funds,
bribery ,
manipulation of control systems,
the lack of adequate control systems as well as
deficiency in the preventative measures .
Page 65
Cha per Three Li terature Study
They also made some positive suggestions to contribute
towards the enhancement of quality service within the
government departments. Such contributions were the
following;
"When RJO million, intended for school textbooks, is lost to
fraud in just one province, it calls for the toughest possible
action against those found guilty . . . . much more needs to be
done to inspire confidence in the North West's ability to
prevent fraud on the scale that has become evident. And that
demands that the government gives serious attention to the
underlying managerial weaknesses which made the crimes
possible in the first place." (Sowetan-Morning Final,
Wednesday February 04 1998: p8) .
"The R74-million scam involving suppliers of textbooks and
some officials in the North West Education Department
illustrates how things can go wrong when proper controls are
not put in place . .. . Having flushed out malpractice in one of
its key departments, the North West government will have to
move speedily to introduce strict controls and procedures to
prevent similar occurrences in future . " (Sowetan-Morning
Final , Thursday February 12 1998: plO).
"When a country runs up an unauthorised expenditure bill of
over a billion rands, it is time Government took note .
. . . Under these conditions, there is simply no room for
wasteful expenditure . . ..
Page 66
Cha per Three Literature Study
What it does point to is the absence of adequate financial
management systems in the Government and the potential this
creates for wasteful spending . ....
What the Government must not lose sight of is the fact that for
as long as it labours under the pressure of inadequate
accounting systems, corrupt officials will exploit the
weakness to siphon off valuable public resources."
(Sowetan-Morning Final, Wednesday May 27 1998: p8) .
What has been highlighted in the newspaper articles, centres
around the control measures that are either inadequate or are
not put into place. The reporters link the high rate of
negative incidents/outputs to control systems that are not
efficient and adequate.
3.3.2 Performance Audit Reports
In an attempt to curb mismanagement in government
institutions, performance audits are conducted as a
matter of policy. The following are some of such
reports. They highlight some of the major problems as
the lack of control measures in the management of
government institutions.
The shortcomings of internal control systems as
identified by the auditors centred around deviation
from procedures and lack of implementing
corrective measures.
Page 67
Cha per Three Literature Study
Some of the identified shortcomings in some provinces
included the following;
3.3.2.1 NORTH WEST PROVINCE
DEPT. OF PUBLIC WORKS AND ROADS
"The co-ordination between the
Department and client departments had
not been effective throughout. Proper
planning, which included need
administration and cost benefit analyses,
had also not been performed throughout.
Planning for the provisioning of buildings
had not been performed effectively
throughout. In addition, tender
procedures had not been adhered to
properly, thereby acquiring buildings
prior to obtaining such approval.
Measures to prevent the misuse of the
Department's houses, had not been
effective throughout and timely steps had
not been taken to evict illegal occupants.
This resulted in a loss of revenue.
In certain instances the North West
Tender Board (NWTB) had awarded
tenders to contractors not recommended
by the Department as well as to those with
insufficient working capital and little or
no experience and/or equipment.
Page 68
Chaper Three Litt:rature Study
DEPT OF TRA SPORT AND CIVIL AVIATION
The needs of departments had not been
properly addressed by the Department
throughout, with the result that vehicles
were modified unnecessarily .
The optimal size of the vehicle fleet had
not been predetermined, with the result
that there was a surplus of vehicles.
Subsidised vehicles had not been allocated
as required throughout. Consequently
staff not entitled to it, received subsidised
vehicles.
The measures implemented to detect the
misuse of First Auto petrol cards, did not
function effectively throughout.
Consequently alleged fraud of
approximately RIO 358 has occurred.
The utilisation of vehicles had not been
managed effectively throughout, with the
result that vehicles had been used for
private purposes in various instances.
The management measures instituted to
monitor and control the productivity of
staff at workshops, had not functioned
effectively throughout. Consequently low
productivity rates at the Mmabatho and
the Taung government garages have
resulted in high costs. " (Performance
Audits completed at the North West
Provincial Administration during 1997,
Page 69
Cha per Three Literature Study
1998: p7, p9, p12, p16, p17, p18, p19,
p20, p26).
NORTH WEST DEVELOPMENT CORPORATION
(NWDC)
"The credit control policy of the NWDC
had not been applied effectively.
According to loan agreements, the NWDC
had the right to demand full payment of
outstanding amounts when debtors fell
into arrears with payments. However, in
many instances this had not been timely
enforced by regional offices and has
contributed to large amounts on loan and
rental debtors accounts having been in
arrears for substantial periods and an
annual increase in this regard.
The NWDC had not ensured the
sufficiency of securities and information
before having granted loans.
Furthermore, according to the legal
representative of the NWDC, permissions
to occupy (PTO' s) with not .financial
value, had been lodged as security. In
some instances PTO 's had not been
registered in the name of the loanee,
which made them worthless as security.
The interest of the NWDC had not been
safeguarded in all instances upon entering
into contracts with foreign clients. This
Page 70
Chaper Three Literature Study
3.3.2.2
has contributed to the latter absconding
without having settled their debts with the
NWDC.
The NWDC held an investment in 16
subsidiary and associated companies, the
financial position of which was unsound
and in respect of which, according to the
NWDC, no return on investment was
expected. However, the cost of shares in
these companies had amounted to RB, 2
million and the balance of loans to them
has amounted to R38, 5 million by 31
March 1997.
Owing to the ineffective recovery of loans
and debtors as well as the increase in
debts written off and loans provided to
subsidiaries and companies with an
unsound financial position, that of the
NWDC itself has deteriorated. "
(Shortcomings in Management
Measures and the effects thereof at the
North-West Development Corporation,
Page 71
1998: p6, p7, p8, pll, p12). I NWu- · 1 l18RARY
FREE STATE PROVINCE
DEPARTMENT OF EDUCATION
"Measures had not been
instituted to ensure effective
Chaper Three Literature Study
communication between head
office, district offices and
schools. This contributed to
schools not being administered
and managed effectively.
Management information was not
accurate, timely, reliable and
economically justifiable throughout.
Adequate control measures has not been
instituted to ensure that the set norms
with regard to the minimum number of
periods taught by teachers per week, were
adhered to and that deviations were
rectified.
DEPARTMENT OF PUBLIC WORKS,
ROADS AND TRA SPORT
No formal strategic plan existed
as at April 1997, although the
compilation thereof had already
been commenced with during
May 1993. Consequently no
short, medium or long term
goals had been identified and no
business plans had been drawn
up.
Measures had not been instituted to
evaluate and monitor the utilisation of
land, buildings and structures.
Page 72
Chaper Three Literature Study
FREE STATE DEVELOPMENT CORPORATION -
FDC
In certain instances recruitment and
appointment procedures had not been
properly applied and controlled. Certain
key posts had therefore been filled without
having been advertised. In addition,
acting allowances could not be calculated
owing to the lack of information.
Although it was known to management
that the purchasing price of electricity for
industrial use exceeded the selling price,
no price increases had been implemented
since February 1994.
Steps had not in all instances been taken
to effectively and timeously repossess,
utilise, safeguard and maintain assets.
MALUTI BUS SERVICES (MBS)
Although it was unprofitable for buses to
render services on various routes, steps to
minimise losses had not been taken
timeously .
In certain instances the total fleet of 78
buses had not been optimally utilised.
No cost analysis or comparison between a
fleet with a full maintenance plan and the
current fleet, had timeously been
performed by the MBS. (Performance
Audits completed at the Free State
Page 73
Chaper Three Literature Study
3.3.2.3
Provincial Administration during 1997,
1998: p18, p23, p24, p25, p28 , p36,
p41 , p50, p56, p62, p63, p64) .
GAUTENG PROVINCE
DEPARTMENT OF EDUCATIO
Owing to the 1996 matric examination
not having been planned effectively
throughout, the budget of R35 million in
this regard was not utilised effectively in
all instances.
Adequate measures to ensure that
teachers complied with prescribed
procedures when applying for leave, had
not been instituted. Consequently a
teacher had been on leave for a period of
10 months without approval.
The measures instituted to ensure that
textbooks were delivered timeously, were
not functioning effectively throughout.
DEPARTMENT OF HEALTH
Tariffs for medical services had not been
revised regularly, which has contributed
to additional income having been
forfeited.
Existing procedures at Chris Rani to
follow up allegations of malpractices by
medical personnel, in particular junior
Page 74
Cha per Three Literature Study
doctors at the Department of Surgery, had
not been executed. No disciplinary action
or further steps had been instituted in
instances of inadequate professional
performance, which has led to the
alleged death of patients in some
instances.
The control exercised over blood and
blood products has been insufficient.
Consequently blood losses were incurred.
The lack of a medical stock control
system has contributed to the loss of
stock through theft and medical stock
that has expired. The latter had not been
regularly identified and disposed of,
which has increased the risk of misusing
it. " (Performance Audits completed at
the Gauteng Provincial Administration
from January 1997 to February 1998:
p8, plO, p13, p18, p22, p25, p27).
The quoted performance audit reports confirm the print
media's reports and comments. It should be noted that
the audit reports can also be accessed by any member
of the public after a certain period of ti~e. In this way,
the public will know that certain government
institutions are not performing to expected levels. This
could be a signal of a wasteful usage of taxpayers'
money as poor performance may lead to poor returns
Page 75
Cha per Three Literature Study
on exerted efforts. In an attempt to minimise poor
performance in organisations, Oakland and Porter
(1997) state that during performance audits there are
generic questions that are usually being asked, like;
Is there a performance measurement system in
use?
Has it been effectively communicated throughout
the organisation?
ls it systematic?
Is it efficient?
Is it well understood?
Is it applied?
Is there a regular review and update ?
Is action taken to improve performance following
the measurement?
Are the people who own the processes engaged
in measuring their own performance ?
Have employees been properly trained to conduct
the measurement?
Oakland and Porter's questions indicate that the
objective of a proper performance audit is to probe
amongst others the existence of an effective
performance measurement system. It is evident that a
properly structured performance audit will reflect what
is happening in an organisation.
The quoted performance audit reports have exposed the
fact that there was a lack of;
rage n,
Cha per Three Literature Study
effective control measures,
proper implementation of effective systems,
proper planning,
proper consultation,
performance and systems evaluation,
accurate, timely and reliable management
information systems and a
lack of profit orientation.
The message sent to the public through the quoted audit
reports indicate that there is no good governance . Lack
of good governance might easily render the post
apartheid South Africa a poverty stricken country .
In some instances the government deemed it fit to set
up commissions to probe malpractices within the
government institutions.
3.3.3 Commissions of Enquiry
After take-over by the new government, a number
of enquiries were commissioned. The terms of
reference of such commissions included, amongst
others ;
to establish whether public funds were utilised
rightfully and effectively ,
to establish whether the then stipulated rules ,
procedures and standards were adhered to and
to establish whether there was any abuse of power.
One such commission was The Skweyiya Commission
of Enquiry in the North West Province . The
Page 77
Chaper Three Literature Study
Commission was instituted in 1996. The terms of
reference for this commission are explained as follows;
" ... the Commission enquired into corrupt practices by
various Government officials and misuse of State funds.
In particular, the Commission was required to:
look into irregular use of public funds
m:
State departments;
parastatal bodies;
Page 78
companies in which the now defunct Government
of Bophuthatswana had an interest;
any misuse and/or misappropriation of public
funds by the former State President, ex-Ministers
and Deputies, civil servants, members of the
Security Force or employees of parastatals of the
former Bophuthatswana Government, as well as
any misuse and/or misappropriation of funds
which might be presently ongoing by any public
official and/or employee of the Government of the
day in the North West Province; ...
to investigate and report on the reasons
why the Auditor-General or relevant
authority failed to report the misuse of
funds to the National Assembly or to take
action to redress the situation; .. . "
(Summary of the final report of the
Commission into corrupt Practices and
Irregular use of Public Funds in
Chaper Three Li terature Study
Government Departments and
Parastatal Bodies by various individuals
or at their instance, 1995: pl, p2) .
The findings of this commission, conducted by
Advocate T.L. Skweyiya who was assisted by
Advocate K.D. Moroka and Attorney G.T .
Rabaji, centred around;
Page 79
Deviation from and non-compliance to the then set
rules , regulations and standards ,
Misuse of power and authority,
Non-evaluation of performance and
non-implementation of remedial/corrective
measures in cases of negative deviations and the
Misappropriation of funds and/or undue
enrichment.
The findings of the Skweyiya Commission
indicate that there were some inefficiencies and
ineffectiveness in the government and parastatal
bodies of the former Bophuthatswana
government. It is evident that there were
negative incidents which led to negative
outputs/performance, judging from what is
contained in this report.
The South African government has incurred
expenses for instituting commissions of enquiry
and the prosecution of the culprits . This in itself
is an unnecessary expense that was not originally
budgetted for. The government as an
organisation need to make a saving at all costs.
Expenses have to be curbed to the lowest
possible minimum.
As indicated by the theories and literature
discussed this far, the government as an
organisation need to understand and pay special
attention to;
Page 80
Strategic Management of government institutions ,
Setting of performance standards,
Measurement of actual performance and
Control systems within such institutions.
These good governance ingredients are explained
by various authors to highlight the benefits and
limitations of implementation that could be
derived when such systems are put into place.
The threats and problems facing the
implementation thereof are also discussed.
3.4 STRATEGIC MANAGEMENT
Cha per Three Literature Study
The research is anchored on the Strategic Management of
Organisations . It is then important to briefly explain and
highlight what literature reveals about StrategicManagement.
Pearce and Robinson (1991: p3) state that "Strategic
Management is defined as the set of decisions and actions that
result in the formulation and implementation of plans designed
Cha per Three Literature Study
to achieve a company's objectives. "
Pearce and Robinson, further state that strategic management
is comprised of critical tasks which include;
Formulation of company's mission, including broad
statements about its purpose , philosophy and goals.
Selection of a set of long-term objectives and grand
strategies that will achieve the most desirable options .
Development of annual objectives and short-term
strategies that are compatible with the selected set of
long-term objectives and grand strategies.
Implementation of strategic choices by means of
budgeted resource allocations in which the matching of
tasks , people , structures, technologies and reward
systems is emphasized .
Evaluating the success of the strategic process as an
input for future decision making.
What flows from the above definition is an indication that
organisations stand to reap efficiency and effectiveness in a
form of positive performance output if they are strategically
well managed.
According to Pearce and Robinson, the benefits include:
Organisation's ability to prevent problems ,
Effective monitoring and forecasting of responsibilities
and activities ,
Participative decision making ,
Positive organisational performance and
Understanding of productivity-reward and relationship.
Page 81
Cha per Three Literature Studv
The authors further assert that without proper and thorough
training of role players in strategic management, the following
negative occurrences could be experienced;
Failure to schedule duties so as to allow adequate time
for strategic activities,
Failure to limit promises to attainable performance
levels and
Failure to respond to the disappointment of employees
over unattained expectations.
According to Pearce and Robinson " ... corporate America
sees strategic management as instrumental to high
performance, evolutionary and perhaps revolutionary in its
ever-growing sophistication, action oriented, and cost
effective. Clearly, the responding executives view strategic
management as critical to their individual and organisational
success."
Competence in management is regarded as crucial if
compaines are to succeed. Dale (1978: pp583-584) states that
" ... the manager of the future will have to become more
articulate in making the position of his industry and his
company clear, ...
Tomorrow's manager will have to be knowledgeable in many
more areas than the manager of today has to be ...
At the same time, his primary functions will be the same
functions he handles today: planning, organisation, staffing,
directing, control, innovation and representation. "
Page 82
The indication is that Strategic Management will be one of the
key tools for the enhancement of effeciency and effectiveness
in organisations . Future managers are urged to equip
themselves with strategic management elements continuously.
Some of the key elements of Strategic Management are ;
setting performance standards then
measuring that performance and finally
controlling the measured performance.
The following discussion will focus on these key elements .
3.5 SETTING PERFORMANCE STANDARDS
Cha per Three Literature Study
There is a close relationship between goals and standards.
Hersey ( 1996) argues that the two are intertwined and
therefore interdependent goals and standards are used as tools
for control. Barlow, et al (1995: p94) state that;
"Performance objectives and related standards are
prerequisites for control. To be able to assess the quality of
performance objectives, the auditor needs standards against
which to compare the manager's objectives. These standards
must be either 'generally accepted standards' within the
organisation or agreed with the manager before the evaluation
commences. "
The above quotation affirms the importance of setting
standards. The definition and importance of standards have
also been highlighted in Chapter Two in the discussion of
Goal-setting theory .
Page 83
Cha per Three I .iteralu re Studv
Barlow, et al, ( 1995: p89) assert that;
"A performance standard is the minimum required level of
performance. Performance standards define required
performance. They 're defined in terms of the performance
measures and used for evaluating performance.
Without a performance standard, you can't evaluate
performance - you can 't decide whether actual performance is
good or bad. It's a benchmark, set on the performance
measure, against which you can compare actual performance.
By comparing actual performance with the required
performance (standard), you can decide whether performance
is good (above the standard), bad (below the standard) or
acceptable (same as the standard) . "
The author further states that the setting of standards and
objectives is the same process as " ... the standard is the
performance standard and should be established in terms of'
quality;
quantity;
time; or
cost."
He (Barlow) agues that "You can set performance objectives
for the following aspects of any activity:
quality (how well);
quantity (how many);
time (how soon); and
cost (how much). "
Page 8-4
Cha per Three Literature Study
Miller, et al, (1985) also contribute as follows to the setting
of standards;
"Standards are criteria gainst which actual results are judged.
These will usually be established during the planning
process .. .
Broadly, there are two types of standards, viz. tangible and
intangible . .. , tangible standards are those which can be
expressed in terms of numbers. There are various categories
of tangible standards:
physical standards
these may be either quantitive (eg . number of
units of output to be produced per hour) or
qualitative (eg. dimensions which each unit of
output must meet);
cost standards;
return on investment standards;
these are related to the amount of capital
invested in a business enterprise. "
Setting of performance standards also has grey areas which,
when not taken care of could defeat the positive intentions of
such a process . In the retail business as an example , it is easy
to set performance standards for sales representatives. A set
standard could be an attraction of two purchase orders worth
fifty thousand rand of stock by each representative per week.
The set standard in such an instance is easily quantifiable. At
the end of each week it is possible to measure the sales
representatives' performance by verifying whether such orders
were placed or not.
Page 85
Cha per Three Literature Study
It is however not easy to set performance standards for an
enquiry-clerks who are expected to assist customers to their
full satisfaction. Satisfactory service is a relative term. It is
neither tangible nor easily quantifiable. A satisfied customer
can easily claim not to have been serviced to his/her
satisfaction. There could be animosity between a customer
and the enquiry-clerk that could lead to the customer claiming
inferior service. A superior might also misjudge a satisfactory
service as being unsatisfactory . The facial appearance or
gestures of a customer or clerk might be easily misconstrued
during the rendering of a service thus leading to inaccurate
evaluation of service.
Even though it is not easy to set standards in some instances,
it is however very important to set them. A satisfied customer
will in most cases be a good 'ambassador' for an organisation
that served him/her well . One satisfied customer could then
be a source of business for an efficient and effective
organisation.
Non-quantative and intangible standards are then also
important for performance improvement. They should not be
ignored just because they are difficult to set.
Barlow, et al , (1995: p85) argue that " ... an organisation must
achieve its performance objectives to survive and grow ...
being effective, involves much more than staying afloat
financially. "
Page 86
3.6 MEASURING PERFORMANCE
Cha per Three I .iterature Studv
When the relevant performance standards are already set, the
actual performance now has to be measured to ascertain
whether or not the set standards were met.
The effort of setting performance standards will be a futile
exercise if the standards are not measured. Just as rules are
set to be obeyed standards should be set in order to be
measured. The effective means of ascertaining whether the
set standards were met, exceeded or not, is by measuring
performance against the set standards .
Setting of performance standards is a means of projecting the
desired outcome. In order to determine whether the
projections were attained or not, there need to be an
assessment of actual actioning of the projected tasks. The
actual performance should then be compared with the
projected or anticipated performance. Non-deviation will be
an attainment of projections. Negative variance will be a
failure to attain the projected targets. A positive variance will
then be a performance level beyond expectations.
3.6.1 Definition of a performance measurement system
A performance measurement system is defined as "a set
of metrics to quantify actions. " (Rolstadas, 1995:
p175) .
3.6.1.1 Types of metrics
The types of metrics are given as:
Page 87
Cha per Three Literature Study
Financial metrics,
Achievement metrics,
Diagnostic metrics,
Process metrics and
Competence metrics.
The stated metrics are briefly explained as
being "oftenfragmented and isolated by
functional speciality". For instance, quality
metrics are measured and reported by the
quality department one week; cost metrics are
done by the financial department and
reported another week; delivery metrics are
done by operations and reported daily.
The result is that many of today's
performance metrics are promoting and
rewarding behaviour that hampers a
company's overall performance. "
(Rolstadas, 1995: p183).
It was stated hereabove that there are associated
problems in the setting of performance standards. The
measurement of the set performance standards is also
not an easy task.
The difficulties experienced to set performance
standards for an enquiry-clerk will also be experienced
when performance has to be measured.
Chaper Three Literature Study
It should be noted that "the first lesson of performance
measurement may be to realise that complete objectivity
is a naive goal - and that the relationship between any
one measurement (profits, say) and some notion of
long-term performance is probably more complex than
we can fathom . " (Eccles , et al, 1992: pp145-146).
This is an opening indication that there are problems
that are associated with the measurement of
performance .
Jon Katzenbach, et al, (1996), confirm the difficulty of
measuring performance in some instances by stating
that; " Unfortunately, it is not always possible to
measure important results with simple numbers - but
Real Change Leaders still find measures . .. . whether or
not results are quantifiable, Real Change Leaders
measure them in ways that their people can understand,
and will align their actions to achieve. " (Katzenbach,
et al , 1996: p40).
3.6.2 Performance Measurement Steps
There are however easy steps that need to be followed
in order to make the measurement of performance easy.
Such steps include inter alia;
Performance standards have to be set first
Page 89
It will be difficult to measure what is not preset. There
should be a base of comparison in order to determine the
level of attainment.
Chaper Three Literature Study
Page 90
Measurement tools have to be designed
There need to be a particular means or method that will
be used to measure performance. A yardstick is very
necessary as it will bring consistency and validity in the
measurement effort.
Relevant and important performance should be measured
When what is measured is irrelevant and not making any
contribution necessary for progress or development,
problems are most likely to be experienced. There could
be a lack of co-operation and/or interest in performing
such tasks . Performance might also not be regularly or
consistently measured .
Involvement of all concerned/affected
It is vital to involve the person whose performance is to
be evaluated as well as the evaluator . The contribution
of both in the setting of standards, designing the
measurement tool/yardstick and finally measuring the
performance is important. The two sides will have to
bring neutrality and objectivity into the entire exercise.
They could be easily subjective when operating alone or
in isolation.
Correct and relevant data should be collected
The data collected during the performance stages should
not be distorted. Distorted information is likely to lead
to unsatisfactory results. The evaluator can easily
Cha per Three Literature Study
Page 91
arrive at a decision which the performer might not
necessarily agree with.
During the performance stage, only the relevant and most
important data should be recorded. Irrelevant and
unimportant data could also have the same negative
impact.
3.6.3 Performance Measurement Tools
It has been highlighted that there has to be a tool or
means of measuring performance. The following are
some of the means and ways which could be utilised to
measure performance;
3.6.3.1 Job description/specification
The requirements for the job as well as the job
contents are normally specified and described
when a vacant post is advertised. The job
applicant is then expected to determine whether
the experience , knowledge, qualifications and
other specified requirements can be satisfied by
what he/she possesses. The successful applicant
will resume the duties knowing the job
expectations.
The job contents will basically be the;
preset performance standards and
the projected/expected performance level.
Chaper Three Literature Study
3.6.3.2
3.6.3.3
Page 92
The job description can then be very useful in the
measurement of employees' performance.
The job specification can be used to measure whether
the interviewers/selectors have recommended or
appointed the right people for the right jobs.
Key performance areas schedules/reports
(KPA's)
Organisations that are assessing performance of
employees normally have some lists or schedules
of key performance areas for each employee . ..
Such schedules are then used to set performance
agreements over a fixed period of time . The
schedules are then used to measure the
achievements of employees.
Such schedules or reports are relevant as tools for
performance measurement.
Performance appraisal systems
Performance appraisals are traditionally used by
most organisations to determine the salary
increases. Key performance areas' schedules are
used as the base of appraising employees.
The determination of salary increases is but one of
the uses of performance appraisal systems. The
systems are the main tools to measure employees'
Ch aper Three Literature Study
3.6.3.4
3.6.3.5
Page 93
performance. The salary increase is usually based
on high performance higher increase approach.
Observation reports
The performance of employees at most industrial
factories and mining industries is usually being
supervised and observed by the supervisor
"Induna" . The verbal report back from the
supervisor is then used as the base to determine
the best performance. It should be noted that such
reports could be subjective and biased. It could
however be used in cases where the objective
systems cannot be effectively used. The human
factor should then be considered to reduce or
eliminate subjectivity. The most applicable
example is the performance evaluation of soccer
players. The team coach observes their (players)
performance at training sessions in order to select
the best team for the scheduled game.
Verbal performance reports
Verbal performance reports refer to feedback from
employees on a daily or weekly basis. It is
different from observation reports as the
supervisor is not only observing the daily activities
of the employees . The employees could have
either a daily, weekly or hourly meetings with the
supervisor/senior to present an update of their
performance achievements, verbally. All reports
Cha per Three Literature Study
3.6.3.6
3.6.3.7
3.6.3.8
!'age Y4
should be noted by the supervisor/senior in order
to be used when assessing performance.
Written performance reports
Organisations usually expect heads of
sections/departments to submit monthly or
quarterly reports. The reports are usually
expected to cover aspects such as achievements ,
problems encountered and planned activities for
the next period. Reports can be used to measure
performance of a section/department by comparing
them.
Performance meetings' reports (minutes)
The set of minutes for formal and regular meetings
can also be used to compare and contrast all the
presentations made during such meetings.
Verbal or written reports could be presented at
such meetings. Presentations are then discussed
and resolutions taken with respect to issues to be
addressed or resolved.
The role of minutes should then not be
underestimated. They (minutes) should be clear
and specific .
Financial statements
Organisations have a date set (year end) for
Cha per Three Literature Study
3.6.3.9
Pa ge 95
reporting their financial performance. The
financial statements are usually comprised of the ;
Income statement
the financial performance of an organisation
over a certain period of time and the
Balance sheet
the financial position/value of an
organisation at a specific time.
The statements are then used as tools to measure
the financial performance of an organisation. ·
The financial statements of a preceding year are in
most cases used as a base for comparison. As a
base , they are regarded as a performance standard
to be exceeded or improved.
Budget
A budget is usually drawn in advance to set a pace
for an organisation. The year end financial
statements are compared with the annual budget.
An organisation is expected to factor in fi nancial
contingencies to cater for unexpected price
increases and unforeseen expenses .
Performance standard could take a form of having
to save 10 % of the total budget amount or not to
exceed the drawn budget.
Lipkin and Parker (2000) highlight the importance
Chaper Three Literature Study
3.6.3.10
3.6.3.11
Page 96
of a budget by stating that "a budget is prepared
in advance and is the best estimate you can make
of how your business will perform for at least the
. first year of operation. The budget will be set out
like an income and expenditure account and will
include your estimated sales, mark up, gross profit
and all the projected fixed and variable expenses,
ending with your estimated profits. This will be
the yardstick by which you can measure how
your business is running. "
Productivity ratio's
The financial statements will be a source of ratios
that will determine whether the organisation was
productive or not. The ratios will indicate
whether the finances of an organisation were
effectively invested or utilised.
A return on investment ratio (ROI) is one of the
commonly used ratios. It is been used to indicate
whether an organisation did reap the best fruits
from the exerted efforts or investments made.
Bank statements
Banking institutions rely amongst others on bank
statements to determine the sales performance of
businesses. The assumption is that "what is
generated as sales today will be deposited the
same day or the following day". The sales
Cha per Three Li terature Study
3.6.3.12
3.6.3.13
3.6.3.14
performance of the business will mostly be
measured in terms of sales/deposits.
Sales schedules/reports
Page 97
Sales reports or schedules are normally used to
record what has been sold on a daily basis . At the
end of the month/quarter/year it will be easy to
determine the sales figures of a business.
The key performance areas' schedules of sales .
representatives could then be compared with the
sales schedules to measure the performance of the
sales representatives/team.
Production schedules/reports
The production units have to record progress on a
daily basis. What is finally produced should be
recorded before dispatch to sales units.
The production schedules can serve the same
purpose as the sales schedules. The performance
of the production team can be measured by such
schedules.
Enquiry lists
It has been stated in the preceeding discussions
that it is not easy to set and measure performance
standards for an enquiry clerk.
Cha per Three Li terature Study
3.6.3.15
Page 98
It is however a requirement in some institutions
for enquiry clerks to record the details of
enquiries. The names , addresses and the nature of
enquiry are some of the details that are usually
recorded.
An enquiry list is then one of the tools that could
be used to determine the number of clients assisted
in a day, over a month or year . The lists will
indicate how busy the clerks were kept. The
nature of the enquiry as well as the details of t~e
client are necessary for follow up repeated and
unresolved enquiries.
The final outcome of every enquiry is also of
importance. It will be easy to determine whether
the clients did find solutions for their problems or
not. The enquiry lists should then be kept for
measurement purposes. They will indicate
whether all or most enquiries were finally resolved
or not. This will be one of the bases for
performance measurement of the consent clerk.
Attendance registers
Employees who are always away from work due
to sick leave , every three days per week, are likely
to be not as productive as those who are at work
on daily basis . Attendance registers could be used
simultaneously with other tools to measure
Cha per Three Literature Study
3.6.3.16
3.6.3.17
Page 99
performance of employees. It will provide the
employer with some clues on what some of the
causes of poor performance could be.
Benchmarking
Benchmarking as a tool of measuring performance
"is the continuous process of measuring
products, services and processes against those of
industry leaders or the toughest competitors.
This results in a search for best practice, those
that will lead to superior pe,formance, through
measuring pe,formance, continuously
implementing change and emulating the best. "
(Oakland and Porter, 1997: p181)
Business/Strategic Plan
It is a common practice for success orientated
institutions to avail special time in order to draft
their annual strategic plan of success. They
normally spend a number of days away from
offices to avoid daily office disturbances and
distractions. Bosberaad is the buzz-word for such
occasions.
Financial institutions have also as a requirement,
submission of a business plan in order to consider
an application for a business loan. This indicates
the importance attached to a business plan.
Cha per Three Literature Study
Page IOU
A business plan is a proposed action plan or a
written success map indicating;
where an institution is ,
where it intends going (projections),
how it intends attaining its objectives/set
goals (projections) and
how the situation will be like on attainment
of the envisaged activities .
The contents of a business plan will usually cover,
inter alia;
the setting of goals and objectives,
the testing of the feasibility and viability of
a proposed venture as well as
the establisment, monitoring and the
evaluation of an institution's performance.
It is a tool which could be used monthly,
quarterly, half-yearly or annually to compare the
actual performance against the initially set goals or
standards . A properly compiled business plan will
compel the compiler/s to weigh the pros and cons
before implementing a concept or an idea .
The effective and efficient utilisation of an
institution's resources is the primary focus of any
business plan.
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Page IOI
A business plan is thus one of the most effective
management tools when properly compiled and
utilised.
It should be noted that a yardstick or tool to
measure performance is a means which serves as
evidence of what was attained. A register, list ,
schedule or report will normally state or list
numbers, figures or tasks/activities attained over
certain period of time . The attained numbers or
tasks/activities can then be compared with the
projections in order to determine the attainment
levels or variances.
3.6.4 Performance Measurement Approaches
It has been indicated before that it is not easy to set a
performance standard and to measure such
performance. It is then very important to follow a
particular method or approach to design an effective
system.
Rolstadas (1995), states that there are three approaches
that could be used to develop a performance
measurement system. Such approaches are;
" 3.6.4.1 Top down cascading method;
Management by objectives
(MBO) is based on this approach.
Cha per Three Litaature Study
This approach focuses mainly
on departmental performance.
Necessary success factors are:
articulate the system in a
language that all staff can
understand;
explain (not prescribe), to
obtain commitment;
mandatory right for each
level to question validity of
the explanation.
3. 6.4.2 Bottom-up process;
It is based on personal
responsibility. Every member of
the organisation is responsible for
defining the possible improvement
in their area of responsibility.
Page 102
3. 6.4.3 Combination of bottom-up and top-down;
It tries to unify the best from both,
which isolated have major
weaknesses." (Rolstadas, 1995:
p182, p183).
3.6.5 Comments
Measurement of performance is a means of informing
leaders or management whether the organisation is in
the right direction or not. It indicates the success or
Cha per Three Literature Study
failure rate of an organisation. Management are able to
determine whether the organisation's aims and
objectives are met or not. It is then important to
measure performance even if it is difficult in some
instances, as previously stated.
Barlow confirms his strong belief in the need for
measuring performance by stating that;
" ... a control can be effective when the actual results
or conditions are measured against performance
standards. That is, there is no point in setting
standards if they aren't monitored. " (Barlow, et al ,
1995: p121) .
The government, as an organisation, needs to be in
control. The entire population of any country is likely
to be negatively affected if that government collapses .
The economic decline of a country has some ripple
effects that could impact negatively on the lives of the
citizens.
William Christopher, et al , (1993) states that the
government keeps increasing as a percentage of the
national economy . The efficiency of performing
government services therefore increases as a factor
affecting the entire economy.
Page 103
Page 104
3.7 CONTROL MEASURES
Chaper Three Literature Study
The setting of performance standards is done with the
intention of comparing the actual performance (output) against
the set standard/s ( envisaged output). What will be observed
as discussed under the preceding sub-topic (setting standards),
is that there will either be the;
exceeding of set standards,
meeting of set standards or
below set standards performance
Control measures will then have to be in place to either:
reinforce best performance,
improve acceptable performance or
apply corrective measures in a case of negative deviations.
A further discussion on the definition, importance , steps ,
principles and forms of control measure will clarify this
sub-heading. The challenges such as resistance need also to
be explained, as well as how to overcome such challenges.
3. 7 .1 Definition of control/control measures
Control is being defined as "the process by which information
or feedback is provided so as to keep all functions on track. It is
the sum total of activities that increase the probability of the
planned results being achieved". (Oakland and Porter , 1997:
p22) .
Chaper Three Literature Study
Page IU5
Control measures refer to precautionary steps proactively taken
to have solutions for inefficiencies and deviations from the set
procedures, that may occur. Such proactive and readily
available steps are put into place to minimise or eradicate
unnecessary loses as a result of mistakes or carelessness.
3. 7 .2 Importance of Control Systems
It has been remarked in the first chapter (Orientation) that most
organisations including government departments spent more
time on strategic planning sessions "Bosberaad". It should
however be noted that "there are two reasons amongst others
why even the best of plans may fail, namely;
Unexpected events in the external world may make it
impossible to carry them out, and
those charged with carrying them out may not act as they
are supposed to.
Control systems are then handy to prevent such undesired state
of events to occur. The systems are designed to ensure
continuity and progress towards the attainment of the set goals ,
as Griffin (1993) states that; "having an effective control system
can help ensure that an organisation achieves its goals. "
3. 7 .3 Control Steps
In order to achieve the desired results through the effective
utilisation of the control systems, there are necessary steps that
have to be followed. Such necessary steps are the key elements
as mentioned during a discussion on Strategic Management
(item 3.4).
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Page 106
The steps are briefly explained as;
3.7.3.1
3.7.3.2
3.7 .3.3
3.7.3.4
Establishment of standards
An organisation's vision, mission, aims and
objectives will be the foundation to set
performance standards. The goals will then be
expressed in terms of quantifiable and measurable
activities. This stage will then be results
projection phase.
Measurement of performance
There has to be an actual execution of tasks in
order to record performance. This stage will be a
performance recording phase.
Comparison of performance against standards
The actual performance should then be compared
with the projected or anticipated performance.
The set performance standards should be the base
for comparison. This stage will be a comparison
phase.
Evaluation and Actioning
The comparison of the actual performance against
the projected performance will indicate whether
the set targets were met, exceeded or not attained.
The evaluated meeting and exceeding of the
targets or goals should be commended. The set
standards should then be re-visited to :
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Page 107
check whether they were too easy to be
attained or exceeded or
whether they were too difficult hence
resulting in poor performance.
There has to be an investigation to determine the
reasons for negative variance . Solutions have to be
sought to remedy the situation.
Revised standards, if necessary , will be set and the
process will be started again.
3. 7.4 Principles of Effective Control
A control process should be based on sound principles in order
to be effective . It is most likely to achieve the intended
objectives if amongst other, there is;
a clear and definite purpose for control,
full participation by the affected individuals (employer
and employees),
effective communication and
flexibility in the process.
The purpose of control should not be based on
witch-hunting intentions.It should be viewed as a means
of identifying discrepancies with an aim of correcting
such. It could also serve as a means of identifying
training needs , coaching and improvement areas .
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The process should ultimately enhance self-inspection
and control. Employees and employers should not be
entirely dependent upon such systems in order to
perform to the utmost.
3.7.5 Forms of Control
Griffin (1993) maintains that there are three basic forms of
control, namely;
Operations Control,
Organisational Control and
Strategic Control.
They are briefly explained as follows;
3.7.5.1 Operations Control
This form of control form has four sub-forms
namely;
3.7.5.1.1
3.7.5.1.2
Pre! iminary /Steering/F eedforward
Control
It focuses on the monitoring of
quality or quantity of financial,
physical, human and information
resources before they actually
become part of the system.
Screening/ Concurrent/Yes-No
Control
It relies heavily on feedback
processes during the transformation
process.
Cha per Three Literature Study
3.7.5.2
3.7.5.3
3.7.5.1.3
3.7.5.1.4
Page 109
Postaction Control
It focuses on the outputs on the
organisation after the transformation
process in complete.
Multiple Control Systems
It is a combination of the three above
(Preliminary, Screening and
Postaction) .
Organisational Control
This control has two sub-forms, namely;
3.7 .5.2.1
3.7.5 .2.2
Bureaucratic Control
It is a form on organisational control
characterized by formal and
mechanistic structural arrangements .
Clan Control
It is an approach to organisational
control based on informal and
organic structural arrangements.
Strategic Control
This control form is without sub-forms according
to Griffin (1993). It is aimed at ensuring that the
organisation is maintaining an effective
alignment with its environment and moving
towards achieving its strategic goals.
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3. 7 .6 Control Tools
Organisations use different control tools for various reasons that
include;
Suitability,
Flexibility,
Time (period) and
Costs.
The performance measurement tools mentioned under item
3.6.3 can be used as control tools. When under-performance is
detected, corrective/control measures have to be effected.
3. 7. 7 Resistance to Control
As the human element is involved in the utilising of control
measures, it is then not surprising that there could be some form
of resistance during the implementation stage or even prior to
that. Griffin (1993: p489) asserts that ''properly designed
control systems are useful and effective, but many people still
resist control. Some common reasons for resistance are
overcontrol, inappropriate focus, rewards for inefficiency, and
accountability. "
3. 7 .8 Overcoming Resistance to Control
Griffin furthermore suggests that overcoming resistance will be
possible if the following is put into practice:
VseMBO,
Create effective controls and
Use checks and balances.
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3. 7 .9 Comments
The most important aspects on control have been highlighted
and explained. It should be noted, in conclusion of this
sub-section that "since the concepts of 'zero defects' and 'right
first time' are part of the world class approach, teams institute
suitable checks to ensure the highest level of performance.
Deviations are detected early and rectified. Feedback
mechanisms are used to gain ongoing information about the
value, quality and service rendered to commercial customers."
(PRODUCTIVITY SA, SEPTEMBER/ OCTOBER 1998:
p9).
It is important to focus on what the current government has
done thus far to implement some of the suggestions and ideas
raised by the literature study discussed above .
3.8 CURRENT GOVERNMENT EFFORTS
Cha per Three Literature Study
The literature discussed has given a picture of what has
happened with regard to negative incidents that have
culminated in a great loss of government funds. It has also
shed some light on how effectiveness could be attained by
explaining concepts such as standards and control. The latter
has been more theoretical than practical.
In the following section the focus is on what the government
has practically done to respond to what has been highlighted in
the preceding section. The flow is from theory to practice.
Cha per Three Literature Study
Pratten (1987) in his article "Mrs.Thatcher's Economic
Legacy", from the book "Thatcher ism - Personality and
Politics" has this to say about the governments as he was
referring to the British government;
"Let the government do its job, which includes the
provision of a stable monetary and fiscal framework and
a competitive environment . ..
Mrs. Thatcher's economic experiment has not succeeded. The
interesting questions concern the reasons for the failure, the
realities of Britain's economy in 1986, and the policies which
could improve its performance ..
The new conservative policy would be to use macroeconomic
policies to control inflation: . . . government expenditure would
be lowered to deflate demand and to reduce and hold down
inflation. There would be 'strict control' ... and jirm
management of government expenditure' .
. . . Many of the policies intended to achieve this were negative in
the sense that they would eliminate government control, .. . and
bank lending controls. "
Pratten' s comments are centred around;
strict control and policies,
firm management,
reduction of government expenditure and
improvement of government performance.
Implied in his comments is the emphasis on the significance of
such ingredients in any government for good governance.
The South African government embarked upon some special
programmes to avoid criticisms such as those that were
rage 11.
Chaper Three Literature Study
directed to the British Government as well as the articles
written by the South African media.
Some leaders came out loud and clear to clarify their stance
and willingness to eliminate corruption in various government
institutions. Such statements included;
"WE WILL STOP CORRUPTION - MOLEFE
Page 113
The government of the North West has made breakthroughs in its
stated intention to uproot corruption leaving in its wake a number
of suspended officials as well as others facing criminal charges, a
process which North West Premier Popo Molefe says is already in
progress." (North West Mirror, Thursday February 12 1998:
pl).
"NORTH WEST GOVERNMENT BENT ON UPROOTING
CORRUPTION
Reacting to the recent reports of arrest and charges laid against
the culprits, Mr. Molefe said the swift action undertaken
demonstrated the commitment of the North West Government to
clean, transparent and accountable governance. Adding that it
also serves as a warning to any persons or instances contemplating
corruption." (North West Mirror, July 1998: pl ).
"NORTHERN PROVINCE PREMIER SET TO ROOT OUT
CORRUPTION
We are going beyond mere words and good intentions. We are
converting our words into deeds ...
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We as government and the civil service rededicate ourselves to the
battle against corruption and fraud.
As part of our programme to eliminate wastage and unnecessary
expenditure we have begun applying strict internal audit
procedures. " (Sowetan-Morning Final , Tuesday November 10
1998: pl 1).
"MBATHA VOWS TO ROOT OUT CORRUPTION
We hear stories of desperate illegal Asian immigrants parting with
up to R20 000 to buy identity documents. That is one area we are
focusing on. " (Sowetan-Morning Final, Thursday November 12 .
1998: pll).
"THE ELIMINATION OF CORRUPTION
The elimination of corruption within the public sector is an issue of
considerable concern to the Government. In view of this, a
systematic programme will be introduced to prevent corruption
and to punish offenders. Consideration is being given to the
establishment of an Anti-Corruption Arm (ACA) which will be
mandated to detect and expose corruption within the public
sector." (Government Gazette , No 16838, November 24 1995:
p72).
Such commitment and swift actions earned some government
leaders showers of praises from the media . Such praises
included, amongst others;
"No one can seriously question the government's commitment to
clean administration, especially if assessed purely on the basis of
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Page 115
its verbal exhortations.President Nelson Mandela, in his opening
address to Parliament, for example, was unequivocal in his desire
to root out corruption. A week ago Finance Minister, Tre vor
Manuel, echoed the entiment." (Sowetan-Morning Final ,
Thursday March 19 1998: p 10).
"The North West Government's prompt suspension of
those alleged to have taken part in defrauding it of the
estimated R38 million therefore must be commended. Its
anti-corruption drive, which led to suspensions, no doubt
signals a bold commitment to clean and honest
governance. It is a commitment that other provinces
would do well to emulate. " (Sowetan-Morning Final,
Wednesday February 4 1998: p8).
The Government has also put into place some policies and
programmes as a deliberate action to improve performance of
the civil servants and to eliminate negative incidents and
misbehaviour. Such programmes are;
Code of Conduct,
Batho Pele - People First and
Performance Management Systems (PMS) .
The programmes are very relevant to this research as they
focus on setting of service delivery standards and the
measurement of such performance, periodically.
Cha per Three Literature Study
Page 116
3.8.1 Code of Conduct
According to the Government Gazette (November 24 1995:
p72);
"This code aims to incorporate the principles of the new South
African public service. To that extent, it aims to instill in public
servants an ethos of professionalism (in the most positive sense
of the word) as well as a commitment to the concept of serving
the people. The code is intended not merely as a set of standing
rules for behaviour, but rather as a guide to public servants to
use their creativity and discretion to promote national priorities.
The annual evaluation of personnel will take into account
compliance with the code".
The Chairman of the Public Service Commission, Professor
Stan Sangweni when answering the question "Why a public
servant's code of conduct?" at a workshop on this matter in
Mafikeng said;
"Given what we have had so far, the code serves as
a corrective measure to spell out what is expected
of ethically responsible workers ...
Furthermore while the code is an endeavour to built trust
and confidence in government, it also provides employees
with criteria by which they can evaluate their own
behaviour as well as daily tasks ...
Code of Conduct should not be perceived to be a punitive
measure against civil servants, nor should it be taken to be
a panacea to the ills brought by corruption and its
elements, but a measure aimed at eliminating it from being
the way of life. " (North West Mirror , August 1998: p5).
Chaper Three Literature Study
The Code of Conduct was thus designed in the spirit of
"Goal-Setting and Management by Objectives theories".
The intention is to increase productivity through periodic
behavioural assessment.
3.8.2 BATHO PELE - PEOPLE FIRST
Pagell7
Batho Pele advocates effective and efficient service delivery by
the civil servants. It is based on the following eight principles ;
Consultation
Citizens should be consulted about the level and
quality of the public services they receive and,
wherever possible, should be given a choice about
the services that are offered.
Service Standards
Citizens should be told what level and quality of
public services they will receive so that they are
aware of what to expect.
Access
All citizens should have equal access to the services
to which they are entitled.
Courtesy
Citizens should be treated with courtesy and
consideration.
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Information
Citizens should be given full, accurate information
about the public services they are entitled to receive.
Openness and Transparency
Citizens should be told how national and provincial
departments are run, how much they cost, and who is in
charge.
Redress
If the promised standard of service is not delivered,
citizens should be offered an apology, a full explanation
and a speedy and effective remedy; and when complaints
are made, citizens should receive a sympathetic, positive
response.
Value for Money
Public services should be provided economically and
efficiently in order to give citizens the best possible value
for money". (Government Gazette , November 1997:
p15).
In an endeavour to put these principles into practice, the
Government Gazette (1997) explains, as a priority, the setting
of standards as follows;
"Setting Service Standards
National and provincial departments must publish
standards for the level and quality of services they
will provide, including the introduction of new
services to those who have previously been denied
access to them.
Chaper Three Literature Study
... Provincial departments may also set additional
standards for aspects of service not covered by
national norms.
Service standards must be set at a level which is
demanding but realistic.
The overall responsibility for decisions about what
services are to be provided and at what level, rests
with elected representatives.
Page 119
Once approved, service standards must be published
and displayed at the point of delivery and
communicated as widely as possible to all potential
users so that they know what level of service they are
entitled to expect, and can complain if they do not
receive it. . . . Performance against standards must
be regularly measured and the results published at
least once a year, and more frequently where
appropriate.
Performance against standards must be reviewed
annually and, as standards are met, so that they
should be progressively raised, year on year. Once
set and published, standards may not be reduced. If
a standard is not met, the reasons must be explained
publicly and a new target date set for when it will be
achieved. "
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3.8.3 PERFORMANCE MANAGEMENT SYSTEM (PMS)
The North West Provincial Government designed this
Page 120
system and defines it as; "a continuous work process whereby
managers and employees jointly plan, direct, correct and
improve the peif ormance of each other; in line with the
components' vision, mission and priorities, to achieve the
Strategic Focus Areas (SAF's) of the organisation. " (PMS
Manual, 1998: p3).
The PMS manual lists the rationale behind the Performance
Management System as;
to encourage a performance based culture within the
North West public sector,
to effectively manage resources . The PMS serves both
day-to-day management and strategic processes ,
to provide a mechanism for linking individual
employees/officers' key responsibilities and objectives to
those of the component,
to provide useful information about individual staff
members' performance that is useful in making informed
decisions regarding rewards and promotions. This
information is based on agreements developed between
managers and employees,
to provide useful information that can be used in career
planning and employee development and
Page 121
it is a pro-active approach to management which will
promote effective annual planning, coaching, feedback
and staff development.
The practical guidelines for its implementation includes;
- Determination of the Province's vision, mission and strategic
focus areas,
- Determination of the components' vision, mission and strategic
planning areas,
- Setting of personal work plans,
- Guidelines on how to effectively develop personal work plans ,
- Periodic progress review by the manager and employee on
monthly basis and a
- Final review and performance appraisal .
The three government initiatives towards effeciency and
effectiveness, (Code of Conduct, Batho Pele and Performance
Management System) are linked and complement one another.
They all focus on the improvement of quality service delivery
through preset service standards. This is evident that the
government has initiated programmes, as promised in the public
statements quoted from the media.
3.9 CONCLUDING COMMENTS
Cha per Three Literature Study
The literature review has brought to the fore , the explanation
of concepts that form the basis of this research, namely:
setting standards ,
measuring performance,
control measures and
Cha per Three Literature Study
strategic management.
The principles, steps, guidelines, problems and importance
accompanying these concepts were also discussed at length.
The practical side of what has happened as well as the opinion
of different reporters and authors with regard to corruption
were also highlighted.
When carefully studied , all the material utilised in this review
focused mainly on:
efficiency,
effectiveness ,
control ,
governance/administration,
performance,
management,
participation,
mutual agreement,
communication and
commitment.
All these are vital ingredients that could be utilised for positive
output which is most desired in every organisation.
The review has now set a base for the formulation of the
problem which is discussed in the following chapter (Chapter
Four - The Problem Definition and Formulation of
Hypothesis).
Page 123
CHAPTER FOUR
4. PROBLEM DEFINITION AND
FORMULATION OF HYPOTHESIS
4.1 INTRODUCTION
The purpose of this chapter is to define the problem researched. The
problem to be defined is in line with the concept of setting performance
standards and measuring performance against those preset standards .
A previous discussion on the "Problem at hand", "Theoretical
Foundation" and "Literature Study" has set the scene for the definition
of the problem as well as the formulation of hypothesis.
The focus is still on the assumption that the setting and measurement of
performance is done with an aim of putting into place some form of
control mechanisms in order to enhance efficiency and effectiveness in
an organisation.
4.2 PROBLEM DEFINITION
Chapter Four
Assumptions were highlighted in chapter One, that "there are some
Management Control Measures which have been put into place to curb
problems of the past and to bring about effectiveness in government and
private organisations. "
Problem Defin ition and Formulation of Hypothesis
Chapter Four
Page 124
It has also been mentioned that problems that are experienced by
government institutions , according to newspaper reports , centre around;
Fraud and forgery ,
Maladministration,
Misappropriation of funds and
Budget deficits/ overspending .
These are some of the incidents that hamper with the enhancement of
efficiency and effectiveness in government organisations .
This gives an indication that there could be more than one problem
surrounding the topic under research. There could be a major or
primary problem as well as related or secondary problems.
4.2.1 Primary Problem
The primary problem that was researched in order to achieve this
research's objective as discussed in Objective of the Research is ;
"Do the setting of peiformance standards and the measurement of
peiformance as a control measure have an impact in the strategic
management of organisations?"
It was the aim of this research to determine as to whether
efficiency and effectiveness can or cannot be enhanced when
performance standards are set and measured in an organisation.
Strategic Management as discussed in the preceding discussions
is aimed at positive results. The focus was on the North West
Provincial Government Departments, as per the research
proposal.
4.2.2 Secondary Problems
There could arise a number of other problems that could be
Problem Detini tion and Form ulati on of Hypothesis
Chapter Four
Page 125
related to the problem under research. Such could include, inter
alia:
"Can performance appraisal enhance effectiveness and
efficiency in government organisations?"
"Can the setting of performance standards and the
measurement of performance motivate employees?"
11 Can the setting of performance standards and the
measurement of performance change the mind-set of
employees with negative attitudes towards their jobs?" .
11 Can the setting of performance standards and the
measurement of performance eliminate over-spending,
fraud and forgery in government organisations?"
The few mentioned secondary problems are also centered around
the question of:
"Is there merit in setting performance standards and measuring
performance in government organisations?"
4.2.3 Notable Factors
It should be noted that some factors could bring some different
dimensions to this problem. Such factors could contribute
positively or negatively towards the research of this problem.
Some of such factors could be;
4.2.3.1 The role of setting performance standards
vis-a-vis the role of measuring performance
Setting performance standards alone could pose a
Probkm Defin ition and Formulation of Hypothesis
4.2.3.2
Chapter Four
Page 126
threat to employees even if they do not have a
problem with their performance being measured . It
could be a situation associated with the problem of
setting standards. A typical example is a scenario
whereby an employee does not agree with the
standard/s set by the senior who is not prepared to
compromise. In such a situation measurement of
performance will not have a role as it is dependant
upon the standard/s to be set.
The inverse could also apply . Employees could .be
in agreement with the jointly set standards, but do
not accept the measuring yardstick used. An
example is a situation where an employee agrees to;
recruit 10 new clients per month,
process 5 new applications within 8 working
hours and
to respond to all clients ' queries within 2
hours of receipt.
The same employee, however , does not agree with
the method of being allocated;
80% for recruitment of 10 new clients,
15 % for processing of applications and
5 % for responding to clients' queries
in order to attain the desired 100% performance
standard.
Organisational climate and culture
The setting of performance standards as well as the
Problc:m Definition and Formulation of Hypothesis
4.2.3.3
Chapter Four
measurement of performance could be well
designed with good intentions.
Page 127
The culture and climate of the organisation could
however not be conducive to introduce the concept .
as required.
An example is, in an organisation where a
top-down approach is the main order of the day;
"It is good for them - they just have to accept or
else they go. "
There are certain organisations or government .
departments wherein junior staff members are in
most cases not afforded the opportunity to make a
meaningful contribution towards the execution of
their tasks. It is mostly "Do or else".
Employer/Employee relationship
The relationship between the employer or senior
and the employee or subordinate can also contribute
either positively or negatively towards the problem.
It will depend on the type of relationship that exists
between the two .
If the employee or senior is on good terms with the
subordinate the system or concept may work
perfectly. There might also be a situation whereby
very low standards are set or mutual agreement is
being reached at the expense of the other party.
The employee might just accept what the employer
dictates to maintain that good relationship.
Prohlem Oetinition and Form11l;ition ofH voothes is
Page 128
Effectiveness and efficiency stand to be sacrificed in
such an instance. The reverse could be so negative
that even if one party is factual and reasonable all
that is eclipsed by the animosity that exist between
the two. This situation could render the concept or
system ineffective and inefficient.
The literature has also highlighted some positive and negative aspects
related to the problem under research. Some ways of alleviating or
minimising the negatives were also mentioned.
The data collected was be utilised to find a solution for this particular
research problem . The hypothesis was then articulated to serve as a
tool for finding the solution for the research problem.
4.3 FORMULATION OF HYPOTHESIS
Chapter Four
The definition of the problem has laid a foundation for the formulation
of the hypothesis. It has led to the drawing of a two dimensional
assumption.
4.3.1 Primary hypothesis
4.3.1.1
4.3 .1.2
Nul Hypothesis (Ho)
"The setting of performance standards and the
measurement of performance, as a control measure,
do have an impact in the strategic management of
organisations. "
Alternative Hypothesis (Ha)
"The setting of performance standards and the
Problem Defin ition and Formulation of Hypothesis
Chapter Four
Page 129
measurement of performance, as a control measure,
do not have an impact in the strategic management
of organisations."
4.3.2 Secondary hypotheses
Flowing from the secondary problems will be:
4.3.2.1
4.3 .2.2
Nul Hypothesis (Ho)
"Performance appraisal can enhance effectiveness
and efficiency in government organisations."
"The setting of performance standards and the
measurement of performance can motivate
employees."
"The setting of performance standards and the
measurement of performance can change the
mind-set of employees with negative attitudes
towards their jobs."
"The setting of performance standards and the
measurement of performance can eliminate
over-spending, fraud and forgery in government
organisations. "
Alternative Hypothesis (Ha)
"Performance appraisal cannot enhance
effectiveness and efficiency in government
organisations."
Problem Definition and Form ulation of Hypothesis
Page 130
"The setting of performance standards and the
measurement of performance cannot motivate
employees."
"The setting of performance standards and the
measurement of performances cannot change the
mind-set of employees with negative attitudes
towards their jobs."
"The setting of performance standards and the
measurement of performances cannot eliminate
over-spending, fraud and forgery in government
organisations. "
4.4 CONCLUDING COMMENTS
Chapter Four
It should be noted that some problems might surface during and/or after
this particular research. There might be other numerous problems
which may be related to this topic under research. The scene , so far,
has been set for the attainment of this research's objectives . The defined
problem and the relevant hypothesis have to be supported by a relevant
Design of the research as well a good Analysis of the data to be
collected. The succeeding chapter will then focus on the Design and
Analysis aspects of the research under study.
Problem Defin ition and Formulation of Hvoothesis
CHAPTER FIVE
5. RESEARCH DESIGN AND ANALYSIS
5.1 INTRODUCTION
This chapter explains the research study's decisions as well as the
rationale behind such decisions with regard to the;
Population,
Sample,
Data collection method,
Data collection instrument and the
Statistical analysis.
The analysis of the collected data is fundamental as it formu lates the
base for the interpretation of the collected research data.
5.2 TYPE OF RESEARCH
Chapter Five
The present study aimed at determining the effect of setting
performance standards and measurements thereof on the enhancement
of efficiency and effectiveness in government organisations. The
designed hypothesis clearly indicates the focus on the cause-and-effect
relationship between performance standards and efficiency/effectiveness
enhancement.
This research study is then a Casual Research because "when the
research question can be framed this explicitly, the researcher is dealing
with a situation ripe for casual analysis. Descriptive research is fine for
testing hypothesis, but is not as effective as casual designs for testing
cause-and-effect relationships" (Churchill , Jr, 1992: p 141 ).
Research Design and Analysis
Page 131
5.3 POPULATION
The research focuses on the North West Provincial Government
departments. The reasons for such a focus were thoroughly explained in
Chapter One (Orientation - Scope of the Research) . All the provincial
government departments have their head offices in Mafikeng, except the
Safety and Security Department, which nonetheless has other offices and
police stations in Mafikeng. Employees in these offices were part of the
population.
All civil servants who are in the Mafikeng area have thus formed the
Population of this research. The Members of the Executive Council
(MEC's) and all Directors were excluded as they represent employers.
The intention was to focus on employees only. The population can then
be described as follows:
ELEMENT
SAMPLING UNIT
EXTENT
DATE
Civil Servants
Civil Servants excluding MEC's and Directors
Mafikeng area
January 1999 to September 2000
5.4 SAMPLING TECHNIQUES
Chapter Five
It has been mentioned that the focus is on the provincial government
departments because;
Their head-offices are in Mafikeng;
are housed in one building which is easily accessible and
Performance Management System was introduced as a pilot
project in these offices around the Mafikeng area.
The above reasons made the choice of Non-Probability sampling
technique the best choice under these circumstances.
Research Desig n and Analys is
Page 132
A combination of convenience/accidental and judgement samples were
deemed as necessary for this research.
Convenience sample "because those comprising the sample enter by
(accident) - they first happen to be where the information for the study is
being collected" (Churchill, Jr, 1992: p460).
Judgement sample because "the sample elements are handpicked
because it is expected that they can serve the research purpose. Most
typically, the sample elements are selected because it is believed that
they are representative of the population of interest" (Churchill, Jr,
1992: p462).
It came to light during the preliminary research investigations that the
Performance Management System (PMS) was at a pilot stage. Certain
provincial government departments were informed of the PMS whilst
others were not. It was then deemed fit to focus on civil servants who
knew about the PMS as well as on those who did not have a clue about
it.
The combination of the two sample plans were then regarded as
adequate to cover the two groups of the civil servants.
5.4.1 Sampling Size
The sampling size was chosen as 200 because 20 appropriate
questions were constructed.
5.5 DAT A COLLECTION METHOD/INSTRUMENT
Chapter Five
A questionnaire comprising of 20 questions was utili sed for the
collection of data. A structured-undisguised questionnaire was preferred
because "the greatest advantages of structured-undisguised
questionnaires are that they are simple to administer and easy to tabulate
Research Design and Analysis
Page 133
Chapter Five
and analyze. Subjects should be reliable in that if they were asked the
question again, they would answer in a similar fashion, (assuming, of
course, the absence of some attitude changing event)" (Churchill , Jr,
1992: p262).
It was also deemed necessary, convenient and relevant as;
The questions were carefully designed using the hypothesis as a
guide.
They were then thoroughly scrutinised to ensure that they
measure what they were supposed to measure.
It was ensured that the questionnaire is comprised of anchor
questions and related questions. Anchor questions refer to
questions that are focussing directly on the topic under research.
Related questions refer to questions that highlight matters of
relatively related importance to the problem under research.
It was pre-tested after construction.
Amendments were effected to avoid irrelevance and invalidity.
Flow of logic was avoided so as not to lead respondents into
responding to succeeding questions while responding to the
preceding ones.
All respondents were given the same questions and time to
respond to questions.
The researcher administered the collection and tabulation of data
personally.
Research Design and Analys is
Page 134
Chapter Five
The primary aim of adhering to the above prescribed procedures was to
ensure that the constructed data collection instrument is:
Reliable
Valid
Consistent and stable.
11 ••• taps all relevant facets of construct it is attempting to
measure. 11 (Parasuraman, 1991 : p442)
5.5.1 Questionnaire Structure
The questionnaire was structured to have three sections. An
introductory, request and respond sections were designed. A
letter of request and appreciation was also attached.
5.5.1.1
5.5.1.2
Profile (Section One)
This section was utilised to make the respondent
feel at ease.
It included the following:
Points to be noted like being honest, making
the right and uniformed tick as well as an
explanation that there was no right or wrong
answer/s,
Age category,
Qualification/s,
Job level/rank,
Gender,
Marital status and
Length of service.
Questions (Section Two)
It comprised of 20 constructed, scrutinized,
pre-tested and amended questions. They were
Research Design and Analysis
Page 135
5.5.1.3
constructed in such a manner that all respondents
should have the same questions and the same
response options. This was done to avoid vague
responses. Though they were different, the
response method was uniformed. This was done
to ensure that respondents do not become impatient
as a result of different responding methods.
Comments/Remarks (Section Three)
The comments/remarks section was then included
in order to give any respondent a fair chance of
expressing his/her view about the topic under
research. They were further given a chance of
expressing their views on other concepts or systems
mentioned in the questionnaire like the Civil
Servants Code of Conduct and the Performance
Management System (PMS).
200 questionnaires were personally distributed to respondents.
They were collected the following day in order to avoid further
discussions on the questions raised. The reason was mainly to
avoid a situation whereby a respondent changes a response after
referring to a colleague.
The questionnaires were numbered and a record was kept in order
to determine the responses received back as well as the
Page 136
non-responses.
l NWU-7 LIBRARY)
5.6 STATISTICAL ANALYSIS
Chapter Five
The data analysed below reflect the responses received. Of the 200
distributed questionnaires. 196 were received and 4 questionnaires were
recorded as non-responses. In percentage terms. 98% of questionnaires
Research Design and Analys is
Chapter Five
were retrieved and 2% were not (non-responses).
The response rate was then: 200 distributed questionnaires
1 96 responses
= 98%
The collected data were forwarded to the University of North West's
Statistics Department for data caption, analysis and the testing of
hypothesis.
5.6.1 Statistical Test Method
The method which was deemed very suitable was
CHI-SQUARED TEST METHOD. This method was preferred
over other available statistical methods mainly because:-
the analysed data were nominal and not numeric.
Parasuraman (1991: p687) describes it "as a nonparametric test
for determining whether there is a statistically significant
relationship between two categorical (nominal or ordinal)
variables that have been cross-tabulated".
5.6.2 Analysis of data
The data received were then analysed in three sections by means
of tables and graphs. (Refer to tables 5.1-5.8 and figures
5.1-5.13).
Research Design and Analysis
Page 137
Section One: Responses
Table 5.1: Profile of Respondents
( . .. years) Below 30 years Below 40 years Below 50 years Below 60 years
Total
Mame Not Married
Total
( ... years) Less than 1 year From 1 to less than 5 years From 5 to less than 10 years From 10 to less than 15 years More than 15 years
Total
Source: Questionnaires received
Comments:
47 9 2
196
72 194
12 42 46 47 49 196
Statistic
51.0 24.0 4.6 1.0
100.0
62.9 37. 1 100.0
6.1 21.4 23.5 24.0 25.0 100.0
Table 5.1 indicates the profile of respondents interviewed. It gives a picture of the respondents' demographics in terms of;
Age, Gender and Marital status.
The respondents ' length of service is also highlighted. It indicates that the majority of respondents;
- were younger than forty years of age (5 1 %), - were females (52,3%), - were married ( 62%, 9%) and - 49% were employed by the government for more than 15 years.
Chapter Five Research Design and Analysis
Page 138
Page 139
Table 5.2: Profile of Respondents Statistic
Count %
i1pnrr,eq~jfob rank:f~l~_,rJ½·,~ -;~t~· /~;,;,.-.,,, tf,. ;;.,. ~~f ' ' •:,~-~;,;· .. ,,. ~>~t~ ;. ' 1- ·it{•-, ~,;-,.~~-~~ f'r.i, <~~-:~}; ~~4;.ij:m!",l & .;,,-,.;,~•• ~~•~~~-)¥.-1'•~~1/l- ~·i~#?<~-~; 1~ '7:'i .~t:;,:ct
Below Supervisory 65 33.2 Supervisory 54 27.6 Junior Management 35 17.9 Middle Management 38 19.4
\ Top Management 4 2.0
Total 196 100.0 ~.A 'ti ""4V>..,.Q 'Jifi ~- ti -~'· 11 • ",,.,~.,,~--~; ·ti~-,~.t..:.· -~ W\::~fi~: ,~ · •· ·· .. ~ .. ~ .~a .e~Jc . ua .1~a ons:-3,i,?i .• t:1,;n:,..si:i.·· :~--.f•• ~.,,.~. ~I ➔'.£-;~,,;,,;_.,_,.,_~ri!, i..;· .;; .~·--~~~t'1,r..:;tt ;t~
Below Standard 10 7 3.6 Standard 10 50 25.5 Postmatric Certificate/s 19 9.7 Postmatric Diploma/s 36 18.4 Junior Degree/s 41 20.9 Senior Degree/s 43 21.9
Total 196 100.0 Source: Questionnaires received
Comments:
Table 5.2 indicates the profile ofrespondents interviewed. It gives a picture of the respondents ' demographics in terms of;
were in ranks that are below the supervisory level (33,2%) and 50% had a standard IO qualification.
Chapter Five Research Design and Analysis
Page 140
Table 5.3 Questionnaire Responses Statistic
Count %
. Ql:- ~owl~~g have yoµ !Jeen-OC':IIPY!llg l:0:!lr:Cun:ent pqsition?;~,;' tit,." w -~ ; • ,f ' }§/<' ~ . ~~~,' :. :,,, j
Less than I year 26 13.3 From 1 to less titan 5 years 106 54.4 From 5 to less than 10 years 34 17.4 From IO to less than 15 years 20 10.3
\ More than 1 5 years 9 4.6
Total 195 100.0
Q2: Do y~u ,think that performance;sta~ii~ards should ~ set'fqr goveniment employ~?. i:..1 '· Yes 186 95.4 No 5 2 .6 No opinion 4 2 .1
Total 195 100.0
,.Q3:. I~ yopr~opinio~ what could thelcoo~buti~n of the 'settirig-'of performance:stan_dai;ds .b~ ,1• .,, ' l ~ -- ~ .l" · ~ :t. ·;. .._ ',.; f
T'owaJ11s th~ government employee's~performance? .· . . ~ ~.: · --~· . . :;¥';,,. Positive 174 89.2 Negative 6 3.1 Do not know 15 7.7
Total 195 100.0
Q4: -Do yo_u think .that performarice) >fgqvemment employ~ sbo'.lild be1evatuated reguJ~rly? Yes 188 96.4 No 3 1.5
No opinion 4 2.1
Total 195 100.0
ltr~:~,~atr>~~l¢ you~say ~ tle. perf<> options?,,..:,·.~r~: 7' ,~,ii'~ <• \· .
1l~e'~~;::Jt~~~1:;rs~,, fo,~,.gi~F,n the m;Jo~ ~lis~ed ''!); . • ..:1.~1;. t. .,)'.:''t..~,.,. -~•-•1 ~- .Pit..,; , ~ $1
Measuring performance 81 41.5 Identifying non-performers 14 7.2 Determining the salary increase 16 8.2 Identifying traini ng needs 59 30.3
Two or more of the above 20 10.3
None of the above 5 2 .6
Total 195 100.0
Source: Questionnaires received
Comments:
Table 5.3 indicates the responses to the research questions posed to the respondents. The highlighted counts and percentages indicate the responses of the majority.
Chapter Five R<!search Design and Analysis
Table 5.4 Questionnaire Responses
Statistic Count %
Daily 16 8.2 Weekly 32 16.3 Fort-nightly 20 10.2 MontMy 62 31.6 More than the above 14 7. 1
Total None of the above 52 26.5 196 100.0
33.2 More than 25% 19.9 Less than 50% 15 7.7 More than 50% 18 9.2 None of the above 59 30. 1
Total 196 100.0
55.6 No 64 32.7 Neutral 23 11.7
Tobi 196 100.0
Yes 38 19.4 No 123 62.8 Neutral 35 17.9
Total 196 100.0
Less than 6 months ago 55 28 .1 Between 6 and/or 12 months ago 23 11.7 Between 12 and/or 18 months ago 25 12.8 Between 18 and/or 24 months ago 13 6.6 More than 24 months ago 24 12.2 Never measured 56 28.6
Total 196 100.0
Source: Questionnaires received
Comments:
Table 5.4 indicates the responses to the research questions posed to the respondents. The highlighted counts and percentages indicate the responses of the majority.
Chapter Five Research Design and Analys is
Page 141
,:~ :,tt.,,
Page 142
Table 5.5 Questionnaire Responses Statistic
Negative impact 75 38.5 Positive impact 60 30.8 No impact 60 30.8
100.0
_ _ _ . . 'iis:big you"m'(}~t in y _ Having to achieve the set performance standards 60 30.8 Having to perform irrelevant tasks/duties 42 21.5 Having to do what the " boss" says 26 13.3 Having to be given tasks without being consulted first 30 15.4 Two of the above 5 2.6
None of the above 32 16.4
Total 195 100.0
Ql3: "·Wbat <lo-you prefer most ih youf ctii'r~~t:;j:cfb?1-:'\, .w ·"
Working without supervision 92 47.2 Performing without the set standards 16 8.2 Not too much work 10 5.1
Not too difficult tasks 5 2.6
None of the above 72 36.9
Total 195 100.0
Performing against the set standards 43 22 . 1
Performing without supervision I 0 5.1
Receiving feedback on my performance 99 50.8 Executing difficult tasks 19 9.7 Power and authority 4 2.1
Two/more of the above 13 6.7 None of the above 7 3.6
Total 195 100.0
Senior/sonly 2
Employee/sonly 3 1.5
Senior/s and employee/s jointly 187 95.9 None of the above 3 1.5
Total 195 100.0
Source: Questionnaires received
Comments:
Table 5.5 indicates the responses to the research questions posed to the respondents. The highlighted counts and percentages indicate the responses of the majority.
Chapter Five Research Design and Analysis
Page 143
Table 5.6 Questionnaire Responses Statistic
Count %
Ql6: I~ you(opinion, ':~at impact wi{rtt~.perform_!ri,ce,stan~art,i,~et by yo\t~ .,enior/s witb~,ilt . consultmg you, have on y,our perforD,1anf~1 ~ ;._,\I+;;•= t . '! ~- • , , ,~if'""' . , .. ~JfiJ~i
Negative impact 154 78.6 Positive impact 20 10.2 No impact 22 11.2
Total 196 100.0 \
'Qf7:' Do you'fhio:1<'lhit thesettiog·orjf,lnotmance""itan"'dards··i1nd'ffi'tmeasuf'emeiit~orpe'rformancecan play an im~rtant role' i;· eliminating th~Q,ll~wingjat'lbe govemmllll?ilepartme;;tl~rganisations?
4
?t,~ 1
(a) Fraud & Forgery Yes 97 49.5 No 50 25 .5 Neutral 49 25 .0
Total 196 100.0
::r- .·~ =~,¢;~:i1"~ · .,;;~~~{1f?2J I"\~ • •,,i;•• ·w~t:¥~,:s~HY.3~~~ftt:1;;·,~~ -°'· .... ,. :;ii~~ ,
, .. \: '< .~• .... ~ ,,,,_,~ ' '"'~ ,._'..;,_~ ... • .,,,__._..,~ ;-j ~~]<,_ ~ {:-'>.:~ ... (b) Bribery Yes 85 43.4
No 57 29.1
Total Neutral 54 27.6 196 100.0
. ;., ~J!.,.;.:;;:?-' ... .:·~ ;. ,.,.,. f'T'-"i - ··~~¼ ·'i,Z.,,,;. # .s,f"f•~ .-,:;," ., t~·~f~ .. . ..,, - :'JEr ··- ◄ ,;i,!3i,;. ':'
l', •/·.;. - .;,. ft~ "' ;J,i,,i;t•-?- • .,,. , "... ¥
(c) Misappropriation of funds I Yes 109 55.6 No 40 20.4
Total Neutral 47 24.0 196 100.0
Y . ..,__ ~- ~;'."''411· :.!:~-:t~ i._ .. a."' ;,;"1.]'t<rli:~t'Q'~ ·"•tJtr~,r~i~~t~f ~·1%,1r",·•"•;·,· . ,, ¥~~~::p~ h' . , ,. -"~~ ·~ .. ,;"':_;:'(. t ,. ~' • ~ ..., ..ti<.· l ~rJ ~•~R -,,., .;.,~- (~~;• •;.4:;' ·.,. ""
(d) Budget Deficits (overspending) Yes 119 60.7
No 35 17.9 Neutral 42 21.4
Total 196 100.0
"· ~~~~~-, .. :,,·· -,i~Jili\. ,., --, - ·~ •Q~; ., .. ,, """ ~:r.'?iirf '~~ • ~ ';l:;,. 'f:r;JP..~.:r:, •fi~"..ittf.i'>h,;.;o\:t-i!;, . . tr~· "' .,,,;;,, r ,..~ . ·. '"'m",~~t¥'.:: "..: c_,._Trk_,; •.
s-~ ·'"'" ' ."! '!f;,JPJb.~.~ ' • 4 ii · " . • .c;,, ' <:i•/.
(e) Sexual Harassment Yes 59 30.J
No 73 37.2
Total Neutral 64 32.7 196 100.0
.. ..; ,i'iJ""'f! . ~ . fJ!;•>i" . ·~ •~f;Jii ~;~.~··-·~ . • ,,,~ ,,,,,,~•,.:.:z~ir.!t'."'!/,J\~1} ,j '•"2- a·.;,· ";,:wsfs,h ~ -_ .. :'..N/'JJit~:SJi ·ra-_.; -,n~-_, -- • • · ',<' ~ ••~l ·.c.; .--:-,-,= , ... ~: --,,_, i~_•_,l•-,r ,. !fit,. '""'~i -~·" ' . ',.. • ""' ,.-.1'("-eo:
(I) Job Reservation Yes 94 48.0
No 40 20.4
Neutral 62 31.6
Total 196 100.0
. ' t~t. - .l. ·,·~,i;1t~ ·-~. .;jf;~: !~;3 .i]'->,*~~Vf"" 4 ,.~~~~ ., •. ;_., ·);.:>E.4"13:.. n "·' ,·~-::.~:F~'f~+ ii "· :01r~~): ,. .... .. ~ --1 :-,.~- . ,.,1,,,- ,.1:' • ~ ~k-Ji:.4~,,•..j,v,/·ii;'.•.1$' ~ ",.;:,~ilm ,c:
(g) Favouritism Yes 112 57./
No 41 2039 Neutral 43 21.9
Total 196 100.0
Source: Questionnaires received
Comments: Table 5.6 indicates the responses to the research questions posed to the respondents. The highlighted counts and percentages indicate the responses of the majority.
Chapter Five Research Design and Analysis
Page 144
Table 5.7 Questionnaire Responses
Statistic
Negative impact 11 5.6 Positive impact 168 85.7 No impact 17 8.7
Total , 196 100.0
Total
50 25 .5 Negative impact 14 7.1 Positive impact 123 62.8 No impact 9 4.6
Total 196 100.0
Source: Questionnaires received
Table 5.7 indicates the responses to the research questions posed to the respondents . The highlighted counts and percentages indicate the responses of the majority.
Chapter Five Research Design and Analys is
Section Two : Cross Tabulations
Fi e 5 .1: Question 2 and Question 3 - Relationshi
%
yes no
Q2
no opinion
Q3 . positive
. negative . do not know
Source: Data extracted from table 5.3- 5.7 on page 140 and 144
Comments:
Page 145
Figure 5.1 indicates that 98% (majority) of respondents who felt that performance
standards should be set for government employees (question 2 - 95,4 %), are of the
opinion that performance standards could have a positive contribution towards the
government employees' performance. 67 % ofrespondents who said no in question 2
(2,6 %) were also of the same opinion.
Chapter Five Research Design and Analysis
Section Two : Cross Tabulations
Figure 5 .2: Question 2 and Question 4 - Relationship
yes no
Q2
no opinion
Q4 . yes
. no
. no opinion
Source: Data extracted from table 5.3- 5.7 on page 140 - 144
Comments:
Figure 5.2 indicates that 98% (majority) of respondents who felt that performance
standards should be set for government employees (Question 2 - 95,4%), felt that
performance of government employees should be evaluated regularly.
Chapter Five Research Design and Analysis
Page 146
Section Two : Cross Tabulations
Figure 5 .3: Question 2 and Question 16 - Relationship
60
40
20
0
yes no no opinion
Q2
Q16 . negative impact
. positive impact
Source: Data extracted from table 5.3- 5.7 on page 140 and 144
Comments:
Page 147
Figure 5.3 indicates that 97% (majority) ofrespondents who felt that performance
standards should be set for government employees were of the opinion that performance
standards, preset by senior/s without consulting their subordinate/s, will have a negative
impact on subordinate'/s' performance.
Chapter Five Research Design and Analysis
Section Two : Cross Tabulations
Figure 5.4: Question 2, Question 18 and Question 20 - Relationship
Q2
Q18
Q20
0 10 20 30 40 50 60 70 80 90 100
Source: Data extracted from table 5.3- 5.7 on page 140 and 144
Comments:
Figure 5.4 indicates that more than 60% (majority) ofrespondents felt that;
performance standards should be set for government employees,
Page 148
- the Civil Servants' Code of Conduct will have a positive impact on the delivery of
service by the government employees, and that
- Performance Management System (PMS) will also have a positive impact on the
performance of government employees.
Chapter Five Research Design and Analysis
Section Two : Cross Tabulations
Figure 5.5: Question 3 and Question 4 -Relationship
positive negative
Q3
do not know
Q4 . yes . no
. no opinion
Source: Data extracted from table 5.3 - 5. 7 on page 140 and 144
Comments:
Page 149
Figure 5.5 indicates that 91% (majority) ofrespondents who were of the opinion that the
setting of performance standards could have a positive impact on the government
employees' performance, felt that performance of government employees should be
evaluated regularly.
Chapter Five Research Design and Analysis
Section Two : Cross Tabulations
Fi e 5.6: Question 3 and Question 17 a) - Relationshi
80
60
~ 0
40 Q17(a)
20
0 . neutral positive negative do not know
Q3 Source: Data extracted from table 5.3 - 5.7 on page 140 and 144
Comments:
Page 150
Figure 5.6 indicates that 93% (majority) ofrespondents who were of the opinion that the
setting of performance standards could make a positive contribution towards the
government employees' performance, felt that the setting of performance standards and
the measurement thereof can play an important role in eliminating fraud and forgery in
the government departments. It should also be noted that 92% of those who did not know
were neutral about this matter.
Chapter Five Research Design and Analysis
Page 151
Section Two : Cross Tabulations
Figure 5. 7: Question 3 and Question 17 c) - Relationship
80
60
40 Q17(c)
20
0 . neutral positive negative do not know
Q3 Source: Data extracted from table 5.3- 5.7 on page 140 and 144
Comments:
Figure 5. 7 indicates that 92% (majority) of respondents who were of the opinion that the
setting of performance standards could make a positive contribution towards the
government employees' performance, felt that the setting of performance standards and
the measurement thereof can play an important role in eliminating the misappropriation
of funds in the government departments. It should also be noted that 91 % of those who
did not know were neutral about this matter.
Chapter Five Research Design and Analysis
Section Two : Cross Tabulations
Figure 5.8: Question 3 and Question l 7(d) - Relationship
80
60
40 Q17(d)
20
0 . neutral positive negative do not know
Q3 Source: Data extracted from table 5.3 -5.7 on page 140 and 144
Comments:
Page 152
Figure 5.8 indicates that 92% (majority) of respondents who were of the opinion that the
setting of performance standards could make a positive contribution towards the
government employees' performance, felt that the setting of performance standards and
the measurement thereof can play an important role in eliminating the budget deficits in
the government departments. It should also be noted that 90% of those who did not know .
were neutral about this matter.
Chapter Five Research Design and Analysis
Section Two : Cross Tabulations
Figure 5.9: Question 3 and Question 17 g - Relationship
80
60
40 Q17(g)
20
0 . neutral positive negative do not know
Q3 Source: Data extracted from table 5.3- 5.7 on page 140 and 144
Comments:
Page 153
Figure 5.9 indicates that 92% of respondents who were of the opinion that the setting of
performance standards could make a positive contribution towards the government
employees' performance, felt that the setting of performance standards and the
measurement thereof can play an important role in eliminating favouritism in the
government departments. It should also be noted that 93% (majority) of those who did
not know were neutral about this matter.
Chapter Five Research Design and Analysis
Section Two : Cross Tabulations
Figure 5.10: Question 3 and Question 18 - Relationship
~ 0
positive negative
Q3
do not know
Q18 . negative impact
. positive impact
. no impact
Source: Data extracted from table 5.3 - 5.7 on page 140 and 144
Comments:
Page 154
Figure 5.10 indicates that 94% (majority) of respondents who were of the opinion that the
setting of performance standards could make a positive contribution towards the
government employees' performance, were also of the opinion that the Civil Servants'
Code of Conduct will have positive impact on the delivery of service by the government
employees.
Chapter Five Research Design and Analysis
Section Two : Cross Tabulations
Figure 5 .11: Question 7 Yes responses - Relationship
Q17
Fraud & Forgery
Bribery
Misappropriate Fund
Budgets Deficits
Sexual Harassment
Job Reservation
Favouritism
0 10 20 30 40 50 60 70 80 90 100
Ofo
Source: Data extracted from table 5.3 - 5.7 on page 140 and 144
Comments:
Figure 5 .11 indicates that more than 50% of respondents who felt that setting of
performance standards and the measurement thereof can play an important role in
eliminating;
misappropriation of funds (56%),
budget deficits ( 61 % ), as well as
favouritism ( 5 7%)
in the government departments.
Chapter Five Research Design and Analysis
Page 155
Section Two : Cross Tabulations
Figure 5.12: Question 20 and Question 18 - Relationship
negative impact positive impact no impact
Q20
Q18 . negative impact
. positive impact
. no impact
Source: Data extracted from table 5.3 - 5. 7 on page 140 and 144
Comments:
Page 156
Figure 5.12 indicates that 88% (majority) ofrespondents who felt that Performance
Management System (PMS) will have a positive impact on the performance of
government employees, were also of the opinion that the Civil Servants' Code of
Conduct will have a positive impact on the delivery of service by the government
employees.
Chapter Five Research Design and Analysis
Page 157
Section Two : Cross Tabulations
Fi e 5.13: Question 20 and Question 19 - Relationshi
80
60
40
Q19 20
negative impact positive impact no impact
Q20 Source: Data extracted from table 5.3 - 5. 7 on page 140 and 144
Comments:
Figure 5.13 indicates that 85% (majority) ofrespondents who were aware of the
Performance Management System (PMS) introduced as a pilot project for the Civil
Servants, were of the opinion that it (PMS) will have a positive impact on their {'Civil
Servants) performance.
Chapter Five Research Design and Analysis
Page 158
Section Three: Hypothesis Testing
Table 5.8: Chi-Squared Tests-Summary Report NO. HYPOTHESIS RELATIONSHIPS
(PRIMARY AND SECONDARY) 1 The sett ing of performance standards and the QN2/ QN 3
measurement of performance, as a control QN2/ QN 4 measure, do have a relative importance in the QN2/ QN 16 strategic management of organisations QN2/ QN 18
QN2/ QN 20 QN3/ QN 4
QN3/ QN 3 QN3/ QN 3 QN3/ QN 3 QN3/ QN 3
QN3/ QN 18 QNI9/ QN 20
QN20/ QN 18
2 Performance appraisal can enhance effectiveness QN2 / QN5 and efficiency in government organisations QN3 / QN5
3 The setting of performance standards and the QNI / QN8 measurement of performance can motivate QNl / QNl0 employees . QN2 / QN13
QN6 / QN7 QNl0 / QNl 1 QN12 / QN14
4 The setting of performance standards and the QN2/QN5 measurement of performance can change the QN2/QN15 mind-set of employees with negative attitudes QN15/QN16 towards their jobs. QN19/QN20
QN20/QN18
5 The setting of performance standards and the QN2/QN3 measurement of performance can eliminate over QN3/QN17 spending, fraud and forgery in government QN3/QN 17 (D) organisations.
Source: Data extracted from tables 5.3 to 5.7 on pages 140-144
Key: DF p
QN
Chapter Five
: Degrees of Freedom : Probability : Question Number
Research Design and Analys is
CHI-SQUARE TESTS SCORE DF p
40.928 4 0.000 206.516 4 0.000
11.546 4 0.021 10.014 4 0.040 22.783 6 0.001 37.245 4 0.000 14.605 4 0.006 14.977 4 0.005 6.602 2 0.037
12.732 4 0.013 32.893 4 0.000
169.415 3 0.000 23 .27 6 0.001
51.238 10 0.000 24.058 10 0.007 10.103 4 0.039
9.77 4 0.044 25.026 8 0.002
115.807 20 0.000 22.156 6 0 .001 48 .017 30 0 .020 51.238 10 0 .000 18.357 6 0.005
19.428 6 0.003
169.415 3 0.000 23.27 6 0.001
40.928 4 0.000 14.977 4 0.005 6.602 2 0.037
Page 159
Comments:
Table 5 . 8 indicates the statistical results of the tests conducted in order to ascertain as
to whether the formulated hypothesis/statements are true or not.
The table indicates that there is an existing relationship in all cases as the probability
is below 0,05 for all the tests conducted. The statistical benchmark is 0,05. This
conventional significance value simply means that for every 100 interviewees, 5
indicated that a relationship does not exist. It also means that the chance of statistical
error is 5 out of every 100 cases. This ratio can be simplified as 1 out of every 20
cases.
The first testing on the table indicates that for every one hundred cases there is a full
agreement that a relationship exists (probability = 0.000). The last testing indicates
· that for every one hundred cases 3.7% of interviewees stated that there is no
relationship between Question 3 and the fourth portion of Question 17 (probability =
0.037).
5.7 CONCLUDING REMARKS
The responses as analysed hereabove will be discussed in depth under the
"Results, interpretation and discussions - Chapter 6".
The analysis has printed a picture which warrants a thorough explanation. It has made
the Interpretation, discussion and a final conclusion of this research topic much easier.
A solid foundation has now been laid in order to forward recommendations to the
provincial government.
The only error that was experienced was the non-response error. The main
reason for such an error was because the respondents were out of their offices.
Their being out of offices was not pre-planned as they had to attend to
emergency calls from offices in other districts of the province.
Chapter Five Research Des ign and Analysis
As the response rate was very high and the non-response error very low, it was
assumed that the impact will be very minimal. The impact would also not
have made a major change to the attained results when carefully observing the
analyzed data here above.
All means were made to eliminate all other errors. This was ensured by the \
personal involvement of the researcher at all stages of the research. Criticism
will however, be entertained as the above explanation does not necessarily
mean that the collection of data was 100% perfect.
Chapter Five Research Design and A nalysis
Page 160
Page 161
CHAPTER SIX
6. RESULTS INTERPRETATION AND DISCUSSIONS
The aim of this chapter is to interpret and highlight opinion based on the
data that was tabled and analysed in the preceding chapter (Research Design
and Analysis). The interpretation and discussions will be done simultaneously
for the purpose of focus and relevance .
6.1 PROFILE OF RESPONDENTS (Table 5.1 - Page 138 and page 139)
Chapter Six
6.1.1 Age Category
The respondents comprised mainly of middle aged people, 51 %
below 40 years and 24% below 50 years. This indicates that 75%
of respondents were of age between 30 and 50 years. It can then
be assumed that the responses were received mainly from people
who are still energetic, and still having a longer work life span.
People of this age group are in most cases stable as they need to
be well established to fend for their off-springs and spouses.
Their contributions and concerns might thus stay for a longer
period and hence have to be noted with concern by their
employers, the Government in this instance.
Results Interpretation and Discussions
Chapter Six
Page 162
6.1.2 Academic Qualifications
The majority of respondents were highly literate as 25 % had
standard 10 certificates and 70,9% went beyond standard 10
(9,7% Postmatric certificates, 18,4% Postmatric Diplomas,
20,9% Junior Degrees and 21,9% Senior Degrees).
The indication is that the responses were received from young,
energetic and highly literate employees. The responses then
reflect the views of people who were able to read and make a
meaningful contribution towards the topic under research. Most
of the concepts that deals with the research topic might not be
something new or unknown to most of them.
6.1.3 Current Job Level/Rank
The main focus of the research was on the actual 11 end - users 11 or
implementers of the concept of setting and measurmg
performance standards which is under research. The end-users in
this case are people who have to perform against the mutually
agreed upon standards. Their performance is then measured to
determine the results.
Majority of respondents were then "end-users" as 60,8 % were
not in Management positions (33,2 % below supervisory and
27, 6 % supervisory level).
The sample used was thus in line with the research focus.
6.1.4 Gender
Gender also played a major role in the research as it was assumed
that an opinion of a male would not necessarily be the same as
Results Interpretation and Discussions
Chapter Six
Page 163
that of a female counter-part. There was almost a balance in the
number of males as compared to female's number (52,3 %
females and 47,7% males) .
The views of both were entertained and biased assumptions based
on sex were reduced if not eliminated.
The office of the Status of Women (S.O .W) will then be pleased
to realise that gender equality was respected.
6.1.S Marital Status
It is also possible that any research results could be easily affected
by the fact that only married or unmarried employees were
interviewed. The opinion of married people might not necessarily
reflect that of unmarried people in some instances.
The balance was considered to be acceptable as 62,9 % of
respondents were married whilst 37 , 1 % were unmarried . The
difference was not that significant (26 % ) . These results are in line
with the results of the Age Category under 6.1.1. .
l NWU LIBRARY_.
6.1.6 Length of Service
The majority of respondents 72,5 % had an employment service
of between 5 years and more than 15 years with the government.
(23 ,5 % from 5 to less than 10 years. 24 % from 10 to less than 15
years and 25 % for more than 15 years).
The majority of responses were from employees who had the
knowledge and experience of what has been happening in their
respective working environments with regard to performance.
Results Interpretation and Discussions
Page 164
This means that the respondents are then expressing an informed
and experienced based opinion/viewpoint. The importance of
taking cognisance of such an opinion can not be overemphasised.
In summary it can be assumed that the analysed data was received
from respondents who are;
matured (averaged adults) ,
educated (higher literacy level),
doing the actual job (actual performers) ,
males and females ,
married and unmarried, and are
work experienced.
It should however be noted that the data collection instrument did
not specify the physical condition of respondents. The physically
challenged people are part of the entire workforce. They formed
part of the population and sample even though they were not
categorised.
6.2 RESPONSES TO THE TOPIC QUESTIONS (fable 5.3 - Page 140 to page 144)
Chapter Six
This section reflects the opinion of respondents, whose profile has been
briefly analysed and interpreted. The responses indicate what their
opinions were regarding the questions posed with given options.
The questions and responses were as follows;
Ql. How long have you been occupying your current position?
The majority (86, 7 % ) of respondents were in their current
positions from one to more years.
Resul ts Interpretation and Discussions
Chapter Six
Page 165
The indication is that the responses were from majority of people
who have been in one position for one year or more. Changing
positions very often, say 6 monthly, may have a negative impact
on the setting and measurement of performance as the standards
could have been changed with every position. This could have
had a negative influence on this research. It would have been
difficult to respond to some questions if all respondents or
majority were in their positions for less than a year.
Q2. Do you think that performance standards should be set for
employees?
The majority of respondents 95,4% felt that performance
standards should be set. Since majority rules, in as far as this
research is concerned, the assumption is that there is a demand
for the setting of performance standards. The indication is that the
majority of government employees will accept such a step.
Q3. What do you think is the contribution of the set standards
towards the employees' performance?
Almost all respondents (89 % ) , felt that the setting of performance
standards can contribute positively towards the employees'
performance. This cements comments made under question 2,
hereabove.
Q4. Do you think that performance of employees should be
evaluated regularly?
The majority of respondents (96,4 % ) felt that performance should
be evaluated on regular basis. Such a response ties-up well with
the responses received from Q2 and Q3. The testing of a
relationship (cross tabulation) between question two, question
Results Interpretation and Discussions
Chapter Six
QS.
Page 166
three and question four is then vital for the conclusion of this
research.
What would you say is the performance appraisal system used
for, given the below listed options?
The perception of the majority (41 %) was that, performance
appraisal system is utilised for the purpose of measuring
performance whilst 30% thought that it is used for the
identification of training needs. The indication is that the system
is perceived as not a witch-hunting tool by the majority of
respondents. It can therefore be assumed that a tool used for the
setting and measurement of performance standards is not a threat
to government employees .
Q6. How often do you have individual meetings with your immediate
senior?
Individual meetings can be a platform which can be better
utilised for the setting of performance standards/goals,
measurement/evaluation of performance, coaching and discussion
on any other matter which is work related. According to the
responses, there is an indication that individual meetings are held.
There is a reasonable employer/employee contact on regular basis
(73,5%) ;
8,2% daily,
16,3% weekly,
10,2 % fort-nightly,
31 ,6% monthly (majority) and
7, 1 % more than the above.
Resul ts Interpretation and Di scussions
Chapter Six
Page 167
Q7. During your individual meetings, what percentage of the time
do you think you spend on discussing your performance?
Flowing from the positive point that meetings are being held
regularly, is a negative response (36,8 % ) which indicate that less
time is been spent on matters relating to employees' performance
(between 25 % and 100 % of the time). Literature study ( Chapter
Three) has indicated that for the setting and measurement of
performance standards to be effective, there should be enough
time to discuss performance related matters. According to the
majority of responses (33,2 % ) less than 25 % of the time 1s
utilised on matters pertaining to performance.
Q8. When you were appointed to your current position, did your
employer or senior tell you what your daily duties were?
It is very welcoming for a job incumbent to be inducted to a new
job or environment, for him or her to be given a fair chance of
getting to grips with the requirements of the job before
performance standards are even set. According to the majority of
respondents, the indication is that this has been the case as
majority (55,6%) affirms that, 32,7% negates whilst 11,7% of
them are neutral.
Q9. Is your immediate senior/s always telling you what to do?
After orientation/induction, an employee will in most cases be in
a better position to be involved in the setting and measurement of
performance . He/she should now be in a position to be in the
know as to what is expected of him/her unlike always being told
or instructed as highlighted by literature reviewed. A higher
response (62,8 % ) indicated that they were not always told what to
do. There is however a response of 19,4% which indicated that
Results Interpretation and Discussions
Chapter Six
Page 168
this has been the case. In such a case there is a lack of reaching a
mutual agreement as the instructions might be mostly one sided.
17 ,9% of respondents are neutral about this matter. This will
have a bearing on the effective setting and measurement of
performance standards. Two-way communication and mutual
agreement are some of the required ingredients.
QIO. When last was your perfonnance evaluated?
There is a 0,5 % difference between the respondents who stated
that their performance was never measured (28,6 % - majority)
and those whose performance was evaluated less than six months
ago (28, 1 % ) , from the date of interview. The indication is that
the performance evaluation system was never implemented in the
past. There is an indication that something is being done about
this matter. Literature reviewed has indicated that it will be a
waste of time and energy to set performance standards if such
standards are not going to be measured or evaluated.
Qll. With regards to your response to Question 10, what impact has
that made to your current perf onnance?
The majority of respondents (38,5 % ) have indicated that, that had
a negative impact on their current performance. This flows from
the majority's response (28,6%), that their performance was
never evaluated. This is an indication that a failure to evaluate an
employee might lead to poor performance and/or lower employee
morale.
Ql2. What would you say is pressurizing you most in your job?
The following were regarded as issues that put more pressure in
their (respondents) jobs;
Results Interpretation and Discuss ions
Chapter Six
30,8 % - having to achieve the set performance standards (majority).
21,5 % - irrelevant tasks/duties to be performed.
15,4 % - given tasks without consultation first.
13,3% - to do what the "boss" says.
Page 169
It has been stated in question 10 that the indication is that
something is being done. It is then not surprising that majority of
respondents are currently being pressurised by having to achieve
the set performance standards. Such a pressure is healthy for an
organisation if it is not too much or difficult to attain. The focus
of employees will thin have to be on "how to attain the set
performance targets ".
Q13. What do you prefer most in your job?
The responses were as follows;
47 % - working without supervision (majority).
36,9% - none of the given options.
5, 1 % - not too much work.
2,6% - not too difficult tasks.
8,2 % - performing without standards.
Literature reviewed has indicated that, MBO (Management By
Objectives) and/or Setting of Performance Standards and
Measurement of Performance, can enhance self-discipline which
is comprised amongst others of self-supervision. The majority of
respondents (47 % ) do prefer to work without supervision. This
is a very good base for the utilisation of the setting and the
measurement of performance techniques .
Results Interpretation and Discussio ns
Chapter Six
Q14. What do you think will make your job more challenging?
The responses were;
22, 1 % - performing against the set standards .
5, 1 % - performing without supervision.
Page 170
50,8 % - receiving feedback on performance (majority).
9,7% - difficult tasks.
2, 1 % - power and authority.
3,6% - none of the given options .
What is very important here is the indication that 78 % are
well-geared to be engaged in the technique of setting performance
standards and the measurement thereof. Self-supervision (5, 1 % )
and feedback (50,8 % ) are some of the key elements of effectively
implementing the system of setting and measuring performance
standards (22,1 %). Such ingredients are what majority of
respondents regard as making their jobs more challenging.
QlS. If performance standards are to be set, whom do you think
should be involved in the setting of such standards?
The overwhelming majority (95,9%) did feel that senior/s and
employee/s should jointly set the performance standards.
What is reiterated here is;
consul ration,
communication,
mutual agreement, and
feedback.
The importance of involving employees can thus not be over
emphasised.
Results Interpretati on and Discussions
Chapter Six
Page 171
Ql 6. In your opinion, what impact will the performance standards
preset by your senior/s, without consulting you, have on your
performance?
The overwhelming majority (78,6 % ) felt that if what was
indicated under Question 15 was not put to place, then that will
have a negative impact on their performance.
Comments under question 15 are repeated.
Ql 7. Do you think that the setting of performance standards and the
measurement of performance can play an important role in
eliminating the following in the government
departments/organisations?
The respondents felt that the setting of performance standards and
the measurement of performance can play an important role in
eliminating the following;
budget deficits
favouritism
misappropriation of funds
fraud and forgery
job reservation
bribery
but will not eliminate;
sexual harassment
60,7 %
57 ,1 %
55 ,6 %
49,5 %
48,0 %
43 ,4 %
37,2 %
The newspaper articles have slammed the government strongly on
issues relating to;
fraud and forgery,
bribery ,
misappropriation of funds ,
Results Interpretati on and Discussions
Chapter Six
budget deficits (overspending) ,
job reservation and
favouritism .
Page 172
The majority of responses now indicate that the above could be
curbed amongst others by setting performance standards and
measuring it regularly. The assumption is that if performance
standards could have been set and regularly measured, such
negative incidents would not have happened.
QI 8. In your opinion, what impact will the Civil Servants' Code of
Conduct have on the delivery of service by the government
employees?
It has been highlighted under Literature review that , the
introduced Civil Servants ' Code of Conduct is very much related
to the system of setting performance standards and the
measurement thereof, as they both aim at enhancing effective and
efficient performance. The majority of respondents (85,7 %) felt
that it will have a positive impact. This is an indication that the
Code of Conduct is in line with the research topic and is also
accepted by the majority.
Ql9. Are you aware of the Performance Management System (PMS)
introduced as a pilot project for the Civil Servants?
71,4% of respondents were aware of the PMS. It should however
be noted that as it is a pilot project which is not long in use , there
might be some employees who have not yet been introduced to it.
In this case 28,6 % of respondents were not aware of it. It should
be the objective of the responsible government department to
reach out to all public servants for the PMS to be more effective
and acceptable.
Results Interpretation and Discussions
Page 173
The indication is that the majority of respondents did at least have
some background on the research topic as the PMS advocates the
setting and the measurement of performance standards. The
concern 1s, however, to what level/rank was communication
and/or consultation effected in order to come up with a pilot
system of setting and measuring performance for all Civil
Servants by means of the PMS. The understanding is that some
Civil Servants are being approached with an already designed
concept for implementation on a trial basis . The impact thereof
needs to be researched, unless if the project 's implementation was
not as assumed.
Q20. If yes, what impact do you think P.M.S. will have on the
pe,jormance of government employees?
Majority of respondents (62,8%), thought that PMS will have a
positive impact on the Civil Servants' performance. This is
in-line with the responses to Questions 2 and 4. This is an
indication that there is a dire need and acceptance for the system
in order to set and measure performance.
6.3 CROSS TABULATIONS
Chapter Six
(Figure 5.1 to figure 5.13 - Page 145 to page 157)
It was indicated, when discussing the data collection instrument
(questionnaire) under item 5.5, that there were anchor and related
questions. Anchor questions were explained as questions that were the
actual marrow of this research. It was then deemed necessary to
establish as to whether a relationship exist between these anchor
questions. This was seen as a means of making a conclusion stage much
easier and self explanatory. The following cross tabulations were made;
Results Interpretation and Discussions
Chapter Six
Page 174
6.3.1 Question 2 and Question 3 (figure 5.1 - page 145)
The majority of respondents felt that performance standards
should be set for the government employees. They (majority)
were of the opinion that the set performance standards has the
potential of enhancing a positive performance. The respondents
have then highlighted the fact that the two questions are related to
each other. The opposite would have been a contrast of opinions
relating to one subject matter . The indication is that majority of
respondents did appreciate the possible positive results that could
be derived from this system.
6.3.2 Question 2 and Question 4 (figure5.2 - page 146).
The majority of respondents felt that performance standards
should be set and that the government employees should be
evaluated regularly. What can be deduced is that the majority of
respondents were after the correct and effective implementation
of the system. The majority were of the opinion that setting the
performance standards without adhering to a requirement of
regular evaluation will be a futile exercise.
6.3.3 Question 2 and Question 16 (figure 5.3 - page 147)
The respondents who felt that performance standards should be
set for the government employees, were also of the opinion that a
mutual agreement should be reached. They viewed the
involvement of both the senior and subordinate as crucial. Failing
to comply with such was perceived as being detrimental to the
effectiveness of such a system. The theories discussed under
chapter two did stress the fact that consultation and involvement
are some of the key ingredients for this system to bear the desired
fruits.
Results Interpretation and Discussions
Chapter Six
6.3.4 Question 2, Question 18 and Question 20
(figure 5.4 - page 148)
Page 175
More than half (50%) of respondents were in support of the;
setting of performance standards,
Civil Servants' Code of Conduct, and the
Performance Management System (PMS).
The literature reviewed has emphasised the fact that the Code of
Conduct as well as the PMS are related . They are all focussing on
enhancing effective and efficient service delivery.
6.3.5 Question 3 and Question 4 (figure 5.5 - page 149)
This relationship has the same indication as in the case of item
6.3.1 (question 2 and question 3).
6.3.6 Question 3 and Question 17 (a,c,d,g) (figure 5.6 to figure 5.9 - page 150 to page 153) The majority of respondents felt that the setting of performance
standards could make a positive contribution towards the
government employees' performance because it can play an
important role in the elimination of;
fraud and forgery,
misappropriation of funds ,
budget deficits, and
favouritism.
The system has been perceived as one of the solutions of dealing
with the elements of corruption and maladministration. The
Sowetan reporter emphasises this need by saying "Having flushed
out malpractise in one of its key departments, the North West
Results Interpretation and Discuss ions
Chapter Six
Page 176
government will have to move speedily to introduce strict
controls and procedures to prevent similar occurrences in future ."
(Sowetan - Morning Final, Thursday February 12 1998 : pl0).
6.3. 7 Question 3 and Question 18 (figure 5.10 - page 154)
The majority of respondents felt that the Civil Servants' Code of
Conduct will have the same impact (positive) as the setting of
performance standards. The comments made in item 6.3.4
(Questions 2, 18 and 20), also apply in this instance.
6.3.8 Question 17 (a, b, c, d, e, f, g) (figure 5.11 - page 155)
In all cases, except sexual harassment (f), the majority of
respondents felt that the solution is the setting and the
measurement of performance standards. It should also be noted
that the percentage is more than 50 in a case of;
misappropriation of funds,
budget deficits, and
favouritism.
The indication is that there is a dire need for the financial controls
in government because "for as long as it labours under the
pressure of inadequate accounting systems, corrupt officials will
exploit the weakness to siphon off valuable public resources."
(Sowetan - Morning Final, Wednesday May 27 1998 : p8).
6.3.9 Question 20 and Question 18 (figure 5.12 - page 156)
The Performance Management System (PMS) and the Civil
Servants' Code of Conduct are perceived by the majority of
respondents as some of the means of enhancing efficiency and
effectiveness within the government departments.
Results Interpretation and Discussions
Page 177
The importance and relevance of the two in the enhancement of
performance cannot be over-emphasised.
6.3.10 Question 20 and Question 19 (figure 5.13 - page 157)
PMS is known to the majority of respondents. It is also perceived
as being one of the means of enhancing performance of public
servants.
6.4 HYPOTHESIS TESTING (Table 5.8 - Page 158)
Chapter Six
Flowing from a decision to establish the existence of relationships
amongst anchor questions , the statistical testing of such relationships was
also deemed necessary .
This was done in order to test the primary and secondary hypothesis
stated under "Problem definition and the Formulation of Hypothesis -
Chapter Four".
The statistical testing of the hypothesis makes it much easier to address
the problems defined (primary and secondary). The final conclusion of
the research topic is also enhanced by such tests.
6.4.1 Chi - Squared tests (table 5.8 - page 158)
Various tests were conducted. The final results in all cases
Were probabilities which were below 0,05. This means that
relationships exist and the tested statements are statistically
(hypothesis) valid.
Resu lts Interpretation and Discussions
Page 178
It should be noted that the Chi - Squared method was most
relevant as the data analysed was descriptive and not numeric.
6.5 RESPONDENTS' COMMENTS/REMARKS (See Annexures A14 - A32)
Chapter Six
As already explained in previous sections (Questionnaire Structure), this
section of the questionnaire was designed in order to give those
respondents who might need to air their views the opportunity to do so .
It was an optional section, hence poor responses. The responses were;
68,4 % of respondents did not comment/remark and
31,6 % did comment/remark.
The comments revolved around giving credit to the government for the
introduction of P.M.S. and the Civil Servants Code of Conduct.
They however highlighted the importance of a systematic introduction
and utilisation of such tools in order to reap the benefits thereof.
The other comments reiterated what was indicated as very important by
the literature reviewed. They are analysed in summary form as follows;
6.5.1 Analysis of Comments/Remarks
The respondents' comments/remarks were centred around the
following summarised issues;
6.5.1.1 General Comments
The following were general comments :
It is vital to set and measure performance
standards for public servants.
Public servants should be regularly merited .
Resul ts In terpretation and Discussions
6.5.1.2
Chapter Six Results Interpretat ion and Discussions
Page 179
Performance Management System (PMS) is
the best system.
It should be implemented immediately.
It should not be another II OBE 11
Best performance should be rewarded
through merit awards.
Threats:
The following points were indicated as the issues
that could negatively affect the effectiveness of
systems aimed at enhancing performance
measurement:
Unavailable PMS training manual.
Lack of job description/ specifications.
Most public servants are not aware of PMS.
Only senior officials are informed of PMS.
Senior officials are rendering lip service.
What is preached is not practised.
Senior officials feel threatened by new open
systems.
Rife nepotism/favouritism/corruption.
Centralised authority .
Lack of merit award systems (incentives) .
Current systems do not cater for illiterate
employees . Untrained/unskilful and
demotivated officials implementing the new
performance enhancement systems.
1 Nwu-•U I •JBRARY_
6.5.1.3
6.5.1.4
Chapter Six Results Interpretation and D iscussions
Page 180
Requirements:
The respondents felt that the following matters
should be considered as important for the
systems to achieve the desired objectives;
Mutual agreement (senior and junior).
Controlled flexibility .
Awareness programmes.
Training sessions like workshops and
semmars .
Clear job descriptions/specifications.
Staff motivation and commitment.
Honesty and integrity for enhancement of
conducive implementation environment.
Paradigm shift (senior officials) .
Neutral/outside performance evaluators.
Skills audit (SWOT analysis).
Regular periodic feedback (evaluation).
Regular follow-up (implementation) .
Adequate resources .
Adhere to rules (policies and procedures).
Preach to all ( seniors and juniors) .
Advantages:
It was further highlighted that the following benefits
could be derived from an effective performance
enhancement system;
Shared vision.
Improved organisational culture .
Government efficiency, effectiveness and
sustainability.
Increased organisational effectiveness.
Improved service delivery .
Job satisfaction (boost morale).
Acknowledgement and encouragement
(motivation).
Clear job descriptions/specifications.
Page 181
Job redesign (enlargement/enrichment).
Objective performance assessment.
Proper mindset (paradigm shift - seniors).
Transparency, consistency and simplicity .
Effective and thorough planning.
Identification of staff and organisation's
strengths , weaknesses and opportunities
(SWOT analysis).
Equipped staff (knowledge and skills through
guidance).
Reduction and/or elimination of;
corruption (fraud),
nepotism / job reservation ,
favouritism,
laziness and
hatred.
6.6 CONCLUDING CO~NTS
Chapter Six
The interpretation and discussion were meant to explain what the
analysed data indicated. It was also to air some views and opinions
based on responses to questions posed.
Resul ts Interpretation and Discussions
Chapter Six
Page 182
This was a preparation and guidance for the arrival to this research 's
long awaited conclusion.
The issues that were raised in this chapter, like the other preceding
chapters should always be kept in mind as they form the basis for the
conclusion to be made.
Results Interpretation and Discussions
CHAPTER SEVEN
7. CONCLUSIONS, IMPLICATIONS AND \
RECOMMENDATIONS
7.1 INTRODUCTION
Chapter Seven
The aim of this chapter aim is to determine whether the
combination of all the four chapters, viz;
Theoretical Foundation,
Literature Review,
Data Analysis and the
Results Interpretation and Discussions ,
did bring to the fore answers and/or solutions for concerns
and unanswered questions raised in chapter one (Discussion of
the Problem), and chapter four (Problem Definition and
Formulation of Hypothesis) .
The chapter also strives for the attainment of the objective and
importance of this research as discussed in chapter one
(Orientation - Objective and Importance of the Research).
The chapter also attempts to consolidate and wind up the
research topic.
Conclusions. Implications and Recommendations
Page 183
7.2 CONCLUSIONS
Chapter Seven
The research topic: "Setting and measuring of peiformance
standards, as a control measure in the Strategic Management
of Organisations, " was basically trying to determine as to
whether there is any role ls of importance which the setting
and the measurement of peiformance standards in
organisations, with special reference to the North West
Provincial government departments, could benefit in terms of
bringing about improved peiformance for efficiency and
effectiveness.
The majority of respondents did concur with the following
anchor statements;
"Peiformance standards should be set for employees,
95,4%"
"The setting of standards will contribute positively
towards the employees government peiformance,
89,2%"
"Peiformance of government employees should be
evaluated regularly, 96,4%"
"Senior ls and employee/s should jointly set the
peiformance standards, 95,9%" and
The setting of pe,formance standards and the
measurement of peiformance can play an important
Conclusions. Implications and Recommendations
Page 184
Chapter Seven
Page 185
role in eliminating;
Budget deficits(overspending)
Misappropriation of funds
Fraud and forgery
Favouritism
60,7%,
55,6%,
49,5% and
57,1%."
The above-stated responses, therefore respond in a positive
tone to questions raised during the discussion of the Primary
and Secondary Problems as, viz;
"Can the setting of performance standards and the
measurement of performance, as a control measure
have an impact in the strategic management of
organisations?"
"Can the setting of performance standards and the
measurement of performance motivate employees?"
"Can the setting of performance standards and the
measurement of performance enhance effectiveness and
efficiency in organisations? "
"Can the setting of performance standards and the
measurement of performance change the mind-set of
employees with negative attitudes towards their jobs ?"
"Can the setting of performance standards and the
measurement of performance eliminate overspending,
fraud and forgery in organisations?"
The final conclusion that is based on the findings of this
Conclusions. Implications and Rt:commcndations
research , and most importantly on the statistical test results ,
is ; "Yes , the setting and measuring of performance standards ,
do have an impact as a control measure in the strategic
management of organisations."
7.3 IMPLICATIONS AND OBSERVATIONS
Chapter Seven
What has been observed from this research and the implication
thereof are the following;
Respondents (Civil Servants) do not necessarily
perceive performance appraisal as a "witch-hunting"
device but as a tool useable to identify the training
needs and the measuring of performance.
Less than 25 % of the time ( during the
senior/subordinate meetings) is spent in discussing
issues pertaining to performance.
Performance is least evaluated and this is having a
negative or no-impact on government employees'
performance . A no-impact could mean that the
non-performers , demotivated staff, fraudsters and also
good performances always remain stagnant.
Civil Servants (respondents) also need feedback
(50,8 % ) for their jobs to be more challenging. If
performance is least evaluated the assumption is that
feedback on performance is least provided.
The result could be a severe deterioration in
Conclusions. Implications and Recommendations
Page 186
Chapter Seven
performance levels and staff morale.
The theories reviewed under "Theoretical Foundation -
Chapter Two" have stressed the importance of;
consultation/communication,
mutual agreement and
feedback .
Feedback does play an intergral part because "when
employees feel they are not receiving helpful
performance feedback, a multisource process offers
and obvious solution. Similarly, employees who want
their individual performance and teamwork recognised
and rewarded are likely to embrace 360 ° feedback. "
(Edwards and Ewen, 1996 : p72).
When seniors do not provide subordinates with
.feedback, then the alternative for subordinates will be
people who are within their own circle of influence.
This might cause a conflict between seniors and
subordinates in the long run.
Performance Management System (PMS) is well
received. Civil Servants are well prepared to set
performance standards jointly with their seniors. They
are also willing and prepared to be evaluated regularly.
It is assumed that the civil servants are of the feeling
that a particular performance will lead to a particular
positive outcome. It (PMS) has however not come to
the notice of other civil servants (28, 6 % ) , most
Conclusions. Implications and Recommendations
Page 187
probably because it is a pilot project. It was also
disturbing to learn from one respondent that there is no
manual for PMS in his/her department.
The Civil Servants' Code of Conduct is also welcomed.
Its possible positive impact is well recognised and
appreciated.
Page 188
7.4 RECOMMENDATIONS
Chapter Seven
7.4.1 Provincial Government
The recommendations made to the government are
simply based on the observation made during the data
collection and analysis stages.
7.4.1.1 PMS ACCELERATION
Based on the observation made, it is recommended
that the Performance Management System be
accelerated as a pilot project. The platform is
already set for its acceptance. A delay for its full
implementation could bring about unexpected
resistance in the short period. The setting of
performance standards will be rendered useless if
performance is not evaluated at regular intervals of
at least half-yearly as "Pre-evaluation sessions"
trial an error stage.
It would also be advisable to inform all civil
servants about the concept even if it is still at a
pilot phase. This will alleviate the possible
Conclusion s. Implications and Recommendations
7.4.1.2
Chapter Seven Conclusions. Implications and Recommendations
Page 189
problems of information distortions and
misrepresentation of facts by the pilot's sample.
PMS manual should be developed as a matter of
urgency, if it does not exist as indicated by one of
the respondents.
PMS & BATHO PELE & CODE OF
CONDUCT-ONE PACKAGE
As the three complement each other, it would be
ideal if they could be packaged as three-in-one if
possible. The reason is that if one programme is
marketed in isolation of the other, there is a
possibility of it being accepted as the only
solution. This can defeat the aims and objectives
of the other two .
Since all the concepts/ideas are from one employer
(government) and are directed to the same target/s
(civil servants), they could then be packaged to be
one "bullet" . A synergy could be more effective
in terms of desired outcome, time, costs and
commitment, than separation of concepts.
This concepts of "three-in-one bullet" is further
clarified by table 5.9 below.
("')
(')
0 ::r
::::
, "'
!::. "
'C
C:
-V>
,.
-· .,
0 r.
,, :,
,.
y,
<
-,.
3 =
"S
:. n ~ o·
::::,
V>
:,J ::::,
0.
;;o
"' n 0 3 3 " :, 0. ~ o· :,
V>
Tab
le S
.9:
Th
ree-
In-O
ne-
Bu
llet
Con
ce
t
Step
One
Cod
e o
f Con
du
ct
-et
hos
of p
rofe
ssio
nali
sm
-se
rvin
g th
e pe
ople
-pr
omot
e na
tion
al p
rior
itie
s
-et
hica
lly
resp
onsi
ble
wor
kers
-el
imin
atin
g co
rrup
tion
So
urce
: (r
efer
to I
tem
3.8
.1 o
n pa
ge I
16)
DE
SIR
ED
O
UT
PU
T/O
UT
CO
ME
-T
rans
fonn
ed C
ivil
Ser
vice
-E
ffic
ienc
y
-E
ffec
tive
ness
Per
form
ance
Man
agem
ent
Syst
em
-m
anag
er/e
mpl
oyee
join
t pl
an
-en
cour
age
perf
orm
ance
bas
ed c
ultu
re
-ef
fect
ivel
y m
anag
e re
sour
ces
-ca
reer
pla
nnin
g
-co
achi
ng a
nd f
eedb
ack
Sour
ce:
(ref
er t
o it
em 3
.8.3
on
pag
e 12
0)
Ste
p T
wo
Bat
ho
Pel
e -
Peo
ple
Fir
st
-se
rvic
e st
anda
rds
-va
lue
for
mon
ey
-re
dres
s -
open
ness
and
tra
nspa
renc
y -
cons
ulta
tion
-in
fom
rntio
n -
acce
ss to
ser
vice
S
ou
rce:
(re
rer
to I
tem
3.8
.2 o
n pa
ge I
17)
-c "' IJO ,. \I
:)
0
Chapter Seven
Page 191
Table 5 .9 indicates the link between the Civil Servant's
Code of Conduct, Batho Pele and Performance Management
System. They are all aimed at transforming the civil service.
The desired outcome for all concepts is the attainiment of
efficiency and effectiveness.
The PMS training sessions should be preceeded by the
explanation of "how civil servants are expected to conduct
themselves" while carrying out their daily duties (Code of
Conduct). An explanation of "why a customer comes first"
Batho Pele - People First, will reinforce the importance of
adhering to the code of ethics/conduct.
The climate will then be more conducive to discuss the
performance standards to be set and measured. Such standards
should be in line with the dictates of the Code of Conduct as
well as the concept of quality service to customers (Batho Pele -
People First). NWU- · 1
'IRRARY_ The separation of the three performance enchancement concepts
could mean to some people, "they are not related" . It can be
deduced that they have different aims and objectives.
PMS trainers should ideally be coversant with all the
performance enhancement concepts . Civil Servants could easily
be annoyed by many training sessions, on various concepts,
with same objective, by different people.
Conclusions. Impl ications and Recommendations
7.4.1.3
7 .4.1.4
Chapter Seven
Page 192
SENIOR/S - SUBORDINATE/S MEETINGS
Even though the PMS is still a pilot project,
individual meetings should be encouraged if not
enforced. Means should be devised to encourage
seniors to meet with their subordinates on regular
basis. The meetings should focus on performance
related issues even if evaluation processes are not
yet in place. Such sessions will serve as a
"defreezing" stage to pave way for the full
implementation of the PMS and other
programmes. Such meetings should be enforced
at lower ranks. It seems as if they are in most
cases held at higher levels only.
DEPARTMENTAL AND SECTIONAL HEADS
AS LEADERS OF CHANGE
The heads of government departments and sections
are ideally positioned to create a conducive
atmosphere for the effective implementation of the
concept (the setting of performance standards and
the measurement thereof - total PMS).
As Katzenbach, et al, (1996: pp26-29) observe,
the leaders "are the formal and informal leaders
who always seem to find ways to get the difficult
jobs done. And they do it by energising and
focusing people down the line on collective actions
that yield higher performance results in all three
areas."
Conclusions. Implications and Recommendations
Chapter Seven
Page 193
The three areas mentioned in the above quotation are
the;
- marketplace realities (results orientation) ,
- top management aspirations and the
- workplace energy and initiative.
It is the responsibility of the leaders to make change
possible by implementing the three recommended
stages of change effectively, viz;
- Unfreezing (Mindset change) ,
- Implementing change (Conductive climate) and
- Re-freezing (Mind re-set) .
The steps may be implemented as follows;
7.4.1.4.1 U nfreezin~ stage/Paradigm shift
Regular meetings with subordinates to;
explain the realities of the market
place,
the importance of competitiveness,
identify the performance weaknesses
of the department or section,
try and find the possible solutions
jointly,
find means and best ways of
implementing the possible solutions
as well as to
jointly draw a plan of action for the
department/ section.
Conclusions. Implications and Recommendations
7.4.1.4.2
7.4.1.4.3
Chapter Seven Conclusions. Implicati ons and Recommendations
Page 194
What will be required at this stage
will be;
openness/frankness,
transparency,
respect for one another,
open communication and
no victimisation.
Implementing chan~e sta~e/Conducive
Climate.
The PMS trainers will then have an easy
task of explaining the concepts and how
such can be effectively implemented by
each department or section.
Every head has to ensure that training
sessions are indeed well attended. The
assessment of the training impact will be
carried out during the regular performance
meetings.
Corrective and reinforcement measures will
be suggested at such meetings.
Re-freezing/Mind re-set
To ensure that efficiency and effectiveness
are sustained, the above two steps should be
cemented as part of every department's/
section's reason of existence (mission/goal).
7.4.1.S
Chapter Seven Conclusions. Implicati ons and Recommendations
Page 195
It should be noted that a thing that is done
regularly without fail is likely to be part of
one ' s life. One tends to be classically
conditioned with ease if a particular
occurrence is being actioned frequently/
repeatedly.
All heads should take heed of advises as
stated in the theories and literature reviewed
in chapter two and three .
DEPARTMENTAL/SECTIONAL CLIMATE
STUDY
The sample used for this research was comprised
of 200 civil servants employed in Mafikeng
government offices across the departments.
It will be advisable for each department and/or
section to use the questionnaire (as it is or
amended) in order to have the views of all
employees within that department/section. This
exercise will assist to gauge the prevailing spirit
within a department/section.
The head will then be in a position to take every
precautionary step in order to effectively
implement the recommended performance
systems.
7.4.1.6
Chapter Seven Conc lusions. Implications and Recommendat ions
Page 196
DEPARTMENTAL/SECTIONAL AWARDS
The government is urged to consider some
incentive schemes in order to;
reward best performance and
expose poor performance at sectional
and/or departmental level.
The annual ceremonies specially hosted to award
the best performing and the significantly improved
departments could be ideal as;
all relevant heads will be expected to
encourage their subordinates to perform
against the set criteria. The criteria will be
the standards set.
poor performing or irresponsible heads will
be exposed and
performance based promotions will be made
easier.
The simple criteria for such incentives could be
based on;
budget control,
fraud/forgery management,
less or no complaints from the public,
less or no long outstanding queries and
office neatness.
The scheme has to be thoroughly thought out in
7.4.1. 7
Chapter Seven Conclusions. Implicat ions and Recommendations
Page 197
order to attain the desired positive results.
Mos leading organisations do make use of such
incentive schemes to enhance performance.
Performance standards are usually set, and
evaluation is done at a specific and agreed time.
GENERAL
The government has introduced theoretically good
systems which are aimed at enhancing
effectiveness and efficiency. The introduction of
one programme after the other, without effectively
measuring the effectiveness of the first introduced
programme, will in most cases, be a futile
exercise.
PMS, Batho Pele and Civil Servants' Code of
Conduct, as standards set to enhance improved
civil service performance, should be measured
within a fixed period of time to determine as to
whether they have attained the envisaged results
or not.
The introduction of any other programme, without
prior evaluation of the abovestated three will most
probably cause more damage to the strategic
management of the government departments.
This research has established that there is a
Chapter Seven
relative importance in setting performance
standards and measuring performance .
Page 198
It was further established that the government has
put to place some standards-setting mechanisms as
control measures to enhance efficiency and
effectiveness.
It will be advisable for the government to evaluate
the impact of such programmes after at least
twelve months of introduction, even if they were
implemented as pilot projects . The effect of a
pilot project has to be measured frequently to
determine deviations and to reinforce the positive
aspects thereof as well as applying corrective
measures in cases of negative deviations.
7 .4.2 Further research
The following research topics are recommended for the benefit
of the government:
"The relative impact of Performance Management
System (PMS) as a pilot project within North West
Provincial Government Departments."
"The relative impact of the Civil Servants' Code of
Conduct as a control measure in the management of
government departments within North West Provincial
Government Departments. "
"Can Batho Pele - People First" play a relative role in
Conclusions. Impl ications and Recommendations
enhancing improved service delivery by the Civil
Servants in the North West Province."
Page 199
"The relative impact of introducing an annual evaluation
system for the Civil Servants within North West
Provincial Government Departments".
The research has opened room for further more research topics.
It is however felt that the above-recommended topics could be
considered as a matter of urgency.
7.5 CONCLUDING REMARKS
Chapter Seven
The importance of having to set performance standards has been
highlighted by the literature reviewed . The literature has gone further
to explain the what, how, when and the don 'ts of setting and
measuring performance effectively .
The newspaper articles did put forth the two sides of the coin
pertaining to the existence and the non-existence of performance
standards as control measures.
The entire information contained in this research will shed light to the
government on all aspects which are related to the concept of setting
and measuring performance.
The daily execution of job tasks, without the pre-set performance
Conclusions. Implications and Recommendations
Page 200
standards as well as the evaluation/appraisal thereof, will in most cases
subject the government to criticisms such as those highlighted under
the "Negative Outputs/Incidents - item 3. 3.
Teke (1998) responds to a question "Why an appraisal?" by explaining
) that;
Chapter Seven
Team work is enhanced,
Managers end up mastering the whole process,
Employees tend to believe that they are valuable to the business,
Making the allocation of rewards manageable,
They assist in the development and advancement of employees
and
Concludes by arguing that;
"It has to be understood that a performance appraisal system is not a
nice to have in a business, but a necessary tool. It makes employees
productive because they are always involved and committed to the
organisation and they know the direction the organisation is taking and
it makes management more effective and more efficient." (BLACK
MANAGEMENT FORUM - BLACK LEADER,
SEPTEMBER/OCTOBER 1998: p12).
As Lipkin and Parker (2000: p: 197) observe, leaders should note that
"if you want outstanding service, you must measure and monitor its
delivery constantly! .. , if you don 't pay scrupulous attention to the
measurement of your service delivery, you won't delivery great service.
Period. What doesn't get measured, doesn't get done. "
Conclusions. Implications and Recommendations
Chapter Seven
Page 201
It will now be up to the government to decide as to whether the setting
of performance standards for the civil servants, as well as the regular
evaluation of performance will be fruitful or detrimental.
The government should take note of the fact that the interviewed
sample of the civil servants have basically recommended the
introduction of the setting of performance standards as well as the
regular evaluation of their performance .
Conclusions. Implicati ons and Recommendations
I.
2.
3.
4.
5.
6.
7.
8.
9.
Barlow P, Helberg S, Large N, Le Roux K.
Churchill G A (Jnr) .
Christopher W F, Thor CG.
Eccles R G, Nohria N, Berkley JD.
Griffin R W.
Harvey D, Donald BR.
Hersey P, Blanchard K H, Johnson DE.
Edwards MR, Ewen A J.
Katzenbach JR, The RCL Team.
1995.
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Oakland JS, Porter L J.
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A3
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R. REPORTS/MANUALS/BROCHURES
I. Summary of the final report of the commission into corrupt practices and irregular use of public funds in government departments and parastatal bodies by various individuals or at their instance. Otober 12 1995. (/ISffLS/COM.REP.)
2. Performance audits completed at the North West Provincial Administration during 1997. (PR35/1998)
3. Short comings in management measures and the effect thereof at the North West Development Corporation. (May 5 1998)
4. Performance audits completed at the Free State Provincial Administration during 1997. (PR47/1998)
5. Performance audits completed at the Gauteng Provincial Administration from January 1997 to February 1998. (PR32/1998)
6. North West Province - Performance Management System. (August 1997).
7. Agricor - Performance Management System - Energising Excellent Perfomrnnce (1997/8).
8. Batho Pelo - People First: White Paper on Transforming Public Service Delivery Government Gazette No 18340. (September 18 1997).
9. White paper on the transformation of the Public Service - Government Gazette No 16838. (November 15 1995).
10. Civil Servants Code of Conduct Pamphlet and Brochure.
I I. The Reconstruction and Development Programme - A policy framework. African National Congress. (1994).
12. Growth, Employment and Redistribution - A macro economic strategy. (1998).
13. · Tools for competitive edge - Enterprise Development for Growth and Equity. (1997).
14. North West Province Development Strategy for the Small, Micro and Medium Enterprises Sector. (January 1998).
15. North West Province of South Africa - 1996/7 Annual Report. (1997).
A4
16. The United States Agency for International Development - Private Sector Activities (South Africa). (August 11 1997).
17. Organisation Development Journal - An expert system - based audit instrument to assess organisational effectiveness. (Volume 16 - Number 1- Spring 1998).
AS
REFERENCES
N. NEWSPAPER AND MAGAZINE ARTICLES
1.
2.
City Press., Sunday February 22 1998. Province may remain in crisis. despite handout -government li(ehne may be insufficient to save Eastern Cape. Page 14.
City Press. , Sunday July 12 1998. R400 000 scandal hits ANC offices: high-powered task team investigating. Page 4.
3. City Press. , Sunday July 12 I 998. Provinces are in real mess - and officials act as if they are above the law. Page 6.
4. City Press., Sunday July 12 1998. Corruption blues hit KZN Education Dept - computer whiz kid senior and iunior officials help themselves to R2m. Page I 8.
5. North West Mirror., Thursday February 12 1998. We will stop corruption - Mole(e. Page 1.
6. North West Mirror. , July 1998. North West Government bent on uprooting corruption. Page 1.
7. North West Mirror. , August 1998. Whv a Public Servants Code of Conduct? Page 5.
8. Saturday Star. , Saturday October 10 1998. Man with Std 3 who holds a key government post. Page I.
9. Sowetan., Monday January 26 1998. Millions lost in pension scam. Page 1.
10. Sowetan., Monday February 2 1998. Massive fraud in North West. Page 1.
I 1. Sowetan. , Tuesday February 3 1998. North West fraud: 20 suspended. Page 1.
12. Sowetan., Wednesday February 11 1998. R74m textbook scam revealed. Page 1.
13: Sowetan., Friday March 6 1998. Corruption report to he tabled today. Page 3.
14. Sowetan. , Friday March 6 1998. Lack ofproper controls cost North West Govt millions. · Page 5.
15. Sowetan., Wednesday May 27 1998. Speaker admits to financial mess. Page 4.
16. Sowetan., Friday July 10 1998. Over R2m 6-aud: five education officials arrested. Page 3.
17. Sowetan., Monday October 5 1998. Education Dept fraud suspects ' case postponed. Page 3.
18. Sowetan. , Wednesday October 14 1998. A-G to investigate missing council funds. Page 4.
19. Sowetan., Thursday October 22 1998. Irregular deals in office ofANC Chief Whip. Page 3.
20. Sowetan. , Wednesday February 4 1998. Sowetan comment. Page 8.
21. Sowetan. , Thursday February 12 1998. Sowetan comment. Page 10.
22. Sowetan. , Wednesday May 27 1998. Sowetan comment. Page 8.
23. Sowetan. , Tuesday November 10 1998. Northern Province Premier set to root out corruption. Page 11.
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24. Sowetan. , Thursday November 12 1998. Mbatha vows to root out corruption. Page 11.
25. Sowetan., Thursday March 19 1998. The elimination of corruption. Page 10.
26. Sowetan. , Wednesday February 04 1998. Sowetan comment. Page 8.
27. Sowetan. , Thursday July 08 1999. Depts overspent bv R400m says A-G. Page 5.
28. Sunday Times. , Sunday July 12 1998. Anti-fraud unit in R3m shock- accountant "flees in tears" as auditors arrive at secret Rivonia offices. Page 9.
29. Sunday Times. , Sunday July 12 1998. The pros and cons of(raud - as quickly as the banks can foil the, the fraudsters invent even more devious scams. Page 21.
30. Sunday Times., Sunday October 11 1998. More trouble in Mpumalanga. Page 4.
31. The Citizen.. Thursday February 15 1996. Auditor-gen slams govt dept' "lack of control ". Page 9.
32. Black Management Forum - Black Leader Magazine. , September! 998. Curing the cancer of corruption, and why an appraisal? Page 6, 7,8, 10 & 12.
33. Productivity SA - For Excellence Management Magazine. , September/October 199&. How ' to achieve superb service. Page 33. RSA, Touch the Sky Publishers, 2000.
COVERING LETTER
Dear Respondents/s
I am a student at the University of North West. I am conducting a research in compliance with my study requirements.
A7
This research study is aimed at determining whether the setting of performance standards and the measurement of performance have any importance in enhancing the organisational efficiency and effectiveness. The research as indicated, is purely for academic purposes.
I kindly request you to sacrifice your time and respond to the attached questionnaire.
You are not required to state your name/s.
To confirm the validity of this project, please feel free to contact Professor van Rerisburg at (018) 389 2088.
Looking forward to your positive response with great interest and thanking you in advance.
AOM TLALETSI (018) 384 5455
QUESTIONNAIRE
There is no wrong or right answer. Please be honest in answering the questions. Please tick the appropriate box as indicated. Please tick only one box.
1. AGE CATEGORY Below 30 years Below 40 years Below 50 years Below 60 years Below 70 years
2. ACADEMIC QUALIFICAIONS Below Standard 10 Standard 10 Postmatric Certificate/s Postmatrict Diploma/s Junior Degree/s Senior Degree/s
3. CURRENTJOBLEVEL/RANK Below Supervisory Supervisory Junior Management Middle Management Top Management
4. GENDER Male Female
5. MARITAL ST A TUS Married Not Married
6. LENGTH OF SERVICE Less than 1 year From 1 to less than 5 years From 5 to less than 1 0 years From 10 to less than 15 years More than 15 years
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NO: ............ .
X
SECTION TWO (QUESTIONS)
Question 1 How long have you been occupying your current position?
Less than 1 year
From 1 to less than 5 years
From 5 to less than 10 years
From 10 to less than 15 years
More than 1 5 years
Question 2 Do you think that performance standards should be set for government employees?
Yes
No
No opinion
Question 3 In your opinion, what could the contribution of the setting of perfomance standards be towards the government employee's performance?
Positive
Negative
Do no know
Question 4 Do you think that performance of government employees should be evaluated regularly?
Yes
No
No opinion
Question 5 What would you say is the performance appraisal system used for, given the below listed options?
Measuring perfom1ance
Identifying non-performers
Determining the salary increase Identifying training needs
None of the above
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Question 6 How often do you have individual meetings with your immediate senior?
Daily Weekly Fort-nightly Monthly More than the above None of the above
Question 7
A 10
During your individual meetings, what percentage of the time do you think you spend on discussing your performance?
Less than 25% More than 25% Less than 50% More than 50% None of the above
Question 8 When you were appointed to your current position, did you employer or senior tell you what your daily duties were?
Yes 0
Neutral
Question 9 Is your immediate senior/s always telling you what to do?
Yes No Neutral
Question 10 When last was your performance evaluated?
Less than 6 months ago Between 6 and/or 12 months ago Between 12 and/or 18 months ago Between 18 and/or 24 months ago More than 24 months ago Never measured
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Question 11 With regard to your response to Question 10, what impact has that made to your current performance? ·
Negative impact Positive impact No impact
Question 12 What would you say is pressurising you most in your current job?
Having to achieve the set performance standards Having to perform irrelevant tasks/duties Having to do what the "boss" says Having to be given tasks without being consulted first None of the above
Question 13 What do you prefer most in your current job?
Working without supervision Performing without the set standards Not too much work Not too difficult tasks None of the above
Question 14 What do you think will make your current job more ch~llenging?
Performing against the set standards Performi~g without supervision Receiving feedback on my performance Executing difficult tasks Power and authority None of the above
Question 15 If performance standards are to be set, whom do you think should be involved in the setting of such standard?
Senior/s only Employee/s only Senior/s and employee/s jointly None of the above
Question 16 In your opinion, what impact will the performance standards, preset by your senior/s without consulting you, have on your performance?
Negative impact Positive impact No impact
Question 17
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Do you think that the setting of performance standards and the measurement of performance can play an important role in eliminating the following in the government departments/organisations? (Please tick one box for each listed point).
Fraud and Forgery
Bribery Misappropriation of funds Budget deficits ( overspending)
Sexual harassment Reservation of jobs Favouritism
Question 18
YES NO NEUTRAL
In your opinion, what impact will the Civil Servant's Code of Conduct have on the delivery of service by the government employees?
Negative impact Positive impact No impact
Question · 19 Are you aware of the Performance Management System (PMS) introduced as a pilot project for the Civil Servants?
Yes No
Question 20 If yes, what impact do you think PMS will have on the performance of government ' employees?
Negative impact Positive impact No impact
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SECTION THREE (COMMENTS/REMARKS)
You are most welcome to make any contribution with regard to the Setting of Performance Standards and/or the Measurement thereof. Your comments, if any, on the Civil Servants ' Code of Conduct and the Perfom1ance Management System (PMS) will also be most welcomed.
···································· ··· ·· ··· ········· ·· ···· ···································· ··· ···························· ·········· ·······················
................. .. .... .................................................................... ...... .... ... ........................ .. ..... ... .... ..................
t ........ .... ........ ............................... .. ..... ... .. .................... ..... ... .................. .................. .... ................. ,. .... ..... .
Once more, thank you very much! May God bless you!
SECTION THREE
RESPONDENTS CO1\11\1ENTS/REMARKS
A 14
The following are comments/remarks made by some respondents. The comments/remarks
were not edited as it was felt important to report the respondents ' unchanged opinions.
There are certain points and/or statements raised which are much more relevant to the
research topic. Such statements/points are highlighted for easy reference.
Questionnaire # : 003
By the end of the PMS the employee accepts his/her responsibility as an employee and
come to terms with his/her purpose. He/she learns to work from the heart, not from the
head. You realise that the employee loves what he/she does, and he/she would not like the
fact that everything is money. The message I get from the PMS is about my favourite
subject - Purpose: Doing what you do from the inside - working.
Questionnaire # : 005
CSCC and PMS alone cannot promote efficient and effective service delivery in
government. These should be coupled with total commitment and enthusiasm on both
employer and employees. Extensive workshops, seminars and in-house training have to
be organised to familiarise all in sundry about the new value system - the three E's:
Efficient, Effective and Economic service - that has been introduced. Employees should
fully participate in setting their own performance standards in relation to clearly stated
job descriptions and specifications. The role of the senior management in this regard
should not be to issue instructions and threats, but to guide employees along the broad
interest and objectives of the unit in which they are placed. Periodic, at least monthly,
feedback sessions should be conducted to assess progress and identify problems and
provide necessary interventions to assist the employee.
A 15
Questionnaire # : 006
The setting of performance standards is an important element towards a positive
response in the workplace. Employees and employers will be in a position to note and
realise what is required of them within a particular period of time.
Questionnaire # : 008
Setting performance standards is a vital role that can be engaged in between the
supervisor and the managed. This would kickstart the whole process and performance
would be measurable on what has been agreed upon. One's performance cannot be
measured on the standards that are not known to the managed. One knows as to what is
expected from him/her and definitely one can perform beyond the set standards and that
can trigger a situation where one is rewarded appropriately thereby motivating the
managed to feel affiliated and attached to the Department/Organisation. Be that as it
may, the NWPG is currently using Personnel Evaluation System and the PMS is not yet in
place as there are no readily available assessment tools and a Provincial Policy. For more
information you are at liberty to contact the directorate of Human Resources Development
(Internal) in the Premier 's Department at (018) 386 1833/35 or you may telefax them at
(018) 386 1831.
Questionnaire # : 009
PMS is one of the confusing methods of measuring and evaluating employees. It needs
to be reshaped taking into consideration education and the type of duties present civil
servants need to carry out. It has the tendency of being biased and can easily lead to
favouritism. New method need to be looked into. The government needs to look into
performance used in NGO's and Parastatals.
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Questionnaire#: 010
Skills audit must be done first before implementing any other systems. Currently most of
senior management personnel are not skilled and reshuffling must be carried out.
Output based management systems must be introduced with a lot of awareness.
Production based remuneration to be implemented.
Questionnaire#: 012
Our problems emanates from most managers who are not sure of themselves and
therefore they tend to personalise everything that comes from their juniors.
Questionnaire # : 019
Setting of Performance Standards
Customer requirement means the agreed type and standard of outputs between service
provider and customer. The standard should relate to any of the 4, i.e time !frequency;
cost; quality and quantity. This should be a mutual agreement between manager and
managed.
A complete PMS should contain the following:
(i) Personal, work plans
(ii) Key work/ongoing work
(iii) Special projects
(iv) Values and commitments
(v) Appraising mobility
(vi) Personal, Development Plan
PMS should not only be seen as a means of rewarding employees. Rather it should be
seen as a means of improving the performance of employees for their ~future
development.
A 17
Questionnaire#: 021
Managers must be made aware that PMS, if correctly implemented, would improve service
delivery and bringjob satisfaction to employees. Acknowledgement of good performance
and encouragement for poor or below standard performance must be identified and be
given what is due. A manager who promotes good practices always gets rewarded and
also gains pride and good interpersonal relations and conduct from employees and
vice-versa.
Questionnaire # : 022
Setting of performance standards - the manager and the managed will have an
opportunity to draw workplans and agree on performance standards. The employees
will be in a position to know what is expected of them in their jobs. It will also help to
identify their strengths and weaknesses and indicate how strengths may be utilised and
weaknesses overcome.
Questionnaire # : 025
Your questions are too limiting, they do not allow one to explain or forward reasons. It
would have been better if questions were open ended.
Questionnaire#: 027
Presently hot much has been done with regard to PMS. Departments have been trained on
PMS and not all officials have received training. Another problem facing the trainers is
that there is no manual on PMS, as a result individual trainers are using different
materials and there will be an imbalance between departments. Again there is no relation
between them and the Personnel Practitioners who are in charge of implementation thereof.
With regard to the Code of Conduct, the standards as outlined thereon, are very good, the
senior officials who are expected to be the role models, they are disobeying and ignorant
of the law. With the managed, the question might arise, are they aware of what is contained
in the document? The law is no longer enforced to people. I would like to take this time to
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wish you well in your studies. Please provide our department with the completed copy of
your research.
Questionnaire # : 028
They make the managed & manager to know exactly what is required of them.
Concerning the standards set by the government in terms of production, it will be easy for
one to personally assess himself/herself in order to identify the areas where improvement is
needed. It will equip them with the necessary knowledge; skills and competencies to carry
out their duties effectively and efficiently wiJhout any hindrance. It will also develop their
human resource capacity to match the standards set by the government.
Questionnaire # : 030
If the civil servant's code of conduct and the PMS are two different codes, I think
concentrating on one code and adhering to the principles thereof will bring a positive impact
on the performance of employees.
Questionnaire # : 031 l' NWU· I LIBRARY
Performance standards in public service are important. Every institution exists because
of an objective. For goals to be reached there should be a plan indicating time frame- i.e.
for how long is the project going to take. It is important to set standards since other officers
""ill get involved to jobs outside their working schedule. Or playing truancy and not
working hours indicated for work carrying out the activities. By setting performance
standards it helps also during job evaluation for officers and assist the supervisor in
upgrading his subordinate.
Questionnaire#: 037
The problem with many of the Public Service Policies is that they have good intentions,
but are handled by officials who either are not trained to implement them or are not
motivated to implement them. Furthermore, there is little that is done to ensure that
people for whom these policies are intended reach them, but they never seem to be
A 19
informed about them. They just remain known to those that are supposed to impart
them to the rank and file officials, who keep them as their own. As your questionnaire
indicates, there is a probability that a PMS exists, but who knows about it? to whom is it
applied? probably not any of the officers with whom I work. What is important, is
training and information sharing on these important issues. Performance standards in
my opinion will go a long way to ensuring that targets are set and met, they will
motivate employees if they are paired with feedback. They will guide employees to
employer expectations. Public Servants need to be trained on the importance of Public
Service Code of Conduct and ethics. It does not help just writing them down and not
training people about their worth.
Performance Standards must:
be realistic
be obtainable
Questionnaire # : 038
be well planned or well executed
have all stakeholders must be involved
be transparent
have no hidden agenda
be discussed in good faith
take into consideration the values and the expectations of all stakeholders
be consistent
be goal directed to achieve the aims it is intended for
training given important priority
be accompanied with incentives if it is to reach its goals
be relevant to the social, political and educational capabilities of those it is aimed
at
be simple and straightforward and
SWOT analysis must be carried out before it is implemented.
A20
Questionnaire # : 040
In my section or department, PMS is only directed to most senior people of the
department and the information is never shared with others.
Questionnaire # : 052
PMS - The human factor element; I wonder how that will be ever addressed .
Questionnaire # : 056
Performance Standards will enable public servants to know what exactly is expected of
them everyday. They will have things to do in an everyday basis and try to by all means to
guard against PMS. PMS will also contribute positively to the promotion of individuals
and won't be biased and will try to eliminate favouritism which has been prevailing in the
public service sector and for those who have not been promoted PMS will boost their
morale because people will be promoted according to their daily performance not by
who you are and how much your supervisor likes you .
Questionnaire # : 058
The setting of performance standards is very important in the sense that it will enable the
employees to know exactly what is expected from them when executing their tasks. This
will also guide them on their daily activities at the work place.
Questionnaire # : 062
Government is mostly work orientated, a situation which is appreciated. Benefits for
deserving employees have to be improved, failing which the staff morale will surely
decline . The PMS will also be appreciative only if duties of employees are well defined
based on their expertise (qualifications), availability of tools and economic development.
In short, government's policy must be simplified for easy implementation by staff.
Advisedly, management does not have to consist of experienced professionals, but also
individually prepared to carry out government 's mandate. For instance, traffic officials or
officers are subsidised on low capacity engine vehicles, yet they're expected to chase fast
A 21
cars driven by drug lords and other criminals. Affirmative action is also another factor
which needs to be complied with. Training existing potential staff so they may have
exposure and knowledge for higher responsibilities or job positions. Finally, poor staff
performance is underpinned by traditional/old methods of doing tasks, routine work too
much work without recreation benefits given to high ranking officials as privileges ...
Questionnaire # : 071
It is of great importance that all staff concern i.e. senior and other staff members be
involved in setting of performance standards for issues that matter most. It is advisable
that standards set be evaluated annually to see whether they still meet the objectives set
for. Performance standards set should be known to all employees.
Questionnaire # : 073
PMS is the systematic process of management which aims at increasing organisational
effectiveness by improving the performance of individual and teams.
Performance Management has the following features:
1. A shared vision of organisational objectives communicated to all employees.
2. Performance targets for each employee.
3. Regular, f onnal processes for reviewing progress.
4. Review process to identify training and development outcomes.
5. The use of review of process to determine reward outcomes.
6. Develop constructive and open relationships between individuals and their
managers in a process of a continued dialogue.
Questionnaire # : 081
The PMS is used to set work standards so that it may be easier for your immediate senior
to assess his or her colleagues.
A22
Questionnaire # : 087
My mind tells me that both systems can be good when considering the measurement of
performance. Nevertheless both are most likely to be relevant to irregular and
contributory to favouritism and some other forms of unfairness. The comment is based
on the fact that the immediate supervisor plays a major role on both systems.
Questionnaire # : 088
Public Servants mostly do routine jobs which is difficult to measure in terms of output.
Managers need thorough training in order to be able to evaluate performance objectively
because most of them tend to evaluate individuals, instead of the jobs performed by the
individual.
Questionnaire # : 091
Performance standards for civil servants are very crucial. In the fact that many people
who are placed in the high management system are incompetent due to the fact that
some of them were employed on favouritism basis without checking their ability and
capabilities. Some people are irresponsible when it comes to job performance and
ignorant in many respects, they have no regard for the company/organisation or
government assets, and they also have little regard for other people. Setting· of
performance standards will help eliminate such individuals from being given high
responsibility duties, and perhaps help them to improve on what they have already
achieved. This will help to curb corruption and misappropriation of funds.
Questionnaire # : 092 ..
Supervisors should be assessed according to performance of juniors, not as an individual.
New personnel in a section should be properly inducted, trained and monitored and this
must be the responsibility of the immediate supervisor. They cannot be expected to make
themselves comfortable and find something to 'keep themselves busy'.
A23
Questionnaire # : 098
As a public servant you might be an instrument therefore sometimes be guided by the needs
of the community and give full recognition to the needs of the South African Government
PSC Services as employer. The most important way is to co-operate with the community.
Government at every level and all other related role-players who, with regard to
integrity, render a responsible and effective service of high quality which is accessible to
every person and continuously strive towards improving this setting of performance
standard and performance management system (PMS).
Questionnaire # : 107
It is the sole responsibility of government/organisation within government to see to it
that performance by employees is measured and the setting of performance standards to
determine the dedication of employees. Regarding service delivery and such, move to be
spearheaded by government officials in management positions.
Questionnaire # : 115
In my view employees should, strictly speaking, be merited with a view to measuring their
performance. Therefore meritorious=awards should be given to all those employees
whose job performance is exceptional. This will encourage the employees to work very
hard and it will enhance performance standards. Inspection of files (work) should be
conducted regularly by seniors to determine whether performance standards are being met.
As soon as the inspection has been completed, all officers should be informed about their
performance and problems that are work related should be identified and addressed.
Employees should be encouraged to attend seminars and workshops to sharpen their skills
and this will also enhance their performance. Orientation courses should be introduced
to make employees aware of the steps, procedures, rules and regulations that are
contained in the Public Service Staff Code.
A24
Questionnaire # : 116
Setting of performance standards could perhaps be of assistance if work is distributed
evenly amongst workers.
Questionnaire # : 117
The Civil Servants Code of Conduct is good as it is aimed at upholding the individual
official's morals best, by observing certain values. This changes the official's thinking
patterns to be positive as well as what they are doing. Performance Management System
implies that only those who perform to the highest will be rewarded. But again an
individual may tend to perform only up to the set standards. Those who are rewarded
for performance expected of them, tend to loose morale and there becomes the general
decline of performance.
Questionnaire # : 119
PMS is good for change of behaviour commitment and efficient and effective service
delivery, however, the government is over stayed and people are doing less. In addition
to the above, there are many levels of management eg. Chief Director, Director, Deputy
Director and Assistant Director and other workers from Chief Officers to Clerks and
Labourers. Fewer employees with good pays and more responsibilities will make PMS
work.
Questionnaire # : 125
PMS though new and yet not implemented at this office, does not to my prediction wipe
away the sickness displayed by previous methods applied in determining performance of
public servants . To my observation, there are still supervisors who are afraid of
sub-ordinates and hence will not prepare a report that will not favour such
sub-ordinates. To those who have been supervisors' favourites, will still enjoy that
comfort. To my opinion, I will rather suggest that a neutral person outside the office be
called on monthly basis to assess the officials based on written work.
A25
Questionnaire # : 126
Measurement of performance should not be used to scare people in their jobs. It should
be used to help improve the performance of those who need to improve their
performances. Sources and causes of why someone is under-performing should be taken
into consideration before any decision is made regarding that person. Any decision
taken should involve the person concerned and his/her commitment to improve should be
given a hearing.
Questionnaire # : 131
In as far as the setting of performance standards and/or measurement of conduct 1s
concerned, I think the government has implemented this as another way /tool of using
teachers to retrench themselves from work rather than the government binding itself.
Therefore I for one do !1Q1_entertain it or condone it, even though its aim is for developing
teachers or workers. I want to alienate myself with the government for the introduction
of the Civil Servant Code of Conduct and Performance Management System. There
are lots and lots of misconduct done by civil servants e.g theft, fraud and the likes . In
order for the government of any country to run smoothly there must be law and order from
the employees. Coming to managers, they should be good in managing their work or
the whole institutions! They should have managerial skills. They should attend courses
and in-service training or be appraised.
Questionnaire # : 134
The government must ensure that it uses PMS so that it operates as a business entity.
Questionnaire # : 136
For performance management system implementation, there is a need for a policy and
new award mechanisms.
A26
Questionnaire # : 140
The performance standards are a necessary tool for service delivery although it is clear
that a lot of people who are high performers are not rewarded because of human
elements of natural hatred, politfral affiliation and nepotism. Unless the mindset of
senior managers is changed, these will never benefit the civil service.
Questionnaire # : 142
The system is applauded - however, should be approached with honesty and integriiy by
managers.
Questionnaire # : 143
The introduction of performance standards has two sides; on the one side, if performance
standards are made known - as initially to all employees during or before signing service
contract and the officials are exposed to ski,lls as training development which is relevant
to their work as expected by performance contract - such endeavour by the employer
would be relevant and positive in case an official is incapacitated due to poor
performance set as performance standard. On the other hand if the employer or
organisation unilateral brings about performance standards without consultation with
labour movement and other relevant stakeholders for example, its employee's
performance standards will not be utilised to achieve what it was meant to achieve,
therefore ·it could have negative effects. In addition the employees should be made able to
comply with the said standard of performance. The process is reciprocal, is a two way
process up and down - up and down for instance during induction official should be told
about what their contract entails and obligations to train official by employer.
Questionnaire#: 144
Although performance standards and measurement of performance have been
introduced in the public service aided by instruments such as the Civil Servants Code of
Conduct and the so-called Performance Management System (PMS), implementation and
application is still problematic and erratic because most supervisors, managers and top
A27
echelon figures are still only paying lip service to these processes and malfeasance like
favouritism and nepotism are still the order of the day and I do not foresee this state of
affairs changing and improving for the better in the near foreseeable future. I still need
to be proven wrong.
Questionnaire # : 146
The setting of performance standards and/or measurement of performance are good
tools for the civil service and are steps in the right directions. However, it needs to be
borne in mind that the human element will always be there. With this in mind, job
reservation and favouritism will never be eliminated. These two are not mutually exclusive
but are merely variations of the same theme. With the kind of corruption so rife in the
civil service coupled with nepotism that is currently being exposed in the media, the
setting of performance standards and/ or measurement of performance are likely to take
the back seat.
Questionnaire#: 149
If PMS is applied correctly and there is no favouritism, this instrument could enhance
perfonnance in the public service.
Questionnaire# : 158
Let PMS be implemented immediately.
Questionnaire # : 159
The performance management system or the merit assessment system seems to be the
best system that is suitable for public service in the new South Africa. It is suitable to
eliminate elements of the spoil system, nepotism and corruption. It seems to be the best
system that is economical and regulates performance and thus improves the working
standard and encourages people to work hard and earn more.
A28
Questionnaire # : 160
Setting of performance standards identifies the strong and weak points of the official who
will need training towards improving and developing the said official. There is no
organisation that can sustain its objectives and mission without any guidelines. That is
why I think that Civil Servants Code of Conduct must be in place.
Questionnaire # : 161
According to my thinking, PMS will be fruitful. It will eliminate hatred and laziness
instead it will encourage easy flow of communication. I wish it can be in1plemented as
soon as possible.
Questionnaire # : 164
Setting of performance standards is a goal principle, but in the public service it seems to
be an impossible task. We have too much centralised authority. Secondly there is a
tendency to enforce uniformity over a wide spectrum of operations. There is no possible
reward system for performance. No comment on the Code of Conduct.
Questionnaire # : 166
An employee:
Promotes the unity and well-being of the South African nation in performing his/her
official duties.
Will service the public in an unbiased and imparlial manner in order to create
confidence in the public service is polite, helpful and reasonably accessible in
his/her dealings with the public at all times treating members of the public as
customers who are entitled to receive high standards of service.
Questionnaire#: 167
I believe that realistic performance standards would enhance the individual employee to
strive for greater heights and therefore contributes to efficient delivery of services.
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Questionnaire#: 175
Our department is undergoing restructuring process at the moment and training and
performance standard procedures should be collective to enable the civil servants to
upgrade/degrade themselves with a thorough knowledge of the two. The other important
factor is the job description and the power enshrined in those job descriptions to allow
more creativity in the work place, that will go hand in hand with Performance Standards.
Civil servants must be innovative and that is encouraged by the supervisors/managers.
Questionnaire # : 177
The Government's vision, mission and priorities can only find meaning provided its
executive arm carries its mandate to the public in an efficient and effective manner.
The development of a new organisational culture is critical to the improvement of efficient
and effective public service delivery. The changes will need to be accompanied by a
major shift from a rule bound culture to one which is focused more on the achievement
of objectives and the meeting of needs.
Questionnaire # : 184
Code of Conduct
Relationship with the legislature and executive
Relationship with the public
Refationship among employees
Performance of duties
Personal conduct and private interest
Performance Management System
is a continuous process whereby the manager and his/her sub-ordinate•-jointly
identify within their components vision and mission
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Purpose of PMS
to introduce an effective management system which focuses on the assessment of
employees to serve amongst others as decision making regarding
promotions
merit and order
corrective action (measures)
Questionnaire # : 185
PMS will only be.effective if the rules attached to it are adhered to and ongoingfeedback
from supervisors or joint effort between supervisor and sub-ordinates are in place. It
should be a joint venture between the two and everything should be played by the rules.
This will promote positivity among the sub-ordinates as gateways to enhancement
(promotality) will be promoted and productivity will increase.
Questionnaire # : 186
It is the best system that the Government has introduced. My concern is the fact that this
system is computerised and some, if not most, of our civil servants are not computer literate
and that being the case, some of their offices have not been installed with computers. This
whole situation causes delays because people need to be trained first on computers and the
installation of the very computers should take place simultaneously so that the knowledge and
skill acqui'red can be immediately transferred . I just hope that the PMS does not become
another "OBE" number 2 due to lack of resources and other factors.
Questionnaire # : 187
Performance Management System should be preached to all "rank and file" and
preaching involves -
1. workshop
2. sectorial training
3. thorough junior and senior management training
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Implication of the system should be availed to all staff and every staff member should be
very literate about the system. Management should lead by example in following the
system. Management should not only introduce the system and leave the rest to the
implementing process i.e HRM but should also create performance management
environment by inter alia;
1. abide by decision of the (Sic) Committees
2. Empower relevant officers to take decisions in regard to PMS application
3. Commit resources for and for the sake of PMS
4. F/,exibility should be encouraged but not abused
5. Market the PMS by visibility not only during first campaign
Questionnaire # : 188
Promotion of production in the public sector could be achieved. When this system is
correctly monitored a positive impact in executing the National Mandate through service
delivery change of culture in the public sector. Public sector moving away from being a
waiting room for cheque collectors. The on-going corruption, nepotism could be
eliminated if not eradicated in totality. The birth of the Bathopele Project rather it be an
everyday chorus without practical tangible deeds.
Questionnaire # : 189
Performance standards and/or measurements of performance is a good system that
focuses on excellence, but due to the unskilled labour/work place of South Africa it
cannot be achieved within the wink of an eye. Training authority is a road to success.
PMS will be mostly welcomed by those who are ready to provide quality service standards.
Questionnaire#: 192
We at SAPS are not aware of the PMS. It has never been brought to our attention.
However I believe that the setting of performance standards will be of great help to our
members because many of them just come to work for security reasons i.e . there is no
A32
interest in service delivery. I think PMS together with motivation in the form of money
and other ways can help with the upliftment of the service delivery which is always
preached and not practiced.
Questionnaire # : 194
Most of the Public Servants are not aware of the Performance Management System. If
the PMS can be introduced in all the government departments I think everybody will
enjoy his work and will have the interest of South Africa at heart, since there is going to be
a contract signed between parties and again it will be advantage when compared to the
system presently used. The system that is used presently does not accommodate people
who cannot write and explain everything in writing.
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