The Empirical Analysis of Performance Management System : A Case Study of a University in South Africa

Ngcamu, Bethuel Sibongiseni

doi:10.22610/jebs.v5i5.407

Cited by 3 publications

(5 citation statements)

References 22 publications

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“…Furthermore, according to the literature, failing to match an institution's priorities with PM has a detrimental impact on the institution (Ngcamu, 2013). The literature emphasises that delaying PMS implementation is a barrier to attain strategic objectives (Ferriera & Otley, 2009).…”

Section: Findings Of the Studymentioning

confidence: 99%

“…The delay or sluggish implementation of PMS is analogous to deliberate postponement of achieving the set strategic goals, a situation that is quite similar to strategic plans that came before Strategic Plan 2020-2030, as revealed earlier in this study. According to the literature, delaying PMS implementation is a barrier to achieving strategic goals and failing to match an institution's priorities with PM has a negative impact on the institution (Ngcamu, 2013;Ferriera & Otley, 2009).…”

Section: Recommendationsmentioning

confidence: 99%

“…According to Ngcamu (2013), failing to match an institution's priorities and performance management (PM) has a detrimental impact on the institution. The slow PMS implementation, according to Ferriera and Otley (2009), is a barrier to meeting strategic goals.…”

Section: Introductionmentioning

confidence: 99%

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Intergrating the performance management system of a university in South Africa with its strategic plan

Mofolo,

Novukela

2024

SA Journal of Human Resource Management

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Orientation: South African history, among other things, demanded reforms in higher education institutions (HEIs), and the goal of transforming HEIs was to fulfil the demands of the new order brought about by democracy in the country.Research purpose: The purpose of the study is to investigate how a strategic plan of a University in South Africa can be supported using a performance management system (PMS).Motivation for the study: When examining the university’s achievements, particularly the gains of the past strategic plans, the study found that there is no evidence of successes or failures, especially for Strategic Plans 2008–2017 and 2015–2019.Research approach/design and method: To achieve the stated purpose, the study employed a document analysis approach.Main findings: The study found that the merger of the university’s legacy institutions was never fully realised, and the University has currently reimagined itself and developed the Strategic Plan 2020–2030; however, the delay of the PMS implementation is regarded as a weakness in this study.Practical/managerial implications: The study recommends a conceptual framework that demonstrates how at the organisational level, academic PMS should be designed and implemented after discovered that a delay in PMS implementation can impair the achievement of the Strategic Plan.Contribution/value-add: The study contributes by recommending that core university policies should serve as a basis for and be consistently applied as a component of an all-encompassing PMS policy. Meaning, a comprehensive PMS policy will help to link appropriate policies for the shared goal, which is to encourage excellent performance.

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Section: Findings Of the Studymentioning

confidence: 99%

Section: Recommendationsmentioning

confidence: 99%

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Intergrating the performance management system of a university in South Africa with its strategic plan

Mofolo,

Novukela

2024

SA Journal of Human Resource Management

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“…Individual performance management at South African universities is a relatively recent and contentious phenomenon (Seyama and Smith, 2015;Ngcamu, 2013;Mapesela and Strydom, 2007), although such systems have been used within the public research institutions (science councils) for more than 40 years. Academic staff within the universities are critical of such systems, their major concern being that performance management is a managerial practice developed for the business sector and highly unsuitable to the more collegial environment of higher education.…”

Section: South African Systemsmentioning

confidence: 99%

Recognising individual contributions to collaborative research: limitations of proportional publication counts and proposals for alternatives

Valizadeh¹

2019

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This report was undertaken to determine whether researchers in South Africa who publish within large consortia are appropriately recognised in the South African context, including the systems by which authors are evaluated and rewarded, with specific reference to multi-authored publications. The study sought to establish the current practices in South Africa and compare these with international best practice. Lastly the report provides a number of recommendations to improve this aspect of the current system.

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“…This makes some employees feel that they are unjustly treated. They become distrustful both of management (Ngcamu, 2013) and the entire PMS.…”

Section: Financial Reward Implementation Disparitiesmentioning

confidence: 99%

“Not Worth the Sweat”: Performance Management Rewards at a South African University

Seyama

Smith

2015

Indo-Pacific Journal of Phenomenology

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The advent in universities of managerialism with its drive for individual accountability through performance management systems (PMSs) is contentious. With the implementation of a PMS at a South African university, academic heads of department (HoDs) have been key players in the performance reward component of the PMS. This study, following a qualitative descriptive research design based on in-depth interviews, explores a sample of HoDs' experiences and perceptions of the institution's performance reward system. Most of the participants are sceptical of the PMS as they view it as a business-oriented practice that is not compatible with the nature and objectives of higher education institutions (HEIs). They consider the reward strategy not only to have a limited effect in promoting high performance behaviour, but to be a cause of discontent due to implementation inconsistencies, nebulous award criteria, lack of transparency about ratings, and the negligible monetary value of the reward.

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The Empirical Analysis of Performance Management System : A Case Study of a University in South Africa

Cited by 3 publications

References 22 publications

Intergrating the performance management system of a university in South Africa with its strategic plan

Intergrating the performance management system of a university in South Africa with its strategic plan

Recognising individual contributions to collaborative research: limitations of proportional publication counts and proposals for alternatives

“Not Worth the Sweat”: Performance Management Rewards at a South African University

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