An evaluation of the maturity profile of the performance management system of the Development Bank of Namibia

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dc.contributor.advisorMeyer, Inesen_ZA
dc.contributor.authorTitus, Berenize Biancaen_ZA
dc.date.accessioned2018-02-07T12:15:29Z
dc.date.available2018-02-07T12:15:29Z
dc.date.issued2017en_ZA
dc.description.abstractThe objective of this study was to assess the appropriateness of the performance management system (PMS) introduced at the Development Bank of Namibia (the DBN) in 2013, and to identify potential strengths and areas of development. A review of performance management (PM) assessment models identified Jääskeläinen and Roitto's (2015) PM maturity model as the most suitable assessment framework. The PM maturity questionnaire (administered to management), which Jääskeläinen and Roitto developed as part of the model, and the satisfaction survey (administered to employees), which were adapted from the latter, were used to collect quantitative and qualitative data from n = 21 management staff members (53.9% of the total management staff) and n = 21 employees (52.5% of all employees) at the DBN. The results showed that overall the DBN's PMS is mature, indicated by high maturity and high satisfaction ratings. Since both, the PM maturity and the satisfaction ratings, fell just above the cut-off value required for the PMS to be considered mature, it was evident, though, that while the PMS had definitive strengths, there were also areas of development. During the quantitative analysis, it was found that the strength of the PMS is the performance measurement practices. Both management and employees are satisfied with all the PM dimensions including performance measurement practices, information systems supporting the PMS, communication and commitment, planning and strategy and leadership and management. The areas in need of development were identified as the information systems supporting the PMS, communication and commitment, planning and strategy and leadership and management, both in terms of maturity rating by management and the satisfaction ratings by management and employees. Based on the outcome of the study, it is recommended that capacity enhancement be applied to enable effective leadership, performance management, innovation and communication; the role of the business strategy office to be enhanced to formalise performance measures and to track targets; a review of the effectiveness of the performance reward system be performed and that an online, centralised and integrated PMS be implemented.en_ZA
dc.identifier.apacitationTitus, B. B. (2017). <i>An evaluation of the maturity profile of the performance management system of the Development Bank of Namibia</i>. (Thesis). University of Cape Town ,Faculty of Commerce ,Organisational Psychology. Retrieved from http://hdl.handle.net/11427/27413en_ZA
dc.identifier.chicagocitationTitus, Berenize Bianca. <i>"An evaluation of the maturity profile of the performance management system of the Development Bank of Namibia."</i> Thesis., University of Cape Town ,Faculty of Commerce ,Organisational Psychology, 2017. http://hdl.handle.net/11427/27413en_ZA
dc.identifier.citationTitus, B. 2017. An evaluation of the maturity profile of the performance management system of the Development Bank of Namibia. University of Cape Town.en_ZA
dc.identifier.ris TY - Thesis / Dissertation AU - Titus, Berenize Bianca AB - The objective of this study was to assess the appropriateness of the performance management system (PMS) introduced at the Development Bank of Namibia (the DBN) in 2013, and to identify potential strengths and areas of development. A review of performance management (PM) assessment models identified Jääskeläinen and Roitto's (2015) PM maturity model as the most suitable assessment framework. The PM maturity questionnaire (administered to management), which Jääskeläinen and Roitto developed as part of the model, and the satisfaction survey (administered to employees), which were adapted from the latter, were used to collect quantitative and qualitative data from n = 21 management staff members (53.9% of the total management staff) and n = 21 employees (52.5% of all employees) at the DBN. The results showed that overall the DBN's PMS is mature, indicated by high maturity and high satisfaction ratings. Since both, the PM maturity and the satisfaction ratings, fell just above the cut-off value required for the PMS to be considered mature, it was evident, though, that while the PMS had definitive strengths, there were also areas of development. During the quantitative analysis, it was found that the strength of the PMS is the performance measurement practices. Both management and employees are satisfied with all the PM dimensions including performance measurement practices, information systems supporting the PMS, communication and commitment, planning and strategy and leadership and management. The areas in need of development were identified as the information systems supporting the PMS, communication and commitment, planning and strategy and leadership and management, both in terms of maturity rating by management and the satisfaction ratings by management and employees. Based on the outcome of the study, it is recommended that capacity enhancement be applied to enable effective leadership, performance management, innovation and communication; the role of the business strategy office to be enhanced to formalise performance measures and to track targets; a review of the effectiveness of the performance reward system be performed and that an online, centralised and integrated PMS be implemented. DA - 2017 DB - OpenUCT DP - University of Cape Town LK - https://open.uct.ac.za PB - University of Cape Town PY - 2017 T1 - An evaluation of the maturity profile of the performance management system of the Development Bank of Namibia TI - An evaluation of the maturity profile of the performance management system of the Development Bank of Namibia UR - http://hdl.handle.net/11427/27413 ER - en_ZA
dc.identifier.urihttp://hdl.handle.net/11427/27413
dc.identifier.vancouvercitationTitus BB. An evaluation of the maturity profile of the performance management system of the Development Bank of Namibia. [Thesis]. University of Cape Town ,Faculty of Commerce ,Organisational Psychology, 2017 [cited yyyy month dd]. Available from: http://hdl.handle.net/11427/27413en_ZA
dc.language.isoengen_ZA
dc.publisher.departmentOrganisational Psychologyen_ZA
dc.publisher.facultyFaculty of Commerceen_ZA
dc.publisher.institutionUniversity of Cape Town
dc.subject.otherOrganisational Psychologyen_ZA
dc.subject.otherPeople Managementen_ZA
dc.titleAn evaluation of the maturity profile of the performance management system of the Development Bank of Namibiaen_ZA
dc.typeMaster Thesis
dc.type.qualificationlevelMasters
dc.type.qualificationnameMPhilen_ZA
uct.type.filetypeText
uct.type.filetypeImage
uct.type.publicationResearchen_ZA
uct.type.resourceThesisen_ZA
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