Performance management in the South African Department of Labour: Smoke and Mirrors?
| dc.contributor.author | Cameron, Robert | |
| dc.date.accessioned | 2017-10-19T12:47:06Z | |
| dc.date.available | 2017-10-19T12:47:06Z | |
| dc.date.issued | 2015-03 | |
| dc.description.abstract | This article examines performance management in the South African Department of Labour looking at the roles of the national office, provincial offices and labour centres. The research objective was to identify the problems and obstacles in implementing both the organisational and individual performance management system. A single case-study method was followed and use was made of a semi-structured questionnaire. The findings were that, although there are well developed performance management frameworks, they have not really been successfully implemented. There are four categories of impediments affecting the implementation of performance management. The first category is that of problems of measurement and design. The second category is that of the gaming of the system and a lack of compliance in the signing and evaluation of individual performance agreements by senior officials. The third category is lack of capacity which includes inadequate information technology systems and poor quality of staff. The fourth category is that of accountability. There needs to be strong accountability of bureaucracies if performance is to be taken seriously and public bureaucracies are to work effectively. | en_ZA |
| dc.identifier.apacitation | Cameron, R. (2015). Performance management in the South African Department of Labour: Smoke and Mirrors?. <i>African Journal of Public Affairs</i>, http://hdl.handle.net/11427/25715 | en_ZA |
| dc.identifier.chicagocitation | Cameron, Robert "Performance management in the South African Department of Labour: Smoke and Mirrors?." <i>African Journal of Public Affairs</i> (2015) http://hdl.handle.net/11427/25715 | en_ZA |
| dc.identifier.citation | Cameron, R. (2015). Performance management in the South African Department of Labour: Smoke and Mirrors? African Journal of Public Affairs, 8(1): 1-18. | en_ZA |
| dc.identifier.issn | 1997-744 | en_ZA |
| dc.identifier.ris | TY - Journal Article AU - Cameron, Robert AB - This article examines performance management in the South African Department of Labour looking at the roles of the national office, provincial offices and labour centres. The research objective was to identify the problems and obstacles in implementing both the organisational and individual performance management system. A single case-study method was followed and use was made of a semi-structured questionnaire. The findings were that, although there are well developed performance management frameworks, they have not really been successfully implemented. There are four categories of impediments affecting the implementation of performance management. The first category is that of problems of measurement and design. The second category is that of the gaming of the system and a lack of compliance in the signing and evaluation of individual performance agreements by senior officials. The third category is lack of capacity which includes inadequate information technology systems and poor quality of staff. The fourth category is that of accountability. There needs to be strong accountability of bureaucracies if performance is to be taken seriously and public bureaucracies are to work effectively. DA - 2015-03 DB - OpenUCT DP - University of Cape Town J1 - African Journal of Public Affairs LK - https://open.uct.ac.za PB - University of Cape Town PY - 2015 SM - 1997-744 T1 - Performance management in the South African Department of Labour: Smoke and Mirrors? TI - Performance management in the South African Department of Labour: Smoke and Mirrors? UR - http://hdl.handle.net/11427/25715 ER - | en_ZA |
| dc.identifier.uri | http://hdl.handle.net/11427/25715 | |
| dc.identifier.vancouvercitation | Cameron R. Performance management in the South African Department of Labour: Smoke and Mirrors?. African Journal of Public Affairs. 2015; http://hdl.handle.net/11427/25715. | en_ZA |
| dc.language | eng | en_ZA |
| dc.publisher | African Consortium of Public Administration | en_ZA |
| dc.publisher.department | Department of Political Studies | en_ZA |
| dc.publisher.faculty | Faculty of Humanities | en_ZA |
| dc.publisher.institution | University of Cape Town | |
| dc.source | African Journal of Public Affairs | en_ZA |
| dc.source.uri | https://repository.up.ac.za/handle/2263/59589 | |
| dc.title | Performance management in the South African Department of Labour: Smoke and Mirrors? | en_ZA |
| dc.type | Journal Article | en_ZA |
| uct.type.filetype | Text | |
| uct.type.filetype | Image | |
| uct.type.publication | Research | en_ZA |
| uct.type.resource | Article | en_ZA |