| dc.description.abstract | The primary objective of the study was to find the root causes of the municipalities'
inability to report on their organisational performance as required by the Local
Government: Municipal Systems Act, 2000 (Act No. 32 of 2000). A preliminary
literature study on performance management was conducted in search of relevant
studies that could be used as a foundation for the required answer. Secondly,
interviews were conducted with municipal performance management systems
practitioners and municipal managers in an attempt to validate, and further, explain
the normative findings.
The study was conducted in 24 municipalities of the North West province. It was
expected that all municipalities had used the organisational performance
management system for more than seven years, since July 2001. The target sample
comprised of members of the executive committees, municipal managers, senior and
middle managers. The research population for the study contained 528 participants.
This study was quantitative, as data was collected through self-administered
questionnaires from municipal councillors and senior managers. The method of
study was primarily quantitative in nature, but also incorporated qualitative
techniques used to enhance the quality of data collection, and validate the available
data. This option was considered because there was limited secondary data on the
effects of behavioural factors and organisational culture on the effectiveness of
performance management systems.
Triangulation was used as a way of demonstrating reliability, and validity in th is
research project. This means that, different techniques of data collection, like
participant observation, and a review of departmental records, were used, in
addition, to the questionnaire that was distributed, as a way of gaining different
insights into the management dilemma.
The study was subject to a number of limitations. Firstly, the research population
was not necessarily representative of all municipalities in South Africa, as the study
was only carried out in selected municipalities. Secondly, the respondents to the
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questionnaire may have rated their own municipalities more favourably than an
outsider would have done. Thirdly, there may well be other dimensions that influence
performance-driven behaviour, which have not been included in the design of the
Performance Management Analysis Questionnaire.
Five behavioural factors that disabled municipalities in the North West province to
produce annual reports, as required, were identified. These were managerial
leadership commitment; knowledge; alignment; balanced performance framework;
and communication.
The empirical research revealed that, the identified behavioural factors interact to
form a vicious cycle that impedes the effective development and implementation of
municipal organisational performance management systems. It was found that the
majority of municipal stakeholders do not understand the purpose and the benefits of
organisational performance management.
Because of this misunderstanding, councillors see the system as a tool that enables
them to settle scores with managers that are regarded as anti-revolutionary.
Consequently, top and senior managers are appointed not for the value their
knowledge could bring to the municipality, but rather, for their support for the so called
revolution. Also, due to an absence of alignment between the leadership
direction and the strategic performance framework attributable to the lack of
knowledge and commitment, municipalities are ultimately unable to effectively
communicate their performance measures and results. | en_US |
