TY  - JOUR
T1  - THE DEVELOPMENT OF A PERFORMANCE MANAGEMENT SYSTEM AS A PREDICTOR OF EFFECTIVE IMPLEMENTATION IN A SPORT AND RECREATION DEPARTMENT
AU  - Radebe, Pq
PY  - 2019
DA  - July
JF  - International Journal of Business and Management Studies
JO  - IJBMS
PB  - Sosyal Bilimler Araştırmaları Derneği
WT  - DergiPark
SN  - 1309-8047
SP  - 65
EP  - 78
VL  - 11
IS  - 2
LA  - en
AB  - Performance management systems are widely used in private and public entities.Research is replete with empirical evidence, which corroborates that successfulorganisations are those that use PMS effectively. Although the effective use ofPMS has attracted an enormous amount of attention, scant research on thecritical role a properly developed PMS plays in the make or break of a PMS in thedomain of local government is discernible. Such research is even scarcer in thecontext of South Africa. The current study aims at determining the pivotal role thedevelopment of a PMS plays in its effective implementation in the Sport andRecreation Department in Gauteng.A survey was used through which structured questionnaires were distributed. Ofthe 150 questionnaires distributed, 136 were completed and returned, resulting ina satisfactory response rate. The reliability of the research instrument was testedusing the Cronbach alpha coefficient. Exploratory factor analysis was invoked onthe questionnaire items in the use stage of the questionnaire, which resulted in theextraction of five behavioural factors. Descriptive statistics were computed todetermine the means and standard deviations of these factors. Correlationanalysis was performed to establish the relationship between the development of aPMS and the five factors extracted. Additionally, regression analysis was utilisedto establish the extent of the predictive association between the development of aPMS and the five identified behavioural factors.The findings highlighted the existence of a significant positive relationshipbetween the development of a PMS and behavioural factors. Furthermore, therewas a prevalence of a predictive association between the development of a PMSand the behavioural factors. Based on the findings, it could be safely recommended that managers shoulddevelop relevant key performance indicators (KPIs) to ensure the realisation ofperformance measurement and improvement.
KW  - key performance indicators
KW  - critical success factors
KW  - performance measurement
KW  - balanced scorecard
CR  - Anderson, B. Henrksen, B & Aarseth, W. (2006). Professional Practice, Holistic
performance management: an integrated framework. International Journal of
Productivity and Performance Management, 55(1), 61-78.
CR  - Alexandrova, M & Ivanova, L. (2013). Conference paper: Critical success factors
of project management; empirical evidence from projects supported by EU
programmes. 9th International ASECU conference on “Systemic Economic crisis:
current issues and perspectives”, May 2013.
CR  - Angelopoulos, S., Kitsios, & Papadopoulos. (2013). New service development in
e-government: identifying critical success factors. Transforming Government:
People, Process and Policy, 4(1), 95-118.
CR  - Amaratunga, D. & Baldry, D. (2002). Moving performance measurement to
performance management. Facilities, 20(5/6), 217-223.
CR  - Arora, R. (2002). Implementing KM- a balanced score card approach. Journal of
Knowledge Management, 6(3), 240-249.
CR  - Bahri, M., St-Pierre, J. & Sakka, O. (2011). Economic value added: a useful tool
for SME performance management. International Journal of Productivity and
Performance Management, 60(6), 603-621.
CR  - Black, O. & Marshall-Lee, D. (2011). Dynamic performance management: how to
deliver more, with less, forever. Industrial and Commercial Training, 43(5), 275-
282.
CR  - Brudan, A. (2010). Rediscovering performance management: systems, learning
and integration. Measuring Business Excellence, 14(1), 109-123.
CR  - Brumback, G.B. 2003. Blending “we/me” in performance management. Team
performance management: An International Journal, 9 (7/8), 167-173.
CR  - De Waal, A.A. (2007). Is performance management applicable in developing
countries? The case of a Tanzanian college. International Journal of
Emerging Markets, 2(1), 69-83.
CR  - De Waal, A.A. & Coevert, V. (2007). The effect of performance management on
the organisational results of a bank. International Journal of Productivity and
Performance Management, 56(5/6), 397-416.
CR  - De Waal, A.A. & Counet, H. (2009). Lessons learned from performance
management systems implementations. International Journal of Productivity and
Performance Management, 58(4), 367-390.
CR  - De Waal, A.A. & Gerritsen-Medema, G. (2006). Performance management
analysis: a case study at Dutch municipality. International Journal of Productivity
and Performance Management, 55(1), 26-39.
CR  - Elzinga, T. & Albronda, B. & Kluijtmans, F. (2009). Behavioural factors
influencing performance management systems’ use. International Journal of
Productivity and Performance Management, 58(6), 508-522.
CR  - Flapper, S.D.P., Fortuin, L. & Stoop, P.P.M. (1996). Towards consistent
performance management systems. International Journal of Operations &
Production Management, 16(7), 27-37.
CR  - Fryer, K., Antony, J. & Ogden, S. (2009). Performance management in the public
sector. International Journal of Public Sector Management, 22(6): 478-498.
CR  - Goedegebuure, R., Geradts, P. & De Waal, A. (2011). The impact of performance
management on the results of non-profit organisation. International Journal of
Productivity, 60(8), 778-796.
CR  - Greiling, D. (2006). Performance measurement: a remedy for increasing the
efficiency of public services? International Journal of Productivity and
Performance Management, 55(6), 448-465.
CR  - Halachmi, A. (2011). Imagined promises versus real challenges to public
performance management. International Journal of Productivity and Performance
Management, 60(1), 24-40.
CR  - Hellqvist, N. (2011). Global performance management: a research agenda.
Management Research Review, 34(8): 927-946.
CR  - Hunter, C. (2010). Managing people in South Africa: a systematic approach to
human resource management. Durban: ABC printers.
CR  - Holloway, J. (2009). Performance management from multiple perspectives: taking
stock. International journal of productivity and performance management, 58(4):
391-399.
CR  - Ingram, H. & McDonnel, B. (1996). Effective performance management – the
teamwork approach considered. Managing Service Quality, 6(6), 38-42.
CR  - Kihn, L. (2010). Performance outcomes in empirical management accounting
research: recent developments and implications for future research. International
Journal of Productivity and Performance Management, 59(5), 468-492.
CR  - Lawrie, G., Cobbold, I. & Marshall, J. (2004). Corporate performance
management system in a devolved UK governmental organisation: A case study.
International Journal of Productivity and Performance Management, 53(4), 353-
370.
CR  - Manville, G. (2007). Implementing a balanced scorecard framework in a not-forprofit SME. International Journal of Productivity and Performance Management,
56(2): 162-169.
CR  - McEwen, J., Shoesmith, M. & Allen, R. (2010). Embedding outcomes recording
in Barnardo’s performance management approach. International Journal of
Productivity and Performance Management, 59(6): 586-598.
CR  - Mol, N.P. & Beeres, R. J. M. (2005). Performance management in a setting of
deficient output controls. International Journal of Productivity and Performance
Management, 54(7), 533-550.
CR  - Natale, S.M., Libertella, A.F. & Rothschild, B. (1995). Team performance
management. An International Journal, 1(2), 6-13.
CR  - Radnor, Z. & McGuire, M. (2004). Performance management in the public sector:
fact or fiction? International Journal of Productivity and Performance
Management, 53(3), 245-260.
CR  - Shane, J.M. (2010). Performance management in police agencies: a conceptual
framework. Policing: An International Journal of Police Strategies &
Management, 33(1), 6-29.
CR  - Sole, F. (2009). A management model and factors driving performance in public
organisations. Measuring Business Excellence, 13(4), 3-11.
CR  - Tsang, D. (2007). Leadership, national culture and performance management in
the Chinese software industry. International Journal of Productivity and
Performance Management, 56(4), 270-284).
CR  - Verbeeten, F.H.M. (2008). Performance management practices in public sector
organisations: impact on performance. Accounting, Auditing & Accountability
Journal, 21(3), 427-454.
CR  - Walker, T. (2008). Some alternative approaches to performance management for
councils. International Journal of Productivity, 57(4), 339-344.
UR  - https://dergipark.org.tr/tr/pub/ijbms/article/594792
L1  - https://dergipark.org.tr/tr/download/article-file/766824
ER  -