Making Evaluation Work

Outlines how evaluation has been integrated into grantmaking practices, since the foundation embarked upon a new approach to the field of youth development in 2000

A review of the performance management system in municipalities: a case Study of Mnquma Local Municipality

Mnquma Local Municipality is a category B municipality situated in Butterworth in the Eastern Cape with the population of 250 000. Mnquma Local Municipality has a mandate of ensuring that quality services are delivered to its counterparts. Mnquma Local Municipality has a performance management system in place used as a tool to fulfil the mandate. Performance management system is a system that is meant to ensure that the goals and objectives of organisations are achieved. PMS is used worldwide by both the private and public sectors. PMS was first used by the private sector to maximise profits and to minimise poor performance. The public sector also decided to introduce PMS in order to improve the quality-of-service delivery to the public. As such, PMS is a tool that is used to monitor, review, evaluate and assess performance of individual employees. PMS in the public sector especially in the local sphere of government is very important because municipalities are closest to the citizens and are at the core of service delivery. This study sought to investigate how PMS at Mnquma Local Municipality in the Eastern Cape Province was utilised. The study utilised qualitative data collection and analysis techniques. Fourteen respondents were interviewed in order to get a better understanding of PMS at Mnquma Local Municipality. Data was analysed using thematic content analysis. The theoretical framework used in this study is goal-setting theory and control theory of performance management system The key findings of the study were: the respondents regarded PMS as “tool” utilised to carry-out work in the municipality. Respondents believe that somehow all the employees are subjected to PMS one way or another whether knowingly or not. Municipality should offer employees performance bonuses to motivate them to achieve goals and objectives of the municipality. The recommendations are: the municipality should cascade the PMS to the lower-level employee of the municipality. The municipality should offer bonuses to the employees to elevate the performance of individual employees and to ensure that the goals and objects are achieved.Thesis (MPA) -- Faculty of Management and Commerce, 202

The Reality of the Employees Performance in the Palestinian Cellular Telecommunications Company (Jawwal)

The aim of this study was to identify the reality of the performance of the employees in The Palestinian Cellular Telecommunications Company (Jawwal), and to find the differences between the views of the study sample on the variables of the study according to the variables (age, scientific qualification, field of work and years of service). To achieve the objectives of the study, a questionnaire was designed and developed to measure the variables of the study applied to the company's 70 employees. The Complete Census method was used and 60 samples were recovered for analysis with a recovery rate (85.7%). The SPSS statistical package was adopted. The study reached several results, the most important of which is that the degree of approval for the job performance of the employees working in The Palestinian Cellular Telecommunications Company (Jawwal) is 81.56%. The results showed that there were no statistically significant differences at the level of α≤ 0.05 between the average of the respondents' opinions on the performance of the workers in the Palestinian Cellular Telecommunications Company (Jawwal) due to the following variables (age, scientific qualification, field of work, number of years of service). The most important recommendations were to increase the efficiency of the employees of the company using the equipment of their work, and the need to pay attention to the development of the skills of employees through specialized training programs to improve their performance. And focus on moral incentives because of their role in improving the performance of employees by spreading the spirit of cooperation between

Understanding and managing the manage processes

This paper discusses understanding and managing the manage processes. It was presented at the conference of the Performance Measurement Association in 2004

The state of strategic human resource measurement in Spanish banks

The new strategic role of Human Resource (HR) management that many academics and practitioners have been calling for requires that HR systems not only achieve operational excellence in performing their traditional activities but that they also contribute to developing the strategic capabilities needed by the organization to maintain its competitive advantage. This new orientation has important implications for the evaluation of an organization's HR system. Traditional measures of the HR function tend to focus on internal efficiency. In order to determine the success of an HR system in achieving its new role as strategic partner, the strategic impact of HR practices must be evaluated. This requires measuring the contribution of the HR system toward building organizational capabilities, including employee skills, behaviors and attitudes, and the impact that changes at this level have on organizational results. This study presents a strategic HR measurement framework and investigates the current state of HR measurement in five large Spanish banks

Control mechanisms and perceived organizational support: exploring the relationship between new and traditional forms of control

Purpose: Taking into account the need to make a clearer distinction between traditional and new organizational controls, this paper aims to investigate similarities and differences between those two forms and explore the extent to which new forms of control can be operationalized from a quantitative point of view. Design/methodology/approach: Suggesting that new organizational controls can be understood also in light of quantitative paradigms, we develop and test a scale to measure the existence of these types of controls, examine its construct validity and evaluate its convergent validity. Findings: The theoretical dimensions of new controls have empirical correspondence. Input and behaviour controls are strongly associated with the promotion of values and beliefs in organizations. New controls become responsible for employees’ acceptance of companies’ management, an aspect measured by Perceived-Organizational-Support (POS)

Interface-tuned epoxy/clay nanocomposites

Though interface has been known for a critical role in determining the properties of conventional composites, its role in polymer nanocomposites is still fragmented and in its infancy. This study synthesized a series of epoxy/clay nanocomposites with different interface strength by using three types of modifiers: ethanolamine (denoted ETH), Jeffamine� M2070 (M27) and Jeffamine� XTJ502 (XTJ). XTJ created a strong interface between clay layers and matrix because it bridged the layers with matrix by a chemical reaction as proved by Fourier transform infrared spectroscopy; M27 produced an interme-diate interface strength due to the molecular entanglement between grafted M27 chains and matrix molecules; the interface made by ETH was weak because neither chemical bridging nor molecular entanglement was involved. The studies of mechanical and thermal properties and morphology at a wide range of magnification show that the strong interface promoted the highest level of exfoliation and dispersion of clay layers, and achieved the most increment in Young’s modulus, fracture toughness and glass transition temperature (Tg) of matrix. With w1.3 wt% clay, the critical strain energy release rate G1c of neat epoxy improved from 179.0 to 384.7 J/m, 115% improvement and Tg enhanced from 93.7 to 99.