Please use this identifier to cite or link to this item: https://hdl.handle.net/10321/4402
Title: The implementation of a performance management system : a case study of a selected logistics company at City Deep in Johannesburg, South Africa
Authors: Kgatle, Kenneth Dipela 
Keywords: Balanced scorecard;Performance management system (PMS)
Issue Date: Nov-2020
Abstract: 
A selected logistics company, at City Deep in Johannesburg, rolled out a
balanced scorecard as a strategic performance management system (PMS)
to remedy service delivery challenges since 1997. The institutionalisation of
this system has become an essential aspect of its people management
strategy in relation to the overall strategic objectives of the company.
Numerous problems marred its implementation, with some employees citing
inconsistencies in the ratings awarded, ineffective communication and
favouritism, and this consequently affected service delivery performance.
The primary aim of the study was to evaluate the implementation of a PMS at
the selected logistics company. Its sub-objectives guided the study. These
include determining the factors influencing the participation of managers and
employees in a PMS; evaluating the relationship between knowledge
practices in a PMS and excellent service delivery and seeking remedies to
the implementation challenges thereof.
The quantitative research methodology was utilised in this study. A
standardised close-ended questionnaire on a seven-point Likert Scale was
employed for data collection from study participants. Microsoft Excel was
used to analyse the data collected. Inferential (z) statistic testing, factor
analysis, and Cronbach's Alpha test were performed using the Statistical
Package for the Social Sciences (SPSS) and the statistical tools available in
Microsoft Excel.
Research findings revealed that the company's vision and mission statement
were not adequately shared with subordinates concerning the company's
balanced scorecard as a PMS. Additionally, performance feedback was
found to be biased and ineffective, thereby severely affecting the
implementation of the PMS.
In conclusion, senior management must institutionalise continuous
professional development workshops to effectively disseminate the organisation's vision and mission statements to its employees. Managers are
urged to conduct regular performance evaluation sessions and provide
objective written performance feedback to subordinates timeously.
Description: 
Submitted in fulfillment of the requirements of the degree of Master of Technology in Human Resource Management, Durban University of Technology, Durban, South Africa, 2020.
URI: https://hdl.handle.net/10321/4402
DOI: https://doi.org/10.51415/10321/4402
Appears in Collections:Theses and dissertations (Management Sciences)

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