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Original Research
The implementation of performance management in the Cape Town Municipality: 1996-2000
South African Journal of Economic and Management Sciences | Vol 6, No 2 | a3312 |
DOI: https://doi.org/10.4102/sajems.v6i2.3312
| © 2019 Robert Cameron, Bill Sewell
| This work is licensed under CC Attribution 4.0
Submitted: 31 July 2019 | Published: 30 June 2003
Submitted: 31 July 2019 | Published: 30 June 2003
About the author(s)
Robert Cameron, Department of Political Studies, University of Cape Town, South AfricaBill Sewell, Partners in Change, Cape Town, South Africa
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The aim of this article is to describe, interpret and critically analyse the political and managerial processes which the newly constituted Cape Town Municipality (CTM) followed in initiating and implementing its performance management approach from 1996-2000. The following research questions were posed:
(i) How clearly were the political-administrative vision and values of the CTM formulated and developed?
(ii) How was achievement of strategic performance objectives facilitated through management effectiveness and efficiency?
(iii) How effectively was a normative framework of international best practice implemented by the CTM?
(iv) What was the impact of political and union attitudes and actions on performance management principles and practice?
(v) What issues of co-ordination and co-operation were evident in the process?
(i) How clearly were the political-administrative vision and values of the CTM formulated and developed?
(ii) How was achievement of strategic performance objectives facilitated through management effectiveness and efficiency?
(iii) How effectively was a normative framework of international best practice implemented by the CTM?
(iv) What was the impact of political and union attitudes and actions on performance management principles and practice?
(v) What issues of co-ordination and co-operation were evident in the process?
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