Monitoring and evaluation remain the significant factor in assessing the HR policy in operational institutions that implement Transnet's objectives. The main objective of the study was to analyze the role of HR policy evaluations in the Durban Transnet National Port Authority. Furthermore, the aim was to determine the monitoring of HR policies for better results and performance at the Durban Transnet National Port Authority, and to evaluate the planning for improvements to HR policies at the Durban Transnet National Port Authority.
As part of the recommendations, the study suggested that there should be a monitoring and evaluation group or experts where managers and HR personnel meet regularly to discuss their concerns regarding the implementation of HR policies and monitor the effectiveness of monitoring and evaluation in the organization.
CHAPTER ONE
INTRODUCTION AND OVERVIEW OF THE STUDY
- INTRODUCTION
- BACKGROUND OF THE STUDY
- RESEARCH PROBLEM
- RESEARCH QUESTIONS
- LITERATURE REVIEW
- Programme set the context for Monitoring and Evaluation
- Identification- plans to solve problems
- Formulating – designing
- Implementation Delivery
- Evaluations – Measurement
- CONCEPTUAL FRAMEWORK
- RESEARCH METHODOLOGY
- DATA ANALYSIS
- ETHICAL CONSIDERATIONS
- STRUCTURE OF THE DISSERTAION The dissertation will be structured as follows
- CONCLUSION
Analyze the role of HR policy evaluations in the National Port Authority Durban Transnet; Evaluate planning for Human Resource Policy Improvements at National Port Authority Durban Transnet; and. Evaluate the reporting of findings on HR policies through the monitoring and evaluation tool at the National Port Authority Durban Transnet.
How is the planning of human resources policy improvements in Durban Transnet National Port Authority going.
CHAPTER TWO
MONITORING AND EVALUATION IN SOUTH AFRICA
- INTRODUCTION
- MONITORING AND EVALUATION AS A GOVERNANCE TOOL FOR DEVELOPMENT IN SOUTH AFRICA
- OVERVIEW OF PROMINENT DEVELOPMENTS IN THE FIELD OF MONITORING AND EVALUATION, 1987–2014
- MONITORING AND EVALUATION AS A PROFESSION
- Monitoring and evaluation as an industry
- MONITORING AND EVALUATION AS GOVERNANCE TOOL
- THE FUTURE OF SOUTH AFRICA ON MONITORING AND EVALUATION According to Abrahams (2015:7), South Africa has grown in leaps and limits with
- THE ROLE OF THE EXECUTIVE AND OTHER STRUCTURES IN THE SOUTH AFRICAN MONITORING AND EVALUATION
- The Presidency
- The cabinet Cluster system
- The Public Service Commission
- National Departments
- Provincial administration and departments
- THE PRESIDENCY OUTCOME BASED MONITORING AND EVALUATION – GOVERNMENT APPROACH
- The outcomes approach
- Political accountability
- Delivery Agreements
- Monitoring of the Implementation of Delivery Agreements
- Performance Monitoring of Departments and Municipalities
- THE RELATIONSHIP BETWEEN PLANNING AND BUDGETING, AND MONITORING AND EVALUATION IN SOUTH AFRICA
- New Government Approach – The Outcomes Approach
- ALIGNING PLANNING, BUDGETING, REPORTING, MONITORING AND EVALUATION –TOWARDS THE ACHIEVEMENTS OF THE OUTCOMES
- Reporting framework
- In year monitoring reports
- ROLES AND RESPONSIBILITY OF KEY STAKEHOLDERS IN MONITORING AND EVALUATION
- The Role of the National Treasury
- The Department of Performance Monitoring and Evaluation
- The Auditor-General
- The role of government departments and Public entities
- TEN STEPS TOWARDS BUILDING A PERFORMANCE BASED MONITORING AND EVALUATION SYSTEM
- CONCLUSION
It has also established a national forum for monitoring and evaluation leaders in national departments and. It is clearly in the area of governance where the most recent growth in monitoring and evaluation has occurred. There are several players in the South African monitoring and evaluation arena, with the Presidency playing a leading role.
For the purpose of monitoring and coordinating the implementation of the Program of Action (POA), each cluster consists of a Cabinet Committee consisting of Ministers, Deputy Ministers and Directors General of the relevant departments, which meet every two months to monitor improvements in their tasks (Presedstvo, 2014). The responsibility for monitoring and evaluation of the public sector by the civil service is dealt with in Article 196 of the 1996 Constitution. Its main task is to implement monitoring and evaluation policies and programs (Dassah and Uken, 2006:714).
Constitutionally, ministers therefore have the understanding and coordination responsibility for monitoring and evaluation in their department. There is a need for the alignment of planning, budgeting, reporting, monitoring and evaluation to achieve the desired outcomes. The relationship and alignment of the planning, budgeting, reporting, monitoring and evaluation documents is made possible by appropriate budget program structures.
The Department of Performance Monitoring and Evaluation evaluates the implementation of government strategy, including its impact, as measured by identified results. The Department of Performance Monitoring and Evaluation is represented on the Medium Term Expenditure Committee (MTEC), a committee that reviews budget allocation recommendations taking into account key government priorities and institutions' spending plans (The Presidency, 2012).
CHAPTER THREE
MONITORING AND EVALUTION IN THE TRANSNET NATIONAL AUTHORITY
- INTRODUCTION
- MONITORING AND EVALUTION AND THE DELIVERY OF SERVICES
- NATIONAL PORTS AUTHORITY OF SOUTH AFRICA
- Port Regulatory Framework
- Improving the competitive position of South Africa’s commercial ports Competitiveness is defined as safeguarding that the port and transportation system
- Human resource development
- The Skills Development Act 97 of 1998
- The White Paper on Human Resources Management in South Africa, 1997 According to the White Paper on Human Resources Management in South Africa of
- DEVELOPING AN EFFECTIVE MONITORING AND EVALUATION SYSTEM Govender (2013:817) provide the following suggestions to guarantee the monitoring
- RELATIONSHIP BETWEEN PERFORMANCE MANAGEMENT, MONITORING AND EVALUATION
- Port security
- Planning
- Transport planning
- Integrated Development Planning
- CONDUCTING PERFORMANCE MONITORING AND EVALUATION
- Performance-monitoring and evaluation framework
- Identifying relevant performance indicators
- Key processes related to the monitoring and evaluation system
- DECIDING WHO TO INVOLVE IN THE DIFFERENT STAGES OF THE M&E To ensure monitoring and evaluation is applicable to all stakeholders it is essential
- HUMAN RESOURCES POLICIES IN SOUTH AFRICA
- DEVELOPING HUMAN RESOURCES POLICIES IN SOUTH AFRICA
- THE ROLE OF HR POLICIES IN PERFORMANCE MANAGEMENT
- THE ROLE OF HUMAN RESOURCES IN THE PERFORMANCE MANAGEMENT PROCESS
- OBJECTIVES OF PERFORMANCE MANAGEMENT
- DEALING WITH UNDERPERFORMING EMPLOYEES
- POLICY FOR PERFORMANCE MANAGEMENT IN TRANSNET
- CONCLUSION
Once a monitoring and evaluation system is established, the quality of the monitoring and evaluation system is critical to ensure sustainable demand and good authority. While no industry principles exist for assessing the quality of a monitoring and evaluation system. Usefulness - The proposed monitoring and evaluation system should meet the information needs of the intended beneficiaries.
Accuracy - The monitoring and evaluation reports and outputs will emphasize and convey technically accurate information. An effective monitoring and evaluation system also depends, among other things, on the accountability mechanism in public sector entities. If there is a lack of accountability within the institutional or corporate environment, the monitoring and evaluation system will fail.
Clearly define the purpose and scope of the monitoring and evaluation system and the predictable evidence and outputs. The goals and objectives included in an HRH plan form the basis for the education's monitoring and evaluation efforts and can typically be achieved through a monitoring and evaluation framework. The monitoring and evaluation plan should also outline its goals and objectives, set options for what the program hopes to achieve and give the user an idea of the types of information being checked in the document (Fort, Crystal, & Nicholson, 2015).
Negative morale from perceived equality and lack of understanding of organization rules (Ulrich & Beatty, 2001: 37). Performance management procedures are designed to encourage and promote good performance, thereby increasing the overall performance of the organization.
CHAPTER FOUR
RESEARCH METHODOLOGY AND DESIGN
- INTRODUCTION
- RESEARCH METHODOLOGY
- Qualitative research methodology
- DATA COLLECTION AND MATERIAL METHODS
- Interviews
- Questionnaire
- THE POPULATION AND RESEARCH SAMPLE
- DATA ANALYSIS
- DATA QUALITY CONTROL
- ETHICAL CONSIDERATIONS
- CONCLUSION
The quantitative paradigm is characterized by three descriptions: (1) an emphasis on the quantification of constructs. A quantitative researcher believes that the best or the only technique for measuring the properties of phenomena (e.g. the attitude of an individual to certain topics) is quantitative measurement. assigning numbers to perceived properties of things. The nature of control is either through experimental control (in experimental designs) or numerical controls (in multivariate analyses).
Interviews typically take place in a face-to-face meeting, but telephone interviews follow most of the same guidelines. After collecting data from the respondents, the researcher essentially inspected each of the feedback by being analytical to gain knowledge from each response for. Eliciting feedback from the respondents was also one of the means the researcher employed to ensure that only useful information was considered.
In this study, HRM experts and researchers were asked to respond to the content and layout of the questions. Based on the findings obtained from interviews with key personnel at TNPA Durban and the results of the theoretical study. The questions used in this study measured the insight that HR managers, HR officers and line managers had of the individual roles of HR and line management in the performance management process through monitoring and evaluation.
The researcher complied with the university's requirements by applying for ethical clearance prior to conducting the study. The researcher obtained permission to conduct the study from the manager of Transnet SOC Limited of South Africa.
CHAPTER FIVE
DATA PRESENTATION AND ANALYSIS OF FINDINGS
- INTRODUCTION
- DATA PRESENTATION
- INDIVIDUAL CONTRIBUTIONS
- CONCLUSION
There has never been a Monitoring and Evaluation Tool in place or a component through which those HR policies will be evaluated if they are in line with the organization. Answer: There should be M&E team specialized to analyze every HR policy if it is to be effective in the organization. Furthermore, policies should be properly addressed among employees so that they will understand the importance of HR policies through monitoring and evaluation team.
Answer: Monitoring and Evaluation should serve to reinforce the value of HR policies to obtain good performance among employees. Answer: I see changes, I see improvement in compliance with HR policies as the Monitoring and Evaluation will help in examining whether the policies are effective or ineffective. Answer: Currently the changes to HR policies are not well communicated, they need to be accessible to all levels of employees.
Answer: Monitoring and evaluation of HR policies acts as a watchdog in an organization especially to supervise whether the policies in force are in compliance. Implementation of Monitoring and Evaluation will bring better results of misinterpretation of HR policies. These HR policies must be consistent with Transnet's corporate goals in order to archive the organization's results and objectives.
Answer: The perfect Monitoring and Evaluation of HR policies will witness the growth within the organization. Answer: They should expect compliance from both them and their employees as so many changes will occur through monitoring and evaluation of HR policies.
CHAPTER SIX
A very basic question that is asked when a monitoring system is to be developed or when an evaluation is planned is: What should be monitored or evaluated, that is, what should be the focus of the monitoring or evaluation. The main customers of the monitoring or evaluation system might be asked what they want to be monitored or evaluated, but it is invariably left to monitoring and evaluation professionals to answer this basic question. The subject of an evaluation can be a system, a policy, a program, a service, a project, an institution, a process or a practice.
However, performance can be viewed from different perspectives and many terms are used to describe performance. This chapter discussed the findings of the study and provided an interpretation of the findings.
CONCLUSIONS AND RECOMMENDATIONS
- INTRODUCTION
- OBJECTIVES OF THE STUDY The objectives of the study were to
- RESEARCH QUESTIONS
- CONCLUSIONS ON MONITORING AND EVALUATION OF HUMAN RESOURCE MANAGEMENT AND POLICIES
- MONITORING OF HR POLICIES FOR IMPROVED RESULTS AND PERFORMANCE
- BUILDING MONITORING AND EVALUATION PROGRAMME IN ORGANISATIONS FOR IMPROVEMENTS OF HR POLICIES
- FINDINGS ON HUMAN RESOURCE MANAGEMENT THROUGH MONITORING AND EVALUATION
- THE BALANCED SCORECARD OF KAPLAN AND NORTAN AND EVALUATION IN AN ORGANISATION
- MONITORING OF HR POLICIES FOR IMPROVED RESULTS AND PERFORMANCE
- RECOMMENDATIONS
- FUTURE RESEARCH
- CONCLUSION
How is the reporting of findings on Human Resources policies through monitoring and evaluation in the Durban Transnet National Port Authority. The human resources department has a significant role to play in monitoring and evaluating HR policies within the organization. Explain the principles and good practices in monitoring and evaluation systems at different levels in organizations;.
This study can provide a source for further research in that the role of the human resources department in monitoring and evaluation has not been much investigated. An overview of the growth of monitoring and evaluation in South Africa: Monitoring and evaluation as a profession, an industry and a management tool. Evidence-based policy analysis in South Africa: Critical assessment of the emerging government-wide monitoring and evaluation system.
Proposal and Implementation Plan for a Government-Wide Monitoring and Evaluation System: A Publication for Program Managers. What challenges are currently being experienced in terms of monitoring and evaluating Human Resources policies at Transnet. What, according to you, is the role of monitoring and evaluation of Human Resources policies at Transnet.
What line managers can expect from monitoring and evaluating HR policies at Transnet. How do you see the ideal monitoring and evaluation system at Transnet (HR policy goals and outcomes).
