DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE REPORT IS NOT
PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A POSSIBLE
SOLUTION TO THE TASK CONSISTENT WITH THEORY. THIS ASSIGNMENT IS
INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH THEIR ASSIGNMENT,
AND IN NO CASE THIS DOCUMENT SHOULD BE USED FOR CHEATING. WE BELIEVE
THIS WILL BE A GOOD STARTING POINT AS IT WAS PREPARED BY OUR TEAM OF
PROFESSIONAL PRIVATE TUTORS WHO ARE EXPERTS IN THE FIELD, AND IT WAS
PREPARED USING VARIOUS SOURCES. ANY SIMILARITY WITH ANY EXISTING
THEORY OR DISCUSSION BY OTHER AUTHORS IS EXCUSED. THE AUTHORS
HOWEVER DO NOT CLAIM MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF
THE ANSWERS CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER GUIDELINE
ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE IN GENERAL,
CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI, MNMs,
MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION PREPARATION,
RESEARCH AND RESEARCH PROPOSALS, DISSERTATION EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ, UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
1
,THE EFFECT OF PERFORMANCE MANAGEMENT PUBLIC SECTOR:
CASE OF UMFOLOZI LOCAL MUNICIPALITY
MODULE CODE: HRBUS85
NAME OF STUDENT:
STUDENT NUMBER:
ASSIGNMENT 1
YEAR: 2022/3
2
, LITERATURE REVIEW
INTRODUCTION
This chapter analyses the various literature about municipal integrated development
plan (IDP), legal provision that guide performance at uMfolozi municipality and
community involvement in service delivery. National government activities have a
tremendous impact on social and economic development. Therefore, local
governments must closely monitor and review their strategic plans in order to improve
their performance at optimal levels. The effectiveness of state institutions has always
been contested when systems of collective goods and services produced by public
institutions (Linden, 2017:13).
Introduction of Performance management in public sector
In the early 1990s, the concept of performance management was introduced to
manage the performance of government agencies to improve their performance
(Osborne and Gaebler 2017:32). However, this has not contributed improvement in
public institutions in both developed and developing countries (Mafolo, 2016). The
issue of poor performance of government institutions is more severe in developing
countries, ironically where effective government performance is the most needed
(Reddy et al. 2015). For example, local government’s performance in South Africa
(SA) has received increased negative attention because its performance post-
apartheid has remained poor. This evident in the 2019-2020 annual reports of the
National Auditor General (AG), which are compiled by the Supreme Audit Institution
of South Africa and by law the only institution that has the authority to audit and report
publicly on how government (at the national, provincial, and local government levels)
is using taxpayers’ money (Auditor General of South Africa / AGSA 2020).
When South Africa became a democratic country in 1994, the government
fundamentally reformed all branches of government to ensure that public services
were provided equally to all citizens regardless of race, gender, or religion. The RSA
government started the process of transforming into effective, efficient, and economic
manner. This was aimed at addressing and eradicating the legacy of apartheid, which
3
PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A POSSIBLE
SOLUTION TO THE TASK CONSISTENT WITH THEORY. THIS ASSIGNMENT IS
INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH THEIR ASSIGNMENT,
AND IN NO CASE THIS DOCUMENT SHOULD BE USED FOR CHEATING. WE BELIEVE
THIS WILL BE A GOOD STARTING POINT AS IT WAS PREPARED BY OUR TEAM OF
PROFESSIONAL PRIVATE TUTORS WHO ARE EXPERTS IN THE FIELD, AND IT WAS
PREPARED USING VARIOUS SOURCES. ANY SIMILARITY WITH ANY EXISTING
THEORY OR DISCUSSION BY OTHER AUTHORS IS EXCUSED. THE AUTHORS
HOWEVER DO NOT CLAIM MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF
THE ANSWERS CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER GUIDELINE
ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE IN GENERAL,
CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI, MNMs,
MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION PREPARATION,
RESEARCH AND RESEARCH PROPOSALS, DISSERTATION EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ, UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
1
,THE EFFECT OF PERFORMANCE MANAGEMENT PUBLIC SECTOR:
CASE OF UMFOLOZI LOCAL MUNICIPALITY
MODULE CODE: HRBUS85
NAME OF STUDENT:
STUDENT NUMBER:
ASSIGNMENT 1
YEAR: 2022/3
2
, LITERATURE REVIEW
INTRODUCTION
This chapter analyses the various literature about municipal integrated development
plan (IDP), legal provision that guide performance at uMfolozi municipality and
community involvement in service delivery. National government activities have a
tremendous impact on social and economic development. Therefore, local
governments must closely monitor and review their strategic plans in order to improve
their performance at optimal levels. The effectiveness of state institutions has always
been contested when systems of collective goods and services produced by public
institutions (Linden, 2017:13).
Introduction of Performance management in public sector
In the early 1990s, the concept of performance management was introduced to
manage the performance of government agencies to improve their performance
(Osborne and Gaebler 2017:32). However, this has not contributed improvement in
public institutions in both developed and developing countries (Mafolo, 2016). The
issue of poor performance of government institutions is more severe in developing
countries, ironically where effective government performance is the most needed
(Reddy et al. 2015). For example, local government’s performance in South Africa
(SA) has received increased negative attention because its performance post-
apartheid has remained poor. This evident in the 2019-2020 annual reports of the
National Auditor General (AG), which are compiled by the Supreme Audit Institution
of South Africa and by law the only institution that has the authority to audit and report
publicly on how government (at the national, provincial, and local government levels)
is using taxpayers’ money (Auditor General of South Africa / AGSA 2020).
When South Africa became a democratic country in 1994, the government
fundamentally reformed all branches of government to ensure that public services
were provided equally to all citizens regardless of race, gender, or religion. The RSA
government started the process of transforming into effective, efficient, and economic
manner. This was aimed at addressing and eradicating the legacy of apartheid, which
3
