In this contemporary era of personnel management little emphasis needs to be placed on organisational performance, but rather what actions requires better performance. This paper reflects why efficient service delivery provided by the South African Police Service (SAPS) is lacking despite a legislative and policy framework promoting improved service delivery. It further deliberates on the role of the SAPS leadership to optimize service delivery and dwells on SAPS leadership competencies in order to move beyond mere policy on paper to render sound service to the public. An overview of performance management and leadership in public sector organizations indicates that visionary ability and skills of leadership to convert policy into practice are fundamental for service delivery to succeed. As a result, a direct link between leadership and performance management can be supported.
In spite of the potency of impact evaluations in the performance of most organisations, particularly in the public sectors, there are still scepticisms about its efficacy in terms of service delivery. However, these scepticisms cannot overshadow the relevance of impact evaluation on service delivery within the public sector organisations. The paper aims to show the role of impact evaluation on service delivery, particularly in the public service organisations. The paper has utilised a qualitative method, which is based on conceptual analysis, theory building and literature reviews. It considers the role of impact evaluation on service delivery in the public sector organisations from an "emic" perspective. It is proposed in this paper that impact evaluation will assist organisations to determine and adopt the best practices that will create the enabling environment for improved service delivery.
Within the current global economy, experts appear to agree that the current unpredictable business environment requires management to discover innovative ways of organising their activities. Organisational restructuring is therefore used by management as a strategy to improve their efficiency. However, it is only advisable for organisations to restructure if there is a guarantee that it will lead to optimal performance. When members of an organisation do not understand the reason for restructuring, they may disregard the importance of the process. Hence, it is imperative for the management of an organisation to motivate the need for a change, as well as strengthen efforts towards making the difficult terrain of restructuring a success.
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