The Application Of The Excellence Model To Enhance Health Service Delivery And Performance Excellence In A State Department

This article examines the appropriateness of applying the South African Excellence Model for public service performance excellence in developing a strategy to enhance health service delivery and performance excellence in a state department. The results achieved by the application of the South African Excellence ModeI for Public Service Performance Excellence Self-assessment Questionnaire provide potential benefits for the state department to enhance health service delivery and performance excellence. The Excellence Model identifies the department’s strengths and areas for improvement based upon well-established internationally accepted the retical frameworks and recognised criteria for performance excellence. From this study it is inferred that determining health service performance excellence continues to be a challenge in the department. OpsommingHierdie artikel ondersoek die geskiktheid van die toepassing van die Suid-Afrikaanse uitnemendheidsmodel vir openbare sektor prestasieuitnemendheid as die ontwikkeling van ‘n strategie vir die bevordering van gesondheidsdienslewering en prestasieuitnemendheid in ‘n staatsdepartment. Die resultate behaal met die toepassing van die Suid-Afrikaanse uitnemendheidsmodel vir openbare sektor prestasieuitnemendheidselfbeoordelingsvraelys bied potensiële voordeel vir die staatsdepartement om gesondheidsdienslewering en prestasieuitnemendheid te bevorder. Die uitnemendheidsmodel identifiseer die department se sterkpunte en ontwikkelingsareas gebaseer op internasionaal-gevestigde, teoretiese raamwerke en erkende kriteria vir prestasieuitnemendheid. Van hierdie studie kan dit afgelei word dat gesondheidsdiensprestasieuitnemendheid steeds ‘n uitdaging in die departement bly.gevolg deur ’n iteratiewe itemontleding. Die voorlopige bevindinge dui daarop dat die vraelys toegepas kan word vir die beoordeling van ’n kliëntintimiteitskultuur.

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The Roles of Indigenous NGOs in Health Service Delivery in Ghana: Assessing the Mediating Effect of Administrative Authenticity on the Relationship Between Partnership Potential and Performance

10.7176/rhss/9-22-03 ◽

2019 ◽

Keyword(s):

Health Service ◽

Service Delivery ◽

Health Service Delivery ◽

Mediating Effect ◽

And Performance ◽

The Relationship

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A reflection on the relationship between performance management and training in the South African public service

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v15i0.864 ◽

2017 ◽

Vol 1 (2) ◽

Author(s):

P. Harry Munzhedzi

Keyword(s):

Service Delivery ◽

Performance Management ◽

South African ◽

Public Service ◽

Good Governance ◽

Skills Gap ◽

The South ◽

The Public ◽

The Relationship ◽

And Training

Orientation: Performance management plays a pivotal role in the realisation of many facets of public administration, including service delivery, good governance and organisational productivity through setting of performance targets and regular assessments of performance. In search of improved quality and productivity in the public service, the South African government introduced several legislative and policy interventions, including but not limited to the Public Service Act, 1994 (Proclamation 103 of 1994), Public Service Regulations of 2001 and the White Paper on Transforming Public Service Delivery of 1997.Research purpose: The main thrust of this conceptual paper was to explore the relationship between performance management and training in the South African public service.Motivation for the study: The lack of sufficient literature on the relationship between performance management and training. To also prove that the two are inseparably linked, meaning that one cannot exist without the other.Research design, approach and method: This article, which is conceptual in nature, reviewed existing literature on performance management and training in the public service extensively so as to arrive at a definitive conclusion.Main findings: The article contends that as much as training underpins the process of performance management, training is also fortified by performance management. Precisely, there cannot be performance management without training and vice versa.Practical/managerial implications: As much as training is imperative in the management of performance in the public service, such training must be need-based and it must be underpinned by performance management through identification of skills gap in the assessment of performance.Contribution: It is proposed that to enhance the knowledge, capacity, effectiveness and efficiency of the public service performance, needs-based training that seeks to close the skills gap, is developed and adequately implemented.

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