Abstract
Background: The New Urban Agenda, adopted during Habitat III in Quito in October 2016, emphasises several core principles, one of which is the importance of ensuring equitable access to municipal services. This principle underscores the need to leave no one behind by providing equal access to both physical and social infrastructure. However, with urbanisation rates rising globally, there is a significant challenge in realising this principle. Municipal institutions often face increased pressure to deliver services to a growing citizen population in relatively short periods. Many service systems and their associated infrastructures were designed decades ago and have not adapted to the dynamic changes in urban populations.
Aim: This article aims to thoroughly evaluate how performance management (PM) can play a crucial role in enhancing service delivery in housing provision within the eThekwini municipality.
Setting: The study setting is eThekwini municipality.
Methods: To achieve this objective, the study utilised qualitative research methods, including face-to-face and focus group interviews, to explore how PM can facilitate improvements in service delivery in the eThekwini municipality.
Results: The results indicated that to achieve sustainable human settlements in municipal services there is a need for a comprehensive approach that addresses various aspects of sustainability, including social, economic and environmental dimensions.
Conclusion: The study finds that expanding training and development initiatives is vital for addressing the challenges faced in implementing the PM system within the eThekwini municipality. By focusing on enhancing these initiatives, the municipality can overcome many existing obstacles.
Contribution: This study highlights the fact that effective PM within the eThekwini municipality is essential for building employee capacity. As a result, it can significantly enhance service delivery and improve the overall quality of life for communities.
Keywords: human settlements; municipal resources; performance management; service delivery.
Introduction
Performance Management (PM) has been identified as being effective in improving organisational performance on service delivery to citizens in Nigeria (Eneanya 2018). Bester and Hofisi (2020) put forth the view that PM is a form of public-sector innovation envisioned to improve employee performance and organisational effectiveness. The scholars further allude to the fact that innovation in the public sector is indispensable to improve public services and is no longer an elective luxury but a way that needs to be institutionalised as a deep value. Post-1994, the government in South Africa (SA) faced enormous challenges in terms of service delivery transformation to the citizens. Between 1994 and 2003 there was a policy vacuum to cover PM in the government (Masenya, Mokoele & Makalela 2018).
The Sustainable Development Goals (SDGs) build on decades of work by countries and the United Nations (UN), including the UN Department of Economic and Social Affairs. They were developed following several major agreements and frameworks, including Agenda 21 (1992), the Millennium Development Goals UN (2000), the Johannesburg UN (2003) and the Rio+20 Conference (UN 2015). The National Development Plan (NDP), adopted in 2012, also has a strong emphasis on sustainable human settlement in SA and specifically states that human settlements must ‘respond systematically, to entrenched spatial patterns across all geographic scales that exacerbate social inequality and economic inefficiency’ (National Planning Commission 2012:260). Similarly, the Breaking New Ground plan (BNG) promulgated in 2004 aims to promote an integrated society by developing sustainable human settlements and quality housing within a subsidy system for different income groups (Myeni & Okem 2020).
It should be noted that there is a possible gap between what municipal organisations communicate to their local communities as performance accomplishment and what citizens perceive as benefits or outcomes of performance. The article discussed the background of performance in the eThekwini, theoretical framework of PM, local government and housing delivery in SA, and identified strategies to improve housing performance to achieve sustainable human settlements. Furthermore, the research methodology was discussed, followed by research findings and lastly recommendations to the study.
Background of municipal performance management in eThekwini
The Performance Management System (PMS) was officially introduced in 2009 within the eThekwini municipality, as outlined by Moodley and Reddy (2020). This system was designed to align with the municipality’s outcomes and outputs while being integrated into its Integrated Development Plan (IDP). The PMS functions to operationalise the municipality’s vision while addressing the challenges identified in the IDP related to local governance. Notably, the system implemented a five-point weighting scale for Key Performance Areas (KPAs), which is a departure from the previous staff appraisal system that primarily evaluated general performance and conduct (Magagula & Msweli 2020). One of the significant shortcomings of the former system was the automatic allocation of bonuses, which were tied to set increments on employees’ anniversary dates. This approach resulted in inconsistent evaluations, as appraisals occurred at various times throughout the year. Consequently, the appraisal process devolved into what can be described as an administrative anarchy, as managerial oversight often faltered, leading to instances where managers overlooked individual employees’ anniversary dates (Ndlovu 2023).
This scenario fostered a perception among managers and supervisory staff that the appraisal process amounted to a mere formality, mechanically approving salary increases that had already been predetermined (Mafini & Dube 2017). Furthermore, Moodley and Reddy (2020) suggest that the previous system lacked a definitive objective and failed to provide meaningful value in terms of performance enhancement and employee development. In contrast, the newly introduced system ensures that salary increases are contingent upon the fulfilment of the established KPAs within performance plans. All employees are assessed at the end of each financial year, as corroborated by Magagula and Msweli (2020). The PMS reinforces the commitment between line managers and employees and emphasises developmental objectives. The implementation strategy was executed in phases, with management being prioritised in the initial rollout. The overarching goal of the PM framework is to serve as a tool for monitoring and evaluating performance. It aims at supporting the municipality in advancing toward the eight-point strategic outcomes articulated in its IDP (OPMEF, 2012/2013).
The Performance Monitoring and Evaluation (PM&E) Framework for the eThekwini municipality is illustrated further in the text.
Figure 1 illustrates the eThekwini municipality’s PM&E framework for 2012/2013 was designed to enhance service delivery and ensure accountability within the municipality. This framework integrates PM into the municipality’s strategic and operational planning, aligning with the IDP (Govender & Reddy 2014). The framework emphasises the importance of continuous monitoring and evaluation (M&E) to measure the impact to the communities. There should be continuous engagements with all structures for a coherent understanding on the implementation of PMS in the municipality. Mechanisms should be in place to address disputes within the municipality which assists in supporting transparency and fairness within the employees. Therefore, compliance to the PM&E framework would assist the municipality in cultivating a high culture of performance, accountability and continuous improvement in the delivery of services to the community.
 |
FIGURE 1: Performance Monitoring and Evaluation framework for eThekwini municipality. |
|
Theoretical framework of performance management
The Municipal Systems Act of 2000 requires local governments to develop an appropriate PMS appropriate for their own circumstances. Therefore, the project team must work with stakeholders to develop and deliver a PMS. The PMS includes a framework that clearly and effectively defines how the cycle and process of planning, monitoring, evaluation, analysis and reporting in the municipality takes place, and is organised and managed when determining responsibilities of various role-players (Department of Provincial and Local Government 2001). The article adopted the Goal setting theory, developed by Locke and Latham (1991), which emphasises the importance of the relationship between goals and performance. The goal setting theory predicts that the best performance occurs when goals are specific and ambitious. This means that goals should be used to measure performance, linked to result feedback and create engagement and buy-in. Martin (2021) suggests that throughout the PM literature, goal setting theory is the most studied and considered motivational theory. It is important to remember that just as organisations have goals, employees also have goals Mngomezulu (2016) and Ndlovu (2023). It is, therefore, necessary to position the objectives of the organisation with its employees.
Local government and housing delivery in South Africa
Local government plays a pivotal role in the delivery of housing facilities in SA. Section 26 of the Constitution of South Africa asserts that ‘everyone has the right to have access to adequate housing’. The state is obligated to implement reasonable legislative and other measures within its available resources to facilitate the progressive realisation of this right (Republic of South Africa 1996). Municipalities are tasked with the responsibility for housing delivery.
Policies designed to promote local economic development (LED) and create employment opportunities through the engagement of emerging contractors have led to an administrative burden on municipal and provincial officials, who are tasked with monitoring the performance of these contractors. Additionally, challenges such as delays in project completion, substandard workmanship and inadequate housing quality have been prevalent (Lategan 2013). As noted by Tomlinson (2011) and Lategan (2013), there is frequently a lack of clarity regarding the roles and responsibilities associated with housing delivery. This absence of clearly defined mandates affects both provincial and local spheres of government. Local municipalities often possess limited authority to manage the risks that arise from the provincial government’s role in housing delivery.
Provincial authorities have ultimately denied and seized the responsibility of housing administration to prevent prolonged processes and failure. Despite the ideal of cooperative governance and the urgent need for all three spheres of government to work together to achieve local government’s developmental goals, the past 25 years have revealed a disconnect between political governance and the economy, and a weakening of the local government (South African Cities 2021). The post-1994 democratic developmental South African state opted for a strong local government system which has been constitutionalised. However, the delivery and ongoing upkeep of basic services have proved to be unreliable at times, greatly inconveniencing and endangering local communities (Reddy 2016). It should be noted that while local government is constitutionally mandated to deliver housing, there are significant challenges in terms of capacity, resources and coordination among different levels of government. Addressing these challenges is key to improving housing delivery in SA.
Improving performance for sustainable human settlement
Sustainable urban development is crucial for creating inclusive, safe, resilient and sustainable human settlements. By focusing on sustainable practices in urban planning, transportation, water, sanitation, waste management, disaster risk reduction, access to information, education and capacity-building, cities can significantly improve the quality of life for their inhabitants while minimising their environmental impact (UN 2023). Collaboration between local governments, the private sector and civil society is essential for achieving sustainable urban development. By working together, these stakeholders can develop and implement innovative solutions that address the unique challenges faced by each city, ultimately contributing to a more sustainable and equitable future for all.
The challenge of urban sprawl is evident in many urban setups in Africa, and it has associated negative impact. Urban sprawl refers to the rapid, often poorly planned expansion of cities and towns, characterised by low-density residential housing, single-use zoning and increased reliance on private automobiles (Rafferty 2024). Strategies to limit urban sprawl include implementing urban growth boundaries relaxing maximum density restrictions, reforming urban containment policies, streamlining land-use taxation and shifting the cost of infrastructure provision to developers (Johnson 2018; Spanne 2021). It should be noted that urban sprawl is caused in part by the need to accommodate a rising urban population. However, in many metropolitan areas, it results from a desire for increased living space and other residential amenities (Raffery 2024).
Achieving sustainable human settlements is a complex task and faces numerous challenges. Inefficient city management systems and lack of political stability often led to poor decision-making and implementation of sustainability initiatives (Razia & Abu Bakar Ah 2023). These challenges have an impact on the delivery of services in most municipalities and requires immediate intervention from those in authority. Furthermore, the rapid urban growth in the cities often outstrips the capacity for planned, sustainable development. Challenges were associated with the provision of services such as water and sanitation, particularly for marginalised groups at the peripheries of cities and other urban agglomerations (UN 2018). Hence, in addressing these challenges municipalities like eThekwini municipality should adopt innovative approaches, strong political will and collaborative efforts across various sectors and stakeholders.
Monitoring and evaluation in housing development in SA is a crucial aspect of ensuring the effectiveness and efficiency of housing programs and policies. The Department of Planning, Monitoring and Evaluation (DPME) and the National Department of Human Settlements (NDHS) conducted an Impact and Implementation Evaluation of the Social Housing Programme (SHP) in SA for the period 2008–2014 (DPME 2014). The evaluation was guided by a Steering Committee comprising key Social Housing stakeholders identified several gabs which should be addressed by the NDHS in addressing Social Housing in SA. Hence, the SHP in SA are designed to provide affordable rental units for lower-income urban families. Hence, the NDHS adopted SHP as one of the strategies to ensure that good quality rental accommodation for the upper end of the low-income market is provided (Department of Human Settlements [DHS] 2009). The primary objective was to achieve urban restructuring and creating sustainable human settlements. The programme provides grant funding to establish, capacitate and capitalise social housing institutions which may develop, hold and administer affordable rental units within identified restructuring zones (DHS 2009).
Research methods and design
A qualitative research methodology was utilised to investigate employees’ understanding of PM in housing delivery within the eThekwini municipality. In-depth interviews were conducted with a carefully selected and diverse sample of participants, followed by thematic analysis to uncover significant themes and patterns in the data. The study implemented an experimental design that was systematically informed by data collection and involved strategic sampling from various levels of the eThekwini municipality. Purposive sampling was employed to ensure representation from top management, senior management, middle management and operational levels from 20 officials. This approach was vital for generating relevant data, as participants with first-hand experience engaging with the system are exceptionally positioned to provide insightful perspectives on the problem statement. Open-ended questions were deliberately used during the interviews to elicit comprehensive responses. Data were also gathered through a thorough analysis of PM and Human Settlements policies, guidelines and reports. The analysis process utilised thematic analysis techniques, which facilitated the identification of key and thought-provoking patterns. As outlined by Braun and Clarke (2006), cited in Nojavan, Salehi and Omidvar (2018), thematic analysis serves as a powerful method for identifying, analysing, organising, describing and reporting on significant themes. The article employed the eight steps of qualitative data analysis as outlined by Du Plooy-Cilliers et al. (2014) and referenced in Zhang and Luo (2016). These steps included: (1) This initial phase emphasised the importance of thoroughly considering all collected data. Interview data were systematically organised and transformed into meaningful insights; (2) the researchers carefully determine how to segment the data into manageable portions. Furthermore, decisions will be made regarding the specific language and symbols used in the coding process; (3) in this step, related coding units were grouped, and meaningful names will be assigned to codes. Categories were established, ensuring they are sufficiently comprehensive to encompass all collected data; (4) this phase involved assessing and resolving any uncertainties or issues related to the coding process to ensure clarity and consistency; (5) the researchers coded all relevant texts, analysed the data comprehensively. Notes were taken, and significant sections were highlighted using symbols, which will aid in deepening the researcher’s understanding of the material; (6) a thorough check was conducted to ensure consistency in the coding process, reinforcing the reliability of the analysis; (7) this stage focused on reconstructing the analysed data, with written summaries reiterated to enhance understanding and relevance and (8) finally, this process involved documenting the methods and strategies employed throughout the coding procedure, ultimately providing a clear account of findings. This structured approach not only facilitates a robust analysis but also ensured that the insights derived from the data are well-founded and informative.
Ethical considerations
Ethical clearance to conduct this study was obtained from the University of Zululand Research Ethics Committee (certificate no: UZREC 171110-030 PGM 2023/6).
Presentation of findings and discussion
Addressing housing backlog in the eThekwini municipality
Local government is constitutionally mandated to deliver housing, there are significant challenges in terms of capacity, resources and coordination among different levels of government. Participants indicated the need to link organisational outcomes with individual performance. Their responses indicated that the level of the divisions’ performance is reflecting the connection between the two which enhances productivity (Ndlovu 2023). This is a clear indication that there is no coordination between the units responsible for service delivery in the municipality. On the contrary, some employees indicated that they did not even know that there should be that linkage. Bussin (2013) emphasise that there should be alignment between organisational goals and personal goals. They reported that they did not even know their divisions’ goals and monitoring, and evaluation of their performance was rare. Some participants felt that their divisions can achieve the organisational goals more effectively if resources were adequately available:
It is very important to have the connection between the two because it helps us as employees to understand what we should do to produce the desired product or service. It also assists us as employees improve our performance individually which automatically increase the productivity of our division. (p. 8)
Other participants concurred that their supervisors do not avail themselves at times when they want to raise their grievances and challenges as a result, they are unable to inform them about the shortage of resources to complete their tasks as expected (Ndlovu 2023). Furthermore, as a recommendation, one participant proposed that lowering the requirement or scoring to qualify for bonuses can possibly improve staff productivity as standards will not be too high with lesser resources. Gibson and Donnelly (2021) mention that organisational objectives must be attainable or achieved within adequate resource allocation:
Our leaders should avail themselves whenever we want voice out the challenges we face in the field because of the unavailability of working resources.’ (p. 3)
Monitoring and evaluation
The Constitution of the Republic of South Africa (1996) sets out the objectives and development duties for local government which paves the way for PM requirements. The Local Government Municipal Systems Act (2000) provides for municipalities to develop PM systems and to set measurable targets to be monitored and evaluated based on key performance indicators linked to the municipal IDP. In addition, the Local government (2001) makes provision for a compulsory municipal PM system based on a cycle of organisational planning, measuring, monitoring, reviewing, assessing, reporting and improving through the organisation and management of all employees. These regulations emphasise the importance of municipalities to have a PM system with an objective to plan, monitor and review the performance of employees towards achieving its objectives efficiently.
Monitoring and evaluation in housing development in SA is a crucial aspect of ensuring the effectiveness and efficiency of housing programs and policies. Managers were adamant about the implementation of the performance framework and that it has been adopted by subordinates and that it is monitored and fulfils its objectives. Most of the participants expressed the view that they have no idea of the existence of the framework, nor do they know of its significance. Moreover, senior, and executive managers were adamant that the PM&E framework is in place and active in their respective divisions (Ndlovu 2023). Furthermore, some participants felt that the scoring system was a waste of time as it was time consuming, and little is done to assist those who perform below the expected standard:
In my division, as much as I am aware of the KPA’s and I happen to be one of the high performers. I try my best to perform well because I want to shy away from being a high performer because I don’t want to asked questions, and this definitely demotivates me time and time again. (p. 5)
The participants responded positively to the question of whether the allocation of resources is a positive contributor in improving productivity. The participants revealed that they are struggling with resource availability and that prevents them from achieving their daily, weekly and monthly targets Ndlovu (2023). However, the majority were of the view that when resources are available, it does indeed improve productivity in their divisions. Kinicki (2006) advocating for the goals setting theory mentions that for the organisations goal to be achieved employees must have resources:
We work mostly on site and should we have less no resources at all available, that cripples our work and leads to power performance. The issue become more intense when our superiors do not provide these resources on time and later blames the backlog on us. (p. 1)
Capacity building
The achievement of organisational goals relies more on good strategic leadership and sufficient and proper allocation of resources. This is consistent with the work of Dlamini and Migiro (2016) who argue that the successful achievement of organisational goals demands the alignment of employees’ performance with the employers. This fact is supported by Kheswa (2017); Nzimakwe and Ntshakala (2016) who believes that employees perform at their best when organisational goals are well-communicated to them. Moreover, it was clear from the results that clear and timely communication of organisational goals further enables employees in all levels to improve both employees’ and organisations performance as employees would be aware of what is really expected from them.
One of the initiatives of the municipality is to ensure that sustainable human settlement is achieved for the citizens. Hence, strategies adopted by the municipality have not yielded the expected results as the housing backlog is huge. This has been revealed in the survey conducted by DPME (2014) in Impact and Implementation Evaluation of the SHP. It was noted as well that other subordinates were concerned about the fruitless and ineffective training offered as support to make an impact on communities through service delivery.
This is what some of the participants had to say about capacity building in their divisions:
I believe that if our managers do not get enough training on the implementation of performance management systems, they won’t be skilled enough to even suggest workshops for us. Not to say they are not doing so currently but they will be able to suggest effective and well-rounded workshops.’ (p. 12)
The DHS adopted the SHP to ensure grant funding to establish, capacitate and capitalise social housing institutions which may develop, hold and administer affordable rental units within identified restructuring zones (DHS 2009). Part of the participants were not so positive about their superiors possessing adequate skills about PM systems to fully support them. Nine participants from the same division argued that training is mostly for themselves (executive and senior management), and as a result they are neglected and feel like the scoring is not effective (Ndlovu 2023).
The recognition of training and development’s significance is highlighted by Garcia-Zamor (2019) and Shields (2008) who reference Nankervis and Compton (2006). A majority of senior managers believe that the results from performance appraisals serve as an essential tool for the training and development of employees within the eThekwini municipality:
In cases where an employee performs poorly within my unit, as a manager I should first take corrective measures such as systematic remedial or development support to help the relevant employee. Corrective measures such as re-training are undertaken to ensure that the individual employee gets the assistance, he or she requires for them to successfully perform the tasks assigned to them. (p. 1)
Recommendations
Achieving sustainable human settlements in municipal services involves a comprehensive approach that addresses various aspects of sustainability, including social, economic and environmental dimensions.
Capacity building in municipalities: An imperative for enhanced service delivery
Capacity building in municipalities stands as a fundamental strategy to elevate their performance and service delivery capabilities. The core objective of capacity building is to significantly enhance the functionality and service delivery of local governments by systematically addressing gaps in skills, resources and governance structures. To effectively build the capacity of municipal employees, a concentrated effort on robust training and mentorship programs is non-negotiable. Municipalities must implement comprehensive initiatives that encompass training, mentorship, internships and secondments to cultivate the necessary skills and competencies among their staff. The National Capacity Building Framework (NCBF), introduced in 2010, established a structured approach aimed at coordinating capacity-building efforts across various departments and agencies (Department of Provincial and Local Government 2010). This framework is vital for improving service delivery and minimising service delivery protests. Unfortunately, many municipalities have failed to uphold the transformation agenda essential for a developmental state like SA. Constitutionally, local governments are compelled to deliver basic services sustainably while concurrently promoting community participation in decision-making. In the context of housing, local government plays a pivotal role as a developer, necessitating effective coordination with the other spheres of government. Developmental local governments must rise to the challenges posed by housing shortages, contributing proactively to national development goals. This includes acquiring an adequate supply of relevant skills that are critical for enhancing service delivery in communities.
The critical need for a problem-led approach
A diagnostic review by the National Treasury unequivocally advocates for a problem-led approach to municipal governance, emphasising capability development, co-production and a holistic, integrated municipal approach (National Treasury 2022). Municipalities must establish clear, effective policy frameworks to streamline housing delivery, ensuring that policies are responsive to local needs. A study by Burgoyne (2008) highlights persistent gaps in housing delivery within SA, indicating an urgent need for municipalities to tackle the housing backlog to expedite service delivery. Robust monitoring systems must be instituted to track progress, identify bottlenecks and implement necessary adjustments for improved outcomes. This will necessitate a comprehensive overhaul of existing programs to ensure that the identified challenges are addressed effectively. Many municipalities continue to struggle with integrating spatial planning processes and utilising intergovernmental relations meaningfully. This disconnection hampers coherent policy implementation. Aligning priorities is crucial as it paves the way for securing funding through grants and transfers.
A comprehensive community engagement strategy
Engagement with local communities and stakeholders is essential for the success of sustainable urban development initiatives. Municipalities must prioritise involving residents in the decision-making process and actively seeking their feedback to ensure that policies and projects align with community needs and preferences. Community engagement is a vital component of successful housing development, requiring the establishment of strong relationships with stakeholders, transparent communication, collaboration with residents and addressing citizens’ concerns. Local government as a developer must commit to creating sustainable, innovative projects that receive community support. To foster strong relationships with communities, municipalities must implement sustained engagement plans, ensuring active participation from marginalised groups in housing development projects. Acknowledging past failures and proactively addressing grievances through reparative measures is essential to rebuild trust and commitment from all parties involved. Municipalities must develop strategies to long-term engagements on service delivery issues, enhancing trust between the municipality and the communities. Various engagement methods must be employed to ensure inclusivity across the diverse socio-economic groups in the municipality.
Conclusion
Sustainable housing development is vital in addressing the challenges posed by rapid urbanisation and the pressing demand for affordable, quality housing. By placing housing policies at the forefront of national urban strategies and incorporating measures to combat poverty, improve health and create jobs, we can unlock substantial positive impacts across social, economic and environmental dimensions. It is imperative that municipalities prioritise these initiatives to secure a better future for communities.
Acknowledgements
This article is partially based on the Irnerius B. Ndlovu’s dissertation titled ‘Performance Management and the utilisation of municipal services: A case of eThekwini Municipality’ towards the degree of the Degree of Master of Public Administration in the Department of Public Administration at the University of Zululand, South Africa in 2023, with supervisor(s) Prof R.M. Mthethwa; co-supervisor Dr B.Y.C. Mvuyana It is available here: https://uzspace.unizulu.ac.za/items/1748c193-ca36-4c3c-a0ec-877fb0e4982d.
Competing interests
The authors declare that they have no financial or personal relationships that may have inappropriately influenced them in writing this article.
Authors’ contributions
I.B.N. contributed to conceptualisation, methodology, formal analysis, investigation, writing, visualisation, project administration, validation, data curation resources. B.Y.C.M. contributed to writing-review and editing.
Funding information
This research received no specific grant from any funding agency in the public, commercial or not-for-profit sectors.
Data availability
The authors confirm that the data supporting the findings of this study are available within the article and its references.
Disclaimer
The views and opinions expressed in this article are those of the authors and are the product of professional research. It does not necessarily reflect the official policy or position of any affiliated institution, funder, agency, or that of the publisher. The authors are responsible for this article’s results, findings, and content.
References
Bester, J. & Hofisi, C., 2020, ‘Implementing traditional performance management in the innovative age: A new model for Botswana’s public sector’, Africa’s Public Service Delivery and Performance Review 8(1), a392. http://doi.org/10.4102/apsdpr.v8i1.392
Braun, V. & Clarke, V., 2006, ‘Using thematic analysis in psychology’, Qualitative Research in Psychology 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oa
Burgoyne, M., 2008, ‘Factors affecting housing delivery in South Africa: A case study of the Finsantekraal Housing Development Project, Western Cape’, Master’s dissertation, University of Stellenbosch.
Bussin, M., 2013, Performance management for government, Universities, schools and NGO’s, Knowres Publishing (Pty) Ltd, Randburg.
Department of Human Settlements (DHS), 2009, Social Housing Programme, Government Printers, Pretoria, viewed 18 October 2024, from www.gov.za.
Department of Planning, Monitoring and Evaluation (DPME), 2014, Impact and implementation evaluation of social housing programme, Government Printers, Pretoria.
Department of Provincial and Local Government, 2001, Performance management guidelines for municipalities, Government Printer, Pretoria, viewed 18 June 2022, from www.gov.za.
Department of Provincial and Local Government, 2010, The five-year local government strategic agenda (2008–2011), Government Printers, Pretoria, viewed 18 November 2022, from www.gov.za.
Dlamini, P.C. & Migiro, S.O., 2016, ‘Performance monitoring and evaluation systems in the South African Local Government’, Journal of Public Administration 51(3), 456–472.
Du Plooy-Cilliers, F., Davis, C. & Bezuidenhout, R.-M. (eds.), 2014, Research matters, Juta and Company, Cape Town.
Eneanya, A.N., 2018, ‘Performance management system and public service delivery in Nigeria: Impact, problems, and prospects’, Africa’s Public Service Delivery and Performance Review 6(1), a201. http://doi.org/10.4102/apsdpr.v6i1.201
Garcia-Zamor, J.C., 2019, Public participation in development planning and management, Routledge Publishers, New York, NY.
Gibson, J.W. & Donnelly, R., 2021, ‘Human resource management practices and the employee experience: Examining the roles of psychological contract fulfilment and work engagement’, The International Journal of Human Resource Management 32(5), 986–1005.
Govender, N. & Reddy, P.S., 2014, ‘Performance monitoring and evaluation: The eThekwini Experience, South Africa’, African Journal of Public Affairs 7(1), 58–79.
Johnson, K., 2018, Urban sprawl indicators and policies for sustainable urban development, Foresight, viewed 18 November 2024, from https://www.climateforesight.eu/articles/urban-sprawl-indicators-and-policies-for-sustainable-urban-development/.
Kheswa, C.H., 2017, ‘Performance management and appraisal systems: A strategic tool for improving service deliver in local government’, Unpublished Master’s dissertation, University of KwaZulu Natal, Durban.
Kinicki, A., 2006, Management: A practical introduction, 10th edn., McGraw-Hill, New York, NY.
Lategan, L.O., 2013, ‘A study of the current South African housing environment with specific reference to possible alternative approaches to improve living conditions’, Master’s dissertation, North-West University, Potchefstroom Campus.
Local Government, 2001, Local government: Municipal planning and performance management regulations, Government Printers, Pretoria.
Locke, E.A. & Latham, G.P., 1991, The theory of goal setting and task performance: 50 years of research, Organizational Behaviour and Human Decision Processes 50(2), 212–247.
Mafini, C. & Dube, B., 2017, ‘The development and implementation of a service delivery and budget implementation plan: The case of a South African local government’, Journal of Public Administration 52(3), 677–693.
Magagula, V. & Msweli, P., 2020, ‘Performance management and service delivery in South African municipalities: An empirical analysis’, Journal of Public Administration 55(3-1).
Martin, A.A. 2021, ‘Towards a framework for improved organizational performance at the Department of Transport, eThekwini Region’, Master’s dissertation, Durban University of Technology.
Masenya, M., Mokoele, M. & Makalela, M., 2018. ‘Local government and service delivery protests in Limpopo Province: A participatory governance challenge’, Journal of Public Administration 53(4), 612–628.
Mngomezulu, T., 2016, ‘Management of cultural diversity for performance enhancement: A case study in eThekwini municipality’, Master’s dissertation, University of KwaZulu-Natal.
Moodley, S. & Reddy, V., 2020, ‘A performance management framework for local government in South Africa’, Journal of Public Administration 1(55), 112–130.
Munzhedzi, P.H., 2011, ‘Performance management system and improved productivity: A case of the department of local government and housing in the Limpopo Province’, Published paper in accordance with requirements for the degree of MBA, University of South Africa, Pretoria.
Myeni, S.L. & Okem, A., 2020, ‘An assessment of the National Development Plan in the actualisation of government-subsidised housing in South Africa’, in A. Okem (ed.), The political economy of government subsidised housing in South Africa, pp. 39–51, Routledge, Abingdon.
Nankervis, A.R. & Compton, R.L., 2006. Strategic human resource management: Contemporary issues, 5th edn., Thomson Learning, South Melbourne.
National Planning Commission, 2012, National Development Plan 2030: Our future – Make it work, Government Printer, Pretoria.
National Treasury, 2022, Capacity building system for local government: Diagnostic review, Government Printers, Pretoria, viewed 15 April 2022, from www.gov.za.
Ndlovu, I.B., 2023, ‘Performance management and the utilisation of municipal resources: The case of eThekwini Municipality’, Master’s dissertation, University of Zululand.
Nojavan, M., Salehi, E. & Omidvar, B., 2018, ‘Conceptual change of disaster management models: A thematic analysis’, Journal of Disaster Risk Studies 10(1), a451. https://doi.org/10.4102/jamba.v10i1.451
Nzimakwe, T.I. & Ntshakala, T., 2016, ‘Implementing performance management in local governance in South Africa, A case study of West Rand District Municipality’, African Journal of Public Affairs 9(1), 37–52.
Rafferty, J.P., 2024, ‘Urban sprawl’, in Encyclopaedia Britannica, viewed 19 June 2025, from https://www.britannica.com/topic/urban-sprawl.
Razia, S. & Abu Bakar Ah, S.H., 2023, ‘A call to action: Unpacking the challenges to implementing social sustainability initiatives in a developing country city’, Heliyon 9(8), e19085. https://doi.org/10.1016/j.heliyon.2023.e19085
Reddy, P.S., 2016, ‘The politics of service delivery in South Africa: The local government sphere in context’, The Journal for Transdisciplinary Research in Southern Africa 2(1), 1–8. https://doi.org/10.4102/td.v12i1.337
Republic of South Africa (RSA), 1996, Constitution of the Republic of South Africa, Government Printers, Pretoria.
Sebake, B.K. & Mukonza, R.M., 2021, ‘Exploring performance management integration with monitoring and evaluation for service delivery enhancement in the Tshwane Metropolitan Municipality in Gauteng, South Africa’, African Renaissance 18(4), 78–95.
Shields, J., 2008, Managing employee performance and reward, Cambridge University Press, Melbourne.
South African Cities, 2021, Beyond 2021: A local government outlook, viewed 16 October 2024, from www.sacities.net.
Spanne, A., 2021, Urban sprawl: Definition, causes and solutions, Treehuggler sustainability for all, Dotdash Meredith, New York, NY.
Tomlinson, M.R., 2011, ‘Managing the risk in housing delivery: Local government in South Africa’, Habitat International 35, 419–425. https://doi.org/10.1016/j.habitatint.2010.11.003
United Nations (UN), 2018, Promoting sustainable human settlements: Its relevance to the 2030 agenda, United Nations Department of Economic and Social Affairs (UN DESA), New York, NY.
United Nations (UN), 2000, United Nations millennium declaration (A/RES/55/2), United Nations, viewed 20 September 2024, from https://www.un.org/millennium/declaration/ares552e.htm.
United Nations (UN), 2023, “Sustainable cities and human settlements.” | Sustainable Development, viewed 16 October 2024, from https://sdgs.un.org/topics/sustainable-cities-and-human-settlements.
United Nations, 2003, ‘Johannesburg declaration on sustainable development’, in United Nations Department of Public Information (ed.), World Summit on Sustainable Development, Johannesburg, South Africa, pp. 1–5, 26 August–04 September 2002, United Nations, New York, NY.
United Nations, 2015, Transforming our world: The 2030 agenda for sustainable development (A/RES/70/1), United Nations, viewed 20 September 2024, from https://sdgs.un.org/2030agenda.
Zhang, Y. & Luo, L., 2016, ‘A study of qualitative content analysis in library and information science research’, Journal of Documentation 72(5), 876–896. https://doi.org/10.1108/JD-03-2015-0025
|
Hide
Show all
Email this article (Login required)
