A systems engineering assessment for a performance management system at Air Force Base Ysterplaat in Cape Town

Abstract

Air Force Base (AFB) Ysterplaat, which forms part of the South African Air Force (SAAF) is one of the many organisations which has grappled with the concept of performance measurement and management over the years. Formerly, AFB Ysterplaat used the European Foundation Quality Management model to measure their performance before it was jettisoned in 2016. For this reason, AFB Ysterplaat has no approved business performance management (PM) model to measure the strategic and operational performance. At present, AFB Ysterplaat only makes use of a Performance Management Development System (PMDS) as a tactical tool to mainly measure employee’s personal performance. This thesis presents the findings of a study which explored the need for a Performance Management System at AFB Ysterplaat that allows AFB Ysterplaat to focus their strategy and ensure that operations are directed towards the success of their organisational mission. AFB Ysterplaat is hierarchically organised and positioned at management Level 4 of the SAAF’s hierarchical organisation where the units, air servicing units and squadrons (i.e., 22 Squadron, 35 Squadron, 80 Air Navigation School, 505 Squadron and 2 Servicing Unit Detached) are located. At this level of the SAAF’s hierarchical organisation, AFB Ysterplaat is responsible for the execution of strategic objectives and decisions that are filtered down the command chain (SA Defence Review 2015, 2016). A triangulated mixed method approach was used to analyse data from four operational units at AFB Ysterplaat. During the quantitative phase, questionnaires were used to collect data (n=85) from the different nominal subgroups (ranks). Statistical analysis was performed using SPSS v27. Concurrently, semi structured interviews (n=2) were used during the qualitative phase of this study to gather data from participants who are considered knowledgeable regarding management approaches and performance management and systems. The data collected from the interviews was used to corroborate the findings of the questionnaires. The triangulated mixed methods enabled the researcher to produce a more comprehensive, credible and cross-validated conclusion. Ethical clearance for this research was granted through Cape Peninsula University of Technology institutional channels. The findings of this study showed that although the management processes, vision, mission of AFB Ysterplaat were clear to the strategic, operational and tactical levels of management, there was limited knowledge of strategic performance management systems and tools. This research contributes to the knowledge gaps in literature at Air Force Bases regarding strategic performance management. The study concludes with implications and limitations of the study and recommendations for future research.