Master of Business Administration
(Online)
2025
Capstone Project
ASSIGNMENT/ASSESSMENT ANTI-PLAGIARISM DECLARATION
University of Johannesburg
JOHANNESBURG BUSINESS SCHOOL (JBS)
MODULE MBA19PA Capstone concept project proposal
ASSESSMENT Concept proposal
SUPERVISOR Dr Daniella Teles Amaral
DUE DATE 27 April 2025
DETAILS OF INDIVIDUAL
INITIALS AND SURNAME STUDENT NUMBER SIGNATURE
MC Ramosunya 224255085 MC Ramosunya
1. I understand that plagiarism is to present someone else’s ideas as my own.
2. Where material written by other people has been used (either from a printed source or from the
Internet), this has been carefully acknowledged and referenced. I have used the Geneva
Convention for citation and referencing. Every contribution to and quotation from the work of other
people in this essay has been acknowledged through citation and reference.
3. I know that plagiarism is wrong.
4. I understand what plagiarism is and am aware of the Faculty’s and University’s policy in this
regard and I have fully familiarized myself with the contents of these Policies.
5. I know that I will be guilty of plagiarism if I do not properly credit my sources, or if I copy any data,
results, graphs, phrases, sentences or paragraphs from a book, article, presentation or Internet
source without providing the proper citations.
6. I declare that I have written my submission in my own words, sentences, and paragraphs
throughout and have properly credited all ideas / words / thoughts / graphical and pictorial
presentations obtained from other people’s work.
7. I declare that this submission is my own original work.
8. I have not allowed, and will not allow, anyone to copy my work with the intention of passing it off
as his or her own work.
9. I understand that if someone else submits work that is copied from my own, I may be held equally
liable.
Page 2 of 6
Concept
Proposal
A. Student details
Instructions:
Please complete the following section:
Student Student Business dilemma identified: First Yes
Yes(x)
Name: No. submission*:
Submission element Include a summary of the SME dilemma or
you have identified. (E.g., How can “Yes” or “No”
No (leave blank)
Dynamite projects Pty Ltd. digitise it
2) Background information section
sales included
efforts to maximise its profits ☐
sustainably). ☐
3) Dilemma/ problem statement included
MC 22425508 How can the integration of digital No
4) Dilemma dissected into dilemma questions Resubmission**:
☐
Ramosunya 5 performance management tools improve
continuous
5) Submission includes primary and feedback,
secondaryemployee
objectives. “Yes”
☐ or “No”
development, and alignment with
6) Road Map includes proposed
strategicmethod of diagnosing
objectives the Energy
at the Nuclear ☐
Organization
components of the dilemma in the in Pelindaba?
Road Map
7) Road Map clearly defines the beginning and end of project - ☐
where student plans to start and end research. For example, the
B. anticipated
Checklist
areas impacted by implementation
8) Road Map clearly specifies what will not be part of the project ☐
Instructions:
(for example, what activities, research areas will be covered, and
Markwhat
eachwill be on
item outthis
of scope?)
checklist with an “x” for a “Yes” response, or leave blank for a “No”
response, to indicate
9) Road map whether the element of your submission described
specifies: ☐ in the left column has
been included or not in your submission.
The desk research, internal & external interviews, and ☐
appropriate external research that student intends to adopt Yes(x)
Submission element
in order to complete the project – (this should include the or
action steps student will be taking and the people student No (leave blank)
1) Theintends
title aligns with theinproblem statement, and ☐
to consult this process.)
1) Topic/title is no longer
Any potential than inhibitors
problems, 12 words.that student envisages ☐
☐
may be encountered
Resources that student will require ☐ C. O
u
The expected bottom-line impact on the business if the ☐
t
dilemma is resolved. Page 3 of 6
10) Adheres to the technical writing requirements of 5 pages and ☐
1,500 words max
line of the concept proposal
Page 4 of 6
1.Title: Evaluating Digital Tools’ Impact on Employee Performance in a Nuclear Energy
Organization
2. Introduction
This concept proposal examines the digital transformation of employee performance management
systems (PMS) in South Africa's nuclear energy industry. The research concentrates on a state-owned
nuclear entity known for its stringent safety standards, specialized workforce needs, and high levels of
regulatory compliance. Although this organization operates in a highly advanced technological sector, it
continues to rely on manual PMS processes that are increasingly misaligned with both its operational
demands and contemporary human resources practices - a situation that undermines both organizational
efficiency and employee morale.
The investigation will explore how targeted digital tools could address current inefficiencies while
accommodating the sector's unique requirements, including enhanced data security, real-time feedback
mechanisms, and improved strategic alignment. The study's findings aim to provide crucial insights into
the nuclear and other highly regulated industries that are in the process of digitally transforming their
human resources management systems.
3. Background
Performance management systems (PMS) serve as vital strategic instruments that aligns individual
contributions to organizational goals (Bristol-Alagbariya, Ayanponle, & Ogedengbe, 2022). In industries
such as nuclear energy, where specialized skills and safety-critical tasks are prevalent, efficient PMS is
crucial for attaining operational excellence, adhering to regulations, and fostering workforce engagement
(Sarkar & Lakshmi, 2025).
This study focuses on a state-owned nuclear organization established in the late 1990s, employing
approximately 1,500 technical and support staff, generating an annual revenue exceeding R1 billion.
Functioning under strict regulatory guidelines, this entity is essential to South Africa's energy sector and
innovative environment.
Despite the organization significant technical advancements, its performance management practices
have lagged its operational capabilities. Employee surveys indicate issues that align with findings from
academic research, such as a lack of transparency, irregular feedback, and inadequate links between
evaluations and employee development. Studies demonstrate that outdated performance management
systems hinder organizational efficiency, impacting employee satisfaction, staff retention, and overall
strategic alignment (Kallio, 2025).
Page 5 of 6
Digital transformation presents possible solutions, with research indicating that integrated PMS platforms
can enhance the quality of feedback, facilitate data-informed decisions, and strengthen strategic
alignment (Cosa & Torelli, 2024). In regulated sectors such as nuclear energy, these systems offer
further advantages, including standardized assessments, audit trails, and clearer connections between
performance results and growth opportunities. These benefits complement modern public sector reforms
that prioritize transparency and efficiency in managing human capital (Marais, 2020).
4. Dilemma Statement
The problem is that the Nuclear Energy Organization relies on an outdated, manual performance
management system (PMS) that fails to effectively provide continuous feedback, foster employee
development, and ensure alignment with strategic goals. A staff satisfaction survey conducted in 2023
highlighted problems such as insufficient transparency, rare feedback, and poor integration between
performance evaluations and workforce development. These challenges are further intensified by the
absence of digital infrastructure, inadequate managerial training, and irregular monitoring, which could
jeopardize operational efficiency and employee engagement.
Internally, the limitations of the current performance management system can lead to decreased
motivation, skill stagnation, and higher turnover rates, particularly in essential technical positions.
Externally, the organization is at risk of reputational harm and facing regulatory non-compliance issues,
especially regarding the National Nuclear Regulator (NNR) and the Public Finance Management Act
(PFMA). Although digital performance management systems have shown tangible benefits in regulated
industries, there is a significant lack of empirical research on their implementation within South Africa’s
state-owned nuclear organizations. This study aims to explore how digital performance management
tools can effectively tackle these issues, improve compliance, and align human capital management with
technical excellence.
5. Dilemma Questions and Objectives
5.1. Dilemma Questions
Primary Research Question: How can the integration of digital performance management tools improve
continuous feedback, employee development, and alignment with strategic objectives at the Nuclear
Energy Organisation in Pelindaba?
Sub-Questions:
1. How does the current manual performance management system affect the frequency and quality
of feedback provided to employees?
Page 6 of 6
2. What digital tools or features could effectively support targeted employee development within the
organisation’s performance management process?
3. How can digital performance management systems enhance the alignment between individual
employee performance and the organisation’s strategic goals?
5.2. Dilemma Objectives
Primary Objective: To investigate how the integration of digital performance management tools can
enhance continuous feedback, employee development, and alignment with strategic objectives at the
Nuclear Energy Organisation in Pelindaba.
Secondary Objectives:
1. To assess the impact of the current manual performance management system on the frequency
and quality of employee feedback.
2. To identify digital tools or features that can support effective and targeted employee development
within the organisation.
3. To explore ways digital performance management systems can improve alignment between
individual performance and the organisation’s strategic goals.
6. Road Map
6.1. Research Methodology, Scope, and Delimitations
Research Methodology
The project will begin only after receiving formal approval from the organization. HR will be consulted to
establish the procedures for document access and to identify suitable sampling techniques that align with
the objectives of the study. Prior to carrying out semi-structured interviews, informed consent will be
secured from all participants to ensure compliance with ethical research standards. The data collected
will be systematically analyzed to uncover patterns, themes, and insights relevant to the digital
transformation of the performance management system. The project will conclude with a detailed
research report that presents the findings, critically assesses their implications, and provides evidence-
based recommendations aimed at enhancing performance management, specifically focusing on
boosting operational efficiency and ensuring alignment with strategic objectives.
Scope
This research is confined to the performance management system within the Nuclear Energy
Organization and will concentrate on employees and HR staff directly involved in its implementation and
utilization. The focus of the study does not include wider organizational change efforts, unrelated IT
Page 7 of 6
upgrades, training programs that are not related to the suggested digital solutions, or financial and
budgetary aspects associated with the implementation process. These exclusions are made to maintain
concentration and ensure the viability of the study.
Delimitations
As indicated by Simon and Goes (2013), delimitations are intentional boundaries established by
researchers to define a study's scope. This research will focus solely on analyzing the performance
management system and its digital transformation within the Nuclear Energy Organization. Other HR
functions—such as recruitment, onboarding, and payroll—will be omitted to allow for a targeted
assessment of performance management strategies and the related digital tools.
Limitations
According to Simon and Goes (2013), limitations refer to elements that may affect the validity or
generalizability of research outcomes. In this study, limitations include reliance on self-reported data from
interviews, which could be impacted by response bias, and limited access to specific confidential
documents due to security measures. Furthermore, the unique regulatory framework and organizational
culture present at a nuclear facility may constrain the applicability of the findings to other settings.
6.3 Necessary Resources
The successful execution of this project will require of this project will necessitate authorized access to
internal human resources records and systems to gather pertinent organizational data, which is crucial
for validating the research. The support from the HR department will be vital in organizing interviews with
selected study participant to ensure efficient scheduling and participation. Accessing scholarly literature
on digital transformation in performance management will establish the theoretical basis and support an
evidence-based evaluation (Cosa & Torelli, 2024). While not mandatory, obtaining funding for
professional transcription services and report design would improve the precision of data collection and
the clarity of presentation, thus enhancing the overall quality of the research.
6.4 Possible Obstacles
Potential challenges include resistance to change from management or employees accustomed to
manual processes; a barrier frequently identified in digital transformation initiatives (Gupta, 2018).
Moreover, conflicts in scheduling with technical staff, due to their operational responsibilities, may
complicate data gathering and system setup. In addition, issues surrounding data privacy and security—
especially concerning cloud-based solutions—might limit stakeholder involvement and hinder the
acceptance of the suggested digital innovations (Senyo, Addae, & Boateng, 2018).
Page 8 of 6
6.5 Anticipated Bottom-Line Effects
The digital transformation of the performance management system is expected to provide significant
advantages for the organization. Improved productivity is anticipated through real-time feedback and
development tracking (Sahlin & Angelis, 2019). Enhanced transparency is likely to foster increased
employee engagement and trust, while simultaneously strengthening the alignment between individual
goals and broader organizational objectives (Bristol-Alagbariya, Ayanponle, & Ogedengbe, 2022).
Together, these improvements are expected to enable more effective decision-making and contribute to
a workforce that is not only more efficient but also strategically aligned.
Page 9 of 6
References
Bristol-Alagbariya, B., Ayanponle, O. L., & Ogedengbe, D. E. (2022). Developing and implementing
advanced performance management systems for enhanced organizational productivity. World Journal of
Advanced Science and Technology, 2(1), 39–46.
Cosa, M., & Torelli, R. (2024). Digital transformation and flexible performance management: A
systematic literature review of the evolution of performance measurement systems. Global Journal of
Flexible Systems Management, 25(3), 445–466.
Cosa, M., & Torelli, R. (2024). How does digital transformation reshape performance measurement
systems? A systematic review. [If published as separate from above, add journal info or publisher].
Gupta, S. (2018). Organizational barriers to digital transformation.
Kallio, B. S. (2025). Linking performance management systems to organizational strategy and employee
satisfaction: A case study.
Marais, E. C. (2020). Digital transformation of human capital management in the South African public
service: Towards improved service delivery. African Journal of Governance and Development, 9(1), 224–
243.
Oranga, J., & Matere, A. (2023). Qualitative research: Essence, types and advantages. Open Access
Library Journal, 10(12), 1–9.
Sahlin, J., & Angelis, J. (2019). Performance management systems: Reviewing the rise of dynamics and
digitalization. Cogent Business & Management, 6(1), 1642293.
Sarkar, S., & Lakshmi, R. V. (2025). Performance management system in manufacturing industries:
Strategies for enhancing employee productivity and engagement: A literature review.
Senyo, P. K., Addae, E., & Boateng, R. (2018). Cloud computing research: A review of research themes,
frameworks, methods and future research directions. International Journal of Information Management,
38(1), 128–139.
Simon, M. K., & Goes, J. (2013). Scope, limitations, and delimitations.
Hyka, D., Hyra, A., Basholli, F., Mema, B., & Basholli, A. (2023). Data security in public and private
administration: Challenges, trends, and effective protection in the era of digitalization. Advanced
Engineering Days (AED), 7, 125–127.
Page 10 of
6
