A strategic HRM framework for improving corporate governance in a municipal environment
- Gomomo, Jongisizwe Augustine
- Authors: Gomomo, Jongisizwe Augustine
- Date: 2019
- Subjects: Corporate governance -- South Africa , Personnel management Personnel departments
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: http://hdl.handle.net/10948/39698 , vital:35349
- Description: In South Africa, the concept of corporate governance in a municipal environment is relatively new and the application of corporate governance principles remains a challenge (Ard and Berg, 2010, pp. 80-82). Previous research on corporate governance in a municipal environment mainly focused on challenges with regards to corporate governance and not on the role of strategic Human Resource Management in improving corporate governance. The main purpose of this study was therefore to develop a SHRM framework that could be utilised by municipalities to improve corporate governance. The following actions were taken to achieve this objective: A literature study was conducted to examine theory related to corporate governance and to consider corporate governance from an international, African and local government perspective. Various approaches, principles and practices related to corporate governance were also examined. The literature study further explored the legislative frameworks introduced in South Africa to improve corporate governance and in this respect the contribution of the Constitution of South Africa, the King Reports I-IV, Batho-Pele principles, municipal structures, municipal integrated development plans and the South African Board for People Practice are outlined. Existing SHRM models were analysed and specific HR strategies for improving corporate governance in municipalities were extracted from these models. The findings from the literature review were then integrated into a best practice SHRM framework for establishing corporate governance at municipalities. This integrated SHRM framework was used as a basis for the development of a survey questionnaire administered to employees in leadership positions at selected Eastern Cape metropolitan and district municipalities and the Eastern Cape Department of Co-operative Governance and Traditional Affairs. The questionnaire incorporated seven main HR strategies, indicators of corporate governance and corporate governance challenges at municipalities. The empirical results from this study revealed that HR Risk Management and Performance Management strategies were the main predictors of corporate governance at municipalities. Combining the HR strategies into a summative factor also demonstrated that HR strategies should be vertically aligned with the overall vision and mission of municipalities (effective and efficient service delivery) and horizontally integrated for optimal impact on corporate governance. Challenges experienced at municipalities did not moderate the relationship between the summative HR strategies and corporate governance. As such, these challenges cannot be justification for poor corporate governance at municipalities. The study makes a valuable theoretical and empirical contribution to the field of corporate governance, HRM and specifically corporate governance in a municipal environment. The integrated SHRM framework developed in the study is comprehensive and tested. Furthermore, the framework provides a specific context for corporate governance in a municipal environment by incorporating the legal Regulatory and Statutory framework for corporate governance, the SABPP Code of Conduct for HR practitioners, and the seven main SHRM focus areas, namely HR vision and strategy, employment practices, on-boarding practices, human capital development practices, Performance Management, designing and establishing an ethical organisation and HR Risk Management. In addition, it provides a link between these strategies and corporate governance indicators that is deemed important in a municipal environment where effective and efficient service delivery is the ultimate test for success.
- Full Text:
- Date Issued: 2019
- Authors: Gomomo, Jongisizwe Augustine
- Date: 2019
- Subjects: Corporate governance -- South Africa , Personnel management Personnel departments
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: http://hdl.handle.net/10948/39698 , vital:35349
- Description: In South Africa, the concept of corporate governance in a municipal environment is relatively new and the application of corporate governance principles remains a challenge (Ard and Berg, 2010, pp. 80-82). Previous research on corporate governance in a municipal environment mainly focused on challenges with regards to corporate governance and not on the role of strategic Human Resource Management in improving corporate governance. The main purpose of this study was therefore to develop a SHRM framework that could be utilised by municipalities to improve corporate governance. The following actions were taken to achieve this objective: A literature study was conducted to examine theory related to corporate governance and to consider corporate governance from an international, African and local government perspective. Various approaches, principles and practices related to corporate governance were also examined. The literature study further explored the legislative frameworks introduced in South Africa to improve corporate governance and in this respect the contribution of the Constitution of South Africa, the King Reports I-IV, Batho-Pele principles, municipal structures, municipal integrated development plans and the South African Board for People Practice are outlined. Existing SHRM models were analysed and specific HR strategies for improving corporate governance in municipalities were extracted from these models. The findings from the literature review were then integrated into a best practice SHRM framework for establishing corporate governance at municipalities. This integrated SHRM framework was used as a basis for the development of a survey questionnaire administered to employees in leadership positions at selected Eastern Cape metropolitan and district municipalities and the Eastern Cape Department of Co-operative Governance and Traditional Affairs. The questionnaire incorporated seven main HR strategies, indicators of corporate governance and corporate governance challenges at municipalities. The empirical results from this study revealed that HR Risk Management and Performance Management strategies were the main predictors of corporate governance at municipalities. Combining the HR strategies into a summative factor also demonstrated that HR strategies should be vertically aligned with the overall vision and mission of municipalities (effective and efficient service delivery) and horizontally integrated for optimal impact on corporate governance. Challenges experienced at municipalities did not moderate the relationship between the summative HR strategies and corporate governance. As such, these challenges cannot be justification for poor corporate governance at municipalities. The study makes a valuable theoretical and empirical contribution to the field of corporate governance, HRM and specifically corporate governance in a municipal environment. The integrated SHRM framework developed in the study is comprehensive and tested. Furthermore, the framework provides a specific context for corporate governance in a municipal environment by incorporating the legal Regulatory and Statutory framework for corporate governance, the SABPP Code of Conduct for HR practitioners, and the seven main SHRM focus areas, namely HR vision and strategy, employment practices, on-boarding practices, human capital development practices, Performance Management, designing and establishing an ethical organisation and HR Risk Management. In addition, it provides a link between these strategies and corporate governance indicators that is deemed important in a municipal environment where effective and efficient service delivery is the ultimate test for success.
- Full Text:
- Date Issued: 2019
Customer satisfaction with the guesthouse experience in Ghana
- Authors: Amoah, Felix
- Date: 2016
- Subjects: Consumer satisfaction -- Ghana , Hospitality industry -- Ghana -- Management , Tourism -- Ghana -- Marketing
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: http://hdl.handle.net/10948/6073 , vital:21036
- Description: Guesthouse accommodation plays an important role in Ghana’s hospitality industry and was therefore the focus of this study as little research dealing with guesthouses in Ghana could be found. The number of guesthouses in Ghana continues to grow and they thus represent an important alternative to hotels. However, these establishments seem to perform poorly and face several challenges such as lack of managerial knowledge, insufficiently skilled employees, poor interaction with customers, and criticisms of the provision of low quality service. The main reason for undertaking this research was to provide guesthouse managers in Ghana with information that might assist them in making decisions about the experience they offer. Such knowledge could make this type of accommodation more competitive and eventually help the hospitality sector in Ghana attract tourists and grow. It is imperative that guesthouses focus on the experience they offer, because contemporary tourism and hospitality literature suggest that successful businesses require a shift from functional and financial interests to a more profound focus on total experiences which embody emotional aspects. It is thus argued that, if guesthouse managers in Ghana do not know how their guests perceive their guesthouse experience, they might make costly mistakes and allocate resources to aspects that already provide quality and value in a functional sense, instead of those elements perceived as providing quality and value in the total experience. Two dominating concepts, namely experience quality and experience value, formed the basis of the examination of guests’ experience with the guesthouses in Ghana. In addition, the relationships between the experience and satisfaction were also investigated. Four experience quality dimensions, namely hedonics, peace of mind, involvement, and recognition, and seven value dimensions were examined. The experience value dimensions included atmospherics, enjoyment, entertainment, efficiency, excellence, escape, and economic value. A proportional stratified random sampling procedure was followed to select the guesthouses for the study. Thereafter, a structured questionnaire was distributed to the guesthouse guests selected by means of convenience sampling. Five hundred and forty one useable questionnaires were received. The guesthouse guests formed the primary sampling unit for this study. The results of the empirical study showed a strong positive correlation between all the dimensions of experience quality and experience value, while the factor analysis confirmed that all these dimensions loaded on a single factor. Therefore, experience quality and experience value cannot be separated, and the resulting single multi-dimensional factor was subsequently renamed, overall experience. The results also indicated a positive relationship between hedonics, peace of mind, involvement, recognition, atmospherics, enjoyment, entertainment, efficiency, excellence, escape, economic value, and overall satisfaction. The inferentially established rank-order of the dimensions contributing to satisfaction can guide managers when allocating resources. Overall, atmospherics was ranked first, followed by economic value. Escape was the lowest ranked dimension. In addition, it was found that, except for escape, all the experience dimensions were perceived as basic satisfiers. This implies that guests will be dissatisfied when provision of these dimensions is inadequate. With regard to escape, listed as a performance factor, guests will be satisfied when performance is improved and dissatisfied when performance is low. A positive relationship was also found between overall experience and overall satisfaction. The latter include the likelihood of return and recommending the guesthouse to others. Finally, structural equation modelling confirmed a model representing the 11 experience dimensions (hedonics, peace of mind, involvement, recognition, atmospherics, enjoyment, entertainment, escape, efficiency, excellence, and economic value) and the relationships between overall experience and overall satisfaction pertaining to guesthouses in Ghana.
- Full Text:
- Date Issued: 2016
- Authors: Amoah, Felix
- Date: 2016
- Subjects: Consumer satisfaction -- Ghana , Hospitality industry -- Ghana -- Management , Tourism -- Ghana -- Marketing
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: http://hdl.handle.net/10948/6073 , vital:21036
- Description: Guesthouse accommodation plays an important role in Ghana’s hospitality industry and was therefore the focus of this study as little research dealing with guesthouses in Ghana could be found. The number of guesthouses in Ghana continues to grow and they thus represent an important alternative to hotels. However, these establishments seem to perform poorly and face several challenges such as lack of managerial knowledge, insufficiently skilled employees, poor interaction with customers, and criticisms of the provision of low quality service. The main reason for undertaking this research was to provide guesthouse managers in Ghana with information that might assist them in making decisions about the experience they offer. Such knowledge could make this type of accommodation more competitive and eventually help the hospitality sector in Ghana attract tourists and grow. It is imperative that guesthouses focus on the experience they offer, because contemporary tourism and hospitality literature suggest that successful businesses require a shift from functional and financial interests to a more profound focus on total experiences which embody emotional aspects. It is thus argued that, if guesthouse managers in Ghana do not know how their guests perceive their guesthouse experience, they might make costly mistakes and allocate resources to aspects that already provide quality and value in a functional sense, instead of those elements perceived as providing quality and value in the total experience. Two dominating concepts, namely experience quality and experience value, formed the basis of the examination of guests’ experience with the guesthouses in Ghana. In addition, the relationships between the experience and satisfaction were also investigated. Four experience quality dimensions, namely hedonics, peace of mind, involvement, and recognition, and seven value dimensions were examined. The experience value dimensions included atmospherics, enjoyment, entertainment, efficiency, excellence, escape, and economic value. A proportional stratified random sampling procedure was followed to select the guesthouses for the study. Thereafter, a structured questionnaire was distributed to the guesthouse guests selected by means of convenience sampling. Five hundred and forty one useable questionnaires were received. The guesthouse guests formed the primary sampling unit for this study. The results of the empirical study showed a strong positive correlation between all the dimensions of experience quality and experience value, while the factor analysis confirmed that all these dimensions loaded on a single factor. Therefore, experience quality and experience value cannot be separated, and the resulting single multi-dimensional factor was subsequently renamed, overall experience. The results also indicated a positive relationship between hedonics, peace of mind, involvement, recognition, atmospherics, enjoyment, entertainment, efficiency, excellence, escape, economic value, and overall satisfaction. The inferentially established rank-order of the dimensions contributing to satisfaction can guide managers when allocating resources. Overall, atmospherics was ranked first, followed by economic value. Escape was the lowest ranked dimension. In addition, it was found that, except for escape, all the experience dimensions were perceived as basic satisfiers. This implies that guests will be dissatisfied when provision of these dimensions is inadequate. With regard to escape, listed as a performance factor, guests will be satisfied when performance is improved and dissatisfied when performance is low. A positive relationship was also found between overall experience and overall satisfaction. The latter include the likelihood of return and recommending the guesthouse to others. Finally, structural equation modelling confirmed a model representing the 11 experience dimensions (hedonics, peace of mind, involvement, recognition, atmospherics, enjoyment, entertainment, escape, efficiency, excellence, and economic value) and the relationships between overall experience and overall satisfaction pertaining to guesthouses in Ghana.
- Full Text:
- Date Issued: 2016
The development of an integrated value chain cost reduction methodology
- Welman, Abraham Jacobus Frederik
- Authors: Welman, Abraham Jacobus Frederik
- Date: 2013
- Subjects: Corporations -- Finance -- Management , Manufacturing industries -- Cost control , Industrial procurement
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:8775 , http://hdl.handle.net/10948/d1012954
- Description: The reason for the existence of any company is to make a profit, which means increasing turnover and keeping costs as low as possible. Optimisation of the Value Chain and Procurement were identified as the two largest contributors when one needs to improve the bottom line of any company. The purpose of this research was to develop an integrated Value Chain and Procurement cost reduction methodology and system specifications for a software solution which captures, tracks and accurately reports the impact of the improvement initiatives. The main research question was structured as follows: What should the specifications of a software solution be that will integrate the cost reduction processes of the Value Chain and of Procurement, in a manner that will ensure maximum sustainable bottom-line savings for companies in the manufacturing or service industries? The objective was to define the key phases in the Value Chain and Procurement cost reduction process and to determine how and where they integrate. It is important to note that according the literature review and the survey, both the Value Chain and Procurement cost reduction processes consist of seven phases. The phases of the Value Chain cost reduction process were: Phase 1: Budget/ABC costing and data analysis; Phase 2: Generate ideas; Phase 3: Evaluate and approve ideas; Phase 4: Implementation planning and approval; Phase 5: Development of project (idea) specific KPI's; Phase 6: Implementation of ideas; Phase 7: Track and report savings. The phases of the Procurement (Strategic Sourcing) cost reduction process were: Phase 1: Team selection/data collection/spend analysis/work plan development Phase 2: Access requirements/internal and external analysis; Phase 3: Develop strategy/shape value proposition; Phase 4: Screen suppliers, issue RFI/P/Q, implementation planning; Phase 5: Conduct commercial event/negotiate/finalise contract; Phase 6: Implement contract; Phase 7: Contract management/track and reporting. The above two cost reduction processes integrate at each phase of the respective processes and should thus be implemented at the same time due to their interdependencies. Based on the findings of the research it was clear that an integrated Value Chain and Procurement cost reduction process alone is not going to solve the cost reduction problems of companies. It is essential for the successful implementation of the integrated cost reduction process to develop skills and knowledgeable resources to implement the integrated cost reduction process, improve collaboration between the Value Chain and Procurement, and to implement a system to track and report performance during implementation. Further research should include how to adapt the current company processes, structures, procedures and systems in order to gain maximum benefit from the implementation of an integrated cost reduction process. The integrated Value Chain and Procurement cost reduction process, supported by a software system, should improve the success of cost reduction projects in companies. It is, however, important to note that the application of the methodology will vary between industries and that service-related industries might put more emphasis on Procurement cost reduction, while the manufacturing industries might place a bigger emphasis on cost reduction in operations. In conclusion, irrespective of the industries, it is evident that this methodology will enhance the cost reduction results previously obtained from similar efforts.
- Full Text:
- Date Issued: 2013
- Authors: Welman, Abraham Jacobus Frederik
- Date: 2013
- Subjects: Corporations -- Finance -- Management , Manufacturing industries -- Cost control , Industrial procurement
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:8775 , http://hdl.handle.net/10948/d1012954
- Description: The reason for the existence of any company is to make a profit, which means increasing turnover and keeping costs as low as possible. Optimisation of the Value Chain and Procurement were identified as the two largest contributors when one needs to improve the bottom line of any company. The purpose of this research was to develop an integrated Value Chain and Procurement cost reduction methodology and system specifications for a software solution which captures, tracks and accurately reports the impact of the improvement initiatives. The main research question was structured as follows: What should the specifications of a software solution be that will integrate the cost reduction processes of the Value Chain and of Procurement, in a manner that will ensure maximum sustainable bottom-line savings for companies in the manufacturing or service industries? The objective was to define the key phases in the Value Chain and Procurement cost reduction process and to determine how and where they integrate. It is important to note that according the literature review and the survey, both the Value Chain and Procurement cost reduction processes consist of seven phases. The phases of the Value Chain cost reduction process were: Phase 1: Budget/ABC costing and data analysis; Phase 2: Generate ideas; Phase 3: Evaluate and approve ideas; Phase 4: Implementation planning and approval; Phase 5: Development of project (idea) specific KPI's; Phase 6: Implementation of ideas; Phase 7: Track and report savings. The phases of the Procurement (Strategic Sourcing) cost reduction process were: Phase 1: Team selection/data collection/spend analysis/work plan development Phase 2: Access requirements/internal and external analysis; Phase 3: Develop strategy/shape value proposition; Phase 4: Screen suppliers, issue RFI/P/Q, implementation planning; Phase 5: Conduct commercial event/negotiate/finalise contract; Phase 6: Implement contract; Phase 7: Contract management/track and reporting. The above two cost reduction processes integrate at each phase of the respective processes and should thus be implemented at the same time due to their interdependencies. Based on the findings of the research it was clear that an integrated Value Chain and Procurement cost reduction process alone is not going to solve the cost reduction problems of companies. It is essential for the successful implementation of the integrated cost reduction process to develop skills and knowledgeable resources to implement the integrated cost reduction process, improve collaboration between the Value Chain and Procurement, and to implement a system to track and report performance during implementation. Further research should include how to adapt the current company processes, structures, procedures and systems in order to gain maximum benefit from the implementation of an integrated cost reduction process. The integrated Value Chain and Procurement cost reduction process, supported by a software system, should improve the success of cost reduction projects in companies. It is, however, important to note that the application of the methodology will vary between industries and that service-related industries might put more emphasis on Procurement cost reduction, while the manufacturing industries might place a bigger emphasis on cost reduction in operations. In conclusion, irrespective of the industries, it is evident that this methodology will enhance the cost reduction results previously obtained from similar efforts.
- Full Text:
- Date Issued: 2013
Tailoring a lean product development framework for the South African automotive industry
- Authors: Mund, Klaudia
- Date: 2011
- Subjects: Lean manufacturing , Automobile industry and trade -- South Africa , Production management -- South Africa , Globalization
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:8792 , http://hdl.handle.net/10948/d1015737
- Description: Globalization in the automotive industry exerts enormous pressure on automotive manufacturers and forces many global companies to expand into emerging markets, which results in adopting new ways to manage product design and development. Excellence in product design and development offers an opportunity to gain competitive advantage and can be achieved by implementing Toyota´s Lean Product Development System (LPDS). Although in the last three years Toyota has been severely challenged by the global economic crisis, by a series of recalls resulting in reputation damage and also by natural disasters such as the recent tsunamis - the world can still learn from Toyota´s successes embodied in the lean concept and practices, which are integral to Toyota´s ‘way of life’. The LPDS model (Morgan & Liker 2006) has captured the attention of academics worldwide (including this researcher) thanks to the following key characteristics: shorter development times, less engineering hours involved in development, lower manufacturing costs, higher customer satisfaction and fewer defects reported. In the academic world, lean product development (LPD) is a new field of exploration and thus relevant literature and numbers of studies available are limited. However, scientists are asking questions about successful adaptation and adoption of this model to other environments beyond Toyota. Similarly, the researcher aimed in this thesis to find answers to its main research question, namely: ‘What would be a suitable LPD model for the South African automotive industry?’ South Africa (SA) is a country with a strong manufacturing tradition and although the automotive sector is the third-largest segment in the South African economy and its vehicle market is the largest on the African continent in a global perspective SA´s contribution is relatively small as it produces only 0.61percent of the global motor vehicle volume (OICA 2011). While the country strives to secure sustainable development for the automotive industry and seeks to improve its global competitiveness, companies operating in SA are currently faced with several unique challenges and problems. Lean has been expanding slowly in SA and some companies in the local automotive industry have implemented the lean concept into production areas to improve their operational excellence and performance. However, it is a search for excellence in product development (PD) that could best contribute to improved sustainability for the automotive industry and also provide an important strategic spur towards global competitiveness. The primary intention of this research was to develop an integrated LPD framework tailored for SA´s automotive industry. Considering this, it was necessary to determine current PD capabilities at domestic and international companies operating in SA´s automotive industry so as to examine levels of adaptation of LPD practices. A questionnaire survey and personal interviews involving all seven locally operating Original Equipment Manufacturers (OEMs), including Toyota, as well as 36 local automotive suppliers provided an empirical base for this investigation. This study indicates that SA plays an important supportive role in the global PD context. In spite of a strong manufacturing focus and very limited PD capabilities, SA´s automotive companies have already achieved a high level of ‘leanness’ in product engineering processes. However, on the downside, it appears that industry leaders and senior managers are sceptical about current and future capabilities and opportunities for SA in the designing and developing of global products.
- Full Text:
- Date Issued: 2011
- Authors: Mund, Klaudia
- Date: 2011
- Subjects: Lean manufacturing , Automobile industry and trade -- South Africa , Production management -- South Africa , Globalization
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:8792 , http://hdl.handle.net/10948/d1015737
- Description: Globalization in the automotive industry exerts enormous pressure on automotive manufacturers and forces many global companies to expand into emerging markets, which results in adopting new ways to manage product design and development. Excellence in product design and development offers an opportunity to gain competitive advantage and can be achieved by implementing Toyota´s Lean Product Development System (LPDS). Although in the last three years Toyota has been severely challenged by the global economic crisis, by a series of recalls resulting in reputation damage and also by natural disasters such as the recent tsunamis - the world can still learn from Toyota´s successes embodied in the lean concept and practices, which are integral to Toyota´s ‘way of life’. The LPDS model (Morgan & Liker 2006) has captured the attention of academics worldwide (including this researcher) thanks to the following key characteristics: shorter development times, less engineering hours involved in development, lower manufacturing costs, higher customer satisfaction and fewer defects reported. In the academic world, lean product development (LPD) is a new field of exploration and thus relevant literature and numbers of studies available are limited. However, scientists are asking questions about successful adaptation and adoption of this model to other environments beyond Toyota. Similarly, the researcher aimed in this thesis to find answers to its main research question, namely: ‘What would be a suitable LPD model for the South African automotive industry?’ South Africa (SA) is a country with a strong manufacturing tradition and although the automotive sector is the third-largest segment in the South African economy and its vehicle market is the largest on the African continent in a global perspective SA´s contribution is relatively small as it produces only 0.61percent of the global motor vehicle volume (OICA 2011). While the country strives to secure sustainable development for the automotive industry and seeks to improve its global competitiveness, companies operating in SA are currently faced with several unique challenges and problems. Lean has been expanding slowly in SA and some companies in the local automotive industry have implemented the lean concept into production areas to improve their operational excellence and performance. However, it is a search for excellence in product development (PD) that could best contribute to improved sustainability for the automotive industry and also provide an important strategic spur towards global competitiveness. The primary intention of this research was to develop an integrated LPD framework tailored for SA´s automotive industry. Considering this, it was necessary to determine current PD capabilities at domestic and international companies operating in SA´s automotive industry so as to examine levels of adaptation of LPD practices. A questionnaire survey and personal interviews involving all seven locally operating Original Equipment Manufacturers (OEMs), including Toyota, as well as 36 local automotive suppliers provided an empirical base for this investigation. This study indicates that SA plays an important supportive role in the global PD context. In spite of a strong manufacturing focus and very limited PD capabilities, SA´s automotive companies have already achieved a high level of ‘leanness’ in product engineering processes. However, on the downside, it appears that industry leaders and senior managers are sceptical about current and future capabilities and opportunities for SA in the designing and developing of global products.
- Full Text:
- Date Issued: 2011
Trust building strategies to enhance collective bargaining processes in organisations
- Authors: Ngalo, Osmond Tolo
- Date: 2011
- Subjects: Trust , Collective bargaining
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9398 , http://hdl.handle.net/10948/1312 , Trust , Collective bargaining
- Description: The main research problem in this study was to identify what trust-building strategies can be utilised by organisations to enhance collective bargaining processes. To achieve this objective a theoretical Institutional Arrangements-Based Model of trust-building was conceptualised, developed and presented in Chapter 5. The presentation of this model was the culmination of the research design phases outlined below: -The first phase consisted of a literature survey undertaken to discover the nature and dynamics of the concept "trust". -The second phase consisted of surveying the literature attempting to understand the nature of the collective bargaining process, its elements and types and the environmental factors that tend to impinge on it. -The final phase of the literature survey focused on various trust-building strategies, theories and models that can be utilised by organisations to ii enhance collective bargaining processes. Trust is generally acknowledged as a necessary requirement for effective and successful workplace relationships. Because of this factor it is crucial that South African employer-employee relationships are improved in a conscious and sustainable way in order for our businesses to remain competitive in the face of global competition. With this reality in mind there is still much in the South African labour relations environment that fosters conflict. One of the primary factors that impinge on trust in employer-employee relations in South Africa is the previous government‘s divisive and racist apartheid policies. These policies have resulted in serious structural imbalances in the economy, the skewed distribution of wealth and the general scarcity of resources to address these attendant challenges. Finnemore and van Rensburg (2002, p. 36) surveys the current labour relations scenario and comments about the extent to which it has been severely affected by apartheid. Some of its appalling outcomes are: racial divisions between skilled and unskilled workers, apartheid wage gaps, poorly educated workers, dictatorial management styles and a lack of protection for the most vulnerable workers. As revealed in this research study there are still widely divergent views at the workplace regarding the nature and levels of trust that are prevalent. The overwhelming view, however, is that there is, generally, a lack of trust between managerial and employee collective bargaining teams. This lack of trust which is evident between employer and employee parties will tend to result in collective bargaining processes being embarked upon in a climate imbued with the negative spirit of distrust. The recommended Institutional Arrangements-Based Model of trust-building advocates for a process of trust-building prior to any collective bargaining initiatives. This process, as depicted in the elements of the recommended model, needs to begin with phases which will focus on frame-alignment and the identification of all sources of distrust between the parties. These prescribed sessions seek to culminate in a common understanding, between the contesting parties, of their real divergent issues and concerns as well as their existing commonalities. The next phases of the recommended model entail the parties, jointly, developing proposals and policies that in the short and long term will aim at the resolution of the identified sources of distrust and thereby reduce the psychological distance between them. The final phase of the model entails the implementation of joint problem–solving resolutions and the development of appropriate policies i.e. institutional arrangements, to deal with all conflict-prone areas of the business operations. Simultaneously, there needs to be continuous evaluation and monitoring of organisational trust and the "agreed to" trust-building strategies to ensure that distrust is reduced or eliminated in the long term, allowing the organisation and the individual employees to perform at their optimum in order to achieve their common goals.
- Full Text:
- Date Issued: 2011
- Authors: Ngalo, Osmond Tolo
- Date: 2011
- Subjects: Trust , Collective bargaining
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9398 , http://hdl.handle.net/10948/1312 , Trust , Collective bargaining
- Description: The main research problem in this study was to identify what trust-building strategies can be utilised by organisations to enhance collective bargaining processes. To achieve this objective a theoretical Institutional Arrangements-Based Model of trust-building was conceptualised, developed and presented in Chapter 5. The presentation of this model was the culmination of the research design phases outlined below: -The first phase consisted of a literature survey undertaken to discover the nature and dynamics of the concept "trust". -The second phase consisted of surveying the literature attempting to understand the nature of the collective bargaining process, its elements and types and the environmental factors that tend to impinge on it. -The final phase of the literature survey focused on various trust-building strategies, theories and models that can be utilised by organisations to ii enhance collective bargaining processes. Trust is generally acknowledged as a necessary requirement for effective and successful workplace relationships. Because of this factor it is crucial that South African employer-employee relationships are improved in a conscious and sustainable way in order for our businesses to remain competitive in the face of global competition. With this reality in mind there is still much in the South African labour relations environment that fosters conflict. One of the primary factors that impinge on trust in employer-employee relations in South Africa is the previous government‘s divisive and racist apartheid policies. These policies have resulted in serious structural imbalances in the economy, the skewed distribution of wealth and the general scarcity of resources to address these attendant challenges. Finnemore and van Rensburg (2002, p. 36) surveys the current labour relations scenario and comments about the extent to which it has been severely affected by apartheid. Some of its appalling outcomes are: racial divisions between skilled and unskilled workers, apartheid wage gaps, poorly educated workers, dictatorial management styles and a lack of protection for the most vulnerable workers. As revealed in this research study there are still widely divergent views at the workplace regarding the nature and levels of trust that are prevalent. The overwhelming view, however, is that there is, generally, a lack of trust between managerial and employee collective bargaining teams. This lack of trust which is evident between employer and employee parties will tend to result in collective bargaining processes being embarked upon in a climate imbued with the negative spirit of distrust. The recommended Institutional Arrangements-Based Model of trust-building advocates for a process of trust-building prior to any collective bargaining initiatives. This process, as depicted in the elements of the recommended model, needs to begin with phases which will focus on frame-alignment and the identification of all sources of distrust between the parties. These prescribed sessions seek to culminate in a common understanding, between the contesting parties, of their real divergent issues and concerns as well as their existing commonalities. The next phases of the recommended model entail the parties, jointly, developing proposals and policies that in the short and long term will aim at the resolution of the identified sources of distrust and thereby reduce the psychological distance between them. The final phase of the model entails the implementation of joint problem–solving resolutions and the development of appropriate policies i.e. institutional arrangements, to deal with all conflict-prone areas of the business operations. Simultaneously, there needs to be continuous evaluation and monitoring of organisational trust and the "agreed to" trust-building strategies to ensure that distrust is reduced or eliminated in the long term, allowing the organisation and the individual employees to perform at their optimum in order to achieve their common goals.
- Full Text:
- Date Issued: 2011
An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region
- Authors: Angloher, Sanette
- Date: 2010
- Subjects: Leadership , Organizational change
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9341 , http://hdl.handle.net/10948/1261 , Leadership , Organizational change
- Description: Against a backdrop of increasing globalisation, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, the primary task of management today is the leadership of organisational change (Graetz, 2000:550). In the words of Lussier and Achua Abstract v (2001:9): “The companies that will survive in the new global competitiveness environment are those that can attract and maintain leaders”. The above emphasises the important role of managers during times when change take place in the organisation. Yet employees are often managed inappropriately in a period of change. There are two reasons for this: (1) managers managing change are under pressure which undermines their own performance, (2) organisations often do not possess managers who are skilful at handling change. It is this second reason that will form the focus of this study. Carnall (1999:105) states that managing change effectively requires an understanding of both what is and seems likely to happen and of how people react to change, and a skilful management performance. Leaders must take on more facilitative roles, as competencies in change management become critical to creating and sustaining effective organisations. The major technological advances of today rely heavily on leaders to facilitate change. Leaders need to encourage people to “collaborate, take risks, take responsibility and be accountable for the change process the organisation must continually undergo to maintain a leadership position in its industry”, according to Moran and Brightman (2000:3). They furthermore argue that “change leaders recognise that they are always trying to balance stability and change. It is a delicate balance to accomplish since employees desire order and stability, while organisations must be ready to adapt to changing conditions quickly”. In this rapidly changing world, organisations must become more flexible, more responsive, and more willing to change and adapt. They must create and assimilate new knowledge at an increasing pace, encourage innovation, and learn to compete in new ways. Dess and Picken (2000:30) argue that the leaders of these organisations must be proactive in facilitating organisational learning and encouraging positive adaptation to external changes. The above shows what an important role leaders/managers have to play in the strategic change process. They need to possess the requisite skills in leadership, problem solving, continuous improvement, team effectiveness, and customer service in order to ensure the long-term growth and stability in the organisation which change can bring about. This research project will identify the various skills needed to successfully manage a change initiative.
- Full Text:
- Date Issued: 2010
- Authors: Angloher, Sanette
- Date: 2010
- Subjects: Leadership , Organizational change
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9341 , http://hdl.handle.net/10948/1261 , Leadership , Organizational change
- Description: Against a backdrop of increasing globalisation, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, the primary task of management today is the leadership of organisational change (Graetz, 2000:550). In the words of Lussier and Achua Abstract v (2001:9): “The companies that will survive in the new global competitiveness environment are those that can attract and maintain leaders”. The above emphasises the important role of managers during times when change take place in the organisation. Yet employees are often managed inappropriately in a period of change. There are two reasons for this: (1) managers managing change are under pressure which undermines their own performance, (2) organisations often do not possess managers who are skilful at handling change. It is this second reason that will form the focus of this study. Carnall (1999:105) states that managing change effectively requires an understanding of both what is and seems likely to happen and of how people react to change, and a skilful management performance. Leaders must take on more facilitative roles, as competencies in change management become critical to creating and sustaining effective organisations. The major technological advances of today rely heavily on leaders to facilitate change. Leaders need to encourage people to “collaborate, take risks, take responsibility and be accountable for the change process the organisation must continually undergo to maintain a leadership position in its industry”, according to Moran and Brightman (2000:3). They furthermore argue that “change leaders recognise that they are always trying to balance stability and change. It is a delicate balance to accomplish since employees desire order and stability, while organisations must be ready to adapt to changing conditions quickly”. In this rapidly changing world, organisations must become more flexible, more responsive, and more willing to change and adapt. They must create and assimilate new knowledge at an increasing pace, encourage innovation, and learn to compete in new ways. Dess and Picken (2000:30) argue that the leaders of these organisations must be proactive in facilitating organisational learning and encouraging positive adaptation to external changes. The above shows what an important role leaders/managers have to play in the strategic change process. They need to possess the requisite skills in leadership, problem solving, continuous improvement, team effectiveness, and customer service in order to ensure the long-term growth and stability in the organisation which change can bring about. This research project will identify the various skills needed to successfully manage a change initiative.
- Full Text:
- Date Issued: 2010
Analysis processes as antecedents for decision-making related to growth strategies of South African Game Ranchers
- Authors: Van Eyk, Marlé
- Date: 2010
- Subjects: Tourism -- Marketing , Game farms -- South Africa
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9356 , http://hdl.handle.net/10948/1546 , Tourism -- Marketing , Game farms -- South Africa
- Description: Game ranching offers an economic alternative to conventional stock farming and is a means of supplementing income derived from agricultural activities. Competition is intensifying as ranchers continuously look for ways to improve and expand their businesses and gain a competitive advantage. Ranchers consequently have to find strategies that can ensure growth. Since a reciprocal relationship and dependency exists between a game ranch and the environment in which it operates, it is essential that ranchers take cognizance of aspects in the marketing environment that can either limit, and hence encumber the choice of growth strategy, or stimulate the growth potential of game ranches. As the objective of marketing is to offer customers superior value, it is pertinent for ranchers to know and understand the needs, requirements and motivations of visitors. Failure to do so will cause visitors to patronise other game ranches, or alternative tourism offerings that meet their expectations. A literature review was conducted to define strategy and assist in identifying growth strategies available to a game ranch. The literature review assisted in categorising elements in the external, internal and customer analysis phases of strategic marketing management. Surveys were conducted by means of self-completion questionnaires which were distributed throughout South Africa. Two sets of questionnaires were distributed - one to respondents with prior experience of a game ranch, and one to respondents with no-prior experience. A qualifying question directed the fieldworker to decide which questionnaire should be completed by the respondent. The surveys were constructed in such a way as to determine to what extent various factors would persuade respondents to visit a ranch or extend their stay. Based on a factor analysis, an eight factor structure emerged which represented the personal values of respondents and their levels of expectation for each of the factors. The eight factors were stimulation, universalism, tradition, security, hedonism, power, socialisation, and self-direction. The study revealed the following. - The majority of respondents with no-prior experience of a game ranch is either unaware of the offerings of game ranches, or perceives them as too expensive. - The sustainable use of natural resources is not only essential for the existence of a game ranch, but is also an important motivator for respondents to either visit a game ranch or extend their stay at a ranch. - Staff play a critical role in the overall experience of visitors and act as an important motivator to either visit/revisit a game ranch or extend their stay at the ranch. - Clean and comfortable overnight facilities are deemed important by all respondents. - Respondents have a strong desire to relax and spend time with family and friends. A decision-making framework from which game ranches can select applicable growth strategies resulted from the study. The decision-making framework comprises a three-phase process; phase 1 is the identification of a game ranch's target market; phase 2 is the use of a simplistic framework to determine a possible growth strategy for a game ranch; phase 3 is the identification of ways to implement the selected strategy. As the game ranch industry makes significant contributions to the economic, social and ecological welfare of South Africa, this study added to the body of knowledge of game ranching in South Africa, particularly with regard to the growth options available to game ranches. Recommendations for consideration of future research included the following. - As the current study investigated hunting and tourism, future research on growth strategies for game ranches could also include other aspects of game ranching such as the sale of live game and game products. - More focused empirical research into external and internal strategic analysis should be considered to supplement the empirical research into customer analysis resulting from the current study. - Finally, additional information obtained on the external and internal strategic analysis process could lead to expanding the decision-making framework developed in this study into a more holistic tool to be used in selecting a growth strategy, or combination of strategies for a game ranch3.
- Full Text:
- Date Issued: 2010
- Authors: Van Eyk, Marlé
- Date: 2010
- Subjects: Tourism -- Marketing , Game farms -- South Africa
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9356 , http://hdl.handle.net/10948/1546 , Tourism -- Marketing , Game farms -- South Africa
- Description: Game ranching offers an economic alternative to conventional stock farming and is a means of supplementing income derived from agricultural activities. Competition is intensifying as ranchers continuously look for ways to improve and expand their businesses and gain a competitive advantage. Ranchers consequently have to find strategies that can ensure growth. Since a reciprocal relationship and dependency exists between a game ranch and the environment in which it operates, it is essential that ranchers take cognizance of aspects in the marketing environment that can either limit, and hence encumber the choice of growth strategy, or stimulate the growth potential of game ranches. As the objective of marketing is to offer customers superior value, it is pertinent for ranchers to know and understand the needs, requirements and motivations of visitors. Failure to do so will cause visitors to patronise other game ranches, or alternative tourism offerings that meet their expectations. A literature review was conducted to define strategy and assist in identifying growth strategies available to a game ranch. The literature review assisted in categorising elements in the external, internal and customer analysis phases of strategic marketing management. Surveys were conducted by means of self-completion questionnaires which were distributed throughout South Africa. Two sets of questionnaires were distributed - one to respondents with prior experience of a game ranch, and one to respondents with no-prior experience. A qualifying question directed the fieldworker to decide which questionnaire should be completed by the respondent. The surveys were constructed in such a way as to determine to what extent various factors would persuade respondents to visit a ranch or extend their stay. Based on a factor analysis, an eight factor structure emerged which represented the personal values of respondents and their levels of expectation for each of the factors. The eight factors were stimulation, universalism, tradition, security, hedonism, power, socialisation, and self-direction. The study revealed the following. - The majority of respondents with no-prior experience of a game ranch is either unaware of the offerings of game ranches, or perceives them as too expensive. - The sustainable use of natural resources is not only essential for the existence of a game ranch, but is also an important motivator for respondents to either visit a game ranch or extend their stay at a ranch. - Staff play a critical role in the overall experience of visitors and act as an important motivator to either visit/revisit a game ranch or extend their stay at the ranch. - Clean and comfortable overnight facilities are deemed important by all respondents. - Respondents have a strong desire to relax and spend time with family and friends. A decision-making framework from which game ranches can select applicable growth strategies resulted from the study. The decision-making framework comprises a three-phase process; phase 1 is the identification of a game ranch's target market; phase 2 is the use of a simplistic framework to determine a possible growth strategy for a game ranch; phase 3 is the identification of ways to implement the selected strategy. As the game ranch industry makes significant contributions to the economic, social and ecological welfare of South Africa, this study added to the body of knowledge of game ranching in South Africa, particularly with regard to the growth options available to game ranches. Recommendations for consideration of future research included the following. - As the current study investigated hunting and tourism, future research on growth strategies for game ranches could also include other aspects of game ranching such as the sale of live game and game products. - More focused empirical research into external and internal strategic analysis should be considered to supplement the empirical research into customer analysis resulting from the current study. - Finally, additional information obtained on the external and internal strategic analysis process could lead to expanding the decision-making framework developed in this study into a more holistic tool to be used in selecting a growth strategy, or combination of strategies for a game ranch3.
- Full Text:
- Date Issued: 2010
A model for evaluating training and development initiatives in the Botswana public service
- Tshukudu, Theophilus Tebetso
- Authors: Tshukudu, Theophilus Tebetso
- Date: 2009
- Subjects: Civil service -- Personnel management -- Botswana , Civil service -- Labor productivity -- Botswana , Civil service -- Botswana -- Evaluation , Employees -- Training of , Public administration
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9384 , http://hdl.handle.net/10948/879 , Civil service -- Personnel management -- Botswana , Civil service -- Labor productivity -- Botswana , Civil service -- Botswana -- Evaluation , Employees -- Training of , Public administration
- Description: The purpose of this study was to develop an integrated model for evaluating training and development initiatives used by the Botswana public service. To achieve this goal, the following actions were taken: A literature study was conducted to identify the scope and impact of an effective training and development initiative and its evaluation; A literature study was conducted to identify strategies for evaluating training and development initiatives. The theoretical study focused on effective training and development strategies and their evaluation and critical organisational factors that contribute to successful training evaluation; The findings from the literature study were integrated into a model for evaluating training and development initiatives to be used by the Botswana public service; and This model was used as the basis for the development of a survey questionnaire to determine whether trainers, training managers and supervisors who were responsible for training and development in the public service agreed with the effective strategies for evaluating training and development developed in the study. The survey was conducted in ministries and departments in the south east district of Botswana, mainly in Gaborone, where ministries and government departments are located. The empirical results from the study showed that the majority of respondents’ training and development activities were not evaluated and that there is no link between training and development and performance management. In particular, disagreements were shown with regard to ten strategies and critical organisational factors. Evaluation of training and development in general, is an issue that organisations are challenged with on a daily basis. Lack of skills by trainers on how to evaluate training and development is one major contributing factor to this problem. An integrated and strategic approach towards the evaluation of training and development is required to effectively and constructively train and development employees according to strategic organisational goals, rather than according to individual trainee’s goals.
- Full Text:
- Date Issued: 2009
- Authors: Tshukudu, Theophilus Tebetso
- Date: 2009
- Subjects: Civil service -- Personnel management -- Botswana , Civil service -- Labor productivity -- Botswana , Civil service -- Botswana -- Evaluation , Employees -- Training of , Public administration
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9384 , http://hdl.handle.net/10948/879 , Civil service -- Personnel management -- Botswana , Civil service -- Labor productivity -- Botswana , Civil service -- Botswana -- Evaluation , Employees -- Training of , Public administration
- Description: The purpose of this study was to develop an integrated model for evaluating training and development initiatives used by the Botswana public service. To achieve this goal, the following actions were taken: A literature study was conducted to identify the scope and impact of an effective training and development initiative and its evaluation; A literature study was conducted to identify strategies for evaluating training and development initiatives. The theoretical study focused on effective training and development strategies and their evaluation and critical organisational factors that contribute to successful training evaluation; The findings from the literature study were integrated into a model for evaluating training and development initiatives to be used by the Botswana public service; and This model was used as the basis for the development of a survey questionnaire to determine whether trainers, training managers and supervisors who were responsible for training and development in the public service agreed with the effective strategies for evaluating training and development developed in the study. The survey was conducted in ministries and departments in the south east district of Botswana, mainly in Gaborone, where ministries and government departments are located. The empirical results from the study showed that the majority of respondents’ training and development activities were not evaluated and that there is no link between training and development and performance management. In particular, disagreements were shown with regard to ten strategies and critical organisational factors. Evaluation of training and development in general, is an issue that organisations are challenged with on a daily basis. Lack of skills by trainers on how to evaluate training and development is one major contributing factor to this problem. An integrated and strategic approach towards the evaluation of training and development is required to effectively and constructively train and development employees according to strategic organisational goals, rather than according to individual trainee’s goals.
- Full Text:
- Date Issued: 2009
Factors influencing survivor qualities after downsizing
- Authors: Chipunza, Crispen
- Date: 2009
- Subjects: Downsizing of organizations -- South Africa , Organizational change -- South Africa , Cost control , Unemployment -- Psychological aspects
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9381 , http://hdl.handle.net/10948/1219 , Downsizing of organizations -- South Africa , Organizational change -- South Africa , Cost control , Unemployment -- Psychological aspects
- Description: Today organisations all over the world have to cope with the ever-increasing rate of local and global change. Those in developing countries have to cope with the inefficiencies engendered by state-led economic, developmental and political strategies, such as new government regulations. These have had an impact on the management of human resources and are exemplified by an increasing adoption of strategies meant to reduce pressure on costs and margins. An increasing popular management response to these challenges has been to engage in some form of organisational restructuring such as downsizing. Often employees who remain (survivors) after downsizing are not given much attention, yet the achievement of new strategic goals depends on the survivors having positive attitudes, relentless commitment and high motivation. Research indicates that employees who are motivated and committed contribute vastly to the financial-bottom-line of the organisation. Therefore, downsizing organisations should continuously search for ways to increase such qualities among their survivors. The objective of this study was to identify the factors that influence the attitudes, commitment and motivation of survivors in a developing economy with a volatile environment. To achieve this objective, a theoretical survivor quality model was presented. In order to present the model, firstly, a literature survey on the importance of survivor quality in terms of attitudes, commitment, and motivation among survivors was conducted. Secondly, literature survey pertaining to the drivers of survivor quality was done, and thirdly, literature dealing with strategies to deal with survivor quality was surveyed. The theoretical survivor quality model was used to compile the research instrument that determined the attitudinal, commitment and motivational levels of survivors, how the three constructs are related after downsizing, as well as the factors influencing the observed levels. The questionnaire was randomly distributed among survivors in the selected manufacturing organisations in Zimbabwe. The empirical results obtained from the study showed that survivors in a developing economy with a volatile environment had moderate levels of attitudes, commitment ad motivation. Two categories of factors were identified as important in influencing these levels. They were downsizing strategy and demographic factors. The downsizing strategy factors were communication and victim support, while education, age, and number of years employed emerged as the demographic factors. The study further highlighted that older survivors with less education contributed more to the moderate levels of attitude, commitment and motivation observed. The study highlights that these variables must be taken into consideration when implementing downsizing in an economically volatile environment in order to manage survivor quality. A further point emanating from the study is that prior to downsizing, organisations should adopt effective communication strategies throughout the process. The key factors identified as influencing survivor quality in this study were integrated into the survivor quality model which can be used by other organisations in a similar context to manage survivor quality in order to increase their efficiency, effectiveness, iv and competitive advantage after downsizing.
- Full Text:
- Date Issued: 2009
- Authors: Chipunza, Crispen
- Date: 2009
- Subjects: Downsizing of organizations -- South Africa , Organizational change -- South Africa , Cost control , Unemployment -- Psychological aspects
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9381 , http://hdl.handle.net/10948/1219 , Downsizing of organizations -- South Africa , Organizational change -- South Africa , Cost control , Unemployment -- Psychological aspects
- Description: Today organisations all over the world have to cope with the ever-increasing rate of local and global change. Those in developing countries have to cope with the inefficiencies engendered by state-led economic, developmental and political strategies, such as new government regulations. These have had an impact on the management of human resources and are exemplified by an increasing adoption of strategies meant to reduce pressure on costs and margins. An increasing popular management response to these challenges has been to engage in some form of organisational restructuring such as downsizing. Often employees who remain (survivors) after downsizing are not given much attention, yet the achievement of new strategic goals depends on the survivors having positive attitudes, relentless commitment and high motivation. Research indicates that employees who are motivated and committed contribute vastly to the financial-bottom-line of the organisation. Therefore, downsizing organisations should continuously search for ways to increase such qualities among their survivors. The objective of this study was to identify the factors that influence the attitudes, commitment and motivation of survivors in a developing economy with a volatile environment. To achieve this objective, a theoretical survivor quality model was presented. In order to present the model, firstly, a literature survey on the importance of survivor quality in terms of attitudes, commitment, and motivation among survivors was conducted. Secondly, literature survey pertaining to the drivers of survivor quality was done, and thirdly, literature dealing with strategies to deal with survivor quality was surveyed. The theoretical survivor quality model was used to compile the research instrument that determined the attitudinal, commitment and motivational levels of survivors, how the three constructs are related after downsizing, as well as the factors influencing the observed levels. The questionnaire was randomly distributed among survivors in the selected manufacturing organisations in Zimbabwe. The empirical results obtained from the study showed that survivors in a developing economy with a volatile environment had moderate levels of attitudes, commitment ad motivation. Two categories of factors were identified as important in influencing these levels. They were downsizing strategy and demographic factors. The downsizing strategy factors were communication and victim support, while education, age, and number of years employed emerged as the demographic factors. The study further highlighted that older survivors with less education contributed more to the moderate levels of attitude, commitment and motivation observed. The study highlights that these variables must be taken into consideration when implementing downsizing in an economically volatile environment in order to manage survivor quality. A further point emanating from the study is that prior to downsizing, organisations should adopt effective communication strategies throughout the process. The key factors identified as influencing survivor quality in this study were integrated into the survivor quality model which can be used by other organisations in a similar context to manage survivor quality in order to increase their efficiency, effectiveness, iv and competitive advantage after downsizing.
- Full Text:
- Date Issued: 2009
A critical analysis of organisational strategies for employee engagement
- Authors: Poisat, Paul
- Date: 2006
- Subjects: Employees -- Attitudes , Employee motivation , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9378 , http://hdl.handle.net/10948/466 , Employees -- Attitudes , Employee motivation , Personnel management
- Description: Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
- Full Text:
- Date Issued: 2006
- Authors: Poisat, Paul
- Date: 2006
- Subjects: Employees -- Attitudes , Employee motivation , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9378 , http://hdl.handle.net/10948/466 , Employees -- Attitudes , Employee motivation , Personnel management
- Description: Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
- Full Text:
- Date Issued: 2006
The development of best practice guidelines for the contingency management of health-related absenteeism in the motor manufacturing industry
- Authors: Werner, Amanda
- Date: 2005
- Subjects: Sick leave , Absenteeism (Labor) , Contingency theory (Management) , Automobile industry and trade -- South Africa
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9379 , http://hdl.handle.net/10948/160 , Sick leave , Absenteeism (Labor) , Contingency theory (Management) , Automobile industry and trade -- South Africa
- Description: The research problem in this study was to identify best practices for the contingency management of health-related absenteeism. To achieve this goal, the following actions were taken: A literature study was conducted to identify the scope and impact of health-related absenteeism on organisations and the legal parameters within which health-related absenteeism should be managed. A literature study was also conducted to identify strategies to prevent and reduce health-related absenteeism and strategies to ensure the continuous provision of products and services in periods of high absenteeism. The theoretical study focused on the management of absenteeism, wellness, ill-health/mental problems and HIV/AIDS, as well as contingency strategies aimed at maintaining production and service provision. iii The findings from the literature study were integrated into a model of best practices for the contingency management of health-related absenteeism. This model was used as a basis for the development of a survey questionnaire to determine whether senior human resources practitioners, occupational health practitioners or line managers, who were responsible for the management of health-related absenteeism in organisations, agreed with the best practice guidelines developed in the study. The survey was conducted in the motor and motor component industry in the Nelson Mandela Metropolitan Municipality and Buffalo City Metropole. The empirical results from the study showed a strong concurrence with the best practices guidelines developed in the study, with the exception of the strategies aimed at maintaining undisrupted production and service provision during periods of high absenteeism. In particular, disagreement was shown with regard to alternative work arrangements such as flexible work-hours, a compressed workweek, telecommuting and job-sharing. Absenteeism, in general, is an issue that organisations are challenged with on a daily basis. The proliferation of various diseases, specifically HIV/AIDS, is contributing to this problem. An integrated and strategic approach is required to deal effectively and constructively with the immediate and expected future impact of health-related issues on absenteeism. Organisations could use the best practices guidelines, identified in this study, as a mechanism to benchmark how well they manage health-related absenteeism
- Full Text:
- Date Issued: 2005
- Authors: Werner, Amanda
- Date: 2005
- Subjects: Sick leave , Absenteeism (Labor) , Contingency theory (Management) , Automobile industry and trade -- South Africa
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9379 , http://hdl.handle.net/10948/160 , Sick leave , Absenteeism (Labor) , Contingency theory (Management) , Automobile industry and trade -- South Africa
- Description: The research problem in this study was to identify best practices for the contingency management of health-related absenteeism. To achieve this goal, the following actions were taken: A literature study was conducted to identify the scope and impact of health-related absenteeism on organisations and the legal parameters within which health-related absenteeism should be managed. A literature study was also conducted to identify strategies to prevent and reduce health-related absenteeism and strategies to ensure the continuous provision of products and services in periods of high absenteeism. The theoretical study focused on the management of absenteeism, wellness, ill-health/mental problems and HIV/AIDS, as well as contingency strategies aimed at maintaining production and service provision. iii The findings from the literature study were integrated into a model of best practices for the contingency management of health-related absenteeism. This model was used as a basis for the development of a survey questionnaire to determine whether senior human resources practitioners, occupational health practitioners or line managers, who were responsible for the management of health-related absenteeism in organisations, agreed with the best practice guidelines developed in the study. The survey was conducted in the motor and motor component industry in the Nelson Mandela Metropolitan Municipality and Buffalo City Metropole. The empirical results from the study showed a strong concurrence with the best practices guidelines developed in the study, with the exception of the strategies aimed at maintaining undisrupted production and service provision during periods of high absenteeism. In particular, disagreement was shown with regard to alternative work arrangements such as flexible work-hours, a compressed workweek, telecommuting and job-sharing. Absenteeism, in general, is an issue that organisations are challenged with on a daily basis. The proliferation of various diseases, specifically HIV/AIDS, is contributing to this problem. An integrated and strategic approach is required to deal effectively and constructively with the immediate and expected future impact of health-related issues on absenteeism. Organisations could use the best practices guidelines, identified in this study, as a mechanism to benchmark how well they manage health-related absenteeism
- Full Text:
- Date Issued: 2005
The development of motivational strategies for public sector workers in Kenya
- Authors: Chepkilot, Ronald Kiprop
- Date: 2005
- Subjects: Public administration -- Kenya , Employee motivation , Civil service -- Kenya -- Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9380 , http://hdl.handle.net/10948/161 , Public administration -- Kenya , Employee motivation , Civil service -- Kenya -- Personnel management
- Description: The purpose of this study was to develop motivational strategies for motivating public sector workers in Kenya. To achieve this objective the following procedure was followed: • An examination of the public service was undertaken and the following factors were considered: The history of the public service; Past government reform programmes; The problem of corruption; Future government reform programmes; and The motivational climate in the service. iv • A literature survey was conducted on the approaches used by organisations in motivating employees. The findings were used to develop a motivational strategy model. On the basis of the strategies in the model, a questionnaire was developed for the empirical research study. • The empirical study was undertaken to examine the level of motivation in the public service and to identify the motivational strategies currently used in the public service in Kenya. The study also sought to determine the extent to which public sector managers agreed or disagreed that the motivational strategies developed by the study would be effective in motivating employees in their organisations. The results of the empirical study were incorporated into the integrated motivational strategy model presented in chapter six. The study established that the level of motivation among the public sector workers was extremely low. According to the research findings, 87 per cent of the respondents indicated that the level of motivation of employees in their organisation was low while 13 per cent indicated that it was high. It was also established that the climate in the public service was not conducive for motivating employees: the indicators were lack of job security; very low salaries; limited training and development opportunities; lack of career development programmes and lack of adequate working tools and equipment. It was further established that the government could no longer afford to make any substantial increases in salaries to the workers because the wage bill was extremely high at the level of 9.6 per cent of the GDP. It was observed that any further increases in salaries would v have a negative impact on the economy of the country. In view of the above, this study becomes extremely relevant as it suggests ways of enhancing the levels of motivation in the public service to improve service delivery in the public sector without allocation of vast financial resources. The study strongly recommends the application of the integrated motivational strategy model in its entirety; to enhance the level of employee’s motivation and work performance and achieve efficiency and effectiveness in service delivery. The study also recommends that further research be carried out to determine the effects of corruption on employee motivation and ways of eliminating the vice in the public service.
- Full Text:
- Date Issued: 2005
- Authors: Chepkilot, Ronald Kiprop
- Date: 2005
- Subjects: Public administration -- Kenya , Employee motivation , Civil service -- Kenya -- Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9380 , http://hdl.handle.net/10948/161 , Public administration -- Kenya , Employee motivation , Civil service -- Kenya -- Personnel management
- Description: The purpose of this study was to develop motivational strategies for motivating public sector workers in Kenya. To achieve this objective the following procedure was followed: • An examination of the public service was undertaken and the following factors were considered: The history of the public service; Past government reform programmes; The problem of corruption; Future government reform programmes; and The motivational climate in the service. iv • A literature survey was conducted on the approaches used by organisations in motivating employees. The findings were used to develop a motivational strategy model. On the basis of the strategies in the model, a questionnaire was developed for the empirical research study. • The empirical study was undertaken to examine the level of motivation in the public service and to identify the motivational strategies currently used in the public service in Kenya. The study also sought to determine the extent to which public sector managers agreed or disagreed that the motivational strategies developed by the study would be effective in motivating employees in their organisations. The results of the empirical study were incorporated into the integrated motivational strategy model presented in chapter six. The study established that the level of motivation among the public sector workers was extremely low. According to the research findings, 87 per cent of the respondents indicated that the level of motivation of employees in their organisation was low while 13 per cent indicated that it was high. It was also established that the climate in the public service was not conducive for motivating employees: the indicators were lack of job security; very low salaries; limited training and development opportunities; lack of career development programmes and lack of adequate working tools and equipment. It was further established that the government could no longer afford to make any substantial increases in salaries to the workers because the wage bill was extremely high at the level of 9.6 per cent of the GDP. It was observed that any further increases in salaries would v have a negative impact on the economy of the country. In view of the above, this study becomes extremely relevant as it suggests ways of enhancing the levels of motivation in the public service to improve service delivery in the public sector without allocation of vast financial resources. The study strongly recommends the application of the integrated motivational strategy model in its entirety; to enhance the level of employee’s motivation and work performance and achieve efficiency and effectiveness in service delivery. The study also recommends that further research be carried out to determine the effects of corruption on employee motivation and ways of eliminating the vice in the public service.
- Full Text:
- Date Issued: 2005
- «
- ‹
- 1
- ›
- »