Examining the effect of Diversity, Inclusion and Equity on Work Engagement and Innovation on South African Organisations
- Authors: Efalao, D M
- Date: 2020
- Subjects: Organizational effectiveness -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/48202 , vital:40520
- Description: The biggest strengths of organisational success lie in its employees; therefore, employee engagement is a fundamental force that is linked to organisational effectiveness and success. The level of employee engagement in South Africa according to the polls remains very low. On the other front, innovative ideas prove to be a vital element of organisational innovativeness and progress. Today’s business environment is unstable and to remain relevant in the marketplace, it is imperative for organisations to embrace innovation and become responsive to changing customer needs. South Africa’s population is very diverse coming second in diversity after the United States. The diversity of South Africa as a national endowment could be investigated to see if it could be leveraged to improve organisational innovation and effectiveness through work engagement. Being mindful of the fact that being diverse is not equal to being inclusive, inclusion is also investigated to see its effect on work engagement and organisational innovation. The principle of fairness (equity) was also investigated with relation to engagement and innovation. The purpose of the study is to assist organisations to improve employee engagement and organisational innovation by taking advantage of the national factor endowment of diversity and inclusion. Equity is investigated as an important principle that could possibly have an effect on employee engagement or organisational innovation. The findings were that diversity and inclusion have a significant relationship with employee engagement and organisational innovativeness while equity has a significant relationship with organisational innovativeness. Recommendations were therefore made to leaders of the organisations to embrace workforce diversity, inclusion and fairness in organisational structures and practices in order to realise improved employee engagement and organisational innovativeness.
- Full Text:
- Date Issued: 2020
- Authors: Efalao, D M
- Date: 2020
- Subjects: Organizational effectiveness -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/48202 , vital:40520
- Description: The biggest strengths of organisational success lie in its employees; therefore, employee engagement is a fundamental force that is linked to organisational effectiveness and success. The level of employee engagement in South Africa according to the polls remains very low. On the other front, innovative ideas prove to be a vital element of organisational innovativeness and progress. Today’s business environment is unstable and to remain relevant in the marketplace, it is imperative for organisations to embrace innovation and become responsive to changing customer needs. South Africa’s population is very diverse coming second in diversity after the United States. The diversity of South Africa as a national endowment could be investigated to see if it could be leveraged to improve organisational innovation and effectiveness through work engagement. Being mindful of the fact that being diverse is not equal to being inclusive, inclusion is also investigated to see its effect on work engagement and organisational innovation. The principle of fairness (equity) was also investigated with relation to engagement and innovation. The purpose of the study is to assist organisations to improve employee engagement and organisational innovation by taking advantage of the national factor endowment of diversity and inclusion. Equity is investigated as an important principle that could possibly have an effect on employee engagement or organisational innovation. The findings were that diversity and inclusion have a significant relationship with employee engagement and organisational innovativeness while equity has a significant relationship with organisational innovativeness. Recommendations were therefore made to leaders of the organisations to embrace workforce diversity, inclusion and fairness in organisational structures and practices in order to realise improved employee engagement and organisational innovativeness.
- Full Text:
- Date Issued: 2020
Exploring the limited participation of SMMEs in communal business practices
- Authors: Tembo, Theophilus Tawanda
- Date: 2011
- Subjects: Social responsibility of business -- South Africa Small business -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/14455 , vital:27637
- Description: Corporate Social responsibility (CSR) has evidently moved beyond the jurisdictions of academia and begun its ascension to the top of the corporate agenda. CSR is no longer considered a ‗by the way‘ but as a concept to be aligned to a company‘s strategy. The participation of businesses in CSR activities is especially vital in the developing world where the socio-economic needs of the communities are vast. Companies realise they cannot succeed in communities that fail, and CSR is seen as the most direct way to improve communities. With the immense importance of small, medium and micro enterprises (SMMEs) in any economy, this study explores their limited participation in CSR, which will later be redefined as Communal Business Practices (CBP). An in-depth interview between the author and the manager/owner of a SMME was used to isolate four factors upon which the sub-problems were developed. These factors were Pressure from the Public, Resource Constraints, Scale of Activity, and Visibility. A questionnaire built on these factors was developed and distributed to various SMME managers /owners in Gauteng, Eastern Cape, and Western Cape provinces to explore their opinions on the participation of SMMEs in CBPs. Of the 97% of respondents who believed it was their responsibility to empower their communities, only 43% said they participated in CBPs. It was discovered that SMMEs do not feel pressure from the public to partake in CBPs like their larger counterparts. Instead resource constraints were identified as the most common barrier to SMME participation in CBPs. On the issue of visibility, most SMMEs felt they were not visible enough to benefit from improved legitimacy and reputational effects as larger companies do. On the problem of scale of activity, respondents felt it is proportional to the scale of CBP participation but not a barrier to participation The author concludes the study by putting forward some recommendations to increase the participation of SMMEs in social responsibility activities.
- Full Text:
- Date Issued: 2011
- Authors: Tembo, Theophilus Tawanda
- Date: 2011
- Subjects: Social responsibility of business -- South Africa Small business -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/14455 , vital:27637
- Description: Corporate Social responsibility (CSR) has evidently moved beyond the jurisdictions of academia and begun its ascension to the top of the corporate agenda. CSR is no longer considered a ‗by the way‘ but as a concept to be aligned to a company‘s strategy. The participation of businesses in CSR activities is especially vital in the developing world where the socio-economic needs of the communities are vast. Companies realise they cannot succeed in communities that fail, and CSR is seen as the most direct way to improve communities. With the immense importance of small, medium and micro enterprises (SMMEs) in any economy, this study explores their limited participation in CSR, which will later be redefined as Communal Business Practices (CBP). An in-depth interview between the author and the manager/owner of a SMME was used to isolate four factors upon which the sub-problems were developed. These factors were Pressure from the Public, Resource Constraints, Scale of Activity, and Visibility. A questionnaire built on these factors was developed and distributed to various SMME managers /owners in Gauteng, Eastern Cape, and Western Cape provinces to explore their opinions on the participation of SMMEs in CBPs. Of the 97% of respondents who believed it was their responsibility to empower their communities, only 43% said they participated in CBPs. It was discovered that SMMEs do not feel pressure from the public to partake in CBPs like their larger counterparts. Instead resource constraints were identified as the most common barrier to SMME participation in CBPs. On the issue of visibility, most SMMEs felt they were not visible enough to benefit from improved legitimacy and reputational effects as larger companies do. On the problem of scale of activity, respondents felt it is proportional to the scale of CBP participation but not a barrier to participation The author concludes the study by putting forward some recommendations to increase the participation of SMMEs in social responsibility activities.
- Full Text:
- Date Issued: 2011
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