The relationship between leadership behaviours and employee inclusion
- Authors: Jagers,Leizel Hilary
- Date: 2019
- Subjects: Leadership -- South Africa , Diversity in the workplace Organizational behavior Work -- Psychological aspects Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/40084 , vital:35753
- Description: In recent times, the discussion on diversity has shifted to that of inclusion. Employee inclusion plays an integral role in the quality of the organisational environment to create an organisation that maximises and leverages diverse talents, backgrounds and perspectives of all employees to increase organisational success. Inclusion has emerged as a contemporary area of exploration while diversity embraces a rich body of research. Leadership theorists have yet to discover an approach to inclusive leadership. It is interesting to note the lack of integration concerning the relationship between leadership behaviours and employee inclusion within a South African context, thus it is worth exploring what meaning and interpretation employee inclusion holds in a diverse South African work context. The aim of this study was to determine whether a relationship exists between leadership behaviours and employee inclusion. A literature study was conducted to explore work previously done regarding leadership behaviours and employee inclusion. For the empirical study, a positivistic paradigm with a quantitative research method was utilised. The confectionary organisation under study is situated in the Eastern Cape province of South Africa. The leadership behaviours of production line managers (n = 11) contributing to employee inclusion of production line workers (n = 141) was studied by means of a survey in the research design. To compensate for the simplistic responses to complex issues, both closed-ended and open-ended surveys were administered. Random sampling was selected as the sampling strategy for this study. In addition, the research study made use of both inferential and descriptive statistic techniques. A statistically significant relationship exists between leadership behaviours and employee inclusion. The findings reveal that production line managers generally believe that they exhibit leadership behaviours associated with employee inclusion, whereas production line workers generally believe that their managers exhibit certain, but not all leadership behaviours associated with employee inclusion. Furthermore, production line managers leaned towards a positive point of view of their perception of the extent to which production line workers experience employee inclusion. However, most of production line workers leaned towards a negative point of view whilst the minority leaned towards a positive point of view in relation to the extent to which they experience employee inclusion. These findings suggest that components of leadership behaviour namely commitment, courage, cognizance of bias, curiosity, cultural intelligence and collaboration correlate strongly to employee inclusion in terms of uniqueness and belongingness. The leadership behaviours discussed in the literature and empirical study can contribute to future studies in terms of creating an inclusive leadership approach or style as this has not been discovered yet. Leaders should be aware of their leadership behaviours and familiarise themselves with and implement the preferred leadership behaviours for employee inclusion through self-development initiatives, leadership training and social change initiatives. Furthermore, leaders should practice leadership behaviours and techniques based on each situation, individual or group with a specific focus on the six signature traits of an inclusive leader and finally, organisations should create opportunities for employees to give feedback to their managers to raise awareness around the importance of employee inclusion.
- Full Text:
- Date Issued: 2019
- Authors: Jagers,Leizel Hilary
- Date: 2019
- Subjects: Leadership -- South Africa , Diversity in the workplace Organizational behavior Work -- Psychological aspects Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/40084 , vital:35753
- Description: In recent times, the discussion on diversity has shifted to that of inclusion. Employee inclusion plays an integral role in the quality of the organisational environment to create an organisation that maximises and leverages diverse talents, backgrounds and perspectives of all employees to increase organisational success. Inclusion has emerged as a contemporary area of exploration while diversity embraces a rich body of research. Leadership theorists have yet to discover an approach to inclusive leadership. It is interesting to note the lack of integration concerning the relationship between leadership behaviours and employee inclusion within a South African context, thus it is worth exploring what meaning and interpretation employee inclusion holds in a diverse South African work context. The aim of this study was to determine whether a relationship exists between leadership behaviours and employee inclusion. A literature study was conducted to explore work previously done regarding leadership behaviours and employee inclusion. For the empirical study, a positivistic paradigm with a quantitative research method was utilised. The confectionary organisation under study is situated in the Eastern Cape province of South Africa. The leadership behaviours of production line managers (n = 11) contributing to employee inclusion of production line workers (n = 141) was studied by means of a survey in the research design. To compensate for the simplistic responses to complex issues, both closed-ended and open-ended surveys were administered. Random sampling was selected as the sampling strategy for this study. In addition, the research study made use of both inferential and descriptive statistic techniques. A statistically significant relationship exists between leadership behaviours and employee inclusion. The findings reveal that production line managers generally believe that they exhibit leadership behaviours associated with employee inclusion, whereas production line workers generally believe that their managers exhibit certain, but not all leadership behaviours associated with employee inclusion. Furthermore, production line managers leaned towards a positive point of view of their perception of the extent to which production line workers experience employee inclusion. However, most of production line workers leaned towards a negative point of view whilst the minority leaned towards a positive point of view in relation to the extent to which they experience employee inclusion. These findings suggest that components of leadership behaviour namely commitment, courage, cognizance of bias, curiosity, cultural intelligence and collaboration correlate strongly to employee inclusion in terms of uniqueness and belongingness. The leadership behaviours discussed in the literature and empirical study can contribute to future studies in terms of creating an inclusive leadership approach or style as this has not been discovered yet. Leaders should be aware of their leadership behaviours and familiarise themselves with and implement the preferred leadership behaviours for employee inclusion through self-development initiatives, leadership training and social change initiatives. Furthermore, leaders should practice leadership behaviours and techniques based on each situation, individual or group with a specific focus on the six signature traits of an inclusive leader and finally, organisations should create opportunities for employees to give feedback to their managers to raise awareness around the importance of employee inclusion.
- Full Text:
- Date Issued: 2019
Preparing for life after rugby
- Authors: Koch, Wilhelm
- Date: 2016
- Subjects: Retirement -- Planning Rugby football players -- Retirement
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/21537 , vital:29535
- Description: The inception of rugby as a workforce in 1995 created a range of new issues surrounding sport as a vocation. With professional rugby often wearing the glamorous coat of fame and fortune, young athletes sacrifice education and learning additional life-skills in pursuit of well-paid contracts and glitzy lifestyles unaware of the realities rugby as a profession holds. One such reality is the relatively short lifespan of a professional rugby career and the fact that transition to a whole new career is firstly inevitable and secondly a very challenging process. Traditional retirement has been associated with the end of a long working career, making comprehensive lifestyle- and financial planning part of the preparation process. This process helps the retiree anticipate and understand the expected demands of life beyond a working career. In rugby however, the retirement experience of a player can be extremely difficult to cope with, especially if the player is not adequately prepared or has not planned for such an event. This leaves players vulnerable for the imminent new phase of life and often leads to physiological - and other challenges players are not able to withstand in a world outside sport (Price, 2007). The aim of this study is to identify the different aspects that influence a professional rugby player’s retirement – and transition experience into a new profession. The researcher believes that an increased understanding of how current and retired professional rugby players perceive/experienced the retirement process would assist current players to better plan and prepare for this phase of life. This ultimately would reduce the anxiety and uncertainty for life after rugby. If players are more relaxed and stress-free about their future, more focus could also be placed on the here-and-now, leading to greater performance on the current field of play. The views of both current and retired professional rugby players were captured through questionnaires distributed all around South Africa. The researcher utilised a mixed mode paradigm of both positivistic and interpretive research methods. This approach enabled him to best compare the views of the two groups and test the developed theories and hypothesis. Ultimately, the research revealed that the presence of the following variables will have a positive influence on a player’s retirement and transition experience: A) Leadership, advice and planning for retirement B) Tertiary education and additional work skills C) Popularity amongst fans and other influential people D) Sufficient wealth and E) A self-selected retirement. With these findings the researcher will develop some specific guidelines for current professional rugby players to help them firstly better prepare for their life beyond sport and secondly successfully switch to a new career. A few valuable recommendations were also made to other stakeholders to better assist and support players in their preparation and transition process.
- Full Text:
- Date Issued: 2016
- Authors: Koch, Wilhelm
- Date: 2016
- Subjects: Retirement -- Planning Rugby football players -- Retirement
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/21537 , vital:29535
- Description: The inception of rugby as a workforce in 1995 created a range of new issues surrounding sport as a vocation. With professional rugby often wearing the glamorous coat of fame and fortune, young athletes sacrifice education and learning additional life-skills in pursuit of well-paid contracts and glitzy lifestyles unaware of the realities rugby as a profession holds. One such reality is the relatively short lifespan of a professional rugby career and the fact that transition to a whole new career is firstly inevitable and secondly a very challenging process. Traditional retirement has been associated with the end of a long working career, making comprehensive lifestyle- and financial planning part of the preparation process. This process helps the retiree anticipate and understand the expected demands of life beyond a working career. In rugby however, the retirement experience of a player can be extremely difficult to cope with, especially if the player is not adequately prepared or has not planned for such an event. This leaves players vulnerable for the imminent new phase of life and often leads to physiological - and other challenges players are not able to withstand in a world outside sport (Price, 2007). The aim of this study is to identify the different aspects that influence a professional rugby player’s retirement – and transition experience into a new profession. The researcher believes that an increased understanding of how current and retired professional rugby players perceive/experienced the retirement process would assist current players to better plan and prepare for this phase of life. This ultimately would reduce the anxiety and uncertainty for life after rugby. If players are more relaxed and stress-free about their future, more focus could also be placed on the here-and-now, leading to greater performance on the current field of play. The views of both current and retired professional rugby players were captured through questionnaires distributed all around South Africa. The researcher utilised a mixed mode paradigm of both positivistic and interpretive research methods. This approach enabled him to best compare the views of the two groups and test the developed theories and hypothesis. Ultimately, the research revealed that the presence of the following variables will have a positive influence on a player’s retirement and transition experience: A) Leadership, advice and planning for retirement B) Tertiary education and additional work skills C) Popularity amongst fans and other influential people D) Sufficient wealth and E) A self-selected retirement. With these findings the researcher will develop some specific guidelines for current professional rugby players to help them firstly better prepare for their life beyond sport and secondly successfully switch to a new career. A few valuable recommendations were also made to other stakeholders to better assist and support players in their preparation and transition process.
- Full Text:
- Date Issued: 2016
Achieving successful implementation of lean manufacturing control systems, to achieve world class status, at Ford Motor Componay of Southern Africa
- Authors: Govender, Shawn Prakash
- Date: 2002
- Subjects: Ford Motor Company of South Africa , Automobile industry and trade -- Management , Automobile industry and trade -- South Africa , Manufacturing industries -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10909 , http://hdl.handle.net/10948/75 , Ford Motor Company of South Africa , Automobile industry and trade -- Management , Automobile industry and trade -- South Africa , Manufacturing industries -- Management
- Description: Ford Motor Company embarked on a new engine programme, called the Rocam Engine Programme, in the year 2001. This engine was developed specifically for the European market. The customer demand rate was small initially, but ramped up slowly over time. During the low production volume period, this engine was introduced into the local market to test the publics’ response. The response was overwhelmingly positive. The local market grew considerably in a short space of time. During the same time-period, the European customer demand increased, unexpectedly, by approximately 60 percent. The additional production volume placed an enormous amount of pressure on the Engine Plant facility. Two of the production lines in particular, were taking huge strain. These lines were not producing the demand quantities, and the product quality levels were dropping quickly. The research project is based purely on the lean manufacturing principles and philosophies. The aim of the study is to identify the deficiencies on these two production lines, thereby allowing corrective action to be taken. The research methodology comprised of the following steps: · A literature study was performed to give the reader a better understanding of the principles and philosophies of lean manufacturing. · A second literature study was also performed to get a better understanding of the continuous improvement philosophies of lean manufacturing. · A current state map, which depicts the existing situation on the line, was developed for both production lines. The existing situation was then compared to the fundamental principles and philosophies of a lean manufacturer. In this way the deficiencies were highlighted to management. Several recommendations were made regarding the data obtained in the study. The key ones are as follows: · First-line management needs to be trained and coached into managing their business by using quality, cost and delivery as the key performance metrics. They also have to be trained in team dynamics. This will promote cross-functional brainstorming and problem solving sessions. · The accurate collection and processing of base-measurement data should be treated as cardinal, and road shows by production personnel should be presented every week to top management. This will ensure that data is regularly collected and corrective action is continually taken to improve the current situation. Operating personnel needs to be trained in this discipline. Management needs to be serious about implementing lean production principles by enforcing these road shows. · The objectives of Kaizen, production management and the supporting departments (including maintenance and MP&L) ought to be the same in the interest of maximum productivity i.e. leaning towards world class. · First-line management must develop formal structured plans that will rectify the current on-line situation. Plans must include medium to longterm objective setting. Senior management need to coach the first-line management in this discipline. · Few production systems can be implemented without the necessary infrastructure conducive to supporting it. An infrastructure where production gets involved and takes ownership (policy deployment with regards to lines of communication and responsibility between Area Managers, Production Coordinators, Team Leaders and contractors) is what is required. Lean manufacturing deficiencies on the two production lines have been identified. A detailed implementation plan, which needs to be developed by the Ford Production System department, needs to be given to management. This plan needs to address the identified deficiencies in a timely manner that will assist in the Engine Plant meeting their production targets.
- Full Text:
- Date Issued: 2002
- Authors: Govender, Shawn Prakash
- Date: 2002
- Subjects: Ford Motor Company of South Africa , Automobile industry and trade -- Management , Automobile industry and trade -- South Africa , Manufacturing industries -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10909 , http://hdl.handle.net/10948/75 , Ford Motor Company of South Africa , Automobile industry and trade -- Management , Automobile industry and trade -- South Africa , Manufacturing industries -- Management
- Description: Ford Motor Company embarked on a new engine programme, called the Rocam Engine Programme, in the year 2001. This engine was developed specifically for the European market. The customer demand rate was small initially, but ramped up slowly over time. During the low production volume period, this engine was introduced into the local market to test the publics’ response. The response was overwhelmingly positive. The local market grew considerably in a short space of time. During the same time-period, the European customer demand increased, unexpectedly, by approximately 60 percent. The additional production volume placed an enormous amount of pressure on the Engine Plant facility. Two of the production lines in particular, were taking huge strain. These lines were not producing the demand quantities, and the product quality levels were dropping quickly. The research project is based purely on the lean manufacturing principles and philosophies. The aim of the study is to identify the deficiencies on these two production lines, thereby allowing corrective action to be taken. The research methodology comprised of the following steps: · A literature study was performed to give the reader a better understanding of the principles and philosophies of lean manufacturing. · A second literature study was also performed to get a better understanding of the continuous improvement philosophies of lean manufacturing. · A current state map, which depicts the existing situation on the line, was developed for both production lines. The existing situation was then compared to the fundamental principles and philosophies of a lean manufacturer. In this way the deficiencies were highlighted to management. Several recommendations were made regarding the data obtained in the study. The key ones are as follows: · First-line management needs to be trained and coached into managing their business by using quality, cost and delivery as the key performance metrics. They also have to be trained in team dynamics. This will promote cross-functional brainstorming and problem solving sessions. · The accurate collection and processing of base-measurement data should be treated as cardinal, and road shows by production personnel should be presented every week to top management. This will ensure that data is regularly collected and corrective action is continually taken to improve the current situation. Operating personnel needs to be trained in this discipline. Management needs to be serious about implementing lean production principles by enforcing these road shows. · The objectives of Kaizen, production management and the supporting departments (including maintenance and MP&L) ought to be the same in the interest of maximum productivity i.e. leaning towards world class. · First-line management must develop formal structured plans that will rectify the current on-line situation. Plans must include medium to longterm objective setting. Senior management need to coach the first-line management in this discipline. · Few production systems can be implemented without the necessary infrastructure conducive to supporting it. An infrastructure where production gets involved and takes ownership (policy deployment with regards to lines of communication and responsibility between Area Managers, Production Coordinators, Team Leaders and contractors) is what is required. Lean manufacturing deficiencies on the two production lines have been identified. A detailed implementation plan, which needs to be developed by the Ford Production System department, needs to be given to management. This plan needs to address the identified deficiencies in a timely manner that will assist in the Engine Plant meeting their production targets.
- Full Text:
- Date Issued: 2002
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