Evaluation of supervisor performance at Transnet port terminals
- Authors: Ben-Mazwi, Amanda
- Date: 2014
- Subjects: Supervision of employees , Personnel management , Performance standards
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8935 , http://hdl.handle.net/10948/d1021200
- Description: The study is about evaluating supervisor performance at Transnet Port Terminals (TPT) and the impact it has in the business world in general. The aim of the study was to evaluate the quality of supervisors at Transnet Port Terminals (TPT) in the Eastern Cape. The sample size of 43 supervisors working at TPT from different departments like operations, planning, key accounts and procurement participated in the study. The sampled supervisors are between the ages of 20 and 59 years and was composed of females and predominantly males. The data was gathered through a questionnaire that was designed particularly to address the lack of quality of supervisory support at TPT. The response from respondents were tied to themes that were constructed, which are: (a) organisational goals; vision and management competencies; (b) communication; (c) performance cycle-setting of goals; (d) supervisor/supervisee performance conversation; and (e) supervisory development programme. The literature gathered and deliberated on in the literature review emanate from different authors in the form of books, journals and treatises. The empirical results were linked to theories gathered from different authors. Research findings were used to curb the issues identified, which will be beneficial to both TPT and its employees. The recommendations were submitted to the company to look at developing an in-house supervisory programme, capacity building internally and creating platforms for effective communication.
- Full Text:
- Date Issued: 2014
- Authors: Ben-Mazwi, Amanda
- Date: 2014
- Subjects: Supervision of employees , Personnel management , Performance standards
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8935 , http://hdl.handle.net/10948/d1021200
- Description: The study is about evaluating supervisor performance at Transnet Port Terminals (TPT) and the impact it has in the business world in general. The aim of the study was to evaluate the quality of supervisors at Transnet Port Terminals (TPT) in the Eastern Cape. The sample size of 43 supervisors working at TPT from different departments like operations, planning, key accounts and procurement participated in the study. The sampled supervisors are between the ages of 20 and 59 years and was composed of females and predominantly males. The data was gathered through a questionnaire that was designed particularly to address the lack of quality of supervisory support at TPT. The response from respondents were tied to themes that were constructed, which are: (a) organisational goals; vision and management competencies; (b) communication; (c) performance cycle-setting of goals; (d) supervisor/supervisee performance conversation; and (e) supervisory development programme. The literature gathered and deliberated on in the literature review emanate from different authors in the form of books, journals and treatises. The empirical results were linked to theories gathered from different authors. Research findings were used to curb the issues identified, which will be beneficial to both TPT and its employees. The recommendations were submitted to the company to look at developing an in-house supervisory programme, capacity building internally and creating platforms for effective communication.
- Full Text:
- Date Issued: 2014
Manager's perceptions of performance appraisal implemented at Kansanshi Mine, Zambia
- Authors: Silimi, Maimbo Mark
- Date: 2014
- Subjects: Employees -- Rating of -- Zambia , Personnel management , Mineral industries -- Employees , Job satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:831 , http://hdl.handle.net/10962/d1013037
- Description: As managers with direct contact with workers on the floor, line managers are responsible for implementation of the performance appraisal system at Kansanshi Mining plc. Commonly, implementation of performance appraisal is affected by how line managers interact with their subordinates before, during and after an appraisal interview. Notably, no study has been conducted at Kansanshi mine to understand how line managers conduct performance appraisals since their introduction. This qualitative study aims to build an understanding of how line managers at Kansanshi conduct performance appraisal interviews and what enablers and barriers they face in this process. In pursuit of the research aim, line managers from all the ten departments of the mine were considered as eligible for the study. Using stratified random sampling, ten of the 30 line managers from all ten departments across the mine site were selected. A total of fifteen semi-structured, in-depth, face-to-face interviews were conducted with ten line managers to gather data. These individual interviews were conducted on the mine site in the interviewees' offices as well as other convenient places such as the Kansanshi main boardroom. On average, each interview took between 45 to 60 minutes. All these interviews were audio recorded, transcribed and thereafter analyzed using open coding and constant comparison technique to induce themes. Findings of the study show a variety of barriers and enablers of line managers in their conduct of performance appraisal interviews at Kansanshi mine in Zambia. All ten line managers unanimously highlighted that (a) lack of clear job descriptions and set of individual targets as well as (b) lack of adequate refresher training on how to conduct performance appraisals affected how they conducted performance appraisals. Eight of the ten line managers highlighted that (c) perceived subjectivity of the system while seven of the ten highlighted that (d) predominant production focus and priority were barriers to them in how they conducted performance appraisals. On the other hand, ten line managers highlighted that (a) top management commitment to the implementation of a performance appraisal system, seven highlighted that (b) employees' hope for rewards and five line managers highlighted that (c) spring for career development and progression were perceived as enablers in their implementation of performance appraisals. This research is of value as it highlights how the conduct of performance is not only impacted by organizational support and other complementary organizational systems but also how the barriers to the conduct of performance appraisals affect both the appraisee and the appraiser.
- Full Text:
- Date Issued: 2014
- Authors: Silimi, Maimbo Mark
- Date: 2014
- Subjects: Employees -- Rating of -- Zambia , Personnel management , Mineral industries -- Employees , Job satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:831 , http://hdl.handle.net/10962/d1013037
- Description: As managers with direct contact with workers on the floor, line managers are responsible for implementation of the performance appraisal system at Kansanshi Mining plc. Commonly, implementation of performance appraisal is affected by how line managers interact with their subordinates before, during and after an appraisal interview. Notably, no study has been conducted at Kansanshi mine to understand how line managers conduct performance appraisals since their introduction. This qualitative study aims to build an understanding of how line managers at Kansanshi conduct performance appraisal interviews and what enablers and barriers they face in this process. In pursuit of the research aim, line managers from all the ten departments of the mine were considered as eligible for the study. Using stratified random sampling, ten of the 30 line managers from all ten departments across the mine site were selected. A total of fifteen semi-structured, in-depth, face-to-face interviews were conducted with ten line managers to gather data. These individual interviews were conducted on the mine site in the interviewees' offices as well as other convenient places such as the Kansanshi main boardroom. On average, each interview took between 45 to 60 minutes. All these interviews were audio recorded, transcribed and thereafter analyzed using open coding and constant comparison technique to induce themes. Findings of the study show a variety of barriers and enablers of line managers in their conduct of performance appraisal interviews at Kansanshi mine in Zambia. All ten line managers unanimously highlighted that (a) lack of clear job descriptions and set of individual targets as well as (b) lack of adequate refresher training on how to conduct performance appraisals affected how they conducted performance appraisals. Eight of the ten line managers highlighted that (c) perceived subjectivity of the system while seven of the ten highlighted that (d) predominant production focus and priority were barriers to them in how they conducted performance appraisals. On the other hand, ten line managers highlighted that (a) top management commitment to the implementation of a performance appraisal system, seven highlighted that (b) employees' hope for rewards and five line managers highlighted that (c) spring for career development and progression were perceived as enablers in their implementation of performance appraisals. This research is of value as it highlights how the conduct of performance is not only impacted by organizational support and other complementary organizational systems but also how the barriers to the conduct of performance appraisals affect both the appraisee and the appraiser.
- Full Text:
- Date Issued: 2014
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