Employee Resourcing: HRM 121
- Authors: Baqu, Z , Chipunza, C
- Date: 2010-01
- Subjects: Personnel management
- Language: English
- Type: Examination paper
- Identifier: vital:17495 , http://hdl.handle.net/10353/d1010471
- Description: Employee Resourcing: HRM 121, Supplementary examination February 2010.
- Full Text: false
- Date Issued: 2010-01
- Authors: Baqu, Z , Chipunza, C
- Date: 2010-01
- Subjects: Personnel management
- Language: English
- Type: Examination paper
- Identifier: vital:17495 , http://hdl.handle.net/10353/d1010471
- Description: Employee Resourcing: HRM 121, Supplementary examination February 2010.
- Full Text: false
- Date Issued: 2010-01
Assessment of the implementation of performance management system at Mnquma Local municipality of the Eastern Cape Province
- Authors: Mbiko, Khanyiso Livingstone
- Date: 2008-12
- Subjects: Performance -- Management , Personnel management
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/24165 , vital:62439
- Description: The intention of this study was to assess the implementation of performance management system at the Mnquma local municipality. The municipality of Mnquma has in the past been plagued by service delivery challenges and thus the study sought to ascertain whether the challenges could be attributed to the failures of the performance management system within the municipality. It became apparent from the literature review that for any local municipality to play a meaningful role in ensuring that South Africa achieves the goal of becoming a developmental state, capable of confronting service delivery challenges, there needs to be a proper implementation of the performance management system. The study was also aimed at identifying the factors that support or hinder the implementation of the performance management system within the Mnquma local municipality. In order to achieve this objective, scheduled interviews were conducted with various respondents in the municipality. The respondents included the councilors from the four political parties comprising the municipality council, municipal manager and the rest of the Section 57 managers. The key findings that emerged from the data collected, was that the implementation of the performance management system has not been successful. It is also became apparent that there are brewing political tensions that are likely to affect the political stability of the municipality. In addition, it was also evident that there was a minimal or lack of involvement of the local communities in the municipal affairs such as the development of the Municipal Key Performance Indicators. It would therefore be critical important for the management of the Mnquma local municipality to take into account the results of this study and its recommendations so as to ensure that there is a proper implementation of the performance management system within the municipality. , Thesis (MPA) -- Faculty of Management and Commerce, 2008
- Full Text:
- Date Issued: 2008-12
- Authors: Mbiko, Khanyiso Livingstone
- Date: 2008-12
- Subjects: Performance -- Management , Personnel management
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/24165 , vital:62439
- Description: The intention of this study was to assess the implementation of performance management system at the Mnquma local municipality. The municipality of Mnquma has in the past been plagued by service delivery challenges and thus the study sought to ascertain whether the challenges could be attributed to the failures of the performance management system within the municipality. It became apparent from the literature review that for any local municipality to play a meaningful role in ensuring that South Africa achieves the goal of becoming a developmental state, capable of confronting service delivery challenges, there needs to be a proper implementation of the performance management system. The study was also aimed at identifying the factors that support or hinder the implementation of the performance management system within the Mnquma local municipality. In order to achieve this objective, scheduled interviews were conducted with various respondents in the municipality. The respondents included the councilors from the four political parties comprising the municipality council, municipal manager and the rest of the Section 57 managers. The key findings that emerged from the data collected, was that the implementation of the performance management system has not been successful. It is also became apparent that there are brewing political tensions that are likely to affect the political stability of the municipality. In addition, it was also evident that there was a minimal or lack of involvement of the local communities in the municipal affairs such as the development of the Municipal Key Performance Indicators. It would therefore be critical important for the management of the Mnquma local municipality to take into account the results of this study and its recommendations so as to ensure that there is a proper implementation of the performance management system within the municipality. , Thesis (MPA) -- Faculty of Management and Commerce, 2008
- Full Text:
- Date Issued: 2008-12
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
Development of an employee management model to address conflict and discipline in SME's
- Authors: Wren, Beverley
- Date: 2006
- Subjects: Conflict management , Personnel management , Small business -- South Africa -- George
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8748 , http://hdl.handle.net/10948/646 , Conflict management , Personnel management , Small business -- South Africa -- George
- Description: The research problem addressed in this study is to determine what effect current labour legislation has on small and medium enterprises (SME’s), in particular with regard to handling conflict and disciplinary procedures in the workplace. To achieve this objective a literature study was undertaken to ascertain what labour relations practices are recommended and/or enforced by law. The literature study included a look at the effect of conflict on the workforce and the resultant cause and effect of the stress that conflict causes. The literature study was then used to develop a questionnaire to test the degree to which small to medium sized business managers, in the coastal city of George in the Western Cape, complied with the law and application of the necessary regulations governing labour relations. The empirical study results indicated a healthy adherence to labour legislation in general. The results indicated that the role-players, namely owners and managers of small to medium sized businesses, had valid arguments both for and against the weight of the labour legislation imposed on small businesses. Those businesses that had not indicated a strict adherence to regulation run the risk of costly fines and penalties being imposed on them. Such enterprises would do well to employ an independent consultant to “audit” and update employee records on a regular (6 monthly) basis. Failure to take the time to have all the correct documentation prepared could result in costly labour disputes and government intervention, which far outweighs the cost of a professional ensuring that all the necessary paperwork is correct and in place
- Full Text:
- Date Issued: 2006
- Authors: Wren, Beverley
- Date: 2006
- Subjects: Conflict management , Personnel management , Small business -- South Africa -- George
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8748 , http://hdl.handle.net/10948/646 , Conflict management , Personnel management , Small business -- South Africa -- George
- Description: The research problem addressed in this study is to determine what effect current labour legislation has on small and medium enterprises (SME’s), in particular with regard to handling conflict and disciplinary procedures in the workplace. To achieve this objective a literature study was undertaken to ascertain what labour relations practices are recommended and/or enforced by law. The literature study included a look at the effect of conflict on the workforce and the resultant cause and effect of the stress that conflict causes. The literature study was then used to develop a questionnaire to test the degree to which small to medium sized business managers, in the coastal city of George in the Western Cape, complied with the law and application of the necessary regulations governing labour relations. The empirical study results indicated a healthy adherence to labour legislation in general. The results indicated that the role-players, namely owners and managers of small to medium sized businesses, had valid arguments both for and against the weight of the labour legislation imposed on small businesses. Those businesses that had not indicated a strict adherence to regulation run the risk of costly fines and penalties being imposed on them. Such enterprises would do well to employ an independent consultant to “audit” and update employee records on a regular (6 monthly) basis. Failure to take the time to have all the correct documentation prepared could result in costly labour disputes and government intervention, which far outweighs the cost of a professional ensuring that all the necessary paperwork is correct and in place
- Full Text:
- Date Issued: 2006
Exploring employee morale at the Port Elizabeth plant of Cadbury (South Africa)
- Authors: Wolfaardt, Michelle
- Date: 2006
- Subjects: Cadbury Ltd , Chocolate industry -- South Africa -- Port Elizabeth , Employee morale , Job satisfaction , Performance standards , Employees -- Rating of , Personnel management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:3093 , http://hdl.handle.net/10962/d1003129 , Cadbury Ltd , Chocolate industry -- South Africa -- Port Elizabeth , Employee morale , Job satisfaction , Performance standards , Employees -- Rating of , Personnel management
- Description: In the current business climate, performance is increasingly determined by how flexibly and effectively companies can utilize their human resources and this in tum, is influenced by employee morale. Morale refers to a state of psychosomatic health marked by an energetic, decisive resolution to achieve a given goal. When morale is low, employees may do what is required but do not have the energy to 'go the extra mile'. The importance of maintaining high morale is thus evident. The following project involved a study of morale in Cadbury's Port Elizabeth plant. Cadbury management was concerned about low morale following a recent merger with Bromor Foods. They thus wanted to assess: the state of current morale; any factors that may be influencing it; indicators of low morale (so that it may be monitored in the future) and finally, ways of addressing any existing morale issues. In order to achieve these aims, the researcher conducted interviews with various people to explore morale issues from employees' perspectives. She then sought confirmation for these views at the organizational level through the use of a survey. Statistical and thematic analyses showed morale to be low for middle managers and revealed a variety of indicators and influencing factors, as well as suggestions for addressing them. Despite the need to boost the sample size with convenience sampling, and thus, reduced representivity, the research was successful in answering the research aims.
- Full Text:
- Date Issued: 2006
- Authors: Wolfaardt, Michelle
- Date: 2006
- Subjects: Cadbury Ltd , Chocolate industry -- South Africa -- Port Elizabeth , Employee morale , Job satisfaction , Performance standards , Employees -- Rating of , Personnel management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:3093 , http://hdl.handle.net/10962/d1003129 , Cadbury Ltd , Chocolate industry -- South Africa -- Port Elizabeth , Employee morale , Job satisfaction , Performance standards , Employees -- Rating of , Personnel management
- Description: In the current business climate, performance is increasingly determined by how flexibly and effectively companies can utilize their human resources and this in tum, is influenced by employee morale. Morale refers to a state of psychosomatic health marked by an energetic, decisive resolution to achieve a given goal. When morale is low, employees may do what is required but do not have the energy to 'go the extra mile'. The importance of maintaining high morale is thus evident. The following project involved a study of morale in Cadbury's Port Elizabeth plant. Cadbury management was concerned about low morale following a recent merger with Bromor Foods. They thus wanted to assess: the state of current morale; any factors that may be influencing it; indicators of low morale (so that it may be monitored in the future) and finally, ways of addressing any existing morale issues. In order to achieve these aims, the researcher conducted interviews with various people to explore morale issues from employees' perspectives. She then sought confirmation for these views at the organizational level through the use of a survey. Statistical and thematic analyses showed morale to be low for middle managers and revealed a variety of indicators and influencing factors, as well as suggestions for addressing them. Despite the need to boost the sample size with convenience sampling, and thus, reduced representivity, the research was successful in answering the research aims.
- Full Text:
- Date Issued: 2006
Moving from performance appraisal to performance management at Goldmaster
- Authors: Verhulp, Ian Marc
- Date: 2006
- Subjects: Employees -- Rating of -- South Africa -- Cape Town , Performance standards , Personnel management , Jewelers -- South Africa -- Cape Town
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8750 , http://hdl.handle.net/10948/635 , Employees -- Rating of -- South Africa -- Cape Town , Performance standards , Personnel management , Jewelers -- South Africa -- Cape Town
- Description: Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct an investigation at a manufacturing jeweller in the Western Cape to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. Preliminary investigations showed that the organisation was using a performance appraisal process which was not effective in facilitating the organisation’s strategic objectives. Based on the initial investigation, this study was undertaken. To achieve the goals of this study, 33 employees of the organisation were presented with a questionnaire based on important key elements of performance management. Responses were received from 31 employees, of which one was from senior management, two from management, three from supervisory staff, and 25 from general staff members. Their responses to the questionnaire were analysed and evaluated and, based on the findings, recommendations were made. The results of the study showed that problems exist in the organisation which impede achievement of its strategic goals. A performance management system would assist the organisation in many of these areas to overcome the identified problems. The results of the study will enable the management of the organisation to design and implement a performance management system to facilitate the achievement of the organisation’s strategic goals.
- Full Text:
- Date Issued: 2006
- Authors: Verhulp, Ian Marc
- Date: 2006
- Subjects: Employees -- Rating of -- South Africa -- Cape Town , Performance standards , Personnel management , Jewelers -- South Africa -- Cape Town
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8750 , http://hdl.handle.net/10948/635 , Employees -- Rating of -- South Africa -- Cape Town , Performance standards , Personnel management , Jewelers -- South Africa -- Cape Town
- Description: Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct an investigation at a manufacturing jeweller in the Western Cape to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. Preliminary investigations showed that the organisation was using a performance appraisal process which was not effective in facilitating the organisation’s strategic objectives. Based on the initial investigation, this study was undertaken. To achieve the goals of this study, 33 employees of the organisation were presented with a questionnaire based on important key elements of performance management. Responses were received from 31 employees, of which one was from senior management, two from management, three from supervisory staff, and 25 from general staff members. Their responses to the questionnaire were analysed and evaluated and, based on the findings, recommendations were made. The results of the study showed that problems exist in the organisation which impede achievement of its strategic goals. A performance management system would assist the organisation in many of these areas to overcome the identified problems. The results of the study will enable the management of the organisation to design and implement a performance management system to facilitate the achievement of the organisation’s strategic goals.
- Full Text:
- Date Issued: 2006
The development of a human resource model that supports the establishment of an ethical organisational culture
- Authors: Mey, Michelle Ruth
- Date: 2004
- Subjects: Corporate culture , Business ethics , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech (Human Resource Management)
- Identifier: vital:10869 , http://hdl.handle.net/10948/218 , Corporate culture , Business ethics , Personnel management
- Description: Corruption and unethical management is a legitimate global economic concern as it can have a direct and substantial impact on the longevity and the economic success of an organisation, an industry and a country. As a result of individuals having more readily available access to information, much attention has been given to unethical behaviour and organisational ethical violations over the last decade. Recent events have indicated that business ethics is an organisational concern with mammoth implications for business. For example, Esterhuyse (1999, p. 27) reports that South Africa has lost astronomical amounts of money due to office or white-collar crime. Organisations’ attempts to become globally competitive will be hampered by the behaviour of employees who are unethical at work. Therefore, it is imperative that organisations implement measures to increase ethical awareness and behaviour in their employees. This research study deals with business ethics in the automotive cluster of the Eastern Cape Province and proposes a model that can assist an organisation in improving its ethical culture. The main question that this research study addressed was: To what extent do the strategies of human resource departments contribute to establishing and maintaining an ethical organisational culture? To answer the above question it was necessary to address the most universal characteristics of ethical organisations. To this end the role of the human resource department in attempting to develop and sustain an ethical organisational culture is discussed. Thereafter, various ethical models are outlined and evaluated. Lastly, the proposed ethical model for establishing an ethical organisational culture is presented. Based on the theoretical findings of the literature survey which outlined the characteristics of ethical organisations and the interventions required to improve the ethical functioning of an organisation, a questionnaire was developed and distributed to organisations within the automotive cluster in the Eastern Cape Province. The empirical results obtained from the survey indicated dominant consensus regarding the model (see Chapter Four). The main findings from this research are that 74.7 per cent of organisations that participated in the empirical study had implemented a code of ethics. However, the majority of these organisations had not implemented the identified critical and optional interventions (see to Chapter Four) required to operate as an ethical organisation. The study also revealed that 49.4 per cent of respondents believed that the human resource manager is responsible for organising and coordinating an ethical initiative within the organisation. Respondents in this study stated that the benefits of operating ethically are the improved financial position of the organisation (76.5 per cent), the enhanced morale of employees (95.3 per cent), positive stakeholder perception (93 per cent), better long-term strategic sustainability (94.3 per cent) and superior social responsibility (85.9 per cent).
- Full Text:
- Date Issued: 2004
- Authors: Mey, Michelle Ruth
- Date: 2004
- Subjects: Corporate culture , Business ethics , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech (Human Resource Management)
- Identifier: vital:10869 , http://hdl.handle.net/10948/218 , Corporate culture , Business ethics , Personnel management
- Description: Corruption and unethical management is a legitimate global economic concern as it can have a direct and substantial impact on the longevity and the economic success of an organisation, an industry and a country. As a result of individuals having more readily available access to information, much attention has been given to unethical behaviour and organisational ethical violations over the last decade. Recent events have indicated that business ethics is an organisational concern with mammoth implications for business. For example, Esterhuyse (1999, p. 27) reports that South Africa has lost astronomical amounts of money due to office or white-collar crime. Organisations’ attempts to become globally competitive will be hampered by the behaviour of employees who are unethical at work. Therefore, it is imperative that organisations implement measures to increase ethical awareness and behaviour in their employees. This research study deals with business ethics in the automotive cluster of the Eastern Cape Province and proposes a model that can assist an organisation in improving its ethical culture. The main question that this research study addressed was: To what extent do the strategies of human resource departments contribute to establishing and maintaining an ethical organisational culture? To answer the above question it was necessary to address the most universal characteristics of ethical organisations. To this end the role of the human resource department in attempting to develop and sustain an ethical organisational culture is discussed. Thereafter, various ethical models are outlined and evaluated. Lastly, the proposed ethical model for establishing an ethical organisational culture is presented. Based on the theoretical findings of the literature survey which outlined the characteristics of ethical organisations and the interventions required to improve the ethical functioning of an organisation, a questionnaire was developed and distributed to organisations within the automotive cluster in the Eastern Cape Province. The empirical results obtained from the survey indicated dominant consensus regarding the model (see Chapter Four). The main findings from this research are that 74.7 per cent of organisations that participated in the empirical study had implemented a code of ethics. However, the majority of these organisations had not implemented the identified critical and optional interventions (see to Chapter Four) required to operate as an ethical organisation. The study also revealed that 49.4 per cent of respondents believed that the human resource manager is responsible for organising and coordinating an ethical initiative within the organisation. Respondents in this study stated that the benefits of operating ethically are the improved financial position of the organisation (76.5 per cent), the enhanced morale of employees (95.3 per cent), positive stakeholder perception (93 per cent), better long-term strategic sustainability (94.3 per cent) and superior social responsibility (85.9 per cent).
- Full Text:
- Date Issued: 2004