An exploratory study of the factors that influence the retention of managers in small to medium business enterprises
- Authors: Carr, Nathan Lars Armitage
- Date: 2013
- Subjects: Employee retention -- South Africa -- Eastern Cape Small business -- South Africa -- Eastern Cape Executives -- South Africa -- Eastern Cape Human capital -- Management Personnel management -- South Africa -- Eastern Cape Organizational effectiveness -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:813 , http://hdl.handle.net/10962/d1007740
- Description: Integrative Summary: Small to Medium Business Enterprises (SME's) are widely recognised as the driver of economic growth. SME's are responsible for employing large sections of the working population and, in doing so, facilitate the development of skills for many thousands of workers. Whilst SME's may differ (according to various definition criteria such as size or turnover) from other types of organisation, they share one common denominator across all organisations: their overall effectiveness depends largely on the individual and collective people that make up the organisation -their employees. In this context the central question relevant to the research is "how do SME's retain their valued employee managers?" A quantitative research method was applied in the research. Data was collected by way of a structured self-administered survey questionnaire designed from a post positivist paradigm. The survey was constricted by way of modifying and adapting previous surveys designed to investigate factors that influence staff retention, to be relevant to managers employed by SME's. The sample consisted of 35 managers employed by SME's in and around East London in the Eastern Cape, South Africa. The results of the research give rise to a number of clear indicators on the key retention factors of employee managers. Based on the research results SME's that want to have the best chance of retaining their employee managers need strong and effective leadership within the organisation, must address soft organisational factors that are conducive to an open and trusted working environment and the roles of managers must have inherent job factors that allow a sense of freedom to plan and execute tasks autonomously. Economic factors such as pay and financial benefits were identified through the research as being the least important factor when it came to manager retention. These conclusions provide SME owners and senior managers with insight into the factors that are most likely to influence their ability to retain employee managers.
- Full Text:
- Date Issued: 2013
- Authors: Carr, Nathan Lars Armitage
- Date: 2013
- Subjects: Employee retention -- South Africa -- Eastern Cape Small business -- South Africa -- Eastern Cape Executives -- South Africa -- Eastern Cape Human capital -- Management Personnel management -- South Africa -- Eastern Cape Organizational effectiveness -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:813 , http://hdl.handle.net/10962/d1007740
- Description: Integrative Summary: Small to Medium Business Enterprises (SME's) are widely recognised as the driver of economic growth. SME's are responsible for employing large sections of the working population and, in doing so, facilitate the development of skills for many thousands of workers. Whilst SME's may differ (according to various definition criteria such as size or turnover) from other types of organisation, they share one common denominator across all organisations: their overall effectiveness depends largely on the individual and collective people that make up the organisation -their employees. In this context the central question relevant to the research is "how do SME's retain their valued employee managers?" A quantitative research method was applied in the research. Data was collected by way of a structured self-administered survey questionnaire designed from a post positivist paradigm. The survey was constricted by way of modifying and adapting previous surveys designed to investigate factors that influence staff retention, to be relevant to managers employed by SME's. The sample consisted of 35 managers employed by SME's in and around East London in the Eastern Cape, South Africa. The results of the research give rise to a number of clear indicators on the key retention factors of employee managers. Based on the research results SME's that want to have the best chance of retaining their employee managers need strong and effective leadership within the organisation, must address soft organisational factors that are conducive to an open and trusted working environment and the roles of managers must have inherent job factors that allow a sense of freedom to plan and execute tasks autonomously. Economic factors such as pay and financial benefits were identified through the research as being the least important factor when it came to manager retention. These conclusions provide SME owners and senior managers with insight into the factors that are most likely to influence their ability to retain employee managers.
- Full Text:
- Date Issued: 2013
An investigation into conditions that enable or constrain sustainable paper usage at Rhodes University
- Authors: Mfenyana, Nondumiso Gloria
- Date: 2013
- Subjects: Colleges and Universities -- Environmental aspects -- South Africa Paper Waste paper -- Recycling
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:794 , http://hdl.handle.net/10962/d1004217
- Description: The interest in this study was initiated by the rapid global transition of paper usage to digital systems in teaching and learning at tertiary institutions, particularly those that are signatories to the Talloires Declaration, which include Rhodes University (RU). It was discovered that there are two earlier studies (Leslie et al. 2009; Amutenya et al. 2009) that investigated and proposed recommendations towards sustainable paper usage at Rhodes University (RU). This study then investigated the response of RU to the proposed recommendations of the above mentioned studies and evaluated the conditions that promote and constrain sustainable paper usage in teaching and learning, and the attitudes of users thereof.
- Full Text:
- Date Issued: 2013
- Authors: Mfenyana, Nondumiso Gloria
- Date: 2013
- Subjects: Colleges and Universities -- Environmental aspects -- South Africa Paper Waste paper -- Recycling
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:794 , http://hdl.handle.net/10962/d1004217
- Description: The interest in this study was initiated by the rapid global transition of paper usage to digital systems in teaching and learning at tertiary institutions, particularly those that are signatories to the Talloires Declaration, which include Rhodes University (RU). It was discovered that there are two earlier studies (Leslie et al. 2009; Amutenya et al. 2009) that investigated and proposed recommendations towards sustainable paper usage at Rhodes University (RU). This study then investigated the response of RU to the proposed recommendations of the above mentioned studies and evaluated the conditions that promote and constrain sustainable paper usage in teaching and learning, and the attitudes of users thereof.
- Full Text:
- Date Issued: 2013
Analysis of the implementation of corporate level strategy in a South Afircan furniture retailer
- Authors: Nkatsha, Thembinkosi Sydney
- Date: 2013
- Subjects: Reengineering (Management) , Consolidation and merger of corporations -- South Africa -- Case studies , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:856 , http://hdl.handle.net/10962/d1018272
- Description: [Integrative Summary] This study is situated in the complex field of change management, and strategy execution. The study focuses on the corporate level restructuring of Ellerine Holdings Limited (EHL), subsequent to its acquisition by the micro lending financial institution African Bank Investments Limited (ABIL). The interest of the researcher was aroused by the uniqueness of the relationship. This was the first of its kind in a South African context, where a banker owned a furniture retailer. The restructuring was undertaken shortly after the acquisition. This research paper adopted a case study approach, in describing the restructuring initiative that took place in EHL, focusing on the period between January 2008 and the end of 2010/ 11 financial year on the 30th of September 2011. The case captures the significant phases of the restructuring including a background of (1) the protagonist, Toni Fourie (Chief Executive Officer), (2) EHL as the researched company, (3) the industry it operates in, and (4) the case content. Brief teaching notes have been provided to explain the teaching value of the case and to assist with its delivery in the classroom. Attention is drawn to a presentation by the protagonist in November 2011, named 'A CEO Insight' where he gave an overview and insights of the road travelled in restructuring Ellerine Holdings Limited, and more importantly highlights the following about the purpose and nature of the restructuring of the organisation. • A plan to change the way the industry works. • The creation of a profitable, stand-alone retail business through: o The sale of two companies, the closure of two companies and consolidating from thirteen to six brands. o Separating financial services from retail. o Moving the financial services component to African Bank, also a subsidiary of ABIL. o Redesigning the credit model. o Completion of twelve system changes. • Over R600million reduction in cost • A place where people want to work. The restructuring outlined above represents a major shake-up in many aspects of the corporation. The main challenge for Toni Fourie and his team was: how best could they restructure EHL to extract synergies between their two subsidiaries Ellerine Holdings Limited & African Bank to increase shareholders ' value at Group level. The case seeks to describe this in detail. The overarching strategy underpinning the restructuring of the researched corporation is premised on the price volume elasticity equation, by reducing the cost of credit, thereby driving pricing down within the brands, and facilitating more people having access to affordable credit. The case study of the restructuring is presented in Section 1. A review of relevant literature on strategy implementation is presented in Section 2, focusing on restructuring. Successful implementation of strategies only takes place with structures that are developed by organisations to support the achievement of their strategic objectives. Organisational architecture and design have a critical role to play in the execution of organisational strategies. Nadler and Tushman (1978) emphasise the importance of congruence in the organisational design, for the organization to not only deliver superior results but to sustain them over a period of time. Research by Okumus (2005) seems to tell us that the lack of credible framework to implement strategy, has contributed the high failure rate of strategy initiatives. Although this is a strategy implementation case, it also touches on aspects of leadership - mainly the architectural role - and the role, or influence of strategic leadership, in restructuring the corporation. The results of this research paper were achieved by following a specific research methodology. The aim of the research was to analyse the restructuring of the researched company at corporate level, having the following objectives in mind; • Understanding the strategy. • Analysing the design decisions in the light of the strategy chosen by the top management of Ellerine Holdings Limited. • Analysing what monitoring and control measures had been designed to facilitate the corporate restructuring. Data was collected through documentation of the corporation that was made available to the researcher on request, as well as those that are in the public domain, and an interview with the CEO of the researched company. The interview was conducted after analysing the documentation (Hakim, 2000). The Methodology is detailed in Section 3. The researcher hopes that the case study will contribute to learning about business leadership and strategic management. The case should develop an understanding of the complexities related to strategy execution at corporate level, particularly the restructuring aspect of it.
- Full Text:
- Date Issued: 2013
- Authors: Nkatsha, Thembinkosi Sydney
- Date: 2013
- Subjects: Reengineering (Management) , Consolidation and merger of corporations -- South Africa -- Case studies , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:856 , http://hdl.handle.net/10962/d1018272
- Description: [Integrative Summary] This study is situated in the complex field of change management, and strategy execution. The study focuses on the corporate level restructuring of Ellerine Holdings Limited (EHL), subsequent to its acquisition by the micro lending financial institution African Bank Investments Limited (ABIL). The interest of the researcher was aroused by the uniqueness of the relationship. This was the first of its kind in a South African context, where a banker owned a furniture retailer. The restructuring was undertaken shortly after the acquisition. This research paper adopted a case study approach, in describing the restructuring initiative that took place in EHL, focusing on the period between January 2008 and the end of 2010/ 11 financial year on the 30th of September 2011. The case captures the significant phases of the restructuring including a background of (1) the protagonist, Toni Fourie (Chief Executive Officer), (2) EHL as the researched company, (3) the industry it operates in, and (4) the case content. Brief teaching notes have been provided to explain the teaching value of the case and to assist with its delivery in the classroom. Attention is drawn to a presentation by the protagonist in November 2011, named 'A CEO Insight' where he gave an overview and insights of the road travelled in restructuring Ellerine Holdings Limited, and more importantly highlights the following about the purpose and nature of the restructuring of the organisation. • A plan to change the way the industry works. • The creation of a profitable, stand-alone retail business through: o The sale of two companies, the closure of two companies and consolidating from thirteen to six brands. o Separating financial services from retail. o Moving the financial services component to African Bank, also a subsidiary of ABIL. o Redesigning the credit model. o Completion of twelve system changes. • Over R600million reduction in cost • A place where people want to work. The restructuring outlined above represents a major shake-up in many aspects of the corporation. The main challenge for Toni Fourie and his team was: how best could they restructure EHL to extract synergies between their two subsidiaries Ellerine Holdings Limited & African Bank to increase shareholders ' value at Group level. The case seeks to describe this in detail. The overarching strategy underpinning the restructuring of the researched corporation is premised on the price volume elasticity equation, by reducing the cost of credit, thereby driving pricing down within the brands, and facilitating more people having access to affordable credit. The case study of the restructuring is presented in Section 1. A review of relevant literature on strategy implementation is presented in Section 2, focusing on restructuring. Successful implementation of strategies only takes place with structures that are developed by organisations to support the achievement of their strategic objectives. Organisational architecture and design have a critical role to play in the execution of organisational strategies. Nadler and Tushman (1978) emphasise the importance of congruence in the organisational design, for the organization to not only deliver superior results but to sustain them over a period of time. Research by Okumus (2005) seems to tell us that the lack of credible framework to implement strategy, has contributed the high failure rate of strategy initiatives. Although this is a strategy implementation case, it also touches on aspects of leadership - mainly the architectural role - and the role, or influence of strategic leadership, in restructuring the corporation. The results of this research paper were achieved by following a specific research methodology. The aim of the research was to analyse the restructuring of the researched company at corporate level, having the following objectives in mind; • Understanding the strategy. • Analysing the design decisions in the light of the strategy chosen by the top management of Ellerine Holdings Limited. • Analysing what monitoring and control measures had been designed to facilitate the corporate restructuring. Data was collected through documentation of the corporation that was made available to the researcher on request, as well as those that are in the public domain, and an interview with the CEO of the researched company. The interview was conducted after analysing the documentation (Hakim, 2000). The Methodology is detailed in Section 3. The researcher hopes that the case study will contribute to learning about business leadership and strategic management. The case should develop an understanding of the complexities related to strategy execution at corporate level, particularly the restructuring aspect of it.
- Full Text:
- Date Issued: 2013
Barriers to public participation in developmental projects : a Nigerian community perspective (case study of the Gbaran-Ubie oil and gas project)
- Authors: Akoh, Emmanuel Inalegwu
- Date: 2013
- Subjects: Gbaran-Ubie oil and gas project -- Public opinion Community development -- Nigeria Economic development -- Nigeria -- Environmental aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:715 , http://hdl.handle.net/10962/d1001869
- Description: This research paper is broken up into three sections, namely an evaluation report, a literature review and research methodology. The evaluation report section is the assessment of the current state of change readiness within the Eskom Contact Centre’s based upon what the literature on change readiness prescribes. The timing of the change readiness assessment is just prior to significant organisational change. The organisational change that was about to be initiated by the organisation was initiated from the boardroom of the most senior echelons of the organisation, and was directed in a top down approach, being a strategic organisational change. The change is deemed to be critical to the organisation being able to meet its long term strategic and sustainability objectives. A critical examination of the literature explored the meaning of change readiness, the importance of it and explained the consequences for organisations that commit to transformational agendas without being ready. Key concepts such as such resistance to change and organisational inertia are described and differentiated from change readiness. The ADKAR change model and its change readiness assessment instrument were used due to the organisations preference for the model. The ADKAR model formed the framework for the analyses of the data, the discussion of the results and the recommendations to the organisation. The research conducted was quantitative in nature; a questionnaire was distributed to the employees of the seven Eskom Contact centre sites around the country through an email. A slightly modified version of the ADKAR change readiness questionnaire was sent via email with an on-line questionnaire link on it; and questions on individual readiness for change were used to assess the level of readiness of the employees. Most of the descriptive and inferential statistics were analysed with the use of Excel (version, 2010), with Factor Analysis being done in Statistica. The results of the research showed that: [iii] - The factors as proposed by the ADKAR change readiness assessment questionnaire (i.e. Awareness, Desire, Knowledge, Ability and Reinforcement) are not different enough to be considered as independent factors for this data set. Based on factor analysis, the factors were subsequently amended from five to three, namely Readiness, Opportunity Realisation and Uncertainty. - The Contact Centre employees were somewhat ready for change. - The Contact Centres needed to focus on all amended ADKAR factors in order to improve the readiness of the department. - The readiness levels in response to the roll out were more or less uniform. The study shows that given Eskom’s preference for the ADKAR model, future research within Eskom should therefore be conducted more circumspectly with respect to ascertaining the validity of the ADKAR factors. The study also makes mention that future work and/or research will need to be conducted, specifically on the readiness of the organisation itself, in order to improve the probability of transformational success. The ADKAR assessment is a people focused assessment and therefore focuses only on the readiness of the individual. Factors such as the adequacy of the current state of resources within the organisation, which incorporate aspects such as infrastructure, technology and staffing, will also need to be assessed to make a more holistic statement of change readiness. A concise review of the literature is incorporated into the Evaluation Report of Section 1 to underpin the study. In Section 2 a more extensive review of the literature is presented. Similarly, the design of the research is discussed in more detail in Section 3 to both describe and justify the appropriateness of the research methodology, and to give a detailed account of the way in which the research was carried out.
- Full Text:
- Date Issued: 2013
- Authors: Akoh, Emmanuel Inalegwu
- Date: 2013
- Subjects: Gbaran-Ubie oil and gas project -- Public opinion Community development -- Nigeria Economic development -- Nigeria -- Environmental aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:715 , http://hdl.handle.net/10962/d1001869
- Description: This research paper is broken up into three sections, namely an evaluation report, a literature review and research methodology. The evaluation report section is the assessment of the current state of change readiness within the Eskom Contact Centre’s based upon what the literature on change readiness prescribes. The timing of the change readiness assessment is just prior to significant organisational change. The organisational change that was about to be initiated by the organisation was initiated from the boardroom of the most senior echelons of the organisation, and was directed in a top down approach, being a strategic organisational change. The change is deemed to be critical to the organisation being able to meet its long term strategic and sustainability objectives. A critical examination of the literature explored the meaning of change readiness, the importance of it and explained the consequences for organisations that commit to transformational agendas without being ready. Key concepts such as such resistance to change and organisational inertia are described and differentiated from change readiness. The ADKAR change model and its change readiness assessment instrument were used due to the organisations preference for the model. The ADKAR model formed the framework for the analyses of the data, the discussion of the results and the recommendations to the organisation. The research conducted was quantitative in nature; a questionnaire was distributed to the employees of the seven Eskom Contact centre sites around the country through an email. A slightly modified version of the ADKAR change readiness questionnaire was sent via email with an on-line questionnaire link on it; and questions on individual readiness for change were used to assess the level of readiness of the employees. Most of the descriptive and inferential statistics were analysed with the use of Excel (version, 2010), with Factor Analysis being done in Statistica. The results of the research showed that: [iii] - The factors as proposed by the ADKAR change readiness assessment questionnaire (i.e. Awareness, Desire, Knowledge, Ability and Reinforcement) are not different enough to be considered as independent factors for this data set. Based on factor analysis, the factors were subsequently amended from five to three, namely Readiness, Opportunity Realisation and Uncertainty. - The Contact Centre employees were somewhat ready for change. - The Contact Centres needed to focus on all amended ADKAR factors in order to improve the readiness of the department. - The readiness levels in response to the roll out were more or less uniform. The study shows that given Eskom’s preference for the ADKAR model, future research within Eskom should therefore be conducted more circumspectly with respect to ascertaining the validity of the ADKAR factors. The study also makes mention that future work and/or research will need to be conducted, specifically on the readiness of the organisation itself, in order to improve the probability of transformational success. The ADKAR assessment is a people focused assessment and therefore focuses only on the readiness of the individual. Factors such as the adequacy of the current state of resources within the organisation, which incorporate aspects such as infrastructure, technology and staffing, will also need to be assessed to make a more holistic statement of change readiness. A concise review of the literature is incorporated into the Evaluation Report of Section 1 to underpin the study. In Section 2 a more extensive review of the literature is presented. Similarly, the design of the research is discussed in more detail in Section 3 to both describe and justify the appropriateness of the research methodology, and to give a detailed account of the way in which the research was carried out.
- Full Text:
- Date Issued: 2013
Evaluating social media participation for successful marketing and communication by selected private game reserves, Eastern Cape, South Africa
- Authors: Booth, Tara
- Date: 2013
- Subjects: Social media -- Economic aspects , Online social networks -- Economic aspects , Game reserves -- South Africa -- Eastern Cape -- Marketing , Internet marketing -- Economic aspects , Social media -- Marketing , Tourism -- Marketing , Communication in management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:843 , http://hdl.handle.net/10962/d1015692
- Description: Social media has become one of the defining features of the technological advances known as Web 2.0. As social media has increased in popularity, so businesses are expected to participate. Social media platforms enable businesses to widely broadcast a message as well as interact directly with individual customers. Customers are also able to interact directly with one another and share information and reviews about products and services offered. This suits the tourism industry particularly well. Internationally, research has shown that individuals use social media and other online tools to research potential holiday destinations. In addition social media is used during travel to share snapshots and commentary as well as after travel, through reviews and recommendations on platforms such as TripAdvisor. However, few studies have investigated how tourism destinations use social media to attract new clients and retain existing clients. Very little research has been done on tourism and social media in South Africa despite the importance of this industry to Gross Domestic Product (GDP). This study focused on four-star establishments within the photographic wildlife tourism industry in the Eastern Cape of South Africa. An initial survey of social media participation was carried out within the framework set out by Chan and Guillet (2011); this was then followed up with interviews with selected managers. Results showed that, in general, Private Game Reserves (PGRs) had embraced social media as a communication and marketing platform; despite concerns raised about the lack of control over content as well as poor understanding of the influence social media might have on the bottom line. TripAdvisor, Facebook and Twitter were the most commonly used platforms due to management familiarity with the platform and their ease of use. Few lodges utilised blogs or content sites such as YouTube and management cited time commitments associated with this type of platform as a reason for non-participation. However, although most PGRs or lodges had a profile on social media, this did not always mean active participation. Frequently, lodges began updating but gradually stopped after a few months. It was noted however that only one of the lodges interviewed retained an individual whose sole responsibility was social media; generally lodges did not feel that a dedicated person was necessary. This may result in a lack of time available on the part of the individual responsible or simply be a case of not understanding the platform or how to use it effectively. However, none of the PGRs with poor social media participation responded to interview requests and therefore it was not possible to determine the reasons for their poor participation. Among those lodges that actively participated, most succeed in retaining fans and followers through consistent posting of relevant and interesting content as well as customised responses that encouraged fans or followers’ interaction. However, there did not appear to be any evidence of using social media to learn about fans and followers in order to better customise the lodge offerings. This may not be necessary in this type of industry as PGRs sell a specific product and have a limited ability to customise offerings. In addition, there may be other sources of market information which lodges prefer to use. Special offers, competitions and promotions had limited success on social media. Generally, lodges used social media to promote links to a dedicated competition or promotions page. In conclusion, the managers interviewed felt strongly that social media had made a measureable impact on the tourism industry and was a channel that was here to stay. Further research around the best practice and most effective use will enable PGRs to develop and maintain effective strategies for social media participation.
- Full Text:
- Date Issued: 2013
- Authors: Booth, Tara
- Date: 2013
- Subjects: Social media -- Economic aspects , Online social networks -- Economic aspects , Game reserves -- South Africa -- Eastern Cape -- Marketing , Internet marketing -- Economic aspects , Social media -- Marketing , Tourism -- Marketing , Communication in management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:843 , http://hdl.handle.net/10962/d1015692
- Description: Social media has become one of the defining features of the technological advances known as Web 2.0. As social media has increased in popularity, so businesses are expected to participate. Social media platforms enable businesses to widely broadcast a message as well as interact directly with individual customers. Customers are also able to interact directly with one another and share information and reviews about products and services offered. This suits the tourism industry particularly well. Internationally, research has shown that individuals use social media and other online tools to research potential holiday destinations. In addition social media is used during travel to share snapshots and commentary as well as after travel, through reviews and recommendations on platforms such as TripAdvisor. However, few studies have investigated how tourism destinations use social media to attract new clients and retain existing clients. Very little research has been done on tourism and social media in South Africa despite the importance of this industry to Gross Domestic Product (GDP). This study focused on four-star establishments within the photographic wildlife tourism industry in the Eastern Cape of South Africa. An initial survey of social media participation was carried out within the framework set out by Chan and Guillet (2011); this was then followed up with interviews with selected managers. Results showed that, in general, Private Game Reserves (PGRs) had embraced social media as a communication and marketing platform; despite concerns raised about the lack of control over content as well as poor understanding of the influence social media might have on the bottom line. TripAdvisor, Facebook and Twitter were the most commonly used platforms due to management familiarity with the platform and their ease of use. Few lodges utilised blogs or content sites such as YouTube and management cited time commitments associated with this type of platform as a reason for non-participation. However, although most PGRs or lodges had a profile on social media, this did not always mean active participation. Frequently, lodges began updating but gradually stopped after a few months. It was noted however that only one of the lodges interviewed retained an individual whose sole responsibility was social media; generally lodges did not feel that a dedicated person was necessary. This may result in a lack of time available on the part of the individual responsible or simply be a case of not understanding the platform or how to use it effectively. However, none of the PGRs with poor social media participation responded to interview requests and therefore it was not possible to determine the reasons for their poor participation. Among those lodges that actively participated, most succeed in retaining fans and followers through consistent posting of relevant and interesting content as well as customised responses that encouraged fans or followers’ interaction. However, there did not appear to be any evidence of using social media to learn about fans and followers in order to better customise the lodge offerings. This may not be necessary in this type of industry as PGRs sell a specific product and have a limited ability to customise offerings. In addition, there may be other sources of market information which lodges prefer to use. Special offers, competitions and promotions had limited success on social media. Generally, lodges used social media to promote links to a dedicated competition or promotions page. In conclusion, the managers interviewed felt strongly that social media had made a measureable impact on the tourism industry and was a channel that was here to stay. Further research around the best practice and most effective use will enable PGRs to develop and maintain effective strategies for social media participation.
- Full Text:
- Date Issued: 2013
Evaluation of the applicability of Lewin's force field analysis in the implementation of the Financial Sector Charter at Standard Bank
- Authors: Skepe, Siphelo
- Date: 2013
- Subjects: Standard Bank of South Africa Limited (1962- ) Banks and banking -- South Africa Financial services industry -- Law and legislation -- South Africa Black people -- South Africa -- Economic conditions Business enterprises, Black -- South Africa Organizational change -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:804 , http://hdl.handle.net/10962/d1006775
- Description: According to the Financial Sector (FS) Charter, in August 2002, at the NEDLAC Financial Sector Summit, "the financial sector committed itself to the development of a Black Economic Empowerment (BEE) charter. It made this commitment, noting that: "Despite significant progress since the establishment of a democratic government in 1994, South African society remains characterised by racially based income and social services inequalities. This is not only unjust, but inhibits the country's ability to achieve its full economic potential. BEE is a mechanism aimed at addressing inequalities and mobilising the energies of all South Africans. It will contribute towards sustained economic growth, development and social transformation in South Africa. Inequalities also manifest themselves in the country's financial sector. A positive and proactive response from the sector through the implementation of BEE will further unlock the sector's potential, promote its global competitiveness, and enhance its world class status". Parties of the Financial Sector Charter agreed on the seven pillars below: 1) Human resource management - provide resources to develop skills of black people with the aim of increasing black participation in all levels of management in the sector. 2) Procurement policies - implement a targeted procurement strategy to enhance BEE. 3) Enterprise development - improve the level of support provided to BEE companies in all sectors of the economy. This would be achieved through skills transfer, administration and technical support. 4) Access to financial services - provide affordable financial services to the previously disadvantaged groups and making sure financial services are accessible to these groups. 5) Empowerment financing - work closely with government and government financial institutions to increase resources for empowerment financing. 6) Ownership in the financial sector - 25% of shares in each party of the FS Charter should be owned by black people by 2010. 7) Corporate social investrnent (CSI) - Each financial institution will have to spend 0.5% of their after-tax profit on corporate social investment projects. The projects should be targeted at black groups with a strong focus on transformation. The research evaluates the applicability of Lewin's Force Field Analysis (a change management model) in the implementation of the Financial Sector Charter at Standard Bank of South Africa. It attempts to achieve this by looking at how the Financial Sector Charter is being implemented at Standard Bank. The research looks at three main areas: 1) The "context" of the research problem, by seeking to understand Standard Bank's understanding of the FS Charter, the importance of implementing the FS Charter by the bank, the progress made thus far in the FS Charter implementation and comparison to the BEE scorecards of the other three main bank. 2) The "process", i.e. how the FS Charter is implemented in the bank, the driving and restraining forces of successful implementation of the FS Charter and the lessons learnt. 3) The "outcome" , i.e. benefits of implementing the FS Charter and what could be done to ensure that change management processes are successfully implemented. Personal interviews were used to discover other valuable information which was not available on the bank's published documents, and other related sources such as the Financial Sector Charter document. The sample size for the study was ten Standard Bank employees from different areas of the bank who are either senior managers or directors, in the bank. Internal publications available on the Standard Bank intranet such as the bank's employment equity plans, and the bank's sustainability reports from 2004 to 2011 (Standard Bank, 2004-2011) were analysed for the purpose of the study. The researcher also analysed public documents such as the bank's annual financial reports, bank's equity reports and internal publications on related topics of the research question. Lewin's Forces Field Analysis (FFA) points out that in any environment where change is required; there are both driving and restraining forces that influence the implementation of a change programme. The FFA is a valuable change management tool at trying to transform the behaviour of an individual, and this will lead to transformation of groups and, ultimately the organisation. It also helps to establish the balance between the driving and restraining forces of the change programme. Lewin's (1951) theory put forward the idea that change occurs in three stages: the first stage of change is unfreezing; the second stage is moving and lastly, the third stage is refreezing. In the unfreezing stage, the bank's change management initiatives would need to be directed at giving the individuals a desire and motivation to be ready and open about a planned change initiative. This could be achieved by clearly communicating why change is important, benefits of change and the compelling reasons for change. In moving, the bank would need to give support and confidence to the people affected by change in order to start accepting and buying-in to new perspectives, which enable them to realise that change will improve the current situation. In the refreezing stage, the bank would need to ensure that new patterns of behaviour are reinforced. This will ensure that the changes are applied in everyday business, and this helps create a sense of stability, where those affected by change feel comfortable and confident with the new approach of doing things. The research concludes that managers should recognise the sensitivity around transformation, and should always try to ensure that change management initiatives directed at transformation are unifying, fair and transparent. This should be done to avoid a situation where an employee (or prospective employees) and other stakeholders feel under-appreciated or overlooked because of their gender or race. This demands a carefully crafted and implemented change management programme, whose results will not only unify the bank's employees, but also create a competitive edge for the bank. Lewin's Force Field Analysis (FFA) model is a change management tool that could be used to produce such results.
- Full Text:
- Date Issued: 2013
- Authors: Skepe, Siphelo
- Date: 2013
- Subjects: Standard Bank of South Africa Limited (1962- ) Banks and banking -- South Africa Financial services industry -- Law and legislation -- South Africa Black people -- South Africa -- Economic conditions Business enterprises, Black -- South Africa Organizational change -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:804 , http://hdl.handle.net/10962/d1006775
- Description: According to the Financial Sector (FS) Charter, in August 2002, at the NEDLAC Financial Sector Summit, "the financial sector committed itself to the development of a Black Economic Empowerment (BEE) charter. It made this commitment, noting that: "Despite significant progress since the establishment of a democratic government in 1994, South African society remains characterised by racially based income and social services inequalities. This is not only unjust, but inhibits the country's ability to achieve its full economic potential. BEE is a mechanism aimed at addressing inequalities and mobilising the energies of all South Africans. It will contribute towards sustained economic growth, development and social transformation in South Africa. Inequalities also manifest themselves in the country's financial sector. A positive and proactive response from the sector through the implementation of BEE will further unlock the sector's potential, promote its global competitiveness, and enhance its world class status". Parties of the Financial Sector Charter agreed on the seven pillars below: 1) Human resource management - provide resources to develop skills of black people with the aim of increasing black participation in all levels of management in the sector. 2) Procurement policies - implement a targeted procurement strategy to enhance BEE. 3) Enterprise development - improve the level of support provided to BEE companies in all sectors of the economy. This would be achieved through skills transfer, administration and technical support. 4) Access to financial services - provide affordable financial services to the previously disadvantaged groups and making sure financial services are accessible to these groups. 5) Empowerment financing - work closely with government and government financial institutions to increase resources for empowerment financing. 6) Ownership in the financial sector - 25% of shares in each party of the FS Charter should be owned by black people by 2010. 7) Corporate social investrnent (CSI) - Each financial institution will have to spend 0.5% of their after-tax profit on corporate social investment projects. The projects should be targeted at black groups with a strong focus on transformation. The research evaluates the applicability of Lewin's Force Field Analysis (a change management model) in the implementation of the Financial Sector Charter at Standard Bank of South Africa. It attempts to achieve this by looking at how the Financial Sector Charter is being implemented at Standard Bank. The research looks at three main areas: 1) The "context" of the research problem, by seeking to understand Standard Bank's understanding of the FS Charter, the importance of implementing the FS Charter by the bank, the progress made thus far in the FS Charter implementation and comparison to the BEE scorecards of the other three main bank. 2) The "process", i.e. how the FS Charter is implemented in the bank, the driving and restraining forces of successful implementation of the FS Charter and the lessons learnt. 3) The "outcome" , i.e. benefits of implementing the FS Charter and what could be done to ensure that change management processes are successfully implemented. Personal interviews were used to discover other valuable information which was not available on the bank's published documents, and other related sources such as the Financial Sector Charter document. The sample size for the study was ten Standard Bank employees from different areas of the bank who are either senior managers or directors, in the bank. Internal publications available on the Standard Bank intranet such as the bank's employment equity plans, and the bank's sustainability reports from 2004 to 2011 (Standard Bank, 2004-2011) were analysed for the purpose of the study. The researcher also analysed public documents such as the bank's annual financial reports, bank's equity reports and internal publications on related topics of the research question. Lewin's Forces Field Analysis (FFA) points out that in any environment where change is required; there are both driving and restraining forces that influence the implementation of a change programme. The FFA is a valuable change management tool at trying to transform the behaviour of an individual, and this will lead to transformation of groups and, ultimately the organisation. It also helps to establish the balance between the driving and restraining forces of the change programme. Lewin's (1951) theory put forward the idea that change occurs in three stages: the first stage of change is unfreezing; the second stage is moving and lastly, the third stage is refreezing. In the unfreezing stage, the bank's change management initiatives would need to be directed at giving the individuals a desire and motivation to be ready and open about a planned change initiative. This could be achieved by clearly communicating why change is important, benefits of change and the compelling reasons for change. In moving, the bank would need to give support and confidence to the people affected by change in order to start accepting and buying-in to new perspectives, which enable them to realise that change will improve the current situation. In the refreezing stage, the bank would need to ensure that new patterns of behaviour are reinforced. This will ensure that the changes are applied in everyday business, and this helps create a sense of stability, where those affected by change feel comfortable and confident with the new approach of doing things. The research concludes that managers should recognise the sensitivity around transformation, and should always try to ensure that change management initiatives directed at transformation are unifying, fair and transparent. This should be done to avoid a situation where an employee (or prospective employees) and other stakeholders feel under-appreciated or overlooked because of their gender or race. This demands a carefully crafted and implemented change management programme, whose results will not only unify the bank's employees, but also create a competitive edge for the bank. Lewin's Force Field Analysis (FFA) model is a change management tool that could be used to produce such results.
- Full Text:
- Date Issued: 2013
How community participation and stakeholder involvement can improve recycling : an investigation of initiatives and opportunities in Simunye
- Authors: Myeni, Jabu R
- Date: 2013
- Subjects: Recycling (Waste, etc.) -- Swaziland Refuse and refuse disposal -- Swaziland -- Citizen participation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:803 , http://hdl.handle.net/10962/d1006457
- Description: This report presents the findings of a research project whereby the initiatives and opportunities for municipal solid waste (MSW) recycling were investigated in the town of Simunye, in Swaziland with a view to establish how recycling, in particular household waste recycling, can be improved through stakeholder involvement and community participation during the planning and implementation of a sustainable system for household waste recycling in Simunye. The reason for focusing on household waste was because source separation of household waste was identified as a potential area for improving efficiencies and cutting costs by the local authority. It was deemed necessary to conduct research because there was a history of failure in respect of household recycling. In 2006 an initiative, by the local authority, for separating household waste at source had ended up in failure. The participation rates of the households turned out to be very low even though they had been issued, free of charge, some plastic bags for sorting the waste. Some of the households were found using the bags for other purposes rather than recycling. As a result, the initiative had to be suspended (White, 2010). There is a new move to revive the project in order to cut costs and minimize wastages. This time around the local authority is determined for the new project to be a success story. Since the underlying causes for the failure of the previous initiative were never investigated formally (Khumalo, 2010), the starting point would be to identify and try to eliminate all the potential barriers to recycling through a consultative process to start with.
- Full Text:
- Date Issued: 2013
- Authors: Myeni, Jabu R
- Date: 2013
- Subjects: Recycling (Waste, etc.) -- Swaziland Refuse and refuse disposal -- Swaziland -- Citizen participation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:803 , http://hdl.handle.net/10962/d1006457
- Description: This report presents the findings of a research project whereby the initiatives and opportunities for municipal solid waste (MSW) recycling were investigated in the town of Simunye, in Swaziland with a view to establish how recycling, in particular household waste recycling, can be improved through stakeholder involvement and community participation during the planning and implementation of a sustainable system for household waste recycling in Simunye. The reason for focusing on household waste was because source separation of household waste was identified as a potential area for improving efficiencies and cutting costs by the local authority. It was deemed necessary to conduct research because there was a history of failure in respect of household recycling. In 2006 an initiative, by the local authority, for separating household waste at source had ended up in failure. The participation rates of the households turned out to be very low even though they had been issued, free of charge, some plastic bags for sorting the waste. Some of the households were found using the bags for other purposes rather than recycling. As a result, the initiative had to be suspended (White, 2010). There is a new move to revive the project in order to cut costs and minimize wastages. This time around the local authority is determined for the new project to be a success story. Since the underlying causes for the failure of the previous initiative were never investigated formally (Khumalo, 2010), the starting point would be to identify and try to eliminate all the potential barriers to recycling through a consultative process to start with.
- Full Text:
- Date Issued: 2013
Performance management of veterinarians : a case study of veterinary services in the Eastern Cape
- Authors: Mutero, Gabriel
- Date: 2013
- Subjects: Performance management Veterinarians -- South Africa -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:719 , http://hdl.handle.net/10962/d1001873
- Description: In recent years, challenging economic conditions have stressed organizations, some to breaking point. Rather than waiting for external improvements, such as market growth or technological advances, many organizations are looking internally for performance and productivity gains (Boxall and Purcell, 2003). Consequently, the concept of performance management is receiving increased attention as a route to improved results and organisational growth (Boxall and Purcell, 2003). Likewise, increasing public pressure on governments to improve service delivery and account for the public purse have also forced many governments worldwide to implement a performance management system in one form or another (Ohemeng, 2009; Cameron and Sewell, 2003; Williams, 2005; Sehested, 2008). The South African Public Service has undergone much transformation since 2000. The transformation has been motivated by the Government’s realisation that, as with governments throughout the world, there is a need to modernise and professionalise all spheres of Government. The guiding principles for this transformation are contained in the White Paper on the Transformation of the Public Service (1995) and the Batho Pele White Paper (1997). This has informed the Public Service Act: Act 32 of 2000 of which stipulates that public service organisations should have a performance management system to promote a culture of performance management amongst all staff. The performance management system must ensure that the public service administers its affairs in an economical, effective, efficient and accountable manner. Whereas performance management systems have been in existence in some parts of the world since the early 1970s (Armstrong and Baron, 2005), in the Eastern Cape Provincial Government (ECPG) the Performance Management and Development System (PMDS) can be considered to still be in its infancy stage. It was introduced slightly over a decade ago, with the objective of managing performance in a consultative, supportive and non-discriminatory manner (ECPG, 2001). The PMDS also aims to provide clarity to all employees on their role in the achievement of departmental and provincial goals. This was anticipated to result in enhanced organisational efficiency and effectiveness, accountability for the use of resources and the achievement of results (ECPG, 2001). 4 A literature review contained in this research indicates that internationally and locally, implementing performance management systems is beset with challenges such as conflicting interests between different groups such as professionals wanting autonomy, organisational culture, poor implementation, lack of capacity and resources, lack of institutional and leadership support, changing workplace environments and many others. However it has also been shown that performance management systems are one way of ensuring that employees are focused, goals are met and organisation move forward toward meeting their mission. This research, which has been grounded within a post positivist paradigm, describes the impact of the PMDS on veterinarians in their professional conduct. Semi-structured interviews were conducted with ten veterinarians within the Department, culminating in a total of seven and a half hours of interviewing time. The findings of this study were that the PMDS was minimally effective in achieving organisational goals and mission because of several reasons such as inconsistency in application, perceived unfairness, a lack of ownership of the system amongst workers and management, a lack of involvement, a dichotomy between policy and actual practice, geographical remoteness of subordinates resulting in dilution of information and influence, lack of resources and finally, the type and validity of indicators used. A significant finding was that having a non-veterinarian as a supervisor, impacted negatively on professional conduct. This was perceived to affect planning and goal setting, review and feedback discussions, as well as career advancement. The research ends with recommendations for practice and further research such as exploring management of professionals in multidisciplinary organisations. This research paper is organised and presented in three sections; the first section is in the format of an academic paper, and in addition to a concise review of the literature, will detail the findings, their discussion and conclusion. The second section contains a more expanded literature review of performance management of professionals and the third and last section describes and justifies the design of the study and how it was conducted.
- Full Text:
- Date Issued: 2013
- Authors: Mutero, Gabriel
- Date: 2013
- Subjects: Performance management Veterinarians -- South Africa -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:719 , http://hdl.handle.net/10962/d1001873
- Description: In recent years, challenging economic conditions have stressed organizations, some to breaking point. Rather than waiting for external improvements, such as market growth or technological advances, many organizations are looking internally for performance and productivity gains (Boxall and Purcell, 2003). Consequently, the concept of performance management is receiving increased attention as a route to improved results and organisational growth (Boxall and Purcell, 2003). Likewise, increasing public pressure on governments to improve service delivery and account for the public purse have also forced many governments worldwide to implement a performance management system in one form or another (Ohemeng, 2009; Cameron and Sewell, 2003; Williams, 2005; Sehested, 2008). The South African Public Service has undergone much transformation since 2000. The transformation has been motivated by the Government’s realisation that, as with governments throughout the world, there is a need to modernise and professionalise all spheres of Government. The guiding principles for this transformation are contained in the White Paper on the Transformation of the Public Service (1995) and the Batho Pele White Paper (1997). This has informed the Public Service Act: Act 32 of 2000 of which stipulates that public service organisations should have a performance management system to promote a culture of performance management amongst all staff. The performance management system must ensure that the public service administers its affairs in an economical, effective, efficient and accountable manner. Whereas performance management systems have been in existence in some parts of the world since the early 1970s (Armstrong and Baron, 2005), in the Eastern Cape Provincial Government (ECPG) the Performance Management and Development System (PMDS) can be considered to still be in its infancy stage. It was introduced slightly over a decade ago, with the objective of managing performance in a consultative, supportive and non-discriminatory manner (ECPG, 2001). The PMDS also aims to provide clarity to all employees on their role in the achievement of departmental and provincial goals. This was anticipated to result in enhanced organisational efficiency and effectiveness, accountability for the use of resources and the achievement of results (ECPG, 2001). 4 A literature review contained in this research indicates that internationally and locally, implementing performance management systems is beset with challenges such as conflicting interests between different groups such as professionals wanting autonomy, organisational culture, poor implementation, lack of capacity and resources, lack of institutional and leadership support, changing workplace environments and many others. However it has also been shown that performance management systems are one way of ensuring that employees are focused, goals are met and organisation move forward toward meeting their mission. This research, which has been grounded within a post positivist paradigm, describes the impact of the PMDS on veterinarians in their professional conduct. Semi-structured interviews were conducted with ten veterinarians within the Department, culminating in a total of seven and a half hours of interviewing time. The findings of this study were that the PMDS was minimally effective in achieving organisational goals and mission because of several reasons such as inconsistency in application, perceived unfairness, a lack of ownership of the system amongst workers and management, a lack of involvement, a dichotomy between policy and actual practice, geographical remoteness of subordinates resulting in dilution of information and influence, lack of resources and finally, the type and validity of indicators used. A significant finding was that having a non-veterinarian as a supervisor, impacted negatively on professional conduct. This was perceived to affect planning and goal setting, review and feedback discussions, as well as career advancement. The research ends with recommendations for practice and further research such as exploring management of professionals in multidisciplinary organisations. This research paper is organised and presented in three sections; the first section is in the format of an academic paper, and in addition to a concise review of the literature, will detail the findings, their discussion and conclusion. The second section contains a more expanded literature review of performance management of professionals and the third and last section describes and justifies the design of the study and how it was conducted.
- Full Text:
- Date Issued: 2013
The influence of individual employee performance metrics on a sub-culture in a professional services firm in Durban, South Africa
- Authors: Zvarevashe, Marshall
- Date: 2013
- Subjects: Performance -- Evaluation Corporate culture -- South Africa Organizational effectiveness Leadership Management -- South Africa Organizational behavior -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:714 , http://hdl.handle.net/10962/d1001868
- Description: In today’s fast paced and global economy, competitive advantage is increasingly focused more on organisational behaviours rather than on the traditional tenets of land, labour and capital. Going beyond the traditional, organisations that are best able to get the most and the best out of their people are the ones most likely to perform better. This study aims to build an understanding of how culture is influenced by individual employee performance metrics that are used in an organisation. Previous research has been done in the broad fields of organisational culture and employee performance metrics separately, but no studies were identified in literature that focused on the interaction of the two concepts specifically. Therefore, this study seeks to answer the following research question: How do individual employee performance metrics influence sub-culture in the context of a professional services firm in Durban? This study predominantly focused not on performance at the organisational level, but rather the more granular level of individual employee performance metrics and sub-culture in one of the divisions of a professional services firm. This qualitative study explores the multiple perspectives of reality of ten of the 32 managers in the Advisory division of a professional services organisation, regarding how individual employee performance metrics influence their world view of work, or the way they perceive, think, feel and interact in the world of work. The focus of the study was limited to one department, in one branch of a multinational organisation and focused only on the horizontal layer of the “manager group” within the staff levels. Semi-structured, in-depth and face-to-face interviews were conducted with these managers as a means of gathering and saturating data. Interviewees were identified using a stratified sampling from the group of managers in the Advisory division. Open coding and constant comparison was used to analyse data. Page ii of viii The results of the study show that managers had very varied and complex perceptions of how the individual performance metrics used to assess their performance influence the sub-culture of their world of work. The key findings manifested that misuse and abuse of performance metrics by leaders, leadership bias in respect to recognition, reward and remunerations, the predominant focus of the division on the bottom line and emphasis on success at all cost, and low employee morale were all aspects of performance that impacted on how employees behaved in the division. The effect of these factors on the managers operating in this division was that there were low levels of employee commitment which were experienced through low morale and reduced productivity; managers felt that there was a restriction in the development of their careers, all of which resulted in a disregard to values of the organisation. This study reflects how the reward and recognition system using the balanced scorecard has shifted the focus of the department away from the organisation’s espoused values. This has resulted in various leadership and management questions for the leadership of the division in this study. This research also adds to existing literature that links performance and culture within the organisational context that it goes beyond the prevalent themes in literature which focus on performance at the organisation level. This study focuses on performance at the employee level and in particular in a professional services firm in South Africa. The study has three interrelated sections which are however considered as standalone. The first section is an evaluation report based on the Advisory division of a professional services firm in Durban, South Africa, and consists of a literature review, the methodology followed in conducting the study, results and the discussion thereof. The report also highlights limitations of the study, recommendations and the perceived value of the study. The report ends with a summary in the form of a conclusion. Section 2 comprises a more comprehensive literature review while Section 3 documents the research methodology followed in the study.
- Full Text:
- Date Issued: 2013
- Authors: Zvarevashe, Marshall
- Date: 2013
- Subjects: Performance -- Evaluation Corporate culture -- South Africa Organizational effectiveness Leadership Management -- South Africa Organizational behavior -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:714 , http://hdl.handle.net/10962/d1001868
- Description: In today’s fast paced and global economy, competitive advantage is increasingly focused more on organisational behaviours rather than on the traditional tenets of land, labour and capital. Going beyond the traditional, organisations that are best able to get the most and the best out of their people are the ones most likely to perform better. This study aims to build an understanding of how culture is influenced by individual employee performance metrics that are used in an organisation. Previous research has been done in the broad fields of organisational culture and employee performance metrics separately, but no studies were identified in literature that focused on the interaction of the two concepts specifically. Therefore, this study seeks to answer the following research question: How do individual employee performance metrics influence sub-culture in the context of a professional services firm in Durban? This study predominantly focused not on performance at the organisational level, but rather the more granular level of individual employee performance metrics and sub-culture in one of the divisions of a professional services firm. This qualitative study explores the multiple perspectives of reality of ten of the 32 managers in the Advisory division of a professional services organisation, regarding how individual employee performance metrics influence their world view of work, or the way they perceive, think, feel and interact in the world of work. The focus of the study was limited to one department, in one branch of a multinational organisation and focused only on the horizontal layer of the “manager group” within the staff levels. Semi-structured, in-depth and face-to-face interviews were conducted with these managers as a means of gathering and saturating data. Interviewees were identified using a stratified sampling from the group of managers in the Advisory division. Open coding and constant comparison was used to analyse data. Page ii of viii The results of the study show that managers had very varied and complex perceptions of how the individual performance metrics used to assess their performance influence the sub-culture of their world of work. The key findings manifested that misuse and abuse of performance metrics by leaders, leadership bias in respect to recognition, reward and remunerations, the predominant focus of the division on the bottom line and emphasis on success at all cost, and low employee morale were all aspects of performance that impacted on how employees behaved in the division. The effect of these factors on the managers operating in this division was that there were low levels of employee commitment which were experienced through low morale and reduced productivity; managers felt that there was a restriction in the development of their careers, all of which resulted in a disregard to values of the organisation. This study reflects how the reward and recognition system using the balanced scorecard has shifted the focus of the department away from the organisation’s espoused values. This has resulted in various leadership and management questions for the leadership of the division in this study. This research also adds to existing literature that links performance and culture within the organisational context that it goes beyond the prevalent themes in literature which focus on performance at the organisation level. This study focuses on performance at the employee level and in particular in a professional services firm in South Africa. The study has three interrelated sections which are however considered as standalone. The first section is an evaluation report based on the Advisory division of a professional services firm in Durban, South Africa, and consists of a literature review, the methodology followed in conducting the study, results and the discussion thereof. The report also highlights limitations of the study, recommendations and the perceived value of the study. The report ends with a summary in the form of a conclusion. Section 2 comprises a more comprehensive literature review while Section 3 documents the research methodology followed in the study.
- Full Text:
- Date Issued: 2013
The relationship between customer satisfaction and revenue: an empirical study within the corporate banking division of a South African bank
- Authors: Richter, Leonie
- Date: 2013
- Subjects: Banks and banking -- Customer services -- South Africa Banks and banking -- South Africa -- Accounting Consumer satisfaction -- South Africa Financial services industry -- South Africa Revenue -- Research -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:802 , http://hdl.handle.net/10962/d1006169
- Description: This is a quantitative study which explores whether there is a positive relationship between customer satisfaction as perceived by corporate customers and revenue generated from such customers of the corporate division of a single South African bank. This research report has three sections, namely the (1) academic paper which comprises a condensed literature review, research methods, results and discussion, (2) an expanded literature review, and (3) an expanded research methodology. Although these three sections are interrelated, they may be considered stand-alone documents. A review of literature contends that customer satisfaction has been a topic of interest for over four decades when, in 1965, the concept was first introduced to literature by Cardozo. Even in these early stages it was hypothesized that higher customer satisfaction would lead to repeat purchasing and cross selling. Thus, for some time, researchers have proposed that a link exists between customer satisfaction and a company’s bottom line, ultimately alluding to the notion of positive associations between customer satisfaction, revenue and profitability. The corporate banking division of a South African bank has dedicated significant time and economic resources to monitoring and improving the satisfaction of their corporate customers each year. With a focus on this single corporate banking division, this quantitative study used secondary customer satisfaction data to establish whether a positive relationship between customer satisfaction with a bank representative or more formally termed, the ‘transactional banker’ (TB) and revenue at an account level exists. The study used a one-dimensional customer satisfaction construct summated from several variables or a one-dimensional multi item scale. This quantitative study made use of secondary data obtained through customer satisfaction surveys conducted with the division’s clients in three waves during September 2010, March 2011 and September 2011. At the time of data collection, telephone interviews were conducted with individuals in corporations who were customers of the corporate division within the bank. These individuals in their respective corporations were identified and surveyed because they (a) managed the primary relationship of the corporation with the banking division and (b) were senior financial decision makers of their organization’s (i.e. had the ability to influence a decision to change banks). Sample sizes of 273 (September 2010), 259 (March 2011) and 310 (September 2011) individual corporate customers were achieved through a method of stratified sampling. In this study, customers were stratified according to the TB who is responsible for their account. Within each stratum a random sample of 10 – 15 participants were included for each of the 30 TB’s. Monthly revenue data, recorded as a) credit revenue, b) overdraft revenue and c) total revenue was sourced from internal company records for each month from September 2010 to January 2012. Pearson’s correlation coefficient was used to assess whether a positive correlation between the two variables of customer satisfaction and revenue exists. This was followed by Ordinary Least Square Regression to investigate the magnitude and nature of the relationship between customer satisfaction and revenue using customer satisfaction as the independent variable and revenue as the response variable. Cronbach’s alpha was also used for internal scale validity. The results of the research indicated no statistically significant relationship between a customer’s satisfaction with the performance of their TB and either the credit, overdraft or total revenue generated from such a customer through their account. By highlighting this, these findings, nevertheless, contribute to the growing body of knowledge examining the impact of customer satisfaction efforts on revenue. On the basis of the findings of this study, it cannot be practically recommended that customer satisfaction efforts be terminated or changed within the organization of study owing to several study limitations which were present. Firstly, the study was hampered by small sample sizes due to a lack of the availability of revenue data in some instances, particularly in the case of overdraft revenue. Secondly, the study only focused on a single bank account held with the bank and increases and decreases in revenue based on the balances held within that single account. Since one of the purported consequences of improved customer satisfaction is the purchase of additional products, the current design of the study does not take into account the take up of additional accounts or banking products with the bank. Thus, an increase in revenue for the bank as a whole due to the purchase of additional accounts may be masked. Similarly, the scope of the study does not extend to examining the effect of recommendations made by these corporate customers to others and hence growth of divisional or bank revenue due to the addition of new customers. Finally, this quantitative study does not examine revenue growth when compared to customer satisfaction improvements over time due to a limited sample of customers taking part in the study over a number of periods as well as incomplete revenue data. The recommendations for future research are to examine the relationship between changes in customer satisfaction and changes in revenue at divisional level in the long run within the South African banking industry as the impact of an increase in customer satisfaction may be obscured by salient factors in the short run. It is also suggested that future research look at the correlation between dissatisfaction and revenue, where adequate sample sizes are available. Theoretically, the results of this research do bring into serious question the universal application, especially in the context of the South African banking industry of the Service Profit Chain and Satisfaction Profit Chain which propagate the existence of a positive relationship between customer satisfaction and revenue.
- Full Text:
- Date Issued: 2013
- Authors: Richter, Leonie
- Date: 2013
- Subjects: Banks and banking -- Customer services -- South Africa Banks and banking -- South Africa -- Accounting Consumer satisfaction -- South Africa Financial services industry -- South Africa Revenue -- Research -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:802 , http://hdl.handle.net/10962/d1006169
- Description: This is a quantitative study which explores whether there is a positive relationship between customer satisfaction as perceived by corporate customers and revenue generated from such customers of the corporate division of a single South African bank. This research report has three sections, namely the (1) academic paper which comprises a condensed literature review, research methods, results and discussion, (2) an expanded literature review, and (3) an expanded research methodology. Although these three sections are interrelated, they may be considered stand-alone documents. A review of literature contends that customer satisfaction has been a topic of interest for over four decades when, in 1965, the concept was first introduced to literature by Cardozo. Even in these early stages it was hypothesized that higher customer satisfaction would lead to repeat purchasing and cross selling. Thus, for some time, researchers have proposed that a link exists between customer satisfaction and a company’s bottom line, ultimately alluding to the notion of positive associations between customer satisfaction, revenue and profitability. The corporate banking division of a South African bank has dedicated significant time and economic resources to monitoring and improving the satisfaction of their corporate customers each year. With a focus on this single corporate banking division, this quantitative study used secondary customer satisfaction data to establish whether a positive relationship between customer satisfaction with a bank representative or more formally termed, the ‘transactional banker’ (TB) and revenue at an account level exists. The study used a one-dimensional customer satisfaction construct summated from several variables or a one-dimensional multi item scale. This quantitative study made use of secondary data obtained through customer satisfaction surveys conducted with the division’s clients in three waves during September 2010, March 2011 and September 2011. At the time of data collection, telephone interviews were conducted with individuals in corporations who were customers of the corporate division within the bank. These individuals in their respective corporations were identified and surveyed because they (a) managed the primary relationship of the corporation with the banking division and (b) were senior financial decision makers of their organization’s (i.e. had the ability to influence a decision to change banks). Sample sizes of 273 (September 2010), 259 (March 2011) and 310 (September 2011) individual corporate customers were achieved through a method of stratified sampling. In this study, customers were stratified according to the TB who is responsible for their account. Within each stratum a random sample of 10 – 15 participants were included for each of the 30 TB’s. Monthly revenue data, recorded as a) credit revenue, b) overdraft revenue and c) total revenue was sourced from internal company records for each month from September 2010 to January 2012. Pearson’s correlation coefficient was used to assess whether a positive correlation between the two variables of customer satisfaction and revenue exists. This was followed by Ordinary Least Square Regression to investigate the magnitude and nature of the relationship between customer satisfaction and revenue using customer satisfaction as the independent variable and revenue as the response variable. Cronbach’s alpha was also used for internal scale validity. The results of the research indicated no statistically significant relationship between a customer’s satisfaction with the performance of their TB and either the credit, overdraft or total revenue generated from such a customer through their account. By highlighting this, these findings, nevertheless, contribute to the growing body of knowledge examining the impact of customer satisfaction efforts on revenue. On the basis of the findings of this study, it cannot be practically recommended that customer satisfaction efforts be terminated or changed within the organization of study owing to several study limitations which were present. Firstly, the study was hampered by small sample sizes due to a lack of the availability of revenue data in some instances, particularly in the case of overdraft revenue. Secondly, the study only focused on a single bank account held with the bank and increases and decreases in revenue based on the balances held within that single account. Since one of the purported consequences of improved customer satisfaction is the purchase of additional products, the current design of the study does not take into account the take up of additional accounts or banking products with the bank. Thus, an increase in revenue for the bank as a whole due to the purchase of additional accounts may be masked. Similarly, the scope of the study does not extend to examining the effect of recommendations made by these corporate customers to others and hence growth of divisional or bank revenue due to the addition of new customers. Finally, this quantitative study does not examine revenue growth when compared to customer satisfaction improvements over time due to a limited sample of customers taking part in the study over a number of periods as well as incomplete revenue data. The recommendations for future research are to examine the relationship between changes in customer satisfaction and changes in revenue at divisional level in the long run within the South African banking industry as the impact of an increase in customer satisfaction may be obscured by salient factors in the short run. It is also suggested that future research look at the correlation between dissatisfaction and revenue, where adequate sample sizes are available. Theoretically, the results of this research do bring into serious question the universal application, especially in the context of the South African banking industry of the Service Profit Chain and Satisfaction Profit Chain which propagate the existence of a positive relationship between customer satisfaction and revenue.
- Full Text:
- Date Issued: 2013
The relationship between leadership and employee work performance in a Nigerian courier company
- Authors: Yobe, Kingsley
- Date: 2013
- Subjects: Leadership -- Nigeria Transformational leadership -- Nigeria Industrial management -- Nigeria Business planning -- Research -- Nigeria Employees -- Rating of -- Nigeria Organizational change
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:805 , http://hdl.handle.net/10962/d1006858
- Description: A number of authors have portrayed leadership as a vital factor in the success or failure of an organization. Hence Bass (1994; 1997) believes that excellent organizations begin with excellent leadership and organisations reflect their leadership (Maritz, 1995). Therefore, successful organisations reflect their leadership (Maritz, 1995). In an attempt to investigate the aim of this research, various performance and leadership concepts and theories were investigated: the trait concept, behavioural approaches and situational/contingency approaches. Every one of these theories gave a different explanation to leadership. Furthermore, transactional, and transformational leadership were also discussed. The difference between these two models according to Bass and Avolio (1994) is that the work performance of the followers of transformational leadership is usually beyond expectations, while transactional leadership, at best, leads to expected performance. In terms of performance, it is argued that employee work performance can lead to a successful organisational performance. This is because several organisations attribute their business success to the work performance of their employees. According to Collis and Montgomery (1995) employee work performance has a major positive influence on organisational performance. Nevertheless, the accomplishment of an organisation is dependent on the leader’s ability to enhance human resources; hence “effective organisations require effective leadership” (Maritz, 1995). Transformational leadership was identified as the effective leadership style that can motivate workers to improve on their performance by instilling trust and confidence in them. Transformational leadership is superior to both transactional and non-transactional leadership because it makes workers loyal to the mission and vision of their organizations. Bass (1990) states “that the leadership research over the years has proved that loyalty is more powerful than tangible inducements.” Furthermore, non- transactional leaders avoid decision making, allowing their subordinates to take charge of the work process (Bass 1990). This research focuses on the relationship between leadership and employee work performance in a Nigerian Courier Company. In addressing this aim, a Nigerian Courier company was selected as the research context because of its success in the Nigerian turbulent business environment that is plagued by the country’s economic, social, and political troubles (McKern, Meza, Osayande and Denend, 2010). The research hypothesis of this research was generated to investigate leadership and employee performance. Leadership and performance were also identified as the research independent and dependent variables. Thus the research hypotheses were as follows: Hypothesis 1. Null Hypothesis: There is no significant positive linear relationship between employee performance and transformational leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transformational leadership Hypothesis 2. Null Hypothesis: There is no significant positive linear relationship between employee performance and transactional leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transactional leadership Hypothesis 3. Null Hypothesis: There is no significant positive linear relationship between employee performance and non-transactional leadership. Alternative Hypothesis: There is significant positive linear relationship between employee performance and non-transactional leadership. The general methodology included the use of a valid and reliable instrument known as the Multifactor Leadership Questionnaire (MLQ) and the company’s performance appraisal process. These instruments were used to collect information about employee work performance. The validity and reliability of the MLQ is not in doubt because it was formulated from the full range leadership development theory of Bass and Avolio (1997) and has been used extensively worldwide (Bass and Avolio, 1997). The research data was analysed using Statistica (StatSoft, 2011). Once the data was imported the necessary leadership factors were calculated as per the MLQ scoring key. From the eight factors a further three factors were generated namely transformational, transactional and nontransactional leadership. The data was checked and described using frequency tables and descriptive statistics, followed by correlation matrices coupled with their corresponding scatter plots. The research data was tested for consistency and reliability. Sekaran (2000) states that in order to determine the reliability of a measure one needs to test for both consistency and stability. For this research, linear correlation and regression analysis was used. The outcome of the first investigated hypothesis confirmed that there is a strong significant, positive linear relationship between employee performance and transformational leadership (ρ<0.0001). However, the findings on the null hypothesis, states that transformational leadership has no significant positive linear relationship with employee performance. The null hypothesis is REJECTED, because the model is significant at ρ<.0001. Thus, the alternative hypothesis is ACCEPTED because it concludes that there is sufficient evidence, at the 5% level of significance, that there is significant positive linear relationship between employee performance and transformational leadership. The second hypotheses found that with 5% level of significance there is no significant positive linear relationship between transactional leadership and employee performance (ρ =0.317). It must be noted that since the correlation is not significant the null hypothesis which states that there is no significant positive linear relationship between employee performance and transactional leadership was NOT REJECTED. The outcome of the third hypotheses support the null hypothesis, because the negative linear relationship between employee performance and non-transactional leadership is not significant (ρ = 0.6718). This informed the conclusion that at the 5% level of significance, there is no positive linear relationship between non-transactional leadership and employee performance. The findings of this research favour the conclusion drawn by Brand, Heyl and Maritz (2000) that suggested a more significant relationship between transformational leadership and employee performance, than any other leadership style. Evidence put together in the retail and manufacturing sector of South Africa, and the armed forces of the United States of America, Germany and Canada, point in the direction of the strong, positive effects of transformational leaders (Brand, et al., 2000). Again the effectiveness of transformational leadership can be reinforced by the research directed by Ristow, Amos and Staude (1999), which resolved that the effectiveness of transformational leadership was greater in a South African cricketing environment. Hayward, Davidson, Pascoe, Tasker, Amos and Pearse (2003) conducted research in a pharmaceutical organisation and found a positive linear relationship between transformational leadership and employee work performance. These research outcomes clarify the investigation by Pruijn and Boucher (1994) which established “that transformational leadership is an extension of transactional leadership” (Bass, 1997). The difference between these two models according to Bass and Avolio (1994) is that the work performance of supporters of transformational leadership is usually beyond expectation, while the behaviour of the supporters of transactional leadership, at best, leads to anticipated work performance. This research will be used to improve the relationship between the leaders and employees of the courier company under investigation. It will be useful for the placement of individuals to leadership positions in the company. It will also impact on how future leadership training will be conducted by the company, and of course add to the body of knowledge. This is supported by research conducted in the service sector which states that “transformational leadership affects performance over and above transactional leadership” (Geyery and Steyrer, 1998).
- Full Text:
- Date Issued: 2013
- Authors: Yobe, Kingsley
- Date: 2013
- Subjects: Leadership -- Nigeria Transformational leadership -- Nigeria Industrial management -- Nigeria Business planning -- Research -- Nigeria Employees -- Rating of -- Nigeria Organizational change
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:805 , http://hdl.handle.net/10962/d1006858
- Description: A number of authors have portrayed leadership as a vital factor in the success or failure of an organization. Hence Bass (1994; 1997) believes that excellent organizations begin with excellent leadership and organisations reflect their leadership (Maritz, 1995). Therefore, successful organisations reflect their leadership (Maritz, 1995). In an attempt to investigate the aim of this research, various performance and leadership concepts and theories were investigated: the trait concept, behavioural approaches and situational/contingency approaches. Every one of these theories gave a different explanation to leadership. Furthermore, transactional, and transformational leadership were also discussed. The difference between these two models according to Bass and Avolio (1994) is that the work performance of the followers of transformational leadership is usually beyond expectations, while transactional leadership, at best, leads to expected performance. In terms of performance, it is argued that employee work performance can lead to a successful organisational performance. This is because several organisations attribute their business success to the work performance of their employees. According to Collis and Montgomery (1995) employee work performance has a major positive influence on organisational performance. Nevertheless, the accomplishment of an organisation is dependent on the leader’s ability to enhance human resources; hence “effective organisations require effective leadership” (Maritz, 1995). Transformational leadership was identified as the effective leadership style that can motivate workers to improve on their performance by instilling trust and confidence in them. Transformational leadership is superior to both transactional and non-transactional leadership because it makes workers loyal to the mission and vision of their organizations. Bass (1990) states “that the leadership research over the years has proved that loyalty is more powerful than tangible inducements.” Furthermore, non- transactional leaders avoid decision making, allowing their subordinates to take charge of the work process (Bass 1990). This research focuses on the relationship between leadership and employee work performance in a Nigerian Courier Company. In addressing this aim, a Nigerian Courier company was selected as the research context because of its success in the Nigerian turbulent business environment that is plagued by the country’s economic, social, and political troubles (McKern, Meza, Osayande and Denend, 2010). The research hypothesis of this research was generated to investigate leadership and employee performance. Leadership and performance were also identified as the research independent and dependent variables. Thus the research hypotheses were as follows: Hypothesis 1. Null Hypothesis: There is no significant positive linear relationship between employee performance and transformational leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transformational leadership Hypothesis 2. Null Hypothesis: There is no significant positive linear relationship between employee performance and transactional leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transactional leadership Hypothesis 3. Null Hypothesis: There is no significant positive linear relationship between employee performance and non-transactional leadership. Alternative Hypothesis: There is significant positive linear relationship between employee performance and non-transactional leadership. The general methodology included the use of a valid and reliable instrument known as the Multifactor Leadership Questionnaire (MLQ) and the company’s performance appraisal process. These instruments were used to collect information about employee work performance. The validity and reliability of the MLQ is not in doubt because it was formulated from the full range leadership development theory of Bass and Avolio (1997) and has been used extensively worldwide (Bass and Avolio, 1997). The research data was analysed using Statistica (StatSoft, 2011). Once the data was imported the necessary leadership factors were calculated as per the MLQ scoring key. From the eight factors a further three factors were generated namely transformational, transactional and nontransactional leadership. The data was checked and described using frequency tables and descriptive statistics, followed by correlation matrices coupled with their corresponding scatter plots. The research data was tested for consistency and reliability. Sekaran (2000) states that in order to determine the reliability of a measure one needs to test for both consistency and stability. For this research, linear correlation and regression analysis was used. The outcome of the first investigated hypothesis confirmed that there is a strong significant, positive linear relationship between employee performance and transformational leadership (ρ<0.0001). However, the findings on the null hypothesis, states that transformational leadership has no significant positive linear relationship with employee performance. The null hypothesis is REJECTED, because the model is significant at ρ<.0001. Thus, the alternative hypothesis is ACCEPTED because it concludes that there is sufficient evidence, at the 5% level of significance, that there is significant positive linear relationship between employee performance and transformational leadership. The second hypotheses found that with 5% level of significance there is no significant positive linear relationship between transactional leadership and employee performance (ρ =0.317). It must be noted that since the correlation is not significant the null hypothesis which states that there is no significant positive linear relationship between employee performance and transactional leadership was NOT REJECTED. The outcome of the third hypotheses support the null hypothesis, because the negative linear relationship between employee performance and non-transactional leadership is not significant (ρ = 0.6718). This informed the conclusion that at the 5% level of significance, there is no positive linear relationship between non-transactional leadership and employee performance. The findings of this research favour the conclusion drawn by Brand, Heyl and Maritz (2000) that suggested a more significant relationship between transformational leadership and employee performance, than any other leadership style. Evidence put together in the retail and manufacturing sector of South Africa, and the armed forces of the United States of America, Germany and Canada, point in the direction of the strong, positive effects of transformational leaders (Brand, et al., 2000). Again the effectiveness of transformational leadership can be reinforced by the research directed by Ristow, Amos and Staude (1999), which resolved that the effectiveness of transformational leadership was greater in a South African cricketing environment. Hayward, Davidson, Pascoe, Tasker, Amos and Pearse (2003) conducted research in a pharmaceutical organisation and found a positive linear relationship between transformational leadership and employee work performance. These research outcomes clarify the investigation by Pruijn and Boucher (1994) which established “that transformational leadership is an extension of transactional leadership” (Bass, 1997). The difference between these two models according to Bass and Avolio (1994) is that the work performance of supporters of transformational leadership is usually beyond expectation, while the behaviour of the supporters of transactional leadership, at best, leads to anticipated work performance. This research will be used to improve the relationship between the leaders and employees of the courier company under investigation. It will be useful for the placement of individuals to leadership positions in the company. It will also impact on how future leadership training will be conducted by the company, and of course add to the body of knowledge. This is supported by research conducted in the service sector which states that “transformational leadership affects performance over and above transactional leadership” (Geyery and Steyrer, 1998).
- Full Text:
- Date Issued: 2013
Understanding Generation Y : an investigation of how Hilton College can use technology for communication
- Authors: Wyngaard, Richard Clive
- Date: 2013
- Subjects: Generation Y -- South Africa -- KwaZulu-Natal Cell phones -- Social aspects Mobile communication systems -- Social aspects Information technology -- South Africa -- KwaZulu-Natal
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:796 , http://hdl.handle.net/10962/d1004332
- Description: Background to the academic research. Hilton College is an all boys private school in the Kwa-Zulu Natal Midlands. Since the beginning of 2012 boys have been permitted to carry their phones during the school day, (Thomson, 2012). Wireless internet access was also extended across the campus to allow boys and staff to bring their own devices to class and have access to the internet (Machlachlan, 2012). In the past, communication between staff and boys was either verbal or through the use of a daily notice, called the Daily Routine Order (DRO). The DRO is placed at the dining room tables each day and boys are expected to check for any notices that may pertain to them. These notices are emailed to a secretary who prints them out and places them in the dining room each day at lunch. 2. Objectives to the research. This research sought to establish whether current communication methods were effective or whether the prevalence of mobile phones and wireless devices had presented the school with a more effective method. It was important therefore, to investigate what devices were on campus, how those devices were used and when they were used. In addition to this, the research sought to establish communication preference among staff and boys. 3. Research Methodology. The research was conducted through the use of a qualitative survey that was conducted among both staff and boys. Staff and boys were surveyed to establish generation, device prevalence, device usage and device preference. This data was collected using an anonymous qualitative survey that was administered through the use of Google docs in the school labs. 187 Boys in 3 grades 8 and 9 participated in the survey along with 18 staff members. The data was then analysed and compared to data from similar research that had been conducted elsewhere in the world. Because of significant age differences between boys and staff it was critical to establish whether device usage among staff and boys was tied to their generation. Of particular interest were the device behaviours associated with the Millennial generation, who were born between 1982-2002 (Strauss 2005:10). This generational ‘benchmark’ allowed the researcher to compare the Hilton College cohort to those whose device behaviours and usage had occurred and been discussed in generational research elsewhere. It also allowed for certain assumptions to be made about staff and boys based on their generational profile. 4. Findings It was found that staff and boys exhibited communication traits that were consistent with their generation and consistent with other research in this field. It was also found that staff and boys preferred mobile and digital forms of communication over verbal announcements and the DRO system. For this reason, it was recommended that the Hilton College establish a system that took advantage of technology to improve on communication. Various recommendations were given by the researcher that took advantage of current technologies. These included the use of SMS, Instant Messaging, Social Networks and email. It was also recommended that the school consider prescribing devices that allow for communication between staff and boys.
- Full Text:
- Date Issued: 2013
- Authors: Wyngaard, Richard Clive
- Date: 2013
- Subjects: Generation Y -- South Africa -- KwaZulu-Natal Cell phones -- Social aspects Mobile communication systems -- Social aspects Information technology -- South Africa -- KwaZulu-Natal
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:796 , http://hdl.handle.net/10962/d1004332
- Description: Background to the academic research. Hilton College is an all boys private school in the Kwa-Zulu Natal Midlands. Since the beginning of 2012 boys have been permitted to carry their phones during the school day, (Thomson, 2012). Wireless internet access was also extended across the campus to allow boys and staff to bring their own devices to class and have access to the internet (Machlachlan, 2012). In the past, communication between staff and boys was either verbal or through the use of a daily notice, called the Daily Routine Order (DRO). The DRO is placed at the dining room tables each day and boys are expected to check for any notices that may pertain to them. These notices are emailed to a secretary who prints them out and places them in the dining room each day at lunch. 2. Objectives to the research. This research sought to establish whether current communication methods were effective or whether the prevalence of mobile phones and wireless devices had presented the school with a more effective method. It was important therefore, to investigate what devices were on campus, how those devices were used and when they were used. In addition to this, the research sought to establish communication preference among staff and boys. 3. Research Methodology. The research was conducted through the use of a qualitative survey that was conducted among both staff and boys. Staff and boys were surveyed to establish generation, device prevalence, device usage and device preference. This data was collected using an anonymous qualitative survey that was administered through the use of Google docs in the school labs. 187 Boys in 3 grades 8 and 9 participated in the survey along with 18 staff members. The data was then analysed and compared to data from similar research that had been conducted elsewhere in the world. Because of significant age differences between boys and staff it was critical to establish whether device usage among staff and boys was tied to their generation. Of particular interest were the device behaviours associated with the Millennial generation, who were born between 1982-2002 (Strauss 2005:10). This generational ‘benchmark’ allowed the researcher to compare the Hilton College cohort to those whose device behaviours and usage had occurred and been discussed in generational research elsewhere. It also allowed for certain assumptions to be made about staff and boys based on their generational profile. 4. Findings It was found that staff and boys exhibited communication traits that were consistent with their generation and consistent with other research in this field. It was also found that staff and boys preferred mobile and digital forms of communication over verbal announcements and the DRO system. For this reason, it was recommended that the Hilton College establish a system that took advantage of technology to improve on communication. Various recommendations were given by the researcher that took advantage of current technologies. These included the use of SMS, Instant Messaging, Social Networks and email. It was also recommended that the school consider prescribing devices that allow for communication between staff and boys.
- Full Text:
- Date Issued: 2013
Waste management in the pharmaceutical industry : an evaluation report of Dr Reddy's Laboratories
- Authors: Letsitsi, Ezekiel Tebogo
- Date: 2013
- Subjects: Pharmaceutical industry -- Waste disposal -- Case studies Hazardous wastes -- Management -- South Africa Hazardous wastes -- Management -- Law and legislation -- South Africa , Dr Reddy's Laboratories
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:718 , http://hdl.handle.net/10962/d1001872
- Description: The pharmaceutical industry must worry about managing pharmaceutical waste as it poses a health risk to human beings and its presence in the environment can also contribute to loss of biodiversity. Ngwuluka, Ochekpe, and Odumosu (2011: 11259) state that “Pharmaceuticals, though used to treat and manage diseases, are poisons, which justify the growing concerns about their presence in the environment.” Various forms of pharmaceutical waste exist, Ngwuluka et al. (2011) identified the following forms of pharmaceutical waste: Expired dosage forms, non-reworkable formulations, spilled pharmaceuticals, rejected active pharmaceutical ingredients, expired active pharmaceutical ingredients, and wastewater resulting from the water used for process operations during manufacturing and could come from the water used to clean equipment, pipes and floors, and would contain amongst other materials, chemicals and active pharmaceutical ingredients (APIs). A review on the pharmaceutical industry and the progress they have made in environmental management by generating health, safety and environmental programs, preventing pollution, waste minimization, recycling and reusing materials, investing in projects and facilities to ensure environmental sustainability have been established (Berry & Rondinelli, 2000). Dr. Reddy’s Laboratories is an Indian based pharmaceutical company which imports, markets and sells medicines in South Africa. Dr. Reddy’s has plans to set up a manufacturing plant in South Africa. The purpose of this study is to research waste management practices at Dr. Reddy’s plant in India and to draw parallels between India’s and South Africa’s waste legislation. This is to enable Dr. Reddy’s to review all aspects of its waste management systems, in order to revise where necessary and to improve the overall achievement of its waste management objectives in order to become a more sustainable organisation and to meet South African Waste legislation before setting up a plant in South Africa. 3 ii. Objective of the Evaluation Report The purpose of this research is to evaluate and analyse the development and implementation of a waste management system in a pharmaceutical company, specifically Dr. Reddy’s Laboratories. This is primarily to enable the company to review and analyse all aspects of waste management pertaining to pharmaceutical manufacturing and to revise or improve where necessary to ensure adherence to waste regulations as outlined by government. The following research goals have been also been identified: To identify and describe waste management practices at Dr. Reddy’s Laboratories, on the inherent assumption by the researcher that the company has a successful waste management strategy that would need to be reviewed to identify areas of improvement before expanding manufacturing facilities into South Africa. To evaluate, assess and compare similarities and/or differences between the identified South African Legislation for Waste Management with those identified during research conducted at Dr. Reddy’s iii. Importance of the Research Conducted Waste Management is important in that it not only removes from the environment, substances that can be harmful to humans and animals but it also enables an organisation to be more sustainable. According to Seadon (2010: i) “Integrated waste management is considered from a systems’ approach, with a particular emphasis on advancing sustainability”. The study will provide guidance to senior management, shop floor managers and employees who work in Dr. Reddy’s manufacturing plants as well as overall employees at Dr. Reddy’s on how to successfully implement a Waste Management programme to enhance sustainability at the organisation and realise the benefits to the organisation of being more sustainable. Weybrecht (2010) identified the following benefits that companies could gain by adopting sustainable waste management practices: reduced costs, resource preservation, keeping up with legislation, enhanced reputation, business differentiation from competitors, and attraction and retention of quality employees, and customer need satisfaction amongst many other benefits. This research needs to address the gap in analysing waste management practices (with more emphasis on waste treatment, waste minimisation, re-use, recycling and disposal), and implementation and understanding of waste management in the pharmaceutical industry as prior research was done mostly in other chemical industries and not to a large scale in the pharmaceutical industry. South African Waste Legislation, Indian Waste Legislation (as Dr. Reddy’s is based in India), as well as International Pharmaceutical Waste Management Guidelines, and International Pharmaceutical Good Manufacturing Practices provide a framework and benchmark of leading pharmaceutical waste management practices that can guide Dr. Reddy’s Laboratories’ leadership into integrating their waste management practices into their plans of setting up a manufacturing plant in South Africa. 5. Research Methodology This is evaluation research in the form of a case study and the data collection method employed is the conduction of a survey through questionnaires. The evaluation research also involves a document analysis of the organisation’s 2011 and 2012 annual reports, Dr. Reddy’s 2010 Sustainability Report as well as literature compiled by the organisation’s Corporate Communications Division. The research would also include review of existing literature on waste management. v. Structure of Dissertation This dissertation consists of three sections. Section 1: The Evaluation Report The section introduces the research area, provides the objectives of the research, provides contextual background information and describes the rationale for conducting the research. This section further describes Dr. Reddy’s waste management practice as outlined in relevant company documentation; it is also intended to highlight the specific waste management processes that were followed in the formulation and implementation of the waste management strategy. This section further describes the sample and presents the results of the survey, where the results are collated and reviewed in the context of the criteria set in the South African Waste Legislation, Indian Waste Legislation, as well as in International Pharmaceutical Waste Management Guidelines, and International Pharmaceutical Good Manufacturing Practices. The overall findings of this case study suggest that although management at Dr. Reddy’s are satisfied with waste management practices and results achieved at it manufacturing plant, there is however dissatisfaction amongst employees who believe the organisation has not successfully disseminated information and sufficiently trained them on waste management policies, processes and practices. There is therefore a desire amongst employees to be trained and to see the company improve on its waste management processes, this desire is a very important attribute as it indicates that employees at Dr. Reddy understand and are committed to the importance of waste management. Future research should be conducted to measure the legal impact of non-compliance to legislation governing waste management in the pharmaceutical company. Section 2: Literature Review The objective of the literature review is to provide a critical assessment and evaluation of previous research in the field of waste management in general as prior research was done mostly in other industries and not to a large scale in the pharmaceutical industry. The literature review evaluates the key elements of an effective waste management strategy implementation and is followed by a review of literature pertaining to the description of Pharmaceutical waste. Section 3: Research Methodology This section presents a description of how the work in this research was conducted. It presents the research process followed in compiling this case study, represented by the aims and objectives, research methodology and design, data collection techniques and data analysis.
- Full Text:
- Date Issued: 2013
- Authors: Letsitsi, Ezekiel Tebogo
- Date: 2013
- Subjects: Pharmaceutical industry -- Waste disposal -- Case studies Hazardous wastes -- Management -- South Africa Hazardous wastes -- Management -- Law and legislation -- South Africa , Dr Reddy's Laboratories
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:718 , http://hdl.handle.net/10962/d1001872
- Description: The pharmaceutical industry must worry about managing pharmaceutical waste as it poses a health risk to human beings and its presence in the environment can also contribute to loss of biodiversity. Ngwuluka, Ochekpe, and Odumosu (2011: 11259) state that “Pharmaceuticals, though used to treat and manage diseases, are poisons, which justify the growing concerns about their presence in the environment.” Various forms of pharmaceutical waste exist, Ngwuluka et al. (2011) identified the following forms of pharmaceutical waste: Expired dosage forms, non-reworkable formulations, spilled pharmaceuticals, rejected active pharmaceutical ingredients, expired active pharmaceutical ingredients, and wastewater resulting from the water used for process operations during manufacturing and could come from the water used to clean equipment, pipes and floors, and would contain amongst other materials, chemicals and active pharmaceutical ingredients (APIs). A review on the pharmaceutical industry and the progress they have made in environmental management by generating health, safety and environmental programs, preventing pollution, waste minimization, recycling and reusing materials, investing in projects and facilities to ensure environmental sustainability have been established (Berry & Rondinelli, 2000). Dr. Reddy’s Laboratories is an Indian based pharmaceutical company which imports, markets and sells medicines in South Africa. Dr. Reddy’s has plans to set up a manufacturing plant in South Africa. The purpose of this study is to research waste management practices at Dr. Reddy’s plant in India and to draw parallels between India’s and South Africa’s waste legislation. This is to enable Dr. Reddy’s to review all aspects of its waste management systems, in order to revise where necessary and to improve the overall achievement of its waste management objectives in order to become a more sustainable organisation and to meet South African Waste legislation before setting up a plant in South Africa. 3 ii. Objective of the Evaluation Report The purpose of this research is to evaluate and analyse the development and implementation of a waste management system in a pharmaceutical company, specifically Dr. Reddy’s Laboratories. This is primarily to enable the company to review and analyse all aspects of waste management pertaining to pharmaceutical manufacturing and to revise or improve where necessary to ensure adherence to waste regulations as outlined by government. The following research goals have been also been identified: To identify and describe waste management practices at Dr. Reddy’s Laboratories, on the inherent assumption by the researcher that the company has a successful waste management strategy that would need to be reviewed to identify areas of improvement before expanding manufacturing facilities into South Africa. To evaluate, assess and compare similarities and/or differences between the identified South African Legislation for Waste Management with those identified during research conducted at Dr. Reddy’s iii. Importance of the Research Conducted Waste Management is important in that it not only removes from the environment, substances that can be harmful to humans and animals but it also enables an organisation to be more sustainable. According to Seadon (2010: i) “Integrated waste management is considered from a systems’ approach, with a particular emphasis on advancing sustainability”. The study will provide guidance to senior management, shop floor managers and employees who work in Dr. Reddy’s manufacturing plants as well as overall employees at Dr. Reddy’s on how to successfully implement a Waste Management programme to enhance sustainability at the organisation and realise the benefits to the organisation of being more sustainable. Weybrecht (2010) identified the following benefits that companies could gain by adopting sustainable waste management practices: reduced costs, resource preservation, keeping up with legislation, enhanced reputation, business differentiation from competitors, and attraction and retention of quality employees, and customer need satisfaction amongst many other benefits. This research needs to address the gap in analysing waste management practices (with more emphasis on waste treatment, waste minimisation, re-use, recycling and disposal), and implementation and understanding of waste management in the pharmaceutical industry as prior research was done mostly in other chemical industries and not to a large scale in the pharmaceutical industry. South African Waste Legislation, Indian Waste Legislation (as Dr. Reddy’s is based in India), as well as International Pharmaceutical Waste Management Guidelines, and International Pharmaceutical Good Manufacturing Practices provide a framework and benchmark of leading pharmaceutical waste management practices that can guide Dr. Reddy’s Laboratories’ leadership into integrating their waste management practices into their plans of setting up a manufacturing plant in South Africa. 5. Research Methodology This is evaluation research in the form of a case study and the data collection method employed is the conduction of a survey through questionnaires. The evaluation research also involves a document analysis of the organisation’s 2011 and 2012 annual reports, Dr. Reddy’s 2010 Sustainability Report as well as literature compiled by the organisation’s Corporate Communications Division. The research would also include review of existing literature on waste management. v. Structure of Dissertation This dissertation consists of three sections. Section 1: The Evaluation Report The section introduces the research area, provides the objectives of the research, provides contextual background information and describes the rationale for conducting the research. This section further describes Dr. Reddy’s waste management practice as outlined in relevant company documentation; it is also intended to highlight the specific waste management processes that were followed in the formulation and implementation of the waste management strategy. This section further describes the sample and presents the results of the survey, where the results are collated and reviewed in the context of the criteria set in the South African Waste Legislation, Indian Waste Legislation, as well as in International Pharmaceutical Waste Management Guidelines, and International Pharmaceutical Good Manufacturing Practices. The overall findings of this case study suggest that although management at Dr. Reddy’s are satisfied with waste management practices and results achieved at it manufacturing plant, there is however dissatisfaction amongst employees who believe the organisation has not successfully disseminated information and sufficiently trained them on waste management policies, processes and practices. There is therefore a desire amongst employees to be trained and to see the company improve on its waste management processes, this desire is a very important attribute as it indicates that employees at Dr. Reddy understand and are committed to the importance of waste management. Future research should be conducted to measure the legal impact of non-compliance to legislation governing waste management in the pharmaceutical company. Section 2: Literature Review The objective of the literature review is to provide a critical assessment and evaluation of previous research in the field of waste management in general as prior research was done mostly in other industries and not to a large scale in the pharmaceutical industry. The literature review evaluates the key elements of an effective waste management strategy implementation and is followed by a review of literature pertaining to the description of Pharmaceutical waste. Section 3: Research Methodology This section presents a description of how the work in this research was conducted. It presents the research process followed in compiling this case study, represented by the aims and objectives, research methodology and design, data collection techniques and data analysis.
- Full Text:
- Date Issued: 2013
A case study describing factors perceived to be impacting staff satisfaction amongst health care professionals at the East London Hospital complex
- Authors: Galo, Luntu
- Date: 2012
- Subjects: Medical personnel -- Job satisfaction -- South Africa -- Case studies Medical personnel -- Job stress -- South Africa -- Case studies Medical personnel -- South Africa -- Attitudes -- Case studies Hospitals -- South Africa -- Administration Health services administration -- South Africa Health planning -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:784 , http://hdl.handle.net/10962/d1003905
- Description: This thesis was born from a concern the researcher had with regard to negative reports in the media emanating from 4 babies that died at Cecilia Makiwane Hospital Peadiatric ICU unit due to power supply failure. The most significant of these negative reports was in 2007 when the Daily Dispatch ran a series of articles regarding what they termed avoidable deaths over the last 14 years. The ease with which staff communicated with the media together with the high absenteeism rate and high turnover was a cause for concern. When the researcher analysed the history of the problem, it immerged from the respondents’ responses that the rationalistion process undertaken by the Eastern Cape Department of Health (ECDoH) was a significant root cause to the problem. The literature review focused on three areas viz.: Organisational Culture, Organisational Change, Foundations of Satisfaction. This focus was used to confine the problem to a manageable project but secondly each of the aspects are interwoven. Routledge (2010) notes that culture is the reflection of the values advocated by a founder or leader by way of his/her day to day actions. This is done by the leader creating a perception or viewpoint that assists the employees to achieve the organisation’s mission, vision and goals. In any organisation change is a constant and it needs to be effectively managed. With government institutions like the East London Hospital Complex (ELHC) directives come from the top and are implemented by an unprepared and untrained leadership and management cadre and clear communication of vision and objective of the desired outcomes never happens. The aim of the research was to: describe the existing Organisational Culture present at ELHC (Perform an organisational diagnosis); describe the impact of change (rationalisation) and to analyze why there was such a high staff turnover. It is clear from the results of the survey conducted that significant dissatisfaction prevailed relating to how the institution was managed. Dissatisfaction amongst the health professionals was general but also specific to the following: leadership and management issues, fairness, remuneration and lack of resources. The recommendations therefore focused on developing management and leadership within the proposal of Dubrin’s model (2001).
- Full Text:
- Date Issued: 2012
- Authors: Galo, Luntu
- Date: 2012
- Subjects: Medical personnel -- Job satisfaction -- South Africa -- Case studies Medical personnel -- Job stress -- South Africa -- Case studies Medical personnel -- South Africa -- Attitudes -- Case studies Hospitals -- South Africa -- Administration Health services administration -- South Africa Health planning -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:784 , http://hdl.handle.net/10962/d1003905
- Description: This thesis was born from a concern the researcher had with regard to negative reports in the media emanating from 4 babies that died at Cecilia Makiwane Hospital Peadiatric ICU unit due to power supply failure. The most significant of these negative reports was in 2007 when the Daily Dispatch ran a series of articles regarding what they termed avoidable deaths over the last 14 years. The ease with which staff communicated with the media together with the high absenteeism rate and high turnover was a cause for concern. When the researcher analysed the history of the problem, it immerged from the respondents’ responses that the rationalistion process undertaken by the Eastern Cape Department of Health (ECDoH) was a significant root cause to the problem. The literature review focused on three areas viz.: Organisational Culture, Organisational Change, Foundations of Satisfaction. This focus was used to confine the problem to a manageable project but secondly each of the aspects are interwoven. Routledge (2010) notes that culture is the reflection of the values advocated by a founder or leader by way of his/her day to day actions. This is done by the leader creating a perception or viewpoint that assists the employees to achieve the organisation’s mission, vision and goals. In any organisation change is a constant and it needs to be effectively managed. With government institutions like the East London Hospital Complex (ELHC) directives come from the top and are implemented by an unprepared and untrained leadership and management cadre and clear communication of vision and objective of the desired outcomes never happens. The aim of the research was to: describe the existing Organisational Culture present at ELHC (Perform an organisational diagnosis); describe the impact of change (rationalisation) and to analyze why there was such a high staff turnover. It is clear from the results of the survey conducted that significant dissatisfaction prevailed relating to how the institution was managed. Dissatisfaction amongst the health professionals was general but also specific to the following: leadership and management issues, fairness, remuneration and lack of resources. The recommendations therefore focused on developing management and leadership within the proposal of Dubrin’s model (2001).
- Full Text:
- Date Issued: 2012
An evaluation of a motor retail organisation's lead management system
- Authors: Waddell, Alda
- Date: 2012
- Subjects: Barloworld Motor Retail Automobile industry and trade -- South Africa Product management -- South Africa Automobiles -- Marketing -- South Africa Internet marketing -- South Africa Consumer behavior -- South Africa Customer services -- South Africa Automobile dealers -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:779 , http://hdl.handle.net/10962/d1003900
- Description: This research was motivated by the lack of systems and methodologies in the automotive retail business sector to adequately monitor and analyse prospective customers' behaviours as a basis for developing sales. The objective of this research was to determine if lead scoring would indeed represent a good investment of time and resources for Barloworld Motor Retail. The real value for Barloworld Motor Retail is in the proven methodology for properly managing leads and the sales process. Lead scoring should have sales teams more focused because of the qualified opportunities. The sales cycle can also be efficiently managed from introduction to closure. What is Lead Scoring? In short, lead scoring identifies or measures the value of a lead to determine to which extent a lead could result in a sale. The aim of the lead scoring process is to gather as much information as possible from the prospective customer. Once information has been acquired, it is important to hand over the hot leads to sales while the warm and cold leads remain with marketing to be nurtured. A lead is a potential customer who wants to learn more about what a company has to offer, and who has acknowledged having a requirement or need that a company could help satisfy. Where this position is coupled with elements of the ideal or desired customer profile, a meaningful lead definition emerges. When a salesperson receives a lead as depicted in Figure 1, the decision must be made as to whether to promote the lead into an opportunity or recycle it back to marketing. The crucial determination would be whether the prospect is ready to enter a buying cycle, or not. Figure 1 also illustrates the lead scoring "evaluation" process. The researcher used the Barloworld Automotive www.mywheels.co.za Webpage to obtain information for this research project. The results obtained from this measurement were compared with the results obtained from other marketing initiatives and practices in the automotive industry to describe the value of lead scoring. This research is undertaken under two main headings, namely marketing and evaluating a lead management system by introducing lead scoring. In reference to marketing, Albee (2010) says that lead scoring is based on marketing that can automate the ability to know exactly when the leads in the nurturing program are sales ready and then transition them to the sales force without delay. Chekitan and Schultz (2005), introduced the notion of SIVA which stands for Solution, Information, Value, and Access. This is basically the four p's of the marketing mix, namely product, promotion, price and placement Kotler (2000) renamed and reworded to provide a customer focus. Marketing managers use this model to generate the best possible response from the target market by blending four or more combinations in the best way. The elements of the marketing mix are all controllable variables. The marketing mix can be adjusted on a frequent basis to meet the changing needs of the target market and the other dynamics of the marketing environment. The study of internet consumer behaviour is a fundamental part of the gathering of information related to lead scoring. To an extent it is also relevant to the formulation of a leads nurturing model that will positively influence buyer perceptions and help to trigger the purchase decision. With regard to the purchasing of motor vehicles, consumers will seldom make a purchase decision without personal exposure by way of sensory explanation (look, feel and touch). Internet marketing connects the physically remote consumer with the product benefits through a process of abstract positioning, and focuses on obtaining "hits" from consumers who are competent and enabled to make a positive purchase decision. Internet marketing refers to the strategies that companies use to market their products or services online. The marketing concept remains the guiding concept for companies wishing to design and implement an effective leads scoring system. Lead scoring is the process that involves the following activities: • Lead identification; • Lead collection and consolidation; • Predictive analysis of lead scoring; • Lead nurturing; • Lead distribution.
- Full Text:
- Date Issued: 2012
- Authors: Waddell, Alda
- Date: 2012
- Subjects: Barloworld Motor Retail Automobile industry and trade -- South Africa Product management -- South Africa Automobiles -- Marketing -- South Africa Internet marketing -- South Africa Consumer behavior -- South Africa Customer services -- South Africa Automobile dealers -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:779 , http://hdl.handle.net/10962/d1003900
- Description: This research was motivated by the lack of systems and methodologies in the automotive retail business sector to adequately monitor and analyse prospective customers' behaviours as a basis for developing sales. The objective of this research was to determine if lead scoring would indeed represent a good investment of time and resources for Barloworld Motor Retail. The real value for Barloworld Motor Retail is in the proven methodology for properly managing leads and the sales process. Lead scoring should have sales teams more focused because of the qualified opportunities. The sales cycle can also be efficiently managed from introduction to closure. What is Lead Scoring? In short, lead scoring identifies or measures the value of a lead to determine to which extent a lead could result in a sale. The aim of the lead scoring process is to gather as much information as possible from the prospective customer. Once information has been acquired, it is important to hand over the hot leads to sales while the warm and cold leads remain with marketing to be nurtured. A lead is a potential customer who wants to learn more about what a company has to offer, and who has acknowledged having a requirement or need that a company could help satisfy. Where this position is coupled with elements of the ideal or desired customer profile, a meaningful lead definition emerges. When a salesperson receives a lead as depicted in Figure 1, the decision must be made as to whether to promote the lead into an opportunity or recycle it back to marketing. The crucial determination would be whether the prospect is ready to enter a buying cycle, or not. Figure 1 also illustrates the lead scoring "evaluation" process. The researcher used the Barloworld Automotive www.mywheels.co.za Webpage to obtain information for this research project. The results obtained from this measurement were compared with the results obtained from other marketing initiatives and practices in the automotive industry to describe the value of lead scoring. This research is undertaken under two main headings, namely marketing and evaluating a lead management system by introducing lead scoring. In reference to marketing, Albee (2010) says that lead scoring is based on marketing that can automate the ability to know exactly when the leads in the nurturing program are sales ready and then transition them to the sales force without delay. Chekitan and Schultz (2005), introduced the notion of SIVA which stands for Solution, Information, Value, and Access. This is basically the four p's of the marketing mix, namely product, promotion, price and placement Kotler (2000) renamed and reworded to provide a customer focus. Marketing managers use this model to generate the best possible response from the target market by blending four or more combinations in the best way. The elements of the marketing mix are all controllable variables. The marketing mix can be adjusted on a frequent basis to meet the changing needs of the target market and the other dynamics of the marketing environment. The study of internet consumer behaviour is a fundamental part of the gathering of information related to lead scoring. To an extent it is also relevant to the formulation of a leads nurturing model that will positively influence buyer perceptions and help to trigger the purchase decision. With regard to the purchasing of motor vehicles, consumers will seldom make a purchase decision without personal exposure by way of sensory explanation (look, feel and touch). Internet marketing connects the physically remote consumer with the product benefits through a process of abstract positioning, and focuses on obtaining "hits" from consumers who are competent and enabled to make a positive purchase decision. Internet marketing refers to the strategies that companies use to market their products or services online. The marketing concept remains the guiding concept for companies wishing to design and implement an effective leads scoring system. Lead scoring is the process that involves the following activities: • Lead identification; • Lead collection and consolidation; • Predictive analysis of lead scoring; • Lead nurturing; • Lead distribution.
- Full Text:
- Date Issued: 2012
An evaluation of the organizational communication of a performance management system in the city of Windhoek
- Authors: Shilongo, Johannes Angula
- Date: 2012
- Subjects: Communication in organizations -- Namibia -- Windhoek Performance -- Management -- Namibia -- Windhoek Personnel management -- Namibia -- Windhoek Organizational change -- Namibia -- Windhoek Organizational behavior -- Namibia -- Windhoek
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:788 , http://hdl.handle.net/10962/d1003909
- Description: This study evaluated how the communication of the new performance management system by the City of Windhoek influenced the beliefs of its employees and consequently to determine the effects of the communication process on the degree to which buy-in and readiness is created. Armenakis, Harris and Field's (1999) five element model of examining the change recipient's beliefs, namely, discrepancy, appropriateness, principal support, efficacy, and valence was used as a framework for this study. These beliefs play a major role in affecting behaviours of the change recipients (employees) toward the implementation of a new change initiative in an organisation. Discrepancy involves assessing if employees believe that a need for change does really exist in the organization. Appropriateness seeks to find out from the change recipients whether the performance management system being introduced in the organization is an appropriate reaction to the need and the vision of the organisation. Principal support describes the support from change agents and opinion leaders for the organizational change. Efficacy refers to a belief in one's capabilities to organize and execute the courses of action required to produce given attainments. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. Literature on organizational change, organizational communication and change implementation were used, to gain and highlight insights regarding the role of change communication during change implementation, and to provide the conceptual framework for the research design and analysis. A single case study research method was used under a mixed research paradigm. The study used a survey questionnaire that was sent to 711 employees; a sufficient and representative 202 questionnaires were returned from all levels of the organization, yielding a response rate of 22.4%. In addition, three focus group interviews of a representative cross section of staff were conducted as also document analysis to collect data for the study. The summative average percentages of levels of agreements and disagreements of the respondents for each of the five change recipient's beliefs indicate a fairly high degree of agreement (buy-in) and considerably low degree of disagreement (resistance) among the respondents to nearly all five change recipient's beliefs. Discrepancy received the highest degree of agreement (buy-in) 84%; efficacy received 73%, appropriateness 66% and valence 59% whereas principal support scored the lowest degree of agreement of about 40% of the respondents. Despite the high degree of agreement (buy-in) for these elements, there was also a notable number of the respondents who neither agreed nor disagreed to some of the five change recipient's beliefs. In particular, principal support had 38%, valence had 28%, and appropriateness had 22% who neither agreed nor disagreed. The degree of disagreement (resistance) is relatively low in almost all five change recipient‟s beliefs except for principal support which indicated slightly higher levels of disagreement (19%). The results of the study indicate that the communication methods e.g., the road show, leaflets and brochures, discussions and training sessions used during the pre-implementation phase of the new performance management system influenced the change recipient‟s beliefs on the discrepancy for the new performance management system. The evidence is that these communication methods and actions helped to create a sense of urgency and the need to implement a new performance management system among employees. The new performance management system was also believed to be appropriate and its appropriateness was justified through the use of various communication methods which provided detailed explanations on how the new performance management system was different to the earlier performance appraisal system. Notwithstanding the belief in the appropriateness of the new performance management system, the study found that the absence of such a performance management system over a long period of time had cultivated a hidden but unifying shared set of values, beliefs and assumptions among employees that seem not to fit or be suitable to the demands of the new performance management system and the current challenges facing the organization. The employees themselves noted this discrepancy. Hence, they argued, there is a need to bring about new culture with new sets of values, beliefs and assumptions that will better suit and support the current demands facing the organisation and its members. The study found that although employees significantly believe that they have high levels of personal self-efficacy, the change message that was communicated to them did not in itself appear to help to create and further develop this employee self-efficacy. The change message mainly focussed on the need for training, and the design of job descriptions and technical aspects of the performance management system. The study revealed that the employees' belief in principal support of the new performance management system was that principal support was seen as less than sufficient or not as evident as they would have liked. Employees remarked that principal support was only conveyed during the initial stage of communication, thereafter, principal support from senior management was seen to have declined throughout the pre-implementation phase. Nonetheless, immediate supervisors and managers were believed to more supportive than senior management. The literature points to a lack of belief in principal support as an important cause of a loss momentum in change initiatives, which in turn may result in cynicism and greater resistance, especially by those who have vested interest in maintaining the status quo. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. The results show that respondents have mixed beliefs about the personal benefits associated with the new performance management system. Thus, 63% of the respondents believe that it will benefit them, 75% believe that it will increase their self fulfilment, 68% believe that it will increase their feeling of accomplishment, 45% believe that their fringe benefit will remain the same after it is implemented, and 58% believe that they could earn high performance return. However, the result also shows that there are still many respondents who neither agree nor disagree to the presence of personal valance with regard to the new performance managements system. This study established that the use of various communication methods persuaded the majority of the City of Windhoek employees to view the new performance management system overall in a favourable light. However, interviewees criticised the communications process on the grounds that most of these methods were only used once and were not repeated, as they would have liked. Lessons on this item from other change studies are that when communicating new change initiatives, change agents should use different methods of communication and as many times as possible to influence the belief of employees. This report is structured as follows: Section 1 provides an abstract and introduction to the study. Section 1.2 presents a brief review of core theories and recent empirical studies relevant to the research problem. Section 1.3 provides a description of the research method followed in addressing aim and objectives of this study. Section 1.4 presents the results of the evaluation report and section 1.5 discusses the findings and make conclusive recommendations. Section 2 of this study complements subsection section 1.2 (in section 1) with a more detailed review of the literature on organizational change, organizational communication and change implementation. This more detailed review was conducted before the field work and write up of Section 1. The literature incorporated into Section 1 was distilled from this more detailed review. Similarly, Section 3 of this study complement subsection 1.3 (of section 1) with an extended description of the research design and research procedure followed in the study.
- Full Text:
- Date Issued: 2012
- Authors: Shilongo, Johannes Angula
- Date: 2012
- Subjects: Communication in organizations -- Namibia -- Windhoek Performance -- Management -- Namibia -- Windhoek Personnel management -- Namibia -- Windhoek Organizational change -- Namibia -- Windhoek Organizational behavior -- Namibia -- Windhoek
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:788 , http://hdl.handle.net/10962/d1003909
- Description: This study evaluated how the communication of the new performance management system by the City of Windhoek influenced the beliefs of its employees and consequently to determine the effects of the communication process on the degree to which buy-in and readiness is created. Armenakis, Harris and Field's (1999) five element model of examining the change recipient's beliefs, namely, discrepancy, appropriateness, principal support, efficacy, and valence was used as a framework for this study. These beliefs play a major role in affecting behaviours of the change recipients (employees) toward the implementation of a new change initiative in an organisation. Discrepancy involves assessing if employees believe that a need for change does really exist in the organization. Appropriateness seeks to find out from the change recipients whether the performance management system being introduced in the organization is an appropriate reaction to the need and the vision of the organisation. Principal support describes the support from change agents and opinion leaders for the organizational change. Efficacy refers to a belief in one's capabilities to organize and execute the courses of action required to produce given attainments. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. Literature on organizational change, organizational communication and change implementation were used, to gain and highlight insights regarding the role of change communication during change implementation, and to provide the conceptual framework for the research design and analysis. A single case study research method was used under a mixed research paradigm. The study used a survey questionnaire that was sent to 711 employees; a sufficient and representative 202 questionnaires were returned from all levels of the organization, yielding a response rate of 22.4%. In addition, three focus group interviews of a representative cross section of staff were conducted as also document analysis to collect data for the study. The summative average percentages of levels of agreements and disagreements of the respondents for each of the five change recipient's beliefs indicate a fairly high degree of agreement (buy-in) and considerably low degree of disagreement (resistance) among the respondents to nearly all five change recipient's beliefs. Discrepancy received the highest degree of agreement (buy-in) 84%; efficacy received 73%, appropriateness 66% and valence 59% whereas principal support scored the lowest degree of agreement of about 40% of the respondents. Despite the high degree of agreement (buy-in) for these elements, there was also a notable number of the respondents who neither agreed nor disagreed to some of the five change recipient's beliefs. In particular, principal support had 38%, valence had 28%, and appropriateness had 22% who neither agreed nor disagreed. The degree of disagreement (resistance) is relatively low in almost all five change recipient‟s beliefs except for principal support which indicated slightly higher levels of disagreement (19%). The results of the study indicate that the communication methods e.g., the road show, leaflets and brochures, discussions and training sessions used during the pre-implementation phase of the new performance management system influenced the change recipient‟s beliefs on the discrepancy for the new performance management system. The evidence is that these communication methods and actions helped to create a sense of urgency and the need to implement a new performance management system among employees. The new performance management system was also believed to be appropriate and its appropriateness was justified through the use of various communication methods which provided detailed explanations on how the new performance management system was different to the earlier performance appraisal system. Notwithstanding the belief in the appropriateness of the new performance management system, the study found that the absence of such a performance management system over a long period of time had cultivated a hidden but unifying shared set of values, beliefs and assumptions among employees that seem not to fit or be suitable to the demands of the new performance management system and the current challenges facing the organization. The employees themselves noted this discrepancy. Hence, they argued, there is a need to bring about new culture with new sets of values, beliefs and assumptions that will better suit and support the current demands facing the organisation and its members. The study found that although employees significantly believe that they have high levels of personal self-efficacy, the change message that was communicated to them did not in itself appear to help to create and further develop this employee self-efficacy. The change message mainly focussed on the need for training, and the design of job descriptions and technical aspects of the performance management system. The study revealed that the employees' belief in principal support of the new performance management system was that principal support was seen as less than sufficient or not as evident as they would have liked. Employees remarked that principal support was only conveyed during the initial stage of communication, thereafter, principal support from senior management was seen to have declined throughout the pre-implementation phase. Nonetheless, immediate supervisors and managers were believed to more supportive than senior management. The literature points to a lack of belief in principal support as an important cause of a loss momentum in change initiatives, which in turn may result in cynicism and greater resistance, especially by those who have vested interest in maintaining the status quo. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. The results show that respondents have mixed beliefs about the personal benefits associated with the new performance management system. Thus, 63% of the respondents believe that it will benefit them, 75% believe that it will increase their self fulfilment, 68% believe that it will increase their feeling of accomplishment, 45% believe that their fringe benefit will remain the same after it is implemented, and 58% believe that they could earn high performance return. However, the result also shows that there are still many respondents who neither agree nor disagree to the presence of personal valance with regard to the new performance managements system. This study established that the use of various communication methods persuaded the majority of the City of Windhoek employees to view the new performance management system overall in a favourable light. However, interviewees criticised the communications process on the grounds that most of these methods were only used once and were not repeated, as they would have liked. Lessons on this item from other change studies are that when communicating new change initiatives, change agents should use different methods of communication and as many times as possible to influence the belief of employees. This report is structured as follows: Section 1 provides an abstract and introduction to the study. Section 1.2 presents a brief review of core theories and recent empirical studies relevant to the research problem. Section 1.3 provides a description of the research method followed in addressing aim and objectives of this study. Section 1.4 presents the results of the evaluation report and section 1.5 discusses the findings and make conclusive recommendations. Section 2 of this study complements subsection section 1.2 (in section 1) with a more detailed review of the literature on organizational change, organizational communication and change implementation. This more detailed review was conducted before the field work and write up of Section 1. The literature incorporated into Section 1 was distilled from this more detailed review. Similarly, Section 3 of this study complement subsection 1.3 (of section 1) with an extended description of the research design and research procedure followed in the study.
- Full Text:
- Date Issued: 2012
An investigation into constraints impacting on small micro and medium enterprises (SMMEs) access to finance in Buffalo City Metropolitan Municipality
- Authors: Dlova, Mzwanele Roadwell
- Date: 2012
- Subjects: Small business -- South Africa -- East London Small business -- Finance -- South Africa -- East London
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:783 , http://hdl.handle.net/10962/d1003904
- Description: Internationally, in both developed and developing countries, it has been accepted that SMMEs are the backbone and the driving force of economic growth and job creation. In South Africa, SMMEs account for approximately 60 per cent of all employment in the economy and more than 35 per cent of South Africa's Gross Domestic Product (GDP) (Ntsika, 1999:38; Gumede, 2000:67 and Berry et ai, 2002 in Kongolo, 2010:235). SMMEs are often the vehicle by which the lowest income people in our society gain access to economic opportunities. The sector represents 97.5 per cent of the total number of business firms in South Africa and that it contributes 42 per cent of total remuneration. SMMEs account for some 3.5 million jobs and have between 500 000 and 700 000 businesses (Abor and Quartey, 2010:2337). Due to the above-mentioned contribution, the South African government initiated a number of SMME support programmes aimed at promoting, growing and developing the SMME sector. As a result, a number of national government agencies such as the National Youth Development Agency (NYDA), Khula Finance Limited, the National Development Agency (NDA), the Small Enterprise Development Agency (SEDA) and many other national , provincial and local government organizations were established post 1994. However, despite the concerted efforts by government to develop the sector, SMMEs are, after 17 years of democracy, still faced with enormous challenges such as access to markets, information, appropriate technology, finance, to mention but a few. Of the above-mentioned challenges, access to finance is on top of the list of these. This study, therefore, is aimed at investigating external, institutional and internal constraints impacting on SMME access to finance in the Buffalo City Metropolitan Municipal area. The study is also aimed at ascertaining which of the abovementioned constraints have the greatest influence to SMME access to finance. In developing the framework of the study, recent empirical research conducted around the country and internationally on constraints influencing SMME access to finance (Bbenkele, 2007:18; Ganbold, 2008:45; Mahadea and Pillay, 2008:99; Chenesai, 2009:135; Zindiye, 2009:78; Fatoki and Garwe, 2010:2765; Pandula, 2011 :257) was drawn upon. In order to meet the objectives of the study, a simple random sample survey of 50 SMMEs in the Buffalo City Metropolitan Municipality (BCMM) jurisdiction was conducted. The profile of the SMMEs was very similar to that of other studies that focused on constraints to SMME access to finance. A structured questionnaire was used to collect data from SMME owner-managers and a response rate of 60 percent was achieved . The results of the study indicated that the high cost of credit and interest rates and Value Added Tax (VAT) registration were the key external factors that impacted on SMME access to finance. Generally, SMMEs are viewed by lending institutions as high risk category. Therefore, even though interest rates have come down significantly, the cost of credit and interest rates still remain a constraint. The study also found that even though the South African Revenue Services (SARS) has increased the VAT threshold to R1 million (South African Revenue Service, 2007: 29), SMMEs still struggled to register for VAT. With regards to the institutional factors, the study revealed that ineffective support services provided by private and public SMME support agencies, the lack of communication of these services (access to information) and the lack of the subsequent follow-up services were the key constraints to SMME access to finance. The results of the study indicate that those firms with good track record, high annual turnover, sophistication and diverse skills, good credit record, good cash flow, proper financial records, bankable and viable business plans, collateral and registered for VAT were more likely to have access to finance than their counterparts. The main conclusion of the study is that the internal factors turned to have the greatest influence to SMME access to finance. However, there is more to be done by private and public SMME support agencies and lending institutions to address the above-mentioned institutional constraints which have a negative influence to SMME access to finance. It is recommended that more in-depth empirical research be conducted on the support services provided by private and public SMME support agencies in terms of the services that they offer the effectiveness of the services and how these are communicated to potential customers. It is also recommended that training workshops aimed at addressing the intemal constraints identified be conducted. Also recommended is the development and implementation of sector-specific mentoring programmes for the owner-managers. Strategies to improve the awareness of support services provided by SMME support agencies need to be developed. This would ensure the effective use of these services by SMMEs. It is also recommended that SMME support agencies and lending institutions staff be trained in order to better understand and be more responsive to the owner managers' needs. Linkages with tertiary institutions in planning and conducting the training needs to be made.
- Full Text:
- Date Issued: 2012
- Authors: Dlova, Mzwanele Roadwell
- Date: 2012
- Subjects: Small business -- South Africa -- East London Small business -- Finance -- South Africa -- East London
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:783 , http://hdl.handle.net/10962/d1003904
- Description: Internationally, in both developed and developing countries, it has been accepted that SMMEs are the backbone and the driving force of economic growth and job creation. In South Africa, SMMEs account for approximately 60 per cent of all employment in the economy and more than 35 per cent of South Africa's Gross Domestic Product (GDP) (Ntsika, 1999:38; Gumede, 2000:67 and Berry et ai, 2002 in Kongolo, 2010:235). SMMEs are often the vehicle by which the lowest income people in our society gain access to economic opportunities. The sector represents 97.5 per cent of the total number of business firms in South Africa and that it contributes 42 per cent of total remuneration. SMMEs account for some 3.5 million jobs and have between 500 000 and 700 000 businesses (Abor and Quartey, 2010:2337). Due to the above-mentioned contribution, the South African government initiated a number of SMME support programmes aimed at promoting, growing and developing the SMME sector. As a result, a number of national government agencies such as the National Youth Development Agency (NYDA), Khula Finance Limited, the National Development Agency (NDA), the Small Enterprise Development Agency (SEDA) and many other national , provincial and local government organizations were established post 1994. However, despite the concerted efforts by government to develop the sector, SMMEs are, after 17 years of democracy, still faced with enormous challenges such as access to markets, information, appropriate technology, finance, to mention but a few. Of the above-mentioned challenges, access to finance is on top of the list of these. This study, therefore, is aimed at investigating external, institutional and internal constraints impacting on SMME access to finance in the Buffalo City Metropolitan Municipal area. The study is also aimed at ascertaining which of the abovementioned constraints have the greatest influence to SMME access to finance. In developing the framework of the study, recent empirical research conducted around the country and internationally on constraints influencing SMME access to finance (Bbenkele, 2007:18; Ganbold, 2008:45; Mahadea and Pillay, 2008:99; Chenesai, 2009:135; Zindiye, 2009:78; Fatoki and Garwe, 2010:2765; Pandula, 2011 :257) was drawn upon. In order to meet the objectives of the study, a simple random sample survey of 50 SMMEs in the Buffalo City Metropolitan Municipality (BCMM) jurisdiction was conducted. The profile of the SMMEs was very similar to that of other studies that focused on constraints to SMME access to finance. A structured questionnaire was used to collect data from SMME owner-managers and a response rate of 60 percent was achieved . The results of the study indicated that the high cost of credit and interest rates and Value Added Tax (VAT) registration were the key external factors that impacted on SMME access to finance. Generally, SMMEs are viewed by lending institutions as high risk category. Therefore, even though interest rates have come down significantly, the cost of credit and interest rates still remain a constraint. The study also found that even though the South African Revenue Services (SARS) has increased the VAT threshold to R1 million (South African Revenue Service, 2007: 29), SMMEs still struggled to register for VAT. With regards to the institutional factors, the study revealed that ineffective support services provided by private and public SMME support agencies, the lack of communication of these services (access to information) and the lack of the subsequent follow-up services were the key constraints to SMME access to finance. The results of the study indicate that those firms with good track record, high annual turnover, sophistication and diverse skills, good credit record, good cash flow, proper financial records, bankable and viable business plans, collateral and registered for VAT were more likely to have access to finance than their counterparts. The main conclusion of the study is that the internal factors turned to have the greatest influence to SMME access to finance. However, there is more to be done by private and public SMME support agencies and lending institutions to address the above-mentioned institutional constraints which have a negative influence to SMME access to finance. It is recommended that more in-depth empirical research be conducted on the support services provided by private and public SMME support agencies in terms of the services that they offer the effectiveness of the services and how these are communicated to potential customers. It is also recommended that training workshops aimed at addressing the intemal constraints identified be conducted. Also recommended is the development and implementation of sector-specific mentoring programmes for the owner-managers. Strategies to improve the awareness of support services provided by SMME support agencies need to be developed. This would ensure the effective use of these services by SMMEs. It is also recommended that SMME support agencies and lending institutions staff be trained in order to better understand and be more responsive to the owner managers' needs. Linkages with tertiary institutions in planning and conducting the training needs to be made.
- Full Text:
- Date Issued: 2012
An investigation into fraud and corruption risk management policies and procedures at institutions of higher learning
- Authors: Makhooane, Stephen Malefane
- Date: 2012
- Subjects: Fraud -- South Africa -- Prevention Corruption -- South Africa -- Prevention Risk management -- South Africa -- Evaluation Education, Higher -- South Africa -- Finance
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:777 , http://hdl.handle.net/10962/d1003898
- Description: Fraud and corruption cost South Africa billions of rand yearly. Institutions of higher learning are no less vulnerable to fraud and corruption than other organisations, but are also subject to risks that are unique to academia. The Public Finance Management Act. No.1 of 1999 requires Public entities including the councils (university or college controlling body) of public institutions of higher learning to adopt enterprise risk management, which includes a fraud and corruption risk management policy and procedures. The function of the fraud and corruption policy is to provide an objective strategy to prevent, detect and investigate any possible irregularity in order to prevent further loss in line with Corporate Governance requirements. The anti-fraud and corruption strategy measures include setting the appropriate tone by management of the institution, being proactive (fraud risk assessments), and being reactive (reporting process, investigation and taking appropriate action). The actions include disciplinary action and criminal or civil proceedings in order to recover assets lost. The procedures address the implementation of the policy. This research focused on identifying the relevant issues that could be included in the formulation of fraud and corruption risk management policies and procedures for institutions of higher learning. The research was conducted using a qualitative methodology consisting of a document analysis and interviews. It was found that, out of eleven institutions of higher learning investigated only one institution meets the criteria set out in the framework developed in the research as an assessment tool. The other institutions involved in the research did not have fraud and corruption risk management policies or procedures and therefore did not comply with the Public Finance Management Act.
- Full Text:
- Date Issued: 2012
- Authors: Makhooane, Stephen Malefane
- Date: 2012
- Subjects: Fraud -- South Africa -- Prevention Corruption -- South Africa -- Prevention Risk management -- South Africa -- Evaluation Education, Higher -- South Africa -- Finance
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:777 , http://hdl.handle.net/10962/d1003898
- Description: Fraud and corruption cost South Africa billions of rand yearly. Institutions of higher learning are no less vulnerable to fraud and corruption than other organisations, but are also subject to risks that are unique to academia. The Public Finance Management Act. No.1 of 1999 requires Public entities including the councils (university or college controlling body) of public institutions of higher learning to adopt enterprise risk management, which includes a fraud and corruption risk management policy and procedures. The function of the fraud and corruption policy is to provide an objective strategy to prevent, detect and investigate any possible irregularity in order to prevent further loss in line with Corporate Governance requirements. The anti-fraud and corruption strategy measures include setting the appropriate tone by management of the institution, being proactive (fraud risk assessments), and being reactive (reporting process, investigation and taking appropriate action). The actions include disciplinary action and criminal or civil proceedings in order to recover assets lost. The procedures address the implementation of the policy. This research focused on identifying the relevant issues that could be included in the formulation of fraud and corruption risk management policies and procedures for institutions of higher learning. The research was conducted using a qualitative methodology consisting of a document analysis and interviews. It was found that, out of eleven institutions of higher learning investigated only one institution meets the criteria set out in the framework developed in the research as an assessment tool. The other institutions involved in the research did not have fraud and corruption risk management policies or procedures and therefore did not comply with the Public Finance Management Act.
- Full Text:
- Date Issued: 2012
Constraints to the implementation of a market development approach to the delivery of business Development Services within the Makana municipal area
- Authors: Van Heerden, Garth William
- Date: 2012
- Subjects: Makana Municipality Local government -- South Africa -- Eastern Cape Small business -- South Africa -- Eastern Cape Small business -- South Africa -- Eastern Cape -- Growth Small business -- South Africa -- Eastern Cape -- Public opinion Small business marketing -- South Africa -- Eastern Cape Economic development -- South Africa -- Eastern Cape Unemployment -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:814 , http://hdl.handle.net/10962/d1007746
- Description: South Africa's biggest challenge remains the high rate of unemployment especially among the country's youth. Small, medium and micro enterprises (SMMEs) have been shown to be instrumental in many third world economies as a sustainable means not only to address unemployment but also to contribute significantly to economic growth. Despite government's good intentions and support, the South African SMME sector is not growing as expected and this is impacting negatively on unemployment creation in the country. Good business development services (BDS) is necessary to support SMMEs and specifically the Market Development Approach to the provision of BDS, where subsidies are replaced by private payment for services. Makana municipal area provided scope for analysing the constraints to the implementation of such business development services. Analysing the scope and magnitude of the constraints in this setting would contribute to understanding the constraints also in other parts of the country and help officials in local economic development make better informed decisions regarding support to SMMEs. Authors like Rogerson (2011), UNDP (2004), Miehlbradt and McVay, (2003), the Committee of Donor Agencies for SME Development (Blue book) (2001) and Bear et al., (2001) Gibson (2001), propose that the key to sustainable BDS is the implementation of the Market Development approach which focusses on for-profit activities in the provision of BDS to SMMEs. The aim of this study was to examine perceptions of key stakeholders towards SMME support and development, to identify the constraints to the implementation of a Market Development approach to the provision of business development services to SMMEs in the Makana area and to make recommendations to the Makana LED office of possible intervention strategies to address identified constraints. Purposive sampling was used to identify key stakeholders in SMME support in the Makana area in the categories of, big institutional buyers, public and private BDS providers as well the municipal LED office. Semi-structured interviews were conducted with each stakeholder using questions shown in appendixes A to D. Perceptions of all key stakeholders were very positive with good intentions to support SMMEs. However, this was not consistent with procurement practice at the big institutional buyers. Constraints are summarized in the following five themes: Theme 1. Inconsistent practice in dealing with SMMEs across the organisation. Theme 2. Absence of a cooperative body or Chamber of Commerce. Theme 3. Fragmented Business Development Services. Theme 4. A lack of a culture of cost recovery. Theme 5. Limited awareness of BDS in the Makana area. A number of recommendations were suggested. Big institutional buyers like Rhodes University and Makana municipality need to take a longer term view and move the focus from employment creation to enterprise support which is a more sustainable and empowering source of employment (ILO, 2009). The Grahamstown Chamber of Commerce should become more representative and big institutional buyers also need to be convinced of the value of private BDS. Stakeholders should work together to combine resources to offer a comprehensive one-stop BDS for the Makana area (Chetty, 2009) and this comprehensive BDS should be provided according to the Market Development approach focusing on those services that lend themselves better to this approach whilst using subsidies only for those services with a low potential for cost recovery (UNDP, 2004).
- Full Text:
- Date Issued: 2012
- Authors: Van Heerden, Garth William
- Date: 2012
- Subjects: Makana Municipality Local government -- South Africa -- Eastern Cape Small business -- South Africa -- Eastern Cape Small business -- South Africa -- Eastern Cape -- Growth Small business -- South Africa -- Eastern Cape -- Public opinion Small business marketing -- South Africa -- Eastern Cape Economic development -- South Africa -- Eastern Cape Unemployment -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:814 , http://hdl.handle.net/10962/d1007746
- Description: South Africa's biggest challenge remains the high rate of unemployment especially among the country's youth. Small, medium and micro enterprises (SMMEs) have been shown to be instrumental in many third world economies as a sustainable means not only to address unemployment but also to contribute significantly to economic growth. Despite government's good intentions and support, the South African SMME sector is not growing as expected and this is impacting negatively on unemployment creation in the country. Good business development services (BDS) is necessary to support SMMEs and specifically the Market Development Approach to the provision of BDS, where subsidies are replaced by private payment for services. Makana municipal area provided scope for analysing the constraints to the implementation of such business development services. Analysing the scope and magnitude of the constraints in this setting would contribute to understanding the constraints also in other parts of the country and help officials in local economic development make better informed decisions regarding support to SMMEs. Authors like Rogerson (2011), UNDP (2004), Miehlbradt and McVay, (2003), the Committee of Donor Agencies for SME Development (Blue book) (2001) and Bear et al., (2001) Gibson (2001), propose that the key to sustainable BDS is the implementation of the Market Development approach which focusses on for-profit activities in the provision of BDS to SMMEs. The aim of this study was to examine perceptions of key stakeholders towards SMME support and development, to identify the constraints to the implementation of a Market Development approach to the provision of business development services to SMMEs in the Makana area and to make recommendations to the Makana LED office of possible intervention strategies to address identified constraints. Purposive sampling was used to identify key stakeholders in SMME support in the Makana area in the categories of, big institutional buyers, public and private BDS providers as well the municipal LED office. Semi-structured interviews were conducted with each stakeholder using questions shown in appendixes A to D. Perceptions of all key stakeholders were very positive with good intentions to support SMMEs. However, this was not consistent with procurement practice at the big institutional buyers. Constraints are summarized in the following five themes: Theme 1. Inconsistent practice in dealing with SMMEs across the organisation. Theme 2. Absence of a cooperative body or Chamber of Commerce. Theme 3. Fragmented Business Development Services. Theme 4. A lack of a culture of cost recovery. Theme 5. Limited awareness of BDS in the Makana area. A number of recommendations were suggested. Big institutional buyers like Rhodes University and Makana municipality need to take a longer term view and move the focus from employment creation to enterprise support which is a more sustainable and empowering source of employment (ILO, 2009). The Grahamstown Chamber of Commerce should become more representative and big institutional buyers also need to be convinced of the value of private BDS. Stakeholders should work together to combine resources to offer a comprehensive one-stop BDS for the Makana area (Chetty, 2009) and this comprehensive BDS should be provided according to the Market Development approach focusing on those services that lend themselves better to this approach whilst using subsidies only for those services with a low potential for cost recovery (UNDP, 2004).
- Full Text:
- Date Issued: 2012
Developing marine pollution awareness among new recruits at SAS Saldanha Naval Gymnasium: a training needs analysis
- Authors: Kwak, Gerrit Werner
- Date: 2012
- Subjects: Marine pollution -- Study and teaching -- South Africa Naval education -- South Africa -- Evaluation Training needs -- Armed forces -- South Africa -- Evaluation S.A.S. Saldanha (South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:774 , http://hdl.handle.net/10962/d1003895
- Description: This dissertation focuses on the marine pollution awareness training needs of newly recruited SAN employees. It uses Training Needs Analysis (TNA) as a tool to gain a better understanding of what knowledge, skills and attitude (KSA) recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. Ultimately, their individual and collective abilities will be a determining factor in the strategic intent of the SAN to be unchallenged at sea. The absence therefore of a Marine Pollution Awareness Training Programme (MPTAP) within the Basic Military Training (BMT) curriculum of new recruits at SAS SALDANHA Naval Gymnasium necessitated a TNA. Based on prior research on training conducted by subject matter experts both internal and external to the SAN it was decided to conduct a TNA on the KSA‟s required in terms of marine pollution awareness amongst newly recruited members. The literature provided discusses education, training, development of employees and focuses then on the role and importance of TNA‟s. Information was gathered from various subject matter experts, archival records, policy documents, internet-based resources and newly recruited naval learners consisting of a sample of 25 new recruits. Theory was used to determine the KSA expected from naval employees in terms of marine pollution awareness. Data obtained from each of the research resources was coded and grouped in order to establish themes. This allowed the researcher to determine what KSA‟s recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. The researcher therefore found that first priority in terms of KSA‟s should be given to a basic legal understanding of the regulatory framework that is applicable on marine pollution. This understanding will form the foundation for recruits to have the ability to know “what to do when” during observed transgressions. The legal understanding in combination with the Sector Education Training Authority (SETA) unit standards will help new recruits to be skilful when applying safe working practices thereby ensuring their own and others' safety. Ultimately, a basic but well entrenched knowledge about marine pollution together with applied skills on how to use the knowledge should influence the attitude of new recruits in a positive manner. The researcher concluded that there is a need on the macro, meso and micro level for a MPATP amongst new recruits at SAS SALDANHA. It is recommended that since this research appears to establish the first empirical confirmation of the training need amongst new recruits, it will require further research in terms of curriculum design, curriculum implementation and the evaluation thereof. It would therefore be in the best interest of the SAN to ensure the integration of a MPATP into the planning phase of future BMT Curriculum‟s. It would also be advisable to communicate this intent with all the relevant stakeholders in order to ensure alignment with governmental organisations as well as the private sector where these new recruits can be employed based on their newly acquired competencies.
- Full Text:
- Date Issued: 2012
- Authors: Kwak, Gerrit Werner
- Date: 2012
- Subjects: Marine pollution -- Study and teaching -- South Africa Naval education -- South Africa -- Evaluation Training needs -- Armed forces -- South Africa -- Evaluation S.A.S. Saldanha (South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:774 , http://hdl.handle.net/10962/d1003895
- Description: This dissertation focuses on the marine pollution awareness training needs of newly recruited SAN employees. It uses Training Needs Analysis (TNA) as a tool to gain a better understanding of what knowledge, skills and attitude (KSA) recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. Ultimately, their individual and collective abilities will be a determining factor in the strategic intent of the SAN to be unchallenged at sea. The absence therefore of a Marine Pollution Awareness Training Programme (MPTAP) within the Basic Military Training (BMT) curriculum of new recruits at SAS SALDANHA Naval Gymnasium necessitated a TNA. Based on prior research on training conducted by subject matter experts both internal and external to the SAN it was decided to conduct a TNA on the KSA‟s required in terms of marine pollution awareness amongst newly recruited members. The literature provided discusses education, training, development of employees and focuses then on the role and importance of TNA‟s. Information was gathered from various subject matter experts, archival records, policy documents, internet-based resources and newly recruited naval learners consisting of a sample of 25 new recruits. Theory was used to determine the KSA expected from naval employees in terms of marine pollution awareness. Data obtained from each of the research resources was coded and grouped in order to establish themes. This allowed the researcher to determine what KSA‟s recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. The researcher therefore found that first priority in terms of KSA‟s should be given to a basic legal understanding of the regulatory framework that is applicable on marine pollution. This understanding will form the foundation for recruits to have the ability to know “what to do when” during observed transgressions. The legal understanding in combination with the Sector Education Training Authority (SETA) unit standards will help new recruits to be skilful when applying safe working practices thereby ensuring their own and others' safety. Ultimately, a basic but well entrenched knowledge about marine pollution together with applied skills on how to use the knowledge should influence the attitude of new recruits in a positive manner. The researcher concluded that there is a need on the macro, meso and micro level for a MPATP amongst new recruits at SAS SALDANHA. It is recommended that since this research appears to establish the first empirical confirmation of the training need amongst new recruits, it will require further research in terms of curriculum design, curriculum implementation and the evaluation thereof. It would therefore be in the best interest of the SAN to ensure the integration of a MPATP into the planning phase of future BMT Curriculum‟s. It would also be advisable to communicate this intent with all the relevant stakeholders in order to ensure alignment with governmental organisations as well as the private sector where these new recruits can be employed based on their newly acquired competencies.
- Full Text:
- Date Issued: 2012