Improving organisational commitment in a selected telecommunications company
- Authors: Shandu, Sizwesihle Derrick
- Date: 2016
- Subjects: Organizational commitment , Employee motivation , Telecommunication
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/4507 , vital:20610
- Description: As human resources become part of strategic management in many organisations, employees are said to play a crucial role in helping their organisations fulfil their goals. It is a fact that organisations are now relying heavily on the competence of their human resources to gain a competitive edge over their competitors. It is therefore important that organisations should have employees that are committed and motivated in order to be able to compete. This study seeks to improve organisational commitment of the employees in the maintenance section of the selected telecommunications company, by investigating whether variables such as appreciative leadership, organisational citizenship behaviour, psychological empowerment (as measured by perceived control, perceived competence and goal internalisation), job satisfaction and employee rewards are significantly or not significantly related to the organisational commitment of the employees in the selected company. A sample, consisting of 120 employees, including technicians, supervisors and managers, was selected. The study achieved a response rate of about 52% (51.7) after 120 questionnaires were distributed. The empirical results of the study showed that only psychological empowerment (as measured by goal internalisation) and job satisfaction were significantly related to organisational commitment of the employees of the selected company. The implementation of the recommendations of this study should contribute to increased organisational commitment in the selected company.
- Full Text:
- Date Issued: 2016
- Authors: Shandu, Sizwesihle Derrick
- Date: 2016
- Subjects: Organizational commitment , Employee motivation , Telecommunication
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/4507 , vital:20610
- Description: As human resources become part of strategic management in many organisations, employees are said to play a crucial role in helping their organisations fulfil their goals. It is a fact that organisations are now relying heavily on the competence of their human resources to gain a competitive edge over their competitors. It is therefore important that organisations should have employees that are committed and motivated in order to be able to compete. This study seeks to improve organisational commitment of the employees in the maintenance section of the selected telecommunications company, by investigating whether variables such as appreciative leadership, organisational citizenship behaviour, psychological empowerment (as measured by perceived control, perceived competence and goal internalisation), job satisfaction and employee rewards are significantly or not significantly related to the organisational commitment of the employees in the selected company. A sample, consisting of 120 employees, including technicians, supervisors and managers, was selected. The study achieved a response rate of about 52% (51.7) after 120 questionnaires were distributed. The empirical results of the study showed that only psychological empowerment (as measured by goal internalisation) and job satisfaction were significantly related to organisational commitment of the employees of the selected company. The implementation of the recommendations of this study should contribute to increased organisational commitment in the selected company.
- Full Text:
- Date Issued: 2016
Perceptions of internal rewards equity, equity sensitivity, psychological capital and work engagement
- Authors: Warneke, Kirsten Ruth
- Date: 2016
- Subjects: Work -- Psychological aspects , Job satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/4193 , vital:20565
- Description: Psychological capital and work engagement, both constructs rooted in positive psychology, have been associated with positive outcomes in the workplace, such as better job performance and organisational citizenship behaviours. The rewards practices of organisations have not been widely studied in relation to these positive psychological constructs, despite the clear importance of understanding how the way that employees are rewarded serves to motivate behaviour in the workplace. This study sought to bring together two rewards-centred constructs, namely, the perceptions of equity of rewards and the equity sensitivity of employees, and the two positive psychological constructs of psychological capital and work engagement, with the aim of understanding how these constructs relate to each other and, ultimately, discerning how reward systems might best be aligned to improve employee performance. A theoretical model was constructed based on a review of relevant literature, and eight hypotheses were set to test the model. This research took the form of a cross-sectional design, using a composite questionnaire to measure psychological capital, work engagement, equity sensitivity and perceptions of equity in rewards by means of a self-report electronic survey. Employees at a South African university were invited to participate in the study by means of an emailed invitation, and a sample of 305 respondents was achieved. Data analysis was conducted using descriptive and inferential statistics, which included frequency tables, Cronbach’s alpha testing, Pearson’s Product-Moment Correlations, chi-square tests, t-tests, analysis of variance, hierarchical regression analysis, confirmatory factor analysis, and structural equation modelling. The results of the survey showed that respondents had high levels of psychological capital with the exception of the medium scores on the Optimism dimension; levels of work engagement were high overall; responses regarding the perceptions of equity of rewards relating to promotions were most negative, with the rest of the perceptions of equity of rewards dimensions being scored neutrally; and scores for equity sensitivity showed a tendency toward a benevolent disposition. Significant differences were found between demographic groups in the sample for all of the constructs under investigation. Evidence was found in support of the hypothesised relationships in the theoretical model, with the exception of the hypothesised link between equity sensitivity and the perceptions of equity of rewards. The hypotheses regarding moderation relationships were not accepted, based on the results of the hierarchical regression analysis. Structural equation model testing resulted in unsatisfactory fit of the statistical model. Confirmatory factor analysis results provided support for the acceptability of the Equity Sensitivity Instrument, Utrecht Work Engagement Scale and Psychological Capital Questionnaire for use on a South African sample. As far as it could be ascertained, the constructs under investigation have not been examined together before. The study therefore contributes uniquely to the existing body of positive organisational behaviour research, and begins to fill the gap identified in the Rewards literature. A number of recommendations for researchers and for organisations stemming from the study are put forward.
- Full Text:
- Date Issued: 2016
- Authors: Warneke, Kirsten Ruth
- Date: 2016
- Subjects: Work -- Psychological aspects , Job satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/4193 , vital:20565
- Description: Psychological capital and work engagement, both constructs rooted in positive psychology, have been associated with positive outcomes in the workplace, such as better job performance and organisational citizenship behaviours. The rewards practices of organisations have not been widely studied in relation to these positive psychological constructs, despite the clear importance of understanding how the way that employees are rewarded serves to motivate behaviour in the workplace. This study sought to bring together two rewards-centred constructs, namely, the perceptions of equity of rewards and the equity sensitivity of employees, and the two positive psychological constructs of psychological capital and work engagement, with the aim of understanding how these constructs relate to each other and, ultimately, discerning how reward systems might best be aligned to improve employee performance. A theoretical model was constructed based on a review of relevant literature, and eight hypotheses were set to test the model. This research took the form of a cross-sectional design, using a composite questionnaire to measure psychological capital, work engagement, equity sensitivity and perceptions of equity in rewards by means of a self-report electronic survey. Employees at a South African university were invited to participate in the study by means of an emailed invitation, and a sample of 305 respondents was achieved. Data analysis was conducted using descriptive and inferential statistics, which included frequency tables, Cronbach’s alpha testing, Pearson’s Product-Moment Correlations, chi-square tests, t-tests, analysis of variance, hierarchical regression analysis, confirmatory factor analysis, and structural equation modelling. The results of the survey showed that respondents had high levels of psychological capital with the exception of the medium scores on the Optimism dimension; levels of work engagement were high overall; responses regarding the perceptions of equity of rewards relating to promotions were most negative, with the rest of the perceptions of equity of rewards dimensions being scored neutrally; and scores for equity sensitivity showed a tendency toward a benevolent disposition. Significant differences were found between demographic groups in the sample for all of the constructs under investigation. Evidence was found in support of the hypothesised relationships in the theoretical model, with the exception of the hypothesised link between equity sensitivity and the perceptions of equity of rewards. The hypotheses regarding moderation relationships were not accepted, based on the results of the hierarchical regression analysis. Structural equation model testing resulted in unsatisfactory fit of the statistical model. Confirmatory factor analysis results provided support for the acceptability of the Equity Sensitivity Instrument, Utrecht Work Engagement Scale and Psychological Capital Questionnaire for use on a South African sample. As far as it could be ascertained, the constructs under investigation have not been examined together before. The study therefore contributes uniquely to the existing body of positive organisational behaviour research, and begins to fill the gap identified in the Rewards literature. A number of recommendations for researchers and for organisations stemming from the study are put forward.
- Full Text:
- Date Issued: 2016
An international study on the influence of intrinsic rewards on the intrinsic motivation, work engagement and retention of employees in non-profit organisations
- Authors: Renard, Michelle
- Date: 2015
- Subjects: Employee motivation , Achievement motivation , Organisational behaviour
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/5148 , vital:20815
- Description: The primary objective of this thesis was to investigate whether intrinsic rewards play a role in the intrinsic motivation, work engagement and retention of employees working within non-profit organisations in Australia, Belgium, South Africa and the United States of America. It therefore served to form a cross-cultural comparison between employees from these four geographically dispersed yet culturally similar countries. A further aim was to determine whether demographic differences occurred across the four constructs studied. In order to achieve these objectives, a theoretical model was constructed to highlight the relationships between the constructs under study. The study made use of both qualitative and quantitative research to achieve the above-mentioned objectives. As a result of the data obtained from 15 qualitative interviews conducted with non-profit employees in Belgium and South Africa, two measuring instruments, namely the Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale, were developed to assess intrinsic rewards and intrinsic motivation respectively. These measuring instruments were qualitatively piloted on a sample of academics and non-profit employees, and were translated from English into Dutch for use on the Belgian sample. Once these instruments had been refined, they were combined with instruments to measure work engagement and intention to quit to form a composite questionnaire. This questionnaire was completed electronically by 587 non-profit employees from the four countries under study. Data analysis was conducted in the form of descriptive and inferential statistics, including frequency tables, Cronbach’s alpha testing, exploratory and confirmatory factor analysis, Pearson’s Product Moment Correlations, chi-square tests, t-tests, analysis of variance and structural equation modelling. The quantitative findings showed that intrinsic rewards lead to higher levels of intrinsic motivation, which in turn causes higher levels of work engagement and lower levels of intention to quit. Intrinsic rewards were also found directly to predict a reduction in employees’ intentions to quit their non-profit organisations, and work engagement directly predicted an increase in intention to quit. From a cross-cultural perspective, practically significant inter-country differences were discovered across the intrinsic rewards of meaningful work and challenging work; across intrinsic motivation and its three dimensions (personal connection to one’s work, personal desire to make a difference, and personal desire to perform); and across work engagement and its three factors (absorption, dedication and vigour). In addition to these inter-country results, age and job level differences were discovered across the four constructs under study, together with significant correlations between the four constructs. The Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale were successfully validated in both English and Dutch in this study, with a number of forms of validity being confirmed through factor analyses and correlations. Reliability was proven through satisfactory Cronbach’s alpha values being obtained for both language versions of the instruments. These results theoretically contribute to literature pertaining to intrinsic rewards and intrinsic motivation as a result of the development of two measuring instruments that were empirically validated to assess these constructs. Furthermore, the results make a valuable contribution to the field of rewards management globally. This study’s findings provide evidence for causal relationships between four constructs not previously tested empirically, specifically within Australia, Belgium, South Africa and the United States of America. Consequently, this study’s results hold important implications for the management of non-profit employees worldwide.
- Full Text:
- Date Issued: 2015
- Authors: Renard, Michelle
- Date: 2015
- Subjects: Employee motivation , Achievement motivation , Organisational behaviour
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/5148 , vital:20815
- Description: The primary objective of this thesis was to investigate whether intrinsic rewards play a role in the intrinsic motivation, work engagement and retention of employees working within non-profit organisations in Australia, Belgium, South Africa and the United States of America. It therefore served to form a cross-cultural comparison between employees from these four geographically dispersed yet culturally similar countries. A further aim was to determine whether demographic differences occurred across the four constructs studied. In order to achieve these objectives, a theoretical model was constructed to highlight the relationships between the constructs under study. The study made use of both qualitative and quantitative research to achieve the above-mentioned objectives. As a result of the data obtained from 15 qualitative interviews conducted with non-profit employees in Belgium and South Africa, two measuring instruments, namely the Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale, were developed to assess intrinsic rewards and intrinsic motivation respectively. These measuring instruments were qualitatively piloted on a sample of academics and non-profit employees, and were translated from English into Dutch for use on the Belgian sample. Once these instruments had been refined, they were combined with instruments to measure work engagement and intention to quit to form a composite questionnaire. This questionnaire was completed electronically by 587 non-profit employees from the four countries under study. Data analysis was conducted in the form of descriptive and inferential statistics, including frequency tables, Cronbach’s alpha testing, exploratory and confirmatory factor analysis, Pearson’s Product Moment Correlations, chi-square tests, t-tests, analysis of variance and structural equation modelling. The quantitative findings showed that intrinsic rewards lead to higher levels of intrinsic motivation, which in turn causes higher levels of work engagement and lower levels of intention to quit. Intrinsic rewards were also found directly to predict a reduction in employees’ intentions to quit their non-profit organisations, and work engagement directly predicted an increase in intention to quit. From a cross-cultural perspective, practically significant inter-country differences were discovered across the intrinsic rewards of meaningful work and challenging work; across intrinsic motivation and its three dimensions (personal connection to one’s work, personal desire to make a difference, and personal desire to perform); and across work engagement and its three factors (absorption, dedication and vigour). In addition to these inter-country results, age and job level differences were discovered across the four constructs under study, together with significant correlations between the four constructs. The Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale were successfully validated in both English and Dutch in this study, with a number of forms of validity being confirmed through factor analyses and correlations. Reliability was proven through satisfactory Cronbach’s alpha values being obtained for both language versions of the instruments. These results theoretically contribute to literature pertaining to intrinsic rewards and intrinsic motivation as a result of the development of two measuring instruments that were empirically validated to assess these constructs. Furthermore, the results make a valuable contribution to the field of rewards management globally. This study’s findings provide evidence for causal relationships between four constructs not previously tested empirically, specifically within Australia, Belgium, South Africa and the United States of America. Consequently, this study’s results hold important implications for the management of non-profit employees worldwide.
- Full Text:
- Date Issued: 2015
Staff retention at an institution of higher learning
- Authors: Sete, Lerato Virginia
- Date: 2015
- Subjects: Employee retention , Employee motivation , Education, Higher
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: http://hdl.handle.net/10948/6564 , vital:21111
- Description: The purpose of this study was to investigate staff retention at an institution of higher learning. The University of South Africa (UNISA) was the institution under scrutiny in this study. The reason for conducting the study was that employees at UNISA, and especially those at the College of Science, Engineering and Technology (CSET) with scarce skills, were difficult to attract and retain in their positions. It is thought that this scenario could create an increased workload and lead to stress and job dissatisfaction among remaining staff members in the college. This could resultantly influence the quality of education rendered to students. It was therefore important to identify the reasons behind staff turnover and to consider possible retention strategies that could be employed to retain employees at UNISA. The theoretical study focused on two main facets: factors that influence an employee’s decision to either leave or stay in an organisation; and on retention strategies used by the institution. In addition, interviews were conducted with a senior executive in the Human Resource Department and a senior academic manager in CSET at UNISA, to gain their views on how scarce skills were defined, the reasons for staff turnover and the utilisation of retention strategies to retain employees. A qualitative analysis was applied to the interview responses. In addition, a survey consisting of a self-administered questionnaire was conducted amongst academic staff at CSET and 64 responses were received, which represented a response rate of 30%. The questionnaire focused mainly on turnover intention, factors influencing turnover and retention strategies. The information gathered from the questionnaire was statistically analysed and interpreted. The respondents provided mostly positive responses to personal, job and organisational factors which influence retention compared with market factors, indicating that these factors played a significant role in retention. The results revealed that factors such as: remuneration and packages; recognising academic staff for their contribution; providing a satisfying and stimulating work environment; valuing and engaging employees and empowering supervision could be used to retain employees with scarce skills. The respondents agreed that UNISA could be perceived as an employer of choice and was actively seeking ways to retain employees, but were uncertain of the extent to which a fair compensation system, an attractive value proposition and care for employees with scarce skills were evident. No significant differences were found in terms of length of service, gender or race.
- Full Text:
- Date Issued: 2015
- Authors: Sete, Lerato Virginia
- Date: 2015
- Subjects: Employee retention , Employee motivation , Education, Higher
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: http://hdl.handle.net/10948/6564 , vital:21111
- Description: The purpose of this study was to investigate staff retention at an institution of higher learning. The University of South Africa (UNISA) was the institution under scrutiny in this study. The reason for conducting the study was that employees at UNISA, and especially those at the College of Science, Engineering and Technology (CSET) with scarce skills, were difficult to attract and retain in their positions. It is thought that this scenario could create an increased workload and lead to stress and job dissatisfaction among remaining staff members in the college. This could resultantly influence the quality of education rendered to students. It was therefore important to identify the reasons behind staff turnover and to consider possible retention strategies that could be employed to retain employees at UNISA. The theoretical study focused on two main facets: factors that influence an employee’s decision to either leave or stay in an organisation; and on retention strategies used by the institution. In addition, interviews were conducted with a senior executive in the Human Resource Department and a senior academic manager in CSET at UNISA, to gain their views on how scarce skills were defined, the reasons for staff turnover and the utilisation of retention strategies to retain employees. A qualitative analysis was applied to the interview responses. In addition, a survey consisting of a self-administered questionnaire was conducted amongst academic staff at CSET and 64 responses were received, which represented a response rate of 30%. The questionnaire focused mainly on turnover intention, factors influencing turnover and retention strategies. The information gathered from the questionnaire was statistically analysed and interpreted. The respondents provided mostly positive responses to personal, job and organisational factors which influence retention compared with market factors, indicating that these factors played a significant role in retention. The results revealed that factors such as: remuneration and packages; recognising academic staff for their contribution; providing a satisfying and stimulating work environment; valuing and engaging employees and empowering supervision could be used to retain employees with scarce skills. The respondents agreed that UNISA could be perceived as an employer of choice and was actively seeking ways to retain employees, but were uncertain of the extent to which a fair compensation system, an attractive value proposition and care for employees with scarce skills were evident. No significant differences were found in terms of length of service, gender or race.
- Full Text:
- Date Issued: 2015
A comparison of extrinsic and intrinsic motivators between Germany and South Africa
- Authors: Giesser, Anne
- Date: 2014
- Subjects: Motivation (Psychology) , Employee motivation , Cultural relations
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9417 , http://hdl.handle.net/10948/d1021063
- Description: This thesis explored different perceptions of extrinsic and intrinsic motivation in an intercultural context. The main objective of this study was to investigate similarities and differences concerning extrinsic and intrinsic motivation in the workplace between the German and the South African culture by examining individuals with working experience and tertiary education. It provides background information about motivation and a historical overview of previous and current motivational theories as well as cultural influences and differences. In addition, regarding the two cultures the researcher aimed to investigate similarities and differences between other demographics such as gender, age and income. The literature review provides information about extrinsic and intrinsic motivation retrieved from previous research and puts it into an intercultural context. The researcher conducted a quantitative, exploratory study. The data was gathered using an existing research instrument, which was distributed online. The sample comprised 374 respondents. This sample was conducted by a combination of quota and snowball sampling. The obtained data is evaluated and presented in text and table form. The results revealed preferences for intrinsic motivators for the whole sample and higher motivation for the South African part of the sample. Demographic characteristics played a minor role.
- Full Text:
- Date Issued: 2014
- Authors: Giesser, Anne
- Date: 2014
- Subjects: Motivation (Psychology) , Employee motivation , Cultural relations
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9417 , http://hdl.handle.net/10948/d1021063
- Description: This thesis explored different perceptions of extrinsic and intrinsic motivation in an intercultural context. The main objective of this study was to investigate similarities and differences concerning extrinsic and intrinsic motivation in the workplace between the German and the South African culture by examining individuals with working experience and tertiary education. It provides background information about motivation and a historical overview of previous and current motivational theories as well as cultural influences and differences. In addition, regarding the two cultures the researcher aimed to investigate similarities and differences between other demographics such as gender, age and income. The literature review provides information about extrinsic and intrinsic motivation retrieved from previous research and puts it into an intercultural context. The researcher conducted a quantitative, exploratory study. The data was gathered using an existing research instrument, which was distributed online. The sample comprised 374 respondents. This sample was conducted by a combination of quota and snowball sampling. The obtained data is evaluated and presented in text and table form. The results revealed preferences for intrinsic motivators for the whole sample and higher motivation for the South African part of the sample. Demographic characteristics played a minor role.
- Full Text:
- Date Issued: 2014
An incentive motivational approach to enhance successful delivery of construction projects
- Authors: Ndihokubwayo, Ruben
- Date: 2014
- Subjects: Employee motivation , Construction industry -- Management , Project management , Construction industry -- Public relations
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9727 , http://hdl.handle.net/10948/d1020649
- Description: The South African construction industry is faced with challenges which impede on successful project delivery. While incentives have been recognised as motivational tools for individual employees to achieve certain goals, the South African construction industry has not fully exploited the various avenues to initiate motivational approaches aligned with project objectives to enhance successful delivery of construction projects. This study is therefore aimed at exploring which monetary and non-monetary incentives would compel construction and consultant team members to improve successful project delivery. The study adopted a deductive approach whereby hypotheses were formulated based on motivation theories and applied them in construction project team situations. In this regard, the extensive literature related to motivation theories such as the hierarchy of needs, incentives, organisational commitment, and teamwork environment were reviewed. A web survey was adopted for the empirical data gathering by means of a questionnaire e-mailed to nationwide selected construction and consultant firms. Data analysis was done by means of ranking, paired sample test, T-Test, ANOVA test, Mann- Whitney, Kruskal-Wallis test of association, and the Principal Component Analysis (PCA). The reliability test was done using Cronbach’s alpha coefficient of reliability. In total, 164 respondents participated in the study. It was revealed that there was a statistically significant difference between mean rankings of motivational factors, and organisational commitment was perceived as the most important motivational factor that compelled construction and consultant team members to achieve project success. There was no statistically significant difference between various demographics (gender, qualification, and experience) pertaining to self-development needs, organisational commitment, and teamwork environment motivational factors, except age groups, which displayed a statistically significant difference in self-development needs and teamwork environment. There was a statistically significant difference between mean rankings of monetary and non-monetary incentives, and non-monetary incentives were preferred to monetary incentives in achieving higher performance. There was no statistically significant difference between various demographics (gender, age, qualification, and experience in the construction industry) of construction and consultant team members pertaining to monetary and non-monetary incentives. There was no statistically significant difference between mean rankings of primary project objectives aligned with monetary incentives, where time was perceived as the most important. There was no statistically significant difference between various demographics (gender, qualification, and experience in the construction industry) of construction and consultant team members pertaining to project objectives aligned with incentives, except age groups which displayed a statistically significant difference in project objectives aligned with monetary and non-monetary incentives. Two models have been developed based on the PCA results of project objectives aligned with monetary and non-monetary incentives. Each model consisted of four parts, namely project objectives, demographic information, short-run project-based interventions, and long-run interventions. The PCA results showed monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve secondary project objectives, such as the provision of work opportunities to SMMEs. In the long-run, this confirms the usefulness of the CIDB initiative consisting of the provision of work opportunities to SMMEs through the National Contractor Development Programme (NCDP) guidelines. The PCA results showed non-monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve primary project objectives, such as quality. In the long-run, a continuous improvement mechanism by various construction industry stakeholders is deemed necessary to maintain project delivery standards.
- Full Text:
- Date Issued: 2014
- Authors: Ndihokubwayo, Ruben
- Date: 2014
- Subjects: Employee motivation , Construction industry -- Management , Project management , Construction industry -- Public relations
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9727 , http://hdl.handle.net/10948/d1020649
- Description: The South African construction industry is faced with challenges which impede on successful project delivery. While incentives have been recognised as motivational tools for individual employees to achieve certain goals, the South African construction industry has not fully exploited the various avenues to initiate motivational approaches aligned with project objectives to enhance successful delivery of construction projects. This study is therefore aimed at exploring which monetary and non-monetary incentives would compel construction and consultant team members to improve successful project delivery. The study adopted a deductive approach whereby hypotheses were formulated based on motivation theories and applied them in construction project team situations. In this regard, the extensive literature related to motivation theories such as the hierarchy of needs, incentives, organisational commitment, and teamwork environment were reviewed. A web survey was adopted for the empirical data gathering by means of a questionnaire e-mailed to nationwide selected construction and consultant firms. Data analysis was done by means of ranking, paired sample test, T-Test, ANOVA test, Mann- Whitney, Kruskal-Wallis test of association, and the Principal Component Analysis (PCA). The reliability test was done using Cronbach’s alpha coefficient of reliability. In total, 164 respondents participated in the study. It was revealed that there was a statistically significant difference between mean rankings of motivational factors, and organisational commitment was perceived as the most important motivational factor that compelled construction and consultant team members to achieve project success. There was no statistically significant difference between various demographics (gender, qualification, and experience) pertaining to self-development needs, organisational commitment, and teamwork environment motivational factors, except age groups, which displayed a statistically significant difference in self-development needs and teamwork environment. There was a statistically significant difference between mean rankings of monetary and non-monetary incentives, and non-monetary incentives were preferred to monetary incentives in achieving higher performance. There was no statistically significant difference between various demographics (gender, age, qualification, and experience in the construction industry) of construction and consultant team members pertaining to monetary and non-monetary incentives. There was no statistically significant difference between mean rankings of primary project objectives aligned with monetary incentives, where time was perceived as the most important. There was no statistically significant difference between various demographics (gender, qualification, and experience in the construction industry) of construction and consultant team members pertaining to project objectives aligned with incentives, except age groups which displayed a statistically significant difference in project objectives aligned with monetary and non-monetary incentives. Two models have been developed based on the PCA results of project objectives aligned with monetary and non-monetary incentives. Each model consisted of four parts, namely project objectives, demographic information, short-run project-based interventions, and long-run interventions. The PCA results showed monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve secondary project objectives, such as the provision of work opportunities to SMMEs. In the long-run, this confirms the usefulness of the CIDB initiative consisting of the provision of work opportunities to SMMEs through the National Contractor Development Programme (NCDP) guidelines. The PCA results showed non-monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve primary project objectives, such as quality. In the long-run, a continuous improvement mechanism by various construction industry stakeholders is deemed necessary to maintain project delivery standards.
- Full Text:
- Date Issued: 2014
Factors influencing pay systems in the manufacturing industry of Port Elizabeth
- Authors: Boyce, Ncedile
- Date: 2014
- Subjects: Wage payment systems , Incentives in industry , Employee motivation , Compensation management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8926 , http://hdl.handle.net/10948/d1021168
- Description: Collective bargaining was impacted by the confrontation at Marakina and the role players, employers and unions were left looking for new creative alternatives to reward operational employees (blue collar workers).Then, finding a well-designed pay system is crucial for the success of the organisation, since collective bargaining is under pressure. The following determinants, job based pay, performance based pay, skills based pay, education and training, and tenure based pay were constructed from literature to formulate the conceptual model for the pay of operators in the manufacturing sector of Port Elizabeth. There are a number of factors that are at play in the determination and design of pay systems, which need to be considered. Two major pay systems are at the centre of this study and they are those based on the worth of the job and those that are based on employees’ skills, productivity, education and training, and tenure. Pay equity is at the heart of employment relationship and is the reference point with regard to the distribution of resources when economic productivity and profitability are achieved. The findings presented indicated that all the determinants, job based pay, performance based pay, skills based pay and education and training, with the exception of tenure based pay, were significant to the pay of operational employees. However, the multivariable regression model found that job based pay is more significant and should be modelled as the foundation of the pay system for operational employees. Other pay determinants, such as performance and skills based pay are best modelled as additional increments that accelerate employees’ pay.
- Full Text:
- Date Issued: 2014
- Authors: Boyce, Ncedile
- Date: 2014
- Subjects: Wage payment systems , Incentives in industry , Employee motivation , Compensation management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8926 , http://hdl.handle.net/10948/d1021168
- Description: Collective bargaining was impacted by the confrontation at Marakina and the role players, employers and unions were left looking for new creative alternatives to reward operational employees (blue collar workers).Then, finding a well-designed pay system is crucial for the success of the organisation, since collective bargaining is under pressure. The following determinants, job based pay, performance based pay, skills based pay, education and training, and tenure based pay were constructed from literature to formulate the conceptual model for the pay of operators in the manufacturing sector of Port Elizabeth. There are a number of factors that are at play in the determination and design of pay systems, which need to be considered. Two major pay systems are at the centre of this study and they are those based on the worth of the job and those that are based on employees’ skills, productivity, education and training, and tenure. Pay equity is at the heart of employment relationship and is the reference point with regard to the distribution of resources when economic productivity and profitability are achieved. The findings presented indicated that all the determinants, job based pay, performance based pay, skills based pay and education and training, with the exception of tenure based pay, were significant to the pay of operational employees. However, the multivariable regression model found that job based pay is more significant and should be modelled as the foundation of the pay system for operational employees. Other pay determinants, such as performance and skills based pay are best modelled as additional increments that accelerate employees’ pay.
- Full Text:
- Date Issued: 2014
A study to determine the motivational climate in the Department of Health
- Authors: Seitshiro, Tshidiso
- Date: 2013
- Subjects: Employee motivation , Job satisfaction -- South Africa -- Eastern Cape , Public health -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:8916 , http://hdl.handle.net/10948/d1021090
- Description: The Department of Health, being a public entity, has a responsibility to provide quality health services to the community. The Department has experienced repeated negative feedback from the press with respect to job dissatisfaction and the quality of service. This could be the result of low employee motivation. The researcher was concerned and interested in investigating possible causes of these allegations by the press. The main purpose of this study was to analyse the motivational climate of employees in the Department of Health. The study included a literature study of employee motivation and organisational climate. The purpose of the literature was to determine how the Department of Health measures up to what the literature reveals. A questionnaire was used as an instrument to collect data. The questionnaire was formulated from the literature discussed in the research study. The major findings indicated that the level of motivation in the Department of Health was low. Findings also indicated the majority of employees were not trained in the Batho Pele principle. The researcher argued that if employees were trained in the Batho Pele principle and also practised, the negative press feedback would be minimal. The researcher suggested certain recommendations for those areas where findings indicated shortcomings in an attempt to increase the overall levels of employee motivation within the Department of Health.
- Full Text:
- Date Issued: 2013
- Authors: Seitshiro, Tshidiso
- Date: 2013
- Subjects: Employee motivation , Job satisfaction -- South Africa -- Eastern Cape , Public health -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:8916 , http://hdl.handle.net/10948/d1021090
- Description: The Department of Health, being a public entity, has a responsibility to provide quality health services to the community. The Department has experienced repeated negative feedback from the press with respect to job dissatisfaction and the quality of service. This could be the result of low employee motivation. The researcher was concerned and interested in investigating possible causes of these allegations by the press. The main purpose of this study was to analyse the motivational climate of employees in the Department of Health. The study included a literature study of employee motivation and organisational climate. The purpose of the literature was to determine how the Department of Health measures up to what the literature reveals. A questionnaire was used as an instrument to collect data. The questionnaire was formulated from the literature discussed in the research study. The major findings indicated that the level of motivation in the Department of Health was low. Findings also indicated the majority of employees were not trained in the Batho Pele principle. The researcher argued that if employees were trained in the Batho Pele principle and also practised, the negative press feedback would be minimal. The researcher suggested certain recommendations for those areas where findings indicated shortcomings in an attempt to increase the overall levels of employee motivation within the Department of Health.
- Full Text:
- Date Issued: 2013
Retention strategies for knowledge workers at a consulting engineering firm
- Authors: Ketye, Lungelo
- Date: 2013
- Subjects: Employee retention , Employee motivation , Job satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6247 , vital:21059
- Description: The Consulting Engineering industry plays a very critical role in the construction industry. Its primary role is to plan and design projects before they go on to the construction phase. During the construction phase of a project, consulting engineers are responsible for supervising the works and ensuring that construction is done according to design specifications. The selected company, where this study was conducted, provides civil engineering consulting services. The main purpose of the research was to identify retention strategies that could be used by the company in order to reduce staff turnover. To achieve this objective, the researcher completed a literature study. The literature study revealed the characteristics of knowledge workers, and what makes knowledge workers wish to extend their stay with an organisation. The study examined variables that lead to staff turnover i.e. leadership and communication, organizational culture, performance management and job satisfaction. The empirical study was conducted at LK Consulting Engineers. A survey with a questionnaire was administered to all engineering practitioners who were registered with the Engineering Council of South Africa. Interviews were also conducted with three managers. The study demonstrated that leadership and communication, organisational culture, performance management and job satisfaction are important variables leading to retention of knowledge workers. The study also demonstrated that training and financial remuneration is not enough to retain knowledge workers, employees should feel valued and provided with the opportunities to make meaningful contributions to the organisation.
- Full Text:
- Date Issued: 2013
- Authors: Ketye, Lungelo
- Date: 2013
- Subjects: Employee retention , Employee motivation , Job satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6247 , vital:21059
- Description: The Consulting Engineering industry plays a very critical role in the construction industry. Its primary role is to plan and design projects before they go on to the construction phase. During the construction phase of a project, consulting engineers are responsible for supervising the works and ensuring that construction is done according to design specifications. The selected company, where this study was conducted, provides civil engineering consulting services. The main purpose of the research was to identify retention strategies that could be used by the company in order to reduce staff turnover. To achieve this objective, the researcher completed a literature study. The literature study revealed the characteristics of knowledge workers, and what makes knowledge workers wish to extend their stay with an organisation. The study examined variables that lead to staff turnover i.e. leadership and communication, organizational culture, performance management and job satisfaction. The empirical study was conducted at LK Consulting Engineers. A survey with a questionnaire was administered to all engineering practitioners who were registered with the Engineering Council of South Africa. Interviews were also conducted with three managers. The study demonstrated that leadership and communication, organisational culture, performance management and job satisfaction are important variables leading to retention of knowledge workers. The study also demonstrated that training and financial remuneration is not enough to retain knowledge workers, employees should feel valued and provided with the opportunities to make meaningful contributions to the organisation.
- Full Text:
- Date Issued: 2013
The influence of motivational factors on corporate performance and customer satisfaction
- Authors: Potgieter, Adéle
- Date: 2013
- Subjects: Consumer satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9312 , http://hdl.handle.net/10948/d1019738
- Description: South Africa is ranked 44th place out of 53 countries (IMD 2011). It would seem imperative for the South African Government and the private sector to pay close attention to studies of this nature that indicate the importance of certain factors on the motivation of employees. In essence this study could assist Government and the private sector in understanding the importance of different factors that influence motivation of employees and the profitability of organisations. Should organisations re-align their focus on motivation of employees by taking cognisance of the elements addressed in this study, it could have a positive effect on the productivity of individual firms as well as on national productivity. The purpose of this study was to establish which motivational factors have an effect on the motivation of employees that would affect their individual, the organisational performance and customer satisfaction. The study aimed at firstly identifying motivational factors that has an influence on organisational performance. Secondly, investigating the effect of employee performance on organisational performance and thirdly investigating the impact of employee performance on customer satisfaction. The primary objective of this study was to establish which motivational factors have an effect on the motivation of employees thus affecting their individual and organisational performance and customer satisfaction. The relationship between work motivation, performance and productivity is complex. Although work motivation seems to have a significant impact on performance and productivity, it is certainly not the only influencing factor (Fisher, Katz, Miller & Thatcher 2003:82). Research has indicated that besides motivation, productivity is influenced by a variety of factors which could include the employee’s ability, skills, training, and availability of resources, management practices and economic conditions. In the light of the above, this study endeavoured to establish which dominant motivational factors have an influence on employee, corporate performance and customer satisfaction. Different motivational factors including hygiene factors, such as attitude, job satisfaction, rewards, leadership styles and communication were discussed as well as their influence on employee and organisational performance Information was gathered through secondary research. The investigation also included an exploration of different research methodologies, methods of data collection and analysis for this specific study. The main empirical research findings indicated that there is a positive relationship between motivator factors and employee performance as well as between management communication and employee performance. It is recommended that a policy and control manual should be compiled and distributed to new employees as part of their induction programme. The policies should be updated annually to incorporate changes in the organisation and to indicate to employees that management is serious about creating positive relationships between employees and employers. There is also a positive relationship between employee performance and organisational performance. It is recommended that organisations implement employee performance management systems that link to organisational performance goals in order to be able to critically access the performance of the employee in relation to the broader goals and results of an organisation. The relationship between motivational factors and customer satisfaction should however be investigated further. There seems to be different views in the literature on whether customer satisfaction surveys (or other measurements) should be used to support this relationship.
- Full Text:
- Date Issued: 2013
- Authors: Potgieter, Adéle
- Date: 2013
- Subjects: Consumer satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9312 , http://hdl.handle.net/10948/d1019738
- Description: South Africa is ranked 44th place out of 53 countries (IMD 2011). It would seem imperative for the South African Government and the private sector to pay close attention to studies of this nature that indicate the importance of certain factors on the motivation of employees. In essence this study could assist Government and the private sector in understanding the importance of different factors that influence motivation of employees and the profitability of organisations. Should organisations re-align their focus on motivation of employees by taking cognisance of the elements addressed in this study, it could have a positive effect on the productivity of individual firms as well as on national productivity. The purpose of this study was to establish which motivational factors have an effect on the motivation of employees that would affect their individual, the organisational performance and customer satisfaction. The study aimed at firstly identifying motivational factors that has an influence on organisational performance. Secondly, investigating the effect of employee performance on organisational performance and thirdly investigating the impact of employee performance on customer satisfaction. The primary objective of this study was to establish which motivational factors have an effect on the motivation of employees thus affecting their individual and organisational performance and customer satisfaction. The relationship between work motivation, performance and productivity is complex. Although work motivation seems to have a significant impact on performance and productivity, it is certainly not the only influencing factor (Fisher, Katz, Miller & Thatcher 2003:82). Research has indicated that besides motivation, productivity is influenced by a variety of factors which could include the employee’s ability, skills, training, and availability of resources, management practices and economic conditions. In the light of the above, this study endeavoured to establish which dominant motivational factors have an influence on employee, corporate performance and customer satisfaction. Different motivational factors including hygiene factors, such as attitude, job satisfaction, rewards, leadership styles and communication were discussed as well as their influence on employee and organisational performance Information was gathered through secondary research. The investigation also included an exploration of different research methodologies, methods of data collection and analysis for this specific study. The main empirical research findings indicated that there is a positive relationship between motivator factors and employee performance as well as between management communication and employee performance. It is recommended that a policy and control manual should be compiled and distributed to new employees as part of their induction programme. The policies should be updated annually to incorporate changes in the organisation and to indicate to employees that management is serious about creating positive relationships between employees and employers. There is also a positive relationship between employee performance and organisational performance. It is recommended that organisations implement employee performance management systems that link to organisational performance goals in order to be able to critically access the performance of the employee in relation to the broader goals and results of an organisation. The relationship between motivational factors and customer satisfaction should however be investigated further. There seems to be different views in the literature on whether customer satisfaction surveys (or other measurements) should be used to support this relationship.
- Full Text:
- Date Issued: 2013
The role of middle managers in creating a motivating climate
- Authors: Wahl, Craig Paul
- Date: 2013
- Subjects: Employee motivation , Motivation (Psychology) , Middle managers , Executives -- Attitudes
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9409 , http://hdl.handle.net/10948/d1019979
- Description: Middle managers are important role players in organisations today. They are the link between the executive and the employees of organisations. Managers must ensure that the employees under their supervision fulfil their duties and responsibilities in the execution of their tasks, in order that the organisation achieves the strategic goals as set by the executive. For employees to perform at their peak and to ensure continual motivation, employees should find themselves in a motivated work environment. Managers are key to establishing this motivating climate; however they are only able to do this if they have sufficient authority to motivate their subordinates. Managers must not only have the authority, but they must also have the leadership skills and capacity to motivate. The question which forms the base of this research is whether managers are authorised and equipped to motivate their subordinates. The research topic fell within the quantitative paradigm with data being collected through the use of a questionnaire, which was distributed via electronic means to a sample of the population. The sample was selected using a non-random sampling method. The results were analysed and interpreted to ascertain if they aligned with the theory. The Respondents confirmed that motivation is deemed important which is the responsibility of managers to motivate their subordinates. The organisations in which the managers work should enable them to reward and recognise the employees. It was clear that the authority to reward and recognise is still limited in organisations, which creates substantial complications for managers who are not able to utilise all the tools of motivation which is needed for subordinates to achieve their full potential. Recommendations were submitted that organisations should consider effectively empowering and up-skilling their managers on all the tools of motivation and techniques on how to enhance their emotional intelligence to better understand and motivate their subordinates.
- Full Text:
- Date Issued: 2013
- Authors: Wahl, Craig Paul
- Date: 2013
- Subjects: Employee motivation , Motivation (Psychology) , Middle managers , Executives -- Attitudes
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9409 , http://hdl.handle.net/10948/d1019979
- Description: Middle managers are important role players in organisations today. They are the link between the executive and the employees of organisations. Managers must ensure that the employees under their supervision fulfil their duties and responsibilities in the execution of their tasks, in order that the organisation achieves the strategic goals as set by the executive. For employees to perform at their peak and to ensure continual motivation, employees should find themselves in a motivated work environment. Managers are key to establishing this motivating climate; however they are only able to do this if they have sufficient authority to motivate their subordinates. Managers must not only have the authority, but they must also have the leadership skills and capacity to motivate. The question which forms the base of this research is whether managers are authorised and equipped to motivate their subordinates. The research topic fell within the quantitative paradigm with data being collected through the use of a questionnaire, which was distributed via electronic means to a sample of the population. The sample was selected using a non-random sampling method. The results were analysed and interpreted to ascertain if they aligned with the theory. The Respondents confirmed that motivation is deemed important which is the responsibility of managers to motivate their subordinates. The organisations in which the managers work should enable them to reward and recognise the employees. It was clear that the authority to reward and recognise is still limited in organisations, which creates substantial complications for managers who are not able to utilise all the tools of motivation which is needed for subordinates to achieve their full potential. Recommendations were submitted that organisations should consider effectively empowering and up-skilling their managers on all the tools of motivation and techniques on how to enhance their emotional intelligence to better understand and motivate their subordinates.
- Full Text:
- Date Issued: 2013
Motivation levels of tuberculosis healthcare staff at a district hospital in Kenya
- Authors: Busolo, Mellanda Isia
- Date: 2012
- Subjects: Health services administration , Employee motivation , Tuberculosis -- Prevention
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:10135 , http://hdl.handle.net/10948/d1008292 , Health services administration , Employee motivation , Tuberculosis -- Prevention
- Description: Background: The success of tuberculosis (TB) treatment largely depends on healthcare team factors within a healthcare system, as healthcare workers play a vital role in fostering patient adherence to TB treatment. Strengthening motivation amongst Kenya’s TB healthcare workers should thus be reinforced in order to improve on clinical outcomes of TB treatment in Kenya. Objectives: To determine motivational needs of TB healthcare staff at a district hospital in Kenya and to provide recommendations on how to enhance their motivation. Design: TB healthcare workers including nurses, doctors, pharmacists and community healthcare workers were purposively sampled from a district hospital in Kenya. Their motivational levels were measured using a questionnaire adapted from Bennet and colleagues (2000). Key Findings: A high level of job satisfaction was present in more than 50 percent of the employees, although the ‘extrinsic job satisfaction’ sub-scale stood out as scoring relatively poorly in comparison to the other ‘job satisfaction’ sub-scales. Cognitive motivation yielded mixed results with 44 percent of respondents rating themselves as being satisfied, and 56 percent between neutral and very dissatisfied. The overall organisational commitment was positive, with the majority (60 percent) of respondents rating themselves as being committed to their organisation. The majority (96 percent) of workers rated their performance at work as very high. Conclusion: Improvement in staff motivation can be attributed to how well a hospital's management organises and runs its hospital. It was recommended that hospitals should provide an environment where motivational strategies are continuously implemented and where change is positively rewarded. This may, in turn, have a positive impact on TB treatment outcomes. The study may be of interest to key decision makers in Kenya’s healthcare system as well as TB programme managers, hospital managers and health managers in general. Further investigations are needed in order to determine whether Kenya’s public healthcare system has a staff retention strategy that is up to date with the motivational needs of Kenya’s health workforce.
- Full Text:
- Date Issued: 2012
- Authors: Busolo, Mellanda Isia
- Date: 2012
- Subjects: Health services administration , Employee motivation , Tuberculosis -- Prevention
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:10135 , http://hdl.handle.net/10948/d1008292 , Health services administration , Employee motivation , Tuberculosis -- Prevention
- Description: Background: The success of tuberculosis (TB) treatment largely depends on healthcare team factors within a healthcare system, as healthcare workers play a vital role in fostering patient adherence to TB treatment. Strengthening motivation amongst Kenya’s TB healthcare workers should thus be reinforced in order to improve on clinical outcomes of TB treatment in Kenya. Objectives: To determine motivational needs of TB healthcare staff at a district hospital in Kenya and to provide recommendations on how to enhance their motivation. Design: TB healthcare workers including nurses, doctors, pharmacists and community healthcare workers were purposively sampled from a district hospital in Kenya. Their motivational levels were measured using a questionnaire adapted from Bennet and colleagues (2000). Key Findings: A high level of job satisfaction was present in more than 50 percent of the employees, although the ‘extrinsic job satisfaction’ sub-scale stood out as scoring relatively poorly in comparison to the other ‘job satisfaction’ sub-scales. Cognitive motivation yielded mixed results with 44 percent of respondents rating themselves as being satisfied, and 56 percent between neutral and very dissatisfied. The overall organisational commitment was positive, with the majority (60 percent) of respondents rating themselves as being committed to their organisation. The majority (96 percent) of workers rated their performance at work as very high. Conclusion: Improvement in staff motivation can be attributed to how well a hospital's management organises and runs its hospital. It was recommended that hospitals should provide an environment where motivational strategies are continuously implemented and where change is positively rewarded. This may, in turn, have a positive impact on TB treatment outcomes. The study may be of interest to key decision makers in Kenya’s healthcare system as well as TB programme managers, hospital managers and health managers in general. Further investigations are needed in order to determine whether Kenya’s public healthcare system has a staff retention strategy that is up to date with the motivational needs of Kenya’s health workforce.
- Full Text:
- Date Issued: 2012
Relationships between psychological capital, work engagement and organisational citizenship behaviour in South African automative dealerships
- Authors: Harris, Chantel
- Date: 2012
- Subjects: Work -- Psychological aspects , Employee motivation , Job satisfaction -- South Africa , Organizational behavior , Automobile industry and trade
- Language: English
- Type: Thesis , Doctoral , DCom
- Identifier: vital:9395 , http://hdl.handle.net/10948/d1008059 , Work -- Psychological aspects , Employee motivation , Job satisfaction -- South Africa , Organizational behavior , Automobile industry and trade
- Description: Psychological capital (PsyCap), work engagement (WE) and organisational citizenship behaviour (OCB) are all positive constructs which research has indicated will have a positive impact on the bottom line. In light of Positive Organisational Behaviour, this has become increasingly important, particularly in the service industry where good service leads to satisfied customers and ultimately repeat purchases. This research took on the form of a cross- sectional design, using a composite questionnaire to measure PsyCap, WE and OCB. This was a self-report electronic questionnaire which was distributed via email to customer service representatives (N=276) from a national automotive company with dealerships in Gauteng and the Western Cape. The measurement models were revalidated for the South African sample of customer service representatives through conducting Exploratory Factor Analysis. PsyCap remained a four-factor structure, however lost items in the elimination process. Both the UWES and OCB instruments lost items and became two-factor structures. This makes the notion that these instruments are portable to the South African situation questionable. To confirm these structures, item parcelling was utilised and Confirmatory Factor Analysis was conducted. The results indicated that the new measurement models were better suited to the South African sample. Demographic groups had significant differences in the means for PsyCap, WE and OCB. Further to this, relationships between the constructs were tested through multiple regression and structural equation modeling. The most significant relationship was found between PsyCap and work engagement. Finally, PsyCap (barring optimism) and WE were found to load onto a single factor when testing for factorial independence, while OCB came out as a separate factor.
- Full Text:
- Date Issued: 2012
- Authors: Harris, Chantel
- Date: 2012
- Subjects: Work -- Psychological aspects , Employee motivation , Job satisfaction -- South Africa , Organizational behavior , Automobile industry and trade
- Language: English
- Type: Thesis , Doctoral , DCom
- Identifier: vital:9395 , http://hdl.handle.net/10948/d1008059 , Work -- Psychological aspects , Employee motivation , Job satisfaction -- South Africa , Organizational behavior , Automobile industry and trade
- Description: Psychological capital (PsyCap), work engagement (WE) and organisational citizenship behaviour (OCB) are all positive constructs which research has indicated will have a positive impact on the bottom line. In light of Positive Organisational Behaviour, this has become increasingly important, particularly in the service industry where good service leads to satisfied customers and ultimately repeat purchases. This research took on the form of a cross- sectional design, using a composite questionnaire to measure PsyCap, WE and OCB. This was a self-report electronic questionnaire which was distributed via email to customer service representatives (N=276) from a national automotive company with dealerships in Gauteng and the Western Cape. The measurement models were revalidated for the South African sample of customer service representatives through conducting Exploratory Factor Analysis. PsyCap remained a four-factor structure, however lost items in the elimination process. Both the UWES and OCB instruments lost items and became two-factor structures. This makes the notion that these instruments are portable to the South African situation questionable. To confirm these structures, item parcelling was utilised and Confirmatory Factor Analysis was conducted. The results indicated that the new measurement models were better suited to the South African sample. Demographic groups had significant differences in the means for PsyCap, WE and OCB. Further to this, relationships between the constructs were tested through multiple regression and structural equation modeling. The most significant relationship was found between PsyCap and work engagement. Finally, PsyCap (barring optimism) and WE were found to load onto a single factor when testing for factorial independence, while OCB came out as a separate factor.
- Full Text:
- Date Issued: 2012
Evaluating motivational levels of employees in a contemporary South African organisation
- Authors: Van Wyk, Charl
- Date: 2011
- Subjects: Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8615 , http://hdl.handle.net/10948/1542 , Employee motivation
- Description: The main purpose of this study was to evaluate the motivational levels of employees at CompSol, a contemporary South African organisation. Research for the study included a literature study of both the content and process theories of motivation in order to identify those factors that are important to consider when evaluating the levels of employee motivation. An empirical study was conducted after the appropriate measuring instrument was developed. The purpose of the measuring instrument was to identify the rank importance of these identified factors of motivation and to evaluate the levels of employee motivation by measuring the extent to which these factors are provided for in the organisation. A sample was selected from the target population, via cluster sampling, from the largest functional department within the organisation, namely the Claims processing department. The group’s dominant locus of control was also measured through the use of an appropriate measuring instrument. The major findings indicated that some of the factors of motivation were provided for to a great extent, while others had serious shortcomings. The findings were grouped into the different job title categories of the respondents in order to compare the overall responses of the groups, aimed at identifying trends, commonalities and differences. Findings also indicated that the majority of the participants have an external locus of control. The researcher suggested certain recommendations for those areas where findings indicated shortcomings, in an attempt to increase the overall levels of motivation within this specific functional department in the organisation.
- Full Text:
- Date Issued: 2011
- Authors: Van Wyk, Charl
- Date: 2011
- Subjects: Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8615 , http://hdl.handle.net/10948/1542 , Employee motivation
- Description: The main purpose of this study was to evaluate the motivational levels of employees at CompSol, a contemporary South African organisation. Research for the study included a literature study of both the content and process theories of motivation in order to identify those factors that are important to consider when evaluating the levels of employee motivation. An empirical study was conducted after the appropriate measuring instrument was developed. The purpose of the measuring instrument was to identify the rank importance of these identified factors of motivation and to evaluate the levels of employee motivation by measuring the extent to which these factors are provided for in the organisation. A sample was selected from the target population, via cluster sampling, from the largest functional department within the organisation, namely the Claims processing department. The group’s dominant locus of control was also measured through the use of an appropriate measuring instrument. The major findings indicated that some of the factors of motivation were provided for to a great extent, while others had serious shortcomings. The findings were grouped into the different job title categories of the respondents in order to compare the overall responses of the groups, aimed at identifying trends, commonalities and differences. Findings also indicated that the majority of the participants have an external locus of control. The researcher suggested certain recommendations for those areas where findings indicated shortcomings, in an attempt to increase the overall levels of motivation within this specific functional department in the organisation.
- Full Text:
- Date Issued: 2011
Organisational factors impacting on employee retention
- Authors: Guma, Pendulwa Vuyokazi
- Date: 2011
- Subjects: Employee retention , Organizational change , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8616 , http://hdl.handle.net/10948/1530 , Employee retention , Organizational change , Employee motivation
- Description: Organisations must have a constant influx of candidates for potential employment. New employee positions are required as market areas are expanded. Recruitment occurs even in the face of limited growth or decline in service capacity, because individuals with specialised skills or training who leave the organisation must be replaced, and because services or technologies that have been revised or modified must be staffed. The recruitment of personnel plays an important role in assisting the organisation to adapt and remain competitive. The Eastern Cape Department of Economic Development and Environmental Affairs (DEDEA) employs a wide variety of workers. Thus, the sources of applicants and types of methods used to expand the applicant pool vary depending on the occupational classification being considered. It, therefore, becomes self-defeating to invest significant resources in a recruitment effort if such effort is offset by high turnover rates. Retention of employees is as essential as their recruitment. The purpose of this study was to investigate the organisational factors impacting on employee retention at DEDEA. The population for the study included 781 DEDEA employees. The response rate for the emailed questionnaire was 54 percent or 425 respondents. The Likert-type scale instrument consisted of forty questions divided into two sections: Section one looked at the demographic profile of the respondents and section two focused on getting responses on the five organisational impacting on v employee retention, namely: career development; compensation; positive recognition; staff engagement and management. In order to achieve the purpose of this study, the following research design was adopted: Step 1 A literature review was conducted to determine the various organizational factors impacting on employee retention. Step 2 From the literature review, a process model was adopted to assist the researcher in structuring the research questionnaire. Step 3 A questionnaire was constructed according to the principles and guidelines in steps 2 and step 3. Step 4 Empirical data was obtained by means of an email survey. Step 5 The results of the survey were analysed and interpreted. Step 6 The empirical results were integrated with Step 3. Step 7 Conclusions and recommendations were done. The main findings from the study were: - The study revealed a significant relationship between the selected organisational factors and employee retention. - The study also produced a model suitable for use by DEDEA as a guide in determining what initiatives the organisation should embark on to improve employee retention.
- Full Text:
- Date Issued: 2011
- Authors: Guma, Pendulwa Vuyokazi
- Date: 2011
- Subjects: Employee retention , Organizational change , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8616 , http://hdl.handle.net/10948/1530 , Employee retention , Organizational change , Employee motivation
- Description: Organisations must have a constant influx of candidates for potential employment. New employee positions are required as market areas are expanded. Recruitment occurs even in the face of limited growth or decline in service capacity, because individuals with specialised skills or training who leave the organisation must be replaced, and because services or technologies that have been revised or modified must be staffed. The recruitment of personnel plays an important role in assisting the organisation to adapt and remain competitive. The Eastern Cape Department of Economic Development and Environmental Affairs (DEDEA) employs a wide variety of workers. Thus, the sources of applicants and types of methods used to expand the applicant pool vary depending on the occupational classification being considered. It, therefore, becomes self-defeating to invest significant resources in a recruitment effort if such effort is offset by high turnover rates. Retention of employees is as essential as their recruitment. The purpose of this study was to investigate the organisational factors impacting on employee retention at DEDEA. The population for the study included 781 DEDEA employees. The response rate for the emailed questionnaire was 54 percent or 425 respondents. The Likert-type scale instrument consisted of forty questions divided into two sections: Section one looked at the demographic profile of the respondents and section two focused on getting responses on the five organisational impacting on v employee retention, namely: career development; compensation; positive recognition; staff engagement and management. In order to achieve the purpose of this study, the following research design was adopted: Step 1 A literature review was conducted to determine the various organizational factors impacting on employee retention. Step 2 From the literature review, a process model was adopted to assist the researcher in structuring the research questionnaire. Step 3 A questionnaire was constructed according to the principles and guidelines in steps 2 and step 3. Step 4 Empirical data was obtained by means of an email survey. Step 5 The results of the survey were analysed and interpreted. Step 6 The empirical results were integrated with Step 3. Step 7 Conclusions and recommendations were done. The main findings from the study were: - The study revealed a significant relationship between the selected organisational factors and employee retention. - The study also produced a model suitable for use by DEDEA as a guide in determining what initiatives the organisation should embark on to improve employee retention.
- Full Text:
- Date Issued: 2011
Remuneration and rewards strategies at the Nelson Mandela Metropolitan University
- Authors: Bobi, Lungiswa
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University , Compensation management -- South Africa , Employee retention -- South Africa -- Port Elizabeth , Incentives in industry , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9393 , http://hdl.handle.net/10948/d1021232
- Description: To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.
- Full Text:
- Date Issued: 2011
- Authors: Bobi, Lungiswa
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University , Compensation management -- South Africa , Employee retention -- South Africa -- Port Elizabeth , Incentives in industry , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9393 , http://hdl.handle.net/10948/d1021232
- Description: To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.
- Full Text:
- Date Issued: 2011
Strategies impacting on a motivating climate and productivity
- Van Schalkwyk, Thomas Johannes
- Authors: Van Schalkwyk, Thomas Johannes
- Date: 2011
- Subjects: Employee motivation , Work environment
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9422 , http://hdl.handle.net/10948/d1021238
- Description: Globalisation and the falling of trade barriers across the world have changed the way organisations conduct their business. Organisations have to become more competitive to compete against local rivals and imported products. Employees fulfil a vital role in this strategy and productive employees can enable organisations to accomplish this goal. Employees need to be motivated to contribute to the challenges of globalisation and ultimately the success of the organisation. Organisations therefore need to create a motivating climate wherein employees can perform. A number of motivational theories are recorded, but older theories make the assumption than an average human being exists. The more modern theories, which identify the relationship between dynamic variables, are more relevant but to a large extent do not consider the influence of trade unions. Trade unions are still very active in South Africa, and a combined effort by organisations and trade unions could result in a win-win outcome for both parties. Rewards and recognition drive behaviour which will result in enhanced productivity. Monetary rewards are the preferred incentive amongst employees, but the effect of training and development opportunities are often underestimated and under-utilised. Employees are generally eager to improve their skills levels, which could have a positive medium to long term impact on the organisation. Effective leadership is crucial to improved productivity and leaders have to create the environment for employees to perform. Traditional management styles are no longer effective and modern leaders have to develop their skills to achieve sustainability of the organisation.
- Full Text:
- Date Issued: 2011
- Authors: Van Schalkwyk, Thomas Johannes
- Date: 2011
- Subjects: Employee motivation , Work environment
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9422 , http://hdl.handle.net/10948/d1021238
- Description: Globalisation and the falling of trade barriers across the world have changed the way organisations conduct their business. Organisations have to become more competitive to compete against local rivals and imported products. Employees fulfil a vital role in this strategy and productive employees can enable organisations to accomplish this goal. Employees need to be motivated to contribute to the challenges of globalisation and ultimately the success of the organisation. Organisations therefore need to create a motivating climate wherein employees can perform. A number of motivational theories are recorded, but older theories make the assumption than an average human being exists. The more modern theories, which identify the relationship between dynamic variables, are more relevant but to a large extent do not consider the influence of trade unions. Trade unions are still very active in South Africa, and a combined effort by organisations and trade unions could result in a win-win outcome for both parties. Rewards and recognition drive behaviour which will result in enhanced productivity. Monetary rewards are the preferred incentive amongst employees, but the effect of training and development opportunities are often underestimated and under-utilised. Employees are generally eager to improve their skills levels, which could have a positive medium to long term impact on the organisation. Effective leadership is crucial to improved productivity and leaders have to create the environment for employees to perform. Traditional management styles are no longer effective and modern leaders have to develop their skills to achieve sustainability of the organisation.
- Full Text:
- Date Issued: 2011
Motivation and complexity : an exploration of a complexity approach in employee motivation with specific focus on a Lacanian model of desire
- Authors: Botha, Anton Ivan
- Date: 2010
- Subjects: Employee motivation , Employee morale , Incentive awards
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9400 , http://hdl.handle.net/10948/1232 , Employee motivation , Employee morale , Incentive awards
- Description: Since employee motivation contributes to overall organisational success, reliable motivation theory should inform management and reward practices. Yet, motivation theory is currently in a state of paralysis, with no constructive theorising taking place. Analysis of its methodological presuppositions reveals that it relies on out-dated binary thinking, prioritising, e.g. either a ‘machine-like’ (body driven) or ‘god-like’ (rationally driven) understanding of humanity. In this study it is argued that the revival of motivation theory requires a paradigmatic shift towards a complexity methodology because human motivation was found to be a complex system and must be theorised accordingly. It was found that McAdams’ theory of personality which brought together personality traits, conditioning, and motives could form the basis of a complex theory of motivation. On this basis, a complex model was developed which incorporated elements of existing motivational theories. This model proposed that drives, which motivate behaviour, are a combination of instincts, needs, and desires, mediated by personality traits, rational processing, and conditioning. All of these interconnected elements, as well as biological and environmental conditions, have an impact on, and are influenced by one another. For the purposes of understanding employee motivation the element of desire was isolated as a potential means to value segment employees. A Lacanian theory was utilised to elaborate on the element of desire. This theory postulated that individuals tend to display a dominance is one of nine kinds and modes of desire. An instrument was developed to test the applicability of the Lacanian model. It was developed in five phases which included three pilot studies and two samplings. A total of 591 respondents participated in the empirical research study with 428 in the first sample and 70 in the second; the remaining 93 made up the pilot studies. Unlike the initial version of the instrument used in the first sample (n=428) the data obtained by the last version (n=70) revealed that the instrument held some form of reliability and validity. Once analysed through descriptive and inferential statistics the data supported the view that individuals tended to display dominance in a kind and mode of desire as per the Lacanian model, and sufficient variance existed to preliminarily conclude that this model could be used as a means to value segment employees. Recommendations were as follows: (1) that complexity methodology should inform future motivation theorising, (2) that the proposed complexity models be further empirically tested, (3) that an adequately complex, flexible rewards system be considered, (4) that both managers and employees make use of the developed instrument to aid them in the selection of rewards that will lead to increased satisfaction.
- Full Text:
- Date Issued: 2010
- Authors: Botha, Anton Ivan
- Date: 2010
- Subjects: Employee motivation , Employee morale , Incentive awards
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9400 , http://hdl.handle.net/10948/1232 , Employee motivation , Employee morale , Incentive awards
- Description: Since employee motivation contributes to overall organisational success, reliable motivation theory should inform management and reward practices. Yet, motivation theory is currently in a state of paralysis, with no constructive theorising taking place. Analysis of its methodological presuppositions reveals that it relies on out-dated binary thinking, prioritising, e.g. either a ‘machine-like’ (body driven) or ‘god-like’ (rationally driven) understanding of humanity. In this study it is argued that the revival of motivation theory requires a paradigmatic shift towards a complexity methodology because human motivation was found to be a complex system and must be theorised accordingly. It was found that McAdams’ theory of personality which brought together personality traits, conditioning, and motives could form the basis of a complex theory of motivation. On this basis, a complex model was developed which incorporated elements of existing motivational theories. This model proposed that drives, which motivate behaviour, are a combination of instincts, needs, and desires, mediated by personality traits, rational processing, and conditioning. All of these interconnected elements, as well as biological and environmental conditions, have an impact on, and are influenced by one another. For the purposes of understanding employee motivation the element of desire was isolated as a potential means to value segment employees. A Lacanian theory was utilised to elaborate on the element of desire. This theory postulated that individuals tend to display a dominance is one of nine kinds and modes of desire. An instrument was developed to test the applicability of the Lacanian model. It was developed in five phases which included three pilot studies and two samplings. A total of 591 respondents participated in the empirical research study with 428 in the first sample and 70 in the second; the remaining 93 made up the pilot studies. Unlike the initial version of the instrument used in the first sample (n=428) the data obtained by the last version (n=70) revealed that the instrument held some form of reliability and validity. Once analysed through descriptive and inferential statistics the data supported the view that individuals tended to display dominance in a kind and mode of desire as per the Lacanian model, and sufficient variance existed to preliminarily conclude that this model could be used as a means to value segment employees. Recommendations were as follows: (1) that complexity methodology should inform future motivation theorising, (2) that the proposed complexity models be further empirically tested, (3) that an adequately complex, flexible rewards system be considered, (4) that both managers and employees make use of the developed instrument to aid them in the selection of rewards that will lead to increased satisfaction.
- Full Text:
- Date Issued: 2010
Retention strategies for skilled SARS customs employees
- Authors: Lennie, Graeme Mark
- Date: 2008
- Subjects: Employee retention , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8704 , http://hdl.handle.net/10948/999 , Employee retention , Employee motivation
- Description: The South African Revenue Services (SARS) is an amalgamation of the former Departments of Customs and Excise, and the Receiver of Revenue. SARS obtained full autonomy from the Government in October 1997 in order for it to administer its own affairs. SARS has since made great strides in transforming its people and technology, although some growing pains are recently being experienced, i.e. the “retention question”. The problem statement, “What strategies can be implemented for retaining skilled employees within SARS Customs” is derived from a multitude of problematic issues currently being experienced world wide. Problem areas particular to South Africa, include: the mass exodus of white skilled labour; baby-boomers (aged 60 – 65) nearing retirement, affirmative action, employment equity, and a general lack of skills in the employment industry. An employee engagement survey (2007) conducted at SARS, shows figures that further exacerbates the problem. The objectives of the research were therefore, to conduct a literature study of employee retention strategies, investigate the research strategies currently being employed at SARS, the reasons for the low levels of employee engagement and to develop a strategic model for employee retention for use at SARS Customs in the Eastern Cape Region of South Africa The study takes the form of a case study, using quantitative and qualitative methods of research. A questionnaire was distributed to respondents, the results of which were analysed and presented. The findings show that SARS Customs is in a good position with regards to pay and benefits. Areas that require attention though are training, development and career management, effective supervision, and day-to-day activities.
- Full Text:
- Date Issued: 2008
- Authors: Lennie, Graeme Mark
- Date: 2008
- Subjects: Employee retention , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8704 , http://hdl.handle.net/10948/999 , Employee retention , Employee motivation
- Description: The South African Revenue Services (SARS) is an amalgamation of the former Departments of Customs and Excise, and the Receiver of Revenue. SARS obtained full autonomy from the Government in October 1997 in order for it to administer its own affairs. SARS has since made great strides in transforming its people and technology, although some growing pains are recently being experienced, i.e. the “retention question”. The problem statement, “What strategies can be implemented for retaining skilled employees within SARS Customs” is derived from a multitude of problematic issues currently being experienced world wide. Problem areas particular to South Africa, include: the mass exodus of white skilled labour; baby-boomers (aged 60 – 65) nearing retirement, affirmative action, employment equity, and a general lack of skills in the employment industry. An employee engagement survey (2007) conducted at SARS, shows figures that further exacerbates the problem. The objectives of the research were therefore, to conduct a literature study of employee retention strategies, investigate the research strategies currently being employed at SARS, the reasons for the low levels of employee engagement and to develop a strategic model for employee retention for use at SARS Customs in the Eastern Cape Region of South Africa The study takes the form of a case study, using quantitative and qualitative methods of research. A questionnaire was distributed to respondents, the results of which were analysed and presented. The findings show that SARS Customs is in a good position with regards to pay and benefits. Areas that require attention though are training, development and career management, effective supervision, and day-to-day activities.
- Full Text:
- Date Issued: 2008
A critical analysis of organisational strategies for employee engagement
- Authors: Poisat, Paul
- Date: 2006
- Subjects: Employees -- Attitudes , Employee motivation , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9378 , http://hdl.handle.net/10948/466 , Employees -- Attitudes , Employee motivation , Personnel management
- Description: Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
- Full Text:
- Date Issued: 2006
- Authors: Poisat, Paul
- Date: 2006
- Subjects: Employees -- Attitudes , Employee motivation , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9378 , http://hdl.handle.net/10948/466 , Employees -- Attitudes , Employee motivation , Personnel management
- Description: Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
- Full Text:
- Date Issued: 2006