Development of an employee management model to address conflict and discipline in SME's
- Authors: Wren, Beverley
- Date: 2006
- Subjects: Conflict management , Personnel management , Small business -- South Africa -- George
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8748 , http://hdl.handle.net/10948/646 , Conflict management , Personnel management , Small business -- South Africa -- George
- Description: The research problem addressed in this study is to determine what effect current labour legislation has on small and medium enterprises (SME’s), in particular with regard to handling conflict and disciplinary procedures in the workplace. To achieve this objective a literature study was undertaken to ascertain what labour relations practices are recommended and/or enforced by law. The literature study included a look at the effect of conflict on the workforce and the resultant cause and effect of the stress that conflict causes. The literature study was then used to develop a questionnaire to test the degree to which small to medium sized business managers, in the coastal city of George in the Western Cape, complied with the law and application of the necessary regulations governing labour relations. The empirical study results indicated a healthy adherence to labour legislation in general. The results indicated that the role-players, namely owners and managers of small to medium sized businesses, had valid arguments both for and against the weight of the labour legislation imposed on small businesses. Those businesses that had not indicated a strict adherence to regulation run the risk of costly fines and penalties being imposed on them. Such enterprises would do well to employ an independent consultant to “audit” and update employee records on a regular (6 monthly) basis. Failure to take the time to have all the correct documentation prepared could result in costly labour disputes and government intervention, which far outweighs the cost of a professional ensuring that all the necessary paperwork is correct and in place
- Full Text:
- Date Issued: 2006
Exploring employee morale at the Port Elizabeth plant of Cadbury (South Africa)
- Authors: Wolfaardt, Michelle
- Date: 2006
- Subjects: Cadbury Ltd , Chocolate industry -- South Africa -- Port Elizabeth , Employee morale , Job satisfaction , Performance standards , Employees -- Rating of , Personnel management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:3093 , http://hdl.handle.net/10962/d1003129 , Cadbury Ltd , Chocolate industry -- South Africa -- Port Elizabeth , Employee morale , Job satisfaction , Performance standards , Employees -- Rating of , Personnel management
- Description: In the current business climate, performance is increasingly determined by how flexibly and effectively companies can utilize their human resources and this in tum, is influenced by employee morale. Morale refers to a state of psychosomatic health marked by an energetic, decisive resolution to achieve a given goal. When morale is low, employees may do what is required but do not have the energy to 'go the extra mile'. The importance of maintaining high morale is thus evident. The following project involved a study of morale in Cadbury's Port Elizabeth plant. Cadbury management was concerned about low morale following a recent merger with Bromor Foods. They thus wanted to assess: the state of current morale; any factors that may be influencing it; indicators of low morale (so that it may be monitored in the future) and finally, ways of addressing any existing morale issues. In order to achieve these aims, the researcher conducted interviews with various people to explore morale issues from employees' perspectives. She then sought confirmation for these views at the organizational level through the use of a survey. Statistical and thematic analyses showed morale to be low for middle managers and revealed a variety of indicators and influencing factors, as well as suggestions for addressing them. Despite the need to boost the sample size with convenience sampling, and thus, reduced representivity, the research was successful in answering the research aims.
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- Date Issued: 2006
Moving from performance appraisal to performance management at Goldmaster
- Authors: Verhulp, Ian Marc
- Date: 2006
- Subjects: Employees -- Rating of -- South Africa -- Cape Town , Performance standards , Personnel management , Jewelers -- South Africa -- Cape Town
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8750 , http://hdl.handle.net/10948/635 , Employees -- Rating of -- South Africa -- Cape Town , Performance standards , Personnel management , Jewelers -- South Africa -- Cape Town
- Description: Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct an investigation at a manufacturing jeweller in the Western Cape to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. Preliminary investigations showed that the organisation was using a performance appraisal process which was not effective in facilitating the organisation’s strategic objectives. Based on the initial investigation, this study was undertaken. To achieve the goals of this study, 33 employees of the organisation were presented with a questionnaire based on important key elements of performance management. Responses were received from 31 employees, of which one was from senior management, two from management, three from supervisory staff, and 25 from general staff members. Their responses to the questionnaire were analysed and evaluated and, based on the findings, recommendations were made. The results of the study showed that problems exist in the organisation which impede achievement of its strategic goals. A performance management system would assist the organisation in many of these areas to overcome the identified problems. The results of the study will enable the management of the organisation to design and implement a performance management system to facilitate the achievement of the organisation’s strategic goals.
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- Date Issued: 2006
An exploratory study on the facilitators of employee engagement in private healthcare
- Authors: Van Jaarsveld, Ryno
- Date: 2013
- Subjects: Employee training personnel , Personnel management , Health services administration
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9416 , http://hdl.handle.net/10948/d1020874
- Description: The modern workplace continues to transform at a radical and accelerated pace and successful and competitive organisations are able to turn their strategies into action faster, manage their processes more efficiently and maximise their employees’ contribution and commitment (Brewster, Carey, Grobler, Hollard and Wärnick, 2010:5). In addition, Vestal (2009:6) adds that one of the biggest challenges that managers face at the moment, is to find ways to engage employees in the organisation and build a sense of belonging that, hopefully, will support retention and long term commitment. This research study aimed to explore and describe the nature and extent of employee engagement among nursing employees working in private healthcare. This exploration also encompassed five facilitators which are considered to be crucial in the promotion of an engaged workforce. The identified facilitators include: leadership behaviour, working environment, communication, training and development and rewards and recognition. This was attained by using a quantitative, exploratory, descriptive and contextual research approach. A structured questionnaire was used to collect data from nursing employees working in one of the private hospitals in the Nelson Mandela Metropole. From the data, the overall degree of employee engagement was established as well as the significance of the five identified facilitators in employee engagement. Based on the analysed data, guidelines for the advancement of employee engagement are proposed that can assist management in the development of employee engagement practices and strategy formulation.
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- Date Issued: 2013
Manager's perceptions of performance appraisal implemented at Kansanshi Mine, Zambia
- Authors: Silimi, Maimbo Mark
- Date: 2014
- Subjects: Employees -- Rating of -- Zambia , Personnel management , Mineral industries -- Employees , Job satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:831 , http://hdl.handle.net/10962/d1013037
- Description: As managers with direct contact with workers on the floor, line managers are responsible for implementation of the performance appraisal system at Kansanshi Mining plc. Commonly, implementation of performance appraisal is affected by how line managers interact with their subordinates before, during and after an appraisal interview. Notably, no study has been conducted at Kansanshi mine to understand how line managers conduct performance appraisals since their introduction. This qualitative study aims to build an understanding of how line managers at Kansanshi conduct performance appraisal interviews and what enablers and barriers they face in this process. In pursuit of the research aim, line managers from all the ten departments of the mine were considered as eligible for the study. Using stratified random sampling, ten of the 30 line managers from all ten departments across the mine site were selected. A total of fifteen semi-structured, in-depth, face-to-face interviews were conducted with ten line managers to gather data. These individual interviews were conducted on the mine site in the interviewees' offices as well as other convenient places such as the Kansanshi main boardroom. On average, each interview took between 45 to 60 minutes. All these interviews were audio recorded, transcribed and thereafter analyzed using open coding and constant comparison technique to induce themes. Findings of the study show a variety of barriers and enablers of line managers in their conduct of performance appraisal interviews at Kansanshi mine in Zambia. All ten line managers unanimously highlighted that (a) lack of clear job descriptions and set of individual targets as well as (b) lack of adequate refresher training on how to conduct performance appraisals affected how they conducted performance appraisals. Eight of the ten line managers highlighted that (c) perceived subjectivity of the system while seven of the ten highlighted that (d) predominant production focus and priority were barriers to them in how they conducted performance appraisals. On the other hand, ten line managers highlighted that (a) top management commitment to the implementation of a performance appraisal system, seven highlighted that (b) employees' hope for rewards and five line managers highlighted that (c) spring for career development and progression were perceived as enablers in their implementation of performance appraisals. This research is of value as it highlights how the conduct of performance is not only impacted by organizational support and other complementary organizational systems but also how the barriers to the conduct of performance appraisals affect both the appraisee and the appraiser.
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- Date Issued: 2014
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.
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- Date Issued: 2006
The influence of talent management on strategy
- Authors: Piti, Mfundo
- Date: 2010
- Subjects: Personnel management , Ability , Organizational effectiveness , Employees -- Recruiting
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8623 , http://hdl.handle.net/10948/1501 , Personnel management , Ability , Organizational effectiveness , Employees -- Recruiting
- Description: Research indicates that effective talent management is essential in achieving organisational excellence and is a driving force for business success. This study focused on investigating VWSA Group Service division’s employee talent management process as seen or perceived by employees. The employee attitude and understanding of the 2010 strategy was also evaluated. In achieving this objective a literature review on talent management was conducted and questions formulated which formed part of the survey. The questionnaire was self-administered and sent to the stratified random sample of individuals who were eligible for survey. The main findings of this research are that the 2010 strategy was well received by the employees and that seventy seven percent of the respondents who took part in the study do understand the 2010 strategy and what it is all about. The study also highlighted that employees believe Project 1 in the 2010 strategy will be achieved. Employees were uncertain that compensation and leadership style are variables that influence or promote talent management. From the literature review it is explained that in order for talent management to be effective it must be aligned to organisational strategy. Various recommendations were made, for example conducting of skills gap analysis with a view to identify skills employees need to possess in order to meet the objectives of the 2010 strategy. Another recommendation was the formation of talent pools from which to recruit high talented staff and whose skills will be required to meet the objectives of the organisational strategy. A final point emanating from the study, is that when it comes to talent management and achieving organisational strategy it is not business as usual. Companies need to be aware of brand profiles most desired by highly talented individuals; they also need to be aware of various recruiting strategies as well as acknowledge that different employees are at different levels of the motivational hierarchy.
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- Date Issued: 2010
Financial & Human Resource Management: LIB 322
- Authors: Ondari-Okemwa, E M , Khayundi, F E
- Date: 2011-02
- Subjects: Personnel management
- Language: English
- Type: Examination paper
- Identifier: vital:17995 , http://hdl.handle.net/10353/d1010569
- Description: Financial & Human Resource Management: LIB 322, supplementary examination February 2011.
- Full Text: false
- Date Issued: 2011-02
Adoption of IT Systems by HR professionals in order to enhance efficacy at the University of Fort Hare
- Authors: Ngqubekile, Nolufefe
- Date: 2010
- Subjects: Management information systems , Personnel management , Public administration
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/27176 , vital:66326
- Description: This study seeks to address the adoption of Integrated Tertiary Software (ITS), ease of use of ITS and continuous usage in Human Resources Departments. The focus of this research project is User Acceptance and Continued Use of ITS within the HR Department - the case of Fort Hare University. The University is a multi - campus operation and the use of paper systems is extremely difficult. The University made a decision to invest in ITS with the objective of improving effectiveness and efficiency of services. The nature of the problem is that ITS is partially used and it is necessary to further explore the specific influence of technological and environmental factors that may change the user’s acceptance and use of this IT System. The nature of this study is Qualitative and follows an Interpretive Approach. The Research Instrument used is an in-depth questionnaire distributed and responded to by all HR Professionals at the UFH. Recommendations based on findings will be used to design the Critical Success Factors (CSFs) for the Adoption of IT Systems by HR Professionals in order to enhance efficacy at the University of Fort Hare. The CSFs can be generalized to other settings and were identified for the UFH HR Department to include. , Thesis (MCom) -- Faculty of Management and Commerce , 2010
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- Date Issued: 2010
Factors influencing the engagement levels of HR practitioners
- Authors: Naidoo, Sathasiven
- Date: 2022-04
- Subjects: Personnel management , Human capital -- Management
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/58037 , vital:58500
- Description: South Africa is the third largest economy on the African continent. Moreover, it is the most technological, industrialised and diversified economy in Africa. Its economy consists of various sectors, such as mineral resources, financial, services and manufacturing sectors, as well as other sectors. It is imperative that these sectors are and remain competitive as they impact directly on the economy of the country and the continent which has an impact on all citizens in the country. An important resource is that of human resources in these sectors. Employees in these sectors form part of various departments of the specific organisation they are employed by, with their own duties and responsibilities. All departments in an organisation have an integral part to play to ensure that an organisation is indeed successful and sustainable. The human resources department plays an integral role and provides service to the various departments and thus impacts the success of the organisation. The HR practitioners who work within the HR department need to be engaged to fulfil their duties effectively. The purpose and primary objective of this study was to identify factors that influence the engagement of HR practitioners. To achieve this, a quantitative research approach was followed. HR practitioners were sent an electronic survey questionnaire to gauge their levels against communication, leadership support, meaningful work and rewards and recognition. The data from the empirical study was analysed by using descriptive and inferential statistics. The study was also tested for validity and reliability. The study concluded with recommendations on how HR practitioners can be further engaged. , Thesis (MA) -- Faculty of Business and Economic science, 2022
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- Date Issued: 2022-04
An investigation of how newly appointed team leaders in an automotive manufacturing organisation experience the role transition from specialists to team leaders
- Authors: Mzelemu, Patrick Sbusiso
- Date: 2022-10-14
- Subjects: Leadership , Automobile industry executives , Role expectation , Identity (Psychology) , Personnel management , Organizational behavior
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/403036 , vital:69916
- Description: The purpose of this study is to investigate and understand how specialists who are newly appointed team leaders in an automotive manufacturing organisation experience the transition from specialists to team leaders. The role of leading others in an organisation is linked to human resource leadership. The human resource is highlighted as a valuable resource as it is the only thinking resource in an organisation. It also influences cost and quality and it is central to the organisation's competitive advantage. Consequently, any interruptions or lack of effective management of the human resource will result in a loss of value that the human resource brings into the organisation since they maximise the use of all other resources. The role transitioning process takes place in three phases. These are the separation, transitioning and incorporation phases. In the separation phase, the transitioning individuals have difficulty detaching from their previous role; the individuals still having the urge to do the work for their subordinates instead of delegating illustrate this. In the transition phase, the individuals in the study experienced the anxiety of wanting to make the new role a success whilst experiencing a sense of lack of belonging due to not being in the familiar old role and not entrenched in the new role. In the incorporation phase, the transitioning individuals experience a sense of stability where they are comfortable acting in the new role. Problem: This study aims to answer the question of how newly appointed team leaders in an automotive manufacturing organisation experience role transition from specialists to team leaders Method: The study will be employing the qualitative thematic deductive method. The target population consists of team leaders who have transitioned into the team leader position in the past two years in different departments. The data was collected by way of face-to-face semistructured interviews with a sample size of seven participants. Data analysis was conducted with a method that is consistent with thematic analysis. 3 Key Findings: Individuals transitioning have urgencies to perform their previous roles in the early phase; during the transition phase, they have anxiety because they are not yet successful in the new role, and in the final phase, they have become comfortable with their new roles and their new identities. Implications: The study's outcome is to identify insights and resultant recommendations for non-leading specialists transitioning into roles where they have to lead others. The study will add to the research in the field of leadership behaviour and organisational behaviour. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2022
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- Date Issued: 2022-10-14
An examination of human resource management strategies and their contribution to effective local government systems in Zimbabwe
- Authors: Mutongoreni, Noah Ariel https://orcid.org/0000-0002-6039-6241
- Date: 2015-01
- Subjects: Personnel management , Local government--Zimbabwe
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10353/24024 , vital:62299
- Description: The study sought to examine human resource management strategies and their contributions to effective local government systems in Manicaland, Zimbabwe. Local government in Zimbabwe, though being nearest to the people, is showing evidence of failure to discharge its mandate. Various factors have been used to explain the reasons behind local government‘s failures to provide services. None of these have touched on the role played by people management in ensuring local government performance. This was notwithstanding the fact that towards the last two decades of the twentieth century research emerged glorifying human resources as the source of organizational excellence. Consequently, being motivated by the fact that good people management strategies lead to excellent organizational performance, attention in this study focused on people management strategies in local government in Zimbabwe. The study adopted a mixed approach with a strong inclination towards qualitative methodology. The data was gleaned from documents from local authorities, interviews, focus group interviews and questionnaire surveys. The study focused on local authorities in Manicaland Province. The results of the study confirmed the existence of human resource management strategies in local authorities in Manicaland, Zimbabwe. The human resource management strategies have however not resulted in excellent performance of local authorities. The reason behind this is attributable to severe resource constraints. Excellent people management strategies were found to be on paper as there were no resources to support them. The dearth of resources in local authorities was found to be attributed to the economic, political, legal and social factors engulfing the local government system in Zimbabwe. Consequently, local government in Zimbabwe remain stressed and in dire need of a ―Lazarus moment‖. There is an engineer with skills to construct dams to quench the thirst souls in the city but there are no resources to construct the dams. The fireman‘s truck rushes to quench a fire outbreak only to arrive at the scene with no water. In view of this, the study recommends that the review of the local government legal framework be speeded up and more autonomy be granted to local authorities. Such a review would have a bearing on the notion of decentralization, democratization and consequently economic development. In addition, government must seriously consider setting aside a portion of its budget towards support of local authorities. v Where democratic ethos exists, there is transparency, accountability, the rule of law and responsiveness. The human resource in local government would in turn promote democracy and excellence. Other strategies such as granting of garnishing powers to local authorities as well as giving their police arresting would further nourish their resource base. When this happen people management strategies would contribute to effective local government systems in Zimbabwe. Further studies on the contribution of human resource management strategies in effective local government systems after the complete overhaul of the current legislative regime would nonetheless be of interest to researchers. , Thesis (PhD) -- Faculty of Management and Commerce, 2015
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- Date Issued: 2015-01
Employee Health, Safety & Wellness: HRM 321
- Authors: Murugan, C , Stander, M W
- Date: 2010-01
- Subjects: Personnel management
- Language: English
- Type: Examination paper
- Identifier: vital:17496 , http://hdl.handle.net/10353/d1010472
- Description: Employee Health, Safety & Wellness: HRM 321, supplementary examination January 2010.
- Full Text: false
- Date Issued: 2010-01
The development of a human resource model that supports the establishment of an ethical organisational culture
- Authors: Mey, Michelle Ruth
- Date: 2004
- Subjects: Corporate culture , Business ethics , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech (Human Resource Management)
- Identifier: vital:10869 , http://hdl.handle.net/10948/218 , Corporate culture , Business ethics , Personnel management
- Description: Corruption and unethical management is a legitimate global economic concern as it can have a direct and substantial impact on the longevity and the economic success of an organisation, an industry and a country. As a result of individuals having more readily available access to information, much attention has been given to unethical behaviour and organisational ethical violations over the last decade. Recent events have indicated that business ethics is an organisational concern with mammoth implications for business. For example, Esterhuyse (1999, p. 27) reports that South Africa has lost astronomical amounts of money due to office or white-collar crime. Organisations’ attempts to become globally competitive will be hampered by the behaviour of employees who are unethical at work. Therefore, it is imperative that organisations implement measures to increase ethical awareness and behaviour in their employees. This research study deals with business ethics in the automotive cluster of the Eastern Cape Province and proposes a model that can assist an organisation in improving its ethical culture. The main question that this research study addressed was: To what extent do the strategies of human resource departments contribute to establishing and maintaining an ethical organisational culture? To answer the above question it was necessary to address the most universal characteristics of ethical organisations. To this end the role of the human resource department in attempting to develop and sustain an ethical organisational culture is discussed. Thereafter, various ethical models are outlined and evaluated. Lastly, the proposed ethical model for establishing an ethical organisational culture is presented. Based on the theoretical findings of the literature survey which outlined the characteristics of ethical organisations and the interventions required to improve the ethical functioning of an organisation, a questionnaire was developed and distributed to organisations within the automotive cluster in the Eastern Cape Province. The empirical results obtained from the survey indicated dominant consensus regarding the model (see Chapter Four). The main findings from this research are that 74.7 per cent of organisations that participated in the empirical study had implemented a code of ethics. However, the majority of these organisations had not implemented the identified critical and optional interventions (see to Chapter Four) required to operate as an ethical organisation. The study also revealed that 49.4 per cent of respondents believed that the human resource manager is responsible for organising and coordinating an ethical initiative within the organisation. Respondents in this study stated that the benefits of operating ethically are the improved financial position of the organisation (76.5 per cent), the enhanced morale of employees (95.3 per cent), positive stakeholder perception (93 per cent), better long-term strategic sustainability (94.3 per cent) and superior social responsibility (85.9 per cent).
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- Date Issued: 2004
Assessment of the implementation of performance management system at Mnquma Local municipality of the Eastern Cape Province
- Authors: Mbiko, Khanyiso Livingstone
- Date: 2008-12
- Subjects: Performance -- Management , Personnel management
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/24165 , vital:62439
- Description: The intention of this study was to assess the implementation of performance management system at the Mnquma local municipality. The municipality of Mnquma has in the past been plagued by service delivery challenges and thus the study sought to ascertain whether the challenges could be attributed to the failures of the performance management system within the municipality. It became apparent from the literature review that for any local municipality to play a meaningful role in ensuring that South Africa achieves the goal of becoming a developmental state, capable of confronting service delivery challenges, there needs to be a proper implementation of the performance management system. The study was also aimed at identifying the factors that support or hinder the implementation of the performance management system within the Mnquma local municipality. In order to achieve this objective, scheduled interviews were conducted with various respondents in the municipality. The respondents included the councilors from the four political parties comprising the municipality council, municipal manager and the rest of the Section 57 managers. The key findings that emerged from the data collected, was that the implementation of the performance management system has not been successful. It is also became apparent that there are brewing political tensions that are likely to affect the political stability of the municipality. In addition, it was also evident that there was a minimal or lack of involvement of the local communities in the municipal affairs such as the development of the Municipal Key Performance Indicators. It would therefore be critical important for the management of the Mnquma local municipality to take into account the results of this study and its recommendations so as to ensure that there is a proper implementation of the performance management system within the municipality. , Thesis (MPA) -- Faculty of Management and Commerce, 2008
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- Date Issued: 2008-12
Developing an effective HR framework/model to improve HR officials’ performance at the port of Port Elizabeth
- Authors: Maqetuka, Siphokazi Suzanne
- Date: 2022-04
- Subjects: Personnel management , Human Resources Assessment , Human resource professionals
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/57853 , vital:58280
- Description: With rising economic conditions and intense competitive conditions in business development, companies are increasingly facing the need to hire, motivate and retain talented people (Irana Bagaeva, 2018). Therefore, employees with the skills to meet market and customer requirements, regardless of ownership or the range of production in the modern world, are crucial to growth, survival, and sustainability. This emphasises the importance of those who must ensure that the above is achieved, that is, the human resources department of the organisation. The Human Resources Department is considered by business leaders and employees to be the body that builds and evaluates the human resources network that drives the effectiveness of the organization (Vanderpyl, 2018). Organisations need to be able to configure themselves, and HR leaders and teams keep their networks strong by not only satisfying regulations but also by leveraging and addressing social trends that benefit the organisation. Given the background highlighted above, which highlights the importance of an effective Human resource department and the role it ought to play in the organisation’s success, growth, and sustainability, it was therefore sought by the researcher to delve into the effectiveness of the Human resources department at the Port of Port Elizabeth, as they have continually been receiving mediocre performance ratings from the organisation’s leaders. Thus, the purpose of this study was to explore and investigate, from the Human Resource personnel in this department, their opinions of the effectiveness of the service offerings of the Human Resource department of the Port of PE to service the needs of their customers. This led to the development of a qualitative research approach where semi-structured interviews, supported with questionnaires, were conducted on all the personnel of the Human Resource department. The questionnaire contained closed and open-ended statements of opinions held by the respondents, which consisted of the Human resource personnel of the Port of Port Elizabeth. The study findings indicate that the Human Resource Department of the Port of PE is functioning at a mediocre level of service provision and that it is not a high-performing team or highly effective. The impact of mediocre service delivery means that the iii department is not fully meeting the client’s mandate that drives the People agenda of the organisation. There were a few factors identified in the study that prevented the team from reaching levels of high performance, and some can be attributed to organisational, systemic, and policy challenges preventing the team from reaching the required levels of service. A new Operating model has been presented in this study to address these challenges faced by the department. Finally, it was imperative to highlight the context in which the Port of Port Elizabeth exists, that being of Transnet which is a State-Owned enterprise that is therefore owned by the government, which has the mandate to drive the South African Government’s agenda of poverty and unemployment alleviation. , Thesis (MA) -- Faculty of Business and Economic science, 2022
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- Date Issued: 2022-04
Transition from performance appraisal to performance management
- Authors: Maphazi, Thandeka
- Date: 2013
- Subjects: Employees -- Rating of , Performance standards , Management by objectives , Personnel management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8808 , http://hdl.handle.net/10948/d1018570
- Description: The aim of this research study was to conduct an investigation to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. The organisation used as a case study in this research uses a performance appraisal process which is not effective in facilitating the organisation’s strategic goals and objectives. Hence, this study has been undertaken against the above background. The researcher has utilised a positivist paradigm in this research. This means that the researcher has used a quantitative methodology in the process of data collection. A random sampling technique was used with an aim of including critical elements of the population of this study. More particularly, 50 employees of the organisation were electronically presented with a questionnaire based on important key elements of performance management. Moreover, the questionnaire included a Likert type scale consisting of closed and opened-end questions. Questionnaires were received from 35 employees, of which one was from senior management, 13 project managers, 12 from supervisory staff and 9 from support staff. Statistica was used in this research as a software program for the quantification of the data. This study revealed that the transition to a performance management will help the selected company achieve their strategic goals and objectives. Recommendations are made for the role of line management and the role of human resources in performance management.
- Full Text:
- Date Issued: 2013
The effect of leadership styles on cultural diversity management of employees in the workplace
- Authors: Khatywa, Ongeziwe
- Date: 2015
- Subjects: Personnel management
- Language: English
- Type: Thesis , Masters , Degree
- Identifier: http://hdl.handle.net/10353/3110 , vital:28262
- Description: This study investigates the effect of leadership styles on cultural diversity management of employees in the workplace. The main objectives of this study were to explore the relationship between leadership styles and cultural diversity management; and to develop a deeper understanding of the nature and extent of the relationship between leadership styles and cultural diversity management. Results indicated positive correlation on effect of leadership styles on cultural diversity management of employees in the workplace. The majority of the correlational results found in the study add to a generally high level of support for most of the relationships found in the literature.
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- Date Issued: 2015
Human resources strategies for creating a green organisational culture
- Authors: Jacobs, Petro
- Date: 2018
- Subjects: Personnel management , Environmental responsibility Corporate culture Social responsibility of business
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: http://hdl.handle.net/10948/22090 , vital:29839
- Description: Organisations of the future have to focus strongly on sustainability to meet the needs of and ensure the survival of future generations. Many organisations either ignore environmental issues or address these issues superficially. To become a green organisation, requires a change in attitude, knowledge and behaviour and therefore a change in organisational culture. The purpose of this study was to explore Human Resources strategies for developing and implementing a green organisational culture in organisations. To address the main problem and the identified sub-problems, a literature study was undertaken. The concept of sustainability was explored, the rationale for going green and major stakeholders in creating a green organisational culture were identified. The literature study provided a synopsis of previous research on HR strategies for managing a culture change and more specifically, for creating and implementing a green culture in organisations. The research revealed that leadership, communication, recruitment, orientation, training, performance management, reward and recognition initiatives, as well as discipline, could be used to develop green values, attitudes and behaviours among organisational members. A web-based survey with a questionnaire as data collecting instrument was conducted among public and private organisations in the Nelson Mandela Bay Metropolitan area to determine the extent to which these organisations used the identified HR strategies to create a green organisational culture. A snowball sample technique was used. The main factors surveyed, included leadership, green technologies, green communication, HR strategies and procedures, brand communication and brand image. The results confirmed that executives or senior management were the main drivers to create a green culture; however, even though these leaders were considered passionate about the environment, they did not optimise the vision values and strategy to build a green organisational culture. The study also confirmed that although these organisations used green technologies to reduce waste, they did not encourage or reward employees for their contributions to green initiatives and did not adequately use communication in this respect. The results revealed that of the factors surveyed, leadership and HR strategies or procedures contributed the most to organisations developing a green organisational brand or image. The study confirmed the importance of using an integrated approach to develop a green organisation. Such an approach is initiated by senior management, through the formulation of a green vision, green values and a green strategy, and is supported by both technological resources and employee contributions. In addition, HR strategies should be aligned vertically and horizontally to develop an appropriate green mind-set and behaviour among all organisational members. In this respect, the HR department should also model appropriate green behaviours.
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- Date Issued: 2018
The effect of electronic human resources management on employee engagement levels across generational cohorts
- Authors: Grobbelaar, Angelique Louise
- Date: 2021-04
- Subjects: Personnel management , Information technology -- Management , Employee motivation
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51450 , vital:43278
- Description: The infrastructure and use of the Internet have developed rapidly in recent years, which propelled traditional human resources systems into a new electronic human resources (E-HRM) approach. This cannot, however, be regarded as a one-size-fits-all solution as employees across different generational cohorts are not all at the same comfort level with regard to operating such web-based applications. It is the researcher’s opinion that the latter may affect employee engagement as this appears to be the case within the researcher’s own organisation. Employee engagement is important in providing organisations with the competitive advantage required to operate in a highly competitive market. Employee engagement levels are far from ideal across many organisations, which require these organisations to identify solutions to raise overall engagement levels. With age rapidly becoming a more important diversity factor, it is imperative for managers to understand the effect of E-HRM on employee engagement across the generational cohorts to design the most beneficial HRM strategy for their organisation. The purpose of this study is to gain a better understanding on how generational cohorts are affected by the application of E-HRM programmes and to identify whether there are substantial variances between the engagement levels of the different generational cohorts in this context. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business Administration, 2021
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- Date Issued: 2021-04