An analysis of talent management practices of recently hired employees from the perspective of the psychological contract
- Authors: Bischoff, Olivia Edjegayhu
- Date: 2021-10-29
- Subjects: Gifted persons , Contracts Psychological aspects , Personnel management Psychological aspects , Breach of contract , Psychology, Industrial , Organizational behavior , Industrial relations , Employees Attitudes , Employee retention
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10962/191865 , vital:45173
- Description: This research took the form of an explanatory case study focused within a single organisation to evaluate talent management practices of recently hired employees from the perspective of the psychological contract. The theory underpinning this research is Resource-Based Theory (RBT) in the context of Talent Management. The research aims were: 1) to analyse how talent management practices have affected the psychological contract, 2) to analyse how employees have responded and intend to respond if there has been a breach in the contract and 3) to analyse how employees have responded or intend to respond where psychological contract expectations have been met. The key concepts identified include talent management and the psychological contract. The literature therefore expanded on talent management highlighting the importance of recruiting, attracting and retaining talent, especially in a global context where experience and skills are a source of competitive advantage. Following this, the concept of the psychological contract was used as a lens through which to analyse the experience of individuals, specifically focusing on new employees joining the organisation, to assess their socialisation and onboarding experience. The literature further explored the importance of focusing on new employees, as this is deemed by the literature as a critical time of transition in the shaping of the psychological contract. In further reviewing the literature regarding early onboarding, further review of the literature identified important components, including (1) socialisation and onboarding, (2) performance management and probation, (3) employee development and (4) work conditions. From reviewing the literature four propositions were deduced as follows: • Proposition 1: All integrative processes in early onboarding influence the initial psychological contract of the employee. Proposition 1 was further divided into three sub propositions as follows: Sub Proposition 1a) HR plays a key role in early onboarding, influencing the initial psychological contract; Sub Proposition 1b) Supervisor support plays a key role in early onboarding, influencing the initial psychological contract; and IV Sub Proposition 1c) The work team plays a key role in early onboarding, influencing the initial psychological contract. • Proposition 2 stated: Performance discussions influence the psychological contract. • Proposition 3: Employee development opportunities are a source of motivation in the fulfilment of the psychological contract. • Proposition 4: Employment conditions influence the fulfilment of the psychological contract. The research followed a qualitative approach, using deductive analysis to analyse the data collected from semi-structured interviews. The findings and discussion show that the propositions confirmed the literature and were relevant to the case study at hand. Where there was varying degree of experience regarding the effect of the influence or impact on the psychological contract this was noted and expanded on accordingly. The study also recognised the additional context that presented itself within the findings, namely the context of the COVID-19 pandemic. The research concludes in acknowledging the delimitations and limitations of the study while making suggestions for areas of future studies. To conclude, this research shows that the transition of a new employee in their early stages within the organisation is an opportunity to support in positively influencing and maintaining the psychological contract to support employee satisfaction and motivation. If organisations can also appreciate that the psychological contract is dynamic and can change over time based on changing circumstances or needs, then this can be proactively monitored to support long-term retention of talent. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2021
- Full Text:
- Date Issued: 2021-10-29
- Authors: Bischoff, Olivia Edjegayhu
- Date: 2021-10-29
- Subjects: Gifted persons , Contracts Psychological aspects , Personnel management Psychological aspects , Breach of contract , Psychology, Industrial , Organizational behavior , Industrial relations , Employees Attitudes , Employee retention
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10962/191865 , vital:45173
- Description: This research took the form of an explanatory case study focused within a single organisation to evaluate talent management practices of recently hired employees from the perspective of the psychological contract. The theory underpinning this research is Resource-Based Theory (RBT) in the context of Talent Management. The research aims were: 1) to analyse how talent management practices have affected the psychological contract, 2) to analyse how employees have responded and intend to respond if there has been a breach in the contract and 3) to analyse how employees have responded or intend to respond where psychological contract expectations have been met. The key concepts identified include talent management and the psychological contract. The literature therefore expanded on talent management highlighting the importance of recruiting, attracting and retaining talent, especially in a global context where experience and skills are a source of competitive advantage. Following this, the concept of the psychological contract was used as a lens through which to analyse the experience of individuals, specifically focusing on new employees joining the organisation, to assess their socialisation and onboarding experience. The literature further explored the importance of focusing on new employees, as this is deemed by the literature as a critical time of transition in the shaping of the psychological contract. In further reviewing the literature regarding early onboarding, further review of the literature identified important components, including (1) socialisation and onboarding, (2) performance management and probation, (3) employee development and (4) work conditions. From reviewing the literature four propositions were deduced as follows: • Proposition 1: All integrative processes in early onboarding influence the initial psychological contract of the employee. Proposition 1 was further divided into three sub propositions as follows: Sub Proposition 1a) HR plays a key role in early onboarding, influencing the initial psychological contract; Sub Proposition 1b) Supervisor support plays a key role in early onboarding, influencing the initial psychological contract; and IV Sub Proposition 1c) The work team plays a key role in early onboarding, influencing the initial psychological contract. • Proposition 2 stated: Performance discussions influence the psychological contract. • Proposition 3: Employee development opportunities are a source of motivation in the fulfilment of the psychological contract. • Proposition 4: Employment conditions influence the fulfilment of the psychological contract. The research followed a qualitative approach, using deductive analysis to analyse the data collected from semi-structured interviews. The findings and discussion show that the propositions confirmed the literature and were relevant to the case study at hand. Where there was varying degree of experience regarding the effect of the influence or impact on the psychological contract this was noted and expanded on accordingly. The study also recognised the additional context that presented itself within the findings, namely the context of the COVID-19 pandemic. The research concludes in acknowledging the delimitations and limitations of the study while making suggestions for areas of future studies. To conclude, this research shows that the transition of a new employee in their early stages within the organisation is an opportunity to support in positively influencing and maintaining the psychological contract to support employee satisfaction and motivation. If organisations can also appreciate that the psychological contract is dynamic and can change over time based on changing circumstances or needs, then this can be proactively monitored to support long-term retention of talent. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2021
- Full Text:
- Date Issued: 2021-10-29
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
- Full Text:
- Date Issued: 2022-10-14
- 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
- Full Text:
- Date Issued: 2022-10-14
Multilingualism, innovation, and productivity: an examination of the impact of multilingualism in the workplace, with reference to the BRICS countries
- Authors: Leyne, Breda
- Date: 2020
- Subjects: Multilingualism -- BRIC countries , Bilingual communication in organizations , Second language acquisition , Language in the workplace , Diversity in the workplace , Communication in organizations , Intercultural communication , Labor productivity , Organizational behavior , Technological innovations , BRICS countries
- Language: English
- Type: text , Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10962/148149 , vital:38714
- Description: This study examined whether the choice of language in the workplace affects personal and workplace productivity. The study has focussed on those working in countries which come under the BRICS grouping, Brazil, Russia, India and China and South Africa, as this provided a rich comparison of historical, economic and linguistic contexts. The research undertaken sought to explore the impact of prevailing language usage amongst employees of multi-national companies operating within the BRICS countries. With the assumption that these workforces will include multilingual individuals, the study set out to ascertain whether multilingualism has been recognised as a factor that might impact upon personal productivity or progress, either in a positive or negative fashion. The study set out to consider how language use may affect economic behaviour, firstly on a personal level and then to extrapolate this more widely into organisational productivity and innovation. This was set against background research into; theoretical perspectives on the acquisition of additional language, perceived benefits of bilingualism for individuals, studies of the management of language use with multinational corporations and relationships between language and economics. The conclusion reached is that multilingualism could have a beneficial impact on wider workforce productivity, and that it is not just a ‘language problem’ as it often seems to be treated. The final conclusion is that this may be something that should be more carefully considered by organisations in an increasingly global workplace. The researcher considers that multilingualism could be better employed as a workplace productivity metric, in a way that arguably it is not at present.
- Full Text:
- Date Issued: 2020
- Authors: Leyne, Breda
- Date: 2020
- Subjects: Multilingualism -- BRIC countries , Bilingual communication in organizations , Second language acquisition , Language in the workplace , Diversity in the workplace , Communication in organizations , Intercultural communication , Labor productivity , Organizational behavior , Technological innovations , BRICS countries
- Language: English
- Type: text , Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10962/148149 , vital:38714
- Description: This study examined whether the choice of language in the workplace affects personal and workplace productivity. The study has focussed on those working in countries which come under the BRICS grouping, Brazil, Russia, India and China and South Africa, as this provided a rich comparison of historical, economic and linguistic contexts. The research undertaken sought to explore the impact of prevailing language usage amongst employees of multi-national companies operating within the BRICS countries. With the assumption that these workforces will include multilingual individuals, the study set out to ascertain whether multilingualism has been recognised as a factor that might impact upon personal productivity or progress, either in a positive or negative fashion. The study set out to consider how language use may affect economic behaviour, firstly on a personal level and then to extrapolate this more widely into organisational productivity and innovation. This was set against background research into; theoretical perspectives on the acquisition of additional language, perceived benefits of bilingualism for individuals, studies of the management of language use with multinational corporations and relationships between language and economics. The conclusion reached is that multilingualism could have a beneficial impact on wider workforce productivity, and that it is not just a ‘language problem’ as it often seems to be treated. The final conclusion is that this may be something that should be more carefully considered by organisations in an increasingly global workplace. The researcher considers that multilingualism could be better employed as a workplace productivity metric, in a way that arguably it is not at present.
- Full Text:
- Date Issued: 2020
Psychological empowerment and organisational citizenship behaviour as predictors of intention to stay among employees in the banking sector in Lesotho
- Authors: Domela-Serobanyane, Malinda
- Date: 2020-06
- Subjects: Psychology, Industrial , Organizational behavior , Banks and banking
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10353/20263 , vital:45640
- Description: This study investigated the association between psychological empowerment and organisational citizenship behaviour, on the one hand, and intention to stay among employees in the banking sector in Lesotho. A few studies have investigated the relationship between intention to stay and the two independent variables of psychological empowerment and organisational citizenship behaviour individually. However, no study has investigated the relationship between intention to stay and psychological empowerment and organisational citizenship behaviour (combined) as predictors of intention to stay in the banking sector in Lesotho. Investigating psychological empowerment and organisational citizenship behaviour as predictors of employee intention to stay in the Lesotho banking sector has been considered vital for this study. Variables were chosen due to deficiencies in previous research related to the constructs of psychological empowerment; organisational citizenship behaviour and intention to stay explain the necessity for further research, in particular to the banking sector in Lesotho. Utilizing a positivist perspective, the current research used a closed questionnaire to 321 employees from three commercial banks in Lesotho. The response rate was 98 percent (309 responses). To analyse data, the Statistical Package for Social Sciences (SPSS) was used. In particular, this research used exploratory factor analysis, Pearson correlation, and analysis of variance (ANOVA), analysis of moment structures (AMOS) as well as structural equation modelling to address the hypothesised relationships. Overall, the results of this study found that there is no association between psychological empowerment and employee intention to stay in the organisation. Demographic variables were used as control variables in the study and it was found, inter alia, that age positively influences the level of psychological empowerment as a predictor of intention to stay. , Thesis (PhD) -- Faculty of Management and Commerce, 2020
- Full Text:
- Date Issued: 2020-06
- Authors: Domela-Serobanyane, Malinda
- Date: 2020-06
- Subjects: Psychology, Industrial , Organizational behavior , Banks and banking
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10353/20263 , vital:45640
- Description: This study investigated the association between psychological empowerment and organisational citizenship behaviour, on the one hand, and intention to stay among employees in the banking sector in Lesotho. A few studies have investigated the relationship between intention to stay and the two independent variables of psychological empowerment and organisational citizenship behaviour individually. However, no study has investigated the relationship between intention to stay and psychological empowerment and organisational citizenship behaviour (combined) as predictors of intention to stay in the banking sector in Lesotho. Investigating psychological empowerment and organisational citizenship behaviour as predictors of employee intention to stay in the Lesotho banking sector has been considered vital for this study. Variables were chosen due to deficiencies in previous research related to the constructs of psychological empowerment; organisational citizenship behaviour and intention to stay explain the necessity for further research, in particular to the banking sector in Lesotho. Utilizing a positivist perspective, the current research used a closed questionnaire to 321 employees from three commercial banks in Lesotho. The response rate was 98 percent (309 responses). To analyse data, the Statistical Package for Social Sciences (SPSS) was used. In particular, this research used exploratory factor analysis, Pearson correlation, and analysis of variance (ANOVA), analysis of moment structures (AMOS) as well as structural equation modelling to address the hypothesised relationships. Overall, the results of this study found that there is no association between psychological empowerment and employee intention to stay in the organisation. Demographic variables were used as control variables in the study and it was found, inter alia, that age positively influences the level of psychological empowerment as a predictor of intention to stay. , Thesis (PhD) -- Faculty of Management and Commerce, 2020
- Full Text:
- Date Issued: 2020-06
Team-related factors influencing intra-team knowledge sharing in knowledge-intensive businesses
- Authors: Van Greunen, Conrad
- Date: 2021-12
- Subjects: Knowledge management , Organizational behavior
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10948/54630 , vital:46873
- Description: In today’s knowledge-driven economy, knowledge is regarded as possibly the most important factor of production next to labour, land and capital. Knowledge is the lifeblood of a business and therefore crucial for its survival in today’s constantly changing and competitive economic environment. In fact, effective knowledge management holds many benefits for an organisation, such as increased productivity and enhanced business performance. Knowledge management is therefore key to ensure business success. In the knowledge management process, knowledge-sharing is typically recognised as the most important activity. Knowledge that is not shared, in particular tacit knowledge residing in the minds of individuals and accrued over time, loses its value. Notably, team knowledge-sharing is of utmost importance in that it enables a team to resolve practical issues more successfully, given that knowledge is shared among team members that hold various kinds of specialised and unique expertise. Organisations increasingly organise their specialised knowledge-intensive work around projects that consist of allocated members who cooperate on a regular basis to accomplish specific goals before a set deadline. However, without knowledge-sharing among team members, the diverse knowledge of various members cannot be optimally utilised to the benefit of the team and the organisation. Although it is well documented that knowledge-sharing among team members, in particular knowledge-intensive teams, may hold various advantages for teams and organisations in terms of their performance and competitive advantage, researchers also acknowledge that individuals are sometimes reluctant to share their knowledge. Moreover, there is a lack of empirical research on the team-related factors influencing intra-team knowledge-sharing, and a subsequent lack of guidance in terms of encouraging intra-team knowledge-sharing behaviour. Notably, the lack of current systematic, integrated research, that pay particular attention to the team-related factors influencing the knowledge-sharing behaviour within a team is problematic. This lack of research calls for further empirical research to better understand the teamrelated factors influencing intra-team knowledge-sharing behaviour in knowledgeintensive teams. As such, the main research objective of this study was to identify and empirically examine selected team-related factors influencing the intra-team knowledge-sharing behaviour of individual members participating in knowledgeintensive teams in knowledge-intensive businesses. Based on an extensive literature review, the following team-related factors influencing knowledge-sharing in a team context were identified and hypothesised to have a relationship with the dependent variable Intra-team knowledge-sharing behaviour. These factors, which also served as the independent variables in this study, are: Team development competition, Team hyper-competition, Team psychological safety, Perceived surface-level diversity, Perceived deep-level diversity, Team identification, Metacognitive cultural intelligence, Cognitive cultural intelligence, Motivational cultural intelligence, Behavioural cultural intelligence, Affective team commitment, Continuance team commitment and Normative team commitment. Following the construction of the proposed hypothesised model, the researcher proceeded to develop a research design that would be suitable to address the research questions. For the purpose of this study, a positivist research philosophy and deductive approach to theory building were adopted, which is in line with the quantitative nature of this study. In addition, a survey research strategy was used and the study was cross-sectional in nature. The measuring instrument, which was in the form of a self-administered online questionnaire, was subjected to a pilot study. Minor adjustments were made to the questionnaire before an electronic link to the final version, accompanied by a cover letter, was e-mailed to 8 496 potential respondents. These potential respondents, who were identified using a convenience sampling technique, were likely to participate in knowledge-intensive teams and be representative of the population. A total of 384 usable responses were received. Following the data collection, the data were analysed to examine the proposed relationships as depicted in the hypothesised model. To address possible multicollinearity concerns associated with different variables that belong to a shared category, such variables were first combined into a single hierarchical variable. Thereafter, a confirmatory factor analysis (CFA) was performed on each factor that confirmed the factor structures by using various goodness-of-fit indices. Subsequent to the CFAs, the validity and reliability of the measuring instrument was assessed. The reliability of the measuring instrument was evaluated using Cronbach’s alpha coefficients, while the assessment of validity involved calculations of the average variance extracted (AVE) estimates and squared correlations between constructs. Based on the results of the reliability and validity assessments, the hypothesised model was revised accordingly. The revised model included Team development competition, Team psychological safety, Cultural intelligence, Team commitment and Perceived deep-level diversity as the independent variables influencing Intra-team knowledge-sharing behaviour. Descriptive statistics and correlation results were presented on the constructs in the revised hypothesised model, while a structural equation modelling (SEM) analysis was the main statistical technique used to test the significance of the relationships between the dependent and the independent variables. The relationships between selected demographic variables and Intra-team knowledge-sharing behaviour were assessed by means of general linear modelling (GLM), a subset of SEM. In light of these analyses, it was concluded that Team psychological safety, Team development competition, Cultural intelligence and Age have a significant influence on Intra-team knowledge-sharing behaviour and could thus be seen as predictors or determinants thereof. Of all the significant relationships identified in this study, Team psychological safety had the strongest effect on Intra-team knowledge-sharing behaviour. One should, however, not lose sight of the impact that competition and cultural intelligence could have on the knowledge-sharing behaviour of individual members participating in knowledge-intensive teams. This study contributes to the body of knowledge-sharing research in general, but also to knowledge-sharing behaviour in a team context in particular. Besides the theoretical contributions, this study makes several practical recommendations to knowledgeintensive businesses on how to manage the team-related factors influencing the Intrateam knowledge-sharing behaviour of individual members participating in knowledgeintensive teams. These recommendations could possibly enhance the competitive advantage of knowledge-intensive businesses. , Thesis (PhD) -- Faculty of Business and Economic Sciences, 2021
- Full Text:
- Date Issued: 2021-12
- Authors: Van Greunen, Conrad
- Date: 2021-12
- Subjects: Knowledge management , Organizational behavior
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10948/54630 , vital:46873
- Description: In today’s knowledge-driven economy, knowledge is regarded as possibly the most important factor of production next to labour, land and capital. Knowledge is the lifeblood of a business and therefore crucial for its survival in today’s constantly changing and competitive economic environment. In fact, effective knowledge management holds many benefits for an organisation, such as increased productivity and enhanced business performance. Knowledge management is therefore key to ensure business success. In the knowledge management process, knowledge-sharing is typically recognised as the most important activity. Knowledge that is not shared, in particular tacit knowledge residing in the minds of individuals and accrued over time, loses its value. Notably, team knowledge-sharing is of utmost importance in that it enables a team to resolve practical issues more successfully, given that knowledge is shared among team members that hold various kinds of specialised and unique expertise. Organisations increasingly organise their specialised knowledge-intensive work around projects that consist of allocated members who cooperate on a regular basis to accomplish specific goals before a set deadline. However, without knowledge-sharing among team members, the diverse knowledge of various members cannot be optimally utilised to the benefit of the team and the organisation. Although it is well documented that knowledge-sharing among team members, in particular knowledge-intensive teams, may hold various advantages for teams and organisations in terms of their performance and competitive advantage, researchers also acknowledge that individuals are sometimes reluctant to share their knowledge. Moreover, there is a lack of empirical research on the team-related factors influencing intra-team knowledge-sharing, and a subsequent lack of guidance in terms of encouraging intra-team knowledge-sharing behaviour. Notably, the lack of current systematic, integrated research, that pay particular attention to the team-related factors influencing the knowledge-sharing behaviour within a team is problematic. This lack of research calls for further empirical research to better understand the teamrelated factors influencing intra-team knowledge-sharing behaviour in knowledgeintensive teams. As such, the main research objective of this study was to identify and empirically examine selected team-related factors influencing the intra-team knowledge-sharing behaviour of individual members participating in knowledgeintensive teams in knowledge-intensive businesses. Based on an extensive literature review, the following team-related factors influencing knowledge-sharing in a team context were identified and hypothesised to have a relationship with the dependent variable Intra-team knowledge-sharing behaviour. These factors, which also served as the independent variables in this study, are: Team development competition, Team hyper-competition, Team psychological safety, Perceived surface-level diversity, Perceived deep-level diversity, Team identification, Metacognitive cultural intelligence, Cognitive cultural intelligence, Motivational cultural intelligence, Behavioural cultural intelligence, Affective team commitment, Continuance team commitment and Normative team commitment. Following the construction of the proposed hypothesised model, the researcher proceeded to develop a research design that would be suitable to address the research questions. For the purpose of this study, a positivist research philosophy and deductive approach to theory building were adopted, which is in line with the quantitative nature of this study. In addition, a survey research strategy was used and the study was cross-sectional in nature. The measuring instrument, which was in the form of a self-administered online questionnaire, was subjected to a pilot study. Minor adjustments were made to the questionnaire before an electronic link to the final version, accompanied by a cover letter, was e-mailed to 8 496 potential respondents. These potential respondents, who were identified using a convenience sampling technique, were likely to participate in knowledge-intensive teams and be representative of the population. A total of 384 usable responses were received. Following the data collection, the data were analysed to examine the proposed relationships as depicted in the hypothesised model. To address possible multicollinearity concerns associated with different variables that belong to a shared category, such variables were first combined into a single hierarchical variable. Thereafter, a confirmatory factor analysis (CFA) was performed on each factor that confirmed the factor structures by using various goodness-of-fit indices. Subsequent to the CFAs, the validity and reliability of the measuring instrument was assessed. The reliability of the measuring instrument was evaluated using Cronbach’s alpha coefficients, while the assessment of validity involved calculations of the average variance extracted (AVE) estimates and squared correlations between constructs. Based on the results of the reliability and validity assessments, the hypothesised model was revised accordingly. The revised model included Team development competition, Team psychological safety, Cultural intelligence, Team commitment and Perceived deep-level diversity as the independent variables influencing Intra-team knowledge-sharing behaviour. Descriptive statistics and correlation results were presented on the constructs in the revised hypothesised model, while a structural equation modelling (SEM) analysis was the main statistical technique used to test the significance of the relationships between the dependent and the independent variables. The relationships between selected demographic variables and Intra-team knowledge-sharing behaviour were assessed by means of general linear modelling (GLM), a subset of SEM. In light of these analyses, it was concluded that Team psychological safety, Team development competition, Cultural intelligence and Age have a significant influence on Intra-team knowledge-sharing behaviour and could thus be seen as predictors or determinants thereof. Of all the significant relationships identified in this study, Team psychological safety had the strongest effect on Intra-team knowledge-sharing behaviour. One should, however, not lose sight of the impact that competition and cultural intelligence could have on the knowledge-sharing behaviour of individual members participating in knowledge-intensive teams. This study contributes to the body of knowledge-sharing research in general, but also to knowledge-sharing behaviour in a team context in particular. Besides the theoretical contributions, this study makes several practical recommendations to knowledgeintensive businesses on how to manage the team-related factors influencing the Intrateam knowledge-sharing behaviour of individual members participating in knowledgeintensive teams. These recommendations could possibly enhance the competitive advantage of knowledge-intensive businesses. , Thesis (PhD) -- Faculty of Business and Economic Sciences, 2021
- Full Text:
- Date Issued: 2021-12
The four flows model and organising: a case study of the grounding programme at the University of Fort Hare
- Dube, Nomzamo https://orcid.org/0000-0001-9873-6566
- Authors: Dube, Nomzamo https://orcid.org/0000-0001-9873-6566
- Date: 2015-01
- Subjects: Communication in organizations , Organizational behavior
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/24739 , vital:63538
- Description: The research focuses on McPhee and Zaug (2000)’s four flows model prevalent in the Communicative Constitution of Organisation (CCO) school of thought to explicate its applicability in the organisation of the Grounding Programme, a compulsory trans-disciplinary first year programme at Fort Hare University. This thesis diverts emphasis from studying organisation as a noun to Karl Weick (1979)’s view of seeing organisation as a verb, shifting emphasis to the term organising, thus looking at organisation as an on-going process not as an entity. The theoretical basis of the research is Giddens’ structuration theory which attempts to offer a conceptual stability to the friction of employees’ compelling needs for freedom and the organisational rules and policies. The structuration theory is foundational to the CCO perspective which gave birth to the four flows model, therefore perfectly ideal for the purpose of the study. Research methods used in this study are open ended interviews, participant observation and document examination. These complement each other and impeccable for this study. Upon intersecting the four flows model and the Grounding Programme, it came to light that the model was formed out of a series of models and theories, the weaknesses of each model or theory perpetuates to the next hence causing series of problems. Unsolved issues of the structuration theory perpetuates to the CCO which in the long-run extend to the four flows model. Findings also show that the inadequacies of one communicative flow of the four flows model affect the other flows hence it is sometimes difficult to track how the actual problem began. Again, not all flows are relevant for organisational purposes. In spite of McPhee and Zaug’s attempt to narrow the model into four distinct flows, the model still remains incomprehensive and has loopholes when linked to a particular organisation because organisations are different. However, McPhee and Zaug’s model ought to be credited for its successes too, which are outlined in the thesis. , Thesis (MSoc) -- Faculty of Social Sciences and Humanities, 2015
- Full Text:
- Date Issued: 2015-01
- Authors: Dube, Nomzamo https://orcid.org/0000-0001-9873-6566
- Date: 2015-01
- Subjects: Communication in organizations , Organizational behavior
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/24739 , vital:63538
- Description: The research focuses on McPhee and Zaug (2000)’s four flows model prevalent in the Communicative Constitution of Organisation (CCO) school of thought to explicate its applicability in the organisation of the Grounding Programme, a compulsory trans-disciplinary first year programme at Fort Hare University. This thesis diverts emphasis from studying organisation as a noun to Karl Weick (1979)’s view of seeing organisation as a verb, shifting emphasis to the term organising, thus looking at organisation as an on-going process not as an entity. The theoretical basis of the research is Giddens’ structuration theory which attempts to offer a conceptual stability to the friction of employees’ compelling needs for freedom and the organisational rules and policies. The structuration theory is foundational to the CCO perspective which gave birth to the four flows model, therefore perfectly ideal for the purpose of the study. Research methods used in this study are open ended interviews, participant observation and document examination. These complement each other and impeccable for this study. Upon intersecting the four flows model and the Grounding Programme, it came to light that the model was formed out of a series of models and theories, the weaknesses of each model or theory perpetuates to the next hence causing series of problems. Unsolved issues of the structuration theory perpetuates to the CCO which in the long-run extend to the four flows model. Findings also show that the inadequacies of one communicative flow of the four flows model affect the other flows hence it is sometimes difficult to track how the actual problem began. Again, not all flows are relevant for organisational purposes. In spite of McPhee and Zaug’s attempt to narrow the model into four distinct flows, the model still remains incomprehensive and has loopholes when linked to a particular organisation because organisations are different. However, McPhee and Zaug’s model ought to be credited for its successes too, which are outlined in the thesis. , Thesis (MSoc) -- Faculty of Social Sciences and Humanities, 2015
- Full Text:
- Date Issued: 2015-01
The relationship between work engagement and psychological meaningfulness
- Authors: Faro, Gillian Rochelle
- Date: 2021-04
- Subjects: Employee motivation , Organizational behavior , Psychology, Industrial
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51360 , vital:43267
- Description: Work engagement is a positive psychological construct that according to research predicts positive organisational outcomes. The overarching objective of this study is to investigate the relationship between work engagement and psychological meaningfulness and to determine whether work engagement can be predicted by means of psychological meaningfulness. This study took on the form of a cross-sectional design, using a questionnaire to measure work engagement and psychological meaningfulness. The Utrecht Work Engagement Scale (UWES) and the Psychological Meaningfulness Scale (PMS) are instruments that have been widely used in research and were both found to be reliable and valid. The questionnaire was administered in the form of a paper and pencil self-administered questionnaire. This study was conducted at a mining/manufacturing company based in the Eastern Cape for employees across all occupational levels (N=202) and the sample was selected using non-probability convenience sampling as participation in the study was voluntary. Descriptive statistic methods were used to analyse the data, as well as an analysis of variance (ANOVA). Correlation data analysis methods were utilised to measure the relationship between variables. The study found a strong positive relationship between work engagement and psychological meaningfulness and that a large portion of the respondents scored moderate to high on work engagement and high on psychological meaningfulness. The study also found that there is a positive relationship between work engagement and age in that older employees are more engaged than younger employees. Male respondents were found to have higher levels of psychological meaningfulness. Lastly, the study revealed that psychological meaningfulness predicts work engagement. Research and organisational recommendations based on the research are discussed. , Thesis (MA) -- Faculty of Business and Economic Sciences, Labour Relations and Human Resources, 2021
- Full Text:
- Date Issued: 2021-04
- Authors: Faro, Gillian Rochelle
- Date: 2021-04
- Subjects: Employee motivation , Organizational behavior , Psychology, Industrial
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51360 , vital:43267
- Description: Work engagement is a positive psychological construct that according to research predicts positive organisational outcomes. The overarching objective of this study is to investigate the relationship between work engagement and psychological meaningfulness and to determine whether work engagement can be predicted by means of psychological meaningfulness. This study took on the form of a cross-sectional design, using a questionnaire to measure work engagement and psychological meaningfulness. The Utrecht Work Engagement Scale (UWES) and the Psychological Meaningfulness Scale (PMS) are instruments that have been widely used in research and were both found to be reliable and valid. The questionnaire was administered in the form of a paper and pencil self-administered questionnaire. This study was conducted at a mining/manufacturing company based in the Eastern Cape for employees across all occupational levels (N=202) and the sample was selected using non-probability convenience sampling as participation in the study was voluntary. Descriptive statistic methods were used to analyse the data, as well as an analysis of variance (ANOVA). Correlation data analysis methods were utilised to measure the relationship between variables. The study found a strong positive relationship between work engagement and psychological meaningfulness and that a large portion of the respondents scored moderate to high on work engagement and high on psychological meaningfulness. The study also found that there is a positive relationship between work engagement and age in that older employees are more engaged than younger employees. Male respondents were found to have higher levels of psychological meaningfulness. Lastly, the study revealed that psychological meaningfulness predicts work engagement. Research and organisational recommendations based on the research are discussed. , Thesis (MA) -- Faculty of Business and Economic Sciences, Labour Relations and Human Resources, 2021
- Full Text:
- Date Issued: 2021-04
- «
- ‹
- 1
- ›
- »