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
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
Perceived breach and violation of the psychological contract in a collectivistic culture
- Van der Merwe, Sophie Wilhelmine
- Authors: Van der Merwe, Sophie Wilhelmine
- Date: 2015
- Subjects: Collectivism , Employees -- Attitudes , Contracts -- Psychological aspects , Industrial relations , Breach of contract , Personnel management -- Psychological aspects , Organizational behavior , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:855 , http://hdl.handle.net/10962/d1017523
- Description: The significance of relationships on economic actions and employee behaviour makes it critical for employers to understand the dynamics of employment through mutual obligations (Rousseau, 1990; Guest, 2004b). The psychological contract affords a broad platform to study the employment relationship (Thomas et al., 2010), and is an important tool for organisational success (McDermott et al., 2013). The literature review contained in this study indicates the differences in contracting environments due to the prevailing cultural orientation. However, there is a dearth of research in collectivistic culture, to which this study will add. The literature also makes a distinction between perceptions of breach and violation. While perceptions of breach of the psychological contract is the perception that the employer has not met all obligations and promises, violation is the emotional and affective state following breach (Morrison & Robinson, 1997) and results in negative or deviant behaviours (Chiu & Peng, 2008). Both breach and violation perceptions negatively affect employee behaviours and attitudes in the workplace (Aggarwal & Bhargava, 2014). This research assumed a constructivist paradigm and builds understanding of the outcomes of breach and violation of the psychological contract on employees’ working life in a collectivistic environment. Primary data collection was by in-depth semi-structured, one on one interviews with five employees of a state-subsidised organisation in East London, making use of convenience sampling. Follow up interviews were conducted, resulting in 7ₑ/₄ hours of interviewing time. Cultural orientation was ascertained through the use of a questionnaire. The findings of this study confirmed that the type of psychological contract entered into influences the outcomes of perceptions of breach and violation. Both dimensions of collectivism, namely institutional and in-group, were practised in this environment, which also impacted on both the individual’s experience and outcomes for the organisation. The latter was influenced by commitment to organisational goals and supervisory or collegial relationships. Most notable of the results is the effect of expectations of transitional justice on experience of the psychological contract. Practical implications and recommendations for future research are made. This research is presented in three sections; firstly the research is presented in the format of an academic paper and includes a concise summary of literature and research method. The second section is an expanded literature review of the psychological contract and its influencing factors, as well as the outcomes of breach and violation. The last section describes and justifies in detail the design of the research and the research procedure followed. , Alternate name: Van der Merwe, Somine
- Full Text:
- Date Issued: 2015
- Authors: Van der Merwe, Sophie Wilhelmine
- Date: 2015
- Subjects: Collectivism , Employees -- Attitudes , Contracts -- Psychological aspects , Industrial relations , Breach of contract , Personnel management -- Psychological aspects , Organizational behavior , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:855 , http://hdl.handle.net/10962/d1017523
- Description: The significance of relationships on economic actions and employee behaviour makes it critical for employers to understand the dynamics of employment through mutual obligations (Rousseau, 1990; Guest, 2004b). The psychological contract affords a broad platform to study the employment relationship (Thomas et al., 2010), and is an important tool for organisational success (McDermott et al., 2013). The literature review contained in this study indicates the differences in contracting environments due to the prevailing cultural orientation. However, there is a dearth of research in collectivistic culture, to which this study will add. The literature also makes a distinction between perceptions of breach and violation. While perceptions of breach of the psychological contract is the perception that the employer has not met all obligations and promises, violation is the emotional and affective state following breach (Morrison & Robinson, 1997) and results in negative or deviant behaviours (Chiu & Peng, 2008). Both breach and violation perceptions negatively affect employee behaviours and attitudes in the workplace (Aggarwal & Bhargava, 2014). This research assumed a constructivist paradigm and builds understanding of the outcomes of breach and violation of the psychological contract on employees’ working life in a collectivistic environment. Primary data collection was by in-depth semi-structured, one on one interviews with five employees of a state-subsidised organisation in East London, making use of convenience sampling. Follow up interviews were conducted, resulting in 7ₑ/₄ hours of interviewing time. Cultural orientation was ascertained through the use of a questionnaire. The findings of this study confirmed that the type of psychological contract entered into influences the outcomes of perceptions of breach and violation. Both dimensions of collectivism, namely institutional and in-group, were practised in this environment, which also impacted on both the individual’s experience and outcomes for the organisation. The latter was influenced by commitment to organisational goals and supervisory or collegial relationships. Most notable of the results is the effect of expectations of transitional justice on experience of the psychological contract. Practical implications and recommendations for future research are made. This research is presented in three sections; firstly the research is presented in the format of an academic paper and includes a concise summary of literature and research method. The second section is an expanded literature review of the psychological contract and its influencing factors, as well as the outcomes of breach and violation. The last section describes and justifies in detail the design of the research and the research procedure followed. , Alternate name: Van der Merwe, Somine
- Full Text:
- Date Issued: 2015
- «
- ‹
- 1
- ›
- »