Corporate social responsibility of private game reserves in the Eastern Cape Province
- Authors: Motala, Amina Sadiq
- Date: 2013
- Subjects: Social responsibility of busines -- South Africa -- Eastern Cape Game reserves -- South Africa -- Eastern Cape Ecotourism -- South Africa -- Eastern Cape Environmental responsibility -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1187 , http://hdl.handle.net/10962/d1004335
- Description: The primary aim of this research study was to determine the current state of practice of corporate social responsibility (CSR) within the ecotourism based private game reserve (PGR) industry in the Eastern Cape Province of South Africa. According to Carroll (1991) four kind of responsibilities constitute total CSR, namely economic, legal, ethical and philanthropic responsibilities. Given the context of this research a fifth responsibility concerning environmental responsibilities was added to Carroll 's (1991) pyramid ofCSR. A descriptive and illustrative case study approach, within the phenomenological research paradigm, was used for the purpose of this research. The unit of analysis is the Indalo group, the Association of Eastern Cape Private Game Reserves, made up of 12 ecotourism based PORs. As the current research focused on eight of the twelve PGRs a mUltiple case study was employed. To give effect to the aim a number of research objectives were identified. Firstly to desclibe and assess the current practice in implementing CSR within the ecotourism based PGR industry in the Eastern Cape Province. Secondly, to assess and evaluate the involvement of ecotourism based PGRs in the Eastern Cape Province in each of the five responsibilities comprising CSR. Thirdly, to identify the challenges faced by ecotourism based PGRs in the Eastern Cape Province with regard to the implementation of CSR initiatives. Lastly to provide pertinent conclusions and recommendations with regard to CSR strategies within the ecotourism based PGR industry in the Eastern Cape Province. Data were collected by means of in-depth interviews with the managers of each reserve. In addition the researcher conducted focus interviews with administrative employees at each of the member reserves of the Indalo group. Additionally the managers of each reserve were requested to respond to a structured five point Likert scale questionnaire based on the research by Aupperle, Carroll and Hatfield (1985). This research study found that the current practice at the Indalo group is towards a strategic, long term approach to CSR that aids in the development of a 'sustainable organisation.' The aspect of ' empowerment' emerged as the essence of the current practice ofCSR of the Indalo group. Based on the current practice it was concluded that the Indalo group is actively involved in the specific components of CSR namely, environmental, economic, legal, ethical and philanthropic responsibilities. With regard to the environmental responsibilities it was concluded that the environment is the foundation upon which all other components of CSR rest. In addition it was concluded that the economic responsibilities, if managed well, are key to unlocking the CSR potential of a reserve as well as ensuring widespread economic development. In terms of the legal and ethical responsibilities it was concluded that tourism policies both at the national and international level have not aided in the development of a CSR agenda of the Indalo group. Furthermore managers of the reserves have been instrumental in cultivating their own legal culture of CSR based on their experience in the tourism industry and their ethical stances. In terms of the philanthropic responsibilities it can be concluded that charitable activities that are long term and strategic in nature allow for direct and indirect benefits to all parties involved. Overall, it can further be concluded that despite Hudson and Miller's (2005:5) view that the "tourism industry is well hehind other industries in terms of CSR" the Indalo group is moving forward in terms of rooting CSR into their everyday operations.
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- Date Issued: 2013
The influence of organisational culture on organisational commitment at a selected local municipality
- Authors: Van Stuyvesant Meijen, Jolise
- Date: 2008
- Subjects: Local government -- South Africa , Corporate culture -- South Africa , Organizational change -- South Africa , Municipal services -- South Africa , Employee loyalty
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1172 , http://hdl.handle.net/10962/d1002788
- Description: Since 2000, local municipalities have been through a process of transformation which amalgamated a number of smaller local municipalities into larger municipalities. The amalgamation of a number of municipalities brings together an array of people, and therefore a myriad of organisational cultures are combined. The organisational culture of an organisation has an effect on the organisational commitment of its employees. A fit between the organisational culture and the employees will increase the organisational commitment of those employees and contribute towards improved service delivery. A survey conducted in South Africa indicated that the local municipalities have been delivering poor standards of service to the community; therefore there is a need to increase the service delivery within local municipalities. The importance of looking at the organisational commitment of a local municipality is because if there is commitment within the organisation, then employees will identify with their organisation and its goals, and will deliver the service more effectively and efficiently. Therefore, increasing the service delivery of local municipalities can be achieved through diagnosing the organisational commitment and organisational culture of employees within the selected municipality. The primary objective of this research was therefore to diagnose the relationship between organisational culture and the organisational commitment of employees at the selected municipality. In order to achieve this objective, a survey was conducted to canvas the opinions of respondents (N = 148) from the selected local municipality regarding their perceptions of the existing organisational culture, their preferences regarding the organisational culture within the selected municipality, and finally the organisational commitment. The main findings of this research conducted at a selected municipality can be summarised as follows: The dominant existing organisational culture is the power culture, while the dominant preferred organisational culture is the support culture; There is an organisational culture gap between the existing and preferred organisational cultures at the selected municipality; The dominant organisational commitment within the selected municipality is normative commitment; The findings pertaining to the relationship between organisational culture and organisational commitment of employees within the selected municipality can be stated as follows: The existing organisational cultures have significant effects on the organisational commitment of employees; The preferred organisational cultures do not have significant effects on the organisational commitment of employees; and The organisational culture gap does not have a significant effect on the organisational commitment of employees; The findings pertaining to the relationship between the biographical variables and the existing and preferred organisational culture, organisational commitment and the organisational culture gap can be stated as follows: There is no significant relationship between biographical variables and the existing organisational culture; There are significant relationships between the biographical variables, namely the departments in which respondents work, and the education level of respondents, and the preferred organisational culture; There are significant relationships between the biographical variables and organisational commitment; and The average organisational culture gap scores of the organisational culture scales for the biographical variables are significantly different. It can be concluded that organisational culture has a significant effect on the organisational commitment of employees within the selected municipality and therefore can affect the service delivery of the selected municipality.
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- Date Issued: 2008
The role of experience in the development of bar managers' social competencies
- Authors: Dhaya, Jateen
- Date: 2008
- Subjects: Hospitality Industry -- Management , Bars (Drinking establishments) -- Management , Social skills , Executive ability , Interpersonal communication , Experience
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1177 , http://hdl.handle.net/10962/d1002794 , Hospitality Industry -- Management , Bars (Drinking establishments) -- Management , Social skills , Executive ability , Interpersonal communication , Experience
- Description: This research study analysed the role that experience played in the development of bar managers’ social competencies. Given the social nature of the bar environment, social competencies were perceived to be essential managerial competencies that enable bar managers to manage employees and consumers to ensure that employee and consumer satisfaction is maintained. The literature reviewed discussed the importance of managerial competencies and the composition of social competencies. Experience was conceptualized to develop an understanding of the informal learning method through which competency development occurs. Data was captured through face-to-face interviews, which were based on the Critical Incident Technique (CIT). The data was analysed using the open coding procedures of grounded theory. This research study proposed a process to explain how experience contributed to the development of social competencies. The proposed process, which is called the Social Competency Cache Development Process (SCCD Process), ultimately indicated that experience contributed to bar managers’ social competencies through a reflection process, the residues of experience, and through the familiarity of situations and results. This research study found that experience contributed to the development of bar managers’ social competencies within a process that established an awareness of unfamiliar social competencies or reinforced the effects of familiar effective social competencies. Experience was also found to promote the transition between novel situations and familiar situations, which in turn enabled bar managers to effectively assess social situations and select effective responses to social situations. Consequently, experience improved the probability of bar managers implementing effective social competencies to ensure employee and consumer satisfaction. In essence, experience shaped bar managers’ accumulation of social competencies by promoting the addition of new social competencies or the reinforcement of existing social competencies.
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- Date Issued: 2008