The use of simulators and artificial intelligence in leadership feedback
- Authors: Ntombana, Sixolile
- Date: 2022-10-14
- Subjects: Artificial intelligence , Leadership , Employees Rating of , Communication in industrial relations , Qualitative reasoning Technological innovations , Chatbots
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/357685 , vital:64767
- Description: Leadership is a key factor in team success. For leadership to succeed, leaders need to possess the requisite competencies that can facilitate their performance. Team skills is identified as a leadership competency that is prioritised and most sought after by leaders. This follows studies that confirm that team skills are vital for leadership and team success. For leadership to develop team skills, feedback must be provided. Feedback is identified as information that is provided by an observer on a particular performance. The role of feedback in leadership development serves the purposes of engagement and self-reflection and evaluation of a leader’s performance. In this light, feedback cannot be separated from leadership as it is an essential part of communication in a leadership context. The nature and source of feedback can affect how the feedback is received, as shown by studies that suggest that the effectiveness of feedback goes beyond the content or nature (good/bad feedback) of the feedback. This study looks at two feedback sources: humans and artificial intelligence (AI) using students as the population. Humans have been the traditional source in feedback provision. Thus, in a team setting peers provide feedback on their peers’ performances. Unprecedented technological advancements have seen the improvement of AI capabilities to being able to give feedback. This has made AI a feedback source. Following these developments, this research assessed the way in which humans and AI provide feedback and the way in which students react to feedback provided by humans and AI. The research used chatbot AI, a Skills Simulator Assessment, launched by Kotlyar (2018). Students registered for Management One at Rhodes University in 2021 were the population for this research. The research was comprised of two phases where in phase one they were assessed by the Skill Simulator Assessment and in phase two they were assessed by their peers. This research found that students are not averse to feedback from AI, although they prefer peer feedback. It was further found that peer feedback tends to be tainted by lenience, while AI is not affected by lenience. This finding marked a significant development of AI in feedback provision. , Thesis (MCom) -- Faculty of Commerce, Management, 2022
- Full Text:
- Authors: Ntombana, Sixolile
- Date: 2022-10-14
- Subjects: Artificial intelligence , Leadership , Employees Rating of , Communication in industrial relations , Qualitative reasoning Technological innovations , Chatbots
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/357685 , vital:64767
- Description: Leadership is a key factor in team success. For leadership to succeed, leaders need to possess the requisite competencies that can facilitate their performance. Team skills is identified as a leadership competency that is prioritised and most sought after by leaders. This follows studies that confirm that team skills are vital for leadership and team success. For leadership to develop team skills, feedback must be provided. Feedback is identified as information that is provided by an observer on a particular performance. The role of feedback in leadership development serves the purposes of engagement and self-reflection and evaluation of a leader’s performance. In this light, feedback cannot be separated from leadership as it is an essential part of communication in a leadership context. The nature and source of feedback can affect how the feedback is received, as shown by studies that suggest that the effectiveness of feedback goes beyond the content or nature (good/bad feedback) of the feedback. This study looks at two feedback sources: humans and artificial intelligence (AI) using students as the population. Humans have been the traditional source in feedback provision. Thus, in a team setting peers provide feedback on their peers’ performances. Unprecedented technological advancements have seen the improvement of AI capabilities to being able to give feedback. This has made AI a feedback source. Following these developments, this research assessed the way in which humans and AI provide feedback and the way in which students react to feedback provided by humans and AI. The research used chatbot AI, a Skills Simulator Assessment, launched by Kotlyar (2018). Students registered for Management One at Rhodes University in 2021 were the population for this research. The research was comprised of two phases where in phase one they were assessed by the Skill Simulator Assessment and in phase two they were assessed by their peers. This research found that students are not averse to feedback from AI, although they prefer peer feedback. It was further found that peer feedback tends to be tainted by lenience, while AI is not affected by lenience. This finding marked a significant development of AI in feedback provision. , Thesis (MCom) -- Faculty of Commerce, Management, 2022
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Employee views on organisational effectiveness of Chinese organisations operating in Kenya
- Mlotshwa, Minenhle Petronella
- Authors: Mlotshwa, Minenhle Petronella
- Date: 2021-10-29
- Subjects: Organizational effectiveness Kenya , Corporate culture Kenya Cross-cultural studies , China Foreign economic relations Kenya , International business enterprises Kenya , International business enterprises Personnel management , Bilingual communication in organizations Kenya , Religion in the workplace Kenya Cross-cultural studies , Work ethic Kenya Cross-cultural studies
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10962/191898 , vital:45177
- Description: Over the years there has been a growing interest in the relations between Africa and Asia. This is attributed to what is perceived as increasing Chinese influence and presence in Africa. During the past decades, China has experienced rapid economic growth and expansion which has contributed to its need for additional resources and expanding its geographic footprint into Africa and especially Kenya. The growing presence of Chinese organisations in Africa has also faced challenges. Chinese organisations operating in Kenya have been cited as facing cultural challenges, human resource management issues and external pressures which affect Chinese organisations thus impacting organisational effectiveness and performance. While there has been an abundance of research conducted at a macro level, mainly anecdotal knowledge on Chinese organisational values and management, little information exists at the organisation and community level. This study aimed to contribute an in-depth understanding of Chinese and Kenyan employee relationships in organisations at a micro level. Furthermore, this study assesses employees’ views on organisational effectiveness in a cross-cultural research setting of selected Chinese organisations operating in Kenya using the Burke-Litwin model (1992) of organisational effectiveness. This study is qualitative in nature within the interpretivistic research paradigm and used a case study approach to generate detailed comprehensive understanding of the phenomenon under investigation. Two Chinese organisations specialising in importing and exporting of diverse products, which had expanded its operations to Kenya in order to reach Africa’s growing consumer markets were selected for this study. The selected organisations were chosen under the premises that they had been operating in Kenya for more than 20 years, they are reputable organisations in their industries and were international role players. Non-probability convenience sampling was used to select the two organisations who were willing to participate. Purposive sampling was used to identify employees from different job levels and types of work in the selected organisations who were willing to participate in this study. Data was collected by means of face-to-face open-ended semi-structured interviews, with five Chinese and 12 Kenyan employees. The findings of this study were guided by the dimensions of the Burke-Litwin model, comprising the external environment, transformational dimensions (including mission and strategy, leadership and organisational culture) and transactional dimensions (including management practices, organisational structure, systems [policies and procedures], motivation, work climate, task requirements and individual skills and abilities). Based on the findings, organisational culture was the dominant theme that had a large influence on the organisational performance. Within the context of organisational culture, the main challenges faced by employees were religious, work ethic and communication barriers. Leadership and the organisational structure set by senior managers was also impacted by culture. It is evident that the Chinese organisations are dominated by Chinese employees at senior managerial levels – except for one Indian Kenyan manager – and non-managerial levels are dominated by Kenyan employees. Between these two managerial levels there is lack of trust as well as trade union interference favouring Kenyan employees. Leadership of the selected organisations aimed at recruiting candidates who have the necessary skills to contribute toward organisational effectiveness and performance. However, recruited Kenyan employees indicated that they require strategy visibility, effective communication, and structured processes in order to be effective. Despite challenges faced, Chinese and Kenyan employees both strongly agree with and support the efforts of management for providing training and development and creating an environment that accommodates personal growth. The external environment has exerted pressure on the said Chinese organisations. The Kenyan trade unions favour Kenyan employees and place huge pressure on Chinese management. In addition the trade unions bribe locals while making it difficult for Chinese organisations operating in Kenya to conduct business. Through the empirical development of organisational-level research on the case of Chinese organisations operating in Kenya, insightful management knowledge was gathered and shared to assist Chinese and Kenyan employees in their individual and organisational performance. , Thesis (MCom) -- Faculty of Commerce, Management, 2021
- Full Text:
- Authors: Mlotshwa, Minenhle Petronella
- Date: 2021-10-29
- Subjects: Organizational effectiveness Kenya , Corporate culture Kenya Cross-cultural studies , China Foreign economic relations Kenya , International business enterprises Kenya , International business enterprises Personnel management , Bilingual communication in organizations Kenya , Religion in the workplace Kenya Cross-cultural studies , Work ethic Kenya Cross-cultural studies
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10962/191898 , vital:45177
- Description: Over the years there has been a growing interest in the relations between Africa and Asia. This is attributed to what is perceived as increasing Chinese influence and presence in Africa. During the past decades, China has experienced rapid economic growth and expansion which has contributed to its need for additional resources and expanding its geographic footprint into Africa and especially Kenya. The growing presence of Chinese organisations in Africa has also faced challenges. Chinese organisations operating in Kenya have been cited as facing cultural challenges, human resource management issues and external pressures which affect Chinese organisations thus impacting organisational effectiveness and performance. While there has been an abundance of research conducted at a macro level, mainly anecdotal knowledge on Chinese organisational values and management, little information exists at the organisation and community level. This study aimed to contribute an in-depth understanding of Chinese and Kenyan employee relationships in organisations at a micro level. Furthermore, this study assesses employees’ views on organisational effectiveness in a cross-cultural research setting of selected Chinese organisations operating in Kenya using the Burke-Litwin model (1992) of organisational effectiveness. This study is qualitative in nature within the interpretivistic research paradigm and used a case study approach to generate detailed comprehensive understanding of the phenomenon under investigation. Two Chinese organisations specialising in importing and exporting of diverse products, which had expanded its operations to Kenya in order to reach Africa’s growing consumer markets were selected for this study. The selected organisations were chosen under the premises that they had been operating in Kenya for more than 20 years, they are reputable organisations in their industries and were international role players. Non-probability convenience sampling was used to select the two organisations who were willing to participate. Purposive sampling was used to identify employees from different job levels and types of work in the selected organisations who were willing to participate in this study. Data was collected by means of face-to-face open-ended semi-structured interviews, with five Chinese and 12 Kenyan employees. The findings of this study were guided by the dimensions of the Burke-Litwin model, comprising the external environment, transformational dimensions (including mission and strategy, leadership and organisational culture) and transactional dimensions (including management practices, organisational structure, systems [policies and procedures], motivation, work climate, task requirements and individual skills and abilities). Based on the findings, organisational culture was the dominant theme that had a large influence on the organisational performance. Within the context of organisational culture, the main challenges faced by employees were religious, work ethic and communication barriers. Leadership and the organisational structure set by senior managers was also impacted by culture. It is evident that the Chinese organisations are dominated by Chinese employees at senior managerial levels – except for one Indian Kenyan manager – and non-managerial levels are dominated by Kenyan employees. Between these two managerial levels there is lack of trust as well as trade union interference favouring Kenyan employees. Leadership of the selected organisations aimed at recruiting candidates who have the necessary skills to contribute toward organisational effectiveness and performance. However, recruited Kenyan employees indicated that they require strategy visibility, effective communication, and structured processes in order to be effective. Despite challenges faced, Chinese and Kenyan employees both strongly agree with and support the efforts of management for providing training and development and creating an environment that accommodates personal growth. The external environment has exerted pressure on the said Chinese organisations. The Kenyan trade unions favour Kenyan employees and place huge pressure on Chinese management. In addition the trade unions bribe locals while making it difficult for Chinese organisations operating in Kenya to conduct business. Through the empirical development of organisational-level research on the case of Chinese organisations operating in Kenya, insightful management knowledge was gathered and shared to assist Chinese and Kenyan employees in their individual and organisational performance. , Thesis (MCom) -- Faculty of Commerce, Management, 2021
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An analysis of employee retention : a study of selected local municipalities in the Sarah Baartman District Municipality
- Authors: Maholo, Lisa
- Date: 2021-04
- Subjects: Municipal government -- South Africa -- Eastern Cape , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Municipal officials and employees -- Job satisfaction , Career development -- South Africa -- Eastern Cape , Personnel management -- South Africa -- Eastern Cape , Municipal officials and employees -- Salaries, etc. -- South Africa -- Eastern Cape , Affiliation (Psychology)
- Language: English
- Type: thesis , text , Masters , MCom
- Identifier: http://hdl.handle.net/10962/177349 , vital:42813
- Description: The success of municipalities largely depends on the quality (skills, knowledge and experience) of individuals employed at those institutions. As key role players in the delivery of services, municipalities struggle to retain a high calibre of employees who essentially form the backbone of the public sector due to their skills, knowledge and experiences. There is a need for municipalities to create and foster an environment that encourages existing employees to remain employed. This study adopted an interpretivist research paradigm, given the study’s primary aim of gaining an in-depth understanding of employee retention as experienced by employees in the selected municipalities, together with the key influencing factors of employee retention. The qualitative research approach used a case study methodology within the Sarah Baartman District Municipality, with two category B3 and B4 municipalities selected for the study. The retention factors framework for existing employees by Munsamy and Bosch-Venter (2009) was used as the supporting theoretical structure. Respondents were selected through purposive sampling, and 16 in-depth semi-structured interviews were used to collect qualitative data. Through various content analysis techniques employed, this study identified seven employee retention factors (affiliation, career, work content, direct financial factors, external forces, work–life balance and indirect financial factors) with their associated themes. Affiliation, career and work content were identified as the three key factors which influence employee retention. Management style (relationship and interaction between employees and manager), organisational commitment and work environment were the main themes giving meaning to the affiliation factor. Training, personal growth and advancement emerged as themes related to the career factor. The work content factor was defined in terms of meaningfulness, challenges and autonomy themes. Direct and indirect financial factors, external forces, and work–life balance also emerged as factors that play a role in the retention of employees within a municipal context. Base salary and incentives were the associated themes underlying the direct financial factor. However, base salary has short-term effects on retention. Political climate and organisational reputation, municipal category and organisational structure were interrelated external forces. Flexible work arrangements, access to family, and childcare facilities give meaning to the work–life balance, while the only indirect financial factor to arise was benefits. Although some of the retention factors are clearly more influential than others, key employees attach most importance to a combination of employee retention factors that cater to their holistic needs and desires and generational differences. Therefore, the recommendations need to be implemented simultaneously. Having managers who engage employees in decisions-making and offer guidance and support, together with work environments where the physical and behavioural aspects are attended to, encourages employees to feel valued and appreciated. Municipalities should effectively communicate their mandate of ensuring adequate service delivery, which will allow employees to align their personal values to municipal objectives. Offering on-the-job training, access to career developmental programmes, evaluating job characteristics to include challenging and stimulating work and additional incentives as financial support will foster a conducive working environment for employees. Overall, municipalities face unique challenges depending on a variety of external elements such as political influence and climate. They operate in a challenging environment where they are also accountable to the community. Ultimately, municipalities must create and develop ways to acknowledge, develop and retain key employees in order to adequately deliver services. , Thesis (MCom) -- Faculty of Commerce, Management, 2021
- Full Text:
- Authors: Maholo, Lisa
- Date: 2021-04
- Subjects: Municipal government -- South Africa -- Eastern Cape , Employee retention -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Municipal officials and employees -- Job satisfaction , Career development -- South Africa -- Eastern Cape , Personnel management -- South Africa -- Eastern Cape , Municipal officials and employees -- Salaries, etc. -- South Africa -- Eastern Cape , Affiliation (Psychology)
- Language: English
- Type: thesis , text , Masters , MCom
- Identifier: http://hdl.handle.net/10962/177349 , vital:42813
- Description: The success of municipalities largely depends on the quality (skills, knowledge and experience) of individuals employed at those institutions. As key role players in the delivery of services, municipalities struggle to retain a high calibre of employees who essentially form the backbone of the public sector due to their skills, knowledge and experiences. There is a need for municipalities to create and foster an environment that encourages existing employees to remain employed. This study adopted an interpretivist research paradigm, given the study’s primary aim of gaining an in-depth understanding of employee retention as experienced by employees in the selected municipalities, together with the key influencing factors of employee retention. The qualitative research approach used a case study methodology within the Sarah Baartman District Municipality, with two category B3 and B4 municipalities selected for the study. The retention factors framework for existing employees by Munsamy and Bosch-Venter (2009) was used as the supporting theoretical structure. Respondents were selected through purposive sampling, and 16 in-depth semi-structured interviews were used to collect qualitative data. Through various content analysis techniques employed, this study identified seven employee retention factors (affiliation, career, work content, direct financial factors, external forces, work–life balance and indirect financial factors) with their associated themes. Affiliation, career and work content were identified as the three key factors which influence employee retention. Management style (relationship and interaction between employees and manager), organisational commitment and work environment were the main themes giving meaning to the affiliation factor. Training, personal growth and advancement emerged as themes related to the career factor. The work content factor was defined in terms of meaningfulness, challenges and autonomy themes. Direct and indirect financial factors, external forces, and work–life balance also emerged as factors that play a role in the retention of employees within a municipal context. Base salary and incentives were the associated themes underlying the direct financial factor. However, base salary has short-term effects on retention. Political climate and organisational reputation, municipal category and organisational structure were interrelated external forces. Flexible work arrangements, access to family, and childcare facilities give meaning to the work–life balance, while the only indirect financial factor to arise was benefits. Although some of the retention factors are clearly more influential than others, key employees attach most importance to a combination of employee retention factors that cater to their holistic needs and desires and generational differences. Therefore, the recommendations need to be implemented simultaneously. Having managers who engage employees in decisions-making and offer guidance and support, together with work environments where the physical and behavioural aspects are attended to, encourages employees to feel valued and appreciated. Municipalities should effectively communicate their mandate of ensuring adequate service delivery, which will allow employees to align their personal values to municipal objectives. Offering on-the-job training, access to career developmental programmes, evaluating job characteristics to include challenging and stimulating work and additional incentives as financial support will foster a conducive working environment for employees. Overall, municipalities face unique challenges depending on a variety of external elements such as political influence and climate. They operate in a challenging environment where they are also accountable to the community. Ultimately, municipalities must create and develop ways to acknowledge, develop and retain key employees in order to adequately deliver services. , Thesis (MCom) -- Faculty of Commerce, Management, 2021
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Exploring the relationship between leadership styles and quality of work life: a case study of a Chinese- South African joint venture
- Authors: Handley, Rayne Cyla
- Date: 2016
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10962/4058 , vital:20597
- Description: This thesis employs a phenomenological qualitative research methodology to explore its research aims and objectives. It focuses on describing the various leadership styles and quality of work life (QWL) levels with reference to the Chinese-South African intercultural context. By doing so, it answers a primary exploratory research question; how does a particular leadership style influence QWL. By answering this question, this study will contribute to the understanding of the dynamics of Chinese organisations in South Africa. Furthermore, it will assist in creating greater intercultural synergy within the respective organisation. In order to explore the research question related to leadership and QWL, the thesis will begin by defining and describing the two concepts indigenously. In light of the research gap pertaining to African intercultural managerial contexts, as well as the rising Chinese and South Africa intercultural business environments, this case study demonstrates how leadership style is an important determining factor in QWL levels, both of the leaders as well as leader-raters within an intercultural context. China is South Africa’s largest trading partner and the signing of new agreements in 2015 will lead to enhanced China-Africa engagement at the macro and organisational level. China’s increasing engagement in both Africa and South Africa has been widely covered, but non-pejorative empirical research is needed to shed light on the organisational manifestations of China’s engagement. The study was conducted within the mining sector which is a key component of Chinese investment in, and trade with, South Africa. Through an in-depth content analysis which draws on coding and thematic concerns, quantification and description, this study finds that leaders directly influence QWL through relationships with their followers. Moreover, leaders indirectly have a bearing on QWL through the influence they have on organisational and work environment factors. Another finding is that leaders are inclined to describing higher levels of QWL and more transformational leadership styles. In addition, it is shown that executives (irrespective of leader or leader-rater status) were more likely to describe a high level of QWL and transformational leadership behaviours when compared to skilled level participants while the semi-skilled participants where least likely of all. Finally, it was found that the nature of the relationship between a leader and a follower is influenced by whether the said leader is a direct supervisor or if there is a large organisational level ‘gap’ between a leader and a leader- rater. It can also be said that leaders at higher organisational levels are expected to exhibit different leadership behaviours and meet different needs. Overall this study suggests that leaders need to be aware of the way in which the intercultural context can influence perceptions of subjective phenomena such as leadership effectiveness and QWL. The study concludes that leaders directly and indirectly play a key role in determining need satisfaction and QWL levels. To that extent, they ought to strategically adopt leadership practices that enhance need satisfaction and wellbeing in the workplace. Wellbeing and employee satisfaction are increasingly gaining importance within theory and literature related to QWL and has, importantly, also been shown to influence workplace attitudes and behaviours.
- Full Text:
- Authors: Handley, Rayne Cyla
- Date: 2016
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10962/4058 , vital:20597
- Description: This thesis employs a phenomenological qualitative research methodology to explore its research aims and objectives. It focuses on describing the various leadership styles and quality of work life (QWL) levels with reference to the Chinese-South African intercultural context. By doing so, it answers a primary exploratory research question; how does a particular leadership style influence QWL. By answering this question, this study will contribute to the understanding of the dynamics of Chinese organisations in South Africa. Furthermore, it will assist in creating greater intercultural synergy within the respective organisation. In order to explore the research question related to leadership and QWL, the thesis will begin by defining and describing the two concepts indigenously. In light of the research gap pertaining to African intercultural managerial contexts, as well as the rising Chinese and South Africa intercultural business environments, this case study demonstrates how leadership style is an important determining factor in QWL levels, both of the leaders as well as leader-raters within an intercultural context. China is South Africa’s largest trading partner and the signing of new agreements in 2015 will lead to enhanced China-Africa engagement at the macro and organisational level. China’s increasing engagement in both Africa and South Africa has been widely covered, but non-pejorative empirical research is needed to shed light on the organisational manifestations of China’s engagement. The study was conducted within the mining sector which is a key component of Chinese investment in, and trade with, South Africa. Through an in-depth content analysis which draws on coding and thematic concerns, quantification and description, this study finds that leaders directly influence QWL through relationships with their followers. Moreover, leaders indirectly have a bearing on QWL through the influence they have on organisational and work environment factors. Another finding is that leaders are inclined to describing higher levels of QWL and more transformational leadership styles. In addition, it is shown that executives (irrespective of leader or leader-rater status) were more likely to describe a high level of QWL and transformational leadership behaviours when compared to skilled level participants while the semi-skilled participants where least likely of all. Finally, it was found that the nature of the relationship between a leader and a follower is influenced by whether the said leader is a direct supervisor or if there is a large organisational level ‘gap’ between a leader and a leader- rater. It can also be said that leaders at higher organisational levels are expected to exhibit different leadership behaviours and meet different needs. Overall this study suggests that leaders need to be aware of the way in which the intercultural context can influence perceptions of subjective phenomena such as leadership effectiveness and QWL. The study concludes that leaders directly and indirectly play a key role in determining need satisfaction and QWL levels. To that extent, they ought to strategically adopt leadership practices that enhance need satisfaction and wellbeing in the workplace. Wellbeing and employee satisfaction are increasingly gaining importance within theory and literature related to QWL and has, importantly, also been shown to influence workplace attitudes and behaviours.
- Full Text:
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