The effects of leadership styles and organisational culture on job satisfaction and organisational commitment: a case study at Eskom, ECOU
- Authors: Ramaphuma, Gundo
- Date: 2019
- Subjects: Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/43025 , vital:36728
- Description: The concepts of leadership styles, organisational cultures, job satisfaction and organisational commitment are still attracting considerable attention from scholars, academics, writers, leaders and professionals. Although the effects of these concepts have received considerable attention and literature abounds, however, there have been a few studies on these concepts, if any, conducted in the Energy Sector, more specifically within a South African context. For this reason, the study intended to contribute to the literature of leadership styles and on organisational culture’s impact on job satisfaction and organisational commitment in a parastatal and in the South African context. The present study aimed to assess the effects of leadership styles and organisational culture on job satisfaction and organisational commitment among employees at Eskom, Eastern Cape Operating Unit (ECOU), South Africa. To achieve this, a theoretical model or framework depicting the relationship between these variables was developed and tested. The present study was located within the positivist research paradigm which makes use of a quantitative approach in the form of a questionnaire to gather data for analysis and theoretical comparison. The questionnaire was designed to elicit and rate the respondents’ views as well as for the quantitative data analysis. The population for the present study comprised of approximately 600 employees within the ECOUmain branch offices situated in Beacon Bay, East London. The present study made use of the non-probability sampling design by means of a convenience sampling technique to draw the sample for the study. Questionnaires were distributed to 120 employees within the Asset Creation, Maintenance and Operations Divisions of the ECOU. Of the 120 questionnaires, a total of 86 usable questionnaires were returned and analysed using the Statistical Package for Social Sciences (SPSS) version 25 tool. Both descriptive and inferential statistical analyses were performed and findings presented. It was found that there is currently a prevalence of both the Transformational and Transactional leadership styles at the ECOU. However, when asked which leadership style employees would prefer, the majority of the respondents indicated that they would prefer a Transformational leadership style to be exhibited by their managers. Although there was no discernible difference between the two types of leadership styles, a majority of the respondents indicated that they believed that leadership had an impact on their, and the organisation’s, performance, regardless of which style of leadership was exhibited. The findings relating to Organisational Culture highlighted that the majority of respondents felt that the existing culture within the operating unit is that of a Hierarchical Culture. Furthermore, the majority of respondents indicated that they would prefer a Clan Culture instead of the existing culture. With regard to Job Satisfaction, most respondents indicated their dissatisfaction with their salaries as well as there being little chances of being promoted regardless of their work output. The findings relating to Organisational Commitment indicated that most respondents neither have an emotional attachment nor feel any obligation or loyalty to the organisation. The only reason why they are still with the organisation is because of necessity rather than a conscious commitment to the organisation. The overall impression is that the respondents are disengaged from their organisation and thus not committed to it. It was concluded that there is a strong relationship between leadership styles, job satisfaction and organisational commitment. The relationship, however, is a negative one. This confirms the hypothesis that leadership style has an impact on both job satisfaction and organisational commitment. Secondly, it was concluded that organisational culture has an impact on both job satisfaction and organisational commitment. Similarly, this relationship is currently a negative one. Recommendations were made for management to review the leadership styles exhibited by the managers, and to subsequently review the impact of the existing organisational culture on job satisfaction and organisational commitment among employees at this operating unit.
- Full Text:
- Date Issued: 2019
- Authors: Ramaphuma, Gundo
- Date: 2019
- Subjects: Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/43025 , vital:36728
- Description: The concepts of leadership styles, organisational cultures, job satisfaction and organisational commitment are still attracting considerable attention from scholars, academics, writers, leaders and professionals. Although the effects of these concepts have received considerable attention and literature abounds, however, there have been a few studies on these concepts, if any, conducted in the Energy Sector, more specifically within a South African context. For this reason, the study intended to contribute to the literature of leadership styles and on organisational culture’s impact on job satisfaction and organisational commitment in a parastatal and in the South African context. The present study aimed to assess the effects of leadership styles and organisational culture on job satisfaction and organisational commitment among employees at Eskom, Eastern Cape Operating Unit (ECOU), South Africa. To achieve this, a theoretical model or framework depicting the relationship between these variables was developed and tested. The present study was located within the positivist research paradigm which makes use of a quantitative approach in the form of a questionnaire to gather data for analysis and theoretical comparison. The questionnaire was designed to elicit and rate the respondents’ views as well as for the quantitative data analysis. The population for the present study comprised of approximately 600 employees within the ECOUmain branch offices situated in Beacon Bay, East London. The present study made use of the non-probability sampling design by means of a convenience sampling technique to draw the sample for the study. Questionnaires were distributed to 120 employees within the Asset Creation, Maintenance and Operations Divisions of the ECOU. Of the 120 questionnaires, a total of 86 usable questionnaires were returned and analysed using the Statistical Package for Social Sciences (SPSS) version 25 tool. Both descriptive and inferential statistical analyses were performed and findings presented. It was found that there is currently a prevalence of both the Transformational and Transactional leadership styles at the ECOU. However, when asked which leadership style employees would prefer, the majority of the respondents indicated that they would prefer a Transformational leadership style to be exhibited by their managers. Although there was no discernible difference between the two types of leadership styles, a majority of the respondents indicated that they believed that leadership had an impact on their, and the organisation’s, performance, regardless of which style of leadership was exhibited. The findings relating to Organisational Culture highlighted that the majority of respondents felt that the existing culture within the operating unit is that of a Hierarchical Culture. Furthermore, the majority of respondents indicated that they would prefer a Clan Culture instead of the existing culture. With regard to Job Satisfaction, most respondents indicated their dissatisfaction with their salaries as well as there being little chances of being promoted regardless of their work output. The findings relating to Organisational Commitment indicated that most respondents neither have an emotional attachment nor feel any obligation or loyalty to the organisation. The only reason why they are still with the organisation is because of necessity rather than a conscious commitment to the organisation. The overall impression is that the respondents are disengaged from their organisation and thus not committed to it. It was concluded that there is a strong relationship between leadership styles, job satisfaction and organisational commitment. The relationship, however, is a negative one. This confirms the hypothesis that leadership style has an impact on both job satisfaction and organisational commitment. Secondly, it was concluded that organisational culture has an impact on both job satisfaction and organisational commitment. Similarly, this relationship is currently a negative one. Recommendations were made for management to review the leadership styles exhibited by the managers, and to subsequently review the impact of the existing organisational culture on job satisfaction and organisational commitment among employees at this operating unit.
- Full Text:
- Date Issued: 2019
The relationship between organisational culture and cross-team collaboration at an institution of higher learning
- McGowan-Berry, Charlene Hilda
- Authors: McGowan-Berry, Charlene Hilda
- Date: 2019
- Subjects: Corporate culture , Organizational change Organizational behavior Organization -- Research Education, Higher -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/42628 , vital:36675
- Description: Institutions of higher learning are under constant pressure to become more effective amidst lowering subsidies and increased student intake. Bozalek, Ngambi and Dachago (2013) identify a limit of resources as one of the major challenges facing higher education. As a result, resources and talent need to be more effectively utilised. There is also a growing call for closer co-operation across disciplines, for example in terms of increased interdisciplinary teaching and research to address real life issues. The opposite, namely a silo mentality where people focus on their own tasks without interacting and solving problems collaboratively, does not lead to excellence. Silos are invisible barriers which fragment organisations and make it difficult to cross boundaries (Cilliers & Greyvenstein, 2012). The primary objective of this study was to explore the existing culture at a selected university and to determine whether a relationship between organisational culture and cross-team collaboration existed. A positivistic research approach was followed and quantitative research methods were adopted. The target population included all of the academics from one of the campuses of the selected university. A non-probability sampling technique of convenience sampling was used. The Organisational Culture Questionnaire (OCQ) developed by Harrison (1993) was administered to 120 employees at the selected university. The results suggested that a Task and Role Culture was most evident at the University, but that a Support Culture was mostly supportive of cross-team collaboration. Recommendations were made for the University and for future research.
- Full Text:
- Date Issued: 2019
- Authors: McGowan-Berry, Charlene Hilda
- Date: 2019
- Subjects: Corporate culture , Organizational change Organizational behavior Organization -- Research Education, Higher -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/42628 , vital:36675
- Description: Institutions of higher learning are under constant pressure to become more effective amidst lowering subsidies and increased student intake. Bozalek, Ngambi and Dachago (2013) identify a limit of resources as one of the major challenges facing higher education. As a result, resources and talent need to be more effectively utilised. There is also a growing call for closer co-operation across disciplines, for example in terms of increased interdisciplinary teaching and research to address real life issues. The opposite, namely a silo mentality where people focus on their own tasks without interacting and solving problems collaboratively, does not lead to excellence. Silos are invisible barriers which fragment organisations and make it difficult to cross boundaries (Cilliers & Greyvenstein, 2012). The primary objective of this study was to explore the existing culture at a selected university and to determine whether a relationship between organisational culture and cross-team collaboration existed. A positivistic research approach was followed and quantitative research methods were adopted. The target population included all of the academics from one of the campuses of the selected university. A non-probability sampling technique of convenience sampling was used. The Organisational Culture Questionnaire (OCQ) developed by Harrison (1993) was administered to 120 employees at the selected university. The results suggested that a Task and Role Culture was most evident at the University, but that a Support Culture was mostly supportive of cross-team collaboration. Recommendations were made for the University and for future research.
- Full Text:
- Date Issued: 2019
Factors influencing a culture of continuous improvement in the pharmaceutical environment
- Authors: Swartz, Alberto Asiscio
- Date: 2018
- Subjects: Continuous improvement process Organizational change , Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/23448 , vital:30548
- Description: Organisational change has proven to be a major challenge for many businesses worldwide with the pharmaceutical environment being no exception. The pharmaceutical industry is increasingly pressurised by stakeholders who seek reduced cost, higher value and quality. This has resulted in many pharmaceutical businesses attempting to launch various continuous improvement methodologies, which ultimately fail. Whereas failure of continuous improvement undertakings within the pharmaceutical environment is well documented, this study aimed to understand the factors that influence the successful sustainability of such endeavours. The purpose of this study was therefore to identify and create an understanding of the factors that influence a culture of continuous improvement within the pharmaceutical environment. The literature review revealed that factors such as leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set contributed to the successful implementation of a culture that embraces continuous improvement. It was recognised that building a culture of continuous improvement is not instantaneous and that it requires all stakeholders to be committed and to acknowledge that changing culture requires time. An empirical study with a questionnaire as data collecting instrument was conducted to assess respondents’ perceptions of the levels of continuous improvement, leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set within a selected pharmaceutical manufacturing business. The study revealed that all these factors were related and influenced a culture of continuous improvement. Furthermore, leadership and a continuous improvement mind-set proved to have the most significant relationship with a culture of continuous improvement. Recommendations were provided for the creation of a culture of continuous improvement in pharmaceutical businesses.
- Full Text:
- Date Issued: 2018
- Authors: Swartz, Alberto Asiscio
- Date: 2018
- Subjects: Continuous improvement process Organizational change , Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/23448 , vital:30548
- Description: Organisational change has proven to be a major challenge for many businesses worldwide with the pharmaceutical environment being no exception. The pharmaceutical industry is increasingly pressurised by stakeholders who seek reduced cost, higher value and quality. This has resulted in many pharmaceutical businesses attempting to launch various continuous improvement methodologies, which ultimately fail. Whereas failure of continuous improvement undertakings within the pharmaceutical environment is well documented, this study aimed to understand the factors that influence the successful sustainability of such endeavours. The purpose of this study was therefore to identify and create an understanding of the factors that influence a culture of continuous improvement within the pharmaceutical environment. The literature review revealed that factors such as leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set contributed to the successful implementation of a culture that embraces continuous improvement. It was recognised that building a culture of continuous improvement is not instantaneous and that it requires all stakeholders to be committed and to acknowledge that changing culture requires time. An empirical study with a questionnaire as data collecting instrument was conducted to assess respondents’ perceptions of the levels of continuous improvement, leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set within a selected pharmaceutical manufacturing business. The study revealed that all these factors were related and influenced a culture of continuous improvement. Furthermore, leadership and a continuous improvement mind-set proved to have the most significant relationship with a culture of continuous improvement. Recommendations were provided for the creation of a culture of continuous improvement in pharmaceutical businesses.
- Full Text:
- Date Issued: 2018
The influence of power distance relationships on the success of lean manufacturing implementations
- Authors: De Beer, Lourens
- Date: 2016
- Subjects: Lean manufacturing , Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6919 , vital:21166
- Description: The research project measured the influence of lean culture elements as well as power distance elements on the success of lean manufacturing implementations. The literature review revealed that lean transformations are not always successful and sustainable since organisation see these as quick win opportunities to improve short term profits. Lean, however, is a long term philosophy that entails not just quick changes but a fundamental change in the way that business is done. The elements that were measured in the study were organisational awareness, employee engagement, managerial consistency, accountability, mutual respect and autocratic behaviour. The study revealed a strong relationship between these factors and the success of lean implementations. The results indicated that there is a positive relationship between lean culture and the other lean elements. The study also indicated that autocratic behaviour has a positive relationship to lean implementation. The study showed that tools that were developed in the past are valid across various industries and that power distance does play a role in lean implementations.
- Full Text:
- Date Issued: 2016
- Authors: De Beer, Lourens
- Date: 2016
- Subjects: Lean manufacturing , Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6919 , vital:21166
- Description: The research project measured the influence of lean culture elements as well as power distance elements on the success of lean manufacturing implementations. The literature review revealed that lean transformations are not always successful and sustainable since organisation see these as quick win opportunities to improve short term profits. Lean, however, is a long term philosophy that entails not just quick changes but a fundamental change in the way that business is done. The elements that were measured in the study were organisational awareness, employee engagement, managerial consistency, accountability, mutual respect and autocratic behaviour. The study revealed a strong relationship between these factors and the success of lean implementations. The results indicated that there is a positive relationship between lean culture and the other lean elements. The study also indicated that autocratic behaviour has a positive relationship to lean implementation. The study showed that tools that were developed in the past are valid across various industries and that power distance does play a role in lean implementations.
- Full Text:
- Date Issued: 2016
The relationship between employer branding and organisational commitment
- Authors: Tryfonos, Angelique
- Date: 2015
- Subjects: Corporate culture , Organizational commitment , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9419 , http://hdl.handle.net/10948/d1021146
- Description: The aim of this study was to determine whether a relationship exists between organisational commitment (OC) and employer branding (EB). The purpose was to Identifying whether employer branding effects organisational commitment (affective, normative and continuance commitment) and how significant that effect may be. Questionnaires were personally distributed by the researcher directly to employees under study. Non-probability sampling was used in the form of judgement sampling. The sample consisted of 124 employees from various retail outlets throughout Port Elizabeth, Eastern Cape. Five hypotheses were set for evaluation. A practically significant relationship was established between organisational commitment (OC) and employer branding (EB). A small practically significant relationship was found between gender and normative commitment. A medium practically significant relationship was found between gender and training and development as well as between gender and work/life balance. Statistically significant relationships were discovered with regards to age and leadership and also between age and rewards and recognition. A statistically significant difference was established between age and overall employer branding (EB). These findings suggest that a more positive employer brand will lead to improved organisational commitment (OC). More so, retail organisations aiming to improve on organisational commitment should incorporate those employer branding (EB) factors which employees’ place greater emphasis on, within their employer brand, which in turn will lead to greater organisational commitment.
- Full Text:
- Date Issued: 2015
- Authors: Tryfonos, Angelique
- Date: 2015
- Subjects: Corporate culture , Organizational commitment , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9419 , http://hdl.handle.net/10948/d1021146
- Description: The aim of this study was to determine whether a relationship exists between organisational commitment (OC) and employer branding (EB). The purpose was to Identifying whether employer branding effects organisational commitment (affective, normative and continuance commitment) and how significant that effect may be. Questionnaires were personally distributed by the researcher directly to employees under study. Non-probability sampling was used in the form of judgement sampling. The sample consisted of 124 employees from various retail outlets throughout Port Elizabeth, Eastern Cape. Five hypotheses were set for evaluation. A practically significant relationship was established between organisational commitment (OC) and employer branding (EB). A small practically significant relationship was found between gender and normative commitment. A medium practically significant relationship was found between gender and training and development as well as between gender and work/life balance. Statistically significant relationships were discovered with regards to age and leadership and also between age and rewards and recognition. A statistically significant difference was established between age and overall employer branding (EB). These findings suggest that a more positive employer brand will lead to improved organisational commitment (OC). More so, retail organisations aiming to improve on organisational commitment should incorporate those employer branding (EB) factors which employees’ place greater emphasis on, within their employer brand, which in turn will lead to greater organisational commitment.
- Full Text:
- Date Issued: 2015
The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units
- Authors: Jordan, Portia Janine
- Date: 2015
- Subjects: Corporate culture , Organizational change , Leadership , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6401 , vital:21082
- Description: In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.
- Full Text:
- Date Issued: 2015
- Authors: Jordan, Portia Janine
- Date: 2015
- Subjects: Corporate culture , Organizational change , Leadership , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6401 , vital:21082
- Description: In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.
- Full Text:
- Date Issued: 2015
The influence of employees's perceptions of organisational ethics and perceived relative self-ethicality on their levels of organisational identification and overall well-being
- Authors: Breytenbach, Nadia
- Date: 2014
- Subjects: Corporate culture , Well-being , Work ethic , Self-realization
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9411 , http://hdl.handle.net/10948/d1020072
- Description: This study investigated whether an employees’ perception of the ethical culture in the organisation and their perception of their own ethicality influenced their level of organisational identification and additionally, whether this relationship between perceived ethical culture and organisational identification had an influence on workplace wellbeing. The aim of this research study was to measure employees’ perceptions of organisational ethics, their relative self-ethicality, organisational identification, and wellbeing, in order to develop a model pertaining to the relationship between these three constructs. Research showed that employees’ perceptions of the ethical culture in their organisation can influence how they identify with that particular organisation. Research also indicated that the differences between perceived organisational ethicality and relative self-ethicality exist. Additionally, research showed the influence of perceived ethical culture and relative self-ethicality has indicated a relationship between organisational identification and wellbeing respectively. However, to date and to the researcher’s knowledge there has been no investigation of the relationship between these four constructs. This research study was quantitative in nature in which a questionnaire was utilised as a research method. A sample of 111 respondent from three organisations in the automation industry in the Eastern Cape, Port Elizabeth was utilised for this research study. The main findings indicated that an alternative model resulted to be a good fit through structural equation modelling. The results illustrated that organisational ethicality has an influence on how employees identify with their organisations and how this relationship influences wellbeing. Therefore, it is worthwhile to invest in an ethical organisational culture for the sustainability of the organisation and its employees’ livelihoods. This study contributes to the literature based on perceived ethical culture, organisational identification, and workplace wellbeing. Additionally, the study provides readers with a model on how these concepts influence each other.
- Full Text:
- Date Issued: 2014
- Authors: Breytenbach, Nadia
- Date: 2014
- Subjects: Corporate culture , Well-being , Work ethic , Self-realization
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9411 , http://hdl.handle.net/10948/d1020072
- Description: This study investigated whether an employees’ perception of the ethical culture in the organisation and their perception of their own ethicality influenced their level of organisational identification and additionally, whether this relationship between perceived ethical culture and organisational identification had an influence on workplace wellbeing. The aim of this research study was to measure employees’ perceptions of organisational ethics, their relative self-ethicality, organisational identification, and wellbeing, in order to develop a model pertaining to the relationship between these three constructs. Research showed that employees’ perceptions of the ethical culture in their organisation can influence how they identify with that particular organisation. Research also indicated that the differences between perceived organisational ethicality and relative self-ethicality exist. Additionally, research showed the influence of perceived ethical culture and relative self-ethicality has indicated a relationship between organisational identification and wellbeing respectively. However, to date and to the researcher’s knowledge there has been no investigation of the relationship between these four constructs. This research study was quantitative in nature in which a questionnaire was utilised as a research method. A sample of 111 respondent from three organisations in the automation industry in the Eastern Cape, Port Elizabeth was utilised for this research study. The main findings indicated that an alternative model resulted to be a good fit through structural equation modelling. The results illustrated that organisational ethicality has an influence on how employees identify with their organisations and how this relationship influences wellbeing. Therefore, it is worthwhile to invest in an ethical organisational culture for the sustainability of the organisation and its employees’ livelihoods. This study contributes to the literature based on perceived ethical culture, organisational identification, and workplace wellbeing. Additionally, the study provides readers with a model on how these concepts influence each other.
- Full Text:
- Date Issued: 2014
Strategies to create a post-merged organisational culture conducive to effective performance management
- Authors: Paul, Gary William
- Date: 2011
- Subjects: Corporate culture , Organizational change , Organizational effectiveness
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9385 , http://hdl.handle.net/10948/d1010857 , Corporate culture , Organizational change , Organizational effectiveness
- Description: Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management. The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management. The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated theoretical model. The quantitative and qualitative results from the empirical study where incorporated into the integrated theoretical model, which lead to a refined Eight-Step Integrated Post-merged Organisational Culture Creation Model as depicted in Figure 7.1 with associated details in Figure 7.2.
- Full Text:
- Date Issued: 2011
- Authors: Paul, Gary William
- Date: 2011
- Subjects: Corporate culture , Organizational change , Organizational effectiveness
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9385 , http://hdl.handle.net/10948/d1010857 , Corporate culture , Organizational change , Organizational effectiveness
- Description: Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management. The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management. The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated theoretical model. The quantitative and qualitative results from the empirical study where incorporated into the integrated theoretical model, which lead to a refined Eight-Step Integrated Post-merged Organisational Culture Creation Model as depicted in Figure 7.1 with associated details in Figure 7.2.
- Full Text:
- Date Issued: 2011
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