- Title
- Employee views on organisational effectiveness of Chinese organisations operating in Kenya
- Creator
- Mlotshwa, Minenhle Petronella
- ThesisAdvisor
- Louw, Mattheus
- ThesisAdvisor
- Louw, Lynette
- Subject
- Organizational effectiveness Kenya
- Subject
- Corporate culture Kenya Cross-cultural studies
- Subject
- China Foreign economic relations Kenya
- Subject
- International business enterprises Kenya
- Subject
- International business enterprises Personnel management
- Subject
- Bilingual communication in organizations Kenya
- Subject
- Religion in the workplace Kenya Cross-cultural studies
- Subject
- Work ethic Kenya Cross-cultural studies
- Date
- 2021-10-29
- Type
- Master's theses
- Type
- text
- Identifier
- http://hdl.handle.net/10962/191898
- Identifier
- 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.
- Description
- Thesis (MCom) -- Faculty of Commerce, Management, 2021
- Format
- computer, online resource, application/pdf, 1 online resource (183 pages), pdf
- Publisher
- Rhodes University, Faculty of Commerce, Management
- Language
- English
- Rights
- Mlotshwa, Minenhle Petronella
- Rights
- Attribution 4.0 International (CC BY 4.0)
- Rights
- Open Access
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details | SOURCE1 | MLOTSHWA-MCOM-TR21-292.pdf | 1 MB | Adobe Acrobat PDF | View Details |