A comparison of extrinsic and intrinsic motivators between Germany and South Africa
- Authors: Giesser, Anne
- Date: 2014
- Subjects: Motivation (Psychology) , Employee motivation , Cultural relations
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9417 , http://hdl.handle.net/10948/d1021063
- Description: This thesis explored different perceptions of extrinsic and intrinsic motivation in an intercultural context. The main objective of this study was to investigate similarities and differences concerning extrinsic and intrinsic motivation in the workplace between the German and the South African culture by examining individuals with working experience and tertiary education. It provides background information about motivation and a historical overview of previous and current motivational theories as well as cultural influences and differences. In addition, regarding the two cultures the researcher aimed to investigate similarities and differences between other demographics such as gender, age and income. The literature review provides information about extrinsic and intrinsic motivation retrieved from previous research and puts it into an intercultural context. The researcher conducted a quantitative, exploratory study. The data was gathered using an existing research instrument, which was distributed online. The sample comprised 374 respondents. This sample was conducted by a combination of quota and snowball sampling. The obtained data is evaluated and presented in text and table form. The results revealed preferences for intrinsic motivators for the whole sample and higher motivation for the South African part of the sample. Demographic characteristics played a minor role.
- Full Text:
- Date Issued: 2014
- Authors: Giesser, Anne
- Date: 2014
- Subjects: Motivation (Psychology) , Employee motivation , Cultural relations
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9417 , http://hdl.handle.net/10948/d1021063
- Description: This thesis explored different perceptions of extrinsic and intrinsic motivation in an intercultural context. The main objective of this study was to investigate similarities and differences concerning extrinsic and intrinsic motivation in the workplace between the German and the South African culture by examining individuals with working experience and tertiary education. It provides background information about motivation and a historical overview of previous and current motivational theories as well as cultural influences and differences. In addition, regarding the two cultures the researcher aimed to investigate similarities and differences between other demographics such as gender, age and income. The literature review provides information about extrinsic and intrinsic motivation retrieved from previous research and puts it into an intercultural context. The researcher conducted a quantitative, exploratory study. The data was gathered using an existing research instrument, which was distributed online. The sample comprised 374 respondents. This sample was conducted by a combination of quota and snowball sampling. The obtained data is evaluated and presented in text and table form. The results revealed preferences for intrinsic motivators for the whole sample and higher motivation for the South African part of the sample. Demographic characteristics played a minor role.
- Full Text:
- Date Issued: 2014
A study exploring the relationship between employee happiness and financial performance within a South African financial institution
- Authors: Waugh, Geoffrey William
- Date: 2014
- Subjects: Financial institutions -- South Africa , Employee motivation , Financial institutions -- Ratings and rankings , Banks and banking -- South Africa , Bank employees -- South Africa , Job satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:827 , http://hdl.handle.net/10962/d1012080
- Description: This research is an investigation of the relationship between employees 'happiness' and the financial performance of a financial services organisation in South Africa. As a component of the financial services industry the banking sector contributes greatly to the economic growth of the country. The South African Banking sector is concentrated and highly competitive. It is vital for banks to maintain competitiveness and ever increasing global competition adds further pressure on organisations to financially perform so as to meet the demands of their shareholders. The literature that has been reviewed and previous research suggest that employee 'happiness' is a vital variable influencing the performance and success of individuals. Organisational performance will be measured in terms of financial performance for the purposes of this research. The concept of financial performance and 'happiness' are discussed and a questionnaire based on the Satisfaction With Life Scale (Diener et al,1985) is used to determine the levels of 'happiness' at selected branches within the institution. The individual branches financial performance is determined via calculating selected ratios, namely cumulative leverage, cost to income ratio and net yield. An analysis of correlation was conducted to establish whether or not a relationship of statistical significance exists between employee 'happiness' and financial performance. It was concluded that there is no relationship of statistical significance between employee 'happiness' and the financial performance of branches within the organisation, it was suggested that other factors exert a much greater influence over financial performance. Some of these factors influencing financial performance are discussed and recommendations for further research are made.
- Full Text:
- Date Issued: 2014
- Authors: Waugh, Geoffrey William
- Date: 2014
- Subjects: Financial institutions -- South Africa , Employee motivation , Financial institutions -- Ratings and rankings , Banks and banking -- South Africa , Bank employees -- South Africa , Job satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:827 , http://hdl.handle.net/10962/d1012080
- Description: This research is an investigation of the relationship between employees 'happiness' and the financial performance of a financial services organisation in South Africa. As a component of the financial services industry the banking sector contributes greatly to the economic growth of the country. The South African Banking sector is concentrated and highly competitive. It is vital for banks to maintain competitiveness and ever increasing global competition adds further pressure on organisations to financially perform so as to meet the demands of their shareholders. The literature that has been reviewed and previous research suggest that employee 'happiness' is a vital variable influencing the performance and success of individuals. Organisational performance will be measured in terms of financial performance for the purposes of this research. The concept of financial performance and 'happiness' are discussed and a questionnaire based on the Satisfaction With Life Scale (Diener et al,1985) is used to determine the levels of 'happiness' at selected branches within the institution. The individual branches financial performance is determined via calculating selected ratios, namely cumulative leverage, cost to income ratio and net yield. An analysis of correlation was conducted to establish whether or not a relationship of statistical significance exists between employee 'happiness' and financial performance. It was concluded that there is no relationship of statistical significance between employee 'happiness' and the financial performance of branches within the organisation, it was suggested that other factors exert a much greater influence over financial performance. Some of these factors influencing financial performance are discussed and recommendations for further research are made.
- Full Text:
- Date Issued: 2014
An incentive motivational approach to enhance successful delivery of construction projects
- Authors: Ndihokubwayo, Ruben
- Date: 2014
- Subjects: Employee motivation , Construction industry -- Management , Project management , Construction industry -- Public relations
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9727 , http://hdl.handle.net/10948/d1020649
- Description: The South African construction industry is faced with challenges which impede on successful project delivery. While incentives have been recognised as motivational tools for individual employees to achieve certain goals, the South African construction industry has not fully exploited the various avenues to initiate motivational approaches aligned with project objectives to enhance successful delivery of construction projects. This study is therefore aimed at exploring which monetary and non-monetary incentives would compel construction and consultant team members to improve successful project delivery. The study adopted a deductive approach whereby hypotheses were formulated based on motivation theories and applied them in construction project team situations. In this regard, the extensive literature related to motivation theories such as the hierarchy of needs, incentives, organisational commitment, and teamwork environment were reviewed. A web survey was adopted for the empirical data gathering by means of a questionnaire e-mailed to nationwide selected construction and consultant firms. Data analysis was done by means of ranking, paired sample test, T-Test, ANOVA test, Mann- Whitney, Kruskal-Wallis test of association, and the Principal Component Analysis (PCA). The reliability test was done using Cronbach’s alpha coefficient of reliability. In total, 164 respondents participated in the study. It was revealed that there was a statistically significant difference between mean rankings of motivational factors, and organisational commitment was perceived as the most important motivational factor that compelled construction and consultant team members to achieve project success. There was no statistically significant difference between various demographics (gender, qualification, and experience) pertaining to self-development needs, organisational commitment, and teamwork environment motivational factors, except age groups, which displayed a statistically significant difference in self-development needs and teamwork environment. There was a statistically significant difference between mean rankings of monetary and non-monetary incentives, and non-monetary incentives were preferred to monetary incentives in achieving higher performance. There was no statistically significant difference between various demographics (gender, age, qualification, and experience in the construction industry) of construction and consultant team members pertaining to monetary and non-monetary incentives. There was no statistically significant difference between mean rankings of primary project objectives aligned with monetary incentives, where time was perceived as the most important. There was no statistically significant difference between various demographics (gender, qualification, and experience in the construction industry) of construction and consultant team members pertaining to project objectives aligned with incentives, except age groups which displayed a statistically significant difference in project objectives aligned with monetary and non-monetary incentives. Two models have been developed based on the PCA results of project objectives aligned with monetary and non-monetary incentives. Each model consisted of four parts, namely project objectives, demographic information, short-run project-based interventions, and long-run interventions. The PCA results showed monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve secondary project objectives, such as the provision of work opportunities to SMMEs. In the long-run, this confirms the usefulness of the CIDB initiative consisting of the provision of work opportunities to SMMEs through the National Contractor Development Programme (NCDP) guidelines. The PCA results showed non-monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve primary project objectives, such as quality. In the long-run, a continuous improvement mechanism by various construction industry stakeholders is deemed necessary to maintain project delivery standards.
- Full Text:
- Date Issued: 2014
- Authors: Ndihokubwayo, Ruben
- Date: 2014
- Subjects: Employee motivation , Construction industry -- Management , Project management , Construction industry -- Public relations
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9727 , http://hdl.handle.net/10948/d1020649
- Description: The South African construction industry is faced with challenges which impede on successful project delivery. While incentives have been recognised as motivational tools for individual employees to achieve certain goals, the South African construction industry has not fully exploited the various avenues to initiate motivational approaches aligned with project objectives to enhance successful delivery of construction projects. This study is therefore aimed at exploring which monetary and non-monetary incentives would compel construction and consultant team members to improve successful project delivery. The study adopted a deductive approach whereby hypotheses were formulated based on motivation theories and applied them in construction project team situations. In this regard, the extensive literature related to motivation theories such as the hierarchy of needs, incentives, organisational commitment, and teamwork environment were reviewed. A web survey was adopted for the empirical data gathering by means of a questionnaire e-mailed to nationwide selected construction and consultant firms. Data analysis was done by means of ranking, paired sample test, T-Test, ANOVA test, Mann- Whitney, Kruskal-Wallis test of association, and the Principal Component Analysis (PCA). The reliability test was done using Cronbach’s alpha coefficient of reliability. In total, 164 respondents participated in the study. It was revealed that there was a statistically significant difference between mean rankings of motivational factors, and organisational commitment was perceived as the most important motivational factor that compelled construction and consultant team members to achieve project success. There was no statistically significant difference between various demographics (gender, qualification, and experience) pertaining to self-development needs, organisational commitment, and teamwork environment motivational factors, except age groups, which displayed a statistically significant difference in self-development needs and teamwork environment. There was a statistically significant difference between mean rankings of monetary and non-monetary incentives, and non-monetary incentives were preferred to monetary incentives in achieving higher performance. There was no statistically significant difference between various demographics (gender, age, qualification, and experience in the construction industry) of construction and consultant team members pertaining to monetary and non-monetary incentives. There was no statistically significant difference between mean rankings of primary project objectives aligned with monetary incentives, where time was perceived as the most important. There was no statistically significant difference between various demographics (gender, qualification, and experience in the construction industry) of construction and consultant team members pertaining to project objectives aligned with incentives, except age groups which displayed a statistically significant difference in project objectives aligned with monetary and non-monetary incentives. Two models have been developed based on the PCA results of project objectives aligned with monetary and non-monetary incentives. Each model consisted of four parts, namely project objectives, demographic information, short-run project-based interventions, and long-run interventions. The PCA results showed monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve secondary project objectives, such as the provision of work opportunities to SMMEs. In the long-run, this confirms the usefulness of the CIDB initiative consisting of the provision of work opportunities to SMMEs through the National Contractor Development Programme (NCDP) guidelines. The PCA results showed non-monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve primary project objectives, such as quality. In the long-run, a continuous improvement mechanism by various construction industry stakeholders is deemed necessary to maintain project delivery standards.
- Full Text:
- Date Issued: 2014
Factors influencing pay systems in the manufacturing industry of Port Elizabeth
- Authors: Boyce, Ncedile
- Date: 2014
- Subjects: Wage payment systems , Incentives in industry , Employee motivation , Compensation management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8926 , http://hdl.handle.net/10948/d1021168
- Description: Collective bargaining was impacted by the confrontation at Marakina and the role players, employers and unions were left looking for new creative alternatives to reward operational employees (blue collar workers).Then, finding a well-designed pay system is crucial for the success of the organisation, since collective bargaining is under pressure. The following determinants, job based pay, performance based pay, skills based pay, education and training, and tenure based pay were constructed from literature to formulate the conceptual model for the pay of operators in the manufacturing sector of Port Elizabeth. There are a number of factors that are at play in the determination and design of pay systems, which need to be considered. Two major pay systems are at the centre of this study and they are those based on the worth of the job and those that are based on employees’ skills, productivity, education and training, and tenure. Pay equity is at the heart of employment relationship and is the reference point with regard to the distribution of resources when economic productivity and profitability are achieved. The findings presented indicated that all the determinants, job based pay, performance based pay, skills based pay and education and training, with the exception of tenure based pay, were significant to the pay of operational employees. However, the multivariable regression model found that job based pay is more significant and should be modelled as the foundation of the pay system for operational employees. Other pay determinants, such as performance and skills based pay are best modelled as additional increments that accelerate employees’ pay.
- Full Text:
- Date Issued: 2014
- Authors: Boyce, Ncedile
- Date: 2014
- Subjects: Wage payment systems , Incentives in industry , Employee motivation , Compensation management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8926 , http://hdl.handle.net/10948/d1021168
- Description: Collective bargaining was impacted by the confrontation at Marakina and the role players, employers and unions were left looking for new creative alternatives to reward operational employees (blue collar workers).Then, finding a well-designed pay system is crucial for the success of the organisation, since collective bargaining is under pressure. The following determinants, job based pay, performance based pay, skills based pay, education and training, and tenure based pay were constructed from literature to formulate the conceptual model for the pay of operators in the manufacturing sector of Port Elizabeth. There are a number of factors that are at play in the determination and design of pay systems, which need to be considered. Two major pay systems are at the centre of this study and they are those based on the worth of the job and those that are based on employees’ skills, productivity, education and training, and tenure. Pay equity is at the heart of employment relationship and is the reference point with regard to the distribution of resources when economic productivity and profitability are achieved. The findings presented indicated that all the determinants, job based pay, performance based pay, skills based pay and education and training, with the exception of tenure based pay, were significant to the pay of operational employees. However, the multivariable regression model found that job based pay is more significant and should be modelled as the foundation of the pay system for operational employees. Other pay determinants, such as performance and skills based pay are best modelled as additional increments that accelerate employees’ pay.
- Full Text:
- Date Issued: 2014
Manager's perceptions of performance appraisal implemented at Kansanshi Mine, Zambia
- Authors: Silimi, Maimbo Mark
- Date: 2014
- Subjects: Employees -- Rating of -- Zambia , Personnel management , Mineral industries -- Employees , Job satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:831 , http://hdl.handle.net/10962/d1013037
- Description: As managers with direct contact with workers on the floor, line managers are responsible for implementation of the performance appraisal system at Kansanshi Mining plc. Commonly, implementation of performance appraisal is affected by how line managers interact with their subordinates before, during and after an appraisal interview. Notably, no study has been conducted at Kansanshi mine to understand how line managers conduct performance appraisals since their introduction. This qualitative study aims to build an understanding of how line managers at Kansanshi conduct performance appraisal interviews and what enablers and barriers they face in this process. In pursuit of the research aim, line managers from all the ten departments of the mine were considered as eligible for the study. Using stratified random sampling, ten of the 30 line managers from all ten departments across the mine site were selected. A total of fifteen semi-structured, in-depth, face-to-face interviews were conducted with ten line managers to gather data. These individual interviews were conducted on the mine site in the interviewees' offices as well as other convenient places such as the Kansanshi main boardroom. On average, each interview took between 45 to 60 minutes. All these interviews were audio recorded, transcribed and thereafter analyzed using open coding and constant comparison technique to induce themes. Findings of the study show a variety of barriers and enablers of line managers in their conduct of performance appraisal interviews at Kansanshi mine in Zambia. All ten line managers unanimously highlighted that (a) lack of clear job descriptions and set of individual targets as well as (b) lack of adequate refresher training on how to conduct performance appraisals affected how they conducted performance appraisals. Eight of the ten line managers highlighted that (c) perceived subjectivity of the system while seven of the ten highlighted that (d) predominant production focus and priority were barriers to them in how they conducted performance appraisals. On the other hand, ten line managers highlighted that (a) top management commitment to the implementation of a performance appraisal system, seven highlighted that (b) employees' hope for rewards and five line managers highlighted that (c) spring for career development and progression were perceived as enablers in their implementation of performance appraisals. This research is of value as it highlights how the conduct of performance is not only impacted by organizational support and other complementary organizational systems but also how the barriers to the conduct of performance appraisals affect both the appraisee and the appraiser.
- Full Text:
- Date Issued: 2014
- Authors: Silimi, Maimbo Mark
- Date: 2014
- Subjects: Employees -- Rating of -- Zambia , Personnel management , Mineral industries -- Employees , Job satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:831 , http://hdl.handle.net/10962/d1013037
- Description: As managers with direct contact with workers on the floor, line managers are responsible for implementation of the performance appraisal system at Kansanshi Mining plc. Commonly, implementation of performance appraisal is affected by how line managers interact with their subordinates before, during and after an appraisal interview. Notably, no study has been conducted at Kansanshi mine to understand how line managers conduct performance appraisals since their introduction. This qualitative study aims to build an understanding of how line managers at Kansanshi conduct performance appraisal interviews and what enablers and barriers they face in this process. In pursuit of the research aim, line managers from all the ten departments of the mine were considered as eligible for the study. Using stratified random sampling, ten of the 30 line managers from all ten departments across the mine site were selected. A total of fifteen semi-structured, in-depth, face-to-face interviews were conducted with ten line managers to gather data. These individual interviews were conducted on the mine site in the interviewees' offices as well as other convenient places such as the Kansanshi main boardroom. On average, each interview took between 45 to 60 minutes. All these interviews were audio recorded, transcribed and thereafter analyzed using open coding and constant comparison technique to induce themes. Findings of the study show a variety of barriers and enablers of line managers in their conduct of performance appraisal interviews at Kansanshi mine in Zambia. All ten line managers unanimously highlighted that (a) lack of clear job descriptions and set of individual targets as well as (b) lack of adequate refresher training on how to conduct performance appraisals affected how they conducted performance appraisals. Eight of the ten line managers highlighted that (c) perceived subjectivity of the system while seven of the ten highlighted that (d) predominant production focus and priority were barriers to them in how they conducted performance appraisals. On the other hand, ten line managers highlighted that (a) top management commitment to the implementation of a performance appraisal system, seven highlighted that (b) employees' hope for rewards and five line managers highlighted that (c) spring for career development and progression were perceived as enablers in their implementation of performance appraisals. This research is of value as it highlights how the conduct of performance is not only impacted by organizational support and other complementary organizational systems but also how the barriers to the conduct of performance appraisals affect both the appraisee and the appraiser.
- Full Text:
- Date Issued: 2014
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