An exploratory study of the factors that influence the retention of managers in small to medium business enterprises
- Authors: Carr, Nathan Lars Armitage
- Date: 2013
- Subjects: Employee retention -- South Africa -- Eastern Cape Small business -- South Africa -- Eastern Cape Executives -- South Africa -- Eastern Cape Human capital -- Management Personnel management -- South Africa -- Eastern Cape Organizational effectiveness -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:813 , http://hdl.handle.net/10962/d1007740
- Description: Integrative Summary: Small to Medium Business Enterprises (SME's) are widely recognised as the driver of economic growth. SME's are responsible for employing large sections of the working population and, in doing so, facilitate the development of skills for many thousands of workers. Whilst SME's may differ (according to various definition criteria such as size or turnover) from other types of organisation, they share one common denominator across all organisations: their overall effectiveness depends largely on the individual and collective people that make up the organisation -their employees. In this context the central question relevant to the research is "how do SME's retain their valued employee managers?" A quantitative research method was applied in the research. Data was collected by way of a structured self-administered survey questionnaire designed from a post positivist paradigm. The survey was constricted by way of modifying and adapting previous surveys designed to investigate factors that influence staff retention, to be relevant to managers employed by SME's. The sample consisted of 35 managers employed by SME's in and around East London in the Eastern Cape, South Africa. The results of the research give rise to a number of clear indicators on the key retention factors of employee managers. Based on the research results SME's that want to have the best chance of retaining their employee managers need strong and effective leadership within the organisation, must address soft organisational factors that are conducive to an open and trusted working environment and the roles of managers must have inherent job factors that allow a sense of freedom to plan and execute tasks autonomously. Economic factors such as pay and financial benefits were identified through the research as being the least important factor when it came to manager retention. These conclusions provide SME owners and senior managers with insight into the factors that are most likely to influence their ability to retain employee managers.
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The relationship between leadership and employee work performance in a Nigerian courier company
- Authors: Yobe, Kingsley
- Date: 2013
- Subjects: Leadership -- Nigeria Transformational leadership -- Nigeria Industrial management -- Nigeria Business planning -- Research -- Nigeria Employees -- Rating of -- Nigeria Organizational change
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:805 , http://hdl.handle.net/10962/d1006858
- Description: A number of authors have portrayed leadership as a vital factor in the success or failure of an organization. Hence Bass (1994; 1997) believes that excellent organizations begin with excellent leadership and organisations reflect their leadership (Maritz, 1995). Therefore, successful organisations reflect their leadership (Maritz, 1995). In an attempt to investigate the aim of this research, various performance and leadership concepts and theories were investigated: the trait concept, behavioural approaches and situational/contingency approaches. Every one of these theories gave a different explanation to leadership. Furthermore, transactional, and transformational leadership were also discussed. The difference between these two models according to Bass and Avolio (1994) is that the work performance of the followers of transformational leadership is usually beyond expectations, while transactional leadership, at best, leads to expected performance. In terms of performance, it is argued that employee work performance can lead to a successful organisational performance. This is because several organisations attribute their business success to the work performance of their employees. According to Collis and Montgomery (1995) employee work performance has a major positive influence on organisational performance. Nevertheless, the accomplishment of an organisation is dependent on the leader’s ability to enhance human resources; hence “effective organisations require effective leadership” (Maritz, 1995). Transformational leadership was identified as the effective leadership style that can motivate workers to improve on their performance by instilling trust and confidence in them. Transformational leadership is superior to both transactional and non-transactional leadership because it makes workers loyal to the mission and vision of their organizations. Bass (1990) states “that the leadership research over the years has proved that loyalty is more powerful than tangible inducements.” Furthermore, non- transactional leaders avoid decision making, allowing their subordinates to take charge of the work process (Bass 1990). This research focuses on the relationship between leadership and employee work performance in a Nigerian Courier Company. In addressing this aim, a Nigerian Courier company was selected as the research context because of its success in the Nigerian turbulent business environment that is plagued by the country’s economic, social, and political troubles (McKern, Meza, Osayande and Denend, 2010). The research hypothesis of this research was generated to investigate leadership and employee performance. Leadership and performance were also identified as the research independent and dependent variables. Thus the research hypotheses were as follows: Hypothesis 1. Null Hypothesis: There is no significant positive linear relationship between employee performance and transformational leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transformational leadership Hypothesis 2. Null Hypothesis: There is no significant positive linear relationship between employee performance and transactional leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transactional leadership Hypothesis 3. Null Hypothesis: There is no significant positive linear relationship between employee performance and non-transactional leadership. Alternative Hypothesis: There is significant positive linear relationship between employee performance and non-transactional leadership. The general methodology included the use of a valid and reliable instrument known as the Multifactor Leadership Questionnaire (MLQ) and the company’s performance appraisal process. These instruments were used to collect information about employee work performance. The validity and reliability of the MLQ is not in doubt because it was formulated from the full range leadership development theory of Bass and Avolio (1997) and has been used extensively worldwide (Bass and Avolio, 1997). The research data was analysed using Statistica (StatSoft, 2011). Once the data was imported the necessary leadership factors were calculated as per the MLQ scoring key. From the eight factors a further three factors were generated namely transformational, transactional and nontransactional leadership. The data was checked and described using frequency tables and descriptive statistics, followed by correlation matrices coupled with their corresponding scatter plots. The research data was tested for consistency and reliability. Sekaran (2000) states that in order to determine the reliability of a measure one needs to test for both consistency and stability. For this research, linear correlation and regression analysis was used. The outcome of the first investigated hypothesis confirmed that there is a strong significant, positive linear relationship between employee performance and transformational leadership (ρ<0.0001). However, the findings on the null hypothesis, states that transformational leadership has no significant positive linear relationship with employee performance. The null hypothesis is REJECTED, because the model is significant at ρ<.0001. Thus, the alternative hypothesis is ACCEPTED because it concludes that there is sufficient evidence, at the 5% level of significance, that there is significant positive linear relationship between employee performance and transformational leadership. The second hypotheses found that with 5% level of significance there is no significant positive linear relationship between transactional leadership and employee performance (ρ =0.317). It must be noted that since the correlation is not significant the null hypothesis which states that there is no significant positive linear relationship between employee performance and transactional leadership was NOT REJECTED. The outcome of the third hypotheses support the null hypothesis, because the negative linear relationship between employee performance and non-transactional leadership is not significant (ρ = 0.6718). This informed the conclusion that at the 5% level of significance, there is no positive linear relationship between non-transactional leadership and employee performance. The findings of this research favour the conclusion drawn by Brand, Heyl and Maritz (2000) that suggested a more significant relationship between transformational leadership and employee performance, than any other leadership style. Evidence put together in the retail and manufacturing sector of South Africa, and the armed forces of the United States of America, Germany and Canada, point in the direction of the strong, positive effects of transformational leaders (Brand, et al., 2000). Again the effectiveness of transformational leadership can be reinforced by the research directed by Ristow, Amos and Staude (1999), which resolved that the effectiveness of transformational leadership was greater in a South African cricketing environment. Hayward, Davidson, Pascoe, Tasker, Amos and Pearse (2003) conducted research in a pharmaceutical organisation and found a positive linear relationship between transformational leadership and employee work performance. These research outcomes clarify the investigation by Pruijn and Boucher (1994) which established “that transformational leadership is an extension of transactional leadership” (Bass, 1997). The difference between these two models according to Bass and Avolio (1994) is that the work performance of supporters of transformational leadership is usually beyond expectation, while the behaviour of the supporters of transactional leadership, at best, leads to anticipated work performance. This research will be used to improve the relationship between the leaders and employees of the courier company under investigation. It will be useful for the placement of individuals to leadership positions in the company. It will also impact on how future leadership training will be conducted by the company, and of course add to the body of knowledge. This is supported by research conducted in the service sector which states that “transformational leadership affects performance over and above transactional leadership” (Geyery and Steyrer, 1998).
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The role of leadership in implementing service delivery initiatives: a case study of Buffalo City Municipality
- Authors: Mthembu, Bhekisisa Jacob
- Date: 2012
- Subjects: Local government -- South Africa -- Buffalo City Municipal services -- Management -- South Africa -- Buffalo City Public administration -- South Africa -- Buffalo City Political leadership -- South Africa -- Buffalo City Buffalo City (South Africa) -- Officials and employees Municipal officials and employees -- South Africa -- Buffalo City Municipal services -- South Africa -- Buffalo -- Citizen participation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:781 , http://hdl.handle.net/10962/d1003902
- Description: In terms of the South African Government Structure, Local Government is entrusted with the service delivery mandate. Furthermore, Local Government, being the closest sphere of government to the people, is expected to enhance service delivery to the communities within its jurisdiction. Local Government has for the past four years, undergone numerous transformation processes, ranging from Local Authorities, to Transitional Local Councils and to Municipalities. Having mentioned that, Buffalo City Metropolitan Municipality, in particular, has recently acquired metropolitan status, which requires another transformation protocol. At the same time this automatically raises the bar on the service delivery expectations by the communities. In general, Local Government has been extensively supported by the National and Provincial Governments to deliver superior services to communities. This has happened through numerous pieces of legislations such as the Municipal Structures Act 117 of 1998, the Municipal Systems Act 32 of 2000, the Municipal Finance Management Act 56 of 2003 and the Constitution of the Republic of South Africa, act 108 of 1996. In 1997, the South African Government introduced a White Paper on the Transformation of the Public Service. This was to re-emphasis on the performance enhancing role of both the political and administrative leadership in the implementation of service delivery mandates. The need was identified that communities require an assurance that their needs are taken care of by the leadership of the municipalities. It is therefore the role of leadership to ensure effective implementation of service delivery initiatives and to promote a culture of performance among the administrative officials of the municipality. The aim of this study is to critically investigate the role of leadership: A case study of Buffalo City Metropolitan Municipality (BCMM), with the view that BCMM is considered one of the high capacity municipalities within the Eastern Cape Province. During the literature review, it became evident that different people and scholars, dating back in the early 90’s, view leadership in different forms. In sourcing the information for this research, structured interviews were conducted with five Directors, five Executive Mayoral Councillors and five Ward Councillors. The interviews were an extensive consultation process which resulted in over 30 hours of engagement with research participants, with an average of 2 hours per structured interview. A four week period was allocated and effectively utilised for this exercise. The research provides recommendations for further research on other related components of the subject such as the intended role as compared to the current role fulfilled by both administrative and political leadership, and suggested solutions to the current problems in Municipalities, in order to ensure their sustainability within Local Government. The research findings identified the need for the leadership to take the leading role in service delivery initiatives in order to address the service delivery challenges in local government. Political leadership need to enhance the public participation process to ensure the community is on board regarding the progress of their respective projects and planning processes.
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The characteristics and role of informal leaders in work groups : a South African perspective
- Authors: Wienekus, Barend Willem
- Date: 2010
- Subjects: Supervisors, industrial -- South Africa Leadership -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:1166 , http://hdl.handle.net/10962/d1002782
- Description: It has been twenty years since F W De Klerk unbanned the African National Congress. This momentous occasion changed overnight the business landscape in South Africa and the way business were done for many decades. Before and after this crucial moment in South African history, leaders played a significant role in bringing change about as well as managing it. Whether hierarchical or non-hierarchical, leadership manifests itself through all spheres of civilisation. Within any collective, formal as well as informal leadership are always at work and within the environment there always seems to be an individual that appears to hold equal or more influence and sway over the collective. This research investigates the characteristics and role of this individual, the informal leader. In addition, against the melting pot of the diversity of culture, social structures, economics, and demographics in South Africa, the influence of culture on how leadership is being perceived and experienced is also researched. The research is grounded in a post-positivists approach and conducted within a constructivist-interpretative paradigm. A qualitative approach is followed with personal interviews as the method to collect the data from respondents. The interview protocol consists of a combination of questions containing questions of both a quantitative and qualitative nature. Questions of a qualitative nature were open-ended and of an in-depth nature. The research is two pronged. The focus of the research is an Original Equipment Manufacturer (OEM) in the South African Motor Industry and for the primary goal of the research data was collected from employees within work groups of the OEM. The primary research goal investigates the role and characteristics of informal leaders in work groups as seen and experienced by their fellow employees and if there is any congruence with that of the role and characteristics of formal leaders. The study found no fundamental differences between the characteristics and role of formal and informal leaders. The characteristics and role of leaders between different cultures also appear to be the same. For the secondary research goal – determining whether the role and characteristics of informal leaders in work groups could be underpinned in the principles of Ubuntu and if consideration should be given to any cultural differences between leaders and followers by organisational hierarchies – the literature was reviewed in order to reach a conclusion with regards this goal. The literature indicates that culture does affect leadership, especially on how the leadership is executed and experienced in a multicultural society and if ignored, will have a detrimental effect on effective leadership. In order to strive towards achieving maximum productivity, it is imperative that management in South African organisations be aware of the changed dynamic within their organisations as well as on the global stage. The research therefore ends with the practical implications of informal leaders for organisations in South Africa. It is recommended that the importance and contribution of informal leaders within work groups in a multi-culture organisation needs not only to be considered as an element of group leadership, but should be accommodated by the organisation. It is also recommended that organisations recognise the cultural differences between leaders and followers in organisations and the possible consequences if ignored. If the competitive pressures and requirements of globalisation are ignored against the background of Afrocentric expectations and motivational imperatives of the South African workforce, it will result in an ineffective workforce, which will in due course render these organisations uncompetitive and non-sustainable locally and globally.
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The relationship between leadership style and employee engagement in Sasol Gas, South Africa
- Authors: Duma, Thobile
- Date: 2010
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/64034 , vital:28524
- Description: The main purpose of this study was to determine whether there is a significant relationship between leadership styles of Sasol Gas leaders and their followers’ level of employee engagement. The instruments used in the study were the Multifactor Leadership Questionnaire (MLQ) (Form 5X) and the Utrecht Work Engagement Scale (UWES 9). The MLQ (5X) was completed by the followers and leaders of Sasol Gas to determine whether Sasol Gas leaders use transactional, transformational and/or laissez-faire leadership styles. The work engagement instrument was completed by each follower to determine current levels of employee engagement. Descriptive statistics were obtained and correlations completed for the data to determine whether the different leadership styles exhibit different levels of engagement. The MLQ survey results indicate that leaders of Sasol Gas have more transformational than transactional leadership styles. The UWES 9 measured the three factors of vigour, dedication, and absorption; dedication had the highest mean compared to vigour and absorption, indicating that Sasol Gas employees strongly identify themselves with their work because it is experienced as meaningful, inspiring, and challenging. This research found a statistically significant, albeit weak, relationship between transformational and transactional leadership styles and employee engagement. This is a positive reflection of the current Sasol Gas leaders because empirical evidence shows that transformational leadership behaviours are more successful for attaining and fulfilling goals during organisational change.
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The relationship between innovation and leadership in First National Bank of South Africa
- Authors: Ward, Philip Henry
- Date: 2009
- Subjects: First National Bank of Southern Africa Banks and banking -- South Africa Bank management -- South Africa Leadership -- South Africa Organizational change -- South Africa Organizational effectiveness -- South Africa Chief executive officers -- South Africa Technological innovations -- Economic aspects -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:795 , http://hdl.handle.net/10962/d1004306
- Description: This research investigates the relationship between innovation and leadership in First National Bank in South Africa. In an information age paradigm, innovation is a key driver of organisational success. Innovation allows an information age company to create a sustainable competitive advantage over its competitors. First National Bank (FNB) has recognised the need for innovation and measures the amount of innovation generated in each business unit on an annual basis. Leadership is a key factor influencing innovation in large, multi-segment organisations, particularly transformational leadership. Large multi-segment organisations often have multi-functional teams and transformational leadership of these teams more effectively promotes innovation. Large multi-segment organisations also often have complex decision making processes. Transformational leadership ensures optimal innovative decisions rather than adequate decisions are reached. FNB is a multi-segment organisation comprising ten business units each headed by a Chief Executive Officer (CEO). The relationship between the level of innovation being generated annually by each business unit and the leadership style of the business unit CEO formed the focus of this research. The Multifactor Leadership Questionnaire was used to gather information on the leadership style of each CEO's. Data on the level of innovation within each of these business units was supplied by First National Bank. Data was statistically analysed against the innovation generated by each business unit using correlation analysis. Most of the results testing the relationship between transformational and transactional leadership and innovation were found not to be significant. This contradicts the theory which suggests a positive relationship between transformational leadership and innovation.
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The relationship between individual needs and the choice of incentive schemes in the South African Breweries
- Authors: Long, Allan
- Date: 2007
- Subjects: South African Breweries Ltd. Incentives in industry -- South Africa Workers' compensation -- South Africa Performance -- Management Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:800 , http://hdl.handle.net/10962/d1006119
- Description: After careful review of all the relevant literature pertaining to motivation, performance management and compensation in the form of incentives, this thesis focuses primarily on determining whether a statistically significant relationship exists between individual needs and the choice of an incentive scheme option. The secondary aims of the research are to determine whether: A relationship exists between the job grade of an individual and the choice of an incentive scheme. A particular incentive scheme option is preferred by the employees in The South African Breweries (SAB). A particular preference exists, and if so, to make recommendations to SAB for consideration as alternatives to their existing incentive scheme options. After collation of the survey data from the respondents in the sample, the analysis and discussion of the results determined that no significant relationship exists between individual needs and the choice of an incentive scheme option. It was, however, determined that a significant relationship exists between the grade of the employees in SAB and their choice of an incentive scheme. 81% of all respondents indicated a desire for shares as an option in their Short Term Incentives (STI) which indicates a desire for shares in some form or another and may well indicate a level of confidence and commitment by the employees to the organisation. Although the research hypothesis was not proven, significant insights into remuneration within SAB was obtained, which has resulted in recommendations being made for further research into the option of shares in some form or another in the organisation. A further recommendation for SAB is to consider some form of share options for all employees in the organisation. As many other organisations that are performing at remarkable levels attest this performance to share ownership and the behaviour that emanates from it, it would be in the interests of SAB to further investigate the issue as it may improve performance, ownership and retention within the company.
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The relationship between job satisfaction and absenteeism : a study of the shop floor workers in a motor manufacturing plant
- Authors: Mashonganyika, Oswald
- Date: 2004
- Subjects: Job satisfaction -- South Africa -- Eastern Cape Absenteeism (Labor) -- South Africa -- Eastern Cape Automobile industry and trade -- South Africa -- Eastern Cape -- Employees Industrial relations -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:809 , http://hdl.handle.net/10962/d1007518
- Description: This research hypothesises a statistical positive significant correlation between job satisfaction and absenteeism among the shop floor workers of a motor manufacturing plant in the impoverished province of the Eastern Cape in South Africa. According to the literature review, two schools of thought exist that argue on the nature of the relationship. One believes that absence from work is in some way a natural consequence of job dissatisfaction, i.e. arguing for a job satisfaction-absenteeism relationship. The second one argues for a no relationship, arguing that absence is a result of habitual behaviour and or behaviours influenced by socioeconomic factors such as poverty that affect the employees' ability and pressure to attend work. A sample of 150 workers was randomly selected from the 2500 shop floor workers. The Job Descriptive Index (lDI) questionnaires were used to measure the satisfaction index of the workers. The absence statistics for the sample workers were gathered from the organisation's Human Resources department and statistical tests for correlation and regression were conducted on the two variables - lDI and absence data. Contrary to the expectations of the study, the results showed that overall job satisfaction and absenteeism were not correlated. It concluded that the job dissatisfaction theory of absenteeism is empirically unsupportable and alternative conceptualisations of absence contributors and potentially fruitful research strategies are discussed.
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