Exploring the motivational factors of millennials in the automotive sector in South Africa
- Authors: Walters, Ashraf
- Date: 2020
- Subjects: Automobile industry and trade -- South Africa , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/50709 , vital:42388
- Description: Motivation in the workplace is the willingness of employees to exert high levels of effort in achieving the organisations goals and objectives. Motivation has been studied by psychologists and organisational experts throughout the ages and was consistently found that motivated employees provide organisations with improved productivity and a competitive edge. Millennials, born between the years of 1980 and 2000, are the biggest cohort since the baby boomer to enter the workplace. A significant amount of research was done on the characteristics of millennials but there is a limited amount of empirical research done on understanding and potentially improving motivation of millennials. The automotive industry is a key player and contributor to South Africa’s gross domestic product and employs a great number of people in direct and indirect jobs throughout the value chain. Against this backdrop, research was conducted within the automotive sector in the Gauteng and Eastern Cape (Nelson Mandela Bay) regions in South Africa aimed at exploring motivation under the context of leadership, communication, social responsibility, rewards and, given the tech savvy nature of millennials, the use of technology. This study was conducted under the positivistic paradigm, which employed a quantitative approach, by means of a questionnaire survey. The study and review of the literature by the researcher found that millennials value leadership which supports, and guides as oppose to enforces. Communication, which is transparent, concise but frequent. They are willing to make personal sacrifices working for an organisation who genuinely cares about Environment.Furthermore, millennials demand using technology to improve efficiency and interestingly, regards career development more than money as the most important and rewarding aspect. By understanding the motivational factors of millennials, Leaders can be equipped to keep them engaged, motivated and highly productive, after all, they are not only the future, but are fast becoming the present.
- Full Text:
- Date Issued: 2020
- Authors: Walters, Ashraf
- Date: 2020
- Subjects: Automobile industry and trade -- South Africa , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/50709 , vital:42388
- Description: Motivation in the workplace is the willingness of employees to exert high levels of effort in achieving the organisations goals and objectives. Motivation has been studied by psychologists and organisational experts throughout the ages and was consistently found that motivated employees provide organisations with improved productivity and a competitive edge. Millennials, born between the years of 1980 and 2000, are the biggest cohort since the baby boomer to enter the workplace. A significant amount of research was done on the characteristics of millennials but there is a limited amount of empirical research done on understanding and potentially improving motivation of millennials. The automotive industry is a key player and contributor to South Africa’s gross domestic product and employs a great number of people in direct and indirect jobs throughout the value chain. Against this backdrop, research was conducted within the automotive sector in the Gauteng and Eastern Cape (Nelson Mandela Bay) regions in South Africa aimed at exploring motivation under the context of leadership, communication, social responsibility, rewards and, given the tech savvy nature of millennials, the use of technology. This study was conducted under the positivistic paradigm, which employed a quantitative approach, by means of a questionnaire survey. The study and review of the literature by the researcher found that millennials value leadership which supports, and guides as oppose to enforces. Communication, which is transparent, concise but frequent. They are willing to make personal sacrifices working for an organisation who genuinely cares about Environment.Furthermore, millennials demand using technology to improve efficiency and interestingly, regards career development more than money as the most important and rewarding aspect. By understanding the motivational factors of millennials, Leaders can be equipped to keep them engaged, motivated and highly productive, after all, they are not only the future, but are fast becoming the present.
- Full Text:
- Date Issued: 2020
Psychological capital as a moderator of the relationship between intrinsic motivation and employee engagement at public hospital in the Eastern Cape, a South Africa
- Authors: Skoti , Bulumko
- Date: 2020
- Subjects: Employee motivation
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: http://hdl.handle.net/10353/18996 , vital:43006
- Description: Employee engagement is an important characteristic that all organizations would be happy to have among all their employees. This is because employee engagement is linked with many desirable organisational outcomes such as job satisfaction, productivity, and employee retention. It is therefore extremely important for organisations to know how engagement among employees can be generated or enhanced, especially in the South African public health sector that is characterised by high levels of stress and labour turnover among its employees. The main objective of the present study was accordingly to explore (i) the role of intrinsic motivation and psychological capital as individual and combined predictors of employee engagement, and (ii) the role of psychological capital as a moderator of the relationship between intrinsic motivation and employee engagement. A quantitative approach was adopted and a structured self-administered questionnaire was used in data collection. Simple Linear Regression and Hierarchical Multiple Regression were used in hypothesis testing. The results revealed a significant positive relationship between intrinsic motivation and employee engagement. Psychological capital was also found to be significantly positively related to employee engagement. Intrinsic motivation and psychological capital (combined) were found to account for a significantly higher proportion of variance in employee engagement than intrinsic motivation alone but they did not account for a significantly higher proportion of variance in employee engagement than psychological capital alone. The limitations of the study were highlighted and recommendations were made for future research directions. Recommendations were also made for the managerial and professional application of the results of the present study.
- Full Text:
- Date Issued: 2020
- Authors: Skoti , Bulumko
- Date: 2020
- Subjects: Employee motivation
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: http://hdl.handle.net/10353/18996 , vital:43006
- Description: Employee engagement is an important characteristic that all organizations would be happy to have among all their employees. This is because employee engagement is linked with many desirable organisational outcomes such as job satisfaction, productivity, and employee retention. It is therefore extremely important for organisations to know how engagement among employees can be generated or enhanced, especially in the South African public health sector that is characterised by high levels of stress and labour turnover among its employees. The main objective of the present study was accordingly to explore (i) the role of intrinsic motivation and psychological capital as individual and combined predictors of employee engagement, and (ii) the role of psychological capital as a moderator of the relationship between intrinsic motivation and employee engagement. A quantitative approach was adopted and a structured self-administered questionnaire was used in data collection. Simple Linear Regression and Hierarchical Multiple Regression were used in hypothesis testing. The results revealed a significant positive relationship between intrinsic motivation and employee engagement. Psychological capital was also found to be significantly positively related to employee engagement. Intrinsic motivation and psychological capital (combined) were found to account for a significantly higher proportion of variance in employee engagement than intrinsic motivation alone but they did not account for a significantly higher proportion of variance in employee engagement than psychological capital alone. The limitations of the study were highlighted and recommendations were made for future research directions. Recommendations were also made for the managerial and professional application of the results of the present study.
- Full Text:
- Date Issued: 2020
A sociological investigation of conflict and its effects on employees performance at the Windhoek training centre
- Authors: Van Wyk, Deria
- Date: 2019
- Subjects: Conflict Management-- Namibia , Employee motivation
- Language: English
- Type: Thesis , Masters , Degree
- Identifier: http://hdl.handle.net/10948/45734 , vital:38959
- Description: Conflicts are an inevitable part of organizational life since the goals of different stakeholders such as managers and staff are often incompatible. Conflict in the workplace can be detrimental to progress, efficiency and performance. In order to create a productive workforce, effective conflict resolution strategies need to be implemented. This has often led to workplace harmony and productivity. If not managed effectively and discreetly, workplace relationships will suffer and consequently will result in disunity and chaos. A cohesive work environment promotes employee performance and organizational effectiveness. Poorly managing conflicts in the workplace can have adverse effects on the level and frequency of future conflicts and can negatively affect productivity, job performance. The purpose of this study is to investigate the causes and effects of conflict at the Windhoek Vocational Training Centre and to find workable solutions to manage the conflict in an effort to improve job satisfaction and employee performance. Performance of Vocational Instructors at the WVTC are not always up to standard due to certain factors. This study aims to identify these factors and find solutions to address these problems. The study has followed a qualitative approach which included individual interviews using an interview guide. Secondary sources which ranges from journal articles and scholarly books were used as per social sciences research requirements
- Full Text:
- Date Issued: 2019
- Authors: Van Wyk, Deria
- Date: 2019
- Subjects: Conflict Management-- Namibia , Employee motivation
- Language: English
- Type: Thesis , Masters , Degree
- Identifier: http://hdl.handle.net/10948/45734 , vital:38959
- Description: Conflicts are an inevitable part of organizational life since the goals of different stakeholders such as managers and staff are often incompatible. Conflict in the workplace can be detrimental to progress, efficiency and performance. In order to create a productive workforce, effective conflict resolution strategies need to be implemented. This has often led to workplace harmony and productivity. If not managed effectively and discreetly, workplace relationships will suffer and consequently will result in disunity and chaos. A cohesive work environment promotes employee performance and organizational effectiveness. Poorly managing conflicts in the workplace can have adverse effects on the level and frequency of future conflicts and can negatively affect productivity, job performance. The purpose of this study is to investigate the causes and effects of conflict at the Windhoek Vocational Training Centre and to find workable solutions to manage the conflict in an effort to improve job satisfaction and employee performance. Performance of Vocational Instructors at the WVTC are not always up to standard due to certain factors. This study aims to identify these factors and find solutions to address these problems. The study has followed a qualitative approach which included individual interviews using an interview guide. Secondary sources which ranges from journal articles and scholarly books were used as per social sciences research requirements
- Full Text:
- Date Issued: 2019
A framework to enhance the appreciation and motivation of employees in an automotive factory
- Authors: Parsons, Paul Benjamin
- Date: 2018
- Subjects: Employee motivation , Work ethic Incentive awards Employees|xRating of Motor vehicle industry -- Psychological aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/23059 , vital:30402
- Description: Manufacturing in South Africa is constantly under pressure to produce more for less, and the automotive industry is no exception. Well known initiatives like “just-in-time” (JIT) manufacturing; “flexible manufacturing systems” (FMS); and “lean manufacturing”, are some of the strategies that manufacturing adopted to increase productivity. Due to the comparative extremely high capital investments that need to be spent before a single unit is built, manufacturing can only be competitive by exploring economics of scale; in doing this, manufacturers recoup capital outflow and start showing profit. Should this require that an employee be treated in the same way: used as an input into the production process? Human capital theory has been around for many decades, proclaiming that employees are more than just labourers. Gone are the days when work was an exchange between labour and money. Both parties demand more from each other. Employers want more commitment, efficiency and flexibility; employees, on the other hand, want more autonomy, purpose and appreciation. Employees are a company‟s biggest assets if treated and motivated correctly. Employee motivation is not a new concept – theorists and likeminded people have tried to dissect and understand the topic over millennia. It seems, however, that whenever a theory is formulated people‟s perception changes (almost like trying to hit a moving target). Some theorists claim that a totally new rule set is required to motivate employees in the information age. The bottom line seems to be that in order for companies to gain advantage from human capital, the area-specific motivational environment needs to be understood. Only when this is accomplished, can policies and incentives be aligned, resulting in a more committed, efficient and flexible employee. It is therefore imperative for an employer to understand both what motivates his or her employees, and what these employees recognise as appreciation.
- Full Text:
- Date Issued: 2018
- Authors: Parsons, Paul Benjamin
- Date: 2018
- Subjects: Employee motivation , Work ethic Incentive awards Employees|xRating of Motor vehicle industry -- Psychological aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/23059 , vital:30402
- Description: Manufacturing in South Africa is constantly under pressure to produce more for less, and the automotive industry is no exception. Well known initiatives like “just-in-time” (JIT) manufacturing; “flexible manufacturing systems” (FMS); and “lean manufacturing”, are some of the strategies that manufacturing adopted to increase productivity. Due to the comparative extremely high capital investments that need to be spent before a single unit is built, manufacturing can only be competitive by exploring economics of scale; in doing this, manufacturers recoup capital outflow and start showing profit. Should this require that an employee be treated in the same way: used as an input into the production process? Human capital theory has been around for many decades, proclaiming that employees are more than just labourers. Gone are the days when work was an exchange between labour and money. Both parties demand more from each other. Employers want more commitment, efficiency and flexibility; employees, on the other hand, want more autonomy, purpose and appreciation. Employees are a company‟s biggest assets if treated and motivated correctly. Employee motivation is not a new concept – theorists and likeminded people have tried to dissect and understand the topic over millennia. It seems, however, that whenever a theory is formulated people‟s perception changes (almost like trying to hit a moving target). Some theorists claim that a totally new rule set is required to motivate employees in the information age. The bottom line seems to be that in order for companies to gain advantage from human capital, the area-specific motivational environment needs to be understood. Only when this is accomplished, can policies and incentives be aligned, resulting in a more committed, efficient and flexible employee. It is therefore imperative for an employer to understand both what motivates his or her employees, and what these employees recognise as appreciation.
- Full Text:
- Date Issued: 2018
Enhancing employee engagement within exponential organisations
- Authors: Stander, Rizel
- Date: 2018
- Subjects: Employee motivation , Employees -- Attitudes Organizational change Reengineering (Management)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/35278 , vital:33690
- Description: Mayo (2016, p. 88) states that many researchers agree that investing in employee engagement has guaranteed great returns; the question for organisations are whether these returns will be linear or exponential for them. A new breed of company emerged called the “exponential organisation” which leverage accelerating technologies to achieve an unheard-of business model that shows exponential growth. However, this technology is still created, maintained and reinvented by employees. Therefore, the premise is that highly engaged employees are one of the key factors that fuel exponential organisations, and this was under investigation in this research study. Employee engagement has been extensively researched yet only a few organisations can claim the majority of their employees are highly engaged. The topic of employee engagement within exponential organisations, however, has barely been covered by scholars or practitioners. Subsequently, given that it is a new organisational phenomenon, little academic or practitioner’s research could be found. For this reason, the main purpose of this study was to find key drivers of employee engagement within exponential organisations to develop a theoretical framework and hypotheses which could be statistically tested. The outcomes could assist in enhancing employee engagement within exponential organisations, thereby achieving greater business success. An online survey questionnaire was used to gather empirical data within a financial technology exponential organisation. The sample consisted of 40 fulltime employees working in Australia, China and South Africa of which most were between the ages of 35 to 44 years old and have been with the organisation for less than two years. The results showed that organisational management and employee autonomy were found to have a direct positive relationship with the concept of employee engagement and is found to be key drivers of employee engagement within exponential organisations.
- Full Text:
- Date Issued: 2018
- Authors: Stander, Rizel
- Date: 2018
- Subjects: Employee motivation , Employees -- Attitudes Organizational change Reengineering (Management)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/35278 , vital:33690
- Description: Mayo (2016, p. 88) states that many researchers agree that investing in employee engagement has guaranteed great returns; the question for organisations are whether these returns will be linear or exponential for them. A new breed of company emerged called the “exponential organisation” which leverage accelerating technologies to achieve an unheard-of business model that shows exponential growth. However, this technology is still created, maintained and reinvented by employees. Therefore, the premise is that highly engaged employees are one of the key factors that fuel exponential organisations, and this was under investigation in this research study. Employee engagement has been extensively researched yet only a few organisations can claim the majority of their employees are highly engaged. The topic of employee engagement within exponential organisations, however, has barely been covered by scholars or practitioners. Subsequently, given that it is a new organisational phenomenon, little academic or practitioner’s research could be found. For this reason, the main purpose of this study was to find key drivers of employee engagement within exponential organisations to develop a theoretical framework and hypotheses which could be statistically tested. The outcomes could assist in enhancing employee engagement within exponential organisations, thereby achieving greater business success. An online survey questionnaire was used to gather empirical data within a financial technology exponential organisation. The sample consisted of 40 fulltime employees working in Australia, China and South Africa of which most were between the ages of 35 to 44 years old and have been with the organisation for less than two years. The results showed that organisational management and employee autonomy were found to have a direct positive relationship with the concept of employee engagement and is found to be key drivers of employee engagement within exponential organisations.
- Full Text:
- Date Issued: 2018
The influence of the state IT agency’s current performance-based rewards on employee motivation
- Authors: Lucwaba, Pamela Xolewa
- Date: 2018
- Subjects: Employee motivation , Incentive awards Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/22574 , vital:30008
- Description: Organisational success originates from employees’ willingness to use their abilities and skills so that an organisation continues to achieve its strategic objectives and thus remains competitive. The organisation’s task is to encourage and nourish these motivated employee inputs by putting effective rewards in place (Markova and Ford, 2011, p. 813.). In view of this, the purpose of this study was to gain a deeper understanding of the State IT Agency’s official performance-based rewards and to establish whether these rewards enhance employee motivation. A descriptive survey research design was adopted. The study targeted all 86 employees occupying non-managerial positions (Job level A1 – D1) at the State IT Agency – Eastern Cape. The study thus included the entire population. A structured questionnaire was used to collect data. Collected data was analysed using SPSS (Statistical Package for Social Sciences) for descriptive and inferential statistics. The results of the study were presented in frequency tables, cross-tabulations, histogram and line charts. The study revealed that intrinsically motivated employees are also motivated by financial and non-financial rewards. The research also showed that a statistically significant relationship exists between the number of years in the current position and employee motivation. This study’s results further revealed low levels of employee motivation as well as job dissatisfaction amongst the employees, dissatisfaction with the rewards provided by the organisation and that the State IT Agency is not providing employees with motivational factors perceived by employees as motivational. The study thus concluded that when the State IT Agency rewards outstanding employee performance with a performance-based bonus and a salary increase such employees’ motivation levels should be enhanced. It was recommended that the State IT Agency should design a total rewards strategy for the purpose of maximising the impact of various rewards on employee motivation. The State IT Agency should also focus on eliminating factors leading to employee dissatisfaction before implementing the proposed total rewards strategy because dissatisfied employees cannot be motivated.
- Full Text:
- Date Issued: 2018
- Authors: Lucwaba, Pamela Xolewa
- Date: 2018
- Subjects: Employee motivation , Incentive awards Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/22574 , vital:30008
- Description: Organisational success originates from employees’ willingness to use their abilities and skills so that an organisation continues to achieve its strategic objectives and thus remains competitive. The organisation’s task is to encourage and nourish these motivated employee inputs by putting effective rewards in place (Markova and Ford, 2011, p. 813.). In view of this, the purpose of this study was to gain a deeper understanding of the State IT Agency’s official performance-based rewards and to establish whether these rewards enhance employee motivation. A descriptive survey research design was adopted. The study targeted all 86 employees occupying non-managerial positions (Job level A1 – D1) at the State IT Agency – Eastern Cape. The study thus included the entire population. A structured questionnaire was used to collect data. Collected data was analysed using SPSS (Statistical Package for Social Sciences) for descriptive and inferential statistics. The results of the study were presented in frequency tables, cross-tabulations, histogram and line charts. The study revealed that intrinsically motivated employees are also motivated by financial and non-financial rewards. The research also showed that a statistically significant relationship exists between the number of years in the current position and employee motivation. This study’s results further revealed low levels of employee motivation as well as job dissatisfaction amongst the employees, dissatisfaction with the rewards provided by the organisation and that the State IT Agency is not providing employees with motivational factors perceived by employees as motivational. The study thus concluded that when the State IT Agency rewards outstanding employee performance with a performance-based bonus and a salary increase such employees’ motivation levels should be enhanced. It was recommended that the State IT Agency should design a total rewards strategy for the purpose of maximising the impact of various rewards on employee motivation. The State IT Agency should also focus on eliminating factors leading to employee dissatisfaction before implementing the proposed total rewards strategy because dissatisfied employees cannot be motivated.
- Full Text:
- Date Issued: 2018
Improving organisational commitment in a selected telecommunications company
- Authors: Shandu, Sizwesihle Derrick
- Date: 2016
- Subjects: Organizational commitment , Employee motivation , Telecommunication
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/4507 , vital:20610
- Description: As human resources become part of strategic management in many organisations, employees are said to play a crucial role in helping their organisations fulfil their goals. It is a fact that organisations are now relying heavily on the competence of their human resources to gain a competitive edge over their competitors. It is therefore important that organisations should have employees that are committed and motivated in order to be able to compete. This study seeks to improve organisational commitment of the employees in the maintenance section of the selected telecommunications company, by investigating whether variables such as appreciative leadership, organisational citizenship behaviour, psychological empowerment (as measured by perceived control, perceived competence and goal internalisation), job satisfaction and employee rewards are significantly or not significantly related to the organisational commitment of the employees in the selected company. A sample, consisting of 120 employees, including technicians, supervisors and managers, was selected. The study achieved a response rate of about 52% (51.7) after 120 questionnaires were distributed. The empirical results of the study showed that only psychological empowerment (as measured by goal internalisation) and job satisfaction were significantly related to organisational commitment of the employees of the selected company. The implementation of the recommendations of this study should contribute to increased organisational commitment in the selected company.
- Full Text:
- Date Issued: 2016
- Authors: Shandu, Sizwesihle Derrick
- Date: 2016
- Subjects: Organizational commitment , Employee motivation , Telecommunication
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/4507 , vital:20610
- Description: As human resources become part of strategic management in many organisations, employees are said to play a crucial role in helping their organisations fulfil their goals. It is a fact that organisations are now relying heavily on the competence of their human resources to gain a competitive edge over their competitors. It is therefore important that organisations should have employees that are committed and motivated in order to be able to compete. This study seeks to improve organisational commitment of the employees in the maintenance section of the selected telecommunications company, by investigating whether variables such as appreciative leadership, organisational citizenship behaviour, psychological empowerment (as measured by perceived control, perceived competence and goal internalisation), job satisfaction and employee rewards are significantly or not significantly related to the organisational commitment of the employees in the selected company. A sample, consisting of 120 employees, including technicians, supervisors and managers, was selected. The study achieved a response rate of about 52% (51.7) after 120 questionnaires were distributed. The empirical results of the study showed that only psychological empowerment (as measured by goal internalisation) and job satisfaction were significantly related to organisational commitment of the employees of the selected company. The implementation of the recommendations of this study should contribute to increased organisational commitment in the selected company.
- Full Text:
- Date Issued: 2016
Perceptions of internal rewards equity, equity sensitivity, psychological capital and work engagement
- Authors: Warneke, Kirsten Ruth
- Date: 2016
- Subjects: Work -- Psychological aspects , Job satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/4193 , vital:20565
- Description: Psychological capital and work engagement, both constructs rooted in positive psychology, have been associated with positive outcomes in the workplace, such as better job performance and organisational citizenship behaviours. The rewards practices of organisations have not been widely studied in relation to these positive psychological constructs, despite the clear importance of understanding how the way that employees are rewarded serves to motivate behaviour in the workplace. This study sought to bring together two rewards-centred constructs, namely, the perceptions of equity of rewards and the equity sensitivity of employees, and the two positive psychological constructs of psychological capital and work engagement, with the aim of understanding how these constructs relate to each other and, ultimately, discerning how reward systems might best be aligned to improve employee performance. A theoretical model was constructed based on a review of relevant literature, and eight hypotheses were set to test the model. This research took the form of a cross-sectional design, using a composite questionnaire to measure psychological capital, work engagement, equity sensitivity and perceptions of equity in rewards by means of a self-report electronic survey. Employees at a South African university were invited to participate in the study by means of an emailed invitation, and a sample of 305 respondents was achieved. Data analysis was conducted using descriptive and inferential statistics, which included frequency tables, Cronbach’s alpha testing, Pearson’s Product-Moment Correlations, chi-square tests, t-tests, analysis of variance, hierarchical regression analysis, confirmatory factor analysis, and structural equation modelling. The results of the survey showed that respondents had high levels of psychological capital with the exception of the medium scores on the Optimism dimension; levels of work engagement were high overall; responses regarding the perceptions of equity of rewards relating to promotions were most negative, with the rest of the perceptions of equity of rewards dimensions being scored neutrally; and scores for equity sensitivity showed a tendency toward a benevolent disposition. Significant differences were found between demographic groups in the sample for all of the constructs under investigation. Evidence was found in support of the hypothesised relationships in the theoretical model, with the exception of the hypothesised link between equity sensitivity and the perceptions of equity of rewards. The hypotheses regarding moderation relationships were not accepted, based on the results of the hierarchical regression analysis. Structural equation model testing resulted in unsatisfactory fit of the statistical model. Confirmatory factor analysis results provided support for the acceptability of the Equity Sensitivity Instrument, Utrecht Work Engagement Scale and Psychological Capital Questionnaire for use on a South African sample. As far as it could be ascertained, the constructs under investigation have not been examined together before. The study therefore contributes uniquely to the existing body of positive organisational behaviour research, and begins to fill the gap identified in the Rewards literature. A number of recommendations for researchers and for organisations stemming from the study are put forward.
- Full Text:
- Date Issued: 2016
- Authors: Warneke, Kirsten Ruth
- Date: 2016
- Subjects: Work -- Psychological aspects , Job satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/4193 , vital:20565
- Description: Psychological capital and work engagement, both constructs rooted in positive psychology, have been associated with positive outcomes in the workplace, such as better job performance and organisational citizenship behaviours. The rewards practices of organisations have not been widely studied in relation to these positive psychological constructs, despite the clear importance of understanding how the way that employees are rewarded serves to motivate behaviour in the workplace. This study sought to bring together two rewards-centred constructs, namely, the perceptions of equity of rewards and the equity sensitivity of employees, and the two positive psychological constructs of psychological capital and work engagement, with the aim of understanding how these constructs relate to each other and, ultimately, discerning how reward systems might best be aligned to improve employee performance. A theoretical model was constructed based on a review of relevant literature, and eight hypotheses were set to test the model. This research took the form of a cross-sectional design, using a composite questionnaire to measure psychological capital, work engagement, equity sensitivity and perceptions of equity in rewards by means of a self-report electronic survey. Employees at a South African university were invited to participate in the study by means of an emailed invitation, and a sample of 305 respondents was achieved. Data analysis was conducted using descriptive and inferential statistics, which included frequency tables, Cronbach’s alpha testing, Pearson’s Product-Moment Correlations, chi-square tests, t-tests, analysis of variance, hierarchical regression analysis, confirmatory factor analysis, and structural equation modelling. The results of the survey showed that respondents had high levels of psychological capital with the exception of the medium scores on the Optimism dimension; levels of work engagement were high overall; responses regarding the perceptions of equity of rewards relating to promotions were most negative, with the rest of the perceptions of equity of rewards dimensions being scored neutrally; and scores for equity sensitivity showed a tendency toward a benevolent disposition. Significant differences were found between demographic groups in the sample for all of the constructs under investigation. Evidence was found in support of the hypothesised relationships in the theoretical model, with the exception of the hypothesised link between equity sensitivity and the perceptions of equity of rewards. The hypotheses regarding moderation relationships were not accepted, based on the results of the hierarchical regression analysis. Structural equation model testing resulted in unsatisfactory fit of the statistical model. Confirmatory factor analysis results provided support for the acceptability of the Equity Sensitivity Instrument, Utrecht Work Engagement Scale and Psychological Capital Questionnaire for use on a South African sample. As far as it could be ascertained, the constructs under investigation have not been examined together before. The study therefore contributes uniquely to the existing body of positive organisational behaviour research, and begins to fill the gap identified in the Rewards literature. A number of recommendations for researchers and for organisations stemming from the study are put forward.
- Full Text:
- Date Issued: 2016
An international study on the influence of intrinsic rewards on the intrinsic motivation, work engagement and retention of employees in non-profit organisations
- Authors: Renard, Michelle
- Date: 2015
- Subjects: Employee motivation , Achievement motivation , Organisational behaviour
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/5148 , vital:20815
- Description: The primary objective of this thesis was to investigate whether intrinsic rewards play a role in the intrinsic motivation, work engagement and retention of employees working within non-profit organisations in Australia, Belgium, South Africa and the United States of America. It therefore served to form a cross-cultural comparison between employees from these four geographically dispersed yet culturally similar countries. A further aim was to determine whether demographic differences occurred across the four constructs studied. In order to achieve these objectives, a theoretical model was constructed to highlight the relationships between the constructs under study. The study made use of both qualitative and quantitative research to achieve the above-mentioned objectives. As a result of the data obtained from 15 qualitative interviews conducted with non-profit employees in Belgium and South Africa, two measuring instruments, namely the Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale, were developed to assess intrinsic rewards and intrinsic motivation respectively. These measuring instruments were qualitatively piloted on a sample of academics and non-profit employees, and were translated from English into Dutch for use on the Belgian sample. Once these instruments had been refined, they were combined with instruments to measure work engagement and intention to quit to form a composite questionnaire. This questionnaire was completed electronically by 587 non-profit employees from the four countries under study. Data analysis was conducted in the form of descriptive and inferential statistics, including frequency tables, Cronbach’s alpha testing, exploratory and confirmatory factor analysis, Pearson’s Product Moment Correlations, chi-square tests, t-tests, analysis of variance and structural equation modelling. The quantitative findings showed that intrinsic rewards lead to higher levels of intrinsic motivation, which in turn causes higher levels of work engagement and lower levels of intention to quit. Intrinsic rewards were also found directly to predict a reduction in employees’ intentions to quit their non-profit organisations, and work engagement directly predicted an increase in intention to quit. From a cross-cultural perspective, practically significant inter-country differences were discovered across the intrinsic rewards of meaningful work and challenging work; across intrinsic motivation and its three dimensions (personal connection to one’s work, personal desire to make a difference, and personal desire to perform); and across work engagement and its three factors (absorption, dedication and vigour). In addition to these inter-country results, age and job level differences were discovered across the four constructs under study, together with significant correlations between the four constructs. The Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale were successfully validated in both English and Dutch in this study, with a number of forms of validity being confirmed through factor analyses and correlations. Reliability was proven through satisfactory Cronbach’s alpha values being obtained for both language versions of the instruments. These results theoretically contribute to literature pertaining to intrinsic rewards and intrinsic motivation as a result of the development of two measuring instruments that were empirically validated to assess these constructs. Furthermore, the results make a valuable contribution to the field of rewards management globally. This study’s findings provide evidence for causal relationships between four constructs not previously tested empirically, specifically within Australia, Belgium, South Africa and the United States of America. Consequently, this study’s results hold important implications for the management of non-profit employees worldwide.
- Full Text:
- Date Issued: 2015
- Authors: Renard, Michelle
- Date: 2015
- Subjects: Employee motivation , Achievement motivation , Organisational behaviour
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/5148 , vital:20815
- Description: The primary objective of this thesis was to investigate whether intrinsic rewards play a role in the intrinsic motivation, work engagement and retention of employees working within non-profit organisations in Australia, Belgium, South Africa and the United States of America. It therefore served to form a cross-cultural comparison between employees from these four geographically dispersed yet culturally similar countries. A further aim was to determine whether demographic differences occurred across the four constructs studied. In order to achieve these objectives, a theoretical model was constructed to highlight the relationships between the constructs under study. The study made use of both qualitative and quantitative research to achieve the above-mentioned objectives. As a result of the data obtained from 15 qualitative interviews conducted with non-profit employees in Belgium and South Africa, two measuring instruments, namely the Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale, were developed to assess intrinsic rewards and intrinsic motivation respectively. These measuring instruments were qualitatively piloted on a sample of academics and non-profit employees, and were translated from English into Dutch for use on the Belgian sample. Once these instruments had been refined, they were combined with instruments to measure work engagement and intention to quit to form a composite questionnaire. This questionnaire was completed electronically by 587 non-profit employees from the four countries under study. Data analysis was conducted in the form of descriptive and inferential statistics, including frequency tables, Cronbach’s alpha testing, exploratory and confirmatory factor analysis, Pearson’s Product Moment Correlations, chi-square tests, t-tests, analysis of variance and structural equation modelling. The quantitative findings showed that intrinsic rewards lead to higher levels of intrinsic motivation, which in turn causes higher levels of work engagement and lower levels of intention to quit. Intrinsic rewards were also found directly to predict a reduction in employees’ intentions to quit their non-profit organisations, and work engagement directly predicted an increase in intention to quit. From a cross-cultural perspective, practically significant inter-country differences were discovered across the intrinsic rewards of meaningful work and challenging work; across intrinsic motivation and its three dimensions (personal connection to one’s work, personal desire to make a difference, and personal desire to perform); and across work engagement and its three factors (absorption, dedication and vigour). In addition to these inter-country results, age and job level differences were discovered across the four constructs under study, together with significant correlations between the four constructs. The Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale were successfully validated in both English and Dutch in this study, with a number of forms of validity being confirmed through factor analyses and correlations. Reliability was proven through satisfactory Cronbach’s alpha values being obtained for both language versions of the instruments. These results theoretically contribute to literature pertaining to intrinsic rewards and intrinsic motivation as a result of the development of two measuring instruments that were empirically validated to assess these constructs. Furthermore, the results make a valuable contribution to the field of rewards management globally. This study’s findings provide evidence for causal relationships between four constructs not previously tested empirically, specifically within Australia, Belgium, South Africa and the United States of America. Consequently, this study’s results hold important implications for the management of non-profit employees worldwide.
- Full Text:
- Date Issued: 2015
Staff retention at an institution of higher learning
- Authors: Sete, Lerato Virginia
- Date: 2015
- Subjects: Employee retention , Employee motivation , Education, Higher
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: http://hdl.handle.net/10948/6564 , vital:21111
- Description: The purpose of this study was to investigate staff retention at an institution of higher learning. The University of South Africa (UNISA) was the institution under scrutiny in this study. The reason for conducting the study was that employees at UNISA, and especially those at the College of Science, Engineering and Technology (CSET) with scarce skills, were difficult to attract and retain in their positions. It is thought that this scenario could create an increased workload and lead to stress and job dissatisfaction among remaining staff members in the college. This could resultantly influence the quality of education rendered to students. It was therefore important to identify the reasons behind staff turnover and to consider possible retention strategies that could be employed to retain employees at UNISA. The theoretical study focused on two main facets: factors that influence an employee’s decision to either leave or stay in an organisation; and on retention strategies used by the institution. In addition, interviews were conducted with a senior executive in the Human Resource Department and a senior academic manager in CSET at UNISA, to gain their views on how scarce skills were defined, the reasons for staff turnover and the utilisation of retention strategies to retain employees. A qualitative analysis was applied to the interview responses. In addition, a survey consisting of a self-administered questionnaire was conducted amongst academic staff at CSET and 64 responses were received, which represented a response rate of 30%. The questionnaire focused mainly on turnover intention, factors influencing turnover and retention strategies. The information gathered from the questionnaire was statistically analysed and interpreted. The respondents provided mostly positive responses to personal, job and organisational factors which influence retention compared with market factors, indicating that these factors played a significant role in retention. The results revealed that factors such as: remuneration and packages; recognising academic staff for their contribution; providing a satisfying and stimulating work environment; valuing and engaging employees and empowering supervision could be used to retain employees with scarce skills. The respondents agreed that UNISA could be perceived as an employer of choice and was actively seeking ways to retain employees, but were uncertain of the extent to which a fair compensation system, an attractive value proposition and care for employees with scarce skills were evident. No significant differences were found in terms of length of service, gender or race.
- Full Text:
- Date Issued: 2015
- Authors: Sete, Lerato Virginia
- Date: 2015
- Subjects: Employee retention , Employee motivation , Education, Higher
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: http://hdl.handle.net/10948/6564 , vital:21111
- Description: The purpose of this study was to investigate staff retention at an institution of higher learning. The University of South Africa (UNISA) was the institution under scrutiny in this study. The reason for conducting the study was that employees at UNISA, and especially those at the College of Science, Engineering and Technology (CSET) with scarce skills, were difficult to attract and retain in their positions. It is thought that this scenario could create an increased workload and lead to stress and job dissatisfaction among remaining staff members in the college. This could resultantly influence the quality of education rendered to students. It was therefore important to identify the reasons behind staff turnover and to consider possible retention strategies that could be employed to retain employees at UNISA. The theoretical study focused on two main facets: factors that influence an employee’s decision to either leave or stay in an organisation; and on retention strategies used by the institution. In addition, interviews were conducted with a senior executive in the Human Resource Department and a senior academic manager in CSET at UNISA, to gain their views on how scarce skills were defined, the reasons for staff turnover and the utilisation of retention strategies to retain employees. A qualitative analysis was applied to the interview responses. In addition, a survey consisting of a self-administered questionnaire was conducted amongst academic staff at CSET and 64 responses were received, which represented a response rate of 30%. The questionnaire focused mainly on turnover intention, factors influencing turnover and retention strategies. The information gathered from the questionnaire was statistically analysed and interpreted. The respondents provided mostly positive responses to personal, job and organisational factors which influence retention compared with market factors, indicating that these factors played a significant role in retention. The results revealed that factors such as: remuneration and packages; recognising academic staff for their contribution; providing a satisfying and stimulating work environment; valuing and engaging employees and empowering supervision could be used to retain employees with scarce skills. The respondents agreed that UNISA could be perceived as an employer of choice and was actively seeking ways to retain employees, but were uncertain of the extent to which a fair compensation system, an attractive value proposition and care for employees with scarce skills were evident. No significant differences were found in terms of length of service, gender or race.
- Full Text:
- Date Issued: 2015
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 affecting employee satisfaction in the O.R. Tambo District Municipality
- Authors: Maqoko, Sidwell Lizo
- Date: 2014
- Subjects: Job satisfaction , Employee motivation , Municipal officials and employees -- Job satisfaction -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8334 , http://hdl.handle.net/10948/d1020581
- Description: There is a perception that municipal employees are not committed to their jobs of delivering essential services to the residents.This perception is often exacerbated by media opinion that tend to project an unacceptable image about the work ethics and behaviour of public sector officials. Local government is at the coalface of services delivery in South Africa.Almost all complaints and service delivery protests are directed by communities to municipalities. This necessitates that local government employees should always be ready to serve the people with passion and vigour. From the advent of democratic dispensation in South Africa in 1994 the transformation of the public sector has become one of the central priorities of government.The Constitution of the Republic of South Africa (1996) sets the agenda of a developmental state and outlines objects of local government in Sections 152 and 153 of the supreme law of the land. Flowing from this Constitutional mandate a legislative and policy framework is enacted to guide the municipalities to ensure effective and efficient delivery of services to communities .In this respect the study argues that central to the delivery of services is the human capital. The researcher asserts that it is not the building or any other municipal asset that will ensure delivery of quality services to citizens, but the employees. Employees have a responsibility to ensure that goals and objectives of the OR Tambo District Municipality are realised. The researcher contends that there is a perception that there could be low levels of job satisfaction within the workforce of ORTDM .This could have a negative effect to the provision of basic services to the public .Thus this study is aimed to investigate factors that may affect employee satisfaction in the ORTDM. High level of job satisfaction amongst employees may cause ahighly dedicated and committed workforce. The consequence of that could be a positive impact on municipal performance.
- Full Text:
- Date Issued: 2014
- Authors: Maqoko, Sidwell Lizo
- Date: 2014
- Subjects: Job satisfaction , Employee motivation , Municipal officials and employees -- Job satisfaction -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8334 , http://hdl.handle.net/10948/d1020581
- Description: There is a perception that municipal employees are not committed to their jobs of delivering essential services to the residents.This perception is often exacerbated by media opinion that tend to project an unacceptable image about the work ethics and behaviour of public sector officials. Local government is at the coalface of services delivery in South Africa.Almost all complaints and service delivery protests are directed by communities to municipalities. This necessitates that local government employees should always be ready to serve the people with passion and vigour. From the advent of democratic dispensation in South Africa in 1994 the transformation of the public sector has become one of the central priorities of government.The Constitution of the Republic of South Africa (1996) sets the agenda of a developmental state and outlines objects of local government in Sections 152 and 153 of the supreme law of the land. Flowing from this Constitutional mandate a legislative and policy framework is enacted to guide the municipalities to ensure effective and efficient delivery of services to communities .In this respect the study argues that central to the delivery of services is the human capital. The researcher asserts that it is not the building or any other municipal asset that will ensure delivery of quality services to citizens, but the employees. Employees have a responsibility to ensure that goals and objectives of the OR Tambo District Municipality are realised. The researcher contends that there is a perception that there could be low levels of job satisfaction within the workforce of ORTDM .This could have a negative effect to the provision of basic services to the public .Thus this study is aimed to investigate factors that may affect employee satisfaction in the ORTDM. High level of job satisfaction amongst employees may cause ahighly dedicated and committed workforce. The consequence of that could be a positive impact on municipal performance.
- 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
A study to determine the motivational climate in the Department of Health
- Authors: Seitshiro, Tshidiso
- Date: 2013
- Subjects: Employee motivation , Job satisfaction -- South Africa -- Eastern Cape , Public health -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:8916 , http://hdl.handle.net/10948/d1021090
- Description: The Department of Health, being a public entity, has a responsibility to provide quality health services to the community. The Department has experienced repeated negative feedback from the press with respect to job dissatisfaction and the quality of service. This could be the result of low employee motivation. The researcher was concerned and interested in investigating possible causes of these allegations by the press. The main purpose of this study was to analyse the motivational climate of employees in the Department of Health. The study included a literature study of employee motivation and organisational climate. The purpose of the literature was to determine how the Department of Health measures up to what the literature reveals. A questionnaire was used as an instrument to collect data. The questionnaire was formulated from the literature discussed in the research study. The major findings indicated that the level of motivation in the Department of Health was low. Findings also indicated the majority of employees were not trained in the Batho Pele principle. The researcher argued that if employees were trained in the Batho Pele principle and also practised, the negative press feedback would be minimal. The researcher suggested certain recommendations for those areas where findings indicated shortcomings in an attempt to increase the overall levels of employee motivation within the Department of Health.
- Full Text:
- Date Issued: 2013
- Authors: Seitshiro, Tshidiso
- Date: 2013
- Subjects: Employee motivation , Job satisfaction -- South Africa -- Eastern Cape , Public health -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:8916 , http://hdl.handle.net/10948/d1021090
- Description: The Department of Health, being a public entity, has a responsibility to provide quality health services to the community. The Department has experienced repeated negative feedback from the press with respect to job dissatisfaction and the quality of service. This could be the result of low employee motivation. The researcher was concerned and interested in investigating possible causes of these allegations by the press. The main purpose of this study was to analyse the motivational climate of employees in the Department of Health. The study included a literature study of employee motivation and organisational climate. The purpose of the literature was to determine how the Department of Health measures up to what the literature reveals. A questionnaire was used as an instrument to collect data. The questionnaire was formulated from the literature discussed in the research study. The major findings indicated that the level of motivation in the Department of Health was low. Findings also indicated the majority of employees were not trained in the Batho Pele principle. The researcher argued that if employees were trained in the Batho Pele principle and also practised, the negative press feedback would be minimal. The researcher suggested certain recommendations for those areas where findings indicated shortcomings in an attempt to increase the overall levels of employee motivation within the Department of Health.
- Full Text:
- Date Issued: 2013
Retention strategies for knowledge workers at a consulting engineering firm
- Authors: Ketye, Lungelo
- Date: 2013
- Subjects: Employee retention , Employee motivation , Job satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6247 , vital:21059
- Description: The Consulting Engineering industry plays a very critical role in the construction industry. Its primary role is to plan and design projects before they go on to the construction phase. During the construction phase of a project, consulting engineers are responsible for supervising the works and ensuring that construction is done according to design specifications. The selected company, where this study was conducted, provides civil engineering consulting services. The main purpose of the research was to identify retention strategies that could be used by the company in order to reduce staff turnover. To achieve this objective, the researcher completed a literature study. The literature study revealed the characteristics of knowledge workers, and what makes knowledge workers wish to extend their stay with an organisation. The study examined variables that lead to staff turnover i.e. leadership and communication, organizational culture, performance management and job satisfaction. The empirical study was conducted at LK Consulting Engineers. A survey with a questionnaire was administered to all engineering practitioners who were registered with the Engineering Council of South Africa. Interviews were also conducted with three managers. The study demonstrated that leadership and communication, organisational culture, performance management and job satisfaction are important variables leading to retention of knowledge workers. The study also demonstrated that training and financial remuneration is not enough to retain knowledge workers, employees should feel valued and provided with the opportunities to make meaningful contributions to the organisation.
- Full Text:
- Date Issued: 2013
- Authors: Ketye, Lungelo
- Date: 2013
- Subjects: Employee retention , Employee motivation , Job satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6247 , vital:21059
- Description: The Consulting Engineering industry plays a very critical role in the construction industry. Its primary role is to plan and design projects before they go on to the construction phase. During the construction phase of a project, consulting engineers are responsible for supervising the works and ensuring that construction is done according to design specifications. The selected company, where this study was conducted, provides civil engineering consulting services. The main purpose of the research was to identify retention strategies that could be used by the company in order to reduce staff turnover. To achieve this objective, the researcher completed a literature study. The literature study revealed the characteristics of knowledge workers, and what makes knowledge workers wish to extend their stay with an organisation. The study examined variables that lead to staff turnover i.e. leadership and communication, organizational culture, performance management and job satisfaction. The empirical study was conducted at LK Consulting Engineers. A survey with a questionnaire was administered to all engineering practitioners who were registered with the Engineering Council of South Africa. Interviews were also conducted with three managers. The study demonstrated that leadership and communication, organisational culture, performance management and job satisfaction are important variables leading to retention of knowledge workers. The study also demonstrated that training and financial remuneration is not enough to retain knowledge workers, employees should feel valued and provided with the opportunities to make meaningful contributions to the organisation.
- Full Text:
- Date Issued: 2013
The influence of motivational factors on corporate performance and customer satisfaction
- Authors: Potgieter, Adéle
- Date: 2013
- Subjects: Consumer satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9312 , http://hdl.handle.net/10948/d1019738
- Description: South Africa is ranked 44th place out of 53 countries (IMD 2011). It would seem imperative for the South African Government and the private sector to pay close attention to studies of this nature that indicate the importance of certain factors on the motivation of employees. In essence this study could assist Government and the private sector in understanding the importance of different factors that influence motivation of employees and the profitability of organisations. Should organisations re-align their focus on motivation of employees by taking cognisance of the elements addressed in this study, it could have a positive effect on the productivity of individual firms as well as on national productivity. The purpose of this study was to establish which motivational factors have an effect on the motivation of employees that would affect their individual, the organisational performance and customer satisfaction. The study aimed at firstly identifying motivational factors that has an influence on organisational performance. Secondly, investigating the effect of employee performance on organisational performance and thirdly investigating the impact of employee performance on customer satisfaction. The primary objective of this study was to establish which motivational factors have an effect on the motivation of employees thus affecting their individual and organisational performance and customer satisfaction. The relationship between work motivation, performance and productivity is complex. Although work motivation seems to have a significant impact on performance and productivity, it is certainly not the only influencing factor (Fisher, Katz, Miller & Thatcher 2003:82). Research has indicated that besides motivation, productivity is influenced by a variety of factors which could include the employee’s ability, skills, training, and availability of resources, management practices and economic conditions. In the light of the above, this study endeavoured to establish which dominant motivational factors have an influence on employee, corporate performance and customer satisfaction. Different motivational factors including hygiene factors, such as attitude, job satisfaction, rewards, leadership styles and communication were discussed as well as their influence on employee and organisational performance Information was gathered through secondary research. The investigation also included an exploration of different research methodologies, methods of data collection and analysis for this specific study. The main empirical research findings indicated that there is a positive relationship between motivator factors and employee performance as well as between management communication and employee performance. It is recommended that a policy and control manual should be compiled and distributed to new employees as part of their induction programme. The policies should be updated annually to incorporate changes in the organisation and to indicate to employees that management is serious about creating positive relationships between employees and employers. There is also a positive relationship between employee performance and organisational performance. It is recommended that organisations implement employee performance management systems that link to organisational performance goals in order to be able to critically access the performance of the employee in relation to the broader goals and results of an organisation. The relationship between motivational factors and customer satisfaction should however be investigated further. There seems to be different views in the literature on whether customer satisfaction surveys (or other measurements) should be used to support this relationship.
- Full Text:
- Date Issued: 2013
- Authors: Potgieter, Adéle
- Date: 2013
- Subjects: Consumer satisfaction , Employee motivation
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9312 , http://hdl.handle.net/10948/d1019738
- Description: South Africa is ranked 44th place out of 53 countries (IMD 2011). It would seem imperative for the South African Government and the private sector to pay close attention to studies of this nature that indicate the importance of certain factors on the motivation of employees. In essence this study could assist Government and the private sector in understanding the importance of different factors that influence motivation of employees and the profitability of organisations. Should organisations re-align their focus on motivation of employees by taking cognisance of the elements addressed in this study, it could have a positive effect on the productivity of individual firms as well as on national productivity. The purpose of this study was to establish which motivational factors have an effect on the motivation of employees that would affect their individual, the organisational performance and customer satisfaction. The study aimed at firstly identifying motivational factors that has an influence on organisational performance. Secondly, investigating the effect of employee performance on organisational performance and thirdly investigating the impact of employee performance on customer satisfaction. The primary objective of this study was to establish which motivational factors have an effect on the motivation of employees thus affecting their individual and organisational performance and customer satisfaction. The relationship between work motivation, performance and productivity is complex. Although work motivation seems to have a significant impact on performance and productivity, it is certainly not the only influencing factor (Fisher, Katz, Miller & Thatcher 2003:82). Research has indicated that besides motivation, productivity is influenced by a variety of factors which could include the employee’s ability, skills, training, and availability of resources, management practices and economic conditions. In the light of the above, this study endeavoured to establish which dominant motivational factors have an influence on employee, corporate performance and customer satisfaction. Different motivational factors including hygiene factors, such as attitude, job satisfaction, rewards, leadership styles and communication were discussed as well as their influence on employee and organisational performance Information was gathered through secondary research. The investigation also included an exploration of different research methodologies, methods of data collection and analysis for this specific study. The main empirical research findings indicated that there is a positive relationship between motivator factors and employee performance as well as between management communication and employee performance. It is recommended that a policy and control manual should be compiled and distributed to new employees as part of their induction programme. The policies should be updated annually to incorporate changes in the organisation and to indicate to employees that management is serious about creating positive relationships between employees and employers. There is also a positive relationship between employee performance and organisational performance. It is recommended that organisations implement employee performance management systems that link to organisational performance goals in order to be able to critically access the performance of the employee in relation to the broader goals and results of an organisation. The relationship between motivational factors and customer satisfaction should however be investigated further. There seems to be different views in the literature on whether customer satisfaction surveys (or other measurements) should be used to support this relationship.
- Full Text:
- Date Issued: 2013
The role of middle managers in creating a motivating climate
- Authors: Wahl, Craig Paul
- Date: 2013
- Subjects: Employee motivation , Motivation (Psychology) , Middle managers , Executives -- Attitudes
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9409 , http://hdl.handle.net/10948/d1019979
- Description: Middle managers are important role players in organisations today. They are the link between the executive and the employees of organisations. Managers must ensure that the employees under their supervision fulfil their duties and responsibilities in the execution of their tasks, in order that the organisation achieves the strategic goals as set by the executive. For employees to perform at their peak and to ensure continual motivation, employees should find themselves in a motivated work environment. Managers are key to establishing this motivating climate; however they are only able to do this if they have sufficient authority to motivate their subordinates. Managers must not only have the authority, but they must also have the leadership skills and capacity to motivate. The question which forms the base of this research is whether managers are authorised and equipped to motivate their subordinates. The research topic fell within the quantitative paradigm with data being collected through the use of a questionnaire, which was distributed via electronic means to a sample of the population. The sample was selected using a non-random sampling method. The results were analysed and interpreted to ascertain if they aligned with the theory. The Respondents confirmed that motivation is deemed important which is the responsibility of managers to motivate their subordinates. The organisations in which the managers work should enable them to reward and recognise the employees. It was clear that the authority to reward and recognise is still limited in organisations, which creates substantial complications for managers who are not able to utilise all the tools of motivation which is needed for subordinates to achieve their full potential. Recommendations were submitted that organisations should consider effectively empowering and up-skilling their managers on all the tools of motivation and techniques on how to enhance their emotional intelligence to better understand and motivate their subordinates.
- Full Text:
- Date Issued: 2013
- Authors: Wahl, Craig Paul
- Date: 2013
- Subjects: Employee motivation , Motivation (Psychology) , Middle managers , Executives -- Attitudes
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9409 , http://hdl.handle.net/10948/d1019979
- Description: Middle managers are important role players in organisations today. They are the link between the executive and the employees of organisations. Managers must ensure that the employees under their supervision fulfil their duties and responsibilities in the execution of their tasks, in order that the organisation achieves the strategic goals as set by the executive. For employees to perform at their peak and to ensure continual motivation, employees should find themselves in a motivated work environment. Managers are key to establishing this motivating climate; however they are only able to do this if they have sufficient authority to motivate their subordinates. Managers must not only have the authority, but they must also have the leadership skills and capacity to motivate. The question which forms the base of this research is whether managers are authorised and equipped to motivate their subordinates. The research topic fell within the quantitative paradigm with data being collected through the use of a questionnaire, which was distributed via electronic means to a sample of the population. The sample was selected using a non-random sampling method. The results were analysed and interpreted to ascertain if they aligned with the theory. The Respondents confirmed that motivation is deemed important which is the responsibility of managers to motivate their subordinates. The organisations in which the managers work should enable them to reward and recognise the employees. It was clear that the authority to reward and recognise is still limited in organisations, which creates substantial complications for managers who are not able to utilise all the tools of motivation which is needed for subordinates to achieve their full potential. Recommendations were submitted that organisations should consider effectively empowering and up-skilling their managers on all the tools of motivation and techniques on how to enhance their emotional intelligence to better understand and motivate their subordinates.
- Full Text:
- Date Issued: 2013