The development of a personal philosophy and practice of servant leadership : a grounded theory study
- Authors: Taylor, Simon Michael
- Date: 2014
- Subjects: Hilton College (Pietermaritzburg, South Africa) , Servant leadership , Grounded theory , Community and school -- South Africa -- KwaZulu-Natal , Student volunteers in social service -- South Africa -- KwaZulu-Natal , Educational leadership -- South Africa -- KwaZulu-Natal
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1199 , http://hdl.handle.net/10962/d1012986
- Description: The purpose of this study is to develop a substantive grounded theory explaining the development of a philosophy and the practice of leadership amongst young adults who had attended Hilton College and whom were exposed to their servant leadership development programme. The grounded theory method in this study was developed using conventions identified by Strauss and Corbin (1990) and relying upon a collection of incidents noted during interviews with former students, teachers, housemasters, headmaster and Hiltonian Society board members. In total thirty-six interviews were conducted over a period of four years in South Africa, the United Kingdom and Kenya. Using the grounded theory methodology, an understanding of the theoretical model emerged through the development of a personal philosophy and the practice of servant leadership. Related to the central phenomenon of individual leadership philosophy and practice, the causal condition of opportunity to lead, influenced how the individual philosophy and practice emerged. Strategies used by the participants to nurture their philosophy and practice of leadership were the leadership development programme, community service, feedback and reflection. The data identified the intervening conditions and conditions relating to the context of the leadership philosophy and practice. The consequences of developing a leadership philosophy and practice were related to leadership behaviour; self-esteem; growth; follower relations; empowering of others; and relationship to institutions. The theoretical model illustrated the holistic nature of an individual’s leadership philosophy and practice. In this instance, the nature of the data revealed that the individual's leadership philosophy and practice that developed amongst the participants was predominately servant leadership. The different approaches to leadership development were scrutinised with the intention of locating the grounded theory that developed in this study, within the available literature. The literature did provide some useful insights, in particular the social field theory of Bourdieu (1998), which offered a more encompassing explanation and showed much promise in providing an understanding of leadership development. Wheatley's (1999) interpretation of field theory further explained the influence of servant leadership in leadership development. Finally, the researcher developed a set of propositions and recommendations for practice and future research and discussed the value of this research.
- Full Text:
- Authors: Taylor, Simon Michael
- Date: 2014
- Subjects: Hilton College (Pietermaritzburg, South Africa) , Servant leadership , Grounded theory , Community and school -- South Africa -- KwaZulu-Natal , Student volunteers in social service -- South Africa -- KwaZulu-Natal , Educational leadership -- South Africa -- KwaZulu-Natal
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1199 , http://hdl.handle.net/10962/d1012986
- Description: The purpose of this study is to develop a substantive grounded theory explaining the development of a philosophy and the practice of leadership amongst young adults who had attended Hilton College and whom were exposed to their servant leadership development programme. The grounded theory method in this study was developed using conventions identified by Strauss and Corbin (1990) and relying upon a collection of incidents noted during interviews with former students, teachers, housemasters, headmaster and Hiltonian Society board members. In total thirty-six interviews were conducted over a period of four years in South Africa, the United Kingdom and Kenya. Using the grounded theory methodology, an understanding of the theoretical model emerged through the development of a personal philosophy and the practice of servant leadership. Related to the central phenomenon of individual leadership philosophy and practice, the causal condition of opportunity to lead, influenced how the individual philosophy and practice emerged. Strategies used by the participants to nurture their philosophy and practice of leadership were the leadership development programme, community service, feedback and reflection. The data identified the intervening conditions and conditions relating to the context of the leadership philosophy and practice. The consequences of developing a leadership philosophy and practice were related to leadership behaviour; self-esteem; growth; follower relations; empowering of others; and relationship to institutions. The theoretical model illustrated the holistic nature of an individual’s leadership philosophy and practice. In this instance, the nature of the data revealed that the individual's leadership philosophy and practice that developed amongst the participants was predominately servant leadership. The different approaches to leadership development were scrutinised with the intention of locating the grounded theory that developed in this study, within the available literature. The literature did provide some useful insights, in particular the social field theory of Bourdieu (1998), which offered a more encompassing explanation and showed much promise in providing an understanding of leadership development. Wheatley's (1999) interpretation of field theory further explained the influence of servant leadership in leadership development. Finally, the researcher developed a set of propositions and recommendations for practice and future research and discussed the value of this research.
- Full Text:
An evaluation of the performance management and development system of the Eastern Cape Department of Health
- Authors: Javu, Mncedi Gladman
- Date: 2013
- Subjects: Eastern Cape (South Africa) -- Department of Health -- Management Performance -- Management Personnel management -- South Africa , Eastern Cape Health Department
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:717 , http://hdl.handle.net/10962/d1001871
- Description: This study used a quantitative approach to evaluate the application of the performance management and development system in the Eastern Cape Department of Health, from the perspective of employees. The evaluation report has three sections that are designed as interrelated but stand-alone documents. Section One is written as a report directed to the Eastern Cape Department of Health. Section Two is a review of the relevant literature that was conducted to review the existing literature related to the application of performance management and development systems, and underpinned the construction of the questionnaire. Section Three provides a description and justification of the design of the research, as well as describing the research procedure followed. Pertinent components of Sections Two and Three are extracted from these sections and included in the report in Section One. The literature review focused on the following areas: the purpose of performance management, components of the performance management process, challenges/ criticism of performance management systems, integration of performance management with other systems and the effectiveness of performance management system. The results revealed that about 74% of employees disagree that management is committed towards the successful application of the performance management system. This finding concurs with the literature. For example, De Waal and Counet (2009:367) argue that one of the problems in the application of performance management system is that the management lacks commitment to the implementation of a performance management system. Systematic sampling (Leedy and Ormrod, 2010) was used to select 120 participants in three Departmental programmes or clusters from grade levels six to 15. The researcher distributed the questionnaires to every fifth person of the population electronically using SurveyBob, which is an on line survey tool. The collected data was then analyzed using Excel software. The findings indicated that although overall employees are not satisfied with the application of the PMDS system in the Eastern Cape Department of Health, there were some successes. Nevertheless, the challenges outweighed successes of the system. The challenges that resulted in the failure of the system include poor communication, a lack of understanding of the system by the employees and a lack of knowledge with regards to the integration of PMDS with other initiatives and plans already in place. Page 4 There were positive views with enabling factors and these were work plans that are mutually agreed upon between the employee and their supervisors and are aligned to departmental strategic priorities. Constraining factors included the low levels of commitment of the management to the application of the PMDS processes, review meetings not being undertaken on a quarterly basis, and a lack of written outcome reviews. The majority of the study participants believe that the PMDS lacks fairness in its implementation. Recommendations were made on the basis of the gaps that were identified so as to improve the application of the performance management system in the Eastern Cape Department of Health. It is therefore recommended that the Department should ensure that training and development of employees on the PMDS takes place to enhance manager’s understanding of the policy. This will enable managers to understand the important role played by performance management in their day to day activities. A performance management and development system needs to be integrated with all other processes to be effective. On-going communication of the PMDS policy should be considered. Accountability of managers to the Accounting Officer and submission of quarterly reports are imperative to ensure their compliance. In conclusion, dissatisfaction outweighs satisfaction of the employees with regards to the implementation of the PMDS system.
- Full Text:
- Authors: Javu, Mncedi Gladman
- Date: 2013
- Subjects: Eastern Cape (South Africa) -- Department of Health -- Management Performance -- Management Personnel management -- South Africa , Eastern Cape Health Department
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:717 , http://hdl.handle.net/10962/d1001871
- Description: This study used a quantitative approach to evaluate the application of the performance management and development system in the Eastern Cape Department of Health, from the perspective of employees. The evaluation report has three sections that are designed as interrelated but stand-alone documents. Section One is written as a report directed to the Eastern Cape Department of Health. Section Two is a review of the relevant literature that was conducted to review the existing literature related to the application of performance management and development systems, and underpinned the construction of the questionnaire. Section Three provides a description and justification of the design of the research, as well as describing the research procedure followed. Pertinent components of Sections Two and Three are extracted from these sections and included in the report in Section One. The literature review focused on the following areas: the purpose of performance management, components of the performance management process, challenges/ criticism of performance management systems, integration of performance management with other systems and the effectiveness of performance management system. The results revealed that about 74% of employees disagree that management is committed towards the successful application of the performance management system. This finding concurs with the literature. For example, De Waal and Counet (2009:367) argue that one of the problems in the application of performance management system is that the management lacks commitment to the implementation of a performance management system. Systematic sampling (Leedy and Ormrod, 2010) was used to select 120 participants in three Departmental programmes or clusters from grade levels six to 15. The researcher distributed the questionnaires to every fifth person of the population electronically using SurveyBob, which is an on line survey tool. The collected data was then analyzed using Excel software. The findings indicated that although overall employees are not satisfied with the application of the PMDS system in the Eastern Cape Department of Health, there were some successes. Nevertheless, the challenges outweighed successes of the system. The challenges that resulted in the failure of the system include poor communication, a lack of understanding of the system by the employees and a lack of knowledge with regards to the integration of PMDS with other initiatives and plans already in place. Page 4 There were positive views with enabling factors and these were work plans that are mutually agreed upon between the employee and their supervisors and are aligned to departmental strategic priorities. Constraining factors included the low levels of commitment of the management to the application of the PMDS processes, review meetings not being undertaken on a quarterly basis, and a lack of written outcome reviews. The majority of the study participants believe that the PMDS lacks fairness in its implementation. Recommendations were made on the basis of the gaps that were identified so as to improve the application of the performance management system in the Eastern Cape Department of Health. It is therefore recommended that the Department should ensure that training and development of employees on the PMDS takes place to enhance manager’s understanding of the policy. This will enable managers to understand the important role played by performance management in their day to day activities. A performance management and development system needs to be integrated with all other processes to be effective. On-going communication of the PMDS policy should be considered. Accountability of managers to the Accounting Officer and submission of quarterly reports are imperative to ensure their compliance. In conclusion, dissatisfaction outweighs satisfaction of the employees with regards to the implementation of the PMDS system.
- Full Text:
Analysis of the implementation of corporate level strategy in a South Afircan furniture retailer
- Authors: Nkatsha, Thembinkosi Sydney
- Date: 2013
- Subjects: Reengineering (Management) , Consolidation and merger of corporations -- South Africa -- Case studies , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:856 , http://hdl.handle.net/10962/d1018272
- Description: [Integrative Summary] This study is situated in the complex field of change management, and strategy execution. The study focuses on the corporate level restructuring of Ellerine Holdings Limited (EHL), subsequent to its acquisition by the micro lending financial institution African Bank Investments Limited (ABIL). The interest of the researcher was aroused by the uniqueness of the relationship. This was the first of its kind in a South African context, where a banker owned a furniture retailer. The restructuring was undertaken shortly after the acquisition. This research paper adopted a case study approach, in describing the restructuring initiative that took place in EHL, focusing on the period between January 2008 and the end of 2010/ 11 financial year on the 30th of September 2011. The case captures the significant phases of the restructuring including a background of (1) the protagonist, Toni Fourie (Chief Executive Officer), (2) EHL as the researched company, (3) the industry it operates in, and (4) the case content. Brief teaching notes have been provided to explain the teaching value of the case and to assist with its delivery in the classroom. Attention is drawn to a presentation by the protagonist in November 2011, named 'A CEO Insight' where he gave an overview and insights of the road travelled in restructuring Ellerine Holdings Limited, and more importantly highlights the following about the purpose and nature of the restructuring of the organisation. • A plan to change the way the industry works. • The creation of a profitable, stand-alone retail business through: o The sale of two companies, the closure of two companies and consolidating from thirteen to six brands. o Separating financial services from retail. o Moving the financial services component to African Bank, also a subsidiary of ABIL. o Redesigning the credit model. o Completion of twelve system changes. • Over R600million reduction in cost • A place where people want to work. The restructuring outlined above represents a major shake-up in many aspects of the corporation. The main challenge for Toni Fourie and his team was: how best could they restructure EHL to extract synergies between their two subsidiaries Ellerine Holdings Limited & African Bank to increase shareholders ' value at Group level. The case seeks to describe this in detail. The overarching strategy underpinning the restructuring of the researched corporation is premised on the price volume elasticity equation, by reducing the cost of credit, thereby driving pricing down within the brands, and facilitating more people having access to affordable credit. The case study of the restructuring is presented in Section 1. A review of relevant literature on strategy implementation is presented in Section 2, focusing on restructuring. Successful implementation of strategies only takes place with structures that are developed by organisations to support the achievement of their strategic objectives. Organisational architecture and design have a critical role to play in the execution of organisational strategies. Nadler and Tushman (1978) emphasise the importance of congruence in the organisational design, for the organization to not only deliver superior results but to sustain them over a period of time. Research by Okumus (2005) seems to tell us that the lack of credible framework to implement strategy, has contributed the high failure rate of strategy initiatives. Although this is a strategy implementation case, it also touches on aspects of leadership - mainly the architectural role - and the role, or influence of strategic leadership, in restructuring the corporation. The results of this research paper were achieved by following a specific research methodology. The aim of the research was to analyse the restructuring of the researched company at corporate level, having the following objectives in mind; • Understanding the strategy. • Analysing the design decisions in the light of the strategy chosen by the top management of Ellerine Holdings Limited. • Analysing what monitoring and control measures had been designed to facilitate the corporate restructuring. Data was collected through documentation of the corporation that was made available to the researcher on request, as well as those that are in the public domain, and an interview with the CEO of the researched company. The interview was conducted after analysing the documentation (Hakim, 2000). The Methodology is detailed in Section 3. The researcher hopes that the case study will contribute to learning about business leadership and strategic management. The case should develop an understanding of the complexities related to strategy execution at corporate level, particularly the restructuring aspect of it.
- Full Text:
- Authors: Nkatsha, Thembinkosi Sydney
- Date: 2013
- Subjects: Reengineering (Management) , Consolidation and merger of corporations -- South Africa -- Case studies , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:856 , http://hdl.handle.net/10962/d1018272
- Description: [Integrative Summary] This study is situated in the complex field of change management, and strategy execution. The study focuses on the corporate level restructuring of Ellerine Holdings Limited (EHL), subsequent to its acquisition by the micro lending financial institution African Bank Investments Limited (ABIL). The interest of the researcher was aroused by the uniqueness of the relationship. This was the first of its kind in a South African context, where a banker owned a furniture retailer. The restructuring was undertaken shortly after the acquisition. This research paper adopted a case study approach, in describing the restructuring initiative that took place in EHL, focusing on the period between January 2008 and the end of 2010/ 11 financial year on the 30th of September 2011. The case captures the significant phases of the restructuring including a background of (1) the protagonist, Toni Fourie (Chief Executive Officer), (2) EHL as the researched company, (3) the industry it operates in, and (4) the case content. Brief teaching notes have been provided to explain the teaching value of the case and to assist with its delivery in the classroom. Attention is drawn to a presentation by the protagonist in November 2011, named 'A CEO Insight' where he gave an overview and insights of the road travelled in restructuring Ellerine Holdings Limited, and more importantly highlights the following about the purpose and nature of the restructuring of the organisation. • A plan to change the way the industry works. • The creation of a profitable, stand-alone retail business through: o The sale of two companies, the closure of two companies and consolidating from thirteen to six brands. o Separating financial services from retail. o Moving the financial services component to African Bank, also a subsidiary of ABIL. o Redesigning the credit model. o Completion of twelve system changes. • Over R600million reduction in cost • A place where people want to work. The restructuring outlined above represents a major shake-up in many aspects of the corporation. The main challenge for Toni Fourie and his team was: how best could they restructure EHL to extract synergies between their two subsidiaries Ellerine Holdings Limited & African Bank to increase shareholders ' value at Group level. The case seeks to describe this in detail. The overarching strategy underpinning the restructuring of the researched corporation is premised on the price volume elasticity equation, by reducing the cost of credit, thereby driving pricing down within the brands, and facilitating more people having access to affordable credit. The case study of the restructuring is presented in Section 1. A review of relevant literature on strategy implementation is presented in Section 2, focusing on restructuring. Successful implementation of strategies only takes place with structures that are developed by organisations to support the achievement of their strategic objectives. Organisational architecture and design have a critical role to play in the execution of organisational strategies. Nadler and Tushman (1978) emphasise the importance of congruence in the organisational design, for the organization to not only deliver superior results but to sustain them over a period of time. Research by Okumus (2005) seems to tell us that the lack of credible framework to implement strategy, has contributed the high failure rate of strategy initiatives. Although this is a strategy implementation case, it also touches on aspects of leadership - mainly the architectural role - and the role, or influence of strategic leadership, in restructuring the corporation. The results of this research paper were achieved by following a specific research methodology. The aim of the research was to analyse the restructuring of the researched company at corporate level, having the following objectives in mind; • Understanding the strategy. • Analysing the design decisions in the light of the strategy chosen by the top management of Ellerine Holdings Limited. • Analysing what monitoring and control measures had been designed to facilitate the corporate restructuring. Data was collected through documentation of the corporation that was made available to the researcher on request, as well as those that are in the public domain, and an interview with the CEO of the researched company. The interview was conducted after analysing the documentation (Hakim, 2000). The Methodology is detailed in Section 3. The researcher hopes that the case study will contribute to learning about business leadership and strategic management. The case should develop an understanding of the complexities related to strategy execution at corporate level, particularly the restructuring aspect of it.
- Full Text:
An evaluation of the organizational communication of a performance management system in the city of Windhoek
- Authors: Shilongo, Johannes Angula
- Date: 2012
- Subjects: Communication in organizations -- Namibia -- Windhoek Performance -- Management -- Namibia -- Windhoek Personnel management -- Namibia -- Windhoek Organizational change -- Namibia -- Windhoek Organizational behavior -- Namibia -- Windhoek
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:788 , http://hdl.handle.net/10962/d1003909
- Description: This study evaluated how the communication of the new performance management system by the City of Windhoek influenced the beliefs of its employees and consequently to determine the effects of the communication process on the degree to which buy-in and readiness is created. Armenakis, Harris and Field's (1999) five element model of examining the change recipient's beliefs, namely, discrepancy, appropriateness, principal support, efficacy, and valence was used as a framework for this study. These beliefs play a major role in affecting behaviours of the change recipients (employees) toward the implementation of a new change initiative in an organisation. Discrepancy involves assessing if employees believe that a need for change does really exist in the organization. Appropriateness seeks to find out from the change recipients whether the performance management system being introduced in the organization is an appropriate reaction to the need and the vision of the organisation. Principal support describes the support from change agents and opinion leaders for the organizational change. Efficacy refers to a belief in one's capabilities to organize and execute the courses of action required to produce given attainments. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. Literature on organizational change, organizational communication and change implementation were used, to gain and highlight insights regarding the role of change communication during change implementation, and to provide the conceptual framework for the research design and analysis. A single case study research method was used under a mixed research paradigm. The study used a survey questionnaire that was sent to 711 employees; a sufficient and representative 202 questionnaires were returned from all levels of the organization, yielding a response rate of 22.4%. In addition, three focus group interviews of a representative cross section of staff were conducted as also document analysis to collect data for the study. The summative average percentages of levels of agreements and disagreements of the respondents for each of the five change recipient's beliefs indicate a fairly high degree of agreement (buy-in) and considerably low degree of disagreement (resistance) among the respondents to nearly all five change recipient's beliefs. Discrepancy received the highest degree of agreement (buy-in) 84%; efficacy received 73%, appropriateness 66% and valence 59% whereas principal support scored the lowest degree of agreement of about 40% of the respondents. Despite the high degree of agreement (buy-in) for these elements, there was also a notable number of the respondents who neither agreed nor disagreed to some of the five change recipient's beliefs. In particular, principal support had 38%, valence had 28%, and appropriateness had 22% who neither agreed nor disagreed. The degree of disagreement (resistance) is relatively low in almost all five change recipient‟s beliefs except for principal support which indicated slightly higher levels of disagreement (19%). The results of the study indicate that the communication methods e.g., the road show, leaflets and brochures, discussions and training sessions used during the pre-implementation phase of the new performance management system influenced the change recipient‟s beliefs on the discrepancy for the new performance management system. The evidence is that these communication methods and actions helped to create a sense of urgency and the need to implement a new performance management system among employees. The new performance management system was also believed to be appropriate and its appropriateness was justified through the use of various communication methods which provided detailed explanations on how the new performance management system was different to the earlier performance appraisal system. Notwithstanding the belief in the appropriateness of the new performance management system, the study found that the absence of such a performance management system over a long period of time had cultivated a hidden but unifying shared set of values, beliefs and assumptions among employees that seem not to fit or be suitable to the demands of the new performance management system and the current challenges facing the organization. The employees themselves noted this discrepancy. Hence, they argued, there is a need to bring about new culture with new sets of values, beliefs and assumptions that will better suit and support the current demands facing the organisation and its members. The study found that although employees significantly believe that they have high levels of personal self-efficacy, the change message that was communicated to them did not in itself appear to help to create and further develop this employee self-efficacy. The change message mainly focussed on the need for training, and the design of job descriptions and technical aspects of the performance management system. The study revealed that the employees' belief in principal support of the new performance management system was that principal support was seen as less than sufficient or not as evident as they would have liked. Employees remarked that principal support was only conveyed during the initial stage of communication, thereafter, principal support from senior management was seen to have declined throughout the pre-implementation phase. Nonetheless, immediate supervisors and managers were believed to more supportive than senior management. The literature points to a lack of belief in principal support as an important cause of a loss momentum in change initiatives, which in turn may result in cynicism and greater resistance, especially by those who have vested interest in maintaining the status quo. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. The results show that respondents have mixed beliefs about the personal benefits associated with the new performance management system. Thus, 63% of the respondents believe that it will benefit them, 75% believe that it will increase their self fulfilment, 68% believe that it will increase their feeling of accomplishment, 45% believe that their fringe benefit will remain the same after it is implemented, and 58% believe that they could earn high performance return. However, the result also shows that there are still many respondents who neither agree nor disagree to the presence of personal valance with regard to the new performance managements system. This study established that the use of various communication methods persuaded the majority of the City of Windhoek employees to view the new performance management system overall in a favourable light. However, interviewees criticised the communications process on the grounds that most of these methods were only used once and were not repeated, as they would have liked. Lessons on this item from other change studies are that when communicating new change initiatives, change agents should use different methods of communication and as many times as possible to influence the belief of employees. This report is structured as follows: Section 1 provides an abstract and introduction to the study. Section 1.2 presents a brief review of core theories and recent empirical studies relevant to the research problem. Section 1.3 provides a description of the research method followed in addressing aim and objectives of this study. Section 1.4 presents the results of the evaluation report and section 1.5 discusses the findings and make conclusive recommendations. Section 2 of this study complements subsection section 1.2 (in section 1) with a more detailed review of the literature on organizational change, organizational communication and change implementation. This more detailed review was conducted before the field work and write up of Section 1. The literature incorporated into Section 1 was distilled from this more detailed review. Similarly, Section 3 of this study complement subsection 1.3 (of section 1) with an extended description of the research design and research procedure followed in the study.
- Full Text:
- Authors: Shilongo, Johannes Angula
- Date: 2012
- Subjects: Communication in organizations -- Namibia -- Windhoek Performance -- Management -- Namibia -- Windhoek Personnel management -- Namibia -- Windhoek Organizational change -- Namibia -- Windhoek Organizational behavior -- Namibia -- Windhoek
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:788 , http://hdl.handle.net/10962/d1003909
- Description: This study evaluated how the communication of the new performance management system by the City of Windhoek influenced the beliefs of its employees and consequently to determine the effects of the communication process on the degree to which buy-in and readiness is created. Armenakis, Harris and Field's (1999) five element model of examining the change recipient's beliefs, namely, discrepancy, appropriateness, principal support, efficacy, and valence was used as a framework for this study. These beliefs play a major role in affecting behaviours of the change recipients (employees) toward the implementation of a new change initiative in an organisation. Discrepancy involves assessing if employees believe that a need for change does really exist in the organization. Appropriateness seeks to find out from the change recipients whether the performance management system being introduced in the organization is an appropriate reaction to the need and the vision of the organisation. Principal support describes the support from change agents and opinion leaders for the organizational change. Efficacy refers to a belief in one's capabilities to organize and execute the courses of action required to produce given attainments. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. Literature on organizational change, organizational communication and change implementation were used, to gain and highlight insights regarding the role of change communication during change implementation, and to provide the conceptual framework for the research design and analysis. A single case study research method was used under a mixed research paradigm. The study used a survey questionnaire that was sent to 711 employees; a sufficient and representative 202 questionnaires were returned from all levels of the organization, yielding a response rate of 22.4%. In addition, three focus group interviews of a representative cross section of staff were conducted as also document analysis to collect data for the study. The summative average percentages of levels of agreements and disagreements of the respondents for each of the five change recipient's beliefs indicate a fairly high degree of agreement (buy-in) and considerably low degree of disagreement (resistance) among the respondents to nearly all five change recipient's beliefs. Discrepancy received the highest degree of agreement (buy-in) 84%; efficacy received 73%, appropriateness 66% and valence 59% whereas principal support scored the lowest degree of agreement of about 40% of the respondents. Despite the high degree of agreement (buy-in) for these elements, there was also a notable number of the respondents who neither agreed nor disagreed to some of the five change recipient's beliefs. In particular, principal support had 38%, valence had 28%, and appropriateness had 22% who neither agreed nor disagreed. The degree of disagreement (resistance) is relatively low in almost all five change recipient‟s beliefs except for principal support which indicated slightly higher levels of disagreement (19%). The results of the study indicate that the communication methods e.g., the road show, leaflets and brochures, discussions and training sessions used during the pre-implementation phase of the new performance management system influenced the change recipient‟s beliefs on the discrepancy for the new performance management system. The evidence is that these communication methods and actions helped to create a sense of urgency and the need to implement a new performance management system among employees. The new performance management system was also believed to be appropriate and its appropriateness was justified through the use of various communication methods which provided detailed explanations on how the new performance management system was different to the earlier performance appraisal system. Notwithstanding the belief in the appropriateness of the new performance management system, the study found that the absence of such a performance management system over a long period of time had cultivated a hidden but unifying shared set of values, beliefs and assumptions among employees that seem not to fit or be suitable to the demands of the new performance management system and the current challenges facing the organization. The employees themselves noted this discrepancy. Hence, they argued, there is a need to bring about new culture with new sets of values, beliefs and assumptions that will better suit and support the current demands facing the organisation and its members. The study found that although employees significantly believe that they have high levels of personal self-efficacy, the change message that was communicated to them did not in itself appear to help to create and further develop this employee self-efficacy. The change message mainly focussed on the need for training, and the design of job descriptions and technical aspects of the performance management system. The study revealed that the employees' belief in principal support of the new performance management system was that principal support was seen as less than sufficient or not as evident as they would have liked. Employees remarked that principal support was only conveyed during the initial stage of communication, thereafter, principal support from senior management was seen to have declined throughout the pre-implementation phase. Nonetheless, immediate supervisors and managers were believed to more supportive than senior management. The literature points to a lack of belief in principal support as an important cause of a loss momentum in change initiatives, which in turn may result in cynicism and greater resistance, especially by those who have vested interest in maintaining the status quo. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. The results show that respondents have mixed beliefs about the personal benefits associated with the new performance management system. Thus, 63% of the respondents believe that it will benefit them, 75% believe that it will increase their self fulfilment, 68% believe that it will increase their feeling of accomplishment, 45% believe that their fringe benefit will remain the same after it is implemented, and 58% believe that they could earn high performance return. However, the result also shows that there are still many respondents who neither agree nor disagree to the presence of personal valance with regard to the new performance managements system. This study established that the use of various communication methods persuaded the majority of the City of Windhoek employees to view the new performance management system overall in a favourable light. However, interviewees criticised the communications process on the grounds that most of these methods were only used once and were not repeated, as they would have liked. Lessons on this item from other change studies are that when communicating new change initiatives, change agents should use different methods of communication and as many times as possible to influence the belief of employees. This report is structured as follows: Section 1 provides an abstract and introduction to the study. Section 1.2 presents a brief review of core theories and recent empirical studies relevant to the research problem. Section 1.3 provides a description of the research method followed in addressing aim and objectives of this study. Section 1.4 presents the results of the evaluation report and section 1.5 discusses the findings and make conclusive recommendations. Section 2 of this study complements subsection section 1.2 (in section 1) with a more detailed review of the literature on organizational change, organizational communication and change implementation. This more detailed review was conducted before the field work and write up of Section 1. The literature incorporated into Section 1 was distilled from this more detailed review. Similarly, Section 3 of this study complement subsection 1.3 (of section 1) with an extended description of the research design and research procedure followed in the study.
- Full Text:
Conveniencing the family in agri-based processing enterprise : a grounded theory study of strategic leaders' cultural assumptions and strategising activities
- Authors: Kanyangale, Macdonald Isaac
- Date: 2012
- Subjects: Small business -- Malawi -- Management Agriculture -- Malawi -- Business management Agriculture -- Economic aspects -- Malawi Grounded theory -- Study and teaching
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1181 , http://hdl.handle.net/10962/d1002798
- Description: As leaders of small and medium enterprises (SMEs), strategic leaders are responsible for strategising, the approach to which is influenced by their cultural paradigm. The effects of this strategising are manifested in the day-to-day activities of these leaders. This study aims to build an understanding of the shared cultural assumptions of strategic leaders in agri-based processing SMEs and how these assumptions affect the strategising activities that are adopted when addressing critical incidents related to the internal integration and external adaptation of the SME. Using Strauss and Corbin‟s (1990) grounded theory method, this study develops a theory titled Conveniencing the Family in Business, which is induced from critical incidents. A sample of critical incidents was gathered from 44 qualitative interviews conducted with strategic leaders of various agri-based processing SMEs operating in Malawi. This study found that strategic leaders display persistent and stable pragmatic business survival mind sets, but dynamic cultural assumptions about relationships with organisation members. The cultural influence of these assumptions is manifested in two distinctive and alternative processes making up the theory of conveniencing the family in business. These are the humanising and commodifying of relationships with organisation members, and they are evident in hostile and friendly business environments, respectively. Humanising of relationships with all members of the organisation builds and capitalises on inclusive, organisation-wide social capital that secures the future of the business. On the other hand, commodifying of relationships with non-family organisation members weakens collective support, which becomes mainly dependent on family and friendship ties. Thus, commodifying of relationships serves to perpetuate the close integration of business activity and family requirements to ultimately convenience the family in business, and represents the desired modus operandi of strategic leaders. As strategic leaders of SMEs have not yet conceptualised this, providing them with the conceptual theory developed here may be helpful towards a consistent re-orientation of the internal organisational support in a way that does not exclude but rather harnesses the wider solidarity of organisation members. The process explained by this theory is iterative, dynamic and distinguishes patterns of relationships amongst organisation members, which either enhances or compromises their collective support for the leaders and the enterprise. This by implication affects the performance of the enterprise. The results of this study are discussed from the perspective of social exchange and social capital theory, thereby contributing to the understanding of the strategising activities of strategic leaders, as well as the processes of building or destroying social capital in this type of enterprise.
- Full Text:
- Authors: Kanyangale, Macdonald Isaac
- Date: 2012
- Subjects: Small business -- Malawi -- Management Agriculture -- Malawi -- Business management Agriculture -- Economic aspects -- Malawi Grounded theory -- Study and teaching
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1181 , http://hdl.handle.net/10962/d1002798
- Description: As leaders of small and medium enterprises (SMEs), strategic leaders are responsible for strategising, the approach to which is influenced by their cultural paradigm. The effects of this strategising are manifested in the day-to-day activities of these leaders. This study aims to build an understanding of the shared cultural assumptions of strategic leaders in agri-based processing SMEs and how these assumptions affect the strategising activities that are adopted when addressing critical incidents related to the internal integration and external adaptation of the SME. Using Strauss and Corbin‟s (1990) grounded theory method, this study develops a theory titled Conveniencing the Family in Business, which is induced from critical incidents. A sample of critical incidents was gathered from 44 qualitative interviews conducted with strategic leaders of various agri-based processing SMEs operating in Malawi. This study found that strategic leaders display persistent and stable pragmatic business survival mind sets, but dynamic cultural assumptions about relationships with organisation members. The cultural influence of these assumptions is manifested in two distinctive and alternative processes making up the theory of conveniencing the family in business. These are the humanising and commodifying of relationships with organisation members, and they are evident in hostile and friendly business environments, respectively. Humanising of relationships with all members of the organisation builds and capitalises on inclusive, organisation-wide social capital that secures the future of the business. On the other hand, commodifying of relationships with non-family organisation members weakens collective support, which becomes mainly dependent on family and friendship ties. Thus, commodifying of relationships serves to perpetuate the close integration of business activity and family requirements to ultimately convenience the family in business, and represents the desired modus operandi of strategic leaders. As strategic leaders of SMEs have not yet conceptualised this, providing them with the conceptual theory developed here may be helpful towards a consistent re-orientation of the internal organisational support in a way that does not exclude but rather harnesses the wider solidarity of organisation members. The process explained by this theory is iterative, dynamic and distinguishes patterns of relationships amongst organisation members, which either enhances or compromises their collective support for the leaders and the enterprise. This by implication affects the performance of the enterprise. The results of this study are discussed from the perspective of social exchange and social capital theory, thereby contributing to the understanding of the strategising activities of strategic leaders, as well as the processes of building or destroying social capital in this type of enterprise.
- Full Text:
Developing marine pollution awareness among new recruits at SAS Saldanha Naval Gymnasium: a training needs analysis
- Authors: Kwak, Gerrit Werner
- Date: 2012
- Subjects: Marine pollution -- Study and teaching -- South Africa Naval education -- South Africa -- Evaluation Training needs -- Armed forces -- South Africa -- Evaluation S.A.S. Saldanha (South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:774 , http://hdl.handle.net/10962/d1003895
- Description: This dissertation focuses on the marine pollution awareness training needs of newly recruited SAN employees. It uses Training Needs Analysis (TNA) as a tool to gain a better understanding of what knowledge, skills and attitude (KSA) recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. Ultimately, their individual and collective abilities will be a determining factor in the strategic intent of the SAN to be unchallenged at sea. The absence therefore of a Marine Pollution Awareness Training Programme (MPTAP) within the Basic Military Training (BMT) curriculum of new recruits at SAS SALDANHA Naval Gymnasium necessitated a TNA. Based on prior research on training conducted by subject matter experts both internal and external to the SAN it was decided to conduct a TNA on the KSA‟s required in terms of marine pollution awareness amongst newly recruited members. The literature provided discusses education, training, development of employees and focuses then on the role and importance of TNA‟s. Information was gathered from various subject matter experts, archival records, policy documents, internet-based resources and newly recruited naval learners consisting of a sample of 25 new recruits. Theory was used to determine the KSA expected from naval employees in terms of marine pollution awareness. Data obtained from each of the research resources was coded and grouped in order to establish themes. This allowed the researcher to determine what KSA‟s recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. The researcher therefore found that first priority in terms of KSA‟s should be given to a basic legal understanding of the regulatory framework that is applicable on marine pollution. This understanding will form the foundation for recruits to have the ability to know “what to do when” during observed transgressions. The legal understanding in combination with the Sector Education Training Authority (SETA) unit standards will help new recruits to be skilful when applying safe working practices thereby ensuring their own and others' safety. Ultimately, a basic but well entrenched knowledge about marine pollution together with applied skills on how to use the knowledge should influence the attitude of new recruits in a positive manner. The researcher concluded that there is a need on the macro, meso and micro level for a MPATP amongst new recruits at SAS SALDANHA. It is recommended that since this research appears to establish the first empirical confirmation of the training need amongst new recruits, it will require further research in terms of curriculum design, curriculum implementation and the evaluation thereof. It would therefore be in the best interest of the SAN to ensure the integration of a MPATP into the planning phase of future BMT Curriculum‟s. It would also be advisable to communicate this intent with all the relevant stakeholders in order to ensure alignment with governmental organisations as well as the private sector where these new recruits can be employed based on their newly acquired competencies.
- Full Text:
- Authors: Kwak, Gerrit Werner
- Date: 2012
- Subjects: Marine pollution -- Study and teaching -- South Africa Naval education -- South Africa -- Evaluation Training needs -- Armed forces -- South Africa -- Evaluation S.A.S. Saldanha (South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:774 , http://hdl.handle.net/10962/d1003895
- Description: This dissertation focuses on the marine pollution awareness training needs of newly recruited SAN employees. It uses Training Needs Analysis (TNA) as a tool to gain a better understanding of what knowledge, skills and attitude (KSA) recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. Ultimately, their individual and collective abilities will be a determining factor in the strategic intent of the SAN to be unchallenged at sea. The absence therefore of a Marine Pollution Awareness Training Programme (MPTAP) within the Basic Military Training (BMT) curriculum of new recruits at SAS SALDANHA Naval Gymnasium necessitated a TNA. Based on prior research on training conducted by subject matter experts both internal and external to the SAN it was decided to conduct a TNA on the KSA‟s required in terms of marine pollution awareness amongst newly recruited members. The literature provided discusses education, training, development of employees and focuses then on the role and importance of TNA‟s. Information was gathered from various subject matter experts, archival records, policy documents, internet-based resources and newly recruited naval learners consisting of a sample of 25 new recruits. Theory was used to determine the KSA expected from naval employees in terms of marine pollution awareness. Data obtained from each of the research resources was coded and grouped in order to establish themes. This allowed the researcher to determine what KSA‟s recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. The researcher therefore found that first priority in terms of KSA‟s should be given to a basic legal understanding of the regulatory framework that is applicable on marine pollution. This understanding will form the foundation for recruits to have the ability to know “what to do when” during observed transgressions. The legal understanding in combination with the Sector Education Training Authority (SETA) unit standards will help new recruits to be skilful when applying safe working practices thereby ensuring their own and others' safety. Ultimately, a basic but well entrenched knowledge about marine pollution together with applied skills on how to use the knowledge should influence the attitude of new recruits in a positive manner. The researcher concluded that there is a need on the macro, meso and micro level for a MPATP amongst new recruits at SAS SALDANHA. It is recommended that since this research appears to establish the first empirical confirmation of the training need amongst new recruits, it will require further research in terms of curriculum design, curriculum implementation and the evaluation thereof. It would therefore be in the best interest of the SAN to ensure the integration of a MPATP into the planning phase of future BMT Curriculum‟s. It would also be advisable to communicate this intent with all the relevant stakeholders in order to ensure alignment with governmental organisations as well as the private sector where these new recruits can be employed based on their newly acquired competencies.
- Full Text:
Local government reform in Western Australia: a case study on change readiness
- Authors: Van Heerden, Vicky
- Date: 2012
- Subjects: Local government -- Australia -- Nedlands (W.A.) Local government -- Australia -- Subiaco (W.A.) Organizational change -- Australia -- Nedlands (W.A.) Local officials and employees -- Australia -- Nedlands (W.A.) Industrial relations -- Australia -- Nedlands (W.A.) Industrial management -- Australia -- Nedlands (W.A.) Corporate culture -- Australia -- Nedlands (W.A.)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:776 , http://hdl.handle.net/10962/d1003897
- Description: The Western Australian State Government’s local government reform programme, initiated in February 2009, provides the context for this research. Nedlands, a local government in Perth’s western suburbs, resolved to participate in this reform programme and signed a Regional Transition Group Agreement with Subiaco local government in August 2010. The purpose of the Regional Transition Group was to prepare a business plan to investigate the potential benefits and viability of a Nedlands and Subiaco amalgamation. Whilst the local government of Nedlands is currently investigating the more operational and technical aspects of local government reform in the merger feasibility study, this research focused on employee readiness, more intangible but no less important. The difficulties of achieving success with organisational change initiatives are well documented. A number of models of planned organisational change have been developed to address these difficulties and support successful change and are outlined. This research highlights the value of the first phase of planned change, namely readiness for change, where organizational members are prepared for and become supporters of change. It also highlights the importance of change communication with respect to developing employee readiness. Definitions and some of the dimensions of ‘readiness for change’ are outlined. The five dimensions of readiness for change - discrepancy, appropriateness, principal support, efficacy and valence - provide the ‘lens’ through which readiness for change at Nedlands is explored. From this perspective, the documentation communicating local government reform at Nedlands was analysed. These dimensions were also used to ascertain, from the perspective of the Nedlands' managers, their level of readiness and the readiness of the employees of Nedlands for local government reform. The findings suggest that Nedlands local government has not consciously planned to ‘ready’ employees for local government reform. A number of management recommendations are made to strengthen the change readiness message communicated by the Nedlands local government and to support the development of the Nedlands employees’ readiness for change.
- Full Text:
- Authors: Van Heerden, Vicky
- Date: 2012
- Subjects: Local government -- Australia -- Nedlands (W.A.) Local government -- Australia -- Subiaco (W.A.) Organizational change -- Australia -- Nedlands (W.A.) Local officials and employees -- Australia -- Nedlands (W.A.) Industrial relations -- Australia -- Nedlands (W.A.) Industrial management -- Australia -- Nedlands (W.A.) Corporate culture -- Australia -- Nedlands (W.A.)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:776 , http://hdl.handle.net/10962/d1003897
- Description: The Western Australian State Government’s local government reform programme, initiated in February 2009, provides the context for this research. Nedlands, a local government in Perth’s western suburbs, resolved to participate in this reform programme and signed a Regional Transition Group Agreement with Subiaco local government in August 2010. The purpose of the Regional Transition Group was to prepare a business plan to investigate the potential benefits and viability of a Nedlands and Subiaco amalgamation. Whilst the local government of Nedlands is currently investigating the more operational and technical aspects of local government reform in the merger feasibility study, this research focused on employee readiness, more intangible but no less important. The difficulties of achieving success with organisational change initiatives are well documented. A number of models of planned organisational change have been developed to address these difficulties and support successful change and are outlined. This research highlights the value of the first phase of planned change, namely readiness for change, where organizational members are prepared for and become supporters of change. It also highlights the importance of change communication with respect to developing employee readiness. Definitions and some of the dimensions of ‘readiness for change’ are outlined. The five dimensions of readiness for change - discrepancy, appropriateness, principal support, efficacy and valence - provide the ‘lens’ through which readiness for change at Nedlands is explored. From this perspective, the documentation communicating local government reform at Nedlands was analysed. These dimensions were also used to ascertain, from the perspective of the Nedlands' managers, their level of readiness and the readiness of the employees of Nedlands for local government reform. The findings suggest that Nedlands local government has not consciously planned to ‘ready’ employees for local government reform. A number of management recommendations are made to strengthen the change readiness message communicated by the Nedlands local government and to support the development of the Nedlands employees’ readiness for change.
- Full Text:
A case study of corporate social investment: employing people with intellectual disabilities
- Authors: Pillay, Jayalakshmi
- Date: 2011
- Subjects: Kuyasa Special School (Grahamstown, South Africa) , Rhodes University -- Employees , Social responsibility of business -- South Africa , People with mental disabilities -- Employment -- South Africa , Employee retention -- South Africa , Industrial relations -- South Africa , Vocational guidance -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:733 , http://hdl.handle.net/10962/d1003853 , Kuyasa Special School (Grahamstown, South Africa) , Rhodes University -- Employees , Social responsibility of business -- South Africa , People with mental disabilities -- Employment -- South Africa , Employee retention -- South Africa , Industrial relations -- South Africa , Vocational guidance -- South Africa
- Description: This research was undertaken within the broader concept of Corporate Social Investments and how this concept is integrated within the context of staff retention and what this means for business and creating employment opportunities for people with disabilities. Illustrated through the description of CSI literature and intending to explain the link between CSI and employee retention, research questions presented as part of the outcomes for the research examines notion that there is a relationship between Corporate Social Investment and Employee Retention. Reference to the case study "Rhodes / Kuyasa Partnership" illustrates how such partnerships attempt to create opportunities for the community, the organisation, people with disabilities and employees at large. The case study was written to be used as a teaching case study in the context of Human Resources, Business Sustainability and Corporate Social Investment. The effectiveness and viability of the Kuyasa / Rhodes partnership will highlight acceptance and or non acceptance of people with disability by the non-disabled workforce. This case study will highlight CSI linkages that lead to staff retention, higher job satisfaction, lower turnover of staff, enhanced community engagement, creating opportunities that accommodate people with special needs, developing models that can be replicated in other organisations, creating additional opportunities for existing staff. Metcalf (2008:61) suggests that organisations need to ensure that the leadership and organisation culture within organisations is appropriate to engage staff with disabilities and non-disabled staff, and that their most senior managers demonstrate their commitment to develop, and help others develop, in the same way. The Kuyasa Rhodes Partnership may have started off as a Retention Strategy, however has given rise to a social initiative that can be replicated in other enabling organisations. The case study material was acquired through one on one interviews, and a focus group session on the effectiveness with the retention of such employees with intellectual disabilities, internship and mentoring issues, and as well as issues such as affirmative action, and the benefits and shortcomings of staff retention to the organisation. Key stakeholders interviewed for this case study expressed differing view -points, and in particular the benefits and shortcomings of this initiative. The Rhodes Kuyasa initiative appears to have achieved some success in enabling young adults / learners to work in a mainstream working environment by developing employment skills and life skills, and by improving their employment opportunities. Factors critical to the continuation of such initiatives included: the close involvement with both partners (Rhodes and the Kuyasa Special School), the sensitive treatment of the learners, and creating internal departmental partnerships within the Rhodes environment. A selected group of ten learners were mentored and provided with full time employment within the industrial Campus Food Services facility. Discussion that was highlighted in the case study must give consideration to a more investigative approach into overcoming the barriers of discrimination in the workplace and the major barriers to skills development. These have highlighted a number of relatively consistent themes around what were the successful and unsuccessful strategies. Integration of people with disabilities within the Rhodes University service areas has had positive effects for the disabled learner and employee workplace. People with disabilities indicated on how having mainstream employment allowed them to be independent, have a purpose in life and enhance their self worth in their communities and place of employment. Furthermore, being employed had positive repercussions on the person‘s co-workers. By demonstrating their competence, people with disabilities have had significant impact on other people‘s attitudes to disabled persons. Discussions held with the Principal of the Kuyasa Specialised School highlighted the need for crucial planning within special schools for disabled people in the area of transition from school to skills development and work. Skills development guidance is important in ensuring a choice of relevant interventions and obtaining the necessary information. Some staff expressed frustration at being with co-workers who questioned their presence and placement in the kitchen environment. Even though the disabled person was suitably placed they faced stereotypical behaviour and attitudes from their co-workers on what people with disabilities can or cannot do. Staff with intellectual disabilities commented that their co-workers see them as needing constant attention and care and not being capable of working. Some of the staff with disabilities had to work much harder to be recognised by their co-workers and supervisors. Currently few people with disabilities seem to be receiving career guidance while at school, as reflected in the case studies. One person with an intellectual disability described how the intervention of developing a comprehensive school leaving plan, which was then implemented by the school, allowed for good transition from school to Rhodes University. The role of personal factors such as life skills, personal motivation, the desire for personal achievement and a positive attitude were common themes that came out of the focus group. Initiatives to ensure that people accept themselves, their circumstances and are able to express their desires and realise their dreams are important factors. In addressing the barriers, co-worker attitudes make a big difference to how effectively the disabled person is able to participate in the training and employment. The future focus must be enabling and in line with successes and failures in the areas of employee integration in the workplace, life-skills development for people with disabilities. A clear career guidance plan should be developed for all disabled children before they leave school. This plan should include provision of adequate information on different career options and training. The negative attitudes of co-workers and supervisors should be changed by providing training support to ensure that they feel confident to meet the needs of disabled staff. Employers should be providing support and information on how to meet the needs of disabled employees. People with intellectual disabilities are an integral part of the South African population. Business and social enterprises need to have a focused inclusive strategy to integrate people with intellectual disabilities within the South African society to ensure equity and diversity awareness. Working with people with intellectual disabilities has been the focus of this research to ensure long term sustainable employment, CSI and Employment equity. Integrating Corporate Social Investment policies with Human Resources Equity policies are important factors in ensuring that people with intellectual disabilities are a fundamental focus in recruitment and retention strategies within business and social enterprises. Initiatives such as the Kuyasa / Rhodes Partnership are attempting to align to the overall objectives of incorporating people with intellectual disabilities into mainstream work, in particular, with the objective of incorporating people with disabilities in some accessible sections within the organisation. This contributes to the Rhodes University Campus Food Services becoming an example of excellence in the CSI and employee retention field. It is hoped that this teaching case study will make an important contribution to students learning about sustainable business practices, and for business focusing on employment recruitment and retention strategies to integrate people with intellectual disabilities within their organisations.
- Full Text:
- Authors: Pillay, Jayalakshmi
- Date: 2011
- Subjects: Kuyasa Special School (Grahamstown, South Africa) , Rhodes University -- Employees , Social responsibility of business -- South Africa , People with mental disabilities -- Employment -- South Africa , Employee retention -- South Africa , Industrial relations -- South Africa , Vocational guidance -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:733 , http://hdl.handle.net/10962/d1003853 , Kuyasa Special School (Grahamstown, South Africa) , Rhodes University -- Employees , Social responsibility of business -- South Africa , People with mental disabilities -- Employment -- South Africa , Employee retention -- South Africa , Industrial relations -- South Africa , Vocational guidance -- South Africa
- Description: This research was undertaken within the broader concept of Corporate Social Investments and how this concept is integrated within the context of staff retention and what this means for business and creating employment opportunities for people with disabilities. Illustrated through the description of CSI literature and intending to explain the link between CSI and employee retention, research questions presented as part of the outcomes for the research examines notion that there is a relationship between Corporate Social Investment and Employee Retention. Reference to the case study "Rhodes / Kuyasa Partnership" illustrates how such partnerships attempt to create opportunities for the community, the organisation, people with disabilities and employees at large. The case study was written to be used as a teaching case study in the context of Human Resources, Business Sustainability and Corporate Social Investment. The effectiveness and viability of the Kuyasa / Rhodes partnership will highlight acceptance and or non acceptance of people with disability by the non-disabled workforce. This case study will highlight CSI linkages that lead to staff retention, higher job satisfaction, lower turnover of staff, enhanced community engagement, creating opportunities that accommodate people with special needs, developing models that can be replicated in other organisations, creating additional opportunities for existing staff. Metcalf (2008:61) suggests that organisations need to ensure that the leadership and organisation culture within organisations is appropriate to engage staff with disabilities and non-disabled staff, and that their most senior managers demonstrate their commitment to develop, and help others develop, in the same way. The Kuyasa Rhodes Partnership may have started off as a Retention Strategy, however has given rise to a social initiative that can be replicated in other enabling organisations. The case study material was acquired through one on one interviews, and a focus group session on the effectiveness with the retention of such employees with intellectual disabilities, internship and mentoring issues, and as well as issues such as affirmative action, and the benefits and shortcomings of staff retention to the organisation. Key stakeholders interviewed for this case study expressed differing view -points, and in particular the benefits and shortcomings of this initiative. The Rhodes Kuyasa initiative appears to have achieved some success in enabling young adults / learners to work in a mainstream working environment by developing employment skills and life skills, and by improving their employment opportunities. Factors critical to the continuation of such initiatives included: the close involvement with both partners (Rhodes and the Kuyasa Special School), the sensitive treatment of the learners, and creating internal departmental partnerships within the Rhodes environment. A selected group of ten learners were mentored and provided with full time employment within the industrial Campus Food Services facility. Discussion that was highlighted in the case study must give consideration to a more investigative approach into overcoming the barriers of discrimination in the workplace and the major barriers to skills development. These have highlighted a number of relatively consistent themes around what were the successful and unsuccessful strategies. Integration of people with disabilities within the Rhodes University service areas has had positive effects for the disabled learner and employee workplace. People with disabilities indicated on how having mainstream employment allowed them to be independent, have a purpose in life and enhance their self worth in their communities and place of employment. Furthermore, being employed had positive repercussions on the person‘s co-workers. By demonstrating their competence, people with disabilities have had significant impact on other people‘s attitudes to disabled persons. Discussions held with the Principal of the Kuyasa Specialised School highlighted the need for crucial planning within special schools for disabled people in the area of transition from school to skills development and work. Skills development guidance is important in ensuring a choice of relevant interventions and obtaining the necessary information. Some staff expressed frustration at being with co-workers who questioned their presence and placement in the kitchen environment. Even though the disabled person was suitably placed they faced stereotypical behaviour and attitudes from their co-workers on what people with disabilities can or cannot do. Staff with intellectual disabilities commented that their co-workers see them as needing constant attention and care and not being capable of working. Some of the staff with disabilities had to work much harder to be recognised by their co-workers and supervisors. Currently few people with disabilities seem to be receiving career guidance while at school, as reflected in the case studies. One person with an intellectual disability described how the intervention of developing a comprehensive school leaving plan, which was then implemented by the school, allowed for good transition from school to Rhodes University. The role of personal factors such as life skills, personal motivation, the desire for personal achievement and a positive attitude were common themes that came out of the focus group. Initiatives to ensure that people accept themselves, their circumstances and are able to express their desires and realise their dreams are important factors. In addressing the barriers, co-worker attitudes make a big difference to how effectively the disabled person is able to participate in the training and employment. The future focus must be enabling and in line with successes and failures in the areas of employee integration in the workplace, life-skills development for people with disabilities. A clear career guidance plan should be developed for all disabled children before they leave school. This plan should include provision of adequate information on different career options and training. The negative attitudes of co-workers and supervisors should be changed by providing training support to ensure that they feel confident to meet the needs of disabled staff. Employers should be providing support and information on how to meet the needs of disabled employees. People with intellectual disabilities are an integral part of the South African population. Business and social enterprises need to have a focused inclusive strategy to integrate people with intellectual disabilities within the South African society to ensure equity and diversity awareness. Working with people with intellectual disabilities has been the focus of this research to ensure long term sustainable employment, CSI and Employment equity. Integrating Corporate Social Investment policies with Human Resources Equity policies are important factors in ensuring that people with intellectual disabilities are a fundamental focus in recruitment and retention strategies within business and social enterprises. Initiatives such as the Kuyasa / Rhodes Partnership are attempting to align to the overall objectives of incorporating people with intellectual disabilities into mainstream work, in particular, with the objective of incorporating people with disabilities in some accessible sections within the organisation. This contributes to the Rhodes University Campus Food Services becoming an example of excellence in the CSI and employee retention field. It is hoped that this teaching case study will make an important contribution to students learning about sustainable business practices, and for business focusing on employment recruitment and retention strategies to integrate people with intellectual disabilities within their organisations.
- Full Text:
Isomorphism, institutional entrepreneurship and total quality management (TQM) : a case study in the implementation of quality management standards and excellence models in South African developmental local government
- Authors: Naidoo, Pravine
- Date: 2010
- Subjects: Local government -- South Africa -- Eastern Cape Political entrepreneurship -- South Africa -- Eastern Cape Total quality management Municipal services -- South Africa -- Eastern Cape -- Management Municipal services -- Customer services -- South Africa -- Eastern Cape Political leadership -- South Africa -- Eastern Cape Organizational effectiveness
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1193 , http://hdl.handle.net/10962/d1007141
- Description: Within the new constitutional order, South African local government has been afforded specific status and is protected as a distinctive sphere of government in terms of the Constitution Act 108 of 1996. Municipalities are no longer a mere function of national or provincial governments. In addition to this entrenched status, the Constitution and other developmental local government legislation vests local government with specific functions and responsibilities as part of the process of building a new democracy and promoting socio-economic development and upliftment. Consequently, local government managers are under constant pressure to improve the performance and quality of service delivery. They are expected to satisfy a number of stakeholders, achieve increases in efficiency, as well as attain developmental service delivery goals as contained in their Integrated Development Plan (IDP). Quality management standards and excellence models in support of the total quality management (TQM) philosophy are relatively new public management approaches that changes traditional organisational decision-making practices to deliver services to its customers in more effective and efficient ways. In essence, quality management standards and excellence models are performance management methodological practices, techniques and tools designed to meet and exceed public requirements. It accomplishes this through determining what constitutes excellence in customer service, and then empowering employees to a never-ending search for quality improvement in the delivery of services, in terms of the continuous improvement and continuous process improvement philosophies, of which total quality management (TQM) is premised on. Consequently, quality management standards and excellence models (such as the ISO 9001: 2008 QMS, ISO 14001: 2004 EMS, EFQM and SAEF Excellence Models) as methodological practices, techniques or tools in support of the critical factors (CFs) of the total quality management (TQM) philosophy, namely: (1) customer-based approach, (2) senior management commitment and leadership, (3) quality planning, (4) management based on facts, (5) continuous improvement, (6) involvement of all members of the organisation, (7) education and training, (8) teamwork, (9) communication systems, (10) learning, (11) process management, (12) co-operation with suppliers, and (13) organisational awareness and concern for the social and environmental context, can provide a framework by which to achieve the goals of effective and efficient service delivery in developmental local government, as they foster a culture of performance and accountability. Local government managers could use these quality and excellence methodological practices, techniques and tools, as a starting point to improve efficiencies in their municipalities, as the programmes afford them an opportunity to systematically evaluate the municipality and determine what leads to organisational success and deliverables. Institutional theory suggests that organisations are both influenced by and can influence the society in which they operate. Institutional theorists believe that the motivation for a change in internal practices might not only be performance related, but may primarily be to enhance or maintain the legitimacy of the respective institution. Institutional theory also focuses on the social contract that exists between the institution and society. This social contract is believed to represent the expectations of society. From an institutional point of view, it has been suggested that institutions may change and adopt the norms of society to appear legitimate to that society. This infers that when societal norms and values change, institutions will be expected to change. These societal pressures combined with legislative changes, require institutional entrepreneurs to respond to these isomorphic pressures, and will work to preserve the institution's legitimacy by incorporating, or at least appearing to incorporate, new practices, norms and values. The aim of this research study was to analyse within an institutional theory framework, the implementation of quality management standards and excellence models in support of the total quality management (TQM) philosophy and developmental local government within two South African municipalities. The research investigation has been undertaken within the social constructionist paradigm and using the case study method. Interviews and documents were the data sources and thematic analysis was used as a tool to analyse the data by applying a theory-driven coding procedure. The findings from the two research sites, namely Makana Municipality in Grahamstown and Drakenstein Municipality in Paarl reveal that the implementation of quality management standards and excellence models in support of the total quality management (TQM) philosophy in both municipalities was not a smooth process and there were many challenges such as political instability, lack of commitment on the part of the senior leadership and management, staff and skills shortages, resistance by staff to implementation and resource constraints. Institutional theory has proved to be useful in understanding why the Makana and Drakenstein Municipalities implemented quality management standards and excellence models. Because of coercive, mimetic and normative isomorphic pressures affecting the Makana and Drakenstein municipalities, change was imperative if these institutions were to remain relevant and legitimate in order to address its service delivery mandate of effectiveness and efficiency. Institutional theory provided a theoretical lens to understand and appreciate the pressures that affected the municipalities because of its new developmental mandate as encapsulated in new municipal legislation. It also assisted in understanding how institutional entrepreneurs responded to these pressures to conform. The implementation of quality management standards and excellence models in the Makana and Drakenstein municipalities was adversely affected by volatility amongst the political leadership of both municipalities. The successful implementation of these standards and models would require collective action from the political, bureaucratic and procedural entrepreneurs in order to enhance effective, efficient and accountable service delivery. However, in both the Makana and Drakenstein municipalities, institutional entrepreneurs, namely councillors and officials were not working together as a collective to implement quality management standards and excellence models. Evidence has shown that the absence of stable political leadership and noncooperation and collaboration amongst institutional entrepreneurs contributed significantly to the non-institutionalisation of quality management standards and excellence models in these Municipalities. This implies that legitimacy has not been achieved, due to institutional entrepreneurs not collaborating and collectively working with each other to implement the quality management standards and excellence models. Thus, this research study suggests that the strategic and collective role of the political and administrative leadership as institutional entrepreneurs is critical if the municipality is to achieve its aims and objectives, namely effective, efficient, and accountable service delivery in developmental local government. Recommendations in respect of future research and to practitioners have also been offered.
- Full Text:
- Authors: Naidoo, Pravine
- Date: 2010
- Subjects: Local government -- South Africa -- Eastern Cape Political entrepreneurship -- South Africa -- Eastern Cape Total quality management Municipal services -- South Africa -- Eastern Cape -- Management Municipal services -- Customer services -- South Africa -- Eastern Cape Political leadership -- South Africa -- Eastern Cape Organizational effectiveness
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1193 , http://hdl.handle.net/10962/d1007141
- Description: Within the new constitutional order, South African local government has been afforded specific status and is protected as a distinctive sphere of government in terms of the Constitution Act 108 of 1996. Municipalities are no longer a mere function of national or provincial governments. In addition to this entrenched status, the Constitution and other developmental local government legislation vests local government with specific functions and responsibilities as part of the process of building a new democracy and promoting socio-economic development and upliftment. Consequently, local government managers are under constant pressure to improve the performance and quality of service delivery. They are expected to satisfy a number of stakeholders, achieve increases in efficiency, as well as attain developmental service delivery goals as contained in their Integrated Development Plan (IDP). Quality management standards and excellence models in support of the total quality management (TQM) philosophy are relatively new public management approaches that changes traditional organisational decision-making practices to deliver services to its customers in more effective and efficient ways. In essence, quality management standards and excellence models are performance management methodological practices, techniques and tools designed to meet and exceed public requirements. It accomplishes this through determining what constitutes excellence in customer service, and then empowering employees to a never-ending search for quality improvement in the delivery of services, in terms of the continuous improvement and continuous process improvement philosophies, of which total quality management (TQM) is premised on. Consequently, quality management standards and excellence models (such as the ISO 9001: 2008 QMS, ISO 14001: 2004 EMS, EFQM and SAEF Excellence Models) as methodological practices, techniques or tools in support of the critical factors (CFs) of the total quality management (TQM) philosophy, namely: (1) customer-based approach, (2) senior management commitment and leadership, (3) quality planning, (4) management based on facts, (5) continuous improvement, (6) involvement of all members of the organisation, (7) education and training, (8) teamwork, (9) communication systems, (10) learning, (11) process management, (12) co-operation with suppliers, and (13) organisational awareness and concern for the social and environmental context, can provide a framework by which to achieve the goals of effective and efficient service delivery in developmental local government, as they foster a culture of performance and accountability. Local government managers could use these quality and excellence methodological practices, techniques and tools, as a starting point to improve efficiencies in their municipalities, as the programmes afford them an opportunity to systematically evaluate the municipality and determine what leads to organisational success and deliverables. Institutional theory suggests that organisations are both influenced by and can influence the society in which they operate. Institutional theorists believe that the motivation for a change in internal practices might not only be performance related, but may primarily be to enhance or maintain the legitimacy of the respective institution. Institutional theory also focuses on the social contract that exists between the institution and society. This social contract is believed to represent the expectations of society. From an institutional point of view, it has been suggested that institutions may change and adopt the norms of society to appear legitimate to that society. This infers that when societal norms and values change, institutions will be expected to change. These societal pressures combined with legislative changes, require institutional entrepreneurs to respond to these isomorphic pressures, and will work to preserve the institution's legitimacy by incorporating, or at least appearing to incorporate, new practices, norms and values. The aim of this research study was to analyse within an institutional theory framework, the implementation of quality management standards and excellence models in support of the total quality management (TQM) philosophy and developmental local government within two South African municipalities. The research investigation has been undertaken within the social constructionist paradigm and using the case study method. Interviews and documents were the data sources and thematic analysis was used as a tool to analyse the data by applying a theory-driven coding procedure. The findings from the two research sites, namely Makana Municipality in Grahamstown and Drakenstein Municipality in Paarl reveal that the implementation of quality management standards and excellence models in support of the total quality management (TQM) philosophy in both municipalities was not a smooth process and there were many challenges such as political instability, lack of commitment on the part of the senior leadership and management, staff and skills shortages, resistance by staff to implementation and resource constraints. Institutional theory has proved to be useful in understanding why the Makana and Drakenstein Municipalities implemented quality management standards and excellence models. Because of coercive, mimetic and normative isomorphic pressures affecting the Makana and Drakenstein municipalities, change was imperative if these institutions were to remain relevant and legitimate in order to address its service delivery mandate of effectiveness and efficiency. Institutional theory provided a theoretical lens to understand and appreciate the pressures that affected the municipalities because of its new developmental mandate as encapsulated in new municipal legislation. It also assisted in understanding how institutional entrepreneurs responded to these pressures to conform. The implementation of quality management standards and excellence models in the Makana and Drakenstein municipalities was adversely affected by volatility amongst the political leadership of both municipalities. The successful implementation of these standards and models would require collective action from the political, bureaucratic and procedural entrepreneurs in order to enhance effective, efficient and accountable service delivery. However, in both the Makana and Drakenstein municipalities, institutional entrepreneurs, namely councillors and officials were not working together as a collective to implement quality management standards and excellence models. Evidence has shown that the absence of stable political leadership and noncooperation and collaboration amongst institutional entrepreneurs contributed significantly to the non-institutionalisation of quality management standards and excellence models in these Municipalities. This implies that legitimacy has not been achieved, due to institutional entrepreneurs not collaborating and collectively working with each other to implement the quality management standards and excellence models. Thus, this research study suggests that the strategic and collective role of the political and administrative leadership as institutional entrepreneurs is critical if the municipality is to achieve its aims and objectives, namely effective, efficient, and accountable service delivery in developmental local government. Recommendations in respect of future research and to practitioners have also been offered.
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Restructuring of the Port Elizabeth Hospital Complex: a perspective from the planned change management approach
- Authors: Qwesha, Babalwa
- Date: 2009
- Subjects: Hospitals -- Administration -- South Africa -- Port Elizabeth Organizational change -- Management -- South Africa Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:762 , http://hdl.handle.net/10962/d1003883
- Description: The research objectives which underpin this study were threefold. Firstly was to analyze the Port Elizabeth Hospital Complex (PEHC) restructuring process from a planned changed management perspective in particular the three stage model of Lewin (1951) which include unfreezing the current equilibrium, moving to a new position and refreezing in the new position. Secondly was to analyze how unforeseen circumstances were dealt with. Thirdly was to analyse the setting of objectives and measurements of targets to monitor progress. The study is based on the restructuring that took place in the PEHC which was called “Rationalization”. The research indicates that the development and implementation of the rationalization cannot be understood from the perspective of the three stage model of Lewin (1951). The conclusion was based on the manager’s perceptions of their analysis of the restructuring in the light of the theory of the three stage model of Lewin (1951). The study has shown that: · Rationalisation began by gathering information on the shortcomings of the structure of the three hospitals, but did not understand the degree of readiness to change. · The timescales for achieving rationalization were not clearly defined. · It was driven from the top with clear objectives and no timescales. · There was no structure that prepared the employees to go through the process of rationalisation. · There was lack of capacity of middle managers to respond to the workers in an encouraging way. · Rationalisation sub-committees had limited time to meet with employees at the sectional level. · External stakeholder involvement was not mobilized to its full potential. · Rationalisation was not an open process that involved both formal and informal employees. · Budget constraints and staff shortages were not informed by the restructuring needs. · Workers did not feel secure about the current and future work practises. · There was no feeling that the change will be beneficial to their wellbeing and to the organisation’s goals and mission · There was no monitoring and evaluation put in place to track progress. · There was centralisation of even the most basic administrative functions. The study seems to imply that the restructuring in the PEHC bears no resemblance to the Lewin (1951) planned change model and therefore cannot be understood from the perspective of this model. Given the initiative to rationalize, the PEHC management can learn from the model of Lewin (1951) planned change.
- Full Text:
- Authors: Qwesha, Babalwa
- Date: 2009
- Subjects: Hospitals -- Administration -- South Africa -- Port Elizabeth Organizational change -- Management -- South Africa Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:762 , http://hdl.handle.net/10962/d1003883
- Description: The research objectives which underpin this study were threefold. Firstly was to analyze the Port Elizabeth Hospital Complex (PEHC) restructuring process from a planned changed management perspective in particular the three stage model of Lewin (1951) which include unfreezing the current equilibrium, moving to a new position and refreezing in the new position. Secondly was to analyze how unforeseen circumstances were dealt with. Thirdly was to analyse the setting of objectives and measurements of targets to monitor progress. The study is based on the restructuring that took place in the PEHC which was called “Rationalization”. The research indicates that the development and implementation of the rationalization cannot be understood from the perspective of the three stage model of Lewin (1951). The conclusion was based on the manager’s perceptions of their analysis of the restructuring in the light of the theory of the three stage model of Lewin (1951). The study has shown that: · Rationalisation began by gathering information on the shortcomings of the structure of the three hospitals, but did not understand the degree of readiness to change. · The timescales for achieving rationalization were not clearly defined. · It was driven from the top with clear objectives and no timescales. · There was no structure that prepared the employees to go through the process of rationalisation. · There was lack of capacity of middle managers to respond to the workers in an encouraging way. · Rationalisation sub-committees had limited time to meet with employees at the sectional level. · External stakeholder involvement was not mobilized to its full potential. · Rationalisation was not an open process that involved both formal and informal employees. · Budget constraints and staff shortages were not informed by the restructuring needs. · Workers did not feel secure about the current and future work practises. · There was no feeling that the change will be beneficial to their wellbeing and to the organisation’s goals and mission · There was no monitoring and evaluation put in place to track progress. · There was centralisation of even the most basic administrative functions. The study seems to imply that the restructuring in the PEHC bears no resemblance to the Lewin (1951) planned change model and therefore cannot be understood from the perspective of this model. Given the initiative to rationalize, the PEHC management can learn from the model of Lewin (1951) planned change.
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An evaluation of the process and impact of outsourcing information technology (IT) services by Eastern Cape Treasury Department (ECTD) to the State Information Technology Agency (SITA)
- Authors: Mdlokovi, Lulama Reuben
- Date: 2008
- Subjects: State Information Technology Agency (South Africa) Administrative agencies -- South Africa Information technology -- Management Technology -- Information services Information services industry Telecommunication Value-added networks (Computer networks)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:743 , http://hdl.handle.net/10962/d1003864
- Description: The aim of this research is to evaluate the process and impact of outsourcing information technology (IT) services of Eastern Cape Treasury Department (ECTD) to State Information Technology Agency (SITA). This research study has been prompted by the fact that the South African Government through the National Department of Public Service and Administration has established SITA with a sole purpose of improving service delivery by all national, provincial and local government departments. The researcher’s concern is whether the relationship between SITA and these departments is working or not. The research paradigm adopted is a constructivist approach and the ontological position adopted assumed multiple realities. The research method used in this study is the evaluation research method. Key to the research procedure was the fact that four senior officials were interviewed using audio recording, where in two were each chosen from SITA and ECTD. The researcher used document analysis and interviews as a means of collecting data. Separate open-ended questions for SITA and ECTD were structured in such a way that it would be easy to extract themes describing the details of a particular question. The researcher made use of thematic analysis. The theory drive-code development process was key in the research analysis. ECTD outsourced to SITA the following IT services, namely, provision or maintenance of a private telecommunication network (PTN) or a value-added network (VAN); transversal information systems and its data-processing or associated services; training in IT/IS; application software development; maintenance services for IT software or infrastructure; data-processing or associated services for specific IT applications or systems such as website development; and IT support. The interviewed officials from ECTD contend that they used the SCM Guide and SITA ACT when pursuing IT outsourcing for projects such as those listed above. One of the key projects outsourced to SITA is the IFMS, which is a project programme of the National Treasury Department working closely with provinces (e.g. ECTD), National Department of Public Service and Administration (NDPSA) and SITA. The IFMS project has been implemented following the SCM guidelines. The key SCM Guide components are demand, acquisition, logistics, and disposal management. The engagement model used by SITA to guide them on the process of engaging in an IT outsourcing relationship has, according to the officials interviewed, been a success. SITA uses a standard contract wherein other specific contracts receive minor adjustments. The impact of IT outsourcing has shown increases in customer satisfaction improvement, transformation of government procurement and provisioning practices, appointment of Consultants, interpretation of the Preferential Procurement Policy, promotion of the consistent application of Best Practices, information systems security environment, and improving service delivery.
- Full Text:
- Authors: Mdlokovi, Lulama Reuben
- Date: 2008
- Subjects: State Information Technology Agency (South Africa) Administrative agencies -- South Africa Information technology -- Management Technology -- Information services Information services industry Telecommunication Value-added networks (Computer networks)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:743 , http://hdl.handle.net/10962/d1003864
- Description: The aim of this research is to evaluate the process and impact of outsourcing information technology (IT) services of Eastern Cape Treasury Department (ECTD) to State Information Technology Agency (SITA). This research study has been prompted by the fact that the South African Government through the National Department of Public Service and Administration has established SITA with a sole purpose of improving service delivery by all national, provincial and local government departments. The researcher’s concern is whether the relationship between SITA and these departments is working or not. The research paradigm adopted is a constructivist approach and the ontological position adopted assumed multiple realities. The research method used in this study is the evaluation research method. Key to the research procedure was the fact that four senior officials were interviewed using audio recording, where in two were each chosen from SITA and ECTD. The researcher used document analysis and interviews as a means of collecting data. Separate open-ended questions for SITA and ECTD were structured in such a way that it would be easy to extract themes describing the details of a particular question. The researcher made use of thematic analysis. The theory drive-code development process was key in the research analysis. ECTD outsourced to SITA the following IT services, namely, provision or maintenance of a private telecommunication network (PTN) or a value-added network (VAN); transversal information systems and its data-processing or associated services; training in IT/IS; application software development; maintenance services for IT software or infrastructure; data-processing or associated services for specific IT applications or systems such as website development; and IT support. The interviewed officials from ECTD contend that they used the SCM Guide and SITA ACT when pursuing IT outsourcing for projects such as those listed above. One of the key projects outsourced to SITA is the IFMS, which is a project programme of the National Treasury Department working closely with provinces (e.g. ECTD), National Department of Public Service and Administration (NDPSA) and SITA. The IFMS project has been implemented following the SCM guidelines. The key SCM Guide components are demand, acquisition, logistics, and disposal management. The engagement model used by SITA to guide them on the process of engaging in an IT outsourcing relationship has, according to the officials interviewed, been a success. SITA uses a standard contract wherein other specific contracts receive minor adjustments. The impact of IT outsourcing has shown increases in customer satisfaction improvement, transformation of government procurement and provisioning practices, appointment of Consultants, interpretation of the Preferential Procurement Policy, promotion of the consistent application of Best Practices, information systems security environment, and improving service delivery.
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The role of experience in the development of bar managers' social competencies
- Authors: Dhaya, Jateen
- Date: 2008
- Subjects: Hospitality Industry -- Management , Bars (Drinking establishments) -- Management , Social skills , Executive ability , Interpersonal communication , Experience
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1177 , http://hdl.handle.net/10962/d1002794 , Hospitality Industry -- Management , Bars (Drinking establishments) -- Management , Social skills , Executive ability , Interpersonal communication , Experience
- Description: This research study analysed the role that experience played in the development of bar managers’ social competencies. Given the social nature of the bar environment, social competencies were perceived to be essential managerial competencies that enable bar managers to manage employees and consumers to ensure that employee and consumer satisfaction is maintained. The literature reviewed discussed the importance of managerial competencies and the composition of social competencies. Experience was conceptualized to develop an understanding of the informal learning method through which competency development occurs. Data was captured through face-to-face interviews, which were based on the Critical Incident Technique (CIT). The data was analysed using the open coding procedures of grounded theory. This research study proposed a process to explain how experience contributed to the development of social competencies. The proposed process, which is called the Social Competency Cache Development Process (SCCD Process), ultimately indicated that experience contributed to bar managers’ social competencies through a reflection process, the residues of experience, and through the familiarity of situations and results. This research study found that experience contributed to the development of bar managers’ social competencies within a process that established an awareness of unfamiliar social competencies or reinforced the effects of familiar effective social competencies. Experience was also found to promote the transition between novel situations and familiar situations, which in turn enabled bar managers to effectively assess social situations and select effective responses to social situations. Consequently, experience improved the probability of bar managers implementing effective social competencies to ensure employee and consumer satisfaction. In essence, experience shaped bar managers’ accumulation of social competencies by promoting the addition of new social competencies or the reinforcement of existing social competencies.
- Full Text:
- Authors: Dhaya, Jateen
- Date: 2008
- Subjects: Hospitality Industry -- Management , Bars (Drinking establishments) -- Management , Social skills , Executive ability , Interpersonal communication , Experience
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1177 , http://hdl.handle.net/10962/d1002794 , Hospitality Industry -- Management , Bars (Drinking establishments) -- Management , Social skills , Executive ability , Interpersonal communication , Experience
- Description: This research study analysed the role that experience played in the development of bar managers’ social competencies. Given the social nature of the bar environment, social competencies were perceived to be essential managerial competencies that enable bar managers to manage employees and consumers to ensure that employee and consumer satisfaction is maintained. The literature reviewed discussed the importance of managerial competencies and the composition of social competencies. Experience was conceptualized to develop an understanding of the informal learning method through which competency development occurs. Data was captured through face-to-face interviews, which were based on the Critical Incident Technique (CIT). The data was analysed using the open coding procedures of grounded theory. This research study proposed a process to explain how experience contributed to the development of social competencies. The proposed process, which is called the Social Competency Cache Development Process (SCCD Process), ultimately indicated that experience contributed to bar managers’ social competencies through a reflection process, the residues of experience, and through the familiarity of situations and results. This research study found that experience contributed to the development of bar managers’ social competencies within a process that established an awareness of unfamiliar social competencies or reinforced the effects of familiar effective social competencies. Experience was also found to promote the transition between novel situations and familiar situations, which in turn enabled bar managers to effectively assess social situations and select effective responses to social situations. Consequently, experience improved the probability of bar managers implementing effective social competencies to ensure employee and consumer satisfaction. In essence, experience shaped bar managers’ accumulation of social competencies by promoting the addition of new social competencies or the reinforcement of existing social competencies.
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An evaluation of formal mentoring programmes within two South African organisations
- Authors: Shelton, Delyse Elizabeth
- Date: 2006
- Subjects: Mentoring -- South Africa , Organizational effectiveness -- Evaluation , Organizational effectiveness -- South Africa , Corporate culture -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1186 , http://hdl.handle.net/10962/d1002803 , Mentoring -- South Africa , Organizational effectiveness -- Evaluation , Organizational effectiveness -- South Africa , Corporate culture -- South Africa
- Description: The benefits of informal mentoring are numerous and organisations have recognised these benefits in terms of organisational development. There has been an attempt to harvest these benefits through the introduction of formal mentoring programmes as a tool to fast track and then ultimately retain internal capability. This research on formal mentoring programmes occurred within a qualitative paradigm and data was obtained through document analysis and interviews from five mentoring pairs in one organisation and four mentoring pairs in another. The data was then presented and analysed in terms of the models proposed in the literature. The aim of this research was to evaluate formal mentoring programmes within South African organisations based on a framework provided by the literature. It was found that the literature proposed no formal evaluation model and thus, one was developed based on models of programme evaluation and formal mentoring implementation models. On the evaluation of the two formal mentoring programmes, it was found that there are some issues raised in the literature that are pertinent to both organisations but that there were also issues that were only relevant to one of the programmes. According to the research the differences in perceived success of the mentoring programme lay in the goals of the programme relating to the broader goals and culture of the organisation. It is recommended that future research investigate the impact of organisational culture on the effectiveness of formal mentoring programmes. The research also identified a need for supportive resources although this study did not assess the appropriateness and sufficiency of the resources. Organisations also need to implement effective evaluative practices in order to implement effective changes to the programme.
- Full Text:
- Authors: Shelton, Delyse Elizabeth
- Date: 2006
- Subjects: Mentoring -- South Africa , Organizational effectiveness -- Evaluation , Organizational effectiveness -- South Africa , Corporate culture -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1186 , http://hdl.handle.net/10962/d1002803 , Mentoring -- South Africa , Organizational effectiveness -- Evaluation , Organizational effectiveness -- South Africa , Corporate culture -- South Africa
- Description: The benefits of informal mentoring are numerous and organisations have recognised these benefits in terms of organisational development. There has been an attempt to harvest these benefits through the introduction of formal mentoring programmes as a tool to fast track and then ultimately retain internal capability. This research on formal mentoring programmes occurred within a qualitative paradigm and data was obtained through document analysis and interviews from five mentoring pairs in one organisation and four mentoring pairs in another. The data was then presented and analysed in terms of the models proposed in the literature. The aim of this research was to evaluate formal mentoring programmes within South African organisations based on a framework provided by the literature. It was found that the literature proposed no formal evaluation model and thus, one was developed based on models of programme evaluation and formal mentoring implementation models. On the evaluation of the two formal mentoring programmes, it was found that there are some issues raised in the literature that are pertinent to both organisations but that there were also issues that were only relevant to one of the programmes. According to the research the differences in perceived success of the mentoring programme lay in the goals of the programme relating to the broader goals and culture of the organisation. It is recommended that future research investigate the impact of organisational culture on the effectiveness of formal mentoring programmes. The research also identified a need for supportive resources although this study did not assess the appropriateness and sufficiency of the resources. Organisations also need to implement effective evaluative practices in order to implement effective changes to the programme.
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How the internet supports the consumer decision process: the case study of McCarthy Call-a-Car
- Authors: Limbada, Suhayl
- Date: 2006
- Subjects: McCarthy Call-a Car , Automobile dealers -- South Africa , Automobile industry and trade , Internet marketing , Consumer behavior , Customer services , Consumer satisfaction
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1171 , http://hdl.handle.net/10962/d1002787 , McCarthy Call-a Car , Automobile dealers -- South Africa , Automobile industry and trade , Internet marketing , Consumer behavior , Customer services , Consumer satisfaction
- Description: This thesis aims to provide a better understanding of the ways in which the Internet supports the consumer decision process of potential customers in an online car retail environment. The thesis is mainly focused on how this can be done in South Africa. A case study approach was adopted in investigating the case of McCarthy Call-a-Car. Interviews were carried out with McCarthy Call-a-Car employees and documents and the Call-a-Car website, were analysed. It was revealed that Call-a-Car focuses on using the Internet to support customers in the pre-purchase phase only. The purchase and post-purchase phases are carried out offline at its dealership network and Club McCarthy respectively. The findings showed that Call-a-Car views the Internet as a marketing tool that provides convenience to customers searching for product information in the pre-purchase phase. The interviews revealed that due to Call-a-Car's strategy, as well as practical problems of selling online, the customer will still have to visit a dealership to conclude a purchase and for post-purchase support. From this research it appears that there are three main issues arising out of Call-a-Car's usage of the Internet in the customer buying process: firstly, the research revealed that instead of cutting out the middle-man, the Internet has created new types of intermediaries called "cybermediaries" and that Call-a-Car is one such intermediary. Secondly, it was revealed that trust is crucial in the online environment and that Call-a-Car builds trust through branding. Thirdly, the Internet has not affected prices online, despite theoretical estimations that the Internet would induce lower prices. The main recommendations for future research are empirical studies to investigate if the cybermediary model is unique to the car industry and whether this business model could be applied to other look and feel industries such as real estate. Future studies could also investigate the mechanics of trust-building and brand-building in the online environment and finally, studies from the customer perspective considering what Internet tools the customer would like to see online to support them during their buying decision process.
- Full Text:
- Authors: Limbada, Suhayl
- Date: 2006
- Subjects: McCarthy Call-a Car , Automobile dealers -- South Africa , Automobile industry and trade , Internet marketing , Consumer behavior , Customer services , Consumer satisfaction
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1171 , http://hdl.handle.net/10962/d1002787 , McCarthy Call-a Car , Automobile dealers -- South Africa , Automobile industry and trade , Internet marketing , Consumer behavior , Customer services , Consumer satisfaction
- Description: This thesis aims to provide a better understanding of the ways in which the Internet supports the consumer decision process of potential customers in an online car retail environment. The thesis is mainly focused on how this can be done in South Africa. A case study approach was adopted in investigating the case of McCarthy Call-a-Car. Interviews were carried out with McCarthy Call-a-Car employees and documents and the Call-a-Car website, were analysed. It was revealed that Call-a-Car focuses on using the Internet to support customers in the pre-purchase phase only. The purchase and post-purchase phases are carried out offline at its dealership network and Club McCarthy respectively. The findings showed that Call-a-Car views the Internet as a marketing tool that provides convenience to customers searching for product information in the pre-purchase phase. The interviews revealed that due to Call-a-Car's strategy, as well as practical problems of selling online, the customer will still have to visit a dealership to conclude a purchase and for post-purchase support. From this research it appears that there are three main issues arising out of Call-a-Car's usage of the Internet in the customer buying process: firstly, the research revealed that instead of cutting out the middle-man, the Internet has created new types of intermediaries called "cybermediaries" and that Call-a-Car is one such intermediary. Secondly, it was revealed that trust is crucial in the online environment and that Call-a-Car builds trust through branding. Thirdly, the Internet has not affected prices online, despite theoretical estimations that the Internet would induce lower prices. The main recommendations for future research are empirical studies to investigate if the cybermediary model is unique to the car industry and whether this business model could be applied to other look and feel industries such as real estate. Future studies could also investigate the mechanics of trust-building and brand-building in the online environment and finally, studies from the customer perspective considering what Internet tools the customer would like to see online to support them during their buying decision process.
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Implementing performance management at local government level in South Africa : a case study on the impact of organisational culture
- Authors: Williams, Quinton Walter
- Date: 2006
- Subjects: Buffalo City (South Africa) Local government -- South Africa Municipal government -- South Africa Performance -- Management -- South Africa Corporate culture -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:749 , http://hdl.handle.net/10962/d1003870
- Description: Local Government in South Africa has undergone much transformation since 2000. Although much of the change has been to correct imbalances, inequities and disparities within our local communities as a result of Apartheid, change has also been motivated by National Government’s realisation that, as with governments throughout the world, there is a need to modernise all spheres of Government. Part of this transformation process at a local government level in South Africa has been to ensure that municipalities become more responsive to the communities’ needs. The guiding principles for this transformation are contained in the White Paper on the Transformation of the Public Service (1995) and the Batho Pele White Paper (1997). This has informed the Municipal Systems Act: Act 32 of 2000 of which Chapter 6 determines that municipalities will have a performance management system to promote a culture of performance management amongst the political structures, political office bearers, councillors and administration. The performance management system must ensure that the municipality administers its affairs in an economical, effective, efficient and accountable manner. A literature review contained in this research, indicates that internationally, implementing performance management systems at a local government level is impact upon by a number of factors such as the organizational culture of an institution. This research, which has been grounded within a constructivist paradigm, describes the impact organizational culture has had on the implementation process of the performance management system at Buffalo City Municipality. Interviews were conducted amongst the Section 57 employees (i.e. the Directors) and those employees directly responsible for implementing performance management. The four Directors, two General Managers and the portfolio councilor were interviewed. Semi-structured interviews were conducted with the interviewees and this culminated in a total of 10 hours of interviewing. The protocols were analyzed using the guidelines suggested by Boyatzis (1998) and the findings are detailed in two chapters. The findings of the research were that the implementation of the performance management system at Buffalo City Municipality has been impacted on by the dichotomy between the political and administrative leadership, resulting in non-implementation of council resolutions, the lack of an organizational strategy, poor institutional arrangements and inadequate resource allocation, are reported. However, the most important finding was the impact that a culture of fear has had on the implementation process. This culture of fear and its impact on the implementation of performance management system is described as the most pervasive and insidious of all the findings to have negatively impacted on the implementation process. This research ends with recommendations for further research and it is argued that each organization has its own unique organizational culture. The conclusion is that no single typology, as contained in the literature, which can account for the specific impact organizational culture will have on the implementation process of a performance management system at local government level in South Africa. Consequently, implementers of performance management systems must assess the unique characteristics of each organization’s culture prior to implementation, in order to evaluate its impact that the organizational culture can have on the process.
- Full Text:
- Authors: Williams, Quinton Walter
- Date: 2006
- Subjects: Buffalo City (South Africa) Local government -- South Africa Municipal government -- South Africa Performance -- Management -- South Africa Corporate culture -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:749 , http://hdl.handle.net/10962/d1003870
- Description: Local Government in South Africa has undergone much transformation since 2000. Although much of the change has been to correct imbalances, inequities and disparities within our local communities as a result of Apartheid, change has also been motivated by National Government’s realisation that, as with governments throughout the world, there is a need to modernise all spheres of Government. Part of this transformation process at a local government level in South Africa has been to ensure that municipalities become more responsive to the communities’ needs. The guiding principles for this transformation are contained in the White Paper on the Transformation of the Public Service (1995) and the Batho Pele White Paper (1997). This has informed the Municipal Systems Act: Act 32 of 2000 of which Chapter 6 determines that municipalities will have a performance management system to promote a culture of performance management amongst the political structures, political office bearers, councillors and administration. The performance management system must ensure that the municipality administers its affairs in an economical, effective, efficient and accountable manner. A literature review contained in this research, indicates that internationally, implementing performance management systems at a local government level is impact upon by a number of factors such as the organizational culture of an institution. This research, which has been grounded within a constructivist paradigm, describes the impact organizational culture has had on the implementation process of the performance management system at Buffalo City Municipality. Interviews were conducted amongst the Section 57 employees (i.e. the Directors) and those employees directly responsible for implementing performance management. The four Directors, two General Managers and the portfolio councilor were interviewed. Semi-structured interviews were conducted with the interviewees and this culminated in a total of 10 hours of interviewing. The protocols were analyzed using the guidelines suggested by Boyatzis (1998) and the findings are detailed in two chapters. The findings of the research were that the implementation of the performance management system at Buffalo City Municipality has been impacted on by the dichotomy between the political and administrative leadership, resulting in non-implementation of council resolutions, the lack of an organizational strategy, poor institutional arrangements and inadequate resource allocation, are reported. However, the most important finding was the impact that a culture of fear has had on the implementation process. This culture of fear and its impact on the implementation of performance management system is described as the most pervasive and insidious of all the findings to have negatively impacted on the implementation process. This research ends with recommendations for further research and it is argued that each organization has its own unique organizational culture. The conclusion is that no single typology, as contained in the literature, which can account for the specific impact organizational culture will have on the implementation process of a performance management system at local government level in South Africa. Consequently, implementers of performance management systems must assess the unique characteristics of each organization’s culture prior to implementation, in order to evaluate its impact that the organizational culture can have on the process.
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The impact of smart cards on South African rural pensioners' lives
- Authors: Nyoka, Zanele
- Date: 2004
- Subjects: Old age pensioners -- South Africa -- Management Smart cards South African Post Office
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:818 , http://hdl.handle.net/10962/d1008052
- Description: E-commerce technologies have many possible applications both in commercial and non-commercial operations. The development and implementation of these applications is on the increase especially by government and its agencies, for the delivery of services. Specific to this study is the distribution of old age pension benefits to recipients that reside in the rural areas of South Africa. Of importance to this study are the factors that promote and impinge on the development, implementation and acceptance of these applications. A specific project, the Pension Biometric Project was implemented by the South African Post Office in line with the government's initiatives of improving service delivery, and in response to the encroaching digital economy. The research problem is to investigate the pensioners' perception and their experience of three areas of this project, its implementation, its acceptance and its uses and impact. The research was conducted in the constructivist paradigm, using the case study research method. Three data collection methods were used, i.e. a document study of SAPO project documentation, on-site observations and interviews with pensioners. It was found that despite problems in implementation, the pensioners were accepting of the new system, although they were ignorant of the functionalities of the smart card. Consequently, few pensioners were making use of the banking facilities of the card, or had changed their economic behaviour. The study has also found that two themes are overriding all findings of the study. These two themes are ignorance and dignity. Ignorance has had a causal effect on adoption of the smart cards and dignity has been found to be a result of the project. The overriding implication of this study is that pensioners' ignorance around issues of service delivery by government and its agencies needs to be eradicated, otherwise there is no reliable way of measuring efforts against actual delivery. Also, the fact that dignity has emerged as an overriding theme needs to be deliberately strengthened, and maybe even driven as a specified objective of the Pension Biometric Project. Recommendations in this regard are provided as well as ideas for further research.
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- Authors: Nyoka, Zanele
- Date: 2004
- Subjects: Old age pensioners -- South Africa -- Management Smart cards South African Post Office
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:818 , http://hdl.handle.net/10962/d1008052
- Description: E-commerce technologies have many possible applications both in commercial and non-commercial operations. The development and implementation of these applications is on the increase especially by government and its agencies, for the delivery of services. Specific to this study is the distribution of old age pension benefits to recipients that reside in the rural areas of South Africa. Of importance to this study are the factors that promote and impinge on the development, implementation and acceptance of these applications. A specific project, the Pension Biometric Project was implemented by the South African Post Office in line with the government's initiatives of improving service delivery, and in response to the encroaching digital economy. The research problem is to investigate the pensioners' perception and their experience of three areas of this project, its implementation, its acceptance and its uses and impact. The research was conducted in the constructivist paradigm, using the case study research method. Three data collection methods were used, i.e. a document study of SAPO project documentation, on-site observations and interviews with pensioners. It was found that despite problems in implementation, the pensioners were accepting of the new system, although they were ignorant of the functionalities of the smart card. Consequently, few pensioners were making use of the banking facilities of the card, or had changed their economic behaviour. The study has also found that two themes are overriding all findings of the study. These two themes are ignorance and dignity. Ignorance has had a causal effect on adoption of the smart cards and dignity has been found to be a result of the project. The overriding implication of this study is that pensioners' ignorance around issues of service delivery by government and its agencies needs to be eradicated, otherwise there is no reliable way of measuring efforts against actual delivery. Also, the fact that dignity has emerged as an overriding theme needs to be deliberately strengthened, and maybe even driven as a specified objective of the Pension Biometric Project. Recommendations in this regard are provided as well as ideas for further research.
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