Understanding the factors that influence employee engagement
- Authors: Dengana, Xolla Olwethu
- Date: 2021-04
- Subjects: Employee motivation , Employees -- Attitudes , Management -- Employee participation
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51118 , vital:43210
- Description: Employee engagement is essential in elevating the possibility of any business success. This study investigated and sought to understand the influence of certain factors on employee engagement in a Fast-Moving Consumer Goods firm in Gauteng, South Africa. Employees play a crucial role in assisting any firm to deliver a service or product of high quality to the end users or customers. The existing literature suggests a correlation between engaged employees and commitment and staff turnover which has a direct impact on company performance. This study investigated some of the key factors that influence employee engagement with a focus on the impact of departmental culture, two-way communication, leadership, recognition, and training development. For the purposes of this study, the moderating variable was employee’s attitude which ultimately may influence the level of engagement that employees have. To answer the research questions, a quantitative approach was selected for the purposes of this research. This is more especially as quantitative research is ideal to find statistical relationships between variables and outcomes Quantitative research will therefore be used to determine the relationships between the variables under study. A convenience sampling method was chosen for this study. Research instruments adopted for the study were extracted from several articles which adopted similar constructs. These research instruments were then contextualised for the purposes of understanding the factors that influence employee engagement within an FMCG environment. The researcher ensured that all research instruments adopted for the study, were validated, and have a Cronbach-alpha score of more than 0.7 which is an ideal unit of measure for research-instruments internal consistency. The data collected was subjected to correlation and regression analysis to satisfy the objective of the study. Based on the results, suitable suggestions were given to which factors to focus on more which could influence employee engagement the most. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business Administration, 2021
- Full Text:
- Date Issued: 2021-04
- Authors: Dengana, Xolla Olwethu
- Date: 2021-04
- Subjects: Employee motivation , Employees -- Attitudes , Management -- Employee participation
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51118 , vital:43210
- Description: Employee engagement is essential in elevating the possibility of any business success. This study investigated and sought to understand the influence of certain factors on employee engagement in a Fast-Moving Consumer Goods firm in Gauteng, South Africa. Employees play a crucial role in assisting any firm to deliver a service or product of high quality to the end users or customers. The existing literature suggests a correlation between engaged employees and commitment and staff turnover which has a direct impact on company performance. This study investigated some of the key factors that influence employee engagement with a focus on the impact of departmental culture, two-way communication, leadership, recognition, and training development. For the purposes of this study, the moderating variable was employee’s attitude which ultimately may influence the level of engagement that employees have. To answer the research questions, a quantitative approach was selected for the purposes of this research. This is more especially as quantitative research is ideal to find statistical relationships between variables and outcomes Quantitative research will therefore be used to determine the relationships between the variables under study. A convenience sampling method was chosen for this study. Research instruments adopted for the study were extracted from several articles which adopted similar constructs. These research instruments were then contextualised for the purposes of understanding the factors that influence employee engagement within an FMCG environment. The researcher ensured that all research instruments adopted for the study, were validated, and have a Cronbach-alpha score of more than 0.7 which is an ideal unit of measure for research-instruments internal consistency. The data collected was subjected to correlation and regression analysis to satisfy the objective of the study. Based on the results, suitable suggestions were given to which factors to focus on more which could influence employee engagement the most. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business Administration, 2021
- Full Text:
- Date Issued: 2021-04
The relationship between authentic leadership and employee performance
- Authors: Petzer, Liane
- Date: 2018
- Subjects: Authentic leadership , Positive psychology , Employee motivation -- South Africa , Employees -- Attitudes , Job satisfaction -- South Africa , Employees -- Rating of -- South Africa , Financial services industry -- South Africa
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59467 , vital:27613
- Description: The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
- Full Text:
- Date Issued: 2018
- Authors: Petzer, Liane
- Date: 2018
- Subjects: Authentic leadership , Positive psychology , Employee motivation -- South Africa , Employees -- Attitudes , Job satisfaction -- South Africa , Employees -- Rating of -- South Africa , Financial services industry -- South Africa
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59467 , vital:27613
- Description: The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
- Full Text:
- Date Issued: 2018
Improving employee engagement within a contemporary call centre in the Western Cape
- Authors: Pillay, Lesharin
- Date: 2016
- Subjects: Employee motivation -- Research Employees -- Rating of , Employees -- Attitudes
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/48025 , vital:40464
- Description: Call centres can be regarded as one of the most stressful working environments, where a number of challenges are experienced, such as a high staff turnover and a high level of absenteeism. Call centres have evolved over the past decade and will continue to evolve as technology progresses. The call centre industry, has experienced approximately an eight percent growth from 2013 to 2014 in terms of job creation within the Western Cape. The number of jobs increased from 38 000 to 41 000 year on year with a R9 billion contribution being made to the provincial gross domestic product. In investigating the call centre industry in the Western Cape, a core problem was identified which revealed a number of questions. Call centre agents experience low levels of satisfaction, mainly as a result of the repetitiveness and monotonous nature of their work. This leads to the main research problem, namely that of improving employee engagement within a contemporary call centre in the Western Cape. In order to resolve this problem, employee engagement need to be defined as well as various levels of engagement needed to be investigated. Furthermore, an understanding of the key drivers of engagement as well as an understanding on how employee engagement can be improved, is needed. This study aims at providing call centre managers with insight into various engagement factors which could impact on: absenteeism, attrition rates and performance of call centre agents as well as customer experience. In order to address the problem and answer the various questions described above, the researcher conducted a literature review in order to create an understanding of the employee engagement concept as well as identify the various levels of employee engagement and the key drivers of engagement. Based on the literature review conducted, a hypothesis was developed on key drivers that impact the engagement of call centre agents. The key drivers in accordance with the hypothesised model are communication, team support, autonomy, management support, rewards and recognition as well as career development. A further literature review was conducted on how to improve employee engagement based on the key drivers identified. Based on the literature review done a questionnaire has been constructed in order to test the hypothesis. Electronic surveys based on the questionnaire constructed were sent out to a sample of call centre agents. All results from the survey were captured onto excel spreadsheets and various statistical calculations were conducted. The results from empirical study were analysed in conjunction with the literature in order to address the objective of the research. The biographical statistics showed a greater composition of female respondents in comparison to male. The predominant age group was found to be 26-35 years and the predominant period of service towards the organisation was more than 3 years. Descriptive statistics per variable revealed a number of high positive indicators such as regular communication and relationships with managers as well as a sense of belonging in a team. The descriptive statistics also revealed various areas of concern of which the highest frequency of negative responses related to employees feeling like a professional associate and not just a simple worker as well as growth opportunities. All drivers in accordance with the hypothesised model, were positively correlated to employee engagement. The empirical research was conducted on a call centre within the Western Cape and thus it can be concluded that an improvement in the drivers of engagement should lead to improved employee engagement within a contemporary call centre in the Western Cape.
- Full Text:
- Date Issued: 2016
- Authors: Pillay, Lesharin
- Date: 2016
- Subjects: Employee motivation -- Research Employees -- Rating of , Employees -- Attitudes
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/48025 , vital:40464
- Description: Call centres can be regarded as one of the most stressful working environments, where a number of challenges are experienced, such as a high staff turnover and a high level of absenteeism. Call centres have evolved over the past decade and will continue to evolve as technology progresses. The call centre industry, has experienced approximately an eight percent growth from 2013 to 2014 in terms of job creation within the Western Cape. The number of jobs increased from 38 000 to 41 000 year on year with a R9 billion contribution being made to the provincial gross domestic product. In investigating the call centre industry in the Western Cape, a core problem was identified which revealed a number of questions. Call centre agents experience low levels of satisfaction, mainly as a result of the repetitiveness and monotonous nature of their work. This leads to the main research problem, namely that of improving employee engagement within a contemporary call centre in the Western Cape. In order to resolve this problem, employee engagement need to be defined as well as various levels of engagement needed to be investigated. Furthermore, an understanding of the key drivers of engagement as well as an understanding on how employee engagement can be improved, is needed. This study aims at providing call centre managers with insight into various engagement factors which could impact on: absenteeism, attrition rates and performance of call centre agents as well as customer experience. In order to address the problem and answer the various questions described above, the researcher conducted a literature review in order to create an understanding of the employee engagement concept as well as identify the various levels of employee engagement and the key drivers of engagement. Based on the literature review conducted, a hypothesis was developed on key drivers that impact the engagement of call centre agents. The key drivers in accordance with the hypothesised model are communication, team support, autonomy, management support, rewards and recognition as well as career development. A further literature review was conducted on how to improve employee engagement based on the key drivers identified. Based on the literature review done a questionnaire has been constructed in order to test the hypothesis. Electronic surveys based on the questionnaire constructed were sent out to a sample of call centre agents. All results from the survey were captured onto excel spreadsheets and various statistical calculations were conducted. The results from empirical study were analysed in conjunction with the literature in order to address the objective of the research. The biographical statistics showed a greater composition of female respondents in comparison to male. The predominant age group was found to be 26-35 years and the predominant period of service towards the organisation was more than 3 years. Descriptive statistics per variable revealed a number of high positive indicators such as regular communication and relationships with managers as well as a sense of belonging in a team. The descriptive statistics also revealed various areas of concern of which the highest frequency of negative responses related to employees feeling like a professional associate and not just a simple worker as well as growth opportunities. All drivers in accordance with the hypothesised model, were positively correlated to employee engagement. The empirical research was conducted on a call centre within the Western Cape and thus it can be concluded that an improvement in the drivers of engagement should lead to improved employee engagement within a contemporary call centre in the Western Cape.
- Full Text:
- Date Issued: 2016
A case study of Siemens Afghanistan : building a country, building a company
- Authors: Qaleej, Raaz Hassan
- Date: 2015
- Subjects: Siemens Aktiengesellschaft , Corporate culture -- Afghanistan , Employees -- Attitudes , Industrial relations -- Afghanistan
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:854 , http://hdl.handle.net/10962/d1017522
- Description: This case study was written within the broader concept of Organisational Culture and how it is integrated into an organisation to encourage responsible leadership. The core focus and emphasis of this approach is to establish the implications for businesses operating in the most challenging of commercial environments, while adhering to their corporate ethos and organisational values. These may be summarised with the phrase: Only a clean business is a sustainable business. This dissertation is intended to act as a case study and resource aide for the teaching of leadership, organisational behaviour, human resources and business sustainability. The study is about the Afghanistan chapter of the global giant Siemens, which has been working in many areas of specialisation conducting business in the country for more than 75 years. It has been selected for this case study because of its long-term impressive record, during which time it has developed and sustained a reputation as an organisation with a much-admired organisational culture, and one to which employees feel very closely attached and connected. This case study evolved from a set of unique as well as difficult circumstances. In Afghanistan, where infrastructure is weak, businesses and other structured organisations are in their initial and immature stages of development, and employee attachment to their workplaces is relatively weak. In the case of Siemens however, it has been much the opposite. It became apparent over a protracted period of time that the relationship of employees to the company was clearly of a positive and committed nature, unlike the general perception stemming from other multinational organisations operating within the country. Many business organisations in Afghanistan tend to emphasise to a lesser degree some modern-day practices of employer-employee relationships, which negatively affect motivation and commitment. The study grew out of the observations that employees of Siemens on the other hand, seemed to exhibit attitudes and commitments contrary to the general trend in the wider business sector. This project began with the intention to identify those factors contributing to employee loyalty and strong attachments to an organisation. Subsequently, the same findings were used to identify the traits and particular features working within the organisational environment.
- Full Text:
- Date Issued: 2015
- Authors: Qaleej, Raaz Hassan
- Date: 2015
- Subjects: Siemens Aktiengesellschaft , Corporate culture -- Afghanistan , Employees -- Attitudes , Industrial relations -- Afghanistan
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:854 , http://hdl.handle.net/10962/d1017522
- Description: This case study was written within the broader concept of Organisational Culture and how it is integrated into an organisation to encourage responsible leadership. The core focus and emphasis of this approach is to establish the implications for businesses operating in the most challenging of commercial environments, while adhering to their corporate ethos and organisational values. These may be summarised with the phrase: Only a clean business is a sustainable business. This dissertation is intended to act as a case study and resource aide for the teaching of leadership, organisational behaviour, human resources and business sustainability. The study is about the Afghanistan chapter of the global giant Siemens, which has been working in many areas of specialisation conducting business in the country for more than 75 years. It has been selected for this case study because of its long-term impressive record, during which time it has developed and sustained a reputation as an organisation with a much-admired organisational culture, and one to which employees feel very closely attached and connected. This case study evolved from a set of unique as well as difficult circumstances. In Afghanistan, where infrastructure is weak, businesses and other structured organisations are in their initial and immature stages of development, and employee attachment to their workplaces is relatively weak. In the case of Siemens however, it has been much the opposite. It became apparent over a protracted period of time that the relationship of employees to the company was clearly of a positive and committed nature, unlike the general perception stemming from other multinational organisations operating within the country. Many business organisations in Afghanistan tend to emphasise to a lesser degree some modern-day practices of employer-employee relationships, which negatively affect motivation and commitment. The study grew out of the observations that employees of Siemens on the other hand, seemed to exhibit attitudes and commitments contrary to the general trend in the wider business sector. This project began with the intention to identify those factors contributing to employee loyalty and strong attachments to an organisation. Subsequently, the same findings were used to identify the traits and particular features working within the organisational environment.
- Full Text:
- Date Issued: 2015
An evaluation of the implementation of Mercedes Benz production system (MPS) and the employee change readiness at Mercedes Benz commercial vehicles South Africa
- Authors: McAllister, Rozane Ronardo
- Date: 2015
- Subjects: Daimler-Benz Aktiengesellschaft , Organizational change -- South Africa , Organizational behavior -- South Africa , Employees -- Attitudes , Continuous improvement process -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:850 , http://hdl.handle.net/10962/d1017518
- Description: The evaluation report section describes the evaluation of the implementation of Mercedes Benz Production System (MPS) at Mercedes Benz Commercial Vehicles, which is a division of Mercedes Benz South Africa’s manufacturing plant situated in East London. The section evaluates the changes the implementation of MPS brought to the Key Performance Indicators (KPI’S) of the division and evaluates the change readiness of the employees in the division prior to the change. The change implementation was initiated by the management of MBCV as a strategic organisational change to bring about continuous improvement to the KPI’s of the organisation. These KPI’s are Safety, Quality, Delivery, Cost and Morale (SQDCM). The reason behind the change at the time was deemed critical to MBCV in order to meet the annual KPI targets and remain cost competitive and sustainable. The evaluation report further describes the results of the change with regards to the organisational KPI’s and the level of employee change readiness which was conducted through a questionnaire survey. A brief literature review is included in the Evaluation Report under section one describing key concepts about Production Systems, Lean Manufacturing and Change Management. The evaluation section includes recommendations based on the results of the research findings and ends with a conclusion. The literature review section explores the literature that supports production systems, lean manufacturing and change management concepts, its definitions, importance and benefits. The literature review describes and critiques key concepts of the research such as productions systems, MPS in particular, lean manufacturing concepts and related change management topics relevant to the research. The literature review defines production systems and the concepts of lean manufacturing, highlighting the benefits of the concepts to enhance organisations’ manufacturing capabilities. An integrated part of lean manufacturing is people and the implementation of lean manufacturing into an organisation requires change management theories therefore key understanding in this particular research was to discuss change management concepts, in particular, employee change readiness. The literature will discuss different tools to assess employee change readiness and from this develop an employee change readiness tool. The change management concepts evaluated change readiness and the consequences if organisations are not ready for change. The research methodology section describes how that the research was conducted in two phases, one to evaluate the implementation of MPS with regards to the organisational KPI’s (SQDCM). This was assessed through reports from projects and presentations made by the project teams on improvements of the organisational KPI’s. The second phase evaluated the change readiness of the employees prior to the implementation of MPS. This phase of the research was intended to retrieve quantitative data with an adapted questionnaire which was distributed to employees. To evaluate the change readiness, a change model known as ADKAR was used as an evaluation instrument. The modified ADKAR questionnaire was distributed to employees in hard copies and completed during a weekly team meeting. The results were summarised and descriptive statistics were used to analyse the final results. Microsoft Excel (2010 version) was used to illustrate and display the graphs. Section three discussed the research methodology in more detail. The study shows that although there were some positive changes that came from the implementation of MPS in MBCV, especially to the following KPI’s (Safety, Quality, Delivery and Cost), real consideration should be given to employee morale and the level of change readiness of MBCV employees.
- Full Text:
- Date Issued: 2015
- Authors: McAllister, Rozane Ronardo
- Date: 2015
- Subjects: Daimler-Benz Aktiengesellschaft , Organizational change -- South Africa , Organizational behavior -- South Africa , Employees -- Attitudes , Continuous improvement process -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:850 , http://hdl.handle.net/10962/d1017518
- Description: The evaluation report section describes the evaluation of the implementation of Mercedes Benz Production System (MPS) at Mercedes Benz Commercial Vehicles, which is a division of Mercedes Benz South Africa’s manufacturing plant situated in East London. The section evaluates the changes the implementation of MPS brought to the Key Performance Indicators (KPI’S) of the division and evaluates the change readiness of the employees in the division prior to the change. The change implementation was initiated by the management of MBCV as a strategic organisational change to bring about continuous improvement to the KPI’s of the organisation. These KPI’s are Safety, Quality, Delivery, Cost and Morale (SQDCM). The reason behind the change at the time was deemed critical to MBCV in order to meet the annual KPI targets and remain cost competitive and sustainable. The evaluation report further describes the results of the change with regards to the organisational KPI’s and the level of employee change readiness which was conducted through a questionnaire survey. A brief literature review is included in the Evaluation Report under section one describing key concepts about Production Systems, Lean Manufacturing and Change Management. The evaluation section includes recommendations based on the results of the research findings and ends with a conclusion. The literature review section explores the literature that supports production systems, lean manufacturing and change management concepts, its definitions, importance and benefits. The literature review describes and critiques key concepts of the research such as productions systems, MPS in particular, lean manufacturing concepts and related change management topics relevant to the research. The literature review defines production systems and the concepts of lean manufacturing, highlighting the benefits of the concepts to enhance organisations’ manufacturing capabilities. An integrated part of lean manufacturing is people and the implementation of lean manufacturing into an organisation requires change management theories therefore key understanding in this particular research was to discuss change management concepts, in particular, employee change readiness. The literature will discuss different tools to assess employee change readiness and from this develop an employee change readiness tool. The change management concepts evaluated change readiness and the consequences if organisations are not ready for change. The research methodology section describes how that the research was conducted in two phases, one to evaluate the implementation of MPS with regards to the organisational KPI’s (SQDCM). This was assessed through reports from projects and presentations made by the project teams on improvements of the organisational KPI’s. The second phase evaluated the change readiness of the employees prior to the implementation of MPS. This phase of the research was intended to retrieve quantitative data with an adapted questionnaire which was distributed to employees. To evaluate the change readiness, a change model known as ADKAR was used as an evaluation instrument. The modified ADKAR questionnaire was distributed to employees in hard copies and completed during a weekly team meeting. The results were summarised and descriptive statistics were used to analyse the final results. Microsoft Excel (2010 version) was used to illustrate and display the graphs. Section three discussed the research methodology in more detail. The study shows that although there were some positive changes that came from the implementation of MPS in MBCV, especially to the following KPI’s (Safety, Quality, Delivery and Cost), real consideration should be given to employee morale and the level of change readiness of MBCV employees.
- Full Text:
- Date Issued: 2015
Perceived breach and violation of the psychological contract in a collectivistic culture
- Van der Merwe, Sophie Wilhelmine
- Authors: Van der Merwe, Sophie Wilhelmine
- Date: 2015
- Subjects: Collectivism , Employees -- Attitudes , Contracts -- Psychological aspects , Industrial relations , Breach of contract , Personnel management -- Psychological aspects , Organizational behavior , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:855 , http://hdl.handle.net/10962/d1017523
- Description: The significance of relationships on economic actions and employee behaviour makes it critical for employers to understand the dynamics of employment through mutual obligations (Rousseau, 1990; Guest, 2004b). The psychological contract affords a broad platform to study the employment relationship (Thomas et al., 2010), and is an important tool for organisational success (McDermott et al., 2013). The literature review contained in this study indicates the differences in contracting environments due to the prevailing cultural orientation. However, there is a dearth of research in collectivistic culture, to which this study will add. The literature also makes a distinction between perceptions of breach and violation. While perceptions of breach of the psychological contract is the perception that the employer has not met all obligations and promises, violation is the emotional and affective state following breach (Morrison & Robinson, 1997) and results in negative or deviant behaviours (Chiu & Peng, 2008). Both breach and violation perceptions negatively affect employee behaviours and attitudes in the workplace (Aggarwal & Bhargava, 2014). This research assumed a constructivist paradigm and builds understanding of the outcomes of breach and violation of the psychological contract on employees’ working life in a collectivistic environment. Primary data collection was by in-depth semi-structured, one on one interviews with five employees of a state-subsidised organisation in East London, making use of convenience sampling. Follow up interviews were conducted, resulting in 7ₑ/₄ hours of interviewing time. Cultural orientation was ascertained through the use of a questionnaire. The findings of this study confirmed that the type of psychological contract entered into influences the outcomes of perceptions of breach and violation. Both dimensions of collectivism, namely institutional and in-group, were practised in this environment, which also impacted on both the individual’s experience and outcomes for the organisation. The latter was influenced by commitment to organisational goals and supervisory or collegial relationships. Most notable of the results is the effect of expectations of transitional justice on experience of the psychological contract. Practical implications and recommendations for future research are made. This research is presented in three sections; firstly the research is presented in the format of an academic paper and includes a concise summary of literature and research method. The second section is an expanded literature review of the psychological contract and its influencing factors, as well as the outcomes of breach and violation. The last section describes and justifies in detail the design of the research and the research procedure followed. , Alternate name: Van der Merwe, Somine
- Full Text:
- Date Issued: 2015
- Authors: Van der Merwe, Sophie Wilhelmine
- Date: 2015
- Subjects: Collectivism , Employees -- Attitudes , Contracts -- Psychological aspects , Industrial relations , Breach of contract , Personnel management -- Psychological aspects , Organizational behavior , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:855 , http://hdl.handle.net/10962/d1017523
- Description: The significance of relationships on economic actions and employee behaviour makes it critical for employers to understand the dynamics of employment through mutual obligations (Rousseau, 1990; Guest, 2004b). The psychological contract affords a broad platform to study the employment relationship (Thomas et al., 2010), and is an important tool for organisational success (McDermott et al., 2013). The literature review contained in this study indicates the differences in contracting environments due to the prevailing cultural orientation. However, there is a dearth of research in collectivistic culture, to which this study will add. The literature also makes a distinction between perceptions of breach and violation. While perceptions of breach of the psychological contract is the perception that the employer has not met all obligations and promises, violation is the emotional and affective state following breach (Morrison & Robinson, 1997) and results in negative or deviant behaviours (Chiu & Peng, 2008). Both breach and violation perceptions negatively affect employee behaviours and attitudes in the workplace (Aggarwal & Bhargava, 2014). This research assumed a constructivist paradigm and builds understanding of the outcomes of breach and violation of the psychological contract on employees’ working life in a collectivistic environment. Primary data collection was by in-depth semi-structured, one on one interviews with five employees of a state-subsidised organisation in East London, making use of convenience sampling. Follow up interviews were conducted, resulting in 7ₑ/₄ hours of interviewing time. Cultural orientation was ascertained through the use of a questionnaire. The findings of this study confirmed that the type of psychological contract entered into influences the outcomes of perceptions of breach and violation. Both dimensions of collectivism, namely institutional and in-group, were practised in this environment, which also impacted on both the individual’s experience and outcomes for the organisation. The latter was influenced by commitment to organisational goals and supervisory or collegial relationships. Most notable of the results is the effect of expectations of transitional justice on experience of the psychological contract. Practical implications and recommendations for future research are made. This research is presented in three sections; firstly the research is presented in the format of an academic paper and includes a concise summary of literature and research method. The second section is an expanded literature review of the psychological contract and its influencing factors, as well as the outcomes of breach and violation. The last section describes and justifies in detail the design of the research and the research procedure followed. , Alternate name: Van der Merwe, Somine
- Full Text:
- Date Issued: 2015
Appropriateness of municipal workers' job behaviour and performance at the Buffalo City Metropolitan Municipality
- Authors: Twalo, Thembinkosi Gladden
- Date: 2014
- Subjects: Education -- Employees , Employees -- Attitudes , Employees -- Rating of
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9587 , http://hdl.handle.net/10948/d1020997
- Description: The Buffalo City Metropolitan Municipality (BCMM) has been experiencing inappropriate job behaviour and performance from some of its workers. These inappropriate practices have been widely reported in the media, audit reports, parliamentary discussions, reports to parliament, municipal reports, and departmental reports. They include misappropriation of municipal resources, maladministration, mismanagement, lack of service delivery, fraud, and corruption. Since many BCMM workers have various levels of formal education, such practices are not expected, because the structural-functionalist assumption is that formal education is a solution to societal challenges. At the BCMM, however, formal education seemed to also serve a different purpose, that of realising the principle that says “[k]now the rules well, so you can break them effectively” (Dalai Lama 2013, 2). This study therefore hypothesises that the perpetual inappropriate job behaviour and performance at the BCMM is due to the paucity of broad skills. The concept of broad skills includes the various dimensions of knowledge (know that, know why, know how) as well as attitudes, ethics and values. Inappropriate job behaviour and performance practices thus indicate that current levels of broad skills are insufficient. This study acknowledges that labour (ability to work) is a product of multifarious forms of capital, hence this study amalgamates four forms of capital - human capital, social capital, cultural capital, and reputation capital – into a theoretical framework in order to get a broader explanation of the workers’ job behaviour and performance. The various forms of capital contribute to the formation of skill, hence the notion of broad skills. How workers discharge their responsibilities is determined by numerous factors such as cultural capital (the workers’ family background, race, ethnicity, personality, and geographical area) (Bourdieu 1977); reputation capital (the workers’ brand, public perceptions of trustworthiness, popularity, authority in the field, ethics, integrity and reputation) (Ingbretsen 2011); social capital (the workers’ social development, social relations, and social networks) (Blackmore 1997); and human capital (schooling) (Becker 1964). The value of adopting the broad skills approach lies in gaining a broader perspective on job performance as opposed to the dominant use of the human capital model alone which predominantly uses schooling to explain job performance. In practice, the human capital model is characterised by its association of job performance problems with lack of skills. However, investigation of the role of attitudes, ethics and values in the labour process reveals that the lack of will also contributes to job performance problems. In fact, the adoption of multiple perspectives for investigating the paradoxical co-existence of inappropriate job behaviour and performance with formal education reveals several factors that make this phenomenon possible, besides lack of skills. These include the job environment, ineffective performance management systems, compromised municipal effectiveness and efficiency due to the politicisation of municipal management, and manipulation of the labour process to suit the interests of the workers who want to engage in inappropriate practices.
- Full Text:
- Date Issued: 2014
- Authors: Twalo, Thembinkosi Gladden
- Date: 2014
- Subjects: Education -- Employees , Employees -- Attitudes , Employees -- Rating of
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9587 , http://hdl.handle.net/10948/d1020997
- Description: The Buffalo City Metropolitan Municipality (BCMM) has been experiencing inappropriate job behaviour and performance from some of its workers. These inappropriate practices have been widely reported in the media, audit reports, parliamentary discussions, reports to parliament, municipal reports, and departmental reports. They include misappropriation of municipal resources, maladministration, mismanagement, lack of service delivery, fraud, and corruption. Since many BCMM workers have various levels of formal education, such practices are not expected, because the structural-functionalist assumption is that formal education is a solution to societal challenges. At the BCMM, however, formal education seemed to also serve a different purpose, that of realising the principle that says “[k]now the rules well, so you can break them effectively” (Dalai Lama 2013, 2). This study therefore hypothesises that the perpetual inappropriate job behaviour and performance at the BCMM is due to the paucity of broad skills. The concept of broad skills includes the various dimensions of knowledge (know that, know why, know how) as well as attitudes, ethics and values. Inappropriate job behaviour and performance practices thus indicate that current levels of broad skills are insufficient. This study acknowledges that labour (ability to work) is a product of multifarious forms of capital, hence this study amalgamates four forms of capital - human capital, social capital, cultural capital, and reputation capital – into a theoretical framework in order to get a broader explanation of the workers’ job behaviour and performance. The various forms of capital contribute to the formation of skill, hence the notion of broad skills. How workers discharge their responsibilities is determined by numerous factors such as cultural capital (the workers’ family background, race, ethnicity, personality, and geographical area) (Bourdieu 1977); reputation capital (the workers’ brand, public perceptions of trustworthiness, popularity, authority in the field, ethics, integrity and reputation) (Ingbretsen 2011); social capital (the workers’ social development, social relations, and social networks) (Blackmore 1997); and human capital (schooling) (Becker 1964). The value of adopting the broad skills approach lies in gaining a broader perspective on job performance as opposed to the dominant use of the human capital model alone which predominantly uses schooling to explain job performance. In practice, the human capital model is characterised by its association of job performance problems with lack of skills. However, investigation of the role of attitudes, ethics and values in the labour process reveals that the lack of will also contributes to job performance problems. In fact, the adoption of multiple perspectives for investigating the paradoxical co-existence of inappropriate job behaviour and performance with formal education reveals several factors that make this phenomenon possible, besides lack of skills. These include the job environment, ineffective performance management systems, compromised municipal effectiveness and efficiency due to the politicisation of municipal management, and manipulation of the labour process to suit the interests of the workers who want to engage in inappropriate practices.
- Full Text:
- Date Issued: 2014
The relationship between authentic leadership, cultural intelligence and employee behaviour
- Authors: Barrass, Deon Brian
- Date: 2014
- Subjects: Leadership , Cultural intelligence , Employees -- Attitudes , Work environment
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8872 , http://hdl.handle.net/10948/d1020336
- Description: Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.
- Full Text:
- Date Issued: 2014
- Authors: Barrass, Deon Brian
- Date: 2014
- Subjects: Leadership , Cultural intelligence , Employees -- Attitudes , Work environment
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8872 , http://hdl.handle.net/10948/d1020336
- Description: Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.
- Full Text:
- Date Issued: 2014
A post restucturing assessment of employee attitudes in South African National Science Council
- Authors: Bugaari, Lynn
- Date: 2012
- Subjects: Job enrichment , Employees -- Attitudes , Employee morale , Performance standards
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9945 , http://hdl.handle.net/10948/d1013702
- Description: Research problem: The restructuring of an organisation can be classified as a transformational intervention (Litwin & Burke, 1992). As such is it has a potential to significantly influence key employee attitudes that are related to employee and organisational performance. Any deterioration in these attitudes could impact negatively on organisational outcomes. As part of the monitoring and review of change interventions, management needs to understand the change in employee attitudes towards their work and management in their business units and towards the broader organisation in order that, if necessary, corrective action can be taken. Research objectives: To address the research problem, research objectives and questions were established. The main objective of the study was to investigate whether there has been a change in attitudes of employees in two business units of a South African National Science Council after the implementation of restructuring in the organisation and the business units. The key attitudes to be measured are job and management satisfaction, perceived organisational support, organisational commitment and a dimension of employee engagement, dedication. Research questions: Four research questions were established and these were; What is the change in employee attitudes post-restructuring? In particular what is the change in employee job satisfaction; management satisfaction, employee engagement, commitment to the organisation and perceived organisational support? What is the relationship between the sub-groups, distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and employee attitudes pre-restructuring? What is the relationship between the sub-groups distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and employee attitudes post-restructuring? What is the relationship between the sub-groups distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and the change in employee attitudes pre and post-restructuring? Research design: The nature of this research is descriptive. In order to solve the research questions the researcher used a pre-test and post-test measurement of employee attitudes. A survey using a structured self-administered questionnaire was used to collect information regarding employee attitudes before and after the restructuring of the organisation and business units. Major findings: The results from the survey showed that there was a change in the levels of organisational commitment, job satisfaction and management satisfaction at the National Science Council after the restructuring had taken place. Also, the impact of the sub-groups in the organisation on affective factors was evident in the level of occupation and employee engagement, race and management satisfaction, the business unit and the levels of perceived organisational support, management satisfaction and employee engagement, home language and employee engagement, the number of years the employee had worked for the organisation and management satisfaction, age and job satisfaction and employee engagement.
- Full Text:
- Date Issued: 2012
- Authors: Bugaari, Lynn
- Date: 2012
- Subjects: Job enrichment , Employees -- Attitudes , Employee morale , Performance standards
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9945 , http://hdl.handle.net/10948/d1013702
- Description: Research problem: The restructuring of an organisation can be classified as a transformational intervention (Litwin & Burke, 1992). As such is it has a potential to significantly influence key employee attitudes that are related to employee and organisational performance. Any deterioration in these attitudes could impact negatively on organisational outcomes. As part of the monitoring and review of change interventions, management needs to understand the change in employee attitudes towards their work and management in their business units and towards the broader organisation in order that, if necessary, corrective action can be taken. Research objectives: To address the research problem, research objectives and questions were established. The main objective of the study was to investigate whether there has been a change in attitudes of employees in two business units of a South African National Science Council after the implementation of restructuring in the organisation and the business units. The key attitudes to be measured are job and management satisfaction, perceived organisational support, organisational commitment and a dimension of employee engagement, dedication. Research questions: Four research questions were established and these were; What is the change in employee attitudes post-restructuring? In particular what is the change in employee job satisfaction; management satisfaction, employee engagement, commitment to the organisation and perceived organisational support? What is the relationship between the sub-groups, distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and employee attitudes pre-restructuring? What is the relationship between the sub-groups distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and employee attitudes post-restructuring? What is the relationship between the sub-groups distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and the change in employee attitudes pre and post-restructuring? Research design: The nature of this research is descriptive. In order to solve the research questions the researcher used a pre-test and post-test measurement of employee attitudes. A survey using a structured self-administered questionnaire was used to collect information regarding employee attitudes before and after the restructuring of the organisation and business units. Major findings: The results from the survey showed that there was a change in the levels of organisational commitment, job satisfaction and management satisfaction at the National Science Council after the restructuring had taken place. Also, the impact of the sub-groups in the organisation on affective factors was evident in the level of occupation and employee engagement, race and management satisfaction, the business unit and the levels of perceived organisational support, management satisfaction and employee engagement, home language and employee engagement, the number of years the employee had worked for the organisation and management satisfaction, age and job satisfaction and employee engagement.
- Full Text:
- Date Issued: 2012
The impact of organizational culture of employees' behaviour within tertiary institutions in the Eastern Cape region
- Authors: Ntontela, Zintle Asiyena
- Date: 2009
- Subjects: Universities and colleges -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Employees -- Attitudes , Corporate culture -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11546 , http://hdl.handle.net/10353/219 , Universities and colleges -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Employees -- Attitudes , Corporate culture -- South Africa -- Eastern Cape
- Description: According to Nel, van Dyk, Haasbroek, Schultz, Sono and Werner (2004:19), organizational culture is simply the manner in which things are done in an organization. It is also known as the personality of the organization. Irrespective of what is called, the culture of the organization develops overtime, and employees are often not even aware of its existence. Organizational culture is, however, of particular importance to management because it helps them understand how employees feel about their work. Culture involves general assumptions about the manner in which work should be done, appropriate goals for the organization as a whole and for departments within the organization, and personal goals for employees. It is particularly the latter that makes the nature of the psychological contract of special importance in the pursuit of organizational success. It is represented by formal goals, structures, policy and communication. Shaw (1997:15) agrees with Nel et al (2004) that organizational culture composes of the shared values which are important concerns and goals shared by people in the organization that tend to influence the behaviour of the employees. These values persist overtime even with changes in group membership. In the light of the above literature, I’m conducting a research for a masters’ degree in Industrial Psychology at the University of Fort Hare, the topic being “The impact of organizational culture on employees’ behaviour within tertiary institutions in the Eastern Cape Region”. This study seeks to investigate: 1) Determine the extent of influence of organizational culture on employees’ behaviour. 2) Identify how management enforces such a culture into the workplace. 3) Determine the significance of creating organizational culture and its implementation. This questionnaire was designed, in this regard, by the researcher to assess the above mentioned objectives. This questionnaire was distributed to the Nelson Mandela Metropolitan University and the University of Fort Hare.
- Full Text:
- Date Issued: 2009
- Authors: Ntontela, Zintle Asiyena
- Date: 2009
- Subjects: Universities and colleges -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Employees -- Attitudes , Corporate culture -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11546 , http://hdl.handle.net/10353/219 , Universities and colleges -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Employees -- Attitudes , Corporate culture -- South Africa -- Eastern Cape
- Description: According to Nel, van Dyk, Haasbroek, Schultz, Sono and Werner (2004:19), organizational culture is simply the manner in which things are done in an organization. It is also known as the personality of the organization. Irrespective of what is called, the culture of the organization develops overtime, and employees are often not even aware of its existence. Organizational culture is, however, of particular importance to management because it helps them understand how employees feel about their work. Culture involves general assumptions about the manner in which work should be done, appropriate goals for the organization as a whole and for departments within the organization, and personal goals for employees. It is particularly the latter that makes the nature of the psychological contract of special importance in the pursuit of organizational success. It is represented by formal goals, structures, policy and communication. Shaw (1997:15) agrees with Nel et al (2004) that organizational culture composes of the shared values which are important concerns and goals shared by people in the organization that tend to influence the behaviour of the employees. These values persist overtime even with changes in group membership. In the light of the above literature, I’m conducting a research for a masters’ degree in Industrial Psychology at the University of Fort Hare, the topic being “The impact of organizational culture on employees’ behaviour within tertiary institutions in the Eastern Cape Region”. This study seeks to investigate: 1) Determine the extent of influence of organizational culture on employees’ behaviour. 2) Identify how management enforces such a culture into the workplace. 3) Determine the significance of creating organizational culture and its implementation. This questionnaire was designed, in this regard, by the researcher to assess the above mentioned objectives. This questionnaire was distributed to the Nelson Mandela Metropolitan University and the University of Fort Hare.
- Full Text:
- Date Issued: 2009
The relationship between job satisfaction and organisational citizenship behaviour among selected organisations in Zimbabwe
- Authors: Chiboiwa, Malvern Waini
- Date: 2009
- Subjects: Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11547 , http://hdl.handle.net/10353/30 , Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Description: Contemporary human resources management suggests that organisations which have been able to make it in the business arena have done so through good people management practices. Job satisfaction, through a people centered approach, has not been spared as one of the critical forces used in achieving organisational effectiveness. Traditional thought behind job satisfaction prescribes that satisfied employees tend to be more productive, creative and committed to their jobs; all of which are imperative to ii achieving an organisation’s bottom line. There has been some controversy surrounding the nature of the relationship between job satisfaction and organisational citizenship behaviour, which is another factor that is regarded as important in achieving organisational effectiveness. Some studies have shown that organisational citizenship behavior is a result of job satisfaction. In this regard, the present study focuses on the extent to which job satisfaction influences organisational citizenship behaviour among selected organizations in Zimbabwe. The study hypothesised that job satisfaction correlates positively with organisational citizenship behaviour. Participants in the study comprise of middle level management, supervisors and lower level employees. Two questionnaires were combined to collect data for the study. The Minnesota Satisfaction questionnaire was used to collect data on job satisfaction whilst a questionnaire by Konovsky and Organ (1996:253) was used to collect data on organisational citizenship behaviour. The results show that employees in the organisations surveyed report moderate levels of job satisfaction and organizational citizenship behavior. It was established that there was a substantive correlation between job satisfaction and organisational citizenship behaviour.
- Full Text:
- Date Issued: 2009
- Authors: Chiboiwa, Malvern Waini
- Date: 2009
- Subjects: Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11547 , http://hdl.handle.net/10353/30 , Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Description: Contemporary human resources management suggests that organisations which have been able to make it in the business arena have done so through good people management practices. Job satisfaction, through a people centered approach, has not been spared as one of the critical forces used in achieving organisational effectiveness. Traditional thought behind job satisfaction prescribes that satisfied employees tend to be more productive, creative and committed to their jobs; all of which are imperative to ii achieving an organisation’s bottom line. There has been some controversy surrounding the nature of the relationship between job satisfaction and organisational citizenship behaviour, which is another factor that is regarded as important in achieving organisational effectiveness. Some studies have shown that organisational citizenship behavior is a result of job satisfaction. In this regard, the present study focuses on the extent to which job satisfaction influences organisational citizenship behaviour among selected organizations in Zimbabwe. The study hypothesised that job satisfaction correlates positively with organisational citizenship behaviour. Participants in the study comprise of middle level management, supervisors and lower level employees. Two questionnaires were combined to collect data for the study. The Minnesota Satisfaction questionnaire was used to collect data on job satisfaction whilst a questionnaire by Konovsky and Organ (1996:253) was used to collect data on organisational citizenship behaviour. The results show that employees in the organisations surveyed report moderate levels of job satisfaction and organizational citizenship behavior. It was established that there was a substantive correlation between job satisfaction and organisational citizenship behaviour.
- Full Text:
- Date Issued: 2009
A critical analysis of organisational strategies for employee engagement
- Authors: Poisat, Paul
- Date: 2006
- Subjects: Employees -- Attitudes , Employee motivation , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9378 , http://hdl.handle.net/10948/466 , Employees -- Attitudes , Employee motivation , Personnel management
- Description: Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
- Full Text:
- Date Issued: 2006
- Authors: Poisat, Paul
- Date: 2006
- Subjects: Employees -- Attitudes , Employee motivation , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9378 , http://hdl.handle.net/10948/466 , Employees -- Attitudes , Employee motivation , Personnel management
- Description: Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
- Full Text:
- Date Issued: 2006
The impact of diversity training on employee attitudes and behaviour with regard to diversity in work organisations: an analysis of a diversity-training programme in a Namibian work organisation
- Authors: Amuenje, Florentia
- Date: 2003
- Subjects: Employees -- Training of -- Namibia , Diversity in the workplace , Employees -- Attitudes
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:2924 , http://hdl.handle.net/10962/d1002433 , Employees -- Training of -- Namibia , Diversity in the workplace , Employees -- Attitudes
- Description: Diversity training programmes are formal efforts to prepare the workforce to work with individuals from different cultural backgrounds and to improve organisational effectiveness. Although many studies have described diversity training programmes in the workplace, only a few have been evaluated to assess their effectiveness and impact on job outcomes. This thesis describes a study that assessed the impact of a diversity management-training programme on employee attitudes and behaviour towards diversity in a manufacturing company in Namibia. Kirkpatrick’s (1959) four-level model, which examines the trainees’ reactions to the training, the learning acquired, the behaviour change and improvement in organisational results, was used to measure the impact of the training programme. Data was collected through pre-and post-assessment semi-structured individual interviews and a focus group was conducted two months after the training. Data analysis indicates that the first two levels of the evaluation model showed an impact. The participants had positive reactions towards the course and said that they had learnt from the course. The data also showed that the training did not have any impact on the behaviour of the participants and on organisational outcomes. The research also revealed that lack of improved productivity and organisational results might have been influenced by unrealistic expectations, past political conditions, job insecurity and unemployment and the training context. Some recommendations for both the diversity training programme administrators as well as the management of the company are made.
- Full Text:
- Date Issued: 2003
- Authors: Amuenje, Florentia
- Date: 2003
- Subjects: Employees -- Training of -- Namibia , Diversity in the workplace , Employees -- Attitudes
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:2924 , http://hdl.handle.net/10962/d1002433 , Employees -- Training of -- Namibia , Diversity in the workplace , Employees -- Attitudes
- Description: Diversity training programmes are formal efforts to prepare the workforce to work with individuals from different cultural backgrounds and to improve organisational effectiveness. Although many studies have described diversity training programmes in the workplace, only a few have been evaluated to assess their effectiveness and impact on job outcomes. This thesis describes a study that assessed the impact of a diversity management-training programme on employee attitudes and behaviour towards diversity in a manufacturing company in Namibia. Kirkpatrick’s (1959) four-level model, which examines the trainees’ reactions to the training, the learning acquired, the behaviour change and improvement in organisational results, was used to measure the impact of the training programme. Data was collected through pre-and post-assessment semi-structured individual interviews and a focus group was conducted two months after the training. Data analysis indicates that the first two levels of the evaluation model showed an impact. The participants had positive reactions towards the course and said that they had learnt from the course. The data also showed that the training did not have any impact on the behaviour of the participants and on organisational outcomes. The research also revealed that lack of improved productivity and organisational results might have been influenced by unrealistic expectations, past political conditions, job insecurity and unemployment and the training context. Some recommendations for both the diversity training programme administrators as well as the management of the company are made.
- Full Text:
- Date Issued: 2003
An assessment of the attitudes influencing employees' intention to quit in two Port Elizabeth public sector hospitals
- Authors: Odeyemi, Hannah Olubunmi
- Subjects: Employees -- Attitudes , Employees -- Resignation -- South Africa -- Port Elizabeth , Organizational commitment -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9433 , http://hdl.handle.net/10948/d1020432
- Description: Research problem: The Port Elizabeth hospital complex is faced with many staff-related challenges including the difficulty of retaining staff. Factors such as salaries, work environment, work injury, work related stress, personal growth and development opportunities, advancement and promotion opportunities, relationships with supervisor(s), are among the issues that contribute and have been found to be some of the factors affecting employees’ perceptions and attitudes towards their work and ultimately to their intentions to stay or leave. Research objectives: To address the research problem, research objectives and questions were established. The main objective of the research was to investigate the perceptions and attitudes influencing the employees’ intention to quit their jobs within the hospital complex. The key perceptions and attitudes that were measured were; job satisfaction, perceived organisational support and organisational commitment. The secondary objective of the study was to determine, from a list of predetermined factors, which were related to job satisfaction, perceived organisational support and organisational commitment and the intention to quit. Research questions: Four research questions were established and these were: What are the employee perceptions and attitudes towards the organisation and their work in the organisation? In particular how satisfied are the employees with their jobs (job satisfaction), how committed are they to the organisation (organisational commitment), how do they perceive the support within the organisation (perceived organisational support) and do they intend to remain with the organisation (intention to quit measured as the intention to stay). What are the most important factors contributing to job satisfaction, perceived organisational support, organisational commitment and intention to quit? (Measured as the intention to stay). What is the relationship between the sub-groups, identified as gender, race, nationality, occupational level, age, hospital, and length of tenure and job satisfaction, perceived organisational support and organisational commitment? What is the relationship between the sub-groups, identified as gender, race, nationality, occupational level, age, hospital, and length of tenure and intention to quit (measured as the intention to stay)? Research design: The nature of this research was a descriptive study collecting quantitative data. A self-administered survey questionnaire was used to collect information regarding employee perceptions and attitudes towards various aspects of their working conditions, their perceptions and attitudes towards the organisation and their intention to remain with the organisation. Major findings: The result of the survey showed that organisational commitment and positive organizational support are practically significantly positively correlated with the intention to stay. However, it was discovered that job satisfaction was statistically significantly positively correlated to intention to stay. The nine factors that were measured were found to be antecedents for all the three constructs of job satisfaction, organizational commitment and perceived organizational support. However, the factors that were also correlated with the intention to stay were promotion opportunities, nature of the work, communication and leader-member exchange.
- Full Text:
- Authors: Odeyemi, Hannah Olubunmi
- Subjects: Employees -- Attitudes , Employees -- Resignation -- South Africa -- Port Elizabeth , Organizational commitment -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9433 , http://hdl.handle.net/10948/d1020432
- Description: Research problem: The Port Elizabeth hospital complex is faced with many staff-related challenges including the difficulty of retaining staff. Factors such as salaries, work environment, work injury, work related stress, personal growth and development opportunities, advancement and promotion opportunities, relationships with supervisor(s), are among the issues that contribute and have been found to be some of the factors affecting employees’ perceptions and attitudes towards their work and ultimately to their intentions to stay or leave. Research objectives: To address the research problem, research objectives and questions were established. The main objective of the research was to investigate the perceptions and attitudes influencing the employees’ intention to quit their jobs within the hospital complex. The key perceptions and attitudes that were measured were; job satisfaction, perceived organisational support and organisational commitment. The secondary objective of the study was to determine, from a list of predetermined factors, which were related to job satisfaction, perceived organisational support and organisational commitment and the intention to quit. Research questions: Four research questions were established and these were: What are the employee perceptions and attitudes towards the organisation and their work in the organisation? In particular how satisfied are the employees with their jobs (job satisfaction), how committed are they to the organisation (organisational commitment), how do they perceive the support within the organisation (perceived organisational support) and do they intend to remain with the organisation (intention to quit measured as the intention to stay). What are the most important factors contributing to job satisfaction, perceived organisational support, organisational commitment and intention to quit? (Measured as the intention to stay). What is the relationship between the sub-groups, identified as gender, race, nationality, occupational level, age, hospital, and length of tenure and job satisfaction, perceived organisational support and organisational commitment? What is the relationship between the sub-groups, identified as gender, race, nationality, occupational level, age, hospital, and length of tenure and intention to quit (measured as the intention to stay)? Research design: The nature of this research was a descriptive study collecting quantitative data. A self-administered survey questionnaire was used to collect information regarding employee perceptions and attitudes towards various aspects of their working conditions, their perceptions and attitudes towards the organisation and their intention to remain with the organisation. Major findings: The result of the survey showed that organisational commitment and positive organizational support are practically significantly positively correlated with the intention to stay. However, it was discovered that job satisfaction was statistically significantly positively correlated to intention to stay. The nine factors that were measured were found to be antecedents for all the three constructs of job satisfaction, organizational commitment and perceived organizational support. However, the factors that were also correlated with the intention to stay were promotion opportunities, nature of the work, communication and leader-member exchange.
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