Performance management of veterinarians : a case study of veterinary services in the Eastern Cape
- Authors: Mutero, Gabriel
- Date: 2013
- Subjects: Performance management Veterinarians -- South Africa -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:719 , http://hdl.handle.net/10962/d1001873
- Description: In recent years, challenging economic conditions have stressed organizations, some to breaking point. Rather than waiting for external improvements, such as market growth or technological advances, many organizations are looking internally for performance and productivity gains (Boxall and Purcell, 2003). Consequently, the concept of performance management is receiving increased attention as a route to improved results and organisational growth (Boxall and Purcell, 2003). Likewise, increasing public pressure on governments to improve service delivery and account for the public purse have also forced many governments worldwide to implement a performance management system in one form or another (Ohemeng, 2009; Cameron and Sewell, 2003; Williams, 2005; Sehested, 2008). The South African Public Service has undergone much transformation since 2000. The transformation has been motivated by the Government’s realisation that, as with governments throughout the world, there is a need to modernise and professionalise all spheres of Government. 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 Public Service Act: Act 32 of 2000 of which stipulates that public service organisations should have a performance management system to promote a culture of performance management amongst all staff. The performance management system must ensure that the public service administers its affairs in an economical, effective, efficient and accountable manner. Whereas performance management systems have been in existence in some parts of the world since the early 1970s (Armstrong and Baron, 2005), in the Eastern Cape Provincial Government (ECPG) the Performance Management and Development System (PMDS) can be considered to still be in its infancy stage. It was introduced slightly over a decade ago, with the objective of managing performance in a consultative, supportive and non-discriminatory manner (ECPG, 2001). The PMDS also aims to provide clarity to all employees on their role in the achievement of departmental and provincial goals. This was anticipated to result in enhanced organisational efficiency and effectiveness, accountability for the use of resources and the achievement of results (ECPG, 2001). 4 A literature review contained in this research indicates that internationally and locally, implementing performance management systems is beset with challenges such as conflicting interests between different groups such as professionals wanting autonomy, organisational culture, poor implementation, lack of capacity and resources, lack of institutional and leadership support, changing workplace environments and many others. However it has also been shown that performance management systems are one way of ensuring that employees are focused, goals are met and organisation move forward toward meeting their mission. This research, which has been grounded within a post positivist paradigm, describes the impact of the PMDS on veterinarians in their professional conduct. Semi-structured interviews were conducted with ten veterinarians within the Department, culminating in a total of seven and a half hours of interviewing time. The findings of this study were that the PMDS was minimally effective in achieving organisational goals and mission because of several reasons such as inconsistency in application, perceived unfairness, a lack of ownership of the system amongst workers and management, a lack of involvement, a dichotomy between policy and actual practice, geographical remoteness of subordinates resulting in dilution of information and influence, lack of resources and finally, the type and validity of indicators used. A significant finding was that having a non-veterinarian as a supervisor, impacted negatively on professional conduct. This was perceived to affect planning and goal setting, review and feedback discussions, as well as career advancement. The research ends with recommendations for practice and further research such as exploring management of professionals in multidisciplinary organisations. This research paper is organised and presented in three sections; the first section is in the format of an academic paper, and in addition to a concise review of the literature, will detail the findings, their discussion and conclusion. The second section contains a more expanded literature review of performance management of professionals and the third and last section describes and justifies the design of the study and how it was conducted.
- Full Text:
- Date Issued: 2013
- Authors: Mutero, Gabriel
- Date: 2013
- Subjects: Performance management Veterinarians -- South Africa -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:719 , http://hdl.handle.net/10962/d1001873
- Description: In recent years, challenging economic conditions have stressed organizations, some to breaking point. Rather than waiting for external improvements, such as market growth or technological advances, many organizations are looking internally for performance and productivity gains (Boxall and Purcell, 2003). Consequently, the concept of performance management is receiving increased attention as a route to improved results and organisational growth (Boxall and Purcell, 2003). Likewise, increasing public pressure on governments to improve service delivery and account for the public purse have also forced many governments worldwide to implement a performance management system in one form or another (Ohemeng, 2009; Cameron and Sewell, 2003; Williams, 2005; Sehested, 2008). The South African Public Service has undergone much transformation since 2000. The transformation has been motivated by the Government’s realisation that, as with governments throughout the world, there is a need to modernise and professionalise all spheres of Government. 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 Public Service Act: Act 32 of 2000 of which stipulates that public service organisations should have a performance management system to promote a culture of performance management amongst all staff. The performance management system must ensure that the public service administers its affairs in an economical, effective, efficient and accountable manner. Whereas performance management systems have been in existence in some parts of the world since the early 1970s (Armstrong and Baron, 2005), in the Eastern Cape Provincial Government (ECPG) the Performance Management and Development System (PMDS) can be considered to still be in its infancy stage. It was introduced slightly over a decade ago, with the objective of managing performance in a consultative, supportive and non-discriminatory manner (ECPG, 2001). The PMDS also aims to provide clarity to all employees on their role in the achievement of departmental and provincial goals. This was anticipated to result in enhanced organisational efficiency and effectiveness, accountability for the use of resources and the achievement of results (ECPG, 2001). 4 A literature review contained in this research indicates that internationally and locally, implementing performance management systems is beset with challenges such as conflicting interests between different groups such as professionals wanting autonomy, organisational culture, poor implementation, lack of capacity and resources, lack of institutional and leadership support, changing workplace environments and many others. However it has also been shown that performance management systems are one way of ensuring that employees are focused, goals are met and organisation move forward toward meeting their mission. This research, which has been grounded within a post positivist paradigm, describes the impact of the PMDS on veterinarians in their professional conduct. Semi-structured interviews were conducted with ten veterinarians within the Department, culminating in a total of seven and a half hours of interviewing time. The findings of this study were that the PMDS was minimally effective in achieving organisational goals and mission because of several reasons such as inconsistency in application, perceived unfairness, a lack of ownership of the system amongst workers and management, a lack of involvement, a dichotomy between policy and actual practice, geographical remoteness of subordinates resulting in dilution of information and influence, lack of resources and finally, the type and validity of indicators used. A significant finding was that having a non-veterinarian as a supervisor, impacted negatively on professional conduct. This was perceived to affect planning and goal setting, review and feedback discussions, as well as career advancement. The research ends with recommendations for practice and further research such as exploring management of professionals in multidisciplinary organisations. This research paper is organised and presented in three sections; the first section is in the format of an academic paper, and in addition to a concise review of the literature, will detail the findings, their discussion and conclusion. The second section contains a more expanded literature review of performance management of professionals and the third and last section describes and justifies the design of the study and how it was conducted.
- Full Text:
- Date Issued: 2013
The identification and evaluation of key sustainable development indicators and the development of a conceptual decision-making model for capital investment within Gold Fields Limited (GFL)
- Authors: Jacobs, Phillip A H
- Date: 2010
- Subjects: Industrial management -- Environmental aspects -- South Africa -- Case studies Social responsibility of business -- South Africa -- Case studies Environmental protection -- South Africa -- Case studies Sustainable development -- South Africa -- Case studies Business ethics -- South Africa -- Case studies Industries -- Social aspects -- South Africa -- Case studies Industries -- Moral and ethical aspects -- South Africa -- Case studies Gold Fields Ltd -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:820 , http://hdl.handle.net/10962/d1008304
- Description: The current trends in sustainable development (SO) were examined in this study, which brought about the realisation that SO has become a business imperative. Mining, which is a highly impacting industry, is faced with the dilemma of implementing the principles of SO despite the realisation that its activities are severely limited by· the finite nature of the resource it is capitalising on. This reality, however, does not detract from the non-negotiable requirement for the industry to meet the increasing pressures to act responsibly towards the environment and the community in which it operates. Gold Fields has stepped up to the plate and has already taken several steps to achieve this end. These include the adoption of SO in its Vision, Values and strategies and the development and implementation of a SO framework to ensure the integration of the principles of SO into the business. Furthermore, Gold Fields has also entered into voluntary activities that further cement the commitment the company has towards so. These other initiatives include, inter alia, its International Council on Mining and Metals membership, UN Global Compact participation, becoming a signatory to the cyanide code, IS014001, and so on. This study focussed on several indicator categories and the identification of a set of supporting sustainable development indicators (SOls) for each, which included environmental, social, economic, technological, and ethics, legal and corporate governance (not in order of priority). These indicators were assessed by a carefully selected group of respondents whose collective wisdom and expertise were used to identify and weight supporting SOls for each of the indicator categories. These supporting SOls were in turn used to develop a model that is able to assist in the business's decision making processes when capital investment is being considered . A water treatment project that is currently being considered by Gold Fields was utilised to demonstrate how the decision making model can be applied to two different scenarios. The result clearly and successfully demonstrated that by proactively taking environmental, economic, social, technological, and ethics, legal and corporate governance considerations into account, a gold mining company is able to increase the level of SO of a capital investment project.
- Full Text:
- Date Issued: 2010
- Authors: Jacobs, Phillip A H
- Date: 2010
- Subjects: Industrial management -- Environmental aspects -- South Africa -- Case studies Social responsibility of business -- South Africa -- Case studies Environmental protection -- South Africa -- Case studies Sustainable development -- South Africa -- Case studies Business ethics -- South Africa -- Case studies Industries -- Social aspects -- South Africa -- Case studies Industries -- Moral and ethical aspects -- South Africa -- Case studies Gold Fields Ltd -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:820 , http://hdl.handle.net/10962/d1008304
- Description: The current trends in sustainable development (SO) were examined in this study, which brought about the realisation that SO has become a business imperative. Mining, which is a highly impacting industry, is faced with the dilemma of implementing the principles of SO despite the realisation that its activities are severely limited by· the finite nature of the resource it is capitalising on. This reality, however, does not detract from the non-negotiable requirement for the industry to meet the increasing pressures to act responsibly towards the environment and the community in which it operates. Gold Fields has stepped up to the plate and has already taken several steps to achieve this end. These include the adoption of SO in its Vision, Values and strategies and the development and implementation of a SO framework to ensure the integration of the principles of SO into the business. Furthermore, Gold Fields has also entered into voluntary activities that further cement the commitment the company has towards so. These other initiatives include, inter alia, its International Council on Mining and Metals membership, UN Global Compact participation, becoming a signatory to the cyanide code, IS014001, and so on. This study focussed on several indicator categories and the identification of a set of supporting sustainable development indicators (SOls) for each, which included environmental, social, economic, technological, and ethics, legal and corporate governance (not in order of priority). These indicators were assessed by a carefully selected group of respondents whose collective wisdom and expertise were used to identify and weight supporting SOls for each of the indicator categories. These supporting SOls were in turn used to develop a model that is able to assist in the business's decision making processes when capital investment is being considered . A water treatment project that is currently being considered by Gold Fields was utilised to demonstrate how the decision making model can be applied to two different scenarios. The result clearly and successfully demonstrated that by proactively taking environmental, economic, social, technological, and ethics, legal and corporate governance considerations into account, a gold mining company is able to increase the level of SO of a capital investment project.
- Full Text:
- Date Issued: 2010
An understanding of corporate social investment within the context of the Sappi Forest Products Division in South Africa
- Authors: May, Jonathan Paul
- Date: 2006
- Subjects: Forests and forestry -- South Africa Forests and forestry -- Social aspects -- South Africa Forest products industry -- South Africa Corporate reorganizations Social responsibility of business -- South Africa Community development -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:768 , http://hdl.handle.net/10962/d1003889
- Description: This research which makes reference to Sappi South Africa is grounded in a South African context, within the forestry industry. The aims of the study are to- 1. Provide a description of corporate social investment (in a Sappi/ South African context) from a theoretical, corporate and legislative perspective which will describe current Sappi CSI activity, its implementation, measurement and the driving force behind them. 2. To articulate a sound understanding without judgement of the current status of corporate social investment based upon the application of (1) above. 3. To position Sappi’s CSI approach on a macro government/ corporate power scale which will facilitate rich understanding concerning the long term sustainability of Sappi’s CSI approach on the corporation, the forestry industry and the South African economy. 4. To distill a consensual interpretation that is more informed and sophisticated than previous constructions within Sappi Forest Products Division. The qualitative research is descriptive. A single case-study method has been adopted. Corporate Social Responsibility (CSR), as a late twentieth-century American movement, is a modern manifestation of an ancient debate amongst philosophers and theologians in many lands and cultures about the morality of commerce itself (Hood, 1996). Friedman (1962) quoted in Anshen (1980:10) argues that business should not and must not deviate from its profit orientation and that it should be concerned only with its economic performance. Friedman supported the notion ‘the business of business is business’ and adds, as quoted in Smith (1990:60), that to suggest corporations should have a social responsibility is to fail to understand the way in which the market is and must be played and asks, ‘if business does have a social responsibility other than making profits for shareholders, how are they to know what it is? Frederick et al, (1998:36) argue that Corporate Social Responsibility balances power with responsibility, responds to public needs and expectations and can contribute to correcting societal imbalances implicit in most economies. Smith (1990:89) suggests that the social control of business is achieved by either virtue of moral obligation, market forces and legislation, or, manipulation, inducement and force. Beesley and Evans (1978) quoted in Smith (1990:54) note ‘there is recognition of the growth of corporate power and the consequent perception of relative shift from government to companies as the source of social improvement and the means to promote specific items of social welfare.’ On this basis it may therefore be concluded that societal responsibilities should be shared between government and business, and in this way power balanced and a healthy pluralistic state developed. The vision of Sappi’s Corporate Social Investment program is to be instrumental in empowering and creating opportunities for both personnel and their dependent communities in order to address their self-defined needs. Sappi’s CSI activity is concentrated on education and community development, environmental preservation and conservation, social welfare and arts and culture. CSI practices are driven by morality, enlightened self-interest and by the South African Government. If the corporation had only started trading in 2005 would the CSI vision be driven by the same ‘gears’, or would the moral obligation and enlightened self-interest become less apparent? It is recommended that the Sappi CSI initiative must embrace CSI and uplift it to the next level by implementing the change management process, outsourcing at least the rural CSI initiative and expanding into a more brand orientated CSI strategy. Sappi also needs to make strategic CSI alliances with other organizations.
- Full Text:
- Date Issued: 2006
- Authors: May, Jonathan Paul
- Date: 2006
- Subjects: Forests and forestry -- South Africa Forests and forestry -- Social aspects -- South Africa Forest products industry -- South Africa Corporate reorganizations Social responsibility of business -- South Africa Community development -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:768 , http://hdl.handle.net/10962/d1003889
- Description: This research which makes reference to Sappi South Africa is grounded in a South African context, within the forestry industry. The aims of the study are to- 1. Provide a description of corporate social investment (in a Sappi/ South African context) from a theoretical, corporate and legislative perspective which will describe current Sappi CSI activity, its implementation, measurement and the driving force behind them. 2. To articulate a sound understanding without judgement of the current status of corporate social investment based upon the application of (1) above. 3. To position Sappi’s CSI approach on a macro government/ corporate power scale which will facilitate rich understanding concerning the long term sustainability of Sappi’s CSI approach on the corporation, the forestry industry and the South African economy. 4. To distill a consensual interpretation that is more informed and sophisticated than previous constructions within Sappi Forest Products Division. The qualitative research is descriptive. A single case-study method has been adopted. Corporate Social Responsibility (CSR), as a late twentieth-century American movement, is a modern manifestation of an ancient debate amongst philosophers and theologians in many lands and cultures about the morality of commerce itself (Hood, 1996). Friedman (1962) quoted in Anshen (1980:10) argues that business should not and must not deviate from its profit orientation and that it should be concerned only with its economic performance. Friedman supported the notion ‘the business of business is business’ and adds, as quoted in Smith (1990:60), that to suggest corporations should have a social responsibility is to fail to understand the way in which the market is and must be played and asks, ‘if business does have a social responsibility other than making profits for shareholders, how are they to know what it is? Frederick et al, (1998:36) argue that Corporate Social Responsibility balances power with responsibility, responds to public needs and expectations and can contribute to correcting societal imbalances implicit in most economies. Smith (1990:89) suggests that the social control of business is achieved by either virtue of moral obligation, market forces and legislation, or, manipulation, inducement and force. Beesley and Evans (1978) quoted in Smith (1990:54) note ‘there is recognition of the growth of corporate power and the consequent perception of relative shift from government to companies as the source of social improvement and the means to promote specific items of social welfare.’ On this basis it may therefore be concluded that societal responsibilities should be shared between government and business, and in this way power balanced and a healthy pluralistic state developed. The vision of Sappi’s Corporate Social Investment program is to be instrumental in empowering and creating opportunities for both personnel and their dependent communities in order to address their self-defined needs. Sappi’s CSI activity is concentrated on education and community development, environmental preservation and conservation, social welfare and arts and culture. CSI practices are driven by morality, enlightened self-interest and by the South African Government. If the corporation had only started trading in 2005 would the CSI vision be driven by the same ‘gears’, or would the moral obligation and enlightened self-interest become less apparent? It is recommended that the Sappi CSI initiative must embrace CSI and uplift it to the next level by implementing the change management process, outsourcing at least the rural CSI initiative and expanding into a more brand orientated CSI strategy. Sappi also needs to make strategic CSI alliances with other organizations.
- Full Text:
- Date Issued: 2006
Proposed South African management framework for the implementation of the International Convention for the Control and Management of Ships' Ballast Water and Sediments
- Authors: Nolting, Janine
- Date: 2011
- Subjects: Ships -- Fouling Discharge of ballast water -- Environmental aspects International Convention for the Control and Management of Ships' Ballast Water and Sediments Nonindigenous aquatic pests -- Law and legislation Marine fouling organisms -- Law and legislation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:786 , http://hdl.handle.net/10962/d1003907
- Description: South Africa, strategically situated at the southern tip of Africa, is edged on three sides by almost 3000 km of coastline surrounded by the Indian Ocean and the Atlantic Ocean (South African Tourism, 2011). This vast ocean expanse is responsible for conveying approximately 96% of South Africa’s exports (Brand South Africa, 2011). Despite the positive economic effects of the shipping industry, translocation of harmful organisms and pathogens via ballast water and sediments inside ballast water tanks has far reaching global environmental (and economic) impacts (Oliviera, 2008:1; David and Gollasch, 2008:1966). Ballast water is the water that is taken on in order to manage the draft of the ship, to help with propulsion, manoeuvrability, trim control, list and stability (Oliviera, 2008:2). The discharge of ballast water into the world’s oceans has resulted in the transfer of ecologically harmful sea-life into non-native environments (IMO, 2011), resulting in major environmental threats to our oceans (Bax, Williamson, Aguero, Gonzalez and Geeves, 2003:313). Various international documents have been developed to deal with the ballast water issue, culminating in the introduction of the International Convention for the Control and Management of Ships’ Ballast Water and Sediments (“the Convention”) in 2004. The Convention aims at achieving a reduction in the transfer and subsequent impacts of aquatic organisms via the ballast water and sediment of ships. On a local level, South Africa does not have direct legislation or regulations dealing with ballast water (Duncan, 2007:34) and relies on the combination of a number of pieces of legislation relating to environmental management, coastal management, biodiversity, alien invasive species control, port control and ship safety (National Environmental Management Act, 1998, National Environmental Management: Biodiversity Act, 2004, National Environmental Management: Integrated Coastal Management Act, 2009, National Ports Act, 2005 and Merchant Shipping Act, 1951). Although the Convention was ratified by South Africa in 2008 (Department of International Relations and Cooperation, 2011) it is still not in force and there still exists no other consolidated legal mechanism through which ballast water is managed. This research has investigated the various roles, responsibilities and mandates of South African competent authorities under the aforementioned legislation in managing ballast water, and has determined that there is definite legislative and institutional fragmentation as well as overlaps. A comparative analysis of management frameworks developed both locally and internationally was conducted in order to develop a management framework for ballast water management in South Africa. Various legislative, institutional and functional aspects were identified and adapted for inclusion in a South African management framework. A co-ordinated approach to ballast water management has been developed in the management framework which is anticipated to result in more definitive roles and responsibilities of the various South African departments involved in the management of ballast water and implementation of the Convention.
- Full Text:
- Date Issued: 2011
- Authors: Nolting, Janine
- Date: 2011
- Subjects: Ships -- Fouling Discharge of ballast water -- Environmental aspects International Convention for the Control and Management of Ships' Ballast Water and Sediments Nonindigenous aquatic pests -- Law and legislation Marine fouling organisms -- Law and legislation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:786 , http://hdl.handle.net/10962/d1003907
- Description: South Africa, strategically situated at the southern tip of Africa, is edged on three sides by almost 3000 km of coastline surrounded by the Indian Ocean and the Atlantic Ocean (South African Tourism, 2011). This vast ocean expanse is responsible for conveying approximately 96% of South Africa’s exports (Brand South Africa, 2011). Despite the positive economic effects of the shipping industry, translocation of harmful organisms and pathogens via ballast water and sediments inside ballast water tanks has far reaching global environmental (and economic) impacts (Oliviera, 2008:1; David and Gollasch, 2008:1966). Ballast water is the water that is taken on in order to manage the draft of the ship, to help with propulsion, manoeuvrability, trim control, list and stability (Oliviera, 2008:2). The discharge of ballast water into the world’s oceans has resulted in the transfer of ecologically harmful sea-life into non-native environments (IMO, 2011), resulting in major environmental threats to our oceans (Bax, Williamson, Aguero, Gonzalez and Geeves, 2003:313). Various international documents have been developed to deal with the ballast water issue, culminating in the introduction of the International Convention for the Control and Management of Ships’ Ballast Water and Sediments (“the Convention”) in 2004. The Convention aims at achieving a reduction in the transfer and subsequent impacts of aquatic organisms via the ballast water and sediment of ships. On a local level, South Africa does not have direct legislation or regulations dealing with ballast water (Duncan, 2007:34) and relies on the combination of a number of pieces of legislation relating to environmental management, coastal management, biodiversity, alien invasive species control, port control and ship safety (National Environmental Management Act, 1998, National Environmental Management: Biodiversity Act, 2004, National Environmental Management: Integrated Coastal Management Act, 2009, National Ports Act, 2005 and Merchant Shipping Act, 1951). Although the Convention was ratified by South Africa in 2008 (Department of International Relations and Cooperation, 2011) it is still not in force and there still exists no other consolidated legal mechanism through which ballast water is managed. This research has investigated the various roles, responsibilities and mandates of South African competent authorities under the aforementioned legislation in managing ballast water, and has determined that there is definite legislative and institutional fragmentation as well as overlaps. A comparative analysis of management frameworks developed both locally and internationally was conducted in order to develop a management framework for ballast water management in South Africa. Various legislative, institutional and functional aspects were identified and adapted for inclusion in a South African management framework. A co-ordinated approach to ballast water management has been developed in the management framework which is anticipated to result in more definitive roles and responsibilities of the various South African departments involved in the management of ballast water and implementation of the Convention.
- Full Text:
- Date Issued: 2011
The praxis of responsible investment in South Africa: a holistic case study of Evolution One Fund
- Zaulochnaya Ya-Brouwer, Irina
- Authors: Zaulochnaya Ya-Brouwer, Irina
- Date: 2012
- Subjects: Social responsibility of business -- South Africa Investments -- Moral and ethical aspects -- South Africa Institutional investments -- Moral and ethical aspects -- South Africa Private equity funds -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:778 , http://hdl.handle.net/10962/d1003899
- Description: At the beginning of the 21st century the public interest in environmental and social sustainability, and corporate governance grew exponentially fuelled by recurring ecological and financial crises. The market demand for cleaner production and corporate transparency created opportunities for sustainability entrepreneurs in a variety of industries, including financial markets and investment management. An increasing number of financial institutions across the world now offer ethical or socially responsible products to meet the environmental, social and governance (ESG) aspirations of their clients. In the US, according to the Social Investment Forum (SIF), responsible investment (RI) assets reached US$ 2,29 trillion in 2007 (Mitchell, 2008). The European Sustainable Investment Forum (EuroSIF) estimated that total European SRI assets reached EUR 5 trillion in 2009 (Wheelan, 2010). In June 2011 the International Finance Corporation (IFC) reported that at the end of 2010 professional sustainable investment under management in South Africa approximately equalled US$ 122,6 billion (IFC, 2011:44). The statistics describing the rapid growth in the ESG-type investments are, however, complicated by the variety of names and definitions used to describe this emerging type of investment and a general market uncertainty about what constitutes the practice of RI. The purpose of this case study is to better understand responsible investment principles and practice as seen through the eyes of a South African private equity fund, which specializes in clean technology.
- Full Text:
- Date Issued: 2012
- Authors: Zaulochnaya Ya-Brouwer, Irina
- Date: 2012
- Subjects: Social responsibility of business -- South Africa Investments -- Moral and ethical aspects -- South Africa Institutional investments -- Moral and ethical aspects -- South Africa Private equity funds -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:778 , http://hdl.handle.net/10962/d1003899
- Description: At the beginning of the 21st century the public interest in environmental and social sustainability, and corporate governance grew exponentially fuelled by recurring ecological and financial crises. The market demand for cleaner production and corporate transparency created opportunities for sustainability entrepreneurs in a variety of industries, including financial markets and investment management. An increasing number of financial institutions across the world now offer ethical or socially responsible products to meet the environmental, social and governance (ESG) aspirations of their clients. In the US, according to the Social Investment Forum (SIF), responsible investment (RI) assets reached US$ 2,29 trillion in 2007 (Mitchell, 2008). The European Sustainable Investment Forum (EuroSIF) estimated that total European SRI assets reached EUR 5 trillion in 2009 (Wheelan, 2010). In June 2011 the International Finance Corporation (IFC) reported that at the end of 2010 professional sustainable investment under management in South Africa approximately equalled US$ 122,6 billion (IFC, 2011:44). The statistics describing the rapid growth in the ESG-type investments are, however, complicated by the variety of names and definitions used to describe this emerging type of investment and a general market uncertainty about what constitutes the practice of RI. The purpose of this case study is to better understand responsible investment principles and practice as seen through the eyes of a South African private equity fund, which specializes in clean technology.
- Full Text:
- Date Issued: 2012
The response of an original equipment manufacturer to the Motor Industry Development Programme: a case study
- Authors: Franse, Ricardo
- Date: 2006
- Subjects: Motor Industry Development Programme Automobile industry and trade -- South Africa -- Case studies Automobile industry and trade -- Government policy -- South Africa Foreign trade regulation -- South Africa -- Case studies South Africa -- Commercial policy -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:761 , http://hdl.handle.net/10962/d1003882
- Description: On the 21st September 1995, the government introduced the Motor Industry Development Programme (MIDP), in compliance with the General Agreement on Tariffs and Trade (GATT) and the World Trade Organization (WTO). Deliberate efforts by the South African government were required to promote structural changes to the domestic motor industry by opening up the economy to international competition through a programme of tariff reduction and export promotion. The integration of the South African automotive industry into global markets would have been extremely difficult, if not impossible, without the MIDP and it would thus be safe to conclude that the economic performance of the researched would have been close to impossible if it was not for the MIDP. The MIDP, as an economic policy, has been embraced by the researched company as a "vehicle" to drive corporate goals in terms of value creation for all stakeholders. The research proposition that the MIDP as an economic policy has contributed to the economic performance of the researched company is examined. In this respect, Annual and Management Accounting reports were analyzed to determine the effect the MIDP has had on the researched company over the last ten years. In addition, two semi-structured interviews were also conducted with the Strategic Finance Planning executive and the Financial Controller of the company. The results show that the MIDP has had positive spin-offs for the researched company. The same results should be valid for the other original equipment manufacturers (OEMs) in the local automotive industry that have embraced the MIDP as a vehicle to create economic value added.
- Full Text:
- Date Issued: 2006
- Authors: Franse, Ricardo
- Date: 2006
- Subjects: Motor Industry Development Programme Automobile industry and trade -- South Africa -- Case studies Automobile industry and trade -- Government policy -- South Africa Foreign trade regulation -- South Africa -- Case studies South Africa -- Commercial policy -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:761 , http://hdl.handle.net/10962/d1003882
- Description: On the 21st September 1995, the government introduced the Motor Industry Development Programme (MIDP), in compliance with the General Agreement on Tariffs and Trade (GATT) and the World Trade Organization (WTO). Deliberate efforts by the South African government were required to promote structural changes to the domestic motor industry by opening up the economy to international competition through a programme of tariff reduction and export promotion. The integration of the South African automotive industry into global markets would have been extremely difficult, if not impossible, without the MIDP and it would thus be safe to conclude that the economic performance of the researched would have been close to impossible if it was not for the MIDP. The MIDP, as an economic policy, has been embraced by the researched company as a "vehicle" to drive corporate goals in terms of value creation for all stakeholders. The research proposition that the MIDP as an economic policy has contributed to the economic performance of the researched company is examined. In this respect, Annual and Management Accounting reports were analyzed to determine the effect the MIDP has had on the researched company over the last ten years. In addition, two semi-structured interviews were also conducted with the Strategic Finance Planning executive and the Financial Controller of the company. The results show that the MIDP has had positive spin-offs for the researched company. The same results should be valid for the other original equipment manufacturers (OEMs) in the local automotive industry that have embraced the MIDP as a vehicle to create economic value added.
- Full Text:
- Date Issued: 2006
A sustainability assessment of the Inxuba Yethemba local municipality
- Authors: Van Lingen, Matthew
- Date: 2017
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/7056 , vital:21213
- Description: The aim of this research was to assess the sustainability of the Inxuba Yethemba local municipality with the goal that policy-makers would use the assessment recommendations to improve their decision-making. The United Nations Indicators for Sustainable Development framework (3rd Edition) was chosen to carry out the assessment because of its indicator selection and methodology for distinguishing which indicators were relevant or irrelevant for the assessment (United Nations, 2007). If an indicator showed that the situation was improving, it was assumed to help with the overall sustainability of the area (Hedayati-Moghadam, Eskandar Seidayi and Nouri, 2014; and United Nations, 2007). The indicators for environmental sustainability showed that the area is on an environmentally sustainable path (Du Toit, 2017; United Nations, 2007). While the indicators for social sustainability showed that the living standards of the population (measured by poverty, housing, and access to electricity amongst others) had increased which is a good indication for social sustainability. The indicators for education and labour productivity showed the opposite (CHDM a, 2012; CHDM a, 2014; United Nations, 2007). The indicators for the economy showed that the economy was not growing which is not a good indication for economic sustainability (CHDM a, 2012; CHDM a, 2014; United Nations, 2007). The recommendation to policy-makers is that developing labour productivity through education and skills training is the most important area to improve, and compiling regular sustainability assessments will improve their decision making. Another recommendation is that, because 65% of the households rely on the social grant (CHDM b, 2014) this cannot be withdrawn in the short term. Furthermore, if inflation were to develop into hyperinflation, the value of the social grants would deteriorate (Market Insight South Africa, 2016). A recommendation to policy makers is that more data collection is needed in order to do proper sustainability assessments. Overall, the municipality cannot be classified as sustainable mainly on account of the poor education system, high levels of unemployed and unskilled labour, and the social, and economic dependence that the municipality has on government spending.
- Full Text:
- Date Issued: 2017
- Authors: Van Lingen, Matthew
- Date: 2017
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/7056 , vital:21213
- Description: The aim of this research was to assess the sustainability of the Inxuba Yethemba local municipality with the goal that policy-makers would use the assessment recommendations to improve their decision-making. The United Nations Indicators for Sustainable Development framework (3rd Edition) was chosen to carry out the assessment because of its indicator selection and methodology for distinguishing which indicators were relevant or irrelevant for the assessment (United Nations, 2007). If an indicator showed that the situation was improving, it was assumed to help with the overall sustainability of the area (Hedayati-Moghadam, Eskandar Seidayi and Nouri, 2014; and United Nations, 2007). The indicators for environmental sustainability showed that the area is on an environmentally sustainable path (Du Toit, 2017; United Nations, 2007). While the indicators for social sustainability showed that the living standards of the population (measured by poverty, housing, and access to electricity amongst others) had increased which is a good indication for social sustainability. The indicators for education and labour productivity showed the opposite (CHDM a, 2012; CHDM a, 2014; United Nations, 2007). The indicators for the economy showed that the economy was not growing which is not a good indication for economic sustainability (CHDM a, 2012; CHDM a, 2014; United Nations, 2007). The recommendation to policy-makers is that developing labour productivity through education and skills training is the most important area to improve, and compiling regular sustainability assessments will improve their decision making. Another recommendation is that, because 65% of the households rely on the social grant (CHDM b, 2014) this cannot be withdrawn in the short term. Furthermore, if inflation were to develop into hyperinflation, the value of the social grants would deteriorate (Market Insight South Africa, 2016). A recommendation to policy makers is that more data collection is needed in order to do proper sustainability assessments. Overall, the municipality cannot be classified as sustainable mainly on account of the poor education system, high levels of unemployed and unskilled labour, and the social, and economic dependence that the municipality has on government spending.
- Full Text:
- Date Issued: 2017
An investigation of information security in small and medium enterprises (SME's) in the Eastern Cape
- Authors: Upfold, Christopher Tennant
- Date: 2005
- Subjects: Small business -- South Africa -- Eastern Cape Computer security -- South Africa Information technology -- South Africa -- Eastern Cape Management information systems -- South Africa -- Eastern Cape Computer security -- Standards -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:727 , http://hdl.handle.net/10962/d1003847
- Description: Small and Medium Enterprises (SME’s) embrace a wide range of information systems and technology that range from basic bookkeeping and general purpose office packages, through to advanced E-Business Web portals and Electronic Data Interchange (EDI). A survey, based on SABS ISO/IEC 17799 was administered to a select number of SME’s in the services sector, in the Eastern Cape. The results of the survey revealed that the level of information security awareness amongst SME leadership is as diverse as the state of practice of their information systems and technology. Although a minority of SME’s do embrace security frameworks such as SABS ISO/IEC 17799 or the International equivalent, BS7799, most SME leaders have not heard of security standards, and see information security as a technical intervention designed to address virus threats and data backups. Furthermore, there are several “stripped-down” standards and guidelines for SME’s, based mostly on SABS ISO/IEC 17799, but designed as streamlined, more easily implemented options. Again, these “lighter” frameworks are scarcely used and largely unknown by SME’s. Far from blaming SME leadership for not understanding the critical issues surrounding information security, the research concludes that SME leadership need to engage, understand and implement formal information security processes, failing which their organisations may be severely impacted by inadvertent threats / deliberate attacks on their information systems which could ultimately lead to business failure.
- Full Text:
- Date Issued: 2005
An investigation of information security in small and medium enterprises (SME's) in the Eastern Cape
- Authors: Upfold, Christopher Tennant
- Date: 2005
- Subjects: Small business -- South Africa -- Eastern Cape Computer security -- South Africa Information technology -- South Africa -- Eastern Cape Management information systems -- South Africa -- Eastern Cape Computer security -- Standards -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:727 , http://hdl.handle.net/10962/d1003847
- Description: Small and Medium Enterprises (SME’s) embrace a wide range of information systems and technology that range from basic bookkeeping and general purpose office packages, through to advanced E-Business Web portals and Electronic Data Interchange (EDI). A survey, based on SABS ISO/IEC 17799 was administered to a select number of SME’s in the services sector, in the Eastern Cape. The results of the survey revealed that the level of information security awareness amongst SME leadership is as diverse as the state of practice of their information systems and technology. Although a minority of SME’s do embrace security frameworks such as SABS ISO/IEC 17799 or the International equivalent, BS7799, most SME leaders have not heard of security standards, and see information security as a technical intervention designed to address virus threats and data backups. Furthermore, there are several “stripped-down” standards and guidelines for SME’s, based mostly on SABS ISO/IEC 17799, but designed as streamlined, more easily implemented options. Again, these “lighter” frameworks are scarcely used and largely unknown by SME’s. Far from blaming SME leadership for not understanding the critical issues surrounding information security, the research concludes that SME leadership need to engage, understand and implement formal information security processes, failing which their organisations may be severely impacted by inadvertent threats / deliberate attacks on their information systems which could ultimately lead to business failure.
- Full Text:
- Date Issued: 2005
Action research on leadership style, and relationships in an East London law firm
- Authors: Stoltz, Tania
- Date: 2008
- Subjects: Action research Law offices Leadership Law firms--South Africa--East London Law offices--South Africa--East London
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:798 , http://hdl.handle.net/10962/d1004592
- Description: "Good leadership springs from a genuine passion for the work and a genuine concern for other people. Great Leaders are people who love what they do and want to share that love with others. " (Daft, 2005:20). During an informal discussion with my husband Hugo Daniels, the leader in this Action Research Case Study, it became apparent that lawyers do not attend a single module or complete a single subject during their formal training at university to obtain their law degree that is related to the field of leadership and how to lead, inspire and motivate followers. The discussion centered on the problems the leader was experiencing in his East London law firm, problems he believed to be as a result of his lack of knowledge in the field of leadership. And so this research project began. It was obvious from the start that to intervene in the firm in order to bring about change would need the participation of everyone in the firm. The first step towards facilitating change would be to change the leadership style of the director of the firm. He would be required to gain knowledge in the field of leadership and the effects that different leadership styles have on followers. At the same time staff's perception of the current leadership style would have to be determined, as well as the desired style for their leader. The research process could then begin, based on the needs expressed by the staff and with participation from all levels in the firm. The case involved 27 members of staff made up of three heads of departments, twenty three general staff members and the leader. Data was gathered through formal interviews with the leader and the heads of departments, as well as from personal journals kept by two heads of departments and the leader. General staff members were first asked to complete The Productive Practice Survey (Hall 1987) to determine their perceptions of the current leadership style in the firm and what they thought they needed from their leader if the firm is to move forward. The Productive Practice Survey (Hall 1987) was not used with the intention of gathering quantitative data, but rather as a means of gathering information of staff's perception in general while ensuring anonymity, so as to facilitate a discussion during a feedback session. The Productive Survey's (Hall 1987) content and working is explained in further detail in Chapter 3 on page 44. Initially participants were skeptical of the process and used the survey as a medium to lash out against the firm and Hugo Daniels as a leader, leaving no room for suggestions for improvement, an "it is what it is" approach. During the feedback session general staff members became more open when they realized that change would benefit them, as changes would be suggested by them and implemented with their participation. They became less reluctant about change and provided valuable input during the session. All participants understood that this Participatory Action Research intervention was only the beginning of change in the firm and the sustainability of the changes rests on the firm as a whole, and working towards it would be a continuous process not ending with the Participatory Action Research process.
- Full Text:
- Date Issued: 2008
- Authors: Stoltz, Tania
- Date: 2008
- Subjects: Action research Law offices Leadership Law firms--South Africa--East London Law offices--South Africa--East London
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:798 , http://hdl.handle.net/10962/d1004592
- Description: "Good leadership springs from a genuine passion for the work and a genuine concern for other people. Great Leaders are people who love what they do and want to share that love with others. " (Daft, 2005:20). During an informal discussion with my husband Hugo Daniels, the leader in this Action Research Case Study, it became apparent that lawyers do not attend a single module or complete a single subject during their formal training at university to obtain their law degree that is related to the field of leadership and how to lead, inspire and motivate followers. The discussion centered on the problems the leader was experiencing in his East London law firm, problems he believed to be as a result of his lack of knowledge in the field of leadership. And so this research project began. It was obvious from the start that to intervene in the firm in order to bring about change would need the participation of everyone in the firm. The first step towards facilitating change would be to change the leadership style of the director of the firm. He would be required to gain knowledge in the field of leadership and the effects that different leadership styles have on followers. At the same time staff's perception of the current leadership style would have to be determined, as well as the desired style for their leader. The research process could then begin, based on the needs expressed by the staff and with participation from all levels in the firm. The case involved 27 members of staff made up of three heads of departments, twenty three general staff members and the leader. Data was gathered through formal interviews with the leader and the heads of departments, as well as from personal journals kept by two heads of departments and the leader. General staff members were first asked to complete The Productive Practice Survey (Hall 1987) to determine their perceptions of the current leadership style in the firm and what they thought they needed from their leader if the firm is to move forward. The Productive Practice Survey (Hall 1987) was not used with the intention of gathering quantitative data, but rather as a means of gathering information of staff's perception in general while ensuring anonymity, so as to facilitate a discussion during a feedback session. The Productive Survey's (Hall 1987) content and working is explained in further detail in Chapter 3 on page 44. Initially participants were skeptical of the process and used the survey as a medium to lash out against the firm and Hugo Daniels as a leader, leaving no room for suggestions for improvement, an "it is what it is" approach. During the feedback session general staff members became more open when they realized that change would benefit them, as changes would be suggested by them and implemented with their participation. They became less reluctant about change and provided valuable input during the session. All participants understood that this Participatory Action Research intervention was only the beginning of change in the firm and the sustainability of the changes rests on the firm as a whole, and working towards it would be a continuous process not ending with the Participatory Action Research process.
- Full Text:
- Date Issued: 2008
Airline revenue management performance measurement of South African Airways origin-destination revenue management
- Authors: Githiri, Duncan Wanjau
- Date: 2017
- Subjects: Revenue management , Airlines Finance , Performance Measurement , Airlines Rates Mathematical models , South African Airways
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59188 , vital:27455
- Description: Revenue Management (RM) in the airline industry is the practise of selling fixed capacity as a service over a finite time horizon. The market is characterised by the customers’ willingness to pay different prices for the service. This creates the opportunity to target different customer segments and use price differential to attain the optimal passenger fare mix to maximise revenue. The aim is to maximise revenue and an airline can expect revenue increase of between 3 to 7 percent with the successful implementation of a Revenue Management system. The question of whether the revenue increase can be attributed to the RMS is crucial in determining its level of success and validating the optimisation strategy applied (Rannou and Melli, 2003). South African Airways (SAA) migration from Leg-based optimisation to Origin-Destination (O&D) network based revenue management optimisation created the opportunity for this study to measure and evaluate the RMS performance. Revenue performance measuring tools using inventory systems data to measure RMS performance, ASK (Available Seat Kilometre), RASK (Revenue per Available Seat Kilometre), CASK (Cost per Available Seat Kilometre), RPK (Revenue Passenger Kilometre) and cabin factor yield. The limitations relating to the performance measuring tools utilising inventory system data, is the inability for continuous measurement and the isolation of the impact to revenue due to the RMS on its own. In seeking to gauge the performance of the O&D optimisation, the Revenue Opportunity Model (ROM) is applied. ROM is a post departure measuring tool utilised to continuously measure and isolate the contribution of the RMS on SAA’s O&D network. The revenue opportunity achieved versus the potential revenue was assessed. A revenue comparison of the airlines 2014 and 2015 financial year is performed. The results of the analysis showed the O&D optimisation yielded positive revenue capture on routes that applied the correct optimisation strategy. Recommendations on the optimisation strategy to be applied on routes having average or low revenues captured are presented. The aim is to provide the SAA revenue management department with tangible solutions that would result in increased revenue for the SAA network.
- Full Text:
- Date Issued: 2017
- Authors: Githiri, Duncan Wanjau
- Date: 2017
- Subjects: Revenue management , Airlines Finance , Performance Measurement , Airlines Rates Mathematical models , South African Airways
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59188 , vital:27455
- Description: Revenue Management (RM) in the airline industry is the practise of selling fixed capacity as a service over a finite time horizon. The market is characterised by the customers’ willingness to pay different prices for the service. This creates the opportunity to target different customer segments and use price differential to attain the optimal passenger fare mix to maximise revenue. The aim is to maximise revenue and an airline can expect revenue increase of between 3 to 7 percent with the successful implementation of a Revenue Management system. The question of whether the revenue increase can be attributed to the RMS is crucial in determining its level of success and validating the optimisation strategy applied (Rannou and Melli, 2003). South African Airways (SAA) migration from Leg-based optimisation to Origin-Destination (O&D) network based revenue management optimisation created the opportunity for this study to measure and evaluate the RMS performance. Revenue performance measuring tools using inventory systems data to measure RMS performance, ASK (Available Seat Kilometre), RASK (Revenue per Available Seat Kilometre), CASK (Cost per Available Seat Kilometre), RPK (Revenue Passenger Kilometre) and cabin factor yield. The limitations relating to the performance measuring tools utilising inventory system data, is the inability for continuous measurement and the isolation of the impact to revenue due to the RMS on its own. In seeking to gauge the performance of the O&D optimisation, the Revenue Opportunity Model (ROM) is applied. ROM is a post departure measuring tool utilised to continuously measure and isolate the contribution of the RMS on SAA’s O&D network. The revenue opportunity achieved versus the potential revenue was assessed. A revenue comparison of the airlines 2014 and 2015 financial year is performed. The results of the analysis showed the O&D optimisation yielded positive revenue capture on routes that applied the correct optimisation strategy. Recommendations on the optimisation strategy to be applied on routes having average or low revenues captured are presented. The aim is to provide the SAA revenue management department with tangible solutions that would result in increased revenue for the SAA network.
- Full Text:
- Date Issued: 2017
Impact of poaching on the marketability of safari lodges in the Eastern Cape
- Authors: Loader, Rory James
- Date: 2015
- Subjects: Safari lodges -- South Africa -- Eastern Cape -- Marketing , Poaching -- South Africa -- Eastern Cape , Ecotourism -- South Africa -- Eastern Cape , Wildlife crimes -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:845 , http://hdl.handle.net/10962/d1016405
- Description: This research is presented in three sections. Section 1 presents the research report in an academic paper format. Section 2 provides a comprehensive literature review and Section 3 describes the research methodology and methods employed during the research. The tourism industry is the fastest growing sector within the South African Economy, with over 2.6 million foreign tourists visiting South Africa each year. Wildlife, landscapes and scenery are cited as the primary attractions for visiting the country, with over 45 percent of tourists visiting at least one wildlife or nature reserve during their stay in South Africa (Kerley et al., 2011:2). Sixty percent of those tourists travelled for leisure purposes, with 643,883 of the tourists utilising safari lodge accommodation during their visit (Ruggles-Brise, 2013). The Eastern Cape achieved 3.1 percent; of those tourist arrivals, with a bed-night contribution of 734,339, compared to the 16.8 percent (1.9million) and 10.5 percent (1.07million) for Mpumalanga and Limpopo provinces respectively (Ruggles-Brise, 2013). The Eastern Cape lodges represent less than half the bed-nights achieved by Mpumalanga and Limpopo lodges. Due to the number of possible bed-nights available to lodges in the Eastern Cape, it is increasingly important for individual lodges to provide a unique experience, in order to be competitive in attracting guests (Saayman, 2013:81). This was used form part of the foundation to this research in determining the marketability of three lodges in the Eastern Cape, which was derived from the attractiveness of the lodges, determined by guests visiting the lodges. This research follows on from four previous surveys commissioned by INDALO, the Eastern Cape Private Nature Reserve Association in 2004 Sims-Castley et al. 2004), 2006 (Langholz et al., 2006), 2008 (Snowball et al., 2008) and 2011 (Kerley et al., 2011). Part of the research was to identify the main attractions of the reserves. These previous surveys provided a foundation for this research to follow on investigating guest motivations for visiting the three sample lodges and to determine visitor perception of poaching and whether it would impact their motivations for visiting the reserve. In order to address the goals of the research qualitative data was gathered during survey interviews conducted at the three sampled reserves. Seventy five (75) guests were interviewed, equally over the three reserves. Quantitative data was also gathered during the interview surveys, utilising Likert scale questions, prompting guests to choose their top attractions, from which basic descriptive statistics were used to analyse the data being able to determine possible trends amongst respondents and lodges. Results verified guest motivations from the previous surveys, confirming that game viewing, especially the “Big 5” remained the most important attraction for visitors to the reserves while the availability of natural scenery and landscape, high end accommodation and service, the proximity to the garden route and being located in a malaria free area were also see as attractive attributes of the lodges as per the previous surveys. Where the gap in the research was indicated based on guests perception of poaching and whether it would impact their motivations for visit these lodges, impacting that lodges marketability (attractiveness). Results indicated that if they were unable to view the iconic ‘Big Five’ at the reserve due to the extent of poaching. Respondents indicated that the impact would likely and very likely impact their decision to choose the reserves over another reserve that could. Indicating the potential impact that poaching would have on lodges if they were to lose their iconic species which would spell the loss in attractiveness and therefore marketability.
- Full Text:
- Date Issued: 2015
- Authors: Loader, Rory James
- Date: 2015
- Subjects: Safari lodges -- South Africa -- Eastern Cape -- Marketing , Poaching -- South Africa -- Eastern Cape , Ecotourism -- South Africa -- Eastern Cape , Wildlife crimes -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:845 , http://hdl.handle.net/10962/d1016405
- Description: This research is presented in three sections. Section 1 presents the research report in an academic paper format. Section 2 provides a comprehensive literature review and Section 3 describes the research methodology and methods employed during the research. The tourism industry is the fastest growing sector within the South African Economy, with over 2.6 million foreign tourists visiting South Africa each year. Wildlife, landscapes and scenery are cited as the primary attractions for visiting the country, with over 45 percent of tourists visiting at least one wildlife or nature reserve during their stay in South Africa (Kerley et al., 2011:2). Sixty percent of those tourists travelled for leisure purposes, with 643,883 of the tourists utilising safari lodge accommodation during their visit (Ruggles-Brise, 2013). The Eastern Cape achieved 3.1 percent; of those tourist arrivals, with a bed-night contribution of 734,339, compared to the 16.8 percent (1.9million) and 10.5 percent (1.07million) for Mpumalanga and Limpopo provinces respectively (Ruggles-Brise, 2013). The Eastern Cape lodges represent less than half the bed-nights achieved by Mpumalanga and Limpopo lodges. Due to the number of possible bed-nights available to lodges in the Eastern Cape, it is increasingly important for individual lodges to provide a unique experience, in order to be competitive in attracting guests (Saayman, 2013:81). This was used form part of the foundation to this research in determining the marketability of three lodges in the Eastern Cape, which was derived from the attractiveness of the lodges, determined by guests visiting the lodges. This research follows on from four previous surveys commissioned by INDALO, the Eastern Cape Private Nature Reserve Association in 2004 Sims-Castley et al. 2004), 2006 (Langholz et al., 2006), 2008 (Snowball et al., 2008) and 2011 (Kerley et al., 2011). Part of the research was to identify the main attractions of the reserves. These previous surveys provided a foundation for this research to follow on investigating guest motivations for visiting the three sample lodges and to determine visitor perception of poaching and whether it would impact their motivations for visiting the reserve. In order to address the goals of the research qualitative data was gathered during survey interviews conducted at the three sampled reserves. Seventy five (75) guests were interviewed, equally over the three reserves. Quantitative data was also gathered during the interview surveys, utilising Likert scale questions, prompting guests to choose their top attractions, from which basic descriptive statistics were used to analyse the data being able to determine possible trends amongst respondents and lodges. Results verified guest motivations from the previous surveys, confirming that game viewing, especially the “Big 5” remained the most important attraction for visitors to the reserves while the availability of natural scenery and landscape, high end accommodation and service, the proximity to the garden route and being located in a malaria free area were also see as attractive attributes of the lodges as per the previous surveys. Where the gap in the research was indicated based on guests perception of poaching and whether it would impact their motivations for visit these lodges, impacting that lodges marketability (attractiveness). Results indicated that if they were unable to view the iconic ‘Big Five’ at the reserve due to the extent of poaching. Respondents indicated that the impact would likely and very likely impact their decision to choose the reserves over another reserve that could. Indicating the potential impact that poaching would have on lodges if they were to lose their iconic species which would spell the loss in attractiveness and therefore marketability.
- Full Text:
- Date Issued: 2015
The development of a recommended digital marketing strategy for Pan Macmillan, South Africa
- Authors: Conradie, Tessa Jane
- Date: 2016
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:865 , http://hdl.handle.net/10962/d1021247
- Description: This research attempts to create a recommended digital marketing strategy for Pan Macmillan, South Africa. As a result of the advance of technology and the increase of connectivity, digital marketing is becoming a highly important tool with regards to competitive advantage, differentiation and the overall marketing of a company and its product or service (Barwise and Farley, 2005, p. 68). Digital marketing is, in South Africa specifically, a relatively new concept (Sandmann, 2014, p. 1). If South African companies are able to efficiently utilise the gap in the market, they will ensure a significant competitive advantage (Sandmann, 2013, p. 1). In order to accomplish this successfully a digital marketing strategy must be created and adopted to ensure a full understanding of the requirements of effective digital marketing. This research focusses on understanding digital marketing requirements in relation to a South African book publisher and how those requirements can be met by the publisher through the development of a digital marketing strategy. The literature has been reviewed and previous research indicates that an established framework is needed to guide the development of a digital marketing strategy. The framework used in this research is the RACE framework (Chaffey and Bosomworth, 2013, p. 14) which is used in conjunction to the SOSTAC planning system (Chaffey and Bosomworth, 2014, p. 11) and the 7 steps to digital marketing strategy creation (Chaffey and Bosomworth, 2014, p. 2). The literature suggests that a combination of the established traditional marketing strategy of a company and current digital marketing practices and tools is the most practical with regards to the development of a successful digital marketing strategy, implementation and evaluation. In order to understand the current marketing strategy and practices of Pan Macmillan, interviews with the Marketing Manager of the company were conducted as well as an analysis of marketing documents relating to Pan Macmillan’s current marketing actions. Results of the interviews and documentation analysis showed that Pan Macmillan had many elements digital marketing but no decisive digital marketing strategy. Using the selected frameworks and information gathered on the company’s marketing practices, digital marketing goals were established and a digital marketing strategy was created. The goals of the research were reached as a recommended digital marketing strategy was developed for Pan Macmillan based on the assessment made, using RACE, SOSTAC and the 7 steps to digital marketing creation, of the company’s current practices, challenges and opportunities with regards to digital marketing.
- Full Text:
- Date Issued: 2016
- Authors: Conradie, Tessa Jane
- Date: 2016
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:865 , http://hdl.handle.net/10962/d1021247
- Description: This research attempts to create a recommended digital marketing strategy for Pan Macmillan, South Africa. As a result of the advance of technology and the increase of connectivity, digital marketing is becoming a highly important tool with regards to competitive advantage, differentiation and the overall marketing of a company and its product or service (Barwise and Farley, 2005, p. 68). Digital marketing is, in South Africa specifically, a relatively new concept (Sandmann, 2014, p. 1). If South African companies are able to efficiently utilise the gap in the market, they will ensure a significant competitive advantage (Sandmann, 2013, p. 1). In order to accomplish this successfully a digital marketing strategy must be created and adopted to ensure a full understanding of the requirements of effective digital marketing. This research focusses on understanding digital marketing requirements in relation to a South African book publisher and how those requirements can be met by the publisher through the development of a digital marketing strategy. The literature has been reviewed and previous research indicates that an established framework is needed to guide the development of a digital marketing strategy. The framework used in this research is the RACE framework (Chaffey and Bosomworth, 2013, p. 14) which is used in conjunction to the SOSTAC planning system (Chaffey and Bosomworth, 2014, p. 11) and the 7 steps to digital marketing strategy creation (Chaffey and Bosomworth, 2014, p. 2). The literature suggests that a combination of the established traditional marketing strategy of a company and current digital marketing practices and tools is the most practical with regards to the development of a successful digital marketing strategy, implementation and evaluation. In order to understand the current marketing strategy and practices of Pan Macmillan, interviews with the Marketing Manager of the company were conducted as well as an analysis of marketing documents relating to Pan Macmillan’s current marketing actions. Results of the interviews and documentation analysis showed that Pan Macmillan had many elements digital marketing but no decisive digital marketing strategy. Using the selected frameworks and information gathered on the company’s marketing practices, digital marketing goals were established and a digital marketing strategy was created. The goals of the research were reached as a recommended digital marketing strategy was developed for Pan Macmillan based on the assessment made, using RACE, SOSTAC and the 7 steps to digital marketing creation, of the company’s current practices, challenges and opportunities with regards to digital marketing.
- Full Text:
- Date Issued: 2016
An investigation of servant leadership within Rhodes University sports clubs
- Authors: Stiebel, Jessica Lee
- Date: 2016
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:872 , http://hdl.handle.net/10962/d1021317
- Description: This research investigates the level of servant leadership within Rhodes University sport clubs. The goals of this research are to assess the perception the club members have of their chairperson and to key identify areas of development. The sport clubs at Rhodes University are partially run by chairpersons who are voted into the position by his or her peers of a sports club. The chairpersons work alongside Rhodes University employees who are a part of the Sports Administration team to oversee the running, scheduling and finances of the club. The sports clubs are representative of Rhodes University and it is the chairperson’s responsibility to ensure the club is lead and run effectively. Robert Greenleaf coined the term servant leader in the 1970s (Greenleaf, 1997). The servant leader is a leader who is driven by his or her followers, as leadership involves a leader serving his or her followers first and foremost (Greenleaf, 1977). The leader takes on a role that is supportive and contributes to their personal as well as their professional achievements (Smith, Montagno and Kuzmenko, 2004). A questionnaire consisting of 27 questions was drafted, of which were four demographic questions. A 5-point Likert Scale was used in order for the participants to respond to the questions. The questionnaire was drawn from a number of questionnaires available in literature on leadership and adapted to suit Rhodes University sports clubs. The questionnaire was distributed personally by the researcher, as well as through an online questionnaire. There were a total of 153 candidates who participated in the study. Descriptive statistics were used to analyse the data. The majority of the respondents had the perceptions that their chairperson displayed characteristics of a servant leader. Majority of the participants were in agreement of the questions asked in the questionnaire, which focused on many servant leadership qualities. The results will be handed over to the Head of Sports Administration in order for them to get an idea of their leaders’ characteristics and areas where they can improve upon.
- Full Text:
- Date Issued: 2016
- Authors: Stiebel, Jessica Lee
- Date: 2016
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:872 , http://hdl.handle.net/10962/d1021317
- Description: This research investigates the level of servant leadership within Rhodes University sport clubs. The goals of this research are to assess the perception the club members have of their chairperson and to key identify areas of development. The sport clubs at Rhodes University are partially run by chairpersons who are voted into the position by his or her peers of a sports club. The chairpersons work alongside Rhodes University employees who are a part of the Sports Administration team to oversee the running, scheduling and finances of the club. The sports clubs are representative of Rhodes University and it is the chairperson’s responsibility to ensure the club is lead and run effectively. Robert Greenleaf coined the term servant leader in the 1970s (Greenleaf, 1997). The servant leader is a leader who is driven by his or her followers, as leadership involves a leader serving his or her followers first and foremost (Greenleaf, 1977). The leader takes on a role that is supportive and contributes to their personal as well as their professional achievements (Smith, Montagno and Kuzmenko, 2004). A questionnaire consisting of 27 questions was drafted, of which were four demographic questions. A 5-point Likert Scale was used in order for the participants to respond to the questions. The questionnaire was drawn from a number of questionnaires available in literature on leadership and adapted to suit Rhodes University sports clubs. The questionnaire was distributed personally by the researcher, as well as through an online questionnaire. There were a total of 153 candidates who participated in the study. Descriptive statistics were used to analyse the data. The majority of the respondents had the perceptions that their chairperson displayed characteristics of a servant leader. Majority of the participants were in agreement of the questions asked in the questionnaire, which focused on many servant leadership qualities. The results will be handed over to the Head of Sports Administration in order for them to get an idea of their leaders’ characteristics and areas where they can improve upon.
- Full Text:
- Date Issued: 2016
An exploration of employee readiness for change at Walter Sisulu University
- Authors: Mpepo, Bulelwa N
- Date: 2017
- Subjects: Walter Sisulu University for Technology & Science -- Employees -- Attitudes , Education, Higher -- South Africa -- Case studies , Educational change -- South Africa -- Case studies , Organizational change -- South Africa -- Case studies , Programme and qualification mix
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/4455 , vital:20673
- Description: Higher education institutions are faced with pressure to change to meet academic as well as socio-economic needs. These changes are often aimed at achieving financial viability, increased institutional efficiency, and solving problems of fragmentation in the university. Universities can change in their structure, operations, systems, or and in the use or adoption of technology. The effective implementation and management of these requisite changes is the key challenge to organisations facing change. Walter Sisulu University, a comprehensive university in the Eastern Cape, has formulated a strategy to turn the university around. Included in the strategy is a project on the academic enterprise. The level of readiness for change is viewed to be a determining factor in making any change successful. Since readiness is not automatic, there is a need to prepare individuals to have a positive attitude towards the change and to embrace the proposed change initiative. This study is informed by the quest to know what will encourage and prepare employees for the implementation of the new Programme and Qualification Mix (PQM) at the University. The study therefore sought as its main purpose to explore factors influencing individual readiness for change in the PQM at Walter Sisulu University. A qualitative approach was adopted in the study. Models of change readiness were reviewed to identify themes that would be used to explore the levels of readiness amongst university academic employees who were to implement the new Programme and Qualification Mix. Documents were analysed to understand the change in PQM and face-to-face, semi-structured interviews held to solicit the views of academic employees regarding enablers or inhibiters of their readiness. Results highlighted the poor preparation of academic employees at Walter Sisulu University to support and implement the change. Key concerns of employees included dissatisfaction with the inadequate and inappropriate communication strategies, uncertainty about the suitability of the changed PQM, doubt regarding leadership support for change, as well as the perceived risk of the change. However, the main enablers were the comprehension by WSU employees of the need for a new PQM to address the poor alignment with university vision and HEQSF requirements, an appreciation of the lack of social relevance of the programmes, and confidence that they have the requisite skills and qualifications. The perceived benefits for the institution provided the needed spur for embracing the new PQM.
- Full Text:
- Date Issued: 2017
- Authors: Mpepo, Bulelwa N
- Date: 2017
- Subjects: Walter Sisulu University for Technology & Science -- Employees -- Attitudes , Education, Higher -- South Africa -- Case studies , Educational change -- South Africa -- Case studies , Organizational change -- South Africa -- Case studies , Programme and qualification mix
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/4455 , vital:20673
- Description: Higher education institutions are faced with pressure to change to meet academic as well as socio-economic needs. These changes are often aimed at achieving financial viability, increased institutional efficiency, and solving problems of fragmentation in the university. Universities can change in their structure, operations, systems, or and in the use or adoption of technology. The effective implementation and management of these requisite changes is the key challenge to organisations facing change. Walter Sisulu University, a comprehensive university in the Eastern Cape, has formulated a strategy to turn the university around. Included in the strategy is a project on the academic enterprise. The level of readiness for change is viewed to be a determining factor in making any change successful. Since readiness is not automatic, there is a need to prepare individuals to have a positive attitude towards the change and to embrace the proposed change initiative. This study is informed by the quest to know what will encourage and prepare employees for the implementation of the new Programme and Qualification Mix (PQM) at the University. The study therefore sought as its main purpose to explore factors influencing individual readiness for change in the PQM at Walter Sisulu University. A qualitative approach was adopted in the study. Models of change readiness were reviewed to identify themes that would be used to explore the levels of readiness amongst university academic employees who were to implement the new Programme and Qualification Mix. Documents were analysed to understand the change in PQM and face-to-face, semi-structured interviews held to solicit the views of academic employees regarding enablers or inhibiters of their readiness. Results highlighted the poor preparation of academic employees at Walter Sisulu University to support and implement the change. Key concerns of employees included dissatisfaction with the inadequate and inappropriate communication strategies, uncertainty about the suitability of the changed PQM, doubt regarding leadership support for change, as well as the perceived risk of the change. However, the main enablers were the comprehension by WSU employees of the need for a new PQM to address the poor alignment with university vision and HEQSF requirements, an appreciation of the lack of social relevance of the programmes, and confidence that they have the requisite skills and qualifications. The perceived benefits for the institution provided the needed spur for embracing the new PQM.
- Full Text:
- Date Issued: 2017
An analysis of stakeholder engagement in the integrated development planning process: a case of Blue Crane Route Local Municipality
- Authors: Marambana, Nonkululeko
- Date: 2018
- Subjects: Stakeholder management -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Local government -- Public relations -- South Africa -- Eastern Cape , Political participation -- South Africa -- Eastern Cape , Public administration -- Citizen participation , Government publicity -- South Africa -- Eastern Cape , Blue Crane Route Local Municipality , Integrated Development Plan (IDP)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/63659 , vital:28466
- Description: Stakeholder engagement in local government is a legislated function that should be implemented by appointed and elected government officials. The 2015/16 financial year report of the Auditor General of South Africa (AGSA), revealed challenges pertaining to stakeholder engagement processes by the Blue Crane Route Municipality (BCRM), in that stakeholder inputs were not incorporated in the municipal Integrated Development Plan (IDP) of the 2016/17 financial year. The concern is that there is a gap regarding stakeholders’ engagement processes within BCRM and that affects the quality of IDP which serves as the municipal strategic document. The aim and objectives of this study are to understand stakeholder engagement processes on the IDP formulation by the BCRM in the Eastern Cape, South Africa. The research questions are: How does BCRM conduct stakeholder engagement processes during IDP formulation? What institutional arrangements are in place for stakeholder engagement? And recommendation on how stakeholder engagement processes can be improved within the BCRM? The research questions were answered through a qualitative study, where data was collected through face-to-face interviews, focus groups and a document review. Face-to-face interviews were conducted with the municipal manager and the managers responsible for IDP as well as the officer responsible for public participation. Focus group sessions were conducted with the community leaders and the departmental leadership. Documents that were reviewed included IDP and process plans, minutes from community consultation meetings, public participation policies, and intergovernmental relations terms of reference. The responses received showed gaps in the following: institutional arrangements related to the integration of stakeholder engagement in municipal key performance indicators and procedures; communication between the municipality and stakeholders; community education related to the impact on community stakeholder engagement, and management processes related to the stakeholder database, capacity development, records management, collaboration and cooperation. Further research on how the municipality communicates and imparts knowledge to its stakeholders is recommended as it could contribute significantly to the body of knowledge.
- Full Text:
- Date Issued: 2018
- Authors: Marambana, Nonkululeko
- Date: 2018
- Subjects: Stakeholder management -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Local government -- Public relations -- South Africa -- Eastern Cape , Political participation -- South Africa -- Eastern Cape , Public administration -- Citizen participation , Government publicity -- South Africa -- Eastern Cape , Blue Crane Route Local Municipality , Integrated Development Plan (IDP)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/63659 , vital:28466
- Description: Stakeholder engagement in local government is a legislated function that should be implemented by appointed and elected government officials. The 2015/16 financial year report of the Auditor General of South Africa (AGSA), revealed challenges pertaining to stakeholder engagement processes by the Blue Crane Route Municipality (BCRM), in that stakeholder inputs were not incorporated in the municipal Integrated Development Plan (IDP) of the 2016/17 financial year. The concern is that there is a gap regarding stakeholders’ engagement processes within BCRM and that affects the quality of IDP which serves as the municipal strategic document. The aim and objectives of this study are to understand stakeholder engagement processes on the IDP formulation by the BCRM in the Eastern Cape, South Africa. The research questions are: How does BCRM conduct stakeholder engagement processes during IDP formulation? What institutional arrangements are in place for stakeholder engagement? And recommendation on how stakeholder engagement processes can be improved within the BCRM? The research questions were answered through a qualitative study, where data was collected through face-to-face interviews, focus groups and a document review. Face-to-face interviews were conducted with the municipal manager and the managers responsible for IDP as well as the officer responsible for public participation. Focus group sessions were conducted with the community leaders and the departmental leadership. Documents that were reviewed included IDP and process plans, minutes from community consultation meetings, public participation policies, and intergovernmental relations terms of reference. The responses received showed gaps in the following: institutional arrangements related to the integration of stakeholder engagement in municipal key performance indicators and procedures; communication between the municipality and stakeholders; community education related to the impact on community stakeholder engagement, and management processes related to the stakeholder database, capacity development, records management, collaboration and cooperation. Further research on how the municipality communicates and imparts knowledge to its stakeholders is recommended as it could contribute significantly to the body of knowledge.
- Full Text:
- Date Issued: 2018
The relationship between leadership and employee work performance in a Nigerian courier company
- Authors: Yobe, Kingsley
- Date: 2013
- Subjects: Leadership -- Nigeria Transformational leadership -- Nigeria Industrial management -- Nigeria Business planning -- Research -- Nigeria Employees -- Rating of -- Nigeria Organizational change
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:805 , http://hdl.handle.net/10962/d1006858
- Description: A number of authors have portrayed leadership as a vital factor in the success or failure of an organization. Hence Bass (1994; 1997) believes that excellent organizations begin with excellent leadership and organisations reflect their leadership (Maritz, 1995). Therefore, successful organisations reflect their leadership (Maritz, 1995). In an attempt to investigate the aim of this research, various performance and leadership concepts and theories were investigated: the trait concept, behavioural approaches and situational/contingency approaches. Every one of these theories gave a different explanation to leadership. Furthermore, transactional, and transformational leadership were also discussed. The difference between these two models according to Bass and Avolio (1994) is that the work performance of the followers of transformational leadership is usually beyond expectations, while transactional leadership, at best, leads to expected performance. In terms of performance, it is argued that employee work performance can lead to a successful organisational performance. This is because several organisations attribute their business success to the work performance of their employees. According to Collis and Montgomery (1995) employee work performance has a major positive influence on organisational performance. Nevertheless, the accomplishment of an organisation is dependent on the leader’s ability to enhance human resources; hence “effective organisations require effective leadership” (Maritz, 1995). Transformational leadership was identified as the effective leadership style that can motivate workers to improve on their performance by instilling trust and confidence in them. Transformational leadership is superior to both transactional and non-transactional leadership because it makes workers loyal to the mission and vision of their organizations. Bass (1990) states “that the leadership research over the years has proved that loyalty is more powerful than tangible inducements.” Furthermore, non- transactional leaders avoid decision making, allowing their subordinates to take charge of the work process (Bass 1990). This research focuses on the relationship between leadership and employee work performance in a Nigerian Courier Company. In addressing this aim, a Nigerian Courier company was selected as the research context because of its success in the Nigerian turbulent business environment that is plagued by the country’s economic, social, and political troubles (McKern, Meza, Osayande and Denend, 2010). The research hypothesis of this research was generated to investigate leadership and employee performance. Leadership and performance were also identified as the research independent and dependent variables. Thus the research hypotheses were as follows: Hypothesis 1. Null Hypothesis: There is no significant positive linear relationship between employee performance and transformational leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transformational leadership Hypothesis 2. Null Hypothesis: There is no significant positive linear relationship between employee performance and transactional leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transactional leadership Hypothesis 3. Null Hypothesis: There is no significant positive linear relationship between employee performance and non-transactional leadership. Alternative Hypothesis: There is significant positive linear relationship between employee performance and non-transactional leadership. The general methodology included the use of a valid and reliable instrument known as the Multifactor Leadership Questionnaire (MLQ) and the company’s performance appraisal process. These instruments were used to collect information about employee work performance. The validity and reliability of the MLQ is not in doubt because it was formulated from the full range leadership development theory of Bass and Avolio (1997) and has been used extensively worldwide (Bass and Avolio, 1997). The research data was analysed using Statistica (StatSoft, 2011). Once the data was imported the necessary leadership factors were calculated as per the MLQ scoring key. From the eight factors a further three factors were generated namely transformational, transactional and nontransactional leadership. The data was checked and described using frequency tables and descriptive statistics, followed by correlation matrices coupled with their corresponding scatter plots. The research data was tested for consistency and reliability. Sekaran (2000) states that in order to determine the reliability of a measure one needs to test for both consistency and stability. For this research, linear correlation and regression analysis was used. The outcome of the first investigated hypothesis confirmed that there is a strong significant, positive linear relationship between employee performance and transformational leadership (ρ<0.0001). However, the findings on the null hypothesis, states that transformational leadership has no significant positive linear relationship with employee performance. The null hypothesis is REJECTED, because the model is significant at ρ<.0001. Thus, the alternative hypothesis is ACCEPTED because it concludes that there is sufficient evidence, at the 5% level of significance, that there is significant positive linear relationship between employee performance and transformational leadership. The second hypotheses found that with 5% level of significance there is no significant positive linear relationship between transactional leadership and employee performance (ρ =0.317). It must be noted that since the correlation is not significant the null hypothesis which states that there is no significant positive linear relationship between employee performance and transactional leadership was NOT REJECTED. The outcome of the third hypotheses support the null hypothesis, because the negative linear relationship between employee performance and non-transactional leadership is not significant (ρ = 0.6718). This informed the conclusion that at the 5% level of significance, there is no positive linear relationship between non-transactional leadership and employee performance. The findings of this research favour the conclusion drawn by Brand, Heyl and Maritz (2000) that suggested a more significant relationship between transformational leadership and employee performance, than any other leadership style. Evidence put together in the retail and manufacturing sector of South Africa, and the armed forces of the United States of America, Germany and Canada, point in the direction of the strong, positive effects of transformational leaders (Brand, et al., 2000). Again the effectiveness of transformational leadership can be reinforced by the research directed by Ristow, Amos and Staude (1999), which resolved that the effectiveness of transformational leadership was greater in a South African cricketing environment. Hayward, Davidson, Pascoe, Tasker, Amos and Pearse (2003) conducted research in a pharmaceutical organisation and found a positive linear relationship between transformational leadership and employee work performance. These research outcomes clarify the investigation by Pruijn and Boucher (1994) which established “that transformational leadership is an extension of transactional leadership” (Bass, 1997). The difference between these two models according to Bass and Avolio (1994) is that the work performance of supporters of transformational leadership is usually beyond expectation, while the behaviour of the supporters of transactional leadership, at best, leads to anticipated work performance. This research will be used to improve the relationship between the leaders and employees of the courier company under investigation. It will be useful for the placement of individuals to leadership positions in the company. It will also impact on how future leadership training will be conducted by the company, and of course add to the body of knowledge. This is supported by research conducted in the service sector which states that “transformational leadership affects performance over and above transactional leadership” (Geyery and Steyrer, 1998).
- Full Text:
- Date Issued: 2013
- Authors: Yobe, Kingsley
- Date: 2013
- Subjects: Leadership -- Nigeria Transformational leadership -- Nigeria Industrial management -- Nigeria Business planning -- Research -- Nigeria Employees -- Rating of -- Nigeria Organizational change
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:805 , http://hdl.handle.net/10962/d1006858
- Description: A number of authors have portrayed leadership as a vital factor in the success or failure of an organization. Hence Bass (1994; 1997) believes that excellent organizations begin with excellent leadership and organisations reflect their leadership (Maritz, 1995). Therefore, successful organisations reflect their leadership (Maritz, 1995). In an attempt to investigate the aim of this research, various performance and leadership concepts and theories were investigated: the trait concept, behavioural approaches and situational/contingency approaches. Every one of these theories gave a different explanation to leadership. Furthermore, transactional, and transformational leadership were also discussed. The difference between these two models according to Bass and Avolio (1994) is that the work performance of the followers of transformational leadership is usually beyond expectations, while transactional leadership, at best, leads to expected performance. In terms of performance, it is argued that employee work performance can lead to a successful organisational performance. This is because several organisations attribute their business success to the work performance of their employees. According to Collis and Montgomery (1995) employee work performance has a major positive influence on organisational performance. Nevertheless, the accomplishment of an organisation is dependent on the leader’s ability to enhance human resources; hence “effective organisations require effective leadership” (Maritz, 1995). Transformational leadership was identified as the effective leadership style that can motivate workers to improve on their performance by instilling trust and confidence in them. Transformational leadership is superior to both transactional and non-transactional leadership because it makes workers loyal to the mission and vision of their organizations. Bass (1990) states “that the leadership research over the years has proved that loyalty is more powerful than tangible inducements.” Furthermore, non- transactional leaders avoid decision making, allowing their subordinates to take charge of the work process (Bass 1990). This research focuses on the relationship between leadership and employee work performance in a Nigerian Courier Company. In addressing this aim, a Nigerian Courier company was selected as the research context because of its success in the Nigerian turbulent business environment that is plagued by the country’s economic, social, and political troubles (McKern, Meza, Osayande and Denend, 2010). The research hypothesis of this research was generated to investigate leadership and employee performance. Leadership and performance were also identified as the research independent and dependent variables. Thus the research hypotheses were as follows: Hypothesis 1. Null Hypothesis: There is no significant positive linear relationship between employee performance and transformational leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transformational leadership Hypothesis 2. Null Hypothesis: There is no significant positive linear relationship between employee performance and transactional leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transactional leadership Hypothesis 3. Null Hypothesis: There is no significant positive linear relationship between employee performance and non-transactional leadership. Alternative Hypothesis: There is significant positive linear relationship between employee performance and non-transactional leadership. The general methodology included the use of a valid and reliable instrument known as the Multifactor Leadership Questionnaire (MLQ) and the company’s performance appraisal process. These instruments were used to collect information about employee work performance. The validity and reliability of the MLQ is not in doubt because it was formulated from the full range leadership development theory of Bass and Avolio (1997) and has been used extensively worldwide (Bass and Avolio, 1997). The research data was analysed using Statistica (StatSoft, 2011). Once the data was imported the necessary leadership factors were calculated as per the MLQ scoring key. From the eight factors a further three factors were generated namely transformational, transactional and nontransactional leadership. The data was checked and described using frequency tables and descriptive statistics, followed by correlation matrices coupled with their corresponding scatter plots. The research data was tested for consistency and reliability. Sekaran (2000) states that in order to determine the reliability of a measure one needs to test for both consistency and stability. For this research, linear correlation and regression analysis was used. The outcome of the first investigated hypothesis confirmed that there is a strong significant, positive linear relationship between employee performance and transformational leadership (ρ<0.0001). However, the findings on the null hypothesis, states that transformational leadership has no significant positive linear relationship with employee performance. The null hypothesis is REJECTED, because the model is significant at ρ<.0001. Thus, the alternative hypothesis is ACCEPTED because it concludes that there is sufficient evidence, at the 5% level of significance, that there is significant positive linear relationship between employee performance and transformational leadership. The second hypotheses found that with 5% level of significance there is no significant positive linear relationship between transactional leadership and employee performance (ρ =0.317). It must be noted that since the correlation is not significant the null hypothesis which states that there is no significant positive linear relationship between employee performance and transactional leadership was NOT REJECTED. The outcome of the third hypotheses support the null hypothesis, because the negative linear relationship between employee performance and non-transactional leadership is not significant (ρ = 0.6718). This informed the conclusion that at the 5% level of significance, there is no positive linear relationship between non-transactional leadership and employee performance. The findings of this research favour the conclusion drawn by Brand, Heyl and Maritz (2000) that suggested a more significant relationship between transformational leadership and employee performance, than any other leadership style. Evidence put together in the retail and manufacturing sector of South Africa, and the armed forces of the United States of America, Germany and Canada, point in the direction of the strong, positive effects of transformational leaders (Brand, et al., 2000). Again the effectiveness of transformational leadership can be reinforced by the research directed by Ristow, Amos and Staude (1999), which resolved that the effectiveness of transformational leadership was greater in a South African cricketing environment. Hayward, Davidson, Pascoe, Tasker, Amos and Pearse (2003) conducted research in a pharmaceutical organisation and found a positive linear relationship between transformational leadership and employee work performance. These research outcomes clarify the investigation by Pruijn and Boucher (1994) which established “that transformational leadership is an extension of transactional leadership” (Bass, 1997). The difference between these two models according to Bass and Avolio (1994) is that the work performance of supporters of transformational leadership is usually beyond expectation, while the behaviour of the supporters of transactional leadership, at best, leads to anticipated work performance. This research will be used to improve the relationship between the leaders and employees of the courier company under investigation. It will be useful for the placement of individuals to leadership positions in the company. It will also impact on how future leadership training will be conducted by the company, and of course add to the body of knowledge. This is supported by research conducted in the service sector which states that “transformational leadership affects performance over and above transactional leadership” (Geyery and Steyrer, 1998).
- Full Text:
- Date Issued: 2013
Exploratory study of the enablers and challenges of a social entrepreneur : case of Dr Govender in the Gelvandale community, Port Elizabeth, South Africa
- Mfeketho, Chuma Nqabase Masechaba
- Authors: Mfeketho, Chuma Nqabase Masechaba
- Date: 2014
- Subjects: Famhealth Medipark (Port Elizabeth, South Africa) , Businesspeople -- South Africa -- Port Elizabeth , Social entrepreneurship -- South Africa -- Port Elizabeth , Nonprofit organizations -- South Africa -- Port Elizabeth , Social responsibility of business -- South Africa -- Port Elizabeth , Community development -- South Africa -- Port Elizabeth , Social capital (Sociology) -- South Africa -- Port Elizabeth , Success in business -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:851 , http://hdl.handle.net/10962/d1017519
- Description: Social entrepreneurs seek to create social value in various ways in the community. Notably, they encounter not only enabling factors but also face and attempt to deal with a variety of challenges in their endeavor to start and run social ventures. This academic paper adopts a single case study approach with the aims to explore challenges and attempts to deal with them, as well as enablers, in how Dr Govender sought to create social value within the community of Gelvandale in Port Elizabeth in South Africa. Famhealth Medipark was chosen because it is unique and has been considered as an example of successful social entrepreneurship in Port Elizabeth. In the light of this, there has not been any previous study particularly focusing on its challenges and enablers in adding social value in the community through a multi-disciplinary venture. This research is valuable as it builds our understanding of how social entrepreneurs create social value. This qualitative study uses a single case study to focus on incidents of challenges and enabling factors as experienced, recollected and expressed by Dr Govender as a social entrepreneur. A variety of data, such as interview data collected through sampling incidents in nine in-depth initial and follow-up interviews, documents, audio documentaries and emails, were used. Open coding and constant comparison was used to analyze data and induce themes. Findings depict that Dr Govender as a social entrepreneur was propelled by four enablers: (1) strong enthusiasm to create positive change in others within a community, (2) network to resources, (3) a nurturing world view, and (4) consistent self-sacrifice. Dr Govender also revealed that he faced four types of challenges in setting up and operating Famhealth Medipark (FHM) as a vehicle with the sole purpose of creating and adding social value to the community of Gelvandale. Predominantly, (1) limitation of finance, (2) overwhelming effect of multiple roles, (3) negative effects of the non-accredited status of the care-giver training programme, and (4) the predominance of a destructive mindset entrenched within the Gelvandale community were key challenges he faced and attempted to deal with in setting up and operating a social venture to ultimately create social value. Although other types of data have been used, the predominant reliance on primary data collected through in-depth interviews is one of the major limitations of this qualitative study. However, this qualitative and exploratory study provides insights into our understanding of not only challenges encountered by social entrepreneurs but also the various drivers that sustain their social mission. Recommendations were then made, based on the findings from the research conducted.
- Full Text:
- Date Issued: 2014
- Authors: Mfeketho, Chuma Nqabase Masechaba
- Date: 2014
- Subjects: Famhealth Medipark (Port Elizabeth, South Africa) , Businesspeople -- South Africa -- Port Elizabeth , Social entrepreneurship -- South Africa -- Port Elizabeth , Nonprofit organizations -- South Africa -- Port Elizabeth , Social responsibility of business -- South Africa -- Port Elizabeth , Community development -- South Africa -- Port Elizabeth , Social capital (Sociology) -- South Africa -- Port Elizabeth , Success in business -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:851 , http://hdl.handle.net/10962/d1017519
- Description: Social entrepreneurs seek to create social value in various ways in the community. Notably, they encounter not only enabling factors but also face and attempt to deal with a variety of challenges in their endeavor to start and run social ventures. This academic paper adopts a single case study approach with the aims to explore challenges and attempts to deal with them, as well as enablers, in how Dr Govender sought to create social value within the community of Gelvandale in Port Elizabeth in South Africa. Famhealth Medipark was chosen because it is unique and has been considered as an example of successful social entrepreneurship in Port Elizabeth. In the light of this, there has not been any previous study particularly focusing on its challenges and enablers in adding social value in the community through a multi-disciplinary venture. This research is valuable as it builds our understanding of how social entrepreneurs create social value. This qualitative study uses a single case study to focus on incidents of challenges and enabling factors as experienced, recollected and expressed by Dr Govender as a social entrepreneur. A variety of data, such as interview data collected through sampling incidents in nine in-depth initial and follow-up interviews, documents, audio documentaries and emails, were used. Open coding and constant comparison was used to analyze data and induce themes. Findings depict that Dr Govender as a social entrepreneur was propelled by four enablers: (1) strong enthusiasm to create positive change in others within a community, (2) network to resources, (3) a nurturing world view, and (4) consistent self-sacrifice. Dr Govender also revealed that he faced four types of challenges in setting up and operating Famhealth Medipark (FHM) as a vehicle with the sole purpose of creating and adding social value to the community of Gelvandale. Predominantly, (1) limitation of finance, (2) overwhelming effect of multiple roles, (3) negative effects of the non-accredited status of the care-giver training programme, and (4) the predominance of a destructive mindset entrenched within the Gelvandale community were key challenges he faced and attempted to deal with in setting up and operating a social venture to ultimately create social value. Although other types of data have been used, the predominant reliance on primary data collected through in-depth interviews is one of the major limitations of this qualitative study. However, this qualitative and exploratory study provides insights into our understanding of not only challenges encountered by social entrepreneurs but also the various drivers that sustain their social mission. Recommendations were then made, based on the findings from the research conducted.
- Full Text:
- Date Issued: 2014
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:
- Date Issued: 2013
- 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:
- Date Issued: 2013
An empirical study on staff turnover and retention within Eskom : Eastern Cape Operating Unit
- Authors: Chibba, Rajesh Chagan
- Date: 2015
- Subjects: Eskom (Firm) , Labor turnover -- South Africa -- Eastern Cape , Employee retention -- South Africa -- Eastern Cape , Job satisfaction -- South Africa -- Eastern Cape , Career development -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:847 , http://hdl.handle.net/10962/d1017514
- Description: This research paper is broken up into three sections, namely an evaluation report, a literature review and a description of the research methodology. The evaluation report section is an assessment of the factors that could contribute to staff leaving the organisation and why staff would choose to remain with the organisation. The Distribution Division of Eskom is divided into nine separate Operating Units (OU's), in line with the nine Provinces. According to an Eskom Human Resource Manager (Mjali, 2013), as at March 2012 there were 2231 employees in the Easter Cape Operating Unit, while the staff turnover for the same period was 4.53%. Of the 101 staff that had resigned for the period 01 April 2011 to 31 March 2012, there were 27 transfers, 26 resignations and 30 retirements. The balance of 18 staff that left was due to dismissals and deaths. While the statistics suggest a healthy level of staff turnover at present, given the current pressures that Eskom employees are under, it is important to investigate their future intentions and to see what Eskom can do to continue to retain their services. The literature relating to staff turnover and retention was examined to determine the meaning of the terms retention and turnover and to review the relevant turnover topics that were emerging from the exit interview data. The research conducted was quantitative in nature, and a questionnaire was distributed to all managerial staff within the Eastern Cape Operating Unit of Eskom. The questionnaire was sent electronically to the participants via email with the link to the questionnaire. Participants were requested to respond on questions relating to factors on turnover and retention, and the responses were used to assess employee's intention to either remain with the organisation or to leave. The feedback received was analysed with the use of data analysis in Microsoft Excel (2010). The results of the research showed that there were two distinct themes related to employees' intention to remain with the organisation, namely job satisfaction and career development. On the other end of the scale, themes which would cause staff to want to leave the organisation were the performance management system of the organisation, not being listened to (i.e. to the ideas and views of staff) and leadership (i.e. the way the organisation was being led). Recommendations are made to management. The study also recommends future research that can be done to get greater insight into factors relating to staff turnover and retention. A detailed review of the literature is included in Section two of the report. Only essential components of the literature are included in Section one of report. Section three of the report provided a detailed description of the research design and the research procedure that was followed.
- Full Text:
- Date Issued: 2015
- Authors: Chibba, Rajesh Chagan
- Date: 2015
- Subjects: Eskom (Firm) , Labor turnover -- South Africa -- Eastern Cape , Employee retention -- South Africa -- Eastern Cape , Job satisfaction -- South Africa -- Eastern Cape , Career development -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:847 , http://hdl.handle.net/10962/d1017514
- Description: This research paper is broken up into three sections, namely an evaluation report, a literature review and a description of the research methodology. The evaluation report section is an assessment of the factors that could contribute to staff leaving the organisation and why staff would choose to remain with the organisation. The Distribution Division of Eskom is divided into nine separate Operating Units (OU's), in line with the nine Provinces. According to an Eskom Human Resource Manager (Mjali, 2013), as at March 2012 there were 2231 employees in the Easter Cape Operating Unit, while the staff turnover for the same period was 4.53%. Of the 101 staff that had resigned for the period 01 April 2011 to 31 March 2012, there were 27 transfers, 26 resignations and 30 retirements. The balance of 18 staff that left was due to dismissals and deaths. While the statistics suggest a healthy level of staff turnover at present, given the current pressures that Eskom employees are under, it is important to investigate their future intentions and to see what Eskom can do to continue to retain their services. The literature relating to staff turnover and retention was examined to determine the meaning of the terms retention and turnover and to review the relevant turnover topics that were emerging from the exit interview data. The research conducted was quantitative in nature, and a questionnaire was distributed to all managerial staff within the Eastern Cape Operating Unit of Eskom. The questionnaire was sent electronically to the participants via email with the link to the questionnaire. Participants were requested to respond on questions relating to factors on turnover and retention, and the responses were used to assess employee's intention to either remain with the organisation or to leave. The feedback received was analysed with the use of data analysis in Microsoft Excel (2010). The results of the research showed that there were two distinct themes related to employees' intention to remain with the organisation, namely job satisfaction and career development. On the other end of the scale, themes which would cause staff to want to leave the organisation were the performance management system of the organisation, not being listened to (i.e. to the ideas and views of staff) and leadership (i.e. the way the organisation was being led). Recommendations are made to management. The study also recommends future research that can be done to get greater insight into factors relating to staff turnover and retention. A detailed review of the literature is included in Section two of the report. Only essential components of the literature are included in Section one of report. Section three of the report provided a detailed description of the research design and the research procedure that was followed.
- Full Text:
- Date Issued: 2015
An investigation of the intention to leave or stay of health care professionals at St. Andrews Hospital
- Authors: Amanambu, Rochelle Aneeta
- Date: 2014
- Subjects: Medical personnel -- Job satisfaction -- South Africa -- Eastern Cape -- Case studies Medical personnel -- Job stress -- South Africa -- Eastern Cape -- Case studies Hospitals -- South Africa -- Eastern Cape -- Administration Hospitals -- Medical staff -- South Africa -- Eastern Cape Hospitals -- Officials and employees -- South Africa -- Eastern Cape -- Turnover Health services administration -- South Africa -- Eastern Cape Health planning -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:823 , http://hdl.handle.net/10962/d1011091
- Description: Background: The demand for and retention of talent worldwide is aggravated by revolutionary trends that include global competition, demographic changes and technological advances. In South Africa this phenomenon according to Frost (2002) is further challenged by the emigration of skilled people; the relative scarcity of specialist and managerial employees; employment equity and affirmative action procedures. But the development of strategies first requires an understanding of the factors which influence decisions to leave or stay particularly in rural and remote areas. St. Andrews Hospital is a rural district hospital in Ugu District, KZN. Its remoteness from urban areas and the lack of resources contributes towards challenges of attracting and retaining health care professionals to the area. It is the aim of this study to identify the ten most prevalent turnover and retention factors in a rural district hospital with the intention of making recommendations towards strategies to mitigate turnover and improve retention of health care professionals. This study will not only serve the local Human Resource Department but may also be used to inform district and provincial policies as well as departments’ decisions in the design or the review of current retention strategies aimed at reducing turnover. Method: The survey method was used to collect the primary data by distribution of self-administered questionnaires to Health Care Professionals at St. Andrews Hospital. Of the one hundred and fifty questionnaires distributed, one hundred and seven were returned (71% response rate) and formed the basis of the study. Results: Based on the impact scores, the top three turnover factors identified were, the way the organisation is led by top management (0.934); the size of the workload (0.862); and the way problems are dealt with by managers in the organisation (0.817). No statistically significant relationships were found between turnover factors and biographical variable. Availability of quality health services was ranked as the external factor that had the highest influence (78%) on turnover, while geographical location was ranked the lowest. The main reason given by respondents for leaving their previous employment was promotion, followed by distance and personal/family reasons. The top three retention factors identified from the impact scores were the quality of relationships with colleagues (1.698); the amount of support received from managers and colleagues (1.484); and the level of engagement and involvement with the job (1.390). This demonstrates that the salary package often thought to be a first priority factor Mobley, Horner and Hollingsworth (1978); Mobley (1982) and Herzberg (2003) is far less of a determining factor at St. Andrews Hospital than management support, job involvement and person-organisation fit as well as the social relationships formed in the workplace. A positive relationship was found between leadership and job dimension factors at the 1% level of significance. This supports the strong social bond (person-organisation fit) formed in the work environment between management and colleagues that supports retention and increases level of commitment. An important result of the study was that 46% of the respondents were thinking of leaving the town within the year while 29% were considering resigning from St. Andrews Hospital within the year. Conclusion: The results reveal a complex interaction of factors impacting on turnover and retention. The Human Resource Management function has a pivotal role to play in improving its ability to attract and retain professionals through developing comprehensive strategies based on external and internal and environmental factors. The study conveys to the St. Andrews Hospital management that turnover and retention factors are unique to the location and the working environment and differs amongst Health Care Professionals – this should be deliberated on when formulating Hospital Human Resource retention policies.
- Full Text:
- Date Issued: 2014
- Authors: Amanambu, Rochelle Aneeta
- Date: 2014
- Subjects: Medical personnel -- Job satisfaction -- South Africa -- Eastern Cape -- Case studies Medical personnel -- Job stress -- South Africa -- Eastern Cape -- Case studies Hospitals -- South Africa -- Eastern Cape -- Administration Hospitals -- Medical staff -- South Africa -- Eastern Cape Hospitals -- Officials and employees -- South Africa -- Eastern Cape -- Turnover Health services administration -- South Africa -- Eastern Cape Health planning -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:823 , http://hdl.handle.net/10962/d1011091
- Description: Background: The demand for and retention of talent worldwide is aggravated by revolutionary trends that include global competition, demographic changes and technological advances. In South Africa this phenomenon according to Frost (2002) is further challenged by the emigration of skilled people; the relative scarcity of specialist and managerial employees; employment equity and affirmative action procedures. But the development of strategies first requires an understanding of the factors which influence decisions to leave or stay particularly in rural and remote areas. St. Andrews Hospital is a rural district hospital in Ugu District, KZN. Its remoteness from urban areas and the lack of resources contributes towards challenges of attracting and retaining health care professionals to the area. It is the aim of this study to identify the ten most prevalent turnover and retention factors in a rural district hospital with the intention of making recommendations towards strategies to mitigate turnover and improve retention of health care professionals. This study will not only serve the local Human Resource Department but may also be used to inform district and provincial policies as well as departments’ decisions in the design or the review of current retention strategies aimed at reducing turnover. Method: The survey method was used to collect the primary data by distribution of self-administered questionnaires to Health Care Professionals at St. Andrews Hospital. Of the one hundred and fifty questionnaires distributed, one hundred and seven were returned (71% response rate) and formed the basis of the study. Results: Based on the impact scores, the top three turnover factors identified were, the way the organisation is led by top management (0.934); the size of the workload (0.862); and the way problems are dealt with by managers in the organisation (0.817). No statistically significant relationships were found between turnover factors and biographical variable. Availability of quality health services was ranked as the external factor that had the highest influence (78%) on turnover, while geographical location was ranked the lowest. The main reason given by respondents for leaving their previous employment was promotion, followed by distance and personal/family reasons. The top three retention factors identified from the impact scores were the quality of relationships with colleagues (1.698); the amount of support received from managers and colleagues (1.484); and the level of engagement and involvement with the job (1.390). This demonstrates that the salary package often thought to be a first priority factor Mobley, Horner and Hollingsworth (1978); Mobley (1982) and Herzberg (2003) is far less of a determining factor at St. Andrews Hospital than management support, job involvement and person-organisation fit as well as the social relationships formed in the workplace. A positive relationship was found between leadership and job dimension factors at the 1% level of significance. This supports the strong social bond (person-organisation fit) formed in the work environment between management and colleagues that supports retention and increases level of commitment. An important result of the study was that 46% of the respondents were thinking of leaving the town within the year while 29% were considering resigning from St. Andrews Hospital within the year. Conclusion: The results reveal a complex interaction of factors impacting on turnover and retention. The Human Resource Management function has a pivotal role to play in improving its ability to attract and retain professionals through developing comprehensive strategies based on external and internal and environmental factors. The study conveys to the St. Andrews Hospital management that turnover and retention factors are unique to the location and the working environment and differs amongst Health Care Professionals – this should be deliberated on when formulating Hospital Human Resource retention policies.
- Full Text:
- Date Issued: 2014