Appropriateness of municipal workers' job behaviour and performance at the Buffalo City Metropolitan Municipality
- Authors: Twalo, Thembinkosi Gladden
- Date: 2014
- Subjects: Education -- Employees , Employees -- Attitudes , Employees -- Rating of
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9587 , http://hdl.handle.net/10948/d1020997
- Description: The Buffalo City Metropolitan Municipality (BCMM) has been experiencing inappropriate job behaviour and performance from some of its workers. These inappropriate practices have been widely reported in the media, audit reports, parliamentary discussions, reports to parliament, municipal reports, and departmental reports. They include misappropriation of municipal resources, maladministration, mismanagement, lack of service delivery, fraud, and corruption. Since many BCMM workers have various levels of formal education, such practices are not expected, because the structural-functionalist assumption is that formal education is a solution to societal challenges. At the BCMM, however, formal education seemed to also serve a different purpose, that of realising the principle that says “[k]now the rules well, so you can break them effectively” (Dalai Lama 2013, 2). This study therefore hypothesises that the perpetual inappropriate job behaviour and performance at the BCMM is due to the paucity of broad skills. The concept of broad skills includes the various dimensions of knowledge (know that, know why, know how) as well as attitudes, ethics and values. Inappropriate job behaviour and performance practices thus indicate that current levels of broad skills are insufficient. This study acknowledges that labour (ability to work) is a product of multifarious forms of capital, hence this study amalgamates four forms of capital - human capital, social capital, cultural capital, and reputation capital – into a theoretical framework in order to get a broader explanation of the workers’ job behaviour and performance. The various forms of capital contribute to the formation of skill, hence the notion of broad skills. How workers discharge their responsibilities is determined by numerous factors such as cultural capital (the workers’ family background, race, ethnicity, personality, and geographical area) (Bourdieu 1977); reputation capital (the workers’ brand, public perceptions of trustworthiness, popularity, authority in the field, ethics, integrity and reputation) (Ingbretsen 2011); social capital (the workers’ social development, social relations, and social networks) (Blackmore 1997); and human capital (schooling) (Becker 1964). The value of adopting the broad skills approach lies in gaining a broader perspective on job performance as opposed to the dominant use of the human capital model alone which predominantly uses schooling to explain job performance. In practice, the human capital model is characterised by its association of job performance problems with lack of skills. However, investigation of the role of attitudes, ethics and values in the labour process reveals that the lack of will also contributes to job performance problems. In fact, the adoption of multiple perspectives for investigating the paradoxical co-existence of inappropriate job behaviour and performance with formal education reveals several factors that make this phenomenon possible, besides lack of skills. These include the job environment, ineffective performance management systems, compromised municipal effectiveness and efficiency due to the politicisation of municipal management, and manipulation of the labour process to suit the interests of the workers who want to engage in inappropriate practices.
- Full Text:
- Date Issued: 2014
- Authors: Twalo, Thembinkosi Gladden
- Date: 2014
- Subjects: Education -- Employees , Employees -- Attitudes , Employees -- Rating of
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9587 , http://hdl.handle.net/10948/d1020997
- Description: The Buffalo City Metropolitan Municipality (BCMM) has been experiencing inappropriate job behaviour and performance from some of its workers. These inappropriate practices have been widely reported in the media, audit reports, parliamentary discussions, reports to parliament, municipal reports, and departmental reports. They include misappropriation of municipal resources, maladministration, mismanagement, lack of service delivery, fraud, and corruption. Since many BCMM workers have various levels of formal education, such practices are not expected, because the structural-functionalist assumption is that formal education is a solution to societal challenges. At the BCMM, however, formal education seemed to also serve a different purpose, that of realising the principle that says “[k]now the rules well, so you can break them effectively” (Dalai Lama 2013, 2). This study therefore hypothesises that the perpetual inappropriate job behaviour and performance at the BCMM is due to the paucity of broad skills. The concept of broad skills includes the various dimensions of knowledge (know that, know why, know how) as well as attitudes, ethics and values. Inappropriate job behaviour and performance practices thus indicate that current levels of broad skills are insufficient. This study acknowledges that labour (ability to work) is a product of multifarious forms of capital, hence this study amalgamates four forms of capital - human capital, social capital, cultural capital, and reputation capital – into a theoretical framework in order to get a broader explanation of the workers’ job behaviour and performance. The various forms of capital contribute to the formation of skill, hence the notion of broad skills. How workers discharge their responsibilities is determined by numerous factors such as cultural capital (the workers’ family background, race, ethnicity, personality, and geographical area) (Bourdieu 1977); reputation capital (the workers’ brand, public perceptions of trustworthiness, popularity, authority in the field, ethics, integrity and reputation) (Ingbretsen 2011); social capital (the workers’ social development, social relations, and social networks) (Blackmore 1997); and human capital (schooling) (Becker 1964). The value of adopting the broad skills approach lies in gaining a broader perspective on job performance as opposed to the dominant use of the human capital model alone which predominantly uses schooling to explain job performance. In practice, the human capital model is characterised by its association of job performance problems with lack of skills. However, investigation of the role of attitudes, ethics and values in the labour process reveals that the lack of will also contributes to job performance problems. In fact, the adoption of multiple perspectives for investigating the paradoxical co-existence of inappropriate job behaviour and performance with formal education reveals several factors that make this phenomenon possible, besides lack of skills. These include the job environment, ineffective performance management systems, compromised municipal effectiveness and efficiency due to the politicisation of municipal management, and manipulation of the labour process to suit the interests of the workers who want to engage in inappropriate practices.
- Full Text:
- Date Issued: 2014
The relationship between authentic leadership, cultural intelligence and employee behaviour
- Authors: Barrass, Deon Brian
- Date: 2014
- Subjects: Leadership , Cultural intelligence , Employees -- Attitudes , Work environment
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8872 , http://hdl.handle.net/10948/d1020336
- Description: Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.
- Full Text:
- Date Issued: 2014
- Authors: Barrass, Deon Brian
- Date: 2014
- Subjects: Leadership , Cultural intelligence , Employees -- Attitudes , Work environment
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8872 , http://hdl.handle.net/10948/d1020336
- Description: Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.
- Full Text:
- Date Issued: 2014
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