An analysis of employee morale and leadership styles at Benteler automotive Port Elizabeth in the Eastern Cape
- Authors: De Vos, Desmond
- Date: 2024-12
- Subjects: Employee morale , Employee motivation , Leadership -- South Africa
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/69553 , vital:77712
- Description: Benteler Automotive in the Eastern Cape has experienced challenges over the past five years due to a high rate of staff turnover at the leadership and management levels. As a result, the morale of the employees in the organisation was affected, resulting in decreased levels of job satisfaction, and productivity, high rates of absenteeism, and staff turnover. Hence, this study was conducted to assess employee morale and leadership styles and examine the impact of motivation, leadership styles, and human resource strategies on staff morale, with the intention of proposing managerial interventions to enhance employee morale within the organisation. The study was conducted within a positivist paradigm, and a quantitative research approach was used to investigate the phenomenon. Data were collected from a sample of 300 employees using a closed-ended questionnaire survey, and a response rate of 93% was achieved. The Statistical Package for Social Science (SPSS) Version 21 was used for analysing and reporting on data in line with the research objectives of the study. The analysed data were reported under descriptive and inferential statistical headings, where frequency of the Likert scale responses, measures of central tendencies, Pearson’s correlations, regression analysis, and analysis of variance (ANOVA) were reported. The results of the study indicates that motivation, leadership styles and human resource strategies have a significantly positive influence on employee morale. On the other hand, the results also indicate, in general, that respondents were indifferent to most of the statements pertaining to leadership styles and human resource strategies. The study recommends that management consider implementing fundamental theoretical human resource strategies to enhance employee morale. These strategies include fostering human relations, providing continuous training opportunities to enhance employee knowledge, promoting new skills development, boosting self-confidence, and addressing concerns about job stability. The results of the study have provided practical and conceptual managerial and academic benefits within the field of management and leadership. A future study on the evaluation of the impact of leadership styles and cultural elements on employee morale is an essential element to consider, as it was not covered in this study. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2024
- Full Text:
- Date Issued: 2024-12
- Authors: De Vos, Desmond
- Date: 2024-12
- Subjects: Employee morale , Employee motivation , Leadership -- South Africa
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/69553 , vital:77712
- Description: Benteler Automotive in the Eastern Cape has experienced challenges over the past five years due to a high rate of staff turnover at the leadership and management levels. As a result, the morale of the employees in the organisation was affected, resulting in decreased levels of job satisfaction, and productivity, high rates of absenteeism, and staff turnover. Hence, this study was conducted to assess employee morale and leadership styles and examine the impact of motivation, leadership styles, and human resource strategies on staff morale, with the intention of proposing managerial interventions to enhance employee morale within the organisation. The study was conducted within a positivist paradigm, and a quantitative research approach was used to investigate the phenomenon. Data were collected from a sample of 300 employees using a closed-ended questionnaire survey, and a response rate of 93% was achieved. The Statistical Package for Social Science (SPSS) Version 21 was used for analysing and reporting on data in line with the research objectives of the study. The analysed data were reported under descriptive and inferential statistical headings, where frequency of the Likert scale responses, measures of central tendencies, Pearson’s correlations, regression analysis, and analysis of variance (ANOVA) were reported. The results of the study indicates that motivation, leadership styles and human resource strategies have a significantly positive influence on employee morale. On the other hand, the results also indicate, in general, that respondents were indifferent to most of the statements pertaining to leadership styles and human resource strategies. The study recommends that management consider implementing fundamental theoretical human resource strategies to enhance employee morale. These strategies include fostering human relations, providing continuous training opportunities to enhance employee knowledge, promoting new skills development, boosting self-confidence, and addressing concerns about job stability. The results of the study have provided practical and conceptual managerial and academic benefits within the field of management and leadership. A future study on the evaluation of the impact of leadership styles and cultural elements on employee morale is an essential element to consider, as it was not covered in this study. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2024
- Full Text:
- Date Issued: 2024-12
Motivation and complexity : an exploration of a complexity approach in employee motivation with specific focus on a Lacanian model of desire
- Authors: Botha, Anton Ivan
- Date: 2010
- Subjects: Employee motivation , Employee morale , Incentive awards
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9400 , http://hdl.handle.net/10948/1232 , Employee motivation , Employee morale , Incentive awards
- Description: Since employee motivation contributes to overall organisational success, reliable motivation theory should inform management and reward practices. Yet, motivation theory is currently in a state of paralysis, with no constructive theorising taking place. Analysis of its methodological presuppositions reveals that it relies on out-dated binary thinking, prioritising, e.g. either a ‘machine-like’ (body driven) or ‘god-like’ (rationally driven) understanding of humanity. In this study it is argued that the revival of motivation theory requires a paradigmatic shift towards a complexity methodology because human motivation was found to be a complex system and must be theorised accordingly. It was found that McAdams’ theory of personality which brought together personality traits, conditioning, and motives could form the basis of a complex theory of motivation. On this basis, a complex model was developed which incorporated elements of existing motivational theories. This model proposed that drives, which motivate behaviour, are a combination of instincts, needs, and desires, mediated by personality traits, rational processing, and conditioning. All of these interconnected elements, as well as biological and environmental conditions, have an impact on, and are influenced by one another. For the purposes of understanding employee motivation the element of desire was isolated as a potential means to value segment employees. A Lacanian theory was utilised to elaborate on the element of desire. This theory postulated that individuals tend to display a dominance is one of nine kinds and modes of desire. An instrument was developed to test the applicability of the Lacanian model. It was developed in five phases which included three pilot studies and two samplings. A total of 591 respondents participated in the empirical research study with 428 in the first sample and 70 in the second; the remaining 93 made up the pilot studies. Unlike the initial version of the instrument used in the first sample (n=428) the data obtained by the last version (n=70) revealed that the instrument held some form of reliability and validity. Once analysed through descriptive and inferential statistics the data supported the view that individuals tended to display dominance in a kind and mode of desire as per the Lacanian model, and sufficient variance existed to preliminarily conclude that this model could be used as a means to value segment employees. Recommendations were as follows: (1) that complexity methodology should inform future motivation theorising, (2) that the proposed complexity models be further empirically tested, (3) that an adequately complex, flexible rewards system be considered, (4) that both managers and employees make use of the developed instrument to aid them in the selection of rewards that will lead to increased satisfaction.
- Full Text:
- Date Issued: 2010
- Authors: Botha, Anton Ivan
- Date: 2010
- Subjects: Employee motivation , Employee morale , Incentive awards
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9400 , http://hdl.handle.net/10948/1232 , Employee motivation , Employee morale , Incentive awards
- Description: Since employee motivation contributes to overall organisational success, reliable motivation theory should inform management and reward practices. Yet, motivation theory is currently in a state of paralysis, with no constructive theorising taking place. Analysis of its methodological presuppositions reveals that it relies on out-dated binary thinking, prioritising, e.g. either a ‘machine-like’ (body driven) or ‘god-like’ (rationally driven) understanding of humanity. In this study it is argued that the revival of motivation theory requires a paradigmatic shift towards a complexity methodology because human motivation was found to be a complex system and must be theorised accordingly. It was found that McAdams’ theory of personality which brought together personality traits, conditioning, and motives could form the basis of a complex theory of motivation. On this basis, a complex model was developed which incorporated elements of existing motivational theories. This model proposed that drives, which motivate behaviour, are a combination of instincts, needs, and desires, mediated by personality traits, rational processing, and conditioning. All of these interconnected elements, as well as biological and environmental conditions, have an impact on, and are influenced by one another. For the purposes of understanding employee motivation the element of desire was isolated as a potential means to value segment employees. A Lacanian theory was utilised to elaborate on the element of desire. This theory postulated that individuals tend to display a dominance is one of nine kinds and modes of desire. An instrument was developed to test the applicability of the Lacanian model. It was developed in five phases which included three pilot studies and two samplings. A total of 591 respondents participated in the empirical research study with 428 in the first sample and 70 in the second; the remaining 93 made up the pilot studies. Unlike the initial version of the instrument used in the first sample (n=428) the data obtained by the last version (n=70) revealed that the instrument held some form of reliability and validity. Once analysed through descriptive and inferential statistics the data supported the view that individuals tended to display dominance in a kind and mode of desire as per the Lacanian model, and sufficient variance existed to preliminarily conclude that this model could be used as a means to value segment employees. Recommendations were as follows: (1) that complexity methodology should inform future motivation theorising, (2) that the proposed complexity models be further empirically tested, (3) that an adequately complex, flexible rewards system be considered, (4) that both managers and employees make use of the developed instrument to aid them in the selection of rewards that will lead to increased satisfaction.
- Full Text:
- Date Issued: 2010
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