The influence of value-based leadership on employee commitment for organisational effectiveness: a case of Mnquma Local Municipality
- Authors: Mniki, Sicelo https://orcid.org/0009-0002-8152-5150
- Date: 2022-06
- Subjects: Organizational effectiveness -- South Africa , Employee motivation -- South Africa , Leadership -- South Africa
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10353/28795 , vital:75097
- Description: The main aim of this study is to assess the influence of value-based leadership on employee commitment for organisational effectiveness in Mnquma local municipality. The objectives of the study are to assess the core values of leaders and determine the most prominent value-based construct in Mnquma municipality; to examine the influence of value-based leadership on employee commitment; to verify the impact of employee commitment on organisational effectiveness, and to investigate the correlation between value-based leadership and organisational effectiveness. The study followed a convergent parallel mixed methods design and a semi-structured questionnaire and interviews were used to collect data from the sampled respondents. The researcher used the purposive sampling technique to select a sample of 170 employees including managers, and 10 portfolio heads (political leaders). An assessment of leadership core values with a focus on four higher-order values showed that administrative leaders are more concerned with self-enhancement values (overall mean: 3.1335) and conservation values (overall mean: 3.2151). On the other hand, self-transcendence values (overall mean: 2.922) and openness to change values (overall mean: 2.8349) are given less attention. The findings also showed that transformational leadership is the most prominent value-based leadership construct in Mnquma municipality (mean = 3.2500; SD = 1.01521). The Spearman Rho correlations (rs) and significance probabilities for relations between value-based leadership and employee commitment suggest that employee organisational commitment had moderately high, significant, and positive correlations with all constructs for value-based leadership. Also, the findings revealed that employee organisational commitment had a strong, significant, and positive correlation with organisational effectiveness (rs = 0.765; p < 0.0001). Furthermore, the results suggest that organisational effectiveness also had moderately high, significant, and positive correlations with all constructs for value-based leadership. Among others, the recommended strategies include the A to Z guideline for the promotion of value-based leadership, the ten pillars of value-based leadership, and strategies to improve job satisfaction, employee commitment and organisational effectiveness. , Thesis (DPA) -- Faculty of Management and Commerce, 2022
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- Date Issued: 2022-06
The relationship between authentic leadership and employee performance
- Authors: Petzer, Liane
- Date: 2018
- Subjects: Authentic leadership , Positive psychology , Employee motivation -- South Africa , Employees -- Attitudes , Job satisfaction -- South Africa , Employees -- Rating of -- South Africa , Financial services industry -- South Africa
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59467 , vital:27613
- Description: The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
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- Date Issued: 2018
A comparative study on Staff Retention in South Africa’s multinational banking corporations and micro-lenders
- Authors: Carolus, Chris Mario Periandros
- Date: 2017-04
- Subjects: Employee retention -- South Africa , Employee motivation -- South Africa , Job satisfaction -- South Africa
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/66434 , vital:75319
- Description: The financial industry has changed rapidly over the past decade with competition being ferocious in the South African market. Traditionally most competition was among the four major banks, being ABSA, Nedbank, First National Bank and Standard Bank; however various small to medium micro-lenders, such as Capitec Bank, have grown more rapidly than the four major banks. These are the banks against which Multinational Corporations compete for products, services as well as employees. Staff employed in sales plays a critical role in any organisation and once that person leaves the organisation, productivity levels are set to be impacted along with margins on which banks are competing. It is thus of great importance for banks to pay close attention to staff retention in their respective organisations. Employees are viewed as the most important resource within any business, as firms are set to ensure a competitive advantage to remain profitable and cope with adversities that the global economy might present. The objective of this research was to establish whether the aspects of staff retention in Multinational Banking Corporations in South Africa differ from Micro- lenders locally. To ensure the objective was achieved, a literature review was conducted to understand the concepts that influence aspects of staff retention. Secondly, based on these aspects, a quantitative questionnaire was designed to obtain staff responses to the aspects of staff retention. The primary findings from the study indicate that the aspects of staff retention do indeed differ between Micro-lenders and Multinational Banking Corporations. Some of the main differences that were uncovered by the study occurred around transparency from leadership, lack of ability to develop talent and working conditions. Overall most respondents from Micro-lenders appear to be happier than respondents in Multinational Banking Corporations. The above factors are set to contribute significantly towards staff retention challenges for Multinational Banking Corporations, where employees are more disengaged, and that influences productivity negatively. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2017
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- Date Issued: 2017-04
The Health and Wellness programme in the Department of Roads and Public Works
- Authors: Mali, Thobela Charlotte
- Date: 2016
- Subjects: Employee assistance programs -- South Africa Employee health promotion -- South Africa , Employee motivation -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/40856 , vital:36244
- Description: After 20 years of political democracy, South Africa is still faced with a variety of organisational challenges. Such challenges include crime, poverty, increasing unemployment rate, discrimination of employees in the workplace, the steadily increasing spread of HIV/AIDS and inequalities in the workplace. All these and others not mentioned, coupled with the inherited vast inequalities contribute to the increasing social and economic imbalances in the country. The Health and Wellness Programme of the Department of Roads and Public Works focuses on ensuring health and productivity within the employees of the department to help assist with the minimisation of absenteeism, diminished work performance and dissatisfaction of employees. The Health and Wellness Programme has identified, through its interventions, that there are tremendous factors that directly and indirectly plays a role on the productivity of employees within the workplace. This resulted in the formulation and implementation of various legislative frameworks after such challenges transpired. During the study, it has transpired that the majority of the employees within the Department of Roads and Public Works are not making use of the Health and Wellness Programmes due to lack of knowledge. This has resulted to absenteeism and insufficient productivity in the workplace. It is recommended that there should be coordination of the health education and promotion programmes. This includes health screenings, health promotion activities and medical surveillance. If these programmes are conducted promptly in the workplace, the chances of sick employees will be minimised and some sicknesses such as diabetes and high and low blood pressure can be detected early and treated before it becomes chronic.
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- Date Issued: 2016
Perceptions of organisational commitment within a selected Chinese organisation in South Africa: a case study approach
- Authors: Paterson, Steven James
- Date: 2014
- Subjects: Organizational commitment -- South Africa , Personnel management -- South Africa , Employee motivation -- South Africa , International business enterprises -- South Africa , China -- Foreign economic relations -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1201 , http://hdl.handle.net/10962/d1013094
- Description: Chinese organisations are benefiting from increasing support from the Chinese government to enter into Africa. It is believed that over 2 000 Chinese organisations are operational in Africa, contributing greatly to employment within the continent. Despite the importance of Chinese organisations and their operations in Africa, very little research has been done on individual and organisational issues in Chinese organisations operating in Africa, and more specifically the local employees' organisational commitment to such organisations. The organisational commitment of South African employees within Chinese organisations in South Africa is important as it promotes the success of Chinese business, which may promote further investment into the country, as well as the use of local human resources. The primary aim of this research was therefore to conduct a literature and empirical study into the levels of and factors influencing the organisational commitment of South African employees in a selected Chinese organisation in South Africa. For the purposes of this study, a single case study approach, located within the phenomenological research paradigm, was used. A large multinational Chinese organisation with operations in South Africa agreed to participate in this study. The research made use of a descriptive case study design. To give effect to the primary aim of the study, three research objectives were identified. Firstly, to identify and describe key factors influencing local employee commitment. Secondly, to identify and describe current commitment levels amongst local employees, and lastly, to propose recommendations to improve local employee commitment and its implications for the appropriate management of human resources within the Chinese organisation. Data were collected by means of in-depth, semi-structured interviews with 20 participating employees at four organisational branches across South Africa. Moreover, although the interview transcripts were the primary source of data, the collection process was enriched with the use of organisational and participant observations. The findings of this research revealed ten factors which are perceived to influence the commitment of South African employees within the organisation, namely: Open communication, Leadership, Supervisory support, Opportunities for training and development, Compensation, Job security, Promotional opportunities, Shared values, Recognition and Trust. Certain issues were raised by the participants during the in-depth interviews, most notably the limited opportunities for training, development and promotion, as well as issues regarding the perceived limited compensation received from the organisation. Despite these issues, the general findings relating to the levels of commitment in the organisation were positive for the organisation under study, with the majority of the participants being perceived to demonstrate high levels of affective, normative and continuance commitment.
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- Date Issued: 2014
An investigation into the organisational attributes of an employer of choice: a South African automotive industry perspective
- Authors: Poonoosamy, Sareesha
- Date: 2013
- Subjects: Corporate image -- South Africa , Employee motivation -- South Africa , Automobile industry and trade -- South Africa , Personnel management -- South Africa , Branding (Marketing) -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/21615 , vital:29717
- Description: The automotive industry in South Africa is now more than ever before, facing a new era of intense international competition and as a means to survive; organisations are continuously searching for ways to increase their competitiveness. To this end, recent approaches have focussed on the role that people perform in bringing about competitive advantage and has resulted in greater emphasis being placed on the attraction as well as retention of the right people to achieve organisational success. However, developing trends such as changes in the supply of workers, expectations of new generations and a more diverse population have pressurised organisations to institutionalise a dynamic solution. This has placed greater imperative on becoming an employer of choice - those organisations that can differentiate their human resource practices from the competition in order to attract, develop and retain the people they need. The research problem that was addressed in this study is to identify and investigate the organisational attributes of an employer of choice. A comprehensive literature review was executed to review the various definitions, trends impacting as well as the significance of the status - employer of choice. Furthermore strategies for becoming an employer of choice were evaluated and prominent employer of choice attributes identified from the literature. The researcher has also found that a significant number of authors have suggested employer branding as a key strategy in the effort to become an employer of choice. The concept of employer branding was therefore extensively explored in this study. An empirical study was conducted after the appropriate measuring instrument was developed. The purpose of the measuring instrument was to validate the literature findings, identify the rank importance of the identified attributes and to evaluate the extent to which these factors are provided for in the organisation. A sample consisting of 110 employees were selected to participate in the survey via a random sampling method and a response rate of 89% or 98 employees was obtained. The major findings indicated that the sample group agreed that the prominent attributes in literature are important attributes of an employer of choice. Overall the majority of the sample group does not regard the organisation as an employer of choice and while some of the attributes were present in the organisation, others had serious shortcomings. The literature findings together with the empirical study findings resulted in the development of a strategic model to serve as a guide in determining the initiatives the organisation should embark upon to become an employer of choice.
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- Date Issued: 2013
Organisational commitment in the automotive industry : a comparative study of employment contracts
- Authors: Bailey, Peter John
- Date: 2013
- Subjects: Organizational commitment , Employee motivation -- South Africa , Automobile industry and trade -- Management , Management -- Employee participation -- South Africa , Labor contracts -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9299 , http://hdl.handle.net/10948/d1014664
- Description: Organisations face many obstacles in maintaining high quality standards and enhancing their competitive positions. It is not just the external factors, such as market fluctuations, but also internal obstacles, that have an effect on the competitiveness of organisations. Most of the internal factors are the result of poor management practices such as insufficient employee development paths, lack of mentorship programmes or job insecurity which results in the poor performance and commitment levels of employees. However employees are more willing to provide efficient and effective practices if they are committed to the organisation. A committed workforce can be created through many practices. Some of these practices include, creating an environment where employees feel as though they are part of the organisation and that their actions directly influence the success of the organisation (Kingston 2007); building long lasting and fair relationships between staff and supervisors (Manetje 2009:50); providing partial organisational ownership for employees through employee share ownership schemes (Employee share ownership plan guidelines 2007:3); creating an organisation structure which binds employees and groups together and removes bureaucratic practices (Brooks 2009:190) and creating management styles that encourage employee involvement (Manetje 2009:51) Unfavourable conditions within the economy are not making it any easier for organisations to become more competitive. Organisations have had to downsize, restructure and transform in order to cut costs as the demands for goods and services slowed down. However, these practices have resulted in an insecure work environment for employees and have posed complex challenges for management. (Coetzee 2005). Employment contracts have therefore become popular tools for managing economic downturns. Organisations opt for more temporary staff so as to easily reduce headcount when costs need to be lowered. Employment contracts give organisations the advantage of flexibility which is a key area for success in turbulent business environments (Krausz, Bizman & Braslavsky 2001:302). Previous research on temporary contracts has revealed lower commitment levels of staff than other types of contracts such as permanent and fixed-term contracts (Guest 2004:12). Therefore, there needs to be a balance between various employment contracts; a balance which brings out the best in organisational performance. The different types of employment contracts are also important tools to use to enhance commitment within the organisation. For that reason, it is essential to understand the linkage between the types of contracts and organisational commitment and whether certain contracts result in higher levels of organisational commitment. The primary objective of the study is to identify factors which influence organisational commitment as well as to investigate whether organisational commitment and the different types of employment contracts can increase employee motivation and job involvement within the automotive industry environment. Given the primary objective of the study, a quantitative research paradigm was followed in testing the relevant hypotheses. A five-point Likert scale questionnaire was conducted to gather empirical data from the respondents employed within the automotive industry. The target population of the study was the employees within the automotive industry (Volkswagen of South Africa). A convenience sampling technique was used to distribute the questionnaires and the researcher made use of both manual hand-outs and an online system called the Survey Monkey to gather the data. The sample was restricted to 260 respondents. The main findings of this study revealed that the dimensions, workplace culture, job security, career development and personality were statistically significant and had a positive influence on organisational commitment. Workplace culture proved to be the most significant positive influence on organisational commitment. Thus, if an organisation adjusts this dimension to better suit the employees, the result could be an enhanced level of employee commitment. On the other hand, management style and mentoring were found to be the least important in influencing organisational commitment in the automotive industry. Furthermore, the results illustrated a significant positive relationship between organisational commitment and the dependent variables, employee motivation and job involvement. The study also identified the link between employment contracts and organisational commitment, job involvement and employee motivation. However, a statistically significant relationship only existed between employment contracts and job involvement. Thus the different types of contracts have an effect on the level of employee involvement within an organisation. The implications of the findings are that organisations within the automotive industry should focus on areas that have a substantially greater impact on organisational commitment. These areas include workplace culture, job security, personality and career development. Organisations thus need to find methods or processes which facilitate the development of these areas. In order for organisations to move from good to great, a workforce that is committed to the goals and objectives is required.
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- Date Issued: 2013
The impact of employee engagement on the business success of Johnson controls Uitenhage
- Authors: Muller, Roger Joseph
- Date: 2009
- Subjects: Employee motivation -- South Africa , Organizational commitment -- South Africa , Management -- Employee participation -- South Africa , Employee loyalty -- South Africa , Success in business -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8681 , http://hdl.handle.net/10948/1137 , Employee motivation -- South Africa , Organizational commitment -- South Africa , Management -- Employee participation -- South Africa , Employee loyalty -- South Africa , Success in business -- South Africa
- Description: The purpose of this study is to investigate the influences, outcomes and degree of employee engagement, as it relates to business success of Johnson Controls. The research was conducted by questionnaire using a sample of 120 employees of Johnson Controls Uitenhage Plant. The sample represents 45 percent of the total population of 267 employees. The study discusses certain key influences of engagement - the degree to which employees are engaged and the resultant outcomes of employee engagement. The result of the study proves that communication, leadership behaviours, policies, practices, recognition and rewards are real factors influencing engagement. The study also validated that productivity, safety, customer satisfaction, employee retention and quality are outcomes of engagement. A strong relationship was found to exist between employee engagement and business success. The study also found that a strong relationship exist between leadership behaviours, policies and procedures, and recognition and rewards. Communication was found to have no relationship with employee engagement.
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- Date Issued: 2009
The role of performance management in the motivation of employees : a case study
- Authors: Zwane, Themba Lambert
- Date: 2009
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa , Employee motivation -- South Africa , Performance standards -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8595 , http://hdl.handle.net/10948/1090 , Performance -- Management , Employees -- Rating of -- South Africa , Employee motivation -- South Africa , Performance standards -- South Africa
- Description: After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research To a case study of the Role of Performance Management in The Motivation of Employees in an organization. Important insight was gained into the relative importance of the performance management practices to promote desired employee outcomes. In view thereof that a discussion of performance in organizations is incomplete without reference to the construct of organizational culture, this study also provided propositions to prompt further research on the role of performance management in reinforcing a high performance organizational culture. Insightful conclusions were drawn from the results obtained and recommendations are made for future research.
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- Date Issued: 2009
Strategies for retaining talented staff and knowledge managers : a case study
- Authors: Gatyeni, Litha
- Date: 2008
- Subjects: Employee retention -- South Africa , Employee motivation -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8710 , http://hdl.handle.net/10948/958 , Employee retention -- South Africa , Employee motivation -- South Africa
- Description: The South African government is currently targeting 6 per cent economic growth for the country (Mail & Guardian, 2006). The construction industry is one of the growing forces contributing to the current economic growth of South Africa. However, in the speech made by the president Thabo Mbeki, he highlighted the labour market as one of the key constraints to achieving higher and sustainable growth. It is believed that there is a skills shortage or a mismatch in the labour market (Mail & Guardian, 2006). The construction industry has seen a steady growth over the past number of years. When South Africa won the bid to host the 2010 world cup, this required more building work to be done, such as construction of stadia, hotels, etc. This has put further strain in the construction industry. As the work load increases, the companies in the industry require more resources, with the human resources being the most affected. This has seen a high rate of talented staff turnover in the industry as companies seek to increase their capacity to allow them cope with the current work load. The consulting engineering industry plays a critical role of the construction industry. The selected company is part of the electrical and mechanical consulting engineering industry which has also been affected by the high talented staff turnover. The main purpose for this research was to identify retention strategies that can be used by the selected company to reduce the turnover of their talented staff. The research also investigated methods to retain the knowledge within the company that was possibly lost due to a high talented staff turnover rate. The first step used to resolve the issues discussed above was to complete a full literature study. The literature study sought to reveal what characteristics were required in the company that ensured staff would be happy in that company and remain there for a long time. The literature study also covered what knowledge iv management methods can be used by the company to retain its valuable knowledge. Secondly, the views of current staff, ex-staff and management of the selected company on staff and knowledge management strategies were asked in an empirical study, which involved completing questionnaires and conducting structured interviews. Based on the findings of the literature study and the empirical study, the last step was to make recommendations on what strategies should be implemented to retain staff and knowledge for the selected company.
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- Date Issued: 2008
Improving job performance by using non-monetary reward systems to motivate low-skilled workers in the automotive component industry
- Authors: Taljaard, Jacob Johannes
- Date: 2002
- Subjects: Employee motivation -- South Africa , Performance awards
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10910 , http://hdl.handle.net/10948/131 , Employee motivation -- South Africa , Performance awards
- Description: Automotive component manufacturing companies where the labour is low skilled and the processes are labour intensive, are being challenged on a more regular basis to find methods to satisfy needs to motivate employees to improve performance. Automotive companies are becoming more under pressure to motivate employees through non-monetary rewards, due to collective bargaining which has made pay for performance very inflexible. It is because of this fact that employers have to assess non-monetary reward methods to motivate employees to improve performance. To be motivators, rewards must be aligned with the needs of people and the things that they value. If these rewards are aligned with employees needs, this could lead to increase in employee motivation, which will in turn lead to improvement in performance, and therefore lead to companies becoming more competitive. This research paper aims to assess what would be the motivators when establishing a non-monetary reward system. To this end the various motivational theories are presented which clearly identifies what needs people have and how they can be satisfied to change behaviour and therefore improve performance. Secondly, reward systems are discussed with various types of rewards being considered and more specifically non-monetary rewards. Applied research was undertaken to determine non-monetary rewards that will motivate low-skilled employees to improve performance. A survey, with the aid of a structured questionnaire, was used to gain information from 60 employees. The research was conducted in three companies that manufacture components for the auto industry. The majority of the respondents indicated that: 1. basic needs must be satisfied with monetary rewards; 2. non-monetary rewards, if linked to higher hierarchical needs, will then motivate employees; 3. non-monetary rewards should preferably be of a physical nature such as certificates, caps and t-shirts; 4. satisfaction of these higher level needs motivate employees and improve their performance; 5. employees prefer feedback and recognition as a non-monetary reward on a regular basis, and 6. the needs of employees should be identified through a survey to establish which rewards will satisfy these needs.
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- Date Issued: 2002