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Factors contributing to operational excellence in a pharmaceutical manufacturer in East London, South Africa

  • Authors: Monakali, Xolani
  • Date: 2023-12
  • Subjects: Organizational effectiveness , Performance , Production management , Industrial management Pharmaceutical industry -- South Africa -- East London
  • Language: English
  • Type: Master's theses , text
  • Identifier: http://hdl.handle.net/10948/65795 , vital:74268
  • Description: To ensure that high quality, secure and effective pharmaceutical goods are consistently produced and supplied to the appropriate end user, pharmaceutical manufacturing companies operate in a highly regulated environment. The idea that quality is not assessed is incorrect; rather, it is built, is at the heart of this production environment. Since fulfilling deadlines on time in full is the benchmark for good customer service, to achieve this results in numerous quality limits that have an impact on the quick delivery of medicines. Companies are often competing for the same clients; thus, there is increasing competition, which is mostly due to the availability of reasonable and inexpensive generics. The most profitable company will be the one which operates and produces at low cost, with great efficiency and economies of scale. Furthermore, the generic pharmaceutical firm is not immune from the fundamental purpose of business, which is to make money for the shareholders and add value for the clients. In order to maintain competitiveness in a pharmaceutical company which operates in East London, South Africa, this study aims to identify the factors that lead to perceived operational excellence. Respondents were given a standardised questionnaire; thus the study employed a quantitative research methodology. The sample size for the study was determined by randomly selecting 100 employees, composed of Operators, General Assistants, Production Team Leaders, Production Pharmacists, Pharmacist Assistants and Artisans from Pharmaceutical Company X. With the aid of a research assistant, the questionnaire was distributed to and answered by respondents. The gathered data were analysed using the Statistical Package for Social Sciences (SPSS) version 27 for Windows. The results of the study were then shown in cross tabulations, pie charts and bar graphs. The main outcomes of the study revealed that the majority of consumers believed pharmaceutical products were of a high calibre in terms of quality. Furthermore, the majority of participants agreed that operational excellence is important in companies that produce fast-moving consumer goods, like the pharmaceutical industry does. The survey also revealed the need for operational excellence in the pharmaceutical industry. Given that quality in the pharmaceutical industry has grown to be a crucial issue, the study suggests that the importance of pharmaceutical product quality needs to be more widely understood. Academics, pharmaceutical companies and legislators will all benefit from the study. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2023
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  • Date Issued: 2023-12

Formulating an operational efficient strategy for the national health laboratory services in the Eastern Cape

  • Authors: Sizila, Wandile
  • Date: 2023-12
  • Subjects: Strategic planning , Organizational effectiveness , Success in business
  • Language: English
  • Type: Master's theses , text
  • Identifier: http://hdl.handle.net/10948/65993 , vital:74294
  • Description: This treatise presents the formulation of an operational efficient strategy for the National Health Laboratory Services (NHLS) in the Eastern Cape. Operational inefficiency in the NHLS has the potential to delay laboratory results delivery for necessary health intervention, which may have a negative impact on individuals’ health or lead to death. The aim of the study is to highlight inadequacies that may cause poor service delivery and formulate an operational plan for the NHLS in the Eastern Cape. Strategic efficiency is derived from the resource-based and agent theories. Even though there is a difference between service and manufacturing industries, the operational strategic framework can be used in both. A strategic framework is implemented by assessing market requirements and using the top-down or bottom-up approach. To monitor and regulate these strategies, one can utilise, among others, scorecards, corporate social responsibility and risk management. This is a qualitative research study using semi-structured interviews to gather information from 11 participants. The study targeted managers in the NHLS Eastern Cape region, with a non-probability method, as the large number of managers in the entire region made it impossible to do a random study. Furthermore, the data were analysed by the thematic analysis method. The literature review identified six factors that influence public sector efficiency, namely, compliance issues, ethics, financial expense management, resource optimisation, accountability and service delivery. The primary study revealed several inadequacies in the NHLS Eastern Cape, namely, inefficient human resources practices, underutilising technology, ambiguous policies, delayed turnaround time, lack of financial training for management and lack of support from cross-functional departments. In addition, the results of the study warrant the following recommendations: Proper orientation of staff, with modules pertaining not only to their duties and reporting structure but also to the policies of the organisations and conduct; SWOT analyses and surveys could also be used to assess internal staff and external factors that may hinder efficiency; the installation of solar panels for laboratories, starting with the vulnerable labs in remote areas, wireless internet technology, mobile applications and software. The region also needs to practice good corporate governance, update its policies regularly and budget for all operations, including quasi fiscal activities. Lastly, support departments need to comply with an ISO certification. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2023 , Abstract.
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  • Date Issued: 2022-04
  • Date Issued: 2023-12

An evaluation of performance management development system alignment with organizational objectives: case study of the Department of Tourism.

  • Authors: Mkhavele, Enes Katekani
  • Date: 2021-07
  • Subjects: Performance--Management , Organizational effectiveness , Employees--Rating of
  • Language: English
  • Type: Doctoral theses , text
  • Identifier: http://hdl.handle.net/10353/21455 , vital:48645
  • Description: The aim and objectives of this study are to assess the public sectors’ performance management development framework’s role in fulfilling organizational and employees’ performance objectives within Department of Tourism, to identify areas of disconnect between the Department of Tourism’s strategic objectives and employee performance, to determine whether the current employee rewards system enhances organizational commitment and promotes organizational effectiveness. Lastly, the study seeks to make a recommendation on how the Department of Tourism can align its employee’s performance management systems with the organizational performance planning process. , Thesis (PhD) (Public Administration) -- University of Fort Hare, 2021
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  • Date Issued: 2021-07

Improving the implementation and sustainability of corporate performance management at Amatola Water Board

  • Authors: Ntungwana, Sabelo
  • Date: 2018
  • Subjects: Organizational effectiveness , Organizational effectiveness -- Measurement Performance -- Management Performance -- Measurement
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: http://hdl.handle.net/10948/33736 , vital:33012
  • Description: In the last century, researchers have studied how performance management systems could be applied effectively to achieve both financial and non-financial performance. This approach was a direct response to the need for strategic measurement systems to measure the performance of the organisation. As a results, various approaches were developed. And Amatola Water Board opted to adopt the Balanced Scorecard as its strategic measurement system. It contains outcome measures and the performance drivers of outcomes, linked together in connectedness relationships, and thus aims to be a proactive control system. Furthermore, the balanced scorecard is developed for use not only as a strategic measurement system but also as a strategic control system. Its purpose enables the departmental and personal goals to be aligned to the organisational strategy. The purpose of this research study was to first examine the extent to which there is a connectedness relationship between strategic performance and business performance. Secondly, the research study examined the extent to which the strategy is understood by all in the organisation. Thirdly, the study also examined the extent to which the performance management system is consistently applied. Finally, the study examined the extent to which performance is recognised and rewarded. Lastly, the research study discusses the empirical results and suggests some improvements to the performance measurement and management system. The researcher chose a quantitative approach to conduct the study. The quantitative approach was influenced by the positivistic research paradigm. A simple random sampling technique was used due to its probability that each unit in the population has an equal chance of being included in the sample. And a questionnaire was used as a data collection instrument. The instrument was anchored to a five (5) point Likert scale the Likert scale required the respondents to indicate their level of agreement with the statement. The statements ranged from strongly disagree to strongly agree. And the data collection instrument consisted of Thirty Five (35) questions. Regarding the pilot study, it was however not conducted for this research. The researcher acknowledged that a pilot study helps the researcher to determine how the questions are interpreted and understood by the respondents, but also indicated that it is only due to limited resources that the researcher omitted to conduct a pilot study. One Hundred and Thirty (130) questionnaires were distributed and one hundred and twenty seven (127) were returned achieving a response rate of ninety six (96) percent. And both Statistical® and SPSS® programmes were utilised for extraction of data for recognised reliability and validity. The research study revealed that Amatola Water has a performance measurement and management policy and it is being implemented. However, the study also revealed that communication and involvement is limited to management and lower level employees are not involved in the process from the beginning. The study showed evidence of lack of training for line management on how to properly execute and administer the performance measurement and management system effectively and successfully. And the analysis indicates lack of understanding of the contents of the shareholder’s compact and organisational strategy by lower level employees. Finally, the researcher made recommendations regarding the improvements in the implementation of the performance measurement and management system. And more recommendations are made regarding the participation of lower level employees in strategic direction and performance of the organization.
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  • Date Issued: 2018

Establishing the links between performance improvement programmes, maturity and performance to facilitate improvement strategy formulation

  • Authors: Ebrahim, Zahier
  • Date: 2016
  • Subjects: Automobile industry and trade , Lean manufacturing , Organizational effectiveness
  • Language: English
  • Type: Thesis , Doctoral , DBA
  • Identifier: http://hdl.handle.net/10948/6865 , vital:21155
  • Description: The automotive components manufacturing sector is facing tremendous pressure to remain competitive in a global economy. The application of performance improvement techniques to optimise factor production inputs remains a key strategic mechanism to effect the necessary change towards competitiveness. The high failure rate of these programmes, however, is a risk factor that should be considered by manufacturing firms. The investment into the implementation of these programmes will yield no return if the organisational maturity profile is not considered. The expected gains may not materialise and the execution of critical projects may take much longer than required. It is for this reason that an approach towards selecting the correct Performance Improvement Programme to optimise the performance of companies is a business imperative. Through a better understanding of the relationships between Performance Improvement Programmes and Organisational Maturity Variables, implementation success rates can increase, leading to improved results and sustainability. The approach taken to this research was quantitative in nature. Various descriptive and inferential statistics were applied to the selected respondents from the Eastern Cape automotive sector. The respondents had a working knowledge of Lean Manufacturing, Total Productive Maintenance (TPM) and Six Sigma. The research instrument was administered through an online survey. The research sought to identify whether there was a relationship amongst the variables under the three identified constructs. The research also sought to establish whether there was a difference between the specific Performance Improvement Programmes’ and Organisational Maturity Variables’ relationships. This affirmed the use of a new framework that integrates the programmes on the basis of their relationship to Organisational Maturity Variables. The research also provided insight into the challenges of the industry from a performance perspective and linked these with the relationship between Organisational Maturity Variables and Organisational Performance Variables. This allowed the researcher to include this additional insight as a consideration in the integrated implementation framework developed as part of the research. The results show that good consideration should be given to the Organisational Maturity Variables as these variables are related to the successful adoption of Performance Improvement Programmes. The research also shows that Lean Manufacturing, Total Productive Maintenance and Six Sigma are related to an organisations’ maturity profile in different ways. These results support the integrated Performance Improvement Programme approach, using a common set of tools and selecting the necessary programme specific tools based on a firm’s maturity profile. The research affords industry a framework to aid in decision making considering the relationships tested as part of this research. The linkages between Performance Programmes, Organisational Maturity Variables and Organisational Performance Variables are now more specific in nature.
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  • Date Issued: 2016

The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units

  • Authors: Jordan, Portia Janine
  • Date: 2015
  • Subjects: Corporate culture , Organizational change , Leadership , Organizational effectiveness
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: http://hdl.handle.net/10948/6401 , vital:21082
  • Description: In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.
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  • Date Issued: 2015

An assessment of organisational change at S.P. Metal Forgings Uitenhage

  • Authors: Whittal, Daryl James
  • Date: 2014
  • Subjects: Organizational change , Organizational effectiveness
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:9388 , http://hdl.handle.net/10948/d1017559
  • Description: The intention of this study was to investigate how organisational change was implemented at S.P. Metal Forgings Uitenhage, what the outcomes of the changes were and the effect on the organisational culture. In order to achieve this goal, the following actions were taken: · A literature study was conducted of various texts relating to organizational change and the associated topics with the intention to identify strategies and techniques to aid the successful implementation of organisational change. · An interview was held with the managing director of S.P. Metal Forgings to aid in understanding the need for organisational change at this particular facility and to have insight into how he implemented the changes. · A self administered questionnaire was distributed amongst a number of employees. The survey covered all levels of the organisation, from machine operators to departmental managers, to provide a comprehensive picture of how the employees viewed the changes and associated topics. The questionnaire requested responses from the respondents regarding their demographical details and their individual opinions regarding the organisational change, which covered the lead up to the changes and the manner in which the changes were made. The questionnaire also included sections covering change outcomes, which measured the success of the change efforts and lastly organisational culture on site at the time of the study. The results from the literature study showed that there are a number of accepted change models which can be adopted when implementing change. These models assist in driving the organisational change. The empirical study revealed that for the changes implemented at S.P. Metal Forgings Uitenhage, a change model was not adopted and that a number of vitally important areas associated with the change efforts were inadequately addressed. The organisational changes were introduced on this particular site with the intention of minimizing the loss situation and re-establishing the organisation as a profit generating entity. The empirical study showed a number of positive outcomes associated with the changes but also highlighted areas of concern and points which can be improved. The culture found within an organisation influences the organisation in many ways which include the ability of the organisation to accept change and the ease of implementing new procedures and equipment. The culture also influences the daily operations of a manufacturing facility such as this one. The study revealed that the respondents are not driven to perform at their best as a result of the lack of recognition which they receive and that the relationship between employees and management can improve. It was concluded that organisational change is not easy to introduce and that it needs to be well planned and executed. Change requires transformational leaders, a clear vision, an analysis and well-thought out and properly implemented actions.
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  • Date Issued: 2014

Implementation of performance management development system in the Provincial Treasury, Province of the Eastern Cape

  • Authors: Maseti, Kayakazi Bongiwe
  • Date: 2014
  • Subjects: Eastern Cape (South Africa) -- Provincial Treasury , Performance -- Management , Employees -- Rating of -- South Africa -- Eastern Cape , Organizational effectiveness
  • Language: English
  • Type: Thesis , Masters , MA
  • Identifier: vital:8335 , http://hdl.handle.net/10948/d1020584
  • Description: A number of organisations are continuously searching for methods which can be used to improve performance. One such method entails implementing a performance management programme. However, despite a growing body of research that supports the positive impact that effective performance management can have on an organisation’s performance, evidence suggests that organisations in South Africa and elsewhere are not implementing the practices that are recommended by the theory of best practice in Human Resources and performance management (Kock, Roodt & Veldsman, 2002:83). The institutionalisation of performance management in the South African public service after 1994 came as a result of the need to change the legacy of poor performance of the public service (Malefane, 2010:1). This study seeks to examine the effectiveness of the implementation of performance management in the Provincial Treasury, Province of the Eastern Cape (Provincial Treasury). Literature reveals that there is consensus on the view that performance management is a tool that contributes to the effective management of employees in order to yield high organisational performance. Armstrong and Baron (2005 :vii) contend that if performance levels of individuals are raised, better organisational performance levels will follow. According to Dessler, (1997:372) performance management is a systematic approach to managing people, goals, measurement, feedback, and recognition as a way of motivating employees to achieve their full potential in line with the organisation’s objectives. In the South African context, performance management is described in terms of its role and outcome with regard to employee development; hence it is widely referred to by public sector employees as a Performance Management and Development System (PMDS) (Malefane, 2010:7). The Annual Performance Plan (APP) of the Office of the Premier (OTP APP, 2010/11:5) insists that the Eastern Cape Provincial Administration is still plagued with inter alia, a work ethic that is less desirable, weak human capital management culture, poor compliance with policies, lack of accountability and discipline as well as capacity challenges in critical areas which include planning, financial management, monitoring and reporting as well as systematic performance and an inability to respond to identified service delivery challenges. Public sector reforms have been adopted in this province in an attempt to improve performance in order to meet service delivery initiatives. A purposive sampling technique was used to select 30 participants of the Provincial Treasury (employees between salary levels 6 and 8 as well as managers from salary levels 9-13). A qualitative approach was preferred in this study to enhance objectivity which would have vanished if quantitative or experimental strategies were employed. The empirical findings revealed that the employees and the management of this Department perceive that there is no clearly defined purpose of performance management. There is also a feeling that performance management is not useful in identifying under-performers and ineffective in raising the performance of employees. Consequently, it is unable to assist the subordinates to grow. Others felt that performance management is not a developmental tool. It also emerged from the empirical findings of this study that the current rating system does not serve its intended purpose and therefore it should be replaced. Recommendations and suggestions are adopted in this study to address these perceptions.
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  • Date Issued: 2014

Talent management as a strategy to promote succession of junior managers at Edgars

  • Authors: Walters, Charles
  • Date: 2014
  • Subjects: Organizational effectiveness , Occupation , Career development , Success in business
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: http://hdl.handle.net/10948/47837 , vital:40385
  • Description: Talent Management has become one of the biggest challenges facing businesses today. With the skill shortage and the influx of clothing retailers into South Africa in the past two years, the war on talent has intensified. With this in mind the objective of the study was to investigate if Edgars had a successful talent management strategy to promote junior managers through succession. Talent management has different parts including recruitment, learning and development, performance management, reward, leadership, employee value proposition, retention and succession. This study unpacks the literature on talent management and its components and takes a deeper look at the strategy adopted by Edgars. The study highlights the importance of talent management and that there should be clear strategies for every part that makes up the talent management framework. Empirical studies are done on the different sub sections of talent management, findings and recommendations are reported in the final chapters. The target population for this study consisted of junior managers at Edgars, where the majority of key value roles critical for development and store manager succession are. A sample of forty respondents was randomly selected from the total junior management population at Edgars. The findings suggested that when an organisation has effective talent management strategy, it is more likely to create a compelling employee value proposition that is conducive to sustain succession of great talent. Furthermore, the findings revealed that Edgars is effective in applying certain talent strategies while other areas required more attention and focus.
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  • Date Issued: 2014

A study to determine the factors to improve group and team effectiveness in Transnet Engineering

  • Authors: Ngwenya, Sandile Goodwill
  • Date: 2013
  • Subjects: Teams in the workplace , Organizational effectiveness
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8877 , http://hdl.handle.net/10948/d1020626
  • Description: Teams have increasingly become the means for completing tasks in many organisations, and organisations have turned to teams as a better way to use employee talents. Many South African companies have established work teams to solve both complex and minor problems, and some companies’ performance has increased due to the implementation of work teams. The fact that organisations are using teams does not necessarily mean they are always effective, there are many factors that contribute to team effectiveness in an organisation, and these factors need to be identified and managed properly so that the team can remain effective and produce the results that are expected. Management of most companies is unaware of the factors that contribute to group and team effectiveness, and most teams are ineffective because of the lack of focus on the factors that improve group and team effectiveness. This is the reason or objective why this study was conducted at Transnet Engineering, to identify the factors that are critical to improving team effectiveness. The researcher conducted a literature review in order to determine the factors that improve group and team effectiveness. Some of the factors deal with organisational culture, motivation (monetary and non-monetary motivation), diversity in teams, size of teams, formulation of teams, team leadership, team goals, team structures, team member training, trust in teams, etc. An empirical study with the use of a questionnaire was also conducted to determine the perceptions that supervisors, superintendents, foremen and managers have at Transnet Engineering with regards to factors that improve group and team effectiveness. The research instrument was grouped into five categories; organisational context, individual context, team context, management support and team effectiveness. More than 50 percent of the respondents agreed with the organisational and individual context factors that were tested, around 75 percent of the respondents agreed with team context factors that were tested, almost 60 percent of respondents agreed with management support factors, and more than 60 percent of respondents indicated that their teams are effective. Although there is general agreement between most factors identified in the literature study and the empirical study, the following will need more focus:  Offering of team resources  Leadership support from executive committee members (EXCO)  Proper reward and recognition systems  Conducting research to identify employee satisfaction levels  Team development  Diversity management  Talent management  Team size
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  • Date Issued: 2013

The influence of dynamic capabilities on innovation capability in dynamic high velocity environments

  • Authors: Williams, Barry Owen
  • Date: 2013
  • Subjects: Reengineering (Management) , Technological innovations , Organizational change -- Management , Strategic planning , Organizational effectiveness
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:9310 , http://hdl.handle.net/10948/d1018577
  • Description: The current business environment is experiencing increased levels of uncertainty, competition and change. Influenced by forces such as globalisation, fast paced technological change, recession and emerging markets, the current business environment is required to continuously adapt to these conditions and deliver new products or services to an increasingly demanding market. Such dynamic environments are characterised by fast and unpredictable changes that place traditional competitive advantages under pressure, requiring a continual pursuit of temporary game changers or radical disruptors. With radical innovation considered to be one of the key drivers of disruption and success within these environments, it has become critical for organisations to create a sustainable stream of new products that push the boundaries of technology and that ensures that those organisations stay ahead of their competitors. In dynamic environments, success is short-lived and temporary gains are quickly eroded as the competition catches up or jumps ahead. The ability for continual change, agility, ambidexterity and superior decision making, all contribute to maintaining the current advantages and quickly closing widening gaps in the innovation race. This study investigates the degree to which these dynamic capabilities influence an organisation’s innovation capability.
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  • Date Issued: 2013

An investigation of talent management and staff retention at the Bank of Zambia

  • Authors: Chikumbi, Charity Nonde Luchembe
  • Date: 2011
  • Subjects: Bank of Zambia -- Personnel management , Personnel management -- Zambia , Banks and banking -- Zambia -- Personnel management , Organizational effectiveness , Employee retention -- Zambia
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8604 , http://hdl.handle.net/10948/1611 , Bank of Zambia -- Personnel management , Personnel management -- Zambia , Banks and banking -- Zambia -- Personnel management , Organizational effectiveness , Employee retention -- Zambia
  • Description: There is no question that effective talent management requires a well-defined process. Talent management includes all talent processes needed to optimise people within an organization. The processes include: attracting, recruiting targeted selection, performance management, succession planning, talent reviews, development planning and support, career development, and workforce planning. The hired employees should be developed to mould into the organization culture so that they support the vision and mission of the organization. Retention of key employee is critical to the long term success of business as it ensures customer satisfaction, product sales, and satisfied co-workers, reporting staff, effective succession planning and a deeply embedded organisational knowledge and learning culture. iii The research problem in this study was to investigate how successfully Talent Management and Employee Retention strategies been implemented at the Bank of Zambia. To achieve this objective a comprehensive study was undertaken on talent management and employee retention. The study involved conducting a literature survey to understand the processes that are necessary for implementation of talent management and employee retention in an organization. An empirical study was later conducted to investigate whether the processes of talent management and employee retention have been successfully implemented at the Bank of Zambia. The survey was compared to the literature review to determine whether the Bank of Zambia complied with the findings in the literature review. The main findings from this research are that for talent management to be successful, the initial step of planning right from the strategic point of aligning to talent goals to business goals through to succession planning should be well conducted. This process needed special attention. As much as the empirical study showed a case of progress towards engagement, there was concern raised regarding job security. Some employees perceived that they were insecure in their job. Compensation and rewards were also perceived to lack equity in their distribution and that promotion and career progression were below expectation for may employees The final observation from the investigation was that the organizational culture was not well adopted by respondents. . Employees perceived that the culture did not support innovation and the rewards system did not provide incentives for better performance.
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  • Date Issued: 2011

Strategies to create a post-merged organisational culture conducive to effective performance management

  • Authors: Paul, Gary William
  • Date: 2011
  • Subjects: Corporate culture , Organizational change , Organizational effectiveness
  • Language: English
  • Type: Thesis , Doctoral , PhD
  • Identifier: vital:9385 , http://hdl.handle.net/10948/d1010857 , Corporate culture , Organizational change , Organizational effectiveness
  • Description: Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management. The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management. The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated theoretical model. The quantitative and qualitative results from the empirical study where incorporated into the integrated theoretical model, which lead to a refined Eight-Step Integrated Post-merged Organisational Culture Creation Model as depicted in Figure 7.1 with associated details in Figure 7.2.
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  • Date Issued: 2011

The influence of talent management on strategy

  • Authors: Piti, Mfundo
  • Date: 2010
  • Subjects: Personnel management , Ability , Organizational effectiveness , Employees -- Recruiting
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8623 , http://hdl.handle.net/10948/1501 , Personnel management , Ability , Organizational effectiveness , Employees -- Recruiting
  • Description: Research indicates that effective talent management is essential in achieving organisational excellence and is a driving force for business success. This study focused on investigating VWSA Group Service division’s employee talent management process as seen or perceived by employees. The employee attitude and understanding of the 2010 strategy was also evaluated. In achieving this objective a literature review on talent management was conducted and questions formulated which formed part of the survey. The questionnaire was self-administered and sent to the stratified random sample of individuals who were eligible for survey. The main findings of this research are that the 2010 strategy was well received by the employees and that seventy seven percent of the respondents who took part in the study do understand the 2010 strategy and what it is all about. The study also highlighted that employees believe Project 1 in the 2010 strategy will be achieved. Employees were uncertain that compensation and leadership style are variables that influence or promote talent management. From the literature review it is explained that in order for talent management to be effective it must be aligned to organisational strategy. Various recommendations were made, for example conducting of skills gap analysis with a view to identify skills employees need to possess in order to meet the objectives of the 2010 strategy. Another recommendation was the formation of talent pools from which to recruit high talented staff and whose skills will be required to meet the objectives of the organisational strategy. A final point emanating from the study, is that when it comes to talent management and achieving organisational strategy it is not business as usual. Companies need to be aware of brand profiles most desired by highly talented individuals; they also need to be aware of various recruiting strategies as well as acknowledge that different employees are at different levels of the motivational hierarchy.
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  • Date Issued: 2010

A model for sustainable operational excellence through knowledge management practices and continuous improvement principles

  • Authors: Beeken, Wilhelm Frederik Hartmann
  • Date: 2008
  • Subjects: Organizational effectiveness , Knowledge management
  • Language: English
  • Type: Thesis , Doctoral , DBA
  • Identifier: vital:8699 , http://hdl.handle.net/10948/1061 , Organizational effectiveness , Knowledge management
  • Description: Integrating Knowledge Management maturity with associated Continuous Improvement efforts in order to remain competitive, is absent in most Operational Excellence initiatives. Furthermore, the intertwined relationship of Continuous Improvement and work development becomes a crucial focus area for organisations that wish to establish a continuously evolving management system consisting of core values, methodologies and tools with the aim of creating more satisfied customers with less resources. The old industrial paradigm that focused on labour, capital, materials, and energy viewed technology and knowledge as external influences on production. This framework is now being challenged and a new trend is emerging. This trend seeks to transform the old industrial system to that of a knowledge-based which one can lead to innovation and hence economic advantage. Continuous Improvement as a concept has roots in many other fields, including social-technical system design, human relations progress and the discussion surrounding ‘lean manufacturing’. This study will focus on Continuous Improvement as a noun, referring to on the outcome of the process of a stream of emergent innovations. The primary objective of the study is to create a model that will present an organisation with a three-layer knowledge reference process grid, which will align and depict the surrounding business knowledge functions, knowledge-enabling processes and knowledge-manipulating processes aiming for enabling Operational Excellence. This study promotes the theory that the cognitive domain layer, functional domain layer and resources layer of an organisation can be increasingly stimulated by focusing effort through Continuous Improvement routines towards the associated inter-organisational knowledge processes sustaining Operational Excellence. The proposed model is structured to review, compare, evaluate and integrate existing Knowledge Management practices of ii an organisation within the context of clear definitions for important concepts of Knowledge Management. Additionally the model provides an assessment instrument for evaluating the organisation’s Knowledge Management maturity level. The study concerns itself with two concepts towards business value creation which will lead to increased Operational Excellence. Firstly, the maturity of Knowledge Management processes, and secondly the level of the organisation wide process of focused and continuous incremental improvement namely, Continuous Improvement. A case study with PriceWaterhouseCoopers was concluded and an on-line Internet survey was used with a stratified sample from knowledge workers to test the factors from both a Knowledge Management and Continuous Improvement perspective. These factors were verified by means of a hypotheses network, describing in a structured and descriptive way, the importance of Knowledge Management and Continuous Improvement collectively on sustainable Operational Excellence as an integral development of Operational Excellence. With respect to Knowledge Management practices, the hypothesis network proposed at least three domains, which of knowledge generation, knowledge mobilisation and knowledge application as important input to the proposed process grid of knowledge development and associated layer elements. From a Continuous Improvement principles perspective it is apparent that elements from Continuous Improvement routines and Continuous Improvement characteristics are associated with the organisation Continuous Improvement ability. These findings are also a result of the deliberate design of processes, tools, structures and environments with the intent to increase, renew, share or improve the use of knowledge represented in any of the three elements for structural, human and social of intellectual capital. The proposed model combines the framework of the Boyd cycle as it is conceptualized as self-assessment activities, for it becomes possible to use them as basis of a self-assessment with sense making navigational properties across iii the proposed knowledge process grid for the model. The model will facilitate the concept of a three-layer knowledge reference process grid, which represents the main components of the knowledge processes within the cognitive domain layer, functional layer and resources layer of an organisation. The proposed model will deliver a single value that co-exists with the Knowledge Management maturity level and Continuous Improvement readiness index rating attained. Logical relationships to dynamic, evolving and flexible enabling Knowledge Management practices for each layer of the proposed three-layer knowledge reference process grid will be integrated as output of the proposed model. The research has limitations as Knowledge Management practices were measured using a subjective norm scale. It is suggested that a more comprehensive measure of Knowledge Management maturity processes may be needed to represent this construct. The complexity of the proposed model and the number of associated variables included in the results need further confirmation using possible multiple samples and additional measures of Knowledge Management maturity and Continuous Improvement readiness elements. The benefit of the proposed model as a practical Operational Excellence tool is to overcome the perceived gap of implementing Knowledge Management practices and Continuous Improvement principles collectively to deliver and sustain Operational Excellence.
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  • Date Issued: 2008

Have the continuous improvement (CI) efforts at Absa Bank's Horizon Medium Business Banking Unit, in the Gauteng West Region successfully addressed the key concepts of continuous improvement as set out by Trollip, 2008?

  • Authors: Ndlovu, Sinqobile Khobotho
  • Date: 2008
  • Subjects: Banks and banking -- Customer services -- South Africa , Organizational effectiveness
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8721 , http://hdl.handle.net/10948/904 , Banks and banking -- Customer services -- South Africa , Organizational effectiveness
  • Description: Success in today’s highly competitive financial sector requires an organization to have a sustainable competitive advantage that would distinguish it from the rest. Products offered by financial organizations are naturally the same and the quality of service plays a critical role in terms of creating the much needed competitive advantage. This calls for the implementation of quality initiatives like Continuous improvement (CI). This paper investigates the extent to which CI efforts at the Horizon business unit of Absa corporate and business banking have successfully addressed the key concepts of CI set out by Trollip (2008). A literature survey was undertaken into the elements and benefits of CI. Questionnaires were sent to all employees of the business unit for their views on CI and the impact, they believe it has on the unit’s endeavors to deliver faster, defect free, innovative products/services, whilst achieving tougher goals. In conclusion the research paper led to recommendations to improve the CI efforts at the Horizon business unit. The research also confirmed the importance of the commitment of all employees is essential for the success of CI efforts in improving the quality of service offered by an organization.
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  • Date Issued: 2008

The development of a total quality management organisational culture for Eden District Municipality

  • Authors: Jantjies, Xavier
  • Date: 2008
  • Subjects: Total quality management -- South Africa -- Eden district municipality , Total quality management in government -- South Africa -- Eden district municipality , Organizational effectiveness , Industrial management
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8708 , http://hdl.handle.net/10948/988 , Total quality management -- South Africa -- Eden district municipality , Total quality management in government -- South Africa -- Eden district municipality , Organizational effectiveness , Industrial management
  • Description: Local governments are under tremendous pressure to control their costs and improve their services. Managing quality at local government level implies an enormous upheaval in organisational culture. The changing environment calls for new approaches to meeting the organisation’s mission. Total quality management is one of the tools, which government organisations are embracing to meet the growing demand of a changing environment. This paper will discuss the quest for service excellence and continuous improvement and the role of employees in total quality management and how this can be maximized by managers. It will also focus on cultural transformation principles that are useful in promoting quality processes and output and consequently service excellence in an organisation. The main objective of this research study is to investigate how a total quality management organisational culture can be developed at Eden District Municipality. To realize it, the current organisational culture at Eden District Municipality was analysed to determine what should be done. A literature review was conducted to determine the components of a total quality management organisational culture. All this information was used to formulate an approach for the development of a total quality management organisational culture. The empirical study involved a questionnaire, a sample and statistical analysis adapted to solve the main and sub-problems of the study. The research data indicated that Eden District Municipality does not support a total quality management organisational culture.
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  • Date Issued: 2008

Engaging employees to build a performance culture in Telkom's NCC division

  • Authors: Goliath, Elize
  • Date: 2007
  • Subjects: Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8591 , http://hdl.handle.net/10948/1051 , Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
  • Description: Operating as a commercial company since October 1991, Telkom has grown into the largest communications services provider in Africa based on operating revenue and assets. The Group, consisting of the fixed-line company Telkom and a 50 per cent shareholding in mobile operator Vodacom. Telkom has changed its vision to the following: “To be a leading customer and employee centric ICT solutions service provider”. The company has been retrenching staff since 1999 and the staff numbers have reduced significantly from approximately 65 000 people to 25 575 people in 2006. The focus has been on increasing shareholder value and the staff feel that their value has not been recognised. The research paper focused on the extent that employees engaged to build a performance culture in Telkom’s NCC division. The following research methodology was followed: - A literature survey to determine factors or behaviours that will enhance employee engagement in building a performance culture and what Telkom NCC can do to build the workplace that will foster higher levels of employee engagement. - A survey was conducted to determine what the engagement levels of employees are at Telkom NCC, what stops the employees from doing their best and what Telkom NCC division can do to show they care and value their staff as according to their employees by means of a questionnaire. - The findings from the literature study and empirical study would be used to determine to what extent are employees engaged to build a performance culture in Telkom’s NCC division. A self administered questionnaire was used to collect the data required for this research. In conclusion it was said that employee engagement is a partnership between the company and the employees where everyone works together to achieve the business objectives of the company and the personal aspirations of employees. The organization has the responsibility to create the conditions for this to happen (Understanding Employee Engagement, 2004: 2). It was recommended that in order for NCC to enhance their employees attitudes toward the promoters’ team especially in terms of pride, strong attachment, feeling part of the family and motivating employees to do well promoters must concentrate on building relationships with their teams and individual members of the team. Employees must also be given decision making power for implementing the idea. NCC should educate their leaders on the value of recognition and the best way to go about it. In order for employees to grow and be promoted into higher positions, NCC must consider that if positions become available that they first be advertised in the NCC division before it be made available to the rest of the company.
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  • Date Issued: 2007

An analysis of the information and communication technology initiatives needed to enhance business value at Transwerk

  • Authors: Chiambiro, Robson
  • Date: 2006
  • Subjects: Information technology -- Management , Management information systems , Technological innovations -- Management , Organizational effectiveness , Value
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8767 , http://hdl.handle.net/10948/486 , Information technology -- Management , Management information systems , Technological innovations -- Management , Organizational effectiveness , Value
  • Description: The study was triggered by a discussion with one of Transwerk’s executive management during an MBA tea break. The discussion was centred on the lack of IT Governance Structure in some organisations that are centrally managed due to geographical location and spreading of branches countrywide. The purpose of this study was to analyse the information and communication technology initiatives that can be implemented at Transwerk by the ICT department to ensure significant value from their information and communication technology investments. This was undertaken by means of a literature and an empirical study. The elements of the information and communication technology initiatives were discussed and the study then analysed the responses in an attempt to determine the initiatives that are currently implemented at Transwerk’s ICT department. The literature study indicated that is it critical for any organisation that needs to be successful should have an integrated ICT Governance Structure. The empirical study found out that the current situation at Transwerk’s ICT department requires attention because their IT Governance Structure does not involve major stakeholders from other business units. Recommendations were made as a result of analysing the literature study and empirical study to ensure the implementation of key initiatives that can add value to the organization.
  • Full Text:
  • Date Issued: 2006

Determining the impact of emotional intelligence on organisational effectiveness

  • Authors: Paul, Stephanie
  • Date: 2006
  • Subjects: Organizational effectiveness , Emotional intelligence
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8762 , http://hdl.handle.net/10948/591 , Organizational effectiveness , Emotional intelligence
  • Description: Employees who are able to use their emotions intelligently can contribute meaningfully towards building an emotionally intelligent organisation, one in which everyone take responsibility for increasing his or her own emotional intelligence, for using it in relations with others, and for applying the skills of emotional intelligence to the organisation as a whole. The lack of emotional intelligence, however, undermines both an individual’s and a company’s growth and success. Expressing emotions within the workplace has for many years been considered inappropriate and irrelevant to business. This research study points to the fact that an overwhelming amount of research shows that not only are emotions very much a part if the work experience but, to a large degree, set the course that companies should follow. This research study firstly discusses the core components of emotional intelligence and its impact on individuals and how they relate to others. The study further focuses on the impact that emotional intelligence has on aspects that contribute to organisational effectiveness. This study suggests that emotional intelligence within companies could result in a situation where employees communicate with understanding and respect and where confidence and enthusiasm in the organisation are instilled. Knowing one’s own emotions and controlling them; recognizing emotions in others and managing them; and self-motivation are key dimensions of emotional intelligence covered in the theoretical perspective of emotional intelligence discussed in Chapter Two. This study points to the benefits of emotional intelligence as an indispensable element not only in creating a profitable business but also in leading a successful life. The findings discussed in Chapter Six indicate a reasonable level of emotional intelligence amongst employees at GMSA who participated in the survey. Recommendations from the study indicated a need for training in various aspects of emotional intelligence in order to derive the benefits of improved organisational effectiveness and profitability.
  • Full Text:
  • Date Issued: 2006
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