The impact of entrepreneurship education on the performance of small, micro and medium enterprises in the Buffalo City Metropolitan Municipality
- Authors: Chimucheka, Tendai
- Date: 2012
- Subjects: Small business -- South Africa -- Eastern Cape , Performance -- Management , Organizational commitment -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Entrepreneurship -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , M Com (Business Management)
- Identifier: vital:11321 , http://hdl.handle.net/10353/d1007107 , Small business -- South Africa -- Eastern Cape , Performance -- Management , Organizational commitment -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Employee empowerment -- South Africa -- Eastern Cape , Entrepreneurship -- South Africa -- Eastern Cape
- Description: Small Micro and Medium Enterprises (SMMEs) play an important role in contributing to economic development of many countries around the world, including South Africa. Despite the importance of SMMEs an unacceptable and disappointingly high number of these ventures fail during the first few years of operation. It is in light of the importance and challenges faced by SMMEs that the performance of SMMEs is of interest to all countries. This study investigated the impact of entrepreneurship education on the performance of SMMEs in the Buffalo City Metropolitan Municipality. The objectives of the study were to investigate the role of entrepreneurship education in improving entrepreneurship skills and knowledge of owner/managers of SMMEs in the Buffalo City Metropolitan Municipality, to determine the role of entrepreneurship education on the establishment and survival of SMMEs and to identify strategies that can be implemented to improve the performance of SMMEs. Both primary and secondary data sources were used in this study. A quantitative research design was used in conducting this research. Simple random sampling, a probability sampling technique was used to select a sample of 201 from the sample frame of 420 registered SMMEs. The survey method, by way of a self-administered questionnaire was used to collect primary data. The statistical Package for Social Sciences (SPSS) is the statistical software that was used to analyse data. The Chi-square test, the T-test, Pearson Product Moment Correlation and descriptive statistics were used to analyse data. Validity and reliability of the research instrument and the findings was assured. The results for this study are useful for the development of the SMME sector, which is very important to South Africa for they contribute to the solving of socio-economic challenges. The findings of this research showed that entrepreneurship education has a positive impact on the performance of SMMEs and it plays a critical role in improving entrepreneurial skills and knowledge of SMME owners and managers. It was also found that entrepreneurial education is very important for the establishment and survival of SMMEs. Strategies that can be implemented to improve the performance of SMMEs in South Africa were suggested to the government, government agencies, educational institutions, other organisations, and SMME owners and managers.
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- Date Issued: 2012
The impact of motivations, personal values, management skills of managers on the perfomance of SME`s in selected towns (Port Elizabeth and Port Alfred) in the Eastern Cape Province, South Africa
- Authors: Tangwo, Asah Francis
- Date: 2012
- Subjects: Executives -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Employee morale -- South Africa -- Eastern Cape , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape , Personalism , Small business -- South Africa -- Eastern Cape , Performance -- Management
- Language: English
- Type: Thesis , Masters , M Com (Business Management)
- Identifier: vital:11320 , http://hdl.handle.net/10353/d1007046 , Executives -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape , Employee morale -- South Africa -- Eastern Cape , Employee loyalty -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape , Personalism , Small business -- South Africa -- Eastern Cape , Performance -- Management
- Description: This study investigates the impact of motivations, personal values and managerial skills of managers on the performance of Small and medium enterprises (SMEs) in South Africa. The failure rate of SMEs in South Africa is very high and it is of great importance to investigate the factors that can impact on the performance of SMEs. Financial and non-financial methods were used to measure SMEs performance. Data was collected through self-administered questionnaires. Exploratory factor analysis was used to improve the research problems and enhance the validity of the research. Data analysis for this study includes descriptive statistics, Pearson correlation and regression analysis. Reliability was tested using the Cronbach‟s Alpha while validity was ensured by using a statistician and by pre-testing the research instrument in a pilot study.
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- Date Issued: 2012
The impact of performance and reward on employee engagement
- Authors: Dwane, Ithembekil’Inkosi Den-Boy
- Date: 2018
- Subjects: Performance -- Management , Employee motivation Employees -- Attitudes Management -- Employee participation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/29940 , vital:30797
- Description: In today’s increasing competitive environment employees look for organisations that best meet their expectations. Few barriers prevent mobility of employees between companies, therefore employees may easily change from one organisation to another should they feel that they are not fully challenged and engaged. In a global environment where maintaining competitive advantage is of paramount importance, it is essential to develop effective retention strategies. In order to retain employees companies must try to offer an engaging environment to employees in order to satisfy these expectations in a different way from their competitors with a compelling value and attempts to increase performance and engagement amongst their employees. Nonetheless, employers are more aware now of the importance of an engaged workforce as a way of gaining competitive advantage in these challenging times, where employee attrition is high. Therefore retaining skilled and talented employees has become one of the major challenges faced by all sectors in South Africa, especially the financial sector as a whole. In order to alleviate this challenge companies have developed a robust performance management system and reward initiatives that enhance engagement. This study aimed to explore the impact of performance and reward on employee engagement, and to contribute to the human resource management science literature. The study also aimed to make recommendations on the management factors that determine these variables. The literature review explored traditional and emerging concepts, importance of employee engagement, types and characteristics of engaged II employees. The researcher further elaborated on the literature by including engagement factors, barriers and models. The second chapter of the literature then covered the concept of performance (individual and team) in detail and the concept of reward (extrinsic and intrinsic). From the literature review a performance, reward and engagement questionnaire was designed to find empirical responses to these challenges. The study adopted a quantitative approach (N = 275) testing the relationship of performance and reward (extrinsic and intrinsic) on the dependent variable, employee engagement. The study also entailed a cross sectional design approach. Minitab version 18 was used to conduct the statistical analysis. The findings support a strong correlation between the performance and employee engagement. The findings also indicate that there is a strong correlation between reward (extrinsic and intrinsic) and employee engagement across all employees. From the research findings there is also a strong correlation between the performance and employee engagement. The findings also indicate that there is a strong correlation between reward (extrinsic and intrinsic) and employee engagement across all employees that formed part of this research. The main findings also include some insights for organisations to consider and recommendations for future research.
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- Date Issued: 2018
The implementation of a performance management and development system at the Department of Local Government & Traditional Affairs (Eastern Cape)
- Authors: Magqogqo, Ntomboxolo
- Date: 2016
- Subjects: Performance -- Management , Local government -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Performance standards -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: http://hdl.handle.net/10948/8446 , vital:26359
- Description: Performance management and development is the continuous process of reflecting on, negotiating, developing, reviewing and making decisions about an individual’s performance in achieving organizational goals. The Public Service Regulations, 2001, requires departments to develop a performance management system in order to manage performance in a consultative, supportive and non- discriminatory manner. This should result in enhanced organizational efficiency and effectiveness, accountability for the use of resources and the achievement of results. The Department of Local Government and Traditional Affairs is also expected to implement the employees Performance Management and Development System. Furthermore, the study aimed to evaluate the implementation of the performance management and development system in the Department of Local Government & Traditional affairs. To achieve this Likert questionnaire were distributed to employees of Local Government & Traditional Affairs. After previous steps were completed, the finding and recommendations of the study were made. The recommendations were made to assist management as to what need to be done for effective implementation of PMDS. The findings indicate that managers and supervisors lacked the continuous feedback as no regular meeting during the course of the month or year. The employee and his or her supervisor would meet during the annual assessment period at the end of financial year to decide on the final performance. The main recommendation of the research was that there should be regular workshops or awareness of departmental staff about PMDS and how it influences on productivity.
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- Date Issued: 2016
The influence of a performance management programme on the achievement of organisational and individual goals : a case study
- Authors: Van Huyssteen, Hannes
- Date: 2001
- Subjects: Performance -- Management , Goal setting in personnel management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10915 , http://hdl.handle.net/10948/63 , Performance -- Management , Goal setting in personnel management
- Description: Many organisations are continuously searching for methods which can be used to improve performance. One such method is by means of implementing a performance management programme. This research study addresses the influence that a performance management programme has on the achievement of organisational and individual performance. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management programmes. The study also included an investigation into the extent to which a performance management programme should be aligned with organisational and individual goals. Questionnaires, developed from the literature study, were distributed amongst randomly selected respondents, in order to determine the extent to which a specific organisation manages performance, in line with the guidelines provided by the literature study. The information obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings in the influence that the performance management programme has on the achievement of organisational and individual goals at the selected organisation. The final step of this study entailed the formulation of recommendations. Three of these recommendations are regarded as critical to ensure the successful improvement of performance by means of a performance management programme: Firstly, it is of utmost importance that training and development, and the necessary resources to achieve objectives is provided. Secondly, feedback forms an integral part of a performance management programme. Those who provide feedback, need to acquire the necessary skills, so as to ensure that both positive and negative feedback is given to employees, which could ultimately enhance performance. Thirdly, the success of a performance management programme resides with both management and employees. Management need to be committed to the programme, and the well-being of their employees. Management also needs to be able to eliminate problems that negatively influence performance. On the other hand, employees need to realise that a performance management programme is not only linked to pay, but also the development of each individual, and the improvement of performance.
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- Date Issued: 2001
The influence of organisational culture on a high commitment work system and organisational commitment : the case of a Chinese multinational corporation in South Africa
- Authors: Mabuza, Linda Tengetile
- Date: 2015
- Subjects: Corporate culture -- South Africa , Corporate culture -- Cross-cultural studies , International business enterprises -- South Africa , Investments, Chinese -- South Africa , Organizational commitment -- South Africa , Performance -- Management , Host countries (Business) , Personnel management -- South Africa , South Africa -- Foreign economic relations -- China
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1205 , http://hdl.handle.net/10962/d1017768
- Description: Chinese presence in Africa has been rapidly increasing in the past few years and has been speculated to be mainly due to China seeking Africa’s political alliance and access to Africa’s natural resources and growing consumer markets. The growing presence of Chinese organisations in Africa, however, has not been without its challenges. In particular, Chinese multinational corporations (MNCs) in search of consumer markets in Africa have been cited as facing human resource (HR) challenges which may affect their organisational performance. In this regard, literature on human resource management has already established the important role of organisational culture, HR practices and organisational commitment in enabling organisations to achieve superior organisational performance. Given the fact that there is currently little research knowledge of Chinese presence in Africa at the organisational level, this research aimed to contribute empirical knowledge to the growing body of research in this area. Specifically, the main purpose of this research was to examine how the organisational culture of a Chinese MNC’s South African subsidiary has shaped the nature of its high commitment work system (HCWS) and to assess the consequences thereof on organisational commitment. In alignment with the phenomenological paradigm, the research applied a descriptive and explanatory case study methodology in order to generate rich, qualitative data which was required for in-depth descriptions and to uncover the underlying interactions of the researched phenomena at the subsidiary. The selected case for the research was, therefore, a Chinese MNC operating in the personal computer (PC) industry, which had expanded its operations to South Africa in order to reach Africa’s growing consumer markets. In particular, the South African subsidiary served as a PC sales and distribution organisation for the Chinese MNC. There were about 40 employees at the subsidiary who were all South African employees. Semi-structured, in-depth interviews were conducted with twelve employees from different job functions and across different job levels. Data collection was guided by the theoretical frameworks by Cameron and Freeman (1991) for organisational culture and Xiao and Bjorkman (2006) for the HCWS and organisational commitment. The data collected from interviews was then analysed through a qualitative, content analysis process. The findings of the research thus pointed to the market culture as the dominant organisational culture type at the South African subsidiary of the Chinese MNC; characteristics of the adhocracy and clan cultures were also discovered. The externally oriented market culture was found to be the most relevant for the high performance and market leadership aspirations of the subsidiary. The market culture also appears to be the most appropriate organisational culture that would enable the subsidiary to deal with the competitive nature of the PC industry. Furthermore, it was found that certain cultural values emphasised by the Confucian and Ubuntu value systems could have had a part to play in the formation of the subsidiary’s organisational culture. The market culture was also found to have had the greatest influence in shaping the primarily performance oriented HCWS practices. Of the investigated HR practices at the subsidiary, all were found to be consistent with HCWS practices, with the exception of ownership practices and the performance appraisal system. Finally, although there were generally high levels of organisational commitment reported at the subsidiary, other job and organisational context factors besides the HCWS practices were found to be the major contributors to those feelings of organisational commitment. By investigating the organisational culture, HCWS and organisational commitment of a Chinese MNC in South Africa, this research has added to the body of knowledge concerning the growing presence of Chinese organisations in Africa. Based on the empirical findings of this study, several recommendations have been made in an attempt to assist the Chinese MNC manage the organisational commitment of its South African employees towards superior organisational performance.
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- Date Issued: 2015
The relationship between employee engagement and performance in a South African bottling company
- Authors: Sauls, Lucretia
- Date: 2014
- Subjects: Management -- Employee participation , Employees -- Rating of -- South Africa , Performance -- Management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9420 , http://hdl.handle.net/10948/d1021171
- Description: Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.
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- Date Issued: 2014
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