3. Electronic Theses and Dissertations (ETDs) - All submissions
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Item The effect of leadership on job satisfaction(2018) Govender, ShivaniLeadership, even though very difficult to define, is a process by which an individual tries to influence others to achieve a holistic organisational goal. Literature categorises leadership into three common styles namely, transactional, transformational and laissez-faire leadership, with transformational leadership and transactional leadership being the most domineering. Literature also proposes that leadership styles influence job satisfaction. The first objective of this study was to determine the leadership style within FNB Business: Projects and Operations and thereafter to investigate the effect of that leadership style on job satisfaction within the business. A descriptive research study using qualitative and quantitative methods was done. Questionnaires were distributed to all employees and the results were analysed. The results of Multifactor Leadership Questionnaire showed that a transformational leadership style, specifically inspirational motivational, prevailed within the department. The MLQ also showed that employees were very satisfied with their jobs. The Job Satisfaction Survey outlines the specific factors, namely, supervision and nature of work that lead to employees being satisfied in their work place. Finally, the Minnesota Satisfaction Survey solidified the high job satisfaction rate within FNB Business: Projects and Operations highlighting minimal variance between extrinsic and intrinsic satisfaction. The results, however, challenge the initial problem statement stating that there was job dissatisfaction due to leadership. This could be due to employees being afraid of being honest, employees not taking the survey or employees moving teams. Therefore, a recommendation is that the survey should be executed again and tracked at a team level. For example, respondents should answer which team they belong to. This field should also be a multiple-choice question as opposed to free text. In this way, leadership style and responses from individuals would be traceable to a specific leader. This would highlight the outliers for more accurate results and actions post this research survey.Item The impact of changes in contextual factors on performance management systems in South African universities: a case study(2018) Gozo, DanielThe study examines the causal effect of changes in the contextual factors on performance management systems, using a case study with an exploratory and informative approach. In-depth interviews were corroborated by analysis of annual reports over a period of ten years. Unique performance management systems in use within the university provide a counter-point to the private sector orientation of conventional research in performance management systems and management accounting practices conducted largely in developed economies which has paid insufficient attention to the complexities of the environments within which change occurs. The findings indicate that portability of performance management practices from the private sector to public institutions is questionable when the background of organisations is not being taken into account. Backgrounds of organisations in emerging economies and the external variables and changes thereof need to be considered in understanding management accounting changes. Strong staff unions were found to impact the interplay with external forces of globalisation, competitive forces of declining funding, university ranking league tables, technology, and regulatory changes which affected performance management practices, putting organisational effectiveness at risk. Unique practices such as quinquennial reviews and financial models which derive faculty bottom lines were impacted by change during the decade and should not be ignored or underestimated in considering the bouquet of management control practices essential for meeting organisational objectives. The study also suggests directions which future research in the area of change in management accounting practices could take.Item Understanding generational differences impact on employee relationships with co-workers, on individual performance and engagement in the workplace(2017) Maja, Makgotso BirthaThe multifaceted workplace, encompassing different generations, has been seen to have its benefits and potential factors leading to conflict (Burke, 2004). Differences existing within generations often influence the organizational success, staff performance, satisfaction, creativity, group cohesion and reputation, resulting in satisfactory or unsatisfactory relations being established (Baptiste, 2009; Saba, 2013; Salahuddin, 2010). Intergenerational differences provide additional insight into work life forces impinging on human beings within the workplace, which ultimately influences the success of the organization (Gratton, 2011; Salahuddin, 2010). As such, this study will provide additional insight into how generational differences impact on employee relationships with co-workers, on individual performance, and engagement in the workplace. The qualitative research approach was used to elicit live experiences of participants, and the narrative study design applied to, efficiently allowed participants to share their story. Using interview schedules, interviews were conducted with sixteen participants selected through a nonprobability purposive sampling strategy. Semi-structured interviews were conducted following obtainment of consent from the participants, and interviews were recorded and transcribed verbatim. Data was analysed using thematic analysis whereby data was divided into themes and subthemes, interweaving these within existing literature. The study anticipated that the changing workforce influences diverse generations differently, and this has an influence on the relations established and the manner in which they respond to the changes, and in so doing meets the organizational needs. The study found that similarities exist amongst generational groups which include: access to opportunities, performance and workforce needs. The findings also show that workplace challenges exist, however, and through the use of survival strategies employees can cope when presented with challenges. The study has provided insight on how occupational social workers can develop organizational strategies and interventions, which seek to acknowledge and embrace diversity amongst employees, in order to successfully manage and work effectively with a multigenerational workforce.Item Employee perceptions of performance culture in Mpumalanga, Department of Culture, Sport and Recreation(2016) Mtsweni, Bonginkosi NelsonIn the past few years, the contribution of the performance culture to the overall success of the organisation has prompted interest to explore the concept. The purpose of this exploratory study was to determine facets that are perceived to be contributing to the performance culture and how employees in the Mpumalanga Department of Culture DCSR perceive such facets as causal factors to the performance of the organisation. This study is a qualitative descriptive study and semi semi-structures interviews were conducted. Eight participants were requested to take part. Two participants are from the head office and two from each of the three districts. All interviews were conducted face to face. Interviews were recorded on tape, transcribed and assessed according to themes. The overall findings of this study were that there are negative perceptions of performance culture as assessed according to the London School of Economics Eight Dimensions Performance Culture Model.Item Employee engagement in implementation of change at merged companies and intellectual property commission(2016) Marotola, Kganetsi LawrenceThe purpose - The study is to examine and understand the employee engagement approaches used in implementing change in CIPC, and how they engagement strategies could be improved to make the change implementation more effective and sustainable. Design, methodology and approach - The study used a qualitative research method, and institutional research case study design was used to gather individual experiences of employees about employee engagement practice pre, during and after the implementation of the merger. The findings – The paper identified that employee engagement approaches supporting fidelity goal orientation have been used in the case study. The change process has been hailed as not successful by the employees. However, proposal for improvement have been identified for consideration for future research. Research implication – the results of the study would add value to the case study organization by improving revitalizing the change management function and processes. It would serve as an empowering value as a source for employees and managers alike to understand the dual responsibility to communicate honesty. The practical implications- change can be owned and made sustainable by all those involved in the decision making and execution processes. This model of change appreciates people as sources of knowledge that contribute to the success of the organization. The model advocates for management to adopt a transparent and open approach to engagement, and disband the authoritative perspective to decision making.Item Exploring the effects of a coaching leadership style on the relationships between managers and direct reports in South Africa(2017) Jackson, Filomena Anna PatriziaThe objective of the study was to explore how a coaching leadership style adopted by Managers in different organisations, influences the relationships they have with their direct reports. The study used the qualitative method and semi-structured interviews were conducted with 22 participants, comprising 13 Managers and nine Direct Reports in various organisations in private and public sectors based in Gauteng, South Africa. This study contributes to the research and literature available on coaching leadership style and employee coaching, which occurs when an employee works one-on-one with his/her direct manager to improve his/her work performance and other areas that need attention. Executive Coaching has been extensively researched and refers to when an executive in an organisation is being coached by an external coach who is normally chosen by the Executive and paid for by the organisation. In Employee Coaching however, the coaching is conducted by the direct Manager and the employee has no choice in who the Manager is. Relationships between Manager and Direct Report are therefore crucial and these could be influenced by the Manager‟s leadership style. The findings suggest that within a South African context, the term “Coaching Leadership Style” is not a term that is widely used in organisations to describe a leadership style, however this style emerged through the behaviours that the Managers displayed. The findings further posit that coaching plays a pivotal role in influencing relationships between a Manager and his/her Direct Reports and that coaching may also cause shifts in leadership styles. The research provides insight into the leadership styles that Managers prefer to adopt and deepened understanding of how coaching adds value in a leadership context. The results add to the body of knowledge on how coaching affects leadership effectiveness and how it influences relationships between Managers and Direct Reports.Item The returns to education in the city of Johannesburg(2017) Petje, Rangwato BolediA way to better understand the returns for investing in education is to identify the gap between education and employment. This issue has been identified not only in South Africa but worldwide. However, while it focuses on the challenges of employability there has been little research on the value of education in relation to employability and career development amongst workers’ productivity in public sector organisations. For this reason, a basic interpretative qualitative study is developed which explores this relationship with a focus on the value of the City of Johannesburg’s (COJ’s) subsidised education scheme in terms of its returns to organisational growth and human development. Through semi-structured interviews and thematic data analysis of employees’ perceptions, it is found that self-enrichment or personal development outweighs organisational benefits. A culture of life-long learning for the COJ employees has been created without the implementation of mentoring and succession planning to minimise mismatches in the workplace in order to enhance productivity.Item The implementation of a leader-as-coach approach in professional service firms in South Africa(2017) Fox, Vanessa AnneProfessional Service Firms (PSFs) contribute significantly to employment and professional development in South Africa and to global economics. People are a PSF’s greatest asset; however, there is little empirical evidence on the implementation of a Leader-as-Coach (L-A-C) approach in PSFs in South Africa. The research aims to establish a framework for the implementation of an L-A-C approach in PSFs in South Africa. Using a qualitative multiple-case study method, the research examines the benefits of implementing an L-A-C approach within a PSF, determines the organisational factors affecting the implementation of an LA- C approach in a PSF and clarifies the individual factors affecting the implementation of an L-A-C approach in a PSF. There are clear reasons for implementing an L-A-C approach within PSFs and benefits range from ensuring a leadership pipeline for organisations, improving client and employee retention, and enhancing the firm’s success due to increased productivity. These benefits, in turn, foster positive benefits for the L-A-Cs (the managers who are coaches) and the employees (the coachees who receive coaching from their managers). Organisational factors include a culture of people-centricity which clearly enables an L-A-C approach, whilst a matrix structure which commonly exists within PSFs is an inhibitor of an L-A-C approach, with mitigating processes recommended for addressing this. The key processes which enable an L-A-C approach are the firm’s approach to: learning and development of L-A-C skills, ensuring tools and support are in place for the L-ACs, and linking coaching to the human resources (HR) performance management and enabling technology. A final key process is recognising effective coaching behaviours through monetary and non-monetary rewards. In addition, the individual skills and attitudes of the L-A-Cs, the attitudes of the coachees, and importantly, the relationship between the L-A-C and the coachee, all influence the L-A-C approach. An integrated and holistic framework is proposed for PSFs wishing to implement an L-A-C approach. This framework suggests that a firm should begin with the organisational strategic drivers, and the clear reasons for implementation of an L-A-C approach, followed by an enabling structure and processes, including the development of individual skills. However, overarching these organisational factors, is the necessity of having an organisational culture of learning and development.Item Employee health and well-being programmes in small businesses of Johannesburg, South Africa(2016) Lewis, Beverley AnnAnnually R3.9 billion is lost due to illness and absenteeism in South Africa. Fewer than half of the top 100 companies in South Africa offer employee wellness programmes. The objective of this study was to research and test two theories namely Porter’s shared value and Friedman’s profits maximisation argument. These two opposing academic theories postulate that small business managers should and should not respectively spend profits on employee well-being programmes. The research problem addressed by this research study was the lack of knowledge of the impact of well-being programmes on well-being cost to company in SMME in the Johannesburg Metropolitan Municipality area. The aim of the study was to shed light on small businesses and employee well-being in terms of well-being cost to company and if it is considered a priority in today’s competitive economy. This study made use of a mixed-methods approach, and the population consisted of small businesses in the Johannesburg Metropolitan Municipality area. The sampling technique made use of a non-random sampling method called quota sampling to obtain 30 interviews for the qualitative portion of Part One and 507 completed questionnaires for Part Two. The research instruments therefore included interviews for Part One and questionnaires for Part Two. This study’s findings supported literature that argues that most small business do not implement, or offer employee well-being programmes. The findings showed that a mere 13% of small business in the Johannesburg Metropolitan Municipalities offered any form of employee well-being program at work. Although formal employee well-being programmes were not a priority, management style and intervention was shown to decrease wellness cost to company. Factors such as assisting female staff with their multi-role commitments, increasing educational opportunities for unskilled staff and reducing the amount of overtime for employees was found to significantly reduce the hidden expense of well-being cost to company. This study finds in favour of literature that argues that the negative impact to the business that does not address concerns such as absenteeism, high staff turnover, lowered productivity and lowered staff satisfaction is very high. SMME are vital to South Africa because of their economic contributions which range from their ability to create jobs and contribute to GDP. Increasing awareness of hidden costs to the small business, such as wellness cost to company will go a long way to assist SMME in surviving tough economic conditions in the global economy.Item The effects of corporate rebranding on employee engagement: evidence from the professional services industry of South Africa(2015) Xaba, Thulisile NosiphoCorporate rebranding has been a topic of study for many years, as exemplified in the work of scholars such as Rosenthal (2003), Simms and Trott (2007), Abratt and Kleyn (2012), and Muzellec and Lambkin (2006). Despite the high level of academic interest in researching corporate rebranding, there has been an overwhelming bias towards its effects on consumers within developed markets. Although the fact that many prior studies have been conducted on corporate rebranding and employee engagement, there is scant research on emerging markets, such as in South Africa. These previous studies did not adopt the Saks (2006) employee engagement model in an emerging market context to investigate the effects corporate rebranding can have on employee engagement in an emerging market context. The chosen case studies are a talent measurement company that underwent a corporate rebranding process in 2011, as well as an advisory company that also went through rebranding in 2013. The two companies fall within the same industry, thus the choice of a single embedded case study. Since the research aims to explore “the how and why”, a qualitative research method was found most fitting. The analysis was based on data collected during 26 in-depth interviews with senior managers, consultants, supportive staff, and marketing professionals. Data from the interviews were analysed using an open-code method in which eight key themes were identified. The researcher triangulated the data collected from the primary interviews, as well as secondary sources such as staff internal drafts, eComms, Q&A sheets, brochures, flyers, and media reviews. The results of Company A (SHL), revealed that not all employees understood the reason for corporate rebranding. Senior levels of management and consultants seemed to understand that the reason for the rebranding was to reposition SHL and combine two companies following a merger with PreVisor. In Company B (EY), the results revealed a similar level of understanding behind the reasons for corporate rebranding. Managers understood the reasons for corporate rebranding as an opportunity to gain new markets and reposition EY. ii According to the cross-case analysis compared to the Saks model of engagement, the corporate rebranding exercise had a positive impact on organisational commitment and organisational citizen behaviour. In terms of intention to quit, a corporate rebranding exercise is more likely to reduce intentions to quit. It was also established that there was no direct impact on job satisfaction due to the SHL and EY corporate rebranding. An unexpected outcome of the research was that during uncertain times of change, such as corporate rebranding, employees with strong loyalty to the brand are more inclined to stay with the brand and see the change through. This loyalty is rooted deeper than the current state of employee job satisfaction and engagement levels and more inclined to the company’s brand. The other interesting outcome was that a corporate rebranding exercise can ignite employees’ spirits and create a positive organisational culture, which is more likely to increase work efficiency and productivity. Even though the research could not link corporate rebranding to job satisfaction, the other contracts of the Saks model, which includes organisational commitment, intention to quit and organisational citizenship behaviour, could be directly linked. Therefore, the outcome of the research identified the reasons for the companies to go through corporate rebranding exercises; namely to reposition the companies and gain new markets. In light of the second research question, which referred to the effects of corporate rebranding on employee engagement, the research revealed that in line with the Saks model of engagement, certain aspects of engagement are enhanced by corporate rebranding and others, just as job satisfaction, have no impact at all. At the end of the study, research implications, limitations, and areas for future research are suggested.