Wits Business School (ETDs)

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Subject: search.filters.subject.Organisational performance

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Now showing 1 - 4 of 4
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    The use of cloud computing and its effect on organisational performance in the public sector
    (University of the Witwatersrand, Johannesburg, 2024) Naidoo, Wesley; Mudau, Norman
    Cloud computing is changing how public sectors work, making things faster and better. This paper looks at how cloud computing affects how well public organisations do their jobs, considering both money-related and other benefits. Cloud computing is essential for public services because it can make them work better and give better services to people. Nevertheless, understanding how it helps is difficult, especially with the public sector's unique rules and challenges. Cloud computing is one of the new technologies that has gained prominence in recent years. Even though the value associated with this technology has been widely researched, especially for large enterprises, the rate at which public sector entities use cloud computing remains low. This research sought to explore and describe the use of cloud computing and its effect on organisational performance in the public sector. To understand the problems, factors influencing the use of cloud computing and its use on organisational performance were investigated, considering both financial and non-financial factors. The study utilised the extended Technology Organisation Environment (TOE) and Resource-based view (RBV) framework (Gangwar,2017) as the theoretical lens to understand the cloud computing phenomenon. Methodologically, this study employed online surveys administered through the Qualtrics online survey platform to gather data. These surveys sought to extract invaluable insights into the use of cloud computing and its effect on organisational performance in the public sector. The main factors identified as necessary in using cloud computing are human resources, business resources, technology resources, change management, leadership, policy and regulation, customer performance, operational performance, and financial performance. The model was tested through a cross-sectional design using data collected from a sample (N=400) of individuals employed in the public sector in South Africa using matched data collected over a period of approximately 16 weeks apart. Structural equation modelling with AMOS was used for all model testing. This study applied a complex approach to data analysis using descriptive statistics, correlation analysis, confirmatory factor analysis, and multiple regression through structural equation modelling to provide an analysis of the various variables identified. The iii research showed significant relationships between cloud computing use and leadership, policy and regulation, human resources, technology and business resources. This confirmed the first objective of understanding the factors that influence the use of cloud computing in the public sector in South Africa. The following significant result showed that this is a new contribution, as previous studies measured non-financial performance as a single item instead of expanding it to include customer, operational, and financial performance. The testing of the model thus contributes to developing a theory that explains the mechanisms through which cloud computing influences organisational performance and extends our understanding of the organisational conditions under which cloud computing usage is most important to performance. The empirical results confirm that cloud computing use is vital to affect organisational performance in the public sector. The study further contributes much-needed evidence of the relationships addressed by the influence of cloud computing on a holistic perspective of organisational performance, encompassing operational, customer, and financial aspects. This study aims to provide industry practitioners with practical insights and actionable strategies to justify investments in cloud computing systems and to improve how cloud systems are used.
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    Evaluating the impact of a leader’s emotional intelligence on organisational performance within a South African telecoms firm
    (University of the Witwatersrand, Johannesburg, 2021) Shongwe, Mfanafuthi Andrias; Heynes, Portia
    The ability of leaders to understand their own emotions as well as the emotions of those with whom they work is a key indicator of improved business performance and long-term growth (Ferrar, 2009). According to Ferrar (2009), as service-oriented businesses grow, leaders are expected to not only manage, but also lead with sensitivity. Companies are realising that in order to succeed, they need leaders who have an innate ability to improve group cohesion and morale through shared emotional experiences (Augusty and Mathew 2020). According to Goleman (1998), this ability is assumed to be based on emotional intelligence (EI), which is consistent with the current research aim. The aim of the current study was to develop a conceptual framework towards a sustainable organisation design that could address the impact of EI of the leader on organisational performance and sustainability. The study examined the link between EI and effective leadership and the impact it may have on organisational performance and sustainability. To investigate the relationship between EI and organisational performance and sustainability, a survey research design was used. According to the current study, EI has a strong positive relationship with organisational performance
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    Executive coaching as a vehicle to enhance organisational performance and culture in a Mining Company in the Northern Cape
    (2021) Nkomombini, Sipho
    This qualitative study explored executive coaching as a vehicle to enhance organisational performance and culture. The study was undertaken in an open cast mine in the Northern Cape, the mine is part of a bigger multinational mining group. The mine experienced a few leadership challenges when it came to holding leaders to account in driving high performance and to shape the requisite organisational culture. The key motivation of the study was that the study will help better understand the role of executive coaching and its impact on organisational performance and culture in a mining context. The main purpose of the study was to examine executive coaching as a vehicle to enhance organisational performance and culture within a mining company. The data was collected by means of face-to-face semi-structured open-ended interviews. The sample consists of 20 senior managers who have all undergone executive coaching within the company. The key findings of the study were that executive coaching plays a significant role in driving high performance and culture in organisations. The study contributes to an existing body of knowledge and positions executive coaching as key driver of high performance and culture in an organisation. In conclusion the study found that it is beneficial for companies deploy executive coaching as a leadership development tool. The results show that organisations that implement executive coaching have a high-performance culture and this will ultimately positively impact the organisations culture and strategy. the study has practical and theoretical implications for the leadership of the organisation, coaching practitioners, and coaching bodies because it outlines the role executive coaching played in leadership development. The study makes detailed recommendations for future research in the field of executive coaching.
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    Digital transformation’s role in improving the organisational performance of an Information Technology (IT) company
    (2022) Stofile, Anati
    The potential of digital transformation to improve operational efficiencies and stimulate growth has become a critical path for organisations towards improving their competitive advantage. However, digital transformation requires a significant investment before any real financial benefits can be realised. Due to its focus on optimising business operations, an organisation’s operating model must be realigned to enable efficiency improvements of its core business activities through investments in digital technologies. The benefits of digital transformation are extensively covered in business and academic research, but few mention digital transformation costs. Hence, this study evaluates the positive impact that digital transformation has on an organisation's operational performance and financial performance. In addition to improved operational performance, digital transformation has the potential to bring about higher profitability in the long run by lowering operating costs. However, rising operational and integration costs reduce profits in the short to medium term, taking time before positive net benefits are generated. This study contributes to the literature relating to the impact that digital transformation has on the performance of an organisation by exploring the influence of digital maturity factors on operational and financial performance. Furthermore, the analysis reveals that digital transformation has a much more immediate impact on operational performance (operating margin growth) than on financial performance (gross margin growth).