Faculty of Commerce, Law and Management (ETDs)
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Item How Diversity and Inclusion May Transform South African Commercial Property Organisations at Top Management Level(University of the Witwatersrand, Johannesburg, 2017-08) Motshegare, Reabetswe Regina; Levy, DeborahThe purpose of this report is to outline contemporary transformation frameworks that emphasise diversity and inclusion and how the latter may likely transform Growthpoint Properties South Africa (Growthpoint S.A). The main focus of the consultancy report is to compare and contrast traditional transformation methodologies and contemporary diversity and inclusion methodologies as strategies to assist Growthpoint S.A transform its senior and executive management. The propositions are that; an effective transformation strategy for Growthpoint S.A is one that focuses on identification; inclusion; attraction; diversification and retention of key talent at senior levels. Furthermore, that once diversity and inclusion interventions are implemented, there will be transformation at senior and executive levels. Out of 15 executives in the management team, six representatives were interviewed. The limitations highlight that the majority of participants are South African and may have certain biased perceptions about the topic as opposed to the rest of the participants, who are foreign nationals. The methodology focuses on a thematic analysis and four themes namely: leadership; corporate culture; strategies and communication are identified. Following in-depth discussions, six recommendations are provided. These include 360-degree feedback; diversity and inclusion workshops; introduction of a diversity and inclusion forum; KPI’s that measure diversity and inclusion targets; workplace enhancement programmes that focus on diverse candidates and lastly, robust succession plans. The role of the researcher as a professional Human Resource Business Partner ensured that any work dealt with is approached ethically, and the researcher’s ability to do this ensured quality, reliability, validity and effectiveness of the research.Item Diversity reporting and the performance of JSE-listed companies(University of the Witwatersrand, Johannesburg, 2022) Greeff, Dorothea"Diversity and inclusion make money!". This was the opening line that Gibran Registe- Charles, CEO and Founder of Urban Edge Capital, a London-based hedge fund, gave at a keynote address to MBA students during the International Business School (IBS) module on 19 January 2022 (Registe-Charles, 2022). The main premise of his address, and that of his company, was to show the market that diversity and inclusion are no longer just a “Human Resource paper exercise”, but a competitive advantage that can lead to increased performance and better returns for investors (Registe-Charles, 2022). This intriguing argument begs the question of how diversity and inclusion are reported within the South African market. This raises the question of whether diversity and inclusion shape company performance and if this information is available to investors. What information is available to investors who would like to focus their portfolios by including more diverse companies? Recommendations set out by the JSE (Johannesburg Stock Exchange) are to get a range of views in setting up and prioritising goals for sustainability, diversity and inclusion (JSE, 2021). Taken in the context of diversity and inclusion, it is not just the Human Resources Department or Chief Diversity Officer responsible for proposing how diversity and inclusion should be measured.Item Human Resource challenges in managing human capital at a mining organisation in Free State(University of the Witwatersrand, Johannesburg, 2023) Mofokeng, Lipuo; Ahwireng-Obeng, AsabeaOrientation: There is a relationship between inefficient HR practices and the behaviour of employees as well as the performance of the organisation in terms of production and safety. Research purpose: The study aimed to explore the experience of Line Managers with HR practices towards employees and Line Managers themselves. The study also sought to assess the effectiveness of the HR practices of a mining company in the Free State. Motivation for the study: To assist the HR Department with feedback on the services they provide to their customers, which are Line Managers as well as employees in general; gaining deeper awareness and understanding of the influence they have on the morale of all employees, which translates to the performance of the organisation in terms of production and safety. Research strategy/design, procedure and method: The research was carried out through a qualitative approach. Data was collected through convenience, quota, purposive and inclusion criteria sample comprising four HR personnel (n = 4) and five Line Managers (n = 5). Structured, online (Microsoft teams) interviews were conducted and analysed using thematic analysis. Main findings: The findings of the study indicated that Line managers find HR department processes extremely slow, HR is not aligned to the core business of the organisation, no talent management, no talent retention strategies, long recruitment processes, HR's reluctant to resolve disputes and escalates almost everything to employee relations (ER). Inefficiencies in HR practices have a negative influence on employees’ behaviour. Inefficiencies in HR have an impact on production and safety and HR incentives/bonuses not linked to outputs of their functions. Contribution/value-add: This study adds to the body of knowledge by furthering research on excellent service delivery to all employees, valuing human capital, vi prioritising the development and well-being of employees, and recognising the important relationship between human resources service delivery and management