Faculty of Commerce, Law and Management (ETDs)

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Subject: search.filters.subject.Employee engagement

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Now showing 1 - 5 of 5
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    Transformational leadership and employee engagement at CHAL hospitals in Lesotho
    (University of the Witwatersrand, Johannesburg, 2021) Doti, Mmello; Wotela, Kambidima; Malatji, Hlologelo
    Purpose: This study aimed at improving services at CHAL health facilities and to add to the studies that were conducted previously on the impact of transformational leadership on employee engagement. The impact was investigated through attempting to find relationships between key aspects of transformational leadership, employee engagement and productivity. The aim was to continuously explore ways to enhance profitability and efficient ways of delivering meaningful services for CHAL Health facilities. Research Design, methodology & approach: The study was done from data collected from the employees of two CHAL Hospital. A quantitative study was conducted using the following measures: Cronbach Alpha coefficient for reliability and Correlation Matrix to measure the correlations between variables under transformational leadership and employee engagement domains. Findings and recommendations: The main finding of the study was that transformational leadership has positive relationship with employee engagement. It was also established that employee engagement is a perfect strategy to enhance organisational performance, competitiveness and efficiency. Future recommendation was to acquire leadership skills for all levels of management and establish a goal oriented organisational culture for improving employee engagement
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    The impact of employee engagement on performance in the South African gold mining industry
    (University of the Witwatersrand, Johannesburg, 2022) Rusere, Jeremy; Larbi, Lee
    The purpose of the study was to evaluate factors that influence employee engagement at five gold mining companies in South Africa as well as to determine the effect of employee engagement on employee performance. Additionally, the research aimed to recommend strategies that promote employee engagement at the concerned companies. The research followed a quantitative approach, whereby data collection was by means of a questionnaire distributed online to 600 participants out of which 329 participants provided valid responses. Standard multiple linear regression was applied to the data set to determine the cause-and-effect relationships between eight predictors (compensation, work from home, work environment, organisational policies, training and career development, team and co-worker relationship, employee wellbeing and leadership) and employee engagement. Similarly, the research applied multiple regression analysis to establish the influence of employee engagement on employee performance. The research found that compensation as well as work from home were statistically significant and positively predicted employee engagement. Based on these findings, this empirical work recommended executives of the five gold mining companies to review compensation of the workforce with a view to drive employee engagement in this economically crucial industry
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    Leveraging digital technology for employee engagement in the banking sector in South Africa
    (University of the Witswatersrand, Johannesburg, 2023) Mvundla, Precious Vamisile
    Employee engagement in the context of the fourth industrial revolution has already become topical in many workplaces. However, the industrial revolution brings uncertainties that may affect employees' engagement in their jobs. Therefore, new research and evidence may be required to accurately understand what factors are essential for employee engagement in the new world of work and the importance of leveraging digital technology as a critical element in promoting employee engagement. The study followed a quantitative design to understand the association between training and development, communication, and pay and benefits with employee engagement in the context of the fourth industrial revolution. An online questionnaire was used to collect data from participants. The banking sector was chosen as a sampling frame to get the participants. 5-point Likert scale questions will be used. Data will be analysed in Stata Software. The analysis used a non- parametric test because Likert scale data is ordinal. The results were then compiled into a research report. Training and development showed the strongest correlation with employee engagement. Compensation and communication were also correlated with employee engagement but to a lesser extent than training. Different authors point to the importance of these factors, such as efficient communication in the face of a rapidly changing workplace where employees are hungry for new information as it comes and also for training opportunities to prepare and make them ready for a new world of work. In the mix of all this, pay and benefits remain relevant for engaging employees. Therefore, companies seeking to keep their employees engaged must leverage digital technology as a critical element in promoting employee engagement.
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    The role of management coaching in employee engagement in an organisational change process in South Africa
    (2021) Rukande, Marilyn
    Organisations need to have actively engaged managers, who can deliver performance and lead change to thrive in uncertain, ever-changing business environments. The current research study explored the lived experiences of first line managers, their experiences of change, and strategies of managing change, the influence coaching had on their engagement, and ability to lead change. Management coaching was conducted using the Solution-Focused Cognitive Behavioural (SFCB) coaching approach as the underpinning theory for driving leadership engagement in organisational change. A qualitative research approach with purposive sampling, pre-and post-coaching assessment, the SFCB approach using the PRACTICE-model was conducted. The data collection was conducted using semi-structured interviews of participants and analysed using thematic data analysis to determine the themes from the participants' experiences. It was found that Management Coaching rekindled the participants' passion for their jobs, making them look forward to going to work. The engagement of managers enhanced authenticity, teamwork, leading by example, proactive behaviours, communication, and the buy-in for managing change. Role clarity, involvement, empowerment, and motivation were mentioned as drivers of engagement, and the strategies for managing change included the importance of having the mindset to focus on what is in your control and the importance of wellbeing when remote working. The findings revealed the contributions management coaching had on creating and sustaining managers' engagement to manage change effectively, providing empirical evidence to literature. Managers’ engagement positively influenced their ability to lead change, and the drivers of engagement need to be promoted to ensure coaching interventions enhance engagement.
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    The role of management coaching in employee engagement in an organisational change process in South Africa
    (2021) Rukande, Marilyn
    Organisations need to have actively engaged managers, who can deliver performance and lead change to thrive in uncertain, ever-changing business environments. The current research study explored the lived experiences of first line managers, their experiences of change, and strategies of managing change, the influence coaching had on their engagement, and ability to lead change. Management coaching was conducted using the Solution-Focused Cognitive Behavioural (SFCB) coaching approach as the underpinning theory for driving leadership engagement in organisational change. A qualitative research approach with purposive sampling, pre-and post-coaching assessment, the SFCB approach using the PRACTICE-model was conducted. The data collection was conducted using semi-structured interviews of participants and analysed using thematic data analysis to determine the themes from the participants' experiences. It was found that Management Coaching rekindled the participants' passion for their jobs, making them look forward to going to work. The engagement of managers enhanced authenticity, teamwork, leading by example, proactive behaviours, communication, and the buy-in for managing change. Role clarity, involvement, empowerment, and motivation were mentioned as drivers of engagement, and the strategies for managing change included the importance of having the mindset to focus on what is in your control and the importance of well-being when remote working. The findings revealed the contributions management coaching had on creating and sustaining managers' engagement to manage change effectively, providing empirical evidence to literature. Managers’ engagement positively influenced their ability to lead change, and the drivers of engagement need to be promoted to ensure coaching interventions enhance engagement