Facilitating work-related flow and job performance through job crafting
- Authors: Makhubele, Boitumelo Winny
- Date: 2019
- Subjects: Employee empowerment , Job satisfaction , Job enrichment , Organizational effectiveness - Management , Performance - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/451694 , uj:39813
- Description: Abstract: Proactive employee behaviours have become increasingly important for the survival, productivity and competitiveness of organisations. These behaviours are equally crucial for the positive experience of employees as they have a greater prospect of meeting the expanding needs of employees and enhancing the meaningfulness of their jobs. With the fourth industrial revolution upon us, the need for action-orientated, innovative and autonomous employees has become critical to promote desirable organisational and employee outcomes. Job crafting, a job redesign approach and a proactive type of employee behaviour, has been identified as an effective strategy that can be used by employees to fulfil the requirements of their jobs while concurrently meeting their work goals and personal needs. Job crafting is defined as the ongoing physical and mental changes employees make to the task, relational and cognitive boundaries of their jobs. The current study set out to investigate the indirect relationship between job crafting and job performance through the mediational process of flow. Relying on the quantitative research approach and the use of convenience and snowball sampling, a cross-sectional survey was administered to employed individuals working within South Africa (N = 256). Results from structural equation modelling indicated that there was indeed an indirect relationship between job crafting and job performance through flow. More specifically, the study found that flow fully mediated this relationship. This suggests that job crafting is an effective strategy for employees to increase flow and subsequent job performance. This study is one of the first to investigate the indirect relationship between job crafting and job performance through flow as a mediating variable. Practically, these findings encourage employees to engage in job crafting as it is likely to improve their experience of work and simultaneously enhance their job performance. , M.Com. (Industrial Psychology)
- Full Text:
- Authors: Makhubele, Boitumelo Winny
- Date: 2019
- Subjects: Employee empowerment , Job satisfaction , Job enrichment , Organizational effectiveness - Management , Performance - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/451694 , uj:39813
- Description: Abstract: Proactive employee behaviours have become increasingly important for the survival, productivity and competitiveness of organisations. These behaviours are equally crucial for the positive experience of employees as they have a greater prospect of meeting the expanding needs of employees and enhancing the meaningfulness of their jobs. With the fourth industrial revolution upon us, the need for action-orientated, innovative and autonomous employees has become critical to promote desirable organisational and employee outcomes. Job crafting, a job redesign approach and a proactive type of employee behaviour, has been identified as an effective strategy that can be used by employees to fulfil the requirements of their jobs while concurrently meeting their work goals and personal needs. Job crafting is defined as the ongoing physical and mental changes employees make to the task, relational and cognitive boundaries of their jobs. The current study set out to investigate the indirect relationship between job crafting and job performance through the mediational process of flow. Relying on the quantitative research approach and the use of convenience and snowball sampling, a cross-sectional survey was administered to employed individuals working within South Africa (N = 256). Results from structural equation modelling indicated that there was indeed an indirect relationship between job crafting and job performance through flow. More specifically, the study found that flow fully mediated this relationship. This suggests that job crafting is an effective strategy for employees to increase flow and subsequent job performance. This study is one of the first to investigate the indirect relationship between job crafting and job performance through flow as a mediating variable. Practically, these findings encourage employees to engage in job crafting as it is likely to improve their experience of work and simultaneously enhance their job performance. , M.Com. (Industrial Psychology)
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The relationship between path-goal leadership theory and employee engagement
- Authors: Dürr, Erich Johann
- Date: 2019
- Subjects: Management - Employee participation , Employee empowerment , Leadership
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/402831 , uj:33729
- Description: Abstract : Increased globalisation and constant economic turmoil, fuelled by intense business-tobusiness competition, more demanding customers and consumers, continuous and often dramatic changes in technology, and more demanding shareholders, are some of the main drivers determining business focus and strategies. To remain competitive and sustainable, organisations need to focus on and find ways to improve and increase employee retention, productivity and loyalty, while driving customer satisfaction and the organisation’s top and bottom lines. Employee Engagement (also referred to as Work Engagement and used interchangeably in this research study dependent on the author or measure quoted or discussed) is identified as one of the critical drivers of these organisational focus points, with Leadership in turn being one of the key drivers and determinants of Employee Engagement. The key focus of this study was to determine the relationship between Path-Goal Leadership Theory and Employee Engagement, with specific reference to the foodservice industry in South Africa. The study utilised a quantitative methodology, which allowed the researcher to collect quantitative data using cross-sectional surveys by means of structured, self-administered questionnaires. A minimum sample size of n = 250 was sought and obtained. Descriptive statistics, reliability statistics, Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), Bivariate Correlation Analysis, T-Tests and Variance Analysis were used to statistically explore the relationship between Path-Goal Leadership Theory and Employee Engagement. Literature findings of the study indicated that there is a relationship between Leadership and Employee Engagement, as well as between the different Path-Goal Leadership Theory Leadership styles (Directive Leadership style, Supportive Leadership style, Participative Leadership and Achievement-Oriented Leadership style) and Employee Engagement. The empirical results of this study supported that all four Path-Goal Leadership Theory Leadership styles do have positive correlations with Employee Engagement, with the Participative Leadership style reflecting a significant strong positive relationship on Employee Engagement. The Achievement-Oriented Leadership style reflected the weakest significant positive relationship with Employee Engagement. , M.Phil. (Personal and Professional Leadership)
- Full Text:
- Authors: Dürr, Erich Johann
- Date: 2019
- Subjects: Management - Employee participation , Employee empowerment , Leadership
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/402831 , uj:33729
- Description: Abstract : Increased globalisation and constant economic turmoil, fuelled by intense business-tobusiness competition, more demanding customers and consumers, continuous and often dramatic changes in technology, and more demanding shareholders, are some of the main drivers determining business focus and strategies. To remain competitive and sustainable, organisations need to focus on and find ways to improve and increase employee retention, productivity and loyalty, while driving customer satisfaction and the organisation’s top and bottom lines. Employee Engagement (also referred to as Work Engagement and used interchangeably in this research study dependent on the author or measure quoted or discussed) is identified as one of the critical drivers of these organisational focus points, with Leadership in turn being one of the key drivers and determinants of Employee Engagement. The key focus of this study was to determine the relationship between Path-Goal Leadership Theory and Employee Engagement, with specific reference to the foodservice industry in South Africa. The study utilised a quantitative methodology, which allowed the researcher to collect quantitative data using cross-sectional surveys by means of structured, self-administered questionnaires. A minimum sample size of n = 250 was sought and obtained. Descriptive statistics, reliability statistics, Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), Bivariate Correlation Analysis, T-Tests and Variance Analysis were used to statistically explore the relationship between Path-Goal Leadership Theory and Employee Engagement. Literature findings of the study indicated that there is a relationship between Leadership and Employee Engagement, as well as between the different Path-Goal Leadership Theory Leadership styles (Directive Leadership style, Supportive Leadership style, Participative Leadership and Achievement-Oriented Leadership style) and Employee Engagement. The empirical results of this study supported that all four Path-Goal Leadership Theory Leadership styles do have positive correlations with Employee Engagement, with the Participative Leadership style reflecting a significant strong positive relationship on Employee Engagement. The Achievement-Oriented Leadership style reflected the weakest significant positive relationship with Employee Engagement. , M.Phil. (Personal and Professional Leadership)
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The impact of employee empowerment on organizational performance in a flavors and fragrance manufacturing company in South Africa
- Mukwakungu, Sambil Charles, Mankazana, Sihle, Mbohwa, Charles
- Authors: Mukwakungu, Sambil Charles , Mankazana, Sihle , Mbohwa, Charles
- Date: 2018
- Subjects: Employee empowerment , Organizational effectiveness , Quality improvement
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/273131 , uj:29092 , Citation: Mukwakungu, S.C., Mankazana, S. & Mbohwa, C. 2018. The impact of employee empowerment on organizational performance in a flavors and fragrance manufacturing company in South Africa.
- Description: Abstract: The research aims to determine the level of employee empowerment and the impact it has on employee satisfaction in a manufacturing setup. A mixed methods research design was followed. Quantitative data was collected through structured questionnaires and then qualitative data through semi-structured interviews with 11 managers at the flavors division. The study results show a significant level of employee empowerment. However, the results are also indicating that management still needs to address factors that are affecting productivity and quality levels. Management must adopt new philosophies of driving the empowerment and take lead to achieve organizational goals and remain competitive.
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- Authors: Mukwakungu, Sambil Charles , Mankazana, Sihle , Mbohwa, Charles
- Date: 2018
- Subjects: Employee empowerment , Organizational effectiveness , Quality improvement
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/273131 , uj:29092 , Citation: Mukwakungu, S.C., Mankazana, S. & Mbohwa, C. 2018. The impact of employee empowerment on organizational performance in a flavors and fragrance manufacturing company in South Africa.
- Description: Abstract: The research aims to determine the level of employee empowerment and the impact it has on employee satisfaction in a manufacturing setup. A mixed methods research design was followed. Quantitative data was collected through structured questionnaires and then qualitative data through semi-structured interviews with 11 managers at the flavors division. The study results show a significant level of employee empowerment. However, the results are also indicating that management still needs to address factors that are affecting productivity and quality levels. Management must adopt new philosophies of driving the empowerment and take lead to achieve organizational goals and remain competitive.
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Principles of building a learning organisation in the public sector
- Ngqulana, Arthur Junior Vuyisile
- Authors: Ngqulana, Arthur Junior Vuyisile
- Date: 2016
- Subjects: Executives - Training of , Employee empowerment , Knowledge management , Organizational learning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225864 , uj:22822
- Description: M.Com. (Business Management) , Abstract: The development and building of learning organisation principles have become the cornerstone and focus of many leading organisation both in public and private sector. Senge (2006) states that a learning organisation as a place where people continually expand their capacity to create results they truly desire where new exposure patterns of thinking are outward, where collective aspirations are part of the organisation drive to success. Senge (2012) explains that the five principles of a learning organisation as systems thinking, personal mystery, shared vision, mental models and team learning which drive the organisation to a future focus in dealing with organisational challenges both internally and externally. This demonstrated that organisations in the public sector to be able to deliver on strategy and sustainability these principles serve as a foundation for long term success. The first two principles of systems thinking and shared vision evolve around the overall organisation strategic themes and direction. Driven by leadership across the overall organisation by facilitating decisions and alignment based on building a learning organisation. The learning organisation principles create the basis for the organisation strategic deliverables. The other three principles of personal mystery, mental models and team learning focus on the individuals and groups within an organisation which ensure the execution of the strategy, management of changes and most critically facilitating learning in the organisation across individual and teams. The qualitative study was conducted at SARS which is one of the public sector organisations in South Africa. Two hundred people who participated in the study who are in management roles. A questionnaire was used as means of collecting data. The researcher applied and used the principles of content analysis to analyse for patterns and trends by looking at each question’s response based on questionnaire. Descriptive statistics was also used in the study by the researcher to highlight themes based on the data collected.
- Full Text:
- Authors: Ngqulana, Arthur Junior Vuyisile
- Date: 2016
- Subjects: Executives - Training of , Employee empowerment , Knowledge management , Organizational learning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225864 , uj:22822
- Description: M.Com. (Business Management) , Abstract: The development and building of learning organisation principles have become the cornerstone and focus of many leading organisation both in public and private sector. Senge (2006) states that a learning organisation as a place where people continually expand their capacity to create results they truly desire where new exposure patterns of thinking are outward, where collective aspirations are part of the organisation drive to success. Senge (2012) explains that the five principles of a learning organisation as systems thinking, personal mystery, shared vision, mental models and team learning which drive the organisation to a future focus in dealing with organisational challenges both internally and externally. This demonstrated that organisations in the public sector to be able to deliver on strategy and sustainability these principles serve as a foundation for long term success. The first two principles of systems thinking and shared vision evolve around the overall organisation strategic themes and direction. Driven by leadership across the overall organisation by facilitating decisions and alignment based on building a learning organisation. The learning organisation principles create the basis for the organisation strategic deliverables. The other three principles of personal mystery, mental models and team learning focus on the individuals and groups within an organisation which ensure the execution of the strategy, management of changes and most critically facilitating learning in the organisation across individual and teams. The qualitative study was conducted at SARS which is one of the public sector organisations in South Africa. Two hundred people who participated in the study who are in management roles. A questionnaire was used as means of collecting data. The researcher applied and used the principles of content analysis to analyse for patterns and trends by looking at each question’s response based on questionnaire. Descriptive statistics was also used in the study by the researcher to highlight themes based on the data collected.
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Subjective wellbeing, engagement and support in the workplace
- Authors: Mathabela, Mirriam
- Date: 2013-12-09
- Subjects: Employee empowerment , Employee wellness , Job satisfaction
- Type: Thesis
- Identifier: uj:7822 , http://hdl.handle.net/10210/8716
- Description: M.Phil. (Industrial Psychology) , Orientation: Positive experiences in the workplace, such as support and work engagement, are essential for enhancing subjective wellbeing (happiness and satisfaction with life). Purpose: The aim of the study was to investigate the relationship between social support, supervisor support, work engagement, happiness, and satisfaction with life, as well as investigate whether work engagement mediates support on subjective wellbeing (happiness and satisfaction with life). Motivation: The presence of support (social and supervisor) and work engagement can spill over and affect non-work; specifically, subjective wellbeing (happiness and satisfaction with life). Individuals with high subjective wellbeing are successful across multiple life domains. Method: A cross-sectional survey was used with participants spanning across diverse organisations, ages, racial groups and occupational levels (N=789). The Work Engagement Scale (May, Harter, & Gilson, 2004), Job Demands-Resources Scale (Jackson & Rothmann, 2005), Satisfaction with Life Scale (Diener, Emmons, Larsen, & Griffin, 1985 ) and Subjective Happiness Scale (Lyubomirsky & Lepper, 1999) were used to determine the objectives of this study. Results: The results show significant relationships between happiness, satisfaction with life, social support, organisational support, and work engagement. Additionally, work engagement predicted happiness and satisfaction with life; social support predicted work engagement and satisfaction with life. Supervisor supports predicted subjective wellbeing (happiness and satisfaction with life) but not work engagement. There is therefore partial mediation, as supervisor support did not predict work engagement. Contribution: This study seeks to highlight the concept of support (social and supervisor) and work engagement as constructs that are significant in enhancing subjective wellbeing (happiness and satisfaction with life). Through organisations promoting these positive outcomes at work, enhances productivity.
- Full Text:
- Authors: Mathabela, Mirriam
- Date: 2013-12-09
- Subjects: Employee empowerment , Employee wellness , Job satisfaction
- Type: Thesis
- Identifier: uj:7822 , http://hdl.handle.net/10210/8716
- Description: M.Phil. (Industrial Psychology) , Orientation: Positive experiences in the workplace, such as support and work engagement, are essential for enhancing subjective wellbeing (happiness and satisfaction with life). Purpose: The aim of the study was to investigate the relationship between social support, supervisor support, work engagement, happiness, and satisfaction with life, as well as investigate whether work engagement mediates support on subjective wellbeing (happiness and satisfaction with life). Motivation: The presence of support (social and supervisor) and work engagement can spill over and affect non-work; specifically, subjective wellbeing (happiness and satisfaction with life). Individuals with high subjective wellbeing are successful across multiple life domains. Method: A cross-sectional survey was used with participants spanning across diverse organisations, ages, racial groups and occupational levels (N=789). The Work Engagement Scale (May, Harter, & Gilson, 2004), Job Demands-Resources Scale (Jackson & Rothmann, 2005), Satisfaction with Life Scale (Diener, Emmons, Larsen, & Griffin, 1985 ) and Subjective Happiness Scale (Lyubomirsky & Lepper, 1999) were used to determine the objectives of this study. Results: The results show significant relationships between happiness, satisfaction with life, social support, organisational support, and work engagement. Additionally, work engagement predicted happiness and satisfaction with life; social support predicted work engagement and satisfaction with life. Supervisor supports predicted subjective wellbeing (happiness and satisfaction with life) but not work engagement. There is therefore partial mediation, as supervisor support did not predict work engagement. Contribution: This study seeks to highlight the concept of support (social and supervisor) and work engagement as constructs that are significant in enhancing subjective wellbeing (happiness and satisfaction with life). Through organisations promoting these positive outcomes at work, enhances productivity.
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The implementation of employee empowerment practices and organizational effectiveness
- Authors: Frerk, Jürgens
- Date: 2013-11-20
- Subjects: Employee empowerment , Organizational effectiveness
- Type: Thesis
- Identifier: uj:7769 , http://hdl.handle.net/10210/8658
- Description: M.Tech. (Quality and Operations Management) , God said in the book of Genesis “Let Us make man in Our image, according to Our likeness; and let them rule over the fish of the sea and over the birds of the sky and over the cattle and over all the earth, and over every creeping thing that creeps on the earth.” God created man in His own image, in the image of God He created him; male and female He created them. God blessed them; and God said to them, “Be fruitful and multiply, and fill the earth, and subdue it; and rule over the fish of the sea and over the birds of the sky and over every living thing that moves on the earth.” Then God said, “Behold, I have given you every plant yielding seed that is on the surface of all the earth, and every tree which has fruit yielding seed; it shall be food for you; and to every beast of the earth and to every bird of the sky and to everything that moves on the earth which has life, I have given every green plant for food”; and it was so. God saw all that He had made, and behold, it was very good.” (Bible, Genesis 1 v 26 -31) Empowerment is the potential relationships between the organization, its managers, and its employees which consist of elements of trust and a belief in the skills and abilities of the employee in the organization. God “empowered” mankind to take responsibility over all and trusted them to manage His creation. God empowered man by giving him clear instructions with regards to the potential elements of empowerment; the how, the resources or tools, skills and competencies needed to be empowered. Oudtshoorn and Thomas (2008) define mankind as carrying the divine spark, made in the image of God, its nature being fundamentally heavenly and in unity with God. Oudtshoorn and Thomas (2008) further state that human beings are the ultimate example of true empowerment; however this concept of good has often been overshadowed by the belief that man is weak and sinful. Thus the concept of empowerment has been with mankind for a long time. In more recent time though, Davenport (1999) states that the 1990s will be remembered in management theoretical circles as the decade of employee empowerment, a decade in which very few companies dismantled their old “command-and-control” management practices and that organizations all had their own definition of what employee empowerment meant. The purpose of this research project will be to focus on investigating and defining which employee empowerment programmes and practices could be utilized in the banking sector in South Africa and also to ascertain the potential impact that these practices could have on the bank’s organizational effectiveness.
- Full Text:
- Authors: Frerk, Jürgens
- Date: 2013-11-20
- Subjects: Employee empowerment , Organizational effectiveness
- Type: Thesis
- Identifier: uj:7769 , http://hdl.handle.net/10210/8658
- Description: M.Tech. (Quality and Operations Management) , God said in the book of Genesis “Let Us make man in Our image, according to Our likeness; and let them rule over the fish of the sea and over the birds of the sky and over the cattle and over all the earth, and over every creeping thing that creeps on the earth.” God created man in His own image, in the image of God He created him; male and female He created them. God blessed them; and God said to them, “Be fruitful and multiply, and fill the earth, and subdue it; and rule over the fish of the sea and over the birds of the sky and over every living thing that moves on the earth.” Then God said, “Behold, I have given you every plant yielding seed that is on the surface of all the earth, and every tree which has fruit yielding seed; it shall be food for you; and to every beast of the earth and to every bird of the sky and to everything that moves on the earth which has life, I have given every green plant for food”; and it was so. God saw all that He had made, and behold, it was very good.” (Bible, Genesis 1 v 26 -31) Empowerment is the potential relationships between the organization, its managers, and its employees which consist of elements of trust and a belief in the skills and abilities of the employee in the organization. God “empowered” mankind to take responsibility over all and trusted them to manage His creation. God empowered man by giving him clear instructions with regards to the potential elements of empowerment; the how, the resources or tools, skills and competencies needed to be empowered. Oudtshoorn and Thomas (2008) define mankind as carrying the divine spark, made in the image of God, its nature being fundamentally heavenly and in unity with God. Oudtshoorn and Thomas (2008) further state that human beings are the ultimate example of true empowerment; however this concept of good has often been overshadowed by the belief that man is weak and sinful. Thus the concept of empowerment has been with mankind for a long time. In more recent time though, Davenport (1999) states that the 1990s will be remembered in management theoretical circles as the decade of employee empowerment, a decade in which very few companies dismantled their old “command-and-control” management practices and that organizations all had their own definition of what employee empowerment meant. The purpose of this research project will be to focus on investigating and defining which employee empowerment programmes and practices could be utilized in the banking sector in South Africa and also to ascertain the potential impact that these practices could have on the bank’s organizational effectiveness.
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Employee empowerment to improve organizational effectiveness at South African Universities
- Motebele, M., Mbohwa, Charles
- Authors: Motebele, M. , Mbohwa, Charles
- Date: 2013
- Subjects: Employee empowerment , Organizational effectiveness , Colleges and universities - South Africa
- Type: Article
- Identifier: uj:6169 , ISSN 2010-3778 , http://hdl.handle.net/10210/13776
- Description: This paper scrutinizes employee empowerment and seeks to provide a model for its implementation which addresses needs identified in the literature but inadequately addressed previously in the context of South Africa. Empowerment is a process whereby a culture of empowerment is developed, information is shared, competency is developed, and resources and support are provided. The benefits of employee empowerment are noted, and objections to it are addressed. Theoretical foundations of employee empowerment are examined in practice. A model for understanding and implementing employee empowerment is discussed. Employees in universities in South Africa are viewed first as apprentices while their skills and knowledge within a given task set are developing, then journey persons through continued development, and finally as leaders of their craft. An assessment of organizational empowerment is provided and training responses based upon this assessment are suggested.
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- Authors: Motebele, M. , Mbohwa, Charles
- Date: 2013
- Subjects: Employee empowerment , Organizational effectiveness , Colleges and universities - South Africa
- Type: Article
- Identifier: uj:6169 , ISSN 2010-3778 , http://hdl.handle.net/10210/13776
- Description: This paper scrutinizes employee empowerment and seeks to provide a model for its implementation which addresses needs identified in the literature but inadequately addressed previously in the context of South Africa. Empowerment is a process whereby a culture of empowerment is developed, information is shared, competency is developed, and resources and support are provided. The benefits of employee empowerment are noted, and objections to it are addressed. Theoretical foundations of employee empowerment are examined in practice. A model for understanding and implementing employee empowerment is discussed. Employees in universities in South Africa are viewed first as apprentices while their skills and knowledge within a given task set are developing, then journey persons through continued development, and finally as leaders of their craft. An assessment of organizational empowerment is provided and training responses based upon this assessment are suggested.
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Employee involvement and empowerment in health and safety : a perception of small and medium contractors in South Africa
- Agumba, Justus J.N., Pretorius, Jan Harm, Haupt, Theo
- Authors: Agumba, Justus J.N. , Pretorius, Jan Harm , Haupt, Theo
- Date: 2013
- Subjects: Worker participation , Employee involvement , Employee empowerment , Construction industry - Health measures , Construction industry - Safety measures , Small and medium sized contractors - South Africa - Gauteng
- Type: Article
- Identifier: uj:4885 , http://hdl.handle.net/10210/12599
- Description: Purpose: It is well known that managing H&S helps ensure that construction organizations are achieving their H&S objectives and targets. As such, the H&S management practices constitute a vehicle to improve H&S performance outcome. However, the challenge is to determine what needs to be measured and practiced by SMEs at project level. The objectives of this paper are therefore to determine the H&S elements indicative of SMEs, employee involvement and empowerment H&S practices and the influence of employee involvement and empowerment on H&S performance at project level. Research methodology: A survey was conducted using a structured questionnaire consisting of 31 items categorized in five independent variables (IV). This was developed from extensive literature and four rounds of Delphi survey. A total of 216 valid questionnaires were analysed using statistical package for social sciences (SPSS) version 20. Inferential statistics were used to determine the perception of SMEs employee involvement and empowerment practices. Finally, standard multiple linear regression analysis was undertaken to establish the influence employee involvement and empowerment had on H&S performance. Findings: Five IVs were retained as valid and reliable factors of H&S practice within SMEs at project level. However the study established that employee involvement and empowerment is not greatly practiced and does not influence H&S performance. Limitations: Self-administered questionnaire for SMEs and the majority of the respondents conducting business in Gauteng province in South Africa are limitations in this study. Value: The findings indicate the need to fully involve and empower employees in H&S activities of SMEs at project level. Practical implication: This study provides the basis of informing the H&S policy that employee involvement and empowerment is not greatly practiced within construction SMEs in South Africa at project level. Hence, the need to encourage this practice within South African SMEs is highly recommended.
- Full Text:
- Authors: Agumba, Justus J.N. , Pretorius, Jan Harm , Haupt, Theo
- Date: 2013
- Subjects: Worker participation , Employee involvement , Employee empowerment , Construction industry - Health measures , Construction industry - Safety measures , Small and medium sized contractors - South Africa - Gauteng
- Type: Article
- Identifier: uj:4885 , http://hdl.handle.net/10210/12599
- Description: Purpose: It is well known that managing H&S helps ensure that construction organizations are achieving their H&S objectives and targets. As such, the H&S management practices constitute a vehicle to improve H&S performance outcome. However, the challenge is to determine what needs to be measured and practiced by SMEs at project level. The objectives of this paper are therefore to determine the H&S elements indicative of SMEs, employee involvement and empowerment H&S practices and the influence of employee involvement and empowerment on H&S performance at project level. Research methodology: A survey was conducted using a structured questionnaire consisting of 31 items categorized in five independent variables (IV). This was developed from extensive literature and four rounds of Delphi survey. A total of 216 valid questionnaires were analysed using statistical package for social sciences (SPSS) version 20. Inferential statistics were used to determine the perception of SMEs employee involvement and empowerment practices. Finally, standard multiple linear regression analysis was undertaken to establish the influence employee involvement and empowerment had on H&S performance. Findings: Five IVs were retained as valid and reliable factors of H&S practice within SMEs at project level. However the study established that employee involvement and empowerment is not greatly practiced and does not influence H&S performance. Limitations: Self-administered questionnaire for SMEs and the majority of the respondents conducting business in Gauteng province in South Africa are limitations in this study. Value: The findings indicate the need to fully involve and empower employees in H&S activities of SMEs at project level. Practical implication: This study provides the basis of informing the H&S policy that employee involvement and empowerment is not greatly practiced within construction SMEs in South Africa at project level. Hence, the need to encourage this practice within South African SMEs is highly recommended.
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The effects of flattening hierarchies on employee performance in organizations : a study of a South African retail group
- Kubheka, Innocent, Kholopane, Pule, Mbohwa, Charles
- Authors: Kubheka, Innocent , Kholopane, Pule , Mbohwa, Charles
- Date: 2013
- Subjects: Employee empowerment , Hierarchies , Organizational structures
- Type: Article
- Identifier: uj:6166 , ISSN 978-93-82242-26-0 , http://hdl.handle.net/10210/13770
- Description: For the last couple of years organizations have been urged to flatten their hierarchical structures in order to increase flexibility of employees and to empower employees with the decision making discretion. Flattening or delayering of organizational structures refers to the elimination of layers in a firm’s organizational hierarchy and the broadening of manager’s span of control. The decision to push down decision making to the lower levels of the organization presents employees with the freedom to be responsible for everything they do and also to be held accountable. Though it may have been suggested that flattened organizations are flexible and proactive, this paper will identify that through the flattened organizations managers still take the major decision regarding the organizations success and that the goal of flattening hierarchies isn’t always achieved after implementation.
- Full Text:
- Authors: Kubheka, Innocent , Kholopane, Pule , Mbohwa, Charles
- Date: 2013
- Subjects: Employee empowerment , Hierarchies , Organizational structures
- Type: Article
- Identifier: uj:6166 , ISSN 978-93-82242-26-0 , http://hdl.handle.net/10210/13770
- Description: For the last couple of years organizations have been urged to flatten their hierarchical structures in order to increase flexibility of employees and to empower employees with the decision making discretion. Flattening or delayering of organizational structures refers to the elimination of layers in a firm’s organizational hierarchy and the broadening of manager’s span of control. The decision to push down decision making to the lower levels of the organization presents employees with the freedom to be responsible for everything they do and also to be held accountable. Though it may have been suggested that flattened organizations are flexible and proactive, this paper will identify that through the flattened organizations managers still take the major decision regarding the organizations success and that the goal of flattening hierarchies isn’t always achieved after implementation.
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Empower the future : a culture of empowerment – the link to organisational effectiveness
- Authors: Frerk, J. , Mbohwa, Charles
- Date: 2012-12-10
- Subjects: Employee empowerment , Organizational effectiveness
- Type: Article
- Identifier: uj:5185 , http://hdl.handle.net/10210/14427
- Description: In a world where today’s technology is yesterday’s news, organisations will need empower their employees to be nimble and to become organisational change enablers in order to ensure the organisation has the ability to manage and adapt to the huge competitive pressures. These pressures are further exacerbated by the rapid evolution of technological advances and the rapid deconstruction of global boundaries. Continued process improvement projects, business process re-engineering and escalating cost reduction pressures are now the normal cognitive activities which occupy senior managers in their day-to-day routines.
- Full Text:
- Authors: Frerk, J. , Mbohwa, Charles
- Date: 2012-12-10
- Subjects: Employee empowerment , Organizational effectiveness
- Type: Article
- Identifier: uj:5185 , http://hdl.handle.net/10210/14427
- Description: In a world where today’s technology is yesterday’s news, organisations will need empower their employees to be nimble and to become organisational change enablers in order to ensure the organisation has the ability to manage and adapt to the huge competitive pressures. These pressures are further exacerbated by the rapid evolution of technological advances and the rapid deconstruction of global boundaries. Continued process improvement projects, business process re-engineering and escalating cost reduction pressures are now the normal cognitive activities which occupy senior managers in their day-to-day routines.
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Conceptualising the effectiveness of the black economic empowerment scorecard as a tool for addressing information technology governance challenges
- Authors: Mohapi, Mateka
- Date: 2012-06-07
- Subjects: Information technology management , Black Economic Empowerment (Program : South Africa) , BEE scorecards , Employee empowerment , Information technology governance , Information technology skills
- Type: Thesis
- Identifier: uj:8653 , http://hdl.handle.net/10210/5009
- Description: M.Tech. , There is currently a lot of research work being done to gain insight into the value proposition for IT governance frameworks and different other variables that have significant bearing on successful implementation of IT governance in South African organizations. There has however been no adequate research conducted on how Black Economic Empowerment (BEE) policy and more specifically the four significant elements of the BEE scorecard (ownership, preferential procurement, skills development and management and control) affect IT governance within South African Enterprises. The study explores BEE policy as a means of redressing past inequalities and then presents BEE challenges that influence IT governance implementation. A broad outline of the research and a conceptual framework that will assist in monitoring the effectiveness of these four elements of the BEE scorecard towards IT governance implementation are presented. The study aims at giving an improved understanding and insights about the strength of the relationship between these two variables (BEE scorecard and IT governance), both of which have a bearing on the success of businesses operating in South Africa as a third variable. Kaplan and Norton„s balanced scorecard is used to measure business success (organization performance). The adopted method of data gathering was quantitative research with extensive use of questionnaires that targeted IT professionals and practitioners closely affiliated with BEE initiatives. The findings show a weak association between BEE and successful IT governance implementation. The results also reveal IT governance maturity has advanced to well-managed level 4.The human capital and diversity in the IT workforce lag behind in progress as a result of inadequate adherence to BEE metrics. There was a strong relationship between organization performance and BEE metrics, and a very weak link between IT governance and organization performance. It is envisaged that the resulting framework arising out of this work will form a foundation for other scholars and practitioners in the IT governance field to expand on gained knowledge, espousing the creation of a compressive IT framework that does not only focus on management tools and frameworks for IT governance efficiency but embraces the social dimensions of IT governance that may inhibit or enable IT governance effectiveness.
- Full Text:
- Authors: Mohapi, Mateka
- Date: 2012-06-07
- Subjects: Information technology management , Black Economic Empowerment (Program : South Africa) , BEE scorecards , Employee empowerment , Information technology governance , Information technology skills
- Type: Thesis
- Identifier: uj:8653 , http://hdl.handle.net/10210/5009
- Description: M.Tech. , There is currently a lot of research work being done to gain insight into the value proposition for IT governance frameworks and different other variables that have significant bearing on successful implementation of IT governance in South African organizations. There has however been no adequate research conducted on how Black Economic Empowerment (BEE) policy and more specifically the four significant elements of the BEE scorecard (ownership, preferential procurement, skills development and management and control) affect IT governance within South African Enterprises. The study explores BEE policy as a means of redressing past inequalities and then presents BEE challenges that influence IT governance implementation. A broad outline of the research and a conceptual framework that will assist in monitoring the effectiveness of these four elements of the BEE scorecard towards IT governance implementation are presented. The study aims at giving an improved understanding and insights about the strength of the relationship between these two variables (BEE scorecard and IT governance), both of which have a bearing on the success of businesses operating in South Africa as a third variable. Kaplan and Norton„s balanced scorecard is used to measure business success (organization performance). The adopted method of data gathering was quantitative research with extensive use of questionnaires that targeted IT professionals and practitioners closely affiliated with BEE initiatives. The findings show a weak association between BEE and successful IT governance implementation. The results also reveal IT governance maturity has advanced to well-managed level 4.The human capital and diversity in the IT workforce lag behind in progress as a result of inadequate adherence to BEE metrics. There was a strong relationship between organization performance and BEE metrics, and a very weak link between IT governance and organization performance. It is envisaged that the resulting framework arising out of this work will form a foundation for other scholars and practitioners in the IT governance field to expand on gained knowledge, espousing the creation of a compressive IT framework that does not only focus on management tools and frameworks for IT governance efficiency but embraces the social dimensions of IT governance that may inhibit or enable IT governance effectiveness.
- Full Text:
The application of Broad Based Black Economic Empowerment principles at a South African bank
- Authors: Garcez, Ricardo
- Date: 2012-06-07
- Subjects: Black Economic Empowerment (Program : South Africa) , BEE , BBBEE , Affirmative action programs , Black employment , Employee empowerment , Business enterprises
- Type: Mini-Dissertation
- Identifier: uj:2543 , http://hdl.handle.net/10210/4997
- Description: M.Comm. , Broad Based Black Economic Empowerment (BBBEE) remains a key issue for the South African government, especially considering the inequalities generated by apartheid. This paper highlights the efforts made by the South African government to redress past injustices through the application of BBBEE principles. BBBEE is compared to affirmative action programmes implemented in other countries to redress past injustices, and background is provided on the origins and objectives of BBBEE, the policy instruments to achieve BBBEE, and the measurement of BBBEE. Insight is provided into the methods such as vendor financing, equity financing, debt financing and unfunded structures used by financial institutions to structure and finance BBBEE transactions, and a critical analysis is conducted on the shortcomings of these methods and whether BBBEE principles are being applied in the structuring and financing of transactions at a local bank. It was decided that a quantitative analysis would be employed through the use of a structured questionnaire which used specific closed ended questions in the form of the Likert scale. The topic is concluded with a discussion surrounding the recommendations to ensure success with future BBBEE transactions.
- Full Text:
- Authors: Garcez, Ricardo
- Date: 2012-06-07
- Subjects: Black Economic Empowerment (Program : South Africa) , BEE , BBBEE , Affirmative action programs , Black employment , Employee empowerment , Business enterprises
- Type: Mini-Dissertation
- Identifier: uj:2543 , http://hdl.handle.net/10210/4997
- Description: M.Comm. , Broad Based Black Economic Empowerment (BBBEE) remains a key issue for the South African government, especially considering the inequalities generated by apartheid. This paper highlights the efforts made by the South African government to redress past injustices through the application of BBBEE principles. BBBEE is compared to affirmative action programmes implemented in other countries to redress past injustices, and background is provided on the origins and objectives of BBBEE, the policy instruments to achieve BBBEE, and the measurement of BBBEE. Insight is provided into the methods such as vendor financing, equity financing, debt financing and unfunded structures used by financial institutions to structure and finance BBBEE transactions, and a critical analysis is conducted on the shortcomings of these methods and whether BBBEE principles are being applied in the structuring and financing of transactions at a local bank. It was decided that a quantitative analysis would be employed through the use of a structured questionnaire which used specific closed ended questions in the form of the Likert scale. The topic is concluded with a discussion surrounding the recommendations to ensure success with future BBBEE transactions.
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The relevance of diversity issues amongst ethnic generational sub-groupings in the South African workplace
- Authors: Pooe, Nomvula
- Date: 2012-06-07
- Subjects: Diversity in the workplace , Conflict of generations , Employee empowerment , Employees' attitudes
- Type: Mini-Dissertation
- Identifier: uj:2539 , http://hdl.handle.net/10210/4993
- Description: M.Phil. , Orientation: To find ethnic and generational groups co-existing means that their prevalence is relevant to today’s work environment. While it makes sense for this form of diversity to prevail, simultaneously, work situations with diverse ethnic groups are associated with process loss, high levels of conflict, low levels of cohesion and social integration. Research purpose: The purpose of the present study was to investigate the effects of ethnic and generational sub-groupings’ perceptions of structural empowerment in the workplace, using Kanter’s empowerment theory. Motivation for the study: South Africa organisations are expected to comply with labour legislation prescriptions. Structural empowerment in relation to ethnic generational groupings was selected to show how organisations could utilise the findings to accommodate and manage the diverse group expectations. Research design: Structural empowerment was measured using the conditions of work effectiveness questionnaire (CWEQ-II) in a sample that consisted of 109 respondents working in a real estate company. Main findings: The study revealed that generational and ethnic grouping do not necessarily influence employees’ perceptions of structural empowerment. Practical and managerial implications: The differing perceptions reported suggest that a strong leadership orientation and a demonstrated outlook on employee empowerment structures should be considered as a means to lessen negative perceptions that impact on behaviour and morale.
- Full Text:
- Authors: Pooe, Nomvula
- Date: 2012-06-07
- Subjects: Diversity in the workplace , Conflict of generations , Employee empowerment , Employees' attitudes
- Type: Mini-Dissertation
- Identifier: uj:2539 , http://hdl.handle.net/10210/4993
- Description: M.Phil. , Orientation: To find ethnic and generational groups co-existing means that their prevalence is relevant to today’s work environment. While it makes sense for this form of diversity to prevail, simultaneously, work situations with diverse ethnic groups are associated with process loss, high levels of conflict, low levels of cohesion and social integration. Research purpose: The purpose of the present study was to investigate the effects of ethnic and generational sub-groupings’ perceptions of structural empowerment in the workplace, using Kanter’s empowerment theory. Motivation for the study: South Africa organisations are expected to comply with labour legislation prescriptions. Structural empowerment in relation to ethnic generational groupings was selected to show how organisations could utilise the findings to accommodate and manage the diverse group expectations. Research design: Structural empowerment was measured using the conditions of work effectiveness questionnaire (CWEQ-II) in a sample that consisted of 109 respondents working in a real estate company. Main findings: The study revealed that generational and ethnic grouping do not necessarily influence employees’ perceptions of structural empowerment. Practical and managerial implications: The differing perceptions reported suggest that a strong leadership orientation and a demonstrated outlook on employee empowerment structures should be considered as a means to lessen negative perceptions that impact on behaviour and morale.
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Developing workplace commitment of shop floor employees in a manufacturing environment
- Authors: Van Zyl, S.P.
- Date: 2012-06-05
- Subjects: Workplace commitment , Shop floor employees , Manufacturing industries , Employee loyalty , Employee empowerment
- Type: Mini-Dissertation
- Identifier: uj:2402 , http://hdl.handle.net/10210/4855
- Description: M. Comm. , Manufacturing organisations can gain a competitive advantage though involved and committed shop floor employees. King and Ehrhard (1997:140) indicate that organisations can be more effective through empowering employees. There are many initiatives and programmes to engage shop floor employees and improve their commitment. However, South African organisations underestimate the extent of “high value-added employee participation-orientated strategies” (Wood & Glaister, 2008:448). The historical relationship between management and shop floor employees in South Africa presents opportunity for improvements. These improvements can lead to competitive advantages in the market for the organisation and therefore improved business results. The following research problem is recognized. It appears that senior management in South African manufacturing companies do not engender workplace commitment in shop floor employees. There is therefore the need to understand the different drivers for successfully improving commitment of shop floor employees in a manufacturing environment.
- Full Text:
- Authors: Van Zyl, S.P.
- Date: 2012-06-05
- Subjects: Workplace commitment , Shop floor employees , Manufacturing industries , Employee loyalty , Employee empowerment
- Type: Mini-Dissertation
- Identifier: uj:2402 , http://hdl.handle.net/10210/4855
- Description: M. Comm. , Manufacturing organisations can gain a competitive advantage though involved and committed shop floor employees. King and Ehrhard (1997:140) indicate that organisations can be more effective through empowering employees. There are many initiatives and programmes to engage shop floor employees and improve their commitment. However, South African organisations underestimate the extent of “high value-added employee participation-orientated strategies” (Wood & Glaister, 2008:448). The historical relationship between management and shop floor employees in South Africa presents opportunity for improvements. These improvements can lead to competitive advantages in the market for the organisation and therefore improved business results. The following research problem is recognized. It appears that senior management in South African manufacturing companies do not engender workplace commitment in shop floor employees. There is therefore the need to understand the different drivers for successfully improving commitment of shop floor employees in a manufacturing environment.
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Employee empowerment model : turning ordinary employees into decision-makers in organisations
- Authors: Bopape, Peter Wilfred
- Date: 2012-01-25
- Subjects: Employee empowerment , Affirmative action programs
- Type: Thesis
- Identifier: uj:1953 , http://hdl.handle.net/10210/4311
- Description: M.Comm. , The concept of employee empowerment has been associated with the participation of employees in the decision-making process in organisations. A number of approaches and articles have recently been written to expand and better the concept. Employee empowerment is a strategy that gives an ordinary employee an opportunity to have say in, and contribute to both the internal and external affairs of the organisation. In order for the strategy to be successful, the company executive should also take on the responsibility of ensuring that employees and other stakeholders are committed to the process of empowerment. This report investigates the manner in which employee empowerment could be used as a tool or aid to assist organisations in making better use of employees' thinking skills. The investigation looks into the process that should be followed in the implementation of an employee empowerment strategy. Furthermore, the model investigates affirmative action as a tool that could assist managers and organisations to better understand the concept. The report will also highlight the critical success factors that are important in striving to employee empowerment in an organisation. It will also investigate other available tools that can be used in a successful strategy. The issue of black economic empowerment also pops up as a tool that could empower employees in the process. Lastly, the report recommends guidelines that organisations could follow to succeed. The findings of the study have concluded that employee empowerment could be a powerful tool and is essential for employee development. This model tries to integrate the situational leadership model of Ken Blanchard, Carlos and Randolph with Yen-Yun Lin's conceptual model. The model of Blanchard, Carlos & Randolph looks at the stages that management or organisations should go through before and when engaging in an empowerment strategy. The model follows the situational leadership concept or approach. On the other hand the Yen-Yun Lin model looks into the four key dimensions that are critical in an empowerment strategy, namely empowering leadership, empowering culture, empowering management practices and empowering teams. The model tries to integrate the four dimensions and show the role that they play in the employee empowerment model. The tools developed in this model are a combination of a number of possible tools that could be used in the empowerment process, which I developed. The last part of the model attempts to indicate the beneficiaries of the process and the benefits that could be derived from empowerment. It further looks into how these benefits could impact on the organisation as a whole and their relationship to the process and the key dimensions.
- Full Text:
- Authors: Bopape, Peter Wilfred
- Date: 2012-01-25
- Subjects: Employee empowerment , Affirmative action programs
- Type: Thesis
- Identifier: uj:1953 , http://hdl.handle.net/10210/4311
- Description: M.Comm. , The concept of employee empowerment has been associated with the participation of employees in the decision-making process in organisations. A number of approaches and articles have recently been written to expand and better the concept. Employee empowerment is a strategy that gives an ordinary employee an opportunity to have say in, and contribute to both the internal and external affairs of the organisation. In order for the strategy to be successful, the company executive should also take on the responsibility of ensuring that employees and other stakeholders are committed to the process of empowerment. This report investigates the manner in which employee empowerment could be used as a tool or aid to assist organisations in making better use of employees' thinking skills. The investigation looks into the process that should be followed in the implementation of an employee empowerment strategy. Furthermore, the model investigates affirmative action as a tool that could assist managers and organisations to better understand the concept. The report will also highlight the critical success factors that are important in striving to employee empowerment in an organisation. It will also investigate other available tools that can be used in a successful strategy. The issue of black economic empowerment also pops up as a tool that could empower employees in the process. Lastly, the report recommends guidelines that organisations could follow to succeed. The findings of the study have concluded that employee empowerment could be a powerful tool and is essential for employee development. This model tries to integrate the situational leadership model of Ken Blanchard, Carlos and Randolph with Yen-Yun Lin's conceptual model. The model of Blanchard, Carlos & Randolph looks at the stages that management or organisations should go through before and when engaging in an empowerment strategy. The model follows the situational leadership concept or approach. On the other hand the Yen-Yun Lin model looks into the four key dimensions that are critical in an empowerment strategy, namely empowering leadership, empowering culture, empowering management practices and empowering teams. The model tries to integrate the four dimensions and show the role that they play in the employee empowerment model. The tools developed in this model are a combination of a number of possible tools that could be used in the empowerment process, which I developed. The last part of the model attempts to indicate the beneficiaries of the process and the benefits that could be derived from empowerment. It further looks into how these benefits could impact on the organisation as a whole and their relationship to the process and the key dimensions.
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A critical analysis of broad-based black economic empowerment in the mining sector
- Authors: De Klerk, Stanley Sydney
- Date: 2010-11-09T06:57:43Z
- Subjects: Black business enterprises , Employee empowerment , Mineral industries
- Type: Mini-Dissertation
- Identifier: uj:6969 , http://hdl.handle.net/10210/3477
- Description: M.Comm. , Broad Based Black Economic Empowerment (B-BBEE) is arguably the most talked about issue in the South African business environment today. This study critically examines this contentious multifaceted phenomenon with particular reference to how it manifests in the mining sector and what its impact on the mining industry has been. The study is located within a qualitative (phenomenological) paradigm that makes use of a case study approach to explore descriptive, illustrative and explanatory dimensions of the B-BBEE phenomenon. The study employs a research methodology that utilizes sampling, data collection and data analysis methods that are aligned to both the research objectives and theoretical underpinnings of the research paradigm. Primary data was collected from a small but highly selective sample of prominent individuals representing organisations that have a national footprint in the mining sector. The data was collected by utilizing semi-structured interviews. These interviews were based on an interview guide consisting of predominantly open-ended questions. Secondary data was collected through a literature review that tapped into the most current information on B-BBEE. Data was analysed by using an innovative yet pragmatic combination of the cognitive mapping and general inductive method processes linked to the presentation of information on specially adapted insight slides. A number of important findings emerged from the study. The study found that B-BBEE implementation was still not progressing as well as initially anticipated. Reasons for the slow pace of implementation included nefarious practices such as fronting, nepotism and corruption as well as the wide scale utilization of inappropriate funding structures such as Special Purpose Vehicles (SPV’s) to fund B-BBEE transactions. The study also highlighted the hegemonic perception in the mining sector that the legislative and policy framework, within which the B-BBEE is located, is adequate and that greater emphasis must rather be placed on the actual implementation of the B-BBEE process.
- Full Text:
- Authors: De Klerk, Stanley Sydney
- Date: 2010-11-09T06:57:43Z
- Subjects: Black business enterprises , Employee empowerment , Mineral industries
- Type: Mini-Dissertation
- Identifier: uj:6969 , http://hdl.handle.net/10210/3477
- Description: M.Comm. , Broad Based Black Economic Empowerment (B-BBEE) is arguably the most talked about issue in the South African business environment today. This study critically examines this contentious multifaceted phenomenon with particular reference to how it manifests in the mining sector and what its impact on the mining industry has been. The study is located within a qualitative (phenomenological) paradigm that makes use of a case study approach to explore descriptive, illustrative and explanatory dimensions of the B-BBEE phenomenon. The study employs a research methodology that utilizes sampling, data collection and data analysis methods that are aligned to both the research objectives and theoretical underpinnings of the research paradigm. Primary data was collected from a small but highly selective sample of prominent individuals representing organisations that have a national footprint in the mining sector. The data was collected by utilizing semi-structured interviews. These interviews were based on an interview guide consisting of predominantly open-ended questions. Secondary data was collected through a literature review that tapped into the most current information on B-BBEE. Data was analysed by using an innovative yet pragmatic combination of the cognitive mapping and general inductive method processes linked to the presentation of information on specially adapted insight slides. A number of important findings emerged from the study. The study found that B-BBEE implementation was still not progressing as well as initially anticipated. Reasons for the slow pace of implementation included nefarious practices such as fronting, nepotism and corruption as well as the wide scale utilization of inappropriate funding structures such as Special Purpose Vehicles (SPV’s) to fund B-BBEE transactions. The study also highlighted the hegemonic perception in the mining sector that the legislative and policy framework, within which the B-BBEE is located, is adequate and that greater emphasis must rather be placed on the actual implementation of the B-BBEE process.
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The safe mindset of managers, shiftbosses and miners on a platinum mine in South Africa
- Jansen van Rensburg, Nicolaas
- Authors: Jansen van Rensburg, Nicolaas
- Date: 2010-10-26T07:21:12Z
- Subjects: Organizational change management , Employees' attitudes , Employee empowerment , Platinum mines and mining , Platinum mines and mining safety measures , Industrial safety , Industrial relations , Mine safety in South Africa
- Type: Thesis
- Identifier: uj:6941 , http://hdl.handle.net/10210/3451
- Description: M.Phil. , The mining industry in South Africa is in a process of transformation, which can be ascribed to various influences. First and foremost is the process of the conversion of mineral rights, employment equity and black economic empowerment. The ethnic distribution of mining employees at the time of the study reflected that Managers were predominantly white, the majority of Shift bosses were white and Miners were predominantly black. Central to the transformation process is maintaining and improving production output in a safe manner. Leadership in addition also impacts on health and safety in the workplace and the process to transform the organisation to world- class status commences with leadership. Transforming health and safety in the organisation to world-class status is a leadership imperative. The fatality rates in South African mines are continuously being addressed not only through initiatives from the Chamber of Mines of South Africa, but also through the various mining houses. The introduction of the Mine Health and Safety Act and Regulations 29 of 1996 made a profound impact on health and safety management on South African Mines. The introduction of blasting certificate holders replaced the scheduled person (contract miner). Various mining houses grasped the opportunity and trained their own miners from previously disadvantaged communities. This also assisted in achieving transformation objectives. The fatalities on platinum mines in South Africa since 1995 have remained constant up to 2007 although a slight decrease is reported. Nevertheless, injuries and fatalities in South African mines are attracting negative attention from society and the investment community. This is not in the interest of the mining industry. Research indicates that unsafe behaviour contributes 87% and more to incidents and injuries (including fatalities) on mines. The study of behaviour as a contributing factor in organisational safety is a relatively young science since the first reported studies in the 1980's. Research in this domain strives to develop an understanding of behaviour as a contributing factor in organisational safety.
- Full Text:
- Authors: Jansen van Rensburg, Nicolaas
- Date: 2010-10-26T07:21:12Z
- Subjects: Organizational change management , Employees' attitudes , Employee empowerment , Platinum mines and mining , Platinum mines and mining safety measures , Industrial safety , Industrial relations , Mine safety in South Africa
- Type: Thesis
- Identifier: uj:6941 , http://hdl.handle.net/10210/3451
- Description: M.Phil. , The mining industry in South Africa is in a process of transformation, which can be ascribed to various influences. First and foremost is the process of the conversion of mineral rights, employment equity and black economic empowerment. The ethnic distribution of mining employees at the time of the study reflected that Managers were predominantly white, the majority of Shift bosses were white and Miners were predominantly black. Central to the transformation process is maintaining and improving production output in a safe manner. Leadership in addition also impacts on health and safety in the workplace and the process to transform the organisation to world- class status commences with leadership. Transforming health and safety in the organisation to world-class status is a leadership imperative. The fatality rates in South African mines are continuously being addressed not only through initiatives from the Chamber of Mines of South Africa, but also through the various mining houses. The introduction of the Mine Health and Safety Act and Regulations 29 of 1996 made a profound impact on health and safety management on South African Mines. The introduction of blasting certificate holders replaced the scheduled person (contract miner). Various mining houses grasped the opportunity and trained their own miners from previously disadvantaged communities. This also assisted in achieving transformation objectives. The fatalities on platinum mines in South Africa since 1995 have remained constant up to 2007 although a slight decrease is reported. Nevertheless, injuries and fatalities in South African mines are attracting negative attention from society and the investment community. This is not in the interest of the mining industry. Research indicates that unsafe behaviour contributes 87% and more to incidents and injuries (including fatalities) on mines. The study of behaviour as a contributing factor in organisational safety is a relatively young science since the first reported studies in the 1980's. Research in this domain strives to develop an understanding of behaviour as a contributing factor in organisational safety.
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Outsourcing as a black economic empowerment tool
- Authors: Mncube, Dingane Matthews
- Date: 2010-02-24T08:40:46Z
- Subjects: Contracting out , Employee empowerment , Black business enterprises , Broad-based Black Economic Empowerment Act (South Africa)
- Type: Thesis
- Identifier: uj:6638 , http://hdl.handle.net/10210/3039
- Description: M.Comm. , Broad Based Black Economic Empowerment (BBBEE) is almost ten years old. The objective of the BBBEE is to increase the participation of Black people and Black women in the South African economy and also to bridge the income inequality which was brought about systematically before South Africa became a democratic country. The BBBEE Act, through the Codes of Good Practice has identified seven key elements which if addressed will help to achieve the objectives of the Act. These elements are ownership, management control, employment equity, skills development, preferential procurement, enterprise development and socio economic development. Minimum targets have been set which need to be achieved within ten years. The primary objective of the study was to investigate if Sappi one of the two dominant pulp and paper companies in South Africa, could utilize outsourcing as a Black Economic Empowerment Tool. The secondary objectives were twofold: • To identify key barriers to complying with the seven elements of the Codes of Good Practice; and • To establish measures or incentives that will lead to Sappi Forests outsourced activities complying with the Codes of Good Practice hence utilizing outsourced activities as a Black Economic Empowerment tool. The research findings indicate that Sappi could utilize outsourcing as a Black Economic Empowerment tool. According to survey results, significant progress has been achieved in implementing BBBEE Act despite the lack of a systematic approach. Progress towards the implementation of the Act as measured against the seven elements contained in the Codes of Good Practice, is commendable. Should the recommendations such as incentives and rewards that are mentioned in the findings be adopted, the implementation of the BBBEE Act which leads to empowerment could be enhanced in forests outsourced activities.
- Full Text:
- Authors: Mncube, Dingane Matthews
- Date: 2010-02-24T08:40:46Z
- Subjects: Contracting out , Employee empowerment , Black business enterprises , Broad-based Black Economic Empowerment Act (South Africa)
- Type: Thesis
- Identifier: uj:6638 , http://hdl.handle.net/10210/3039
- Description: M.Comm. , Broad Based Black Economic Empowerment (BBBEE) is almost ten years old. The objective of the BBBEE is to increase the participation of Black people and Black women in the South African economy and also to bridge the income inequality which was brought about systematically before South Africa became a democratic country. The BBBEE Act, through the Codes of Good Practice has identified seven key elements which if addressed will help to achieve the objectives of the Act. These elements are ownership, management control, employment equity, skills development, preferential procurement, enterprise development and socio economic development. Minimum targets have been set which need to be achieved within ten years. The primary objective of the study was to investigate if Sappi one of the two dominant pulp and paper companies in South Africa, could utilize outsourcing as a Black Economic Empowerment Tool. The secondary objectives were twofold: • To identify key barriers to complying with the seven elements of the Codes of Good Practice; and • To establish measures or incentives that will lead to Sappi Forests outsourced activities complying with the Codes of Good Practice hence utilizing outsourced activities as a Black Economic Empowerment tool. The research findings indicate that Sappi could utilize outsourcing as a Black Economic Empowerment tool. According to survey results, significant progress has been achieved in implementing BBBEE Act despite the lack of a systematic approach. Progress towards the implementation of the Act as measured against the seven elements contained in the Codes of Good Practice, is commendable. Should the recommendations such as incentives and rewards that are mentioned in the findings be adopted, the implementation of the BBBEE Act which leads to empowerment could be enhanced in forests outsourced activities.
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A system of empowerment indicators for a corporate work environment
- Authors: Tromp, Marlet
- Date: 2008-06-27T09:28:18Z
- Subjects: Employee empowerment
- Type: Thesis
- Identifier: uj:9986 , http://hdl.handle.net/10210/737
- Description: The main objective of this study was to develop a system of indicators which reflect the level of employee empowerment in an organisation. To be able to do this, a literature study on employee empowerment was conducted. This study considered employee empowerment as a multi-dimensional concept within organisations, with the aim of identifying crucial components needed for an organisation to empower employees. Existing scale development methodology was used to develop a scale to measure employee empowerment. Similarly, existing methodology surrounding the development of indicators was used to construct specific indicators for the organisation in which the research was conducted. The reason existing methodologies were used was that the focus of the study was not on the development of the methodology itself, but on the development of an employee empowerment scale as well as a set of indicators which demonstrate employee empowerment. Scale development methodology specifies that four phases, nine main moments and twenty four steps are required to develop a scale. Indicator development methodology consists of five stages. Each stage has main moments and operational elements. These processes were explained, and their applicability to this study demonstrated. In the course of the literature study, seven dimensions of employee empowerment were identified and discussed, namely power, morale, intrinsic motivation, self-efficacy, meaningfulness, self-determination and trust. For an organisation to be empowered, nine dimensions were identified, namely vision, transparency and teamwork, discipline and control, support and security, responsibility, information, rewards, decision-making and training. In considering the assessment of employee empowerment, the implementation as well as possible limitations and pitfalls of employee empowerment were discussed. The role management plays in this regard was also examined. An overview of the organisation in which the research was conducted was given. This overview explained the history of the factory and how it operates today. Data analysis consisted of the descriptive characteristics of the sample. A factor and reliability analysis was done. Comparisons were drawn between the empirical factors and variables. Cross tabulations were conducted between different sections of the questionnaire. Assessing the degree of validation and reliability of this study was the next step. Reliability was measured by means of a split half reliability and coefficient alpha. Validity was assessed in terms of face validity, content validity and factor analysis. The crucial component of this study was the development of indicators. This was done by examining the index of indicators and identifying significant indicators. Each of the three factors identified in this study were compared statistically to the significant indicators. Through additional linear regression, the final index of qualifying indicator variables were identified. These indicators reflect the level of employee empowerment. The study concludes by providing recommendations for future research as well as recommendations regarding the empowerment of employees within the factory. , Dr. W. Roestenburg Dr. E. Oliphant
- Full Text:
- Authors: Tromp, Marlet
- Date: 2008-06-27T09:28:18Z
- Subjects: Employee empowerment
- Type: Thesis
- Identifier: uj:9986 , http://hdl.handle.net/10210/737
- Description: The main objective of this study was to develop a system of indicators which reflect the level of employee empowerment in an organisation. To be able to do this, a literature study on employee empowerment was conducted. This study considered employee empowerment as a multi-dimensional concept within organisations, with the aim of identifying crucial components needed for an organisation to empower employees. Existing scale development methodology was used to develop a scale to measure employee empowerment. Similarly, existing methodology surrounding the development of indicators was used to construct specific indicators for the organisation in which the research was conducted. The reason existing methodologies were used was that the focus of the study was not on the development of the methodology itself, but on the development of an employee empowerment scale as well as a set of indicators which demonstrate employee empowerment. Scale development methodology specifies that four phases, nine main moments and twenty four steps are required to develop a scale. Indicator development methodology consists of five stages. Each stage has main moments and operational elements. These processes were explained, and their applicability to this study demonstrated. In the course of the literature study, seven dimensions of employee empowerment were identified and discussed, namely power, morale, intrinsic motivation, self-efficacy, meaningfulness, self-determination and trust. For an organisation to be empowered, nine dimensions were identified, namely vision, transparency and teamwork, discipline and control, support and security, responsibility, information, rewards, decision-making and training. In considering the assessment of employee empowerment, the implementation as well as possible limitations and pitfalls of employee empowerment were discussed. The role management plays in this regard was also examined. An overview of the organisation in which the research was conducted was given. This overview explained the history of the factory and how it operates today. Data analysis consisted of the descriptive characteristics of the sample. A factor and reliability analysis was done. Comparisons were drawn between the empirical factors and variables. Cross tabulations were conducted between different sections of the questionnaire. Assessing the degree of validation and reliability of this study was the next step. Reliability was measured by means of a split half reliability and coefficient alpha. Validity was assessed in terms of face validity, content validity and factor analysis. The crucial component of this study was the development of indicators. This was done by examining the index of indicators and identifying significant indicators. Each of the three factors identified in this study were compared statistically to the significant indicators. Through additional linear regression, the final index of qualifying indicator variables were identified. These indicators reflect the level of employee empowerment. The study concludes by providing recommendations for future research as well as recommendations regarding the empowerment of employees within the factory. , Dr. W. Roestenburg Dr. E. Oliphant
- Full Text:
The construction and evaluation of a scale of employee empowerment.
- Cloete, V.J., Crous, F., Schepers, J.M.
- Authors: Cloete, V.J. , Crous, F. , Schepers, J.M.
- Date: 2002
- Subjects: Employee empowerment , Organisational transformation
- Type: Article
- Identifier: uj:6349 , http://hdl.handle.net/10210/1093
- Description: The purpose of this study was to construct and evaluate a scale of employee empowerment that may benefit organisational transformation. An Employee Empowerment Questionnaire consisting of 90 items was developed and administered to 164 respondents within a large metropolitan council. The study indicated that the Employee Empowerment Questionnaire is highly reliable (rxx=0,982) and sensitive to group differences.
- Full Text:
- Authors: Cloete, V.J. , Crous, F. , Schepers, J.M.
- Date: 2002
- Subjects: Employee empowerment , Organisational transformation
- Type: Article
- Identifier: uj:6349 , http://hdl.handle.net/10210/1093
- Description: The purpose of this study was to construct and evaluate a scale of employee empowerment that may benefit organisational transformation. An Employee Empowerment Questionnaire consisting of 90 items was developed and administered to 164 respondents within a large metropolitan council. The study indicated that the Employee Empowerment Questionnaire is highly reliable (rxx=0,982) and sensitive to group differences.
- Full Text:
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