'n Evaluering van die doelwitbestuursbenadering soos by Technikon Suider-Afrika toegepas
- Authors: Botha, Eben
- Date: 2014-02-10
- Subjects: Goal setting in personnel management , Management by objectives , Personnel management
- Type: Thesis
- Identifier: uj:3713 , http://hdl.handle.net/10210/9094
- Description: M.Com. (Business Management) , This dissertation is a study of the theoretical basis of management by objectives compared with a modified system used by Technikon Southern Africa, an academic institution. According to management by objectives theory, certain elements should be present in any MBO system if the organization wishes to implement it successfully. The research was based on the hypothesis that the system (MBO) used by Technikon SA, although modified, would still lead to the effective and efficient management of the institution. The first part of this study describes the organizational climate of Technikon SA from its establishment to 1993. In particular, the discussion focuses on the need for an effective managerial system to manage the Technikon as an open system. The second part of the dissertation provides a theoretical framework, based on literature from many sources, which describes the underlyning philosophy of management by objectives. This discussion also comprises the elements of a management by objectives programme, as well as the possible benefits and pitfalls of such a system. The third part of the study refers to the implementation successes of management by objectives in tertiary institutions. This section essentially consists of a comparison of the management by objectives system used by the Technikon and the theoretical basis as it has developed since Drucker first introduced the concept. In the final chapter conclusions based on the comparison are made. The most important conclusion is the rejection of the hypothesis that the system used by the Technikon is effective. In the final analysis suggestions are made to improve the system used by the Technikon, the most important being the following: management must change from an autocratic management style to one of participation and self-control; academics must be seen as professionals who can be trusted to achieve their objectives by way of their own planning and actions; objectives must be determined from key performance areas; goal-setting must be a participative process; all objectives must meet certain criteria; action plans should be implemented; management must be competent to motivate, coach and persuade; continuous feedback should be given by management; and the most important of all, management by obj ectives should be implemented as an integrating system with the emphasis on its use for performance appraisal. Further research is suggested to determine an effective system for Technikon SA. Once again it was found that management by objectives, although an old concept, is effective, but only if management adheres to its basic principles
- Full Text:
- Authors: Botha, Eben
- Date: 2014-02-10
- Subjects: Goal setting in personnel management , Management by objectives , Personnel management
- Type: Thesis
- Identifier: uj:3713 , http://hdl.handle.net/10210/9094
- Description: M.Com. (Business Management) , This dissertation is a study of the theoretical basis of management by objectives compared with a modified system used by Technikon Southern Africa, an academic institution. According to management by objectives theory, certain elements should be present in any MBO system if the organization wishes to implement it successfully. The research was based on the hypothesis that the system (MBO) used by Technikon SA, although modified, would still lead to the effective and efficient management of the institution. The first part of this study describes the organizational climate of Technikon SA from its establishment to 1993. In particular, the discussion focuses on the need for an effective managerial system to manage the Technikon as an open system. The second part of the dissertation provides a theoretical framework, based on literature from many sources, which describes the underlyning philosophy of management by objectives. This discussion also comprises the elements of a management by objectives programme, as well as the possible benefits and pitfalls of such a system. The third part of the study refers to the implementation successes of management by objectives in tertiary institutions. This section essentially consists of a comparison of the management by objectives system used by the Technikon and the theoretical basis as it has developed since Drucker first introduced the concept. In the final chapter conclusions based on the comparison are made. The most important conclusion is the rejection of the hypothesis that the system used by the Technikon is effective. In the final analysis suggestions are made to improve the system used by the Technikon, the most important being the following: management must change from an autocratic management style to one of participation and self-control; academics must be seen as professionals who can be trusted to achieve their objectives by way of their own planning and actions; objectives must be determined from key performance areas; goal-setting must be a participative process; all objectives must meet certain criteria; action plans should be implemented; management must be competent to motivate, coach and persuade; continuous feedback should be given by management; and the most important of all, management by obj ectives should be implemented as an integrating system with the emphasis on its use for performance appraisal. Further research is suggested to determine an effective system for Technikon SA. Once again it was found that management by objectives, although an old concept, is effective, but only if management adheres to its basic principles
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A case study of the effect on personnel managements productivity in an engineering packaging company
- Mphotwana, Muvhango Reginald
- Authors: Mphotwana, Muvhango Reginald
- Date: 2015-01-20
- Subjects: Personnel management
- Type: Thesis
- Identifier: uj:13152 , http://hdl.handle.net/10210/13175
- Description: M.Phil. (Engineering Management) , Employee management plays an important role in the productivity of any organisation. The topic studies the aspects that create an environment conducive to good performance. The findings can assist organisational leaders in creating successful turnaround strategies and streamline their business processes. Although people management has been around for some time, many companies still experience personnel problems that affect productivity. The common problem for South Africa is a plague of strikes that hit us year after year. A question might be asked, why affected organisations have not come up with pre-emptive strategies. This research uses a case study in an engineering packaging company, SPZ, to Determine the reasons behind people’s behaviour at work, why they react in a certain way, and how they can be managed effectively. The case study also shows results of the interviews conducted on a group of 15 random sampled employees. This will uncover the human side that could cause a plant with good equipment to be unproductive. The case present information on the company and the problems it is facing. The case study method was better suited because it digs deeper into the problems and provides a snapshot on the relationship between workers and managers. This dissertation includes literature studies on the topics dealing with teamwork, leadership, communication, negotiation, and motivation. In addition, how they relate or affect productivity. The biggest challenge at SPZ is lack of effective formal communication in the organisation starting a chain reaction, fuelled by continental cultural differences, manifesting itself in the form of low productivity. There is management productivity problem; some foreign managers were not prepared enough to manage a South African workforce.
- Full Text:
A case study of the effect on personnel managements productivity in an engineering packaging company
- Authors: Mphotwana, Muvhango Reginald
- Date: 2015-01-20
- Subjects: Personnel management
- Type: Thesis
- Identifier: uj:13152 , http://hdl.handle.net/10210/13175
- Description: M.Phil. (Engineering Management) , Employee management plays an important role in the productivity of any organisation. The topic studies the aspects that create an environment conducive to good performance. The findings can assist organisational leaders in creating successful turnaround strategies and streamline their business processes. Although people management has been around for some time, many companies still experience personnel problems that affect productivity. The common problem for South Africa is a plague of strikes that hit us year after year. A question might be asked, why affected organisations have not come up with pre-emptive strategies. This research uses a case study in an engineering packaging company, SPZ, to Determine the reasons behind people’s behaviour at work, why they react in a certain way, and how they can be managed effectively. The case study also shows results of the interviews conducted on a group of 15 random sampled employees. This will uncover the human side that could cause a plant with good equipment to be unproductive. The case present information on the company and the problems it is facing. The case study method was better suited because it digs deeper into the problems and provides a snapshot on the relationship between workers and managers. This dissertation includes literature studies on the topics dealing with teamwork, leadership, communication, negotiation, and motivation. In addition, how they relate or affect productivity. The biggest challenge at SPZ is lack of effective formal communication in the organisation starting a chain reaction, fuelled by continental cultural differences, manifesting itself in the form of low productivity. There is management productivity problem; some foreign managers were not prepared enough to manage a South African workforce.
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A case study of the effects on personnel management’s productivity in an engineering packaging company
- Mphotwana, Muvhango Reginald
- Authors: Mphotwana, Muvhango Reginald
- Date: 2014-06-04
- Subjects: Industrial productivity , Personnel management , Engineering personnel - Management
- Type: Thesis
- Identifier: uj:11367 , http://hdl.handle.net/10210/11004
- Description: M.Phil. (Engineering Management) , Employee management plays an important role in the productivity of any organisation. The topic studies the aspects that create an environment conducive to good performance. The findings can assist organisational leaders in creating successful turnaround strategies and streamline their business processes. Although people management has been around for some time, many companies still experience personnel problems that affect productivity. The common problem for South Africa is a plague of strikes that hit us year after year. A question might be asked, why affected organisations have not come up with pre-emptive strategies. This research uses a case study in an engineering packaging company, SPZ, to determine the reasons behind people’s behaviour at work, why they react in a certain way, and how they can be managed effectively. The case study also shows results of the interviews conducted on a group of 15 random sampled employees. This will uncover the human side that could cause a plant with good equipment to be unproductive. The case present information on the company and the problems it is facing. The case study method was better suited because it digs deeper into the problems and provides a snapshot on the relationship between workers and managers. This dissertation includes literature studies on the topics dealing with teamwork, leadership, communication, negotiation, and motivation. In addition, how they relate or affect productivity. The biggest challenge at SPZ is lack of effective formal communication in the organisation starting a chain reaction, fuelled by continental cultural differences, manifesting itself in the form of low productivity. There is management productivity problem; some foreign managers were not prepared enough to manage a South African workforce.
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- Authors: Mphotwana, Muvhango Reginald
- Date: 2014-06-04
- Subjects: Industrial productivity , Personnel management , Engineering personnel - Management
- Type: Thesis
- Identifier: uj:11367 , http://hdl.handle.net/10210/11004
- Description: M.Phil. (Engineering Management) , Employee management plays an important role in the productivity of any organisation. The topic studies the aspects that create an environment conducive to good performance. The findings can assist organisational leaders in creating successful turnaround strategies and streamline their business processes. Although people management has been around for some time, many companies still experience personnel problems that affect productivity. The common problem for South Africa is a plague of strikes that hit us year after year. A question might be asked, why affected organisations have not come up with pre-emptive strategies. This research uses a case study in an engineering packaging company, SPZ, to determine the reasons behind people’s behaviour at work, why they react in a certain way, and how they can be managed effectively. The case study also shows results of the interviews conducted on a group of 15 random sampled employees. This will uncover the human side that could cause a plant with good equipment to be unproductive. The case present information on the company and the problems it is facing. The case study method was better suited because it digs deeper into the problems and provides a snapshot on the relationship between workers and managers. This dissertation includes literature studies on the topics dealing with teamwork, leadership, communication, negotiation, and motivation. In addition, how they relate or affect productivity. The biggest challenge at SPZ is lack of effective formal communication in the organisation starting a chain reaction, fuelled by continental cultural differences, manifesting itself in the form of low productivity. There is management productivity problem; some foreign managers were not prepared enough to manage a South African workforce.
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A cultural diversity model for corporate South Africa
- Authors: Ramotsehoa, Maleke J.
- Date: 2014-02-17
- Subjects: Diversity in the workplace , Personnel management
- Type: Thesis
- Identifier: uj:4050 , http://hdl.handle.net/10210/9401
- Description: M.B.A. , The main thrust of this research is its critical perspective on the current situation faced by corporate South Africa. This involves the deliberate attempt to make a contribution in dismantling the deeply rooted problems of the past. The research has specifically focused on the transformation of all organisations in the country. The study then chooses to argue that for corporate South Africa to undergo a smooth planned change and overcome resistance to transformation, it has to go via the cultural diversity route. There is a need to prioritise and find new solutions. There is much work to be done. The major motivation behind the study was the very perception that South Africa is a multicultural country having all members aspiring to have their voices heard. The study then further argues that it will be best timing to activate economic transformation simultaneously with political transformation with particular emphasis on corporate South Africa. Hence the need to develop an integrated and formalised methodology for managing corporate planned change in its entirety. The development of the model is thus intended to provide management with a holistic methodology to internalise, think, plan and in the process of its implementation, incorporate all members of the organisation in decision making. This work has attempted through conceptual literature, to create an outcome that will influence other disciplines in different spheres, generate constructive arguments and activate further research. The work also intends to create a new perception that South Africa be seen as doing something concrete- about its corporate impasses.
- Full Text:
- Authors: Ramotsehoa, Maleke J.
- Date: 2014-02-17
- Subjects: Diversity in the workplace , Personnel management
- Type: Thesis
- Identifier: uj:4050 , http://hdl.handle.net/10210/9401
- Description: M.B.A. , The main thrust of this research is its critical perspective on the current situation faced by corporate South Africa. This involves the deliberate attempt to make a contribution in dismantling the deeply rooted problems of the past. The research has specifically focused on the transformation of all organisations in the country. The study then chooses to argue that for corporate South Africa to undergo a smooth planned change and overcome resistance to transformation, it has to go via the cultural diversity route. There is a need to prioritise and find new solutions. There is much work to be done. The major motivation behind the study was the very perception that South Africa is a multicultural country having all members aspiring to have their voices heard. The study then further argues that it will be best timing to activate economic transformation simultaneously with political transformation with particular emphasis on corporate South Africa. Hence the need to develop an integrated and formalised methodology for managing corporate planned change in its entirety. The development of the model is thus intended to provide management with a holistic methodology to internalise, think, plan and in the process of its implementation, incorporate all members of the organisation in decision making. This work has attempted through conceptual literature, to create an outcome that will influence other disciplines in different spheres, generate constructive arguments and activate further research. The work also intends to create a new perception that South Africa be seen as doing something concrete- about its corporate impasses.
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A process evaluation of a HR model for business excellence
- Authors: Kruger, Willem Johannes
- Date: 2008-06-05T11:41:22Z
- Subjects: Strategic planning management , Personnel management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/383170 , uj:9046 , http://hdl.handle.net/10210/550
- Description: Rhinesmith (1996) is of the opinion that no business can prosper without a business strategy that needs proper implementation. This implies that organisations need to be managed as a system where the traditional loose practices should be integrated. This further implies that Human Resources (HR) should manage HR as an integrated system that integrates with organisations as a system. Traditionally, HR has focused on human resource practices. This means that they, for example, manage HR as “loose units” by focusing on staffing, training and development, performance assessment and rewards as practices to be dealt with separately. These practices are seldom integrated with a business mindset. One can categorise these traditional practices as administrative practices and nothing more. These “separate” administrative practices often lead to inflexible and scattered support to line. The reason is that legislation on training, employee equity, employment practices, industrial or employee relations and remuneration is implemented without a process where stakeholders in organisations talk to one another to understand how it should be integrated. The other challenge for organisations is to integrate the HR practices mentioned into a single process flow that integrates all HR practices into one single HR system. The HR training provided to students at tertiary institutions does not solve the above challenge for those who intend to become HR practitioners. Sources on HR by authors such as Lussier (1996), Beach (1980), Dubois (1996) and others mostly focus on HR practices. However, these sources are excellent literature on HR practices. For example, these resources may refer to management of employees, and the personnel field, philosophies, principles, and policies. Literature on strategic HR most often informs the researcher about using business processes as the drivers for all HR practices. In reality, it means that HR needs to bridge the gap between business principles, commerce, resource development and employee utilisation. The result is that HR often approaches the value that they need to add to a business with a non-business mindset. They normally provide contributions as a business partner who adds no focused business value. HR further adds to the problem by leaving the integration of the various HR functions to individual managers who manage these human resource practices from their own perspective. This often results in a disorganised HR function that mostly focuses on administrative and controlling issues of the various HR practices. For example, employee equity (EE) is driven as a number game. This may result in the inability to recruit needed scarce skills such as those of engineers. Furthermore, remuneration surveys are concluded and the results are implemented with the aim of reducing the human cost in organisations. Such approaches often add to lack of commitment and an outflow of employees who should rather have stayed due to their competency levels. Training courses on leadership often do not support the culture and leadership style required by a specific organisation. This results in HR functions being weak in implementation or understanding of the real needs of organisations. This situation creates a non-business approach to HR practices and procedures. Business-driven HR practices need to be integrated by closing the gap between business principles, commerce, resource development and employee utilisation. The Corporate Leadership Council (1995) is of the opinion that the role of HR is to build and develop the organisation of tomorrow in today’s terms. Successful organisations master the ability to put strategic plans into practice with the focus on implementation. HR must stop being good in developing business or strategic plans (the “what to do”). They must develop the ability to integrate the various HR practices into a system that integrates with business processes and practices to become real business partners in the true sense of the word. Ulrich (1997) said in this regard: “As champions of competitiveness, HR professionals must focus more on the deliverables of their work than on doing their work better. They must articulate their role in terms of value created. They must learn to measure results in terms of business competitiveness rather than employee comfort and to lead cultural transformation rather than to consolidate, reengineer, or downsize where a company needs to turn around. To achieve these goals, HR must reorganise and correct its position. The HR function traditionally has spent more time professing than being professional” (Ulrich, 1997, p. 17). , Prof. J.E. Coetzee
- Full Text:
- Authors: Kruger, Willem Johannes
- Date: 2008-06-05T11:41:22Z
- Subjects: Strategic planning management , Personnel management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/383170 , uj:9046 , http://hdl.handle.net/10210/550
- Description: Rhinesmith (1996) is of the opinion that no business can prosper without a business strategy that needs proper implementation. This implies that organisations need to be managed as a system where the traditional loose practices should be integrated. This further implies that Human Resources (HR) should manage HR as an integrated system that integrates with organisations as a system. Traditionally, HR has focused on human resource practices. This means that they, for example, manage HR as “loose units” by focusing on staffing, training and development, performance assessment and rewards as practices to be dealt with separately. These practices are seldom integrated with a business mindset. One can categorise these traditional practices as administrative practices and nothing more. These “separate” administrative practices often lead to inflexible and scattered support to line. The reason is that legislation on training, employee equity, employment practices, industrial or employee relations and remuneration is implemented without a process where stakeholders in organisations talk to one another to understand how it should be integrated. The other challenge for organisations is to integrate the HR practices mentioned into a single process flow that integrates all HR practices into one single HR system. The HR training provided to students at tertiary institutions does not solve the above challenge for those who intend to become HR practitioners. Sources on HR by authors such as Lussier (1996), Beach (1980), Dubois (1996) and others mostly focus on HR practices. However, these sources are excellent literature on HR practices. For example, these resources may refer to management of employees, and the personnel field, philosophies, principles, and policies. Literature on strategic HR most often informs the researcher about using business processes as the drivers for all HR practices. In reality, it means that HR needs to bridge the gap between business principles, commerce, resource development and employee utilisation. The result is that HR often approaches the value that they need to add to a business with a non-business mindset. They normally provide contributions as a business partner who adds no focused business value. HR further adds to the problem by leaving the integration of the various HR functions to individual managers who manage these human resource practices from their own perspective. This often results in a disorganised HR function that mostly focuses on administrative and controlling issues of the various HR practices. For example, employee equity (EE) is driven as a number game. This may result in the inability to recruit needed scarce skills such as those of engineers. Furthermore, remuneration surveys are concluded and the results are implemented with the aim of reducing the human cost in organisations. Such approaches often add to lack of commitment and an outflow of employees who should rather have stayed due to their competency levels. Training courses on leadership often do not support the culture and leadership style required by a specific organisation. This results in HR functions being weak in implementation or understanding of the real needs of organisations. This situation creates a non-business approach to HR practices and procedures. Business-driven HR practices need to be integrated by closing the gap between business principles, commerce, resource development and employee utilisation. The Corporate Leadership Council (1995) is of the opinion that the role of HR is to build and develop the organisation of tomorrow in today’s terms. Successful organisations master the ability to put strategic plans into practice with the focus on implementation. HR must stop being good in developing business or strategic plans (the “what to do”). They must develop the ability to integrate the various HR practices into a system that integrates with business processes and practices to become real business partners in the true sense of the word. Ulrich (1997) said in this regard: “As champions of competitiveness, HR professionals must focus more on the deliverables of their work than on doing their work better. They must articulate their role in terms of value created. They must learn to measure results in terms of business competitiveness rather than employee comfort and to lead cultural transformation rather than to consolidate, reengineer, or downsize where a company needs to turn around. To achieve these goals, HR must reorganise and correct its position. The HR function traditionally has spent more time professing than being professional” (Ulrich, 1997, p. 17). , Prof. J.E. Coetzee
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A South African woman's experience of expatriate adjustment
- Authors: Bester, Petrus Cornelius
- Date: 2008-06-17T13:38:49Z
- Subjects: Industrial psychology , Personnel management , Diplomatic and consular service, South African , Acculturation
- Type: Thesis
- Identifier: uj:2899 , http://hdl.handle.net/10210/632
- Description: A preliminary review of the literature on cultural or expatriate adjustment with regard to the spouses of diplomatic personnel, such as the military attaché, clearly indicated a gap in the existing knowledge scholars have of the adjustment experiences of spouses of expatriate managers. The aim of this study was exploring and describing one South African expatriate’s wife’s authentic experiences of expatriate adjustment to India. A modernist qualitative methodology with symbolic interactionism as theoretical framework and interpretivist constructivism as research paradigm was employed. The case study was used as qualitative research strategy and the life history was used as the qualitative research technique. Purposeful sampling was employed. Plummer’s (2001) critical humanism was included to reflect the flavour of the diversity of frameworks available to life history researchers. Data were obtained from solicited and unsolicited sources. This yielded a life history with rich descriptive data that were systematically analysed with the grounded theory technique proposed by Strauss and Corbin (1990, 1998). A conceptual framework was compiled and used to substantiate the finding by means of a literature review, the identification of the core category, and finally the development of a substantive theory called: a transitional theory of spousal expatriate adjustment. Guidelines proposed in the literature were followed to ensure the authenticity, trustworthiness and credibility of the study. The findings provided some understanding of how wives of military attaché’s experience the process of expatriate adjustment. Recommendations were made to improve current practice. The study also made a methodological contribution to the local study of Industrial and Organisational Psychology and in particular International Human Resources Management. Recommendations are made for future research. , Prof. Willem Schurink
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- Authors: Bester, Petrus Cornelius
- Date: 2008-06-17T13:38:49Z
- Subjects: Industrial psychology , Personnel management , Diplomatic and consular service, South African , Acculturation
- Type: Thesis
- Identifier: uj:2899 , http://hdl.handle.net/10210/632
- Description: A preliminary review of the literature on cultural or expatriate adjustment with regard to the spouses of diplomatic personnel, such as the military attaché, clearly indicated a gap in the existing knowledge scholars have of the adjustment experiences of spouses of expatriate managers. The aim of this study was exploring and describing one South African expatriate’s wife’s authentic experiences of expatriate adjustment to India. A modernist qualitative methodology with symbolic interactionism as theoretical framework and interpretivist constructivism as research paradigm was employed. The case study was used as qualitative research strategy and the life history was used as the qualitative research technique. Purposeful sampling was employed. Plummer’s (2001) critical humanism was included to reflect the flavour of the diversity of frameworks available to life history researchers. Data were obtained from solicited and unsolicited sources. This yielded a life history with rich descriptive data that were systematically analysed with the grounded theory technique proposed by Strauss and Corbin (1990, 1998). A conceptual framework was compiled and used to substantiate the finding by means of a literature review, the identification of the core category, and finally the development of a substantive theory called: a transitional theory of spousal expatriate adjustment. Guidelines proposed in the literature were followed to ensure the authenticity, trustworthiness and credibility of the study. The findings provided some understanding of how wives of military attaché’s experience the process of expatriate adjustment. Recommendations were made to improve current practice. The study also made a methodological contribution to the local study of Industrial and Organisational Psychology and in particular International Human Resources Management. Recommendations are made for future research. , Prof. Willem Schurink
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Affirming psychology in industrial psychology
- Authors: Schaerer, Mary
- Date: 2012-10-30
- Subjects: Industrial psychology , Personnel management , Applied psychology
- Type: Mini-Dissertation
- Identifier: uj:10489 , http://hdl.handle.net/10210/7986
- Description: M.Comm. , Industrial psychology is an applied sub-discipline of psychology, and industrial psychologists are trained to be behavioural specialists in the workplace. As such, industrial psychologists approach workplace problems or enhance organisational functioning from a behavioural perspective. Industrial psychologists also function as human resource management practitioners within organisations. An investigation was conducted to determine how behavioural science could ideally be applied by industrial psychologists in the human resource management domains. The importance of investigating this research question was to enable or enhance the practise of industrial psychologists when functioning in the human resource management domains. The aim of this study was to create a socially constructed futuristic framework that could inform industrial psychologists on how they could practically apply psychology in human resource management. A qualitative approach was utilised to explore the research question. Industrial psychologists (21) that function in the realm of human resource management were involved as participants through personal semi-structured in-depth interviews and focus groups to provide an informed perspective on the behavioural scientific role of psychologists in the human resource management domains. The main contribution of this study is that industrial psychologists may be better able to position themselves in order to embed behavioural science in the human resource management domains. The implications of the findings are discussed. Keywords: industrial psychology, human resource management, behavioural science
- Full Text:
- Authors: Schaerer, Mary
- Date: 2012-10-30
- Subjects: Industrial psychology , Personnel management , Applied psychology
- Type: Mini-Dissertation
- Identifier: uj:10489 , http://hdl.handle.net/10210/7986
- Description: M.Comm. , Industrial psychology is an applied sub-discipline of psychology, and industrial psychologists are trained to be behavioural specialists in the workplace. As such, industrial psychologists approach workplace problems or enhance organisational functioning from a behavioural perspective. Industrial psychologists also function as human resource management practitioners within organisations. An investigation was conducted to determine how behavioural science could ideally be applied by industrial psychologists in the human resource management domains. The importance of investigating this research question was to enable or enhance the practise of industrial psychologists when functioning in the human resource management domains. The aim of this study was to create a socially constructed futuristic framework that could inform industrial psychologists on how they could practically apply psychology in human resource management. A qualitative approach was utilised to explore the research question. Industrial psychologists (21) that function in the realm of human resource management were involved as participants through personal semi-structured in-depth interviews and focus groups to provide an informed perspective on the behavioural scientific role of psychologists in the human resource management domains. The main contribution of this study is that industrial psychologists may be better able to position themselves in order to embed behavioural science in the human resource management domains. The implications of the findings are discussed. Keywords: industrial psychology, human resource management, behavioural science
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An evaluation of a performance management system in identifying training and development gaps in the Sol Plaatje Local Municipality
- Authors: Selesho, M.E.
- Date: 2017
- Subjects: Performance - Management , Personnel management , Employees - Training of , Sol Plaatje Local Municipality
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262209 , uj:27670
- Description: M.Com. (Business Management) , Abstract: For the past three decades, the performance management system has become a strategic management tool aimed at improving the South African local government sector. Although the performance management system was developed to assist decision makers to bring about important outputs related to core management activities, training and development (including the ability of employees to perform their duties) have been key aspects in defining organisational performance. In addition, authorities acknowledged the importance of investing in employees’ skills and abilities with the primary objective of enhancing performance. The identification of suitable training and development programmes is critical in achieving this objective. The purpose of this study was to establish the perceptions of managers and human resource practitioners in the application of the performance management system as a tool to identify the training requirements of employees in the Sol Plaatje Local Municipality. A qualitative approach was adopted to conduct the study and a purposeful sampling technique was used to select participants. Six employees were interviewed and an open-ended questionnaire was used to gather the data. This study established a significant gap between theoretical understanding and actual implementation of the performance management system in the municipality. This was attributed to fragmented poor planning of the performance management system, a flawed workplace skills development plan, failure to exploit available resources in providing in-house training, and failure to involve relevant stakeholders throughout the entire process. The study recommended an influential role by municipal leaders and encompassing the planning process which will translate into comprehensive implementation of the performance management system.
- Full Text:
- Authors: Selesho, M.E.
- Date: 2017
- Subjects: Performance - Management , Personnel management , Employees - Training of , Sol Plaatje Local Municipality
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262209 , uj:27670
- Description: M.Com. (Business Management) , Abstract: For the past three decades, the performance management system has become a strategic management tool aimed at improving the South African local government sector. Although the performance management system was developed to assist decision makers to bring about important outputs related to core management activities, training and development (including the ability of employees to perform their duties) have been key aspects in defining organisational performance. In addition, authorities acknowledged the importance of investing in employees’ skills and abilities with the primary objective of enhancing performance. The identification of suitable training and development programmes is critical in achieving this objective. The purpose of this study was to establish the perceptions of managers and human resource practitioners in the application of the performance management system as a tool to identify the training requirements of employees in the Sol Plaatje Local Municipality. A qualitative approach was adopted to conduct the study and a purposeful sampling technique was used to select participants. Six employees were interviewed and an open-ended questionnaire was used to gather the data. This study established a significant gap between theoretical understanding and actual implementation of the performance management system in the municipality. This was attributed to fragmented poor planning of the performance management system, a flawed workplace skills development plan, failure to exploit available resources in providing in-house training, and failure to involve relevant stakeholders throughout the entire process. The study recommended an influential role by municipal leaders and encompassing the planning process which will translate into comprehensive implementation of the performance management system.
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An investigation into the facilitators of the trustworthiness of managers
- Authors: Bews, Neville Frederick
- Date: 2012-02-27
- Subjects: Industrial relations , Interpersonal relations , Personnel management , Industrial sociology , Trust
- Type: Thesis
- Identifier: uj:2049 , http://hdl.handle.net/10210/4399
- Description: D.Litt. et Phil. , With the emergence of what has been referred to as the "post-industrial" society, the last decade has seen employer-employee work relationships undergoing a high level of change, as organisations restructure in an attempt to survive in the emerging global economy. Largely due to this, the nature of work has changed, placing tension on intra-organisational trust. As organisations readjust in an attempt to face the future they often find that intra-organisational trust is in a crisis, at a time when emphasis is being placed on the need for trust-based relationships. This renewed focus, and paradox that intra-organisational trust faces, has, on a multidisciplinary basis, caught the attentions of numerous academics, resulting in numerous attempts to understand aspects of interpersonal trust. In this study some of these attempts are considered in proposing a model for intra-organisational trust and certain aspects of this model are tested empirically. To achieve this, a multifaceted approach is employed, within a South African financial institution, whereby triangulation is used through gathering both quantitative and qualitative data. A research instrument is developed, by means of which the facilitators of trustworthiness, as proposed in terms of a model for trust and percieved by respondents, are measured. An analysis of the data gathered in respect of the various biographical categories at the company investigated, is undertaken. In terms of this analysis the relationship between interpersonal trust and the facilitators of trustworthiness is assessed, and the implications of this study for theory and policy are considered.
- Full Text:
- Authors: Bews, Neville Frederick
- Date: 2012-02-27
- Subjects: Industrial relations , Interpersonal relations , Personnel management , Industrial sociology , Trust
- Type: Thesis
- Identifier: uj:2049 , http://hdl.handle.net/10210/4399
- Description: D.Litt. et Phil. , With the emergence of what has been referred to as the "post-industrial" society, the last decade has seen employer-employee work relationships undergoing a high level of change, as organisations restructure in an attempt to survive in the emerging global economy. Largely due to this, the nature of work has changed, placing tension on intra-organisational trust. As organisations readjust in an attempt to face the future they often find that intra-organisational trust is in a crisis, at a time when emphasis is being placed on the need for trust-based relationships. This renewed focus, and paradox that intra-organisational trust faces, has, on a multidisciplinary basis, caught the attentions of numerous academics, resulting in numerous attempts to understand aspects of interpersonal trust. In this study some of these attempts are considered in proposing a model for intra-organisational trust and certain aspects of this model are tested empirically. To achieve this, a multifaceted approach is employed, within a South African financial institution, whereby triangulation is used through gathering both quantitative and qualitative data. A research instrument is developed, by means of which the facilitators of trustworthiness, as proposed in terms of a model for trust and percieved by respondents, are measured. An analysis of the data gathered in respect of the various biographical categories at the company investigated, is undertaken. In terms of this analysis the relationship between interpersonal trust and the facilitators of trustworthiness is assessed, and the implications of this study for theory and policy are considered.
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An investigation into the work environment elements on job satisfaction- a case study on a company in the telecommunications industry.
- Authors: Bates, Warren Rodney
- Date: 2008-06-02T12:50:31Z
- Subjects: Job satisfaction , Quality of service , Work environment , Personnel management
- Type: Thesis
- Identifier: uj:8685 , http://hdl.handle.net/10210/503
- Description: Dr. Renalde Huysamen
- Full Text:
- Authors: Bates, Warren Rodney
- Date: 2008-06-02T12:50:31Z
- Subjects: Job satisfaction , Quality of service , Work environment , Personnel management
- Type: Thesis
- Identifier: uj:8685 , http://hdl.handle.net/10210/503
- Description: Dr. Renalde Huysamen
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An investigation of the mental model of millennials in a South African organisation
- Authors: Jardine, Robert
- Date: 2019
- Subjects: Diversity in the workplace - Management , Young adults - Employment , Generation X - Employment , Generation Y - Employment , Conflict of generations , Personnel management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/370758 , http://hdl.handle.net/10210/292198 , uj:31750
- Description: Abstract: Generational difference has become a significant topic in popular media and literature. Current research suggests that individuals growing up during different time periods possess different worldviews and thus possess different workplace values and preferences. This has significant implications for various people management strategies and practices implemented by industrial psychologists. By catering for differing worldviews and workplace values, it is possible to increase engagement, performance, and retention of employees in the workplace. However, when investigating this theory with an empirical psychological lens, the need for further research is evident, especially in different contexts, such as South Africa. This study provides a deeper insight into workplace values as a result of mental models within the South African millennial generational cohort. A conceptual mental model that focuses on the drivers of workplace values that emerged in the study is presented. , M.Com. (Industrial Psychology)
- Full Text:
- Authors: Jardine, Robert
- Date: 2019
- Subjects: Diversity in the workplace - Management , Young adults - Employment , Generation X - Employment , Generation Y - Employment , Conflict of generations , Personnel management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/370758 , http://hdl.handle.net/10210/292198 , uj:31750
- Description: Abstract: Generational difference has become a significant topic in popular media and literature. Current research suggests that individuals growing up during different time periods possess different worldviews and thus possess different workplace values and preferences. This has significant implications for various people management strategies and practices implemented by industrial psychologists. By catering for differing worldviews and workplace values, it is possible to increase engagement, performance, and retention of employees in the workplace. However, when investigating this theory with an empirical psychological lens, the need for further research is evident, especially in different contexts, such as South Africa. This study provides a deeper insight into workplace values as a result of mental models within the South African millennial generational cohort. A conceptual mental model that focuses on the drivers of workplace values that emerged in the study is presented. , M.Com. (Industrial Psychology)
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Challenges of transformation managers in corporate South Africa
- Authors: Ndzwayiba, Nceba
- Date: 2013-07-18
- Subjects: South Africa. Employment Equity Act 1998 , Personnel management , Affirmative action programs
- Type: Thesis
- Identifier: uj:7616 , http://hdl.handle.net/10210/8486
- Description: M. Phil. (Human Resource Development) , Fourteen years since Employment Equity Act (No. 55 of 1998) was promulgated, the corporate sector remains racially polarised. Although Act, No 55 of 1998 mandated organisations to appoint transformation managers with executive authority and resources to drive reform, the meagre progress and increasing income disparities in favour of the previously advantaged groups suggest that these managers are somehow ineffective. The study explores experiences and views of transformation managers regarding the policy - practice related challenges they encounter in driving employment equity in the corporate sector. Examining challenges encountered by transformation managers, as accountable executives, would assist in identifying disruptive and undesirable factors that stymie corporate labour market reform and lead to the development of contextualised short and long term mitigation strategies. A phenomenological approach was applied to answer the main research question. My ontology was based on transformation managers’ subjective construct of their own realities, and studying their experiences encountered in the course of executing their mandate would best give insight into these hindrance factors. My epistemological position was that the perspectives of people involved with managing transformation in corporate organisations were relevant; therefore I conducted interviews with five transformation managers from different corporate organisations. The study confirmed that with focus on achieving employment equity numbers little attention has been given to promoting and valuing diversity, and that corporate culture is characterised by racial mistrust, fear and resentment. Lastly, the study confirmed fault lines in the effectiveness of transformation managers.
- Full Text:
- Authors: Ndzwayiba, Nceba
- Date: 2013-07-18
- Subjects: South Africa. Employment Equity Act 1998 , Personnel management , Affirmative action programs
- Type: Thesis
- Identifier: uj:7616 , http://hdl.handle.net/10210/8486
- Description: M. Phil. (Human Resource Development) , Fourteen years since Employment Equity Act (No. 55 of 1998) was promulgated, the corporate sector remains racially polarised. Although Act, No 55 of 1998 mandated organisations to appoint transformation managers with executive authority and resources to drive reform, the meagre progress and increasing income disparities in favour of the previously advantaged groups suggest that these managers are somehow ineffective. The study explores experiences and views of transformation managers regarding the policy - practice related challenges they encounter in driving employment equity in the corporate sector. Examining challenges encountered by transformation managers, as accountable executives, would assist in identifying disruptive and undesirable factors that stymie corporate labour market reform and lead to the development of contextualised short and long term mitigation strategies. A phenomenological approach was applied to answer the main research question. My ontology was based on transformation managers’ subjective construct of their own realities, and studying their experiences encountered in the course of executing their mandate would best give insight into these hindrance factors. My epistemological position was that the perspectives of people involved with managing transformation in corporate organisations were relevant; therefore I conducted interviews with five transformation managers from different corporate organisations. The study confirmed that with focus on achieving employment equity numbers little attention has been given to promoting and valuing diversity, and that corporate culture is characterised by racial mistrust, fear and resentment. Lastly, the study confirmed fault lines in the effectiveness of transformation managers.
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Challenges when implementing a BEE deal at a South African financial institution
- Authors: Shange, Thulani Brian
- Date: 2012-10-30
- Subjects: Black Economic Empowerment (Program : South Africa) , Affirmative action programs , Personnel management , Financial institutions - Employees
- Type: Mini-Dissertation
- Identifier: uj:10483 , http://hdl.handle.net/10210/7980
- Description: M.Comm. , Black economic empowerment (BEE) is one of many policies the South African government introduced when South Africa became a democratic nation. This was in response to the inequalities caused by apartheid policies that were enforced by the previous government. This paper provides the origins and background of BEE as well as the objective of this policy. The different forms that BEE has undertaken over the years are highlighted, along with some of the financing mechanisms adopted. Insight is provided into the challenges encountered in implementing a BEE transaction by a South African financial institution. The study investigates if the BEE transaction applied addressed the challenges inherent in most BEE transactions prior to it. The BEE regulatory framework is analysed. The study concludes with a discussion on recommendations for future BEE transactions based on a model, which contains certain elements that must be considered in any BEE transaction upon implementation.
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- Authors: Shange, Thulani Brian
- Date: 2012-10-30
- Subjects: Black Economic Empowerment (Program : South Africa) , Affirmative action programs , Personnel management , Financial institutions - Employees
- Type: Mini-Dissertation
- Identifier: uj:10483 , http://hdl.handle.net/10210/7980
- Description: M.Comm. , Black economic empowerment (BEE) is one of many policies the South African government introduced when South Africa became a democratic nation. This was in response to the inequalities caused by apartheid policies that were enforced by the previous government. This paper provides the origins and background of BEE as well as the objective of this policy. The different forms that BEE has undertaken over the years are highlighted, along with some of the financing mechanisms adopted. Insight is provided into the challenges encountered in implementing a BEE transaction by a South African financial institution. The study investigates if the BEE transaction applied addressed the challenges inherent in most BEE transactions prior to it. The BEE regulatory framework is analysed. The study concludes with a discussion on recommendations for future BEE transactions based on a model, which contains certain elements that must be considered in any BEE transaction upon implementation.
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Change dynamics and related leadership competencies: leading people through change and uncertainty
- Authors: Von Eck, Claudelle
- Date: 2008-06-24T13:18:27Z
- Subjects: Organizational change management , Personnel management , Leadership
- Type: Thesis
- Identifier: uj:9817 , http://hdl.handle.net/10210/721
- Description: Change is a topic of crucial concern to all organisations in the present turbulent business environment. Leaders are constantly faced with the challenge of determining whether environmental factors will exert pressure which may cause harm or change to the organisation. Some of the major challenges that accompany change include a) the constantly changing environment has created an unpredictable future as the marketplace has lost its predictability b) leaders that are not able to predict what type of change the organisation is going to be faced with c) the uncertainty around the outcome of change d) no clear relationship exists between the scale of the change and the scale of its impact within an organisation and e) the risk of failure. Therefore, in dealing with change the mindsets of the organisation’s leaders, regarding the complexity of change, are the most critical factor. In this context, the main topic expanded on in this study is that change in organisations requires leadership and leadership in turn requires certain competencies. Central to the concept of leadership and change is the leadership-followership relationship as leaders have to lead people through the change and the ensuing uncertainty. In order to do so successfully leaders need to have a set of competencies that enable them to lead people through change and uncertainty. The purpose of this study was to develop a framework containing a set of competencies required for the major change types. It compared the views of managers and employees, in the financial services sector, on the importance of those competencies as well as the degree to which managers display the competencies. Ten leaders participated in the qualitative phase of the study and 60 managers and 74 employees responded to the survey. The major outcomes of the study included the competency framework as well as the competencies where statistically significant differences between the managers’ and employees’ views on, a) the degree to which the managers display the competencies as well as b) the importance assigned to the competencies, were found. , Dr. Anton Verwey
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- Authors: Von Eck, Claudelle
- Date: 2008-06-24T13:18:27Z
- Subjects: Organizational change management , Personnel management , Leadership
- Type: Thesis
- Identifier: uj:9817 , http://hdl.handle.net/10210/721
- Description: Change is a topic of crucial concern to all organisations in the present turbulent business environment. Leaders are constantly faced with the challenge of determining whether environmental factors will exert pressure which may cause harm or change to the organisation. Some of the major challenges that accompany change include a) the constantly changing environment has created an unpredictable future as the marketplace has lost its predictability b) leaders that are not able to predict what type of change the organisation is going to be faced with c) the uncertainty around the outcome of change d) no clear relationship exists between the scale of the change and the scale of its impact within an organisation and e) the risk of failure. Therefore, in dealing with change the mindsets of the organisation’s leaders, regarding the complexity of change, are the most critical factor. In this context, the main topic expanded on in this study is that change in organisations requires leadership and leadership in turn requires certain competencies. Central to the concept of leadership and change is the leadership-followership relationship as leaders have to lead people through the change and the ensuing uncertainty. In order to do so successfully leaders need to have a set of competencies that enable them to lead people through change and uncertainty. The purpose of this study was to develop a framework containing a set of competencies required for the major change types. It compared the views of managers and employees, in the financial services sector, on the importance of those competencies as well as the degree to which managers display the competencies. Ten leaders participated in the qualitative phase of the study and 60 managers and 74 employees responded to the survey. The major outcomes of the study included the competency framework as well as the competencies where statistically significant differences between the managers’ and employees’ views on, a) the degree to which the managers display the competencies as well as b) the importance assigned to the competencies, were found. , Dr. Anton Verwey
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Developing a framework for strategic workforce planning
- Authors: Strydom, Cris
- Date: 2019
- Subjects: Strategic plannning , Personnel management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/452415 , uj:39902
- Description: Abstract: To remain competitive, an organisation needs to manage its most important strategic asset — its workforce. Yet, even today, strategic workforce planning is perceived to be a challenging process and difficult to execute. This has created the need to simplify strategic workforce planning. The focus of this study was on three key human resource (HR) practices, namely strategic planning, workforce planning, and talent management. The aim of the study was to link the key components of the three HR practices into an integrative framework for strategic workforce planning, to assist organisations to align their future talent requirements with their overall business strategy... , M.Com. (Human Resource Management)
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- Authors: Strydom, Cris
- Date: 2019
- Subjects: Strategic plannning , Personnel management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/452415 , uj:39902
- Description: Abstract: To remain competitive, an organisation needs to manage its most important strategic asset — its workforce. Yet, even today, strategic workforce planning is perceived to be a challenging process and difficult to execute. This has created the need to simplify strategic workforce planning. The focus of this study was on three key human resource (HR) practices, namely strategic planning, workforce planning, and talent management. The aim of the study was to link the key components of the three HR practices into an integrative framework for strategic workforce planning, to assist organisations to align their future talent requirements with their overall business strategy... , M.Com. (Human Resource Management)
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Die bestuur van groepe in 'n prestasiegedrewe werksomgewing
- Authors: Olivier, Fourina Frederika
- Date: 2015-09-28
- Subjects: Industrial management , Personnel management
- Type: Thesis
- Identifier: uj:14197 , http://hdl.handle.net/10210/14640
- Description: M.Com. (Business Management) , Today's organizations are operating in a continually changing business environment. To be a growing and profitable business, it is important that management have a vision of where and how they want to direct the company to the desired future business outcome. Management must be in touch with both the internal and external factors that may influence the outcome of the changing environment ...
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- Authors: Olivier, Fourina Frederika
- Date: 2015-09-28
- Subjects: Industrial management , Personnel management
- Type: Thesis
- Identifier: uj:14197 , http://hdl.handle.net/10210/14640
- Description: M.Com. (Business Management) , Today's organizations are operating in a continually changing business environment. To be a growing and profitable business, it is important that management have a vision of where and how they want to direct the company to the desired future business outcome. Management must be in touch with both the internal and external factors that may influence the outcome of the changing environment ...
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Die menslike hulpbronpraktisyn as fasiliteerder van etiese gedrag in organisasies
- Authors: Van Vuuren, Leon J.
- Date: 2012-09-11
- Subjects: Business ethics , Personnel management , Personnel directors
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388276 , uj:9945 , http://hdl.handle.net/10210/7342
- Description: D.Comm. , South African organisations seem to do very little to enhance business ethics, nor do they seem to promote employees' ethical behaviour. The possibility that the human resource management (HRM) practitioner may act as facilitator of organisational ethical behaviour was proposed as a possible solution to the aforementioned problem. This possibili~y was formulated in the form of a research question. An interdisciplinary approach which consisted of the fields of business ethics and industrial psychology, with the latter being operationalised as human resource management (HRM), was applied as theoretical foundation. It was also decided to utilise a literature study as research method. The analysis was conducted at the micro level, i.e. the intra-organisational level of business ethics analysis. The type of ethical analysis chosen for this purpose was descriptive ethics. An exploration of the importance of business ethics, and the necessity to do something about it, yielded, the following findings amongst others: empirical proof that ethics is also good business exists, it is a cost-effective option to invest in morality, and the cost of immorality is frighteningly high. It was also found that it is indeed possible to learn ethical behaviour in an organisational setting. This may be accomplished as a result of the reciprocity of social interaction which presupposes moral learning. The aspects that determine ethical behaviour in organisations were categorised as individual, external environmental and organisational determinants. Managerial interventions which can be applied at the strategic and systems levels to facilitate ethical behaviour and to create an ethical organisational culture, were identified and described. An analysis of the nature and role of the HRM function in organisations, as well as a critical exploration of the question relating to the possible role of the HRM practitioner being the most suitable candidate to assume responsibility for managing ethics in organisations, revealed that the practitioner does indeed have such a role. HRM practitioners have a responsibility for human ethical behaviour, by virtue of their knowledge of and functional involvement with human behaviour in the organisational setting. It was further determined that the HRM practitioner features as the most prominent contender to facilitate ethical behaviour in the organisation. HRM practitioners may use the principle of stewardship as the main source of energy in the establishment of an ethical orientation to enable them to facilitate ethical organisational behaviour at the strategic, systems and operational levels. Should the HRM practitioner assume such a role, a number of attitudinal, competence and accountability implications may apply. In addition to this, several factors that may inhibit the optimal fulfillment of this "new" role were identified, e.g. generic factors, factors specific to the HRM profession as well as factors unique to the South African situation. The most significant finding of this research endeavour was that despite their existing high workload, HRM practitioners are the suitable candidates to act as business ethics functionaries, e.g. as organisational ethics officers. This finding remains valid irrespective of the possibilities that this may only be a temporary• role and that practitioners may not necessarily embrace this role without reservation. The role was explained by means of a descriptive model. It is shown in the model how certain determinants (as inputs), can be transformed by practitioners possessing a specific orientation and attributes, to produce certain outcomes, which may be typified as characteristics of an ethical organisation. This transformation is executed despite the presence of some inhibiting factors.
- Full Text:
- Authors: Van Vuuren, Leon J.
- Date: 2012-09-11
- Subjects: Business ethics , Personnel management , Personnel directors
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388276 , uj:9945 , http://hdl.handle.net/10210/7342
- Description: D.Comm. , South African organisations seem to do very little to enhance business ethics, nor do they seem to promote employees' ethical behaviour. The possibility that the human resource management (HRM) practitioner may act as facilitator of organisational ethical behaviour was proposed as a possible solution to the aforementioned problem. This possibili~y was formulated in the form of a research question. An interdisciplinary approach which consisted of the fields of business ethics and industrial psychology, with the latter being operationalised as human resource management (HRM), was applied as theoretical foundation. It was also decided to utilise a literature study as research method. The analysis was conducted at the micro level, i.e. the intra-organisational level of business ethics analysis. The type of ethical analysis chosen for this purpose was descriptive ethics. An exploration of the importance of business ethics, and the necessity to do something about it, yielded, the following findings amongst others: empirical proof that ethics is also good business exists, it is a cost-effective option to invest in morality, and the cost of immorality is frighteningly high. It was also found that it is indeed possible to learn ethical behaviour in an organisational setting. This may be accomplished as a result of the reciprocity of social interaction which presupposes moral learning. The aspects that determine ethical behaviour in organisations were categorised as individual, external environmental and organisational determinants. Managerial interventions which can be applied at the strategic and systems levels to facilitate ethical behaviour and to create an ethical organisational culture, were identified and described. An analysis of the nature and role of the HRM function in organisations, as well as a critical exploration of the question relating to the possible role of the HRM practitioner being the most suitable candidate to assume responsibility for managing ethics in organisations, revealed that the practitioner does indeed have such a role. HRM practitioners have a responsibility for human ethical behaviour, by virtue of their knowledge of and functional involvement with human behaviour in the organisational setting. It was further determined that the HRM practitioner features as the most prominent contender to facilitate ethical behaviour in the organisation. HRM practitioners may use the principle of stewardship as the main source of energy in the establishment of an ethical orientation to enable them to facilitate ethical organisational behaviour at the strategic, systems and operational levels. Should the HRM practitioner assume such a role, a number of attitudinal, competence and accountability implications may apply. In addition to this, several factors that may inhibit the optimal fulfillment of this "new" role were identified, e.g. generic factors, factors specific to the HRM profession as well as factors unique to the South African situation. The most significant finding of this research endeavour was that despite their existing high workload, HRM practitioners are the suitable candidates to act as business ethics functionaries, e.g. as organisational ethics officers. This finding remains valid irrespective of the possibilities that this may only be a temporary• role and that practitioners may not necessarily embrace this role without reservation. The role was explained by means of a descriptive model. It is shown in the model how certain determinants (as inputs), can be transformed by practitioners possessing a specific orientation and attributes, to produce certain outcomes, which may be typified as characteristics of an ethical organisation. This transformation is executed despite the presence of some inhibiting factors.
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Die ontplooiing van 'n ondernemingsprofiel getoets aan lewensiklusmodelle
- Authors: Olivie, Frans Thomas
- Date: 2014-04-15
- Subjects: Personnel management , Corporate culture
- Type: Thesis
- Identifier: uj:10681 , http://hdl.handle.net/10210/10197
- Description: M.Com. (Enterprise Management) , In quest of being the best coal mine complex in the world, Secunda Collieries has to enter a second growth phase. Amidst an ever changing environment the development of organizational structure, human resources and organizational culture play a important role in the consistent success of a company. Without the ability to evaluate the performances of this environment and the ability to adapt, no organization can thrive. Organizations tend to go through stages of organizational growth, with each stage progressing from a period of relative calm to a management crisis. How well the organization anticipates and deals with the crisis determines whether it leads to organizational decline or opportunities for renewal and future growth. The characteristics of the four-stage life-cycle model show how an organization can evolve from an informal, one-person show, in the entrepreneurial stage, to a bureaucratic teamwork emphasis in the decline stage. By applying the life-cycle metaphor to organizations, we are saying that there are distinct stages through which organizations proceed, that the stages follow a consistent pattern, and that the transitions from one stage to another are predictable rather than random occurrences. The placing of organizations, however, within these life-cycle stages, is independent of chronological age. The growth of the Sasol Coal division has been influenced by the growth of the Sasol group. Since its founding in the 1950's as a single division, the Sasol group has grown to twelve divisions. The coal division has grown from a single mine to the world's biggest underground mining complex...
- Full Text:
- Authors: Olivie, Frans Thomas
- Date: 2014-04-15
- Subjects: Personnel management , Corporate culture
- Type: Thesis
- Identifier: uj:10681 , http://hdl.handle.net/10210/10197
- Description: M.Com. (Enterprise Management) , In quest of being the best coal mine complex in the world, Secunda Collieries has to enter a second growth phase. Amidst an ever changing environment the development of organizational structure, human resources and organizational culture play a important role in the consistent success of a company. Without the ability to evaluate the performances of this environment and the ability to adapt, no organization can thrive. Organizations tend to go through stages of organizational growth, with each stage progressing from a period of relative calm to a management crisis. How well the organization anticipates and deals with the crisis determines whether it leads to organizational decline or opportunities for renewal and future growth. The characteristics of the four-stage life-cycle model show how an organization can evolve from an informal, one-person show, in the entrepreneurial stage, to a bureaucratic teamwork emphasis in the decline stage. By applying the life-cycle metaphor to organizations, we are saying that there are distinct stages through which organizations proceed, that the stages follow a consistent pattern, and that the transitions from one stage to another are predictable rather than random occurrences. The placing of organizations, however, within these life-cycle stages, is independent of chronological age. The growth of the Sasol Coal division has been influenced by the growth of the Sasol group. Since its founding in the 1950's as a single division, the Sasol group has grown to twelve divisions. The coal division has grown from a single mine to the world's biggest underground mining complex...
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Die verband tussen persoonlikheidstyl, waargenome organisasieklimaat en werksprestasie
- Authors: Van Rooyen, Rudolf Hugo
- Date: 2014-11-17
- Subjects: Performance standards , Goal setting in personnel management , Personnel management
- Type: Thesis
- Identifier: uj:12847 , http://hdl.handle.net/10210/12736
- Description: M.Com. (Industrial Psychology) , Please refer to full text to view abstract
- Full Text:
- Authors: Van Rooyen, Rudolf Hugo
- Date: 2014-11-17
- Subjects: Performance standards , Goal setting in personnel management , Personnel management
- Type: Thesis
- Identifier: uj:12847 , http://hdl.handle.net/10210/12736
- Description: M.Com. (Industrial Psychology) , Please refer to full text to view abstract
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Discerning leadership through engaging and nurturing talent
- Authors: Mahadeo, Judy Telana
- Date: 2012-10-29
- Subjects: Talent management , Performance management , Personnel management
- Type: Mini-Dissertation
- Identifier: uj:10459 , http://hdl.handle.net/10210/7924
- Description: M.Phil. , Orientation People in leadership positions have become perplexed about their role in engaging and nurturing talent despite being in the midst of a war for talent. Leaders have sorely evaded their accountability as talent champions, since they have not embraced the prominence of talent engagement. Conceded as an impediment, empirical evidence suggests that leaders assume a role of bystander looking in on the talent cast without constructing, nurturing or engaging with high performers. Research purpose The study explored the effectiveness of organisational leadership in terms of the extent to which leaders engage and nurture talent in the work environment, as it constucted an understanding of talents‟ experiences and views of how engaging and nurturing leaders are in the banking environment. Motivation for the study Initially the study aroused keen interest as the bank‟s execution of the talent agenda was more academic than practical, and the execution was firmly placed on the shoulders of HR and not on those of leadership. The motivation for the study was therefore to deepen an understanding of engagement, and, specifically, to explore leadership‟s role and effectiveness in influencing talent engagement. Research approach I opted for a qualitative methodological approach, and, more particularly, a modernist qualitative-research application. My ontology was based on talent‟s subjective viii construction of their own social realities, as they shared their views and understanding of the effectiveness of leadership regarding talent management in the Bank. Hence, my epistemology was to explore and describe how talent interpreted their experiences, and how they viewed leadership in the bank. The study was conducted in a local bank within a retail business area; a single case study was therefore opted. Six research participants were selected on the basis of having been identified as talent. I used unstructured interviews and participant observation to gather the data. As already pointed out in exploring and describing the subjective views of talent, I generally used symbolic interactionism to describe talents‟ experiences. Main findings Talented employees had diverse views of how those in leadership positions were engaging them. The findings suggested that engagement is an integrative process, as it comprised of interdependant factors. These were analysed and interpreted through the following themes; assessing talented people‟s motivation and commitment to the organisation, feeling valued and involved, relationships, development, career advancement, reward, and retention and leadership effectiveness. More particularly, these themes presented a reflective account of talents‟ dissatisfaction around leadership‟s effectiveness in managing engagment. This illustrated that talent‟s perceptions were predominantly related to ineffective management, poor communication and poor relationships that were established with direct managers. Talented people had feelings of insufficient career-development opportunities, and of being devalued. Therefore the findings suggested that leadership influenced the talent-engagement experience. One can account that engagement emerged as an integrative systemic process and leadership‟s role in transforming it as a culture becomes eminent.
- Full Text:
- Authors: Mahadeo, Judy Telana
- Date: 2012-10-29
- Subjects: Talent management , Performance management , Personnel management
- Type: Mini-Dissertation
- Identifier: uj:10459 , http://hdl.handle.net/10210/7924
- Description: M.Phil. , Orientation People in leadership positions have become perplexed about their role in engaging and nurturing talent despite being in the midst of a war for talent. Leaders have sorely evaded their accountability as talent champions, since they have not embraced the prominence of talent engagement. Conceded as an impediment, empirical evidence suggests that leaders assume a role of bystander looking in on the talent cast without constructing, nurturing or engaging with high performers. Research purpose The study explored the effectiveness of organisational leadership in terms of the extent to which leaders engage and nurture talent in the work environment, as it constucted an understanding of talents‟ experiences and views of how engaging and nurturing leaders are in the banking environment. Motivation for the study Initially the study aroused keen interest as the bank‟s execution of the talent agenda was more academic than practical, and the execution was firmly placed on the shoulders of HR and not on those of leadership. The motivation for the study was therefore to deepen an understanding of engagement, and, specifically, to explore leadership‟s role and effectiveness in influencing talent engagement. Research approach I opted for a qualitative methodological approach, and, more particularly, a modernist qualitative-research application. My ontology was based on talent‟s subjective viii construction of their own social realities, as they shared their views and understanding of the effectiveness of leadership regarding talent management in the Bank. Hence, my epistemology was to explore and describe how talent interpreted their experiences, and how they viewed leadership in the bank. The study was conducted in a local bank within a retail business area; a single case study was therefore opted. Six research participants were selected on the basis of having been identified as talent. I used unstructured interviews and participant observation to gather the data. As already pointed out in exploring and describing the subjective views of talent, I generally used symbolic interactionism to describe talents‟ experiences. Main findings Talented employees had diverse views of how those in leadership positions were engaging them. The findings suggested that engagement is an integrative process, as it comprised of interdependant factors. These were analysed and interpreted through the following themes; assessing talented people‟s motivation and commitment to the organisation, feeling valued and involved, relationships, development, career advancement, reward, and retention and leadership effectiveness. More particularly, these themes presented a reflective account of talents‟ dissatisfaction around leadership‟s effectiveness in managing engagment. This illustrated that talent‟s perceptions were predominantly related to ineffective management, poor communication and poor relationships that were established with direct managers. Talented people had feelings of insufficient career-development opportunities, and of being devalued. Therefore the findings suggested that leadership influenced the talent-engagement experience. One can account that engagement emerged as an integrative systemic process and leadership‟s role in transforming it as a culture becomes eminent.
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