Fast-tracking authentic leadership development by means of a programme
- Authors: Wulffers, Tineke , Bussin, Mark , Hewitt, L. M. M.
- Date: 2016
- Subjects: Organizational effectiveness , Leadership , Conduct of life
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226789 , uj:22938 , Citation: Wulffers, T., Bussin, M. & Hewitt, M. 2016. Fast-tracking authentic leadership development by means of a programme. SA Journal of Human Resource Management, 14(1):1-13. DOI: http://dx.doi.org/10.4102/sajhrm.v14i1.764. , ISSN: 2071-078X (Online) , ISSN: 1683-7584 (Print)
- Description: Abstract: While there is considerable literature on the definition and impact of authentic leadership (AL), there is a research gap regarding the effectiveness of AL programmes. Research purpose: The focus of this article is on the proximal programme effect of an AL development programme on executive leaders within a period of 3 months. Motivation for the study: AL has been identified not only as the root construct of positive forms of leadership but also equates to the highest level of leadership effectiveness. Leadership authenticity can take a life time to develop, and organisations need positive and ethical leadership now. An appropriate AL programme could considerably shorten the development period of a such leadership Research design, approach and method: A longitudinal qualitative programme evaluation approach was used. The participants comprised a primary group of a 10-member executive leadership team who were the AL programme participants and their respective secondary (senior, peer and subordinate) participants who provided pre- and post-programme data on the leadership authenticity of the primary participants. Main findings: The outline of the AL programme is presented with an indication of how it adhered to specific guidelines offered for development of such programmes. Findings indicate that the programme had a proximal effect of increasing AL; starting with the development of personal followed by interpersonal and professional leadership. Practical/managerial implications: An appropriate and effective AL programme could thus considerably shorten the development period of such leadership.
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Organisational readiness for introducing a performance management system
- Authors: Ochurub, Michael , Bussin, Mark , Goosen, Xenia
- Date: 2012
- Subjects: Performance - Management , Organizational effectiveness , Compensation management
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226692 , uj:22926 , Citation: Ochurub, M., Bussin, M. & Goosen, X. 2012. Organisational readiness for introducing a performance management system. SA Journal of Human Resource Management, 10(1):1-11. http://dx.doi.org/10.4102/sajhrm.v10i1.389. , Citation: Ochurub, M., Bussin, M. & Goosen, X. 2012. Organisational readiness for introducing a performance management system. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS). Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness. Research design, approach and method: The researchers used a quantitative, questionnaire-based design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions. Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS. Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems. Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.
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Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support
- Authors: Smit, Wilmien , Stanz, Karel , Bussin, Mark
- Date: 2015
- Subjects: Employee retention , Incentive awards , Organizational effectiveness , Compensation management
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226724 , uj:22931 , Citation: Smit, W., Stanz, K. & Bussin, M. 2015. Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support. SA Journal of Human Resource Management, 13(1):1-13. DOI: http://dx.doi.org/10.4102/sajhrm.v13i1.665. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: Currently there is much debate whether modifying traditional reward packages to focus on the preferences of multi-generations would be essential in attracting, motivating and retaining talent. Total reward factors, perceived organisational support and perceived supervisor support are distinct but related concepts, all of which appear to influence an employee’s decision to stay at an organisation. Research purpose: The objective of this study was to identify the different total reward components that multi-generations prefer as most important for retention. In essence, the study aims to establish possible relationships between multi-generations’ total reward components, perceived organisational support, and perceived supervisor support. Motivation for the study: This study is useful as it conducts a contemporary retention exploration that considers both the emerging demographic workforce shift and the new paradigm shift towards talent management. Research methodology: A quantitative, cross-sectional research design was applied to gather data from employees (N = 303) from different industry sectors in South African organisations. Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors amongst multi-generation groups. Differences between total reward preferences and demographical variables, which include age, gender, race, industry and job level, were found...
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