Personal Change as a Key Determinant of the Outcomes of Organisational Transformation Interventions
- Authors: Chawane, Thabile , Van Vuuren, Leon J , Roodt, Gert
- Date: 2003
- Subjects: Personal change , Organisational transformation , Organisational change , Organisational behaviour , Organisational performance , Organisational justice , Interventions
- Type: Article
- Identifier: uj:6415 , http://hdl.handle.net/10210/121
- Description: The purpose of this study was to investigate the critical role of personal change, and its inherent elements, in determining the outcomes of organisational transformation interventions. The purposeful sampling method was used to involve expert organisational transformation consultants as participants (N=10). A qualitative content analysis technique was applied to infer meaningful explanations to the research problem. It was found that although personal change formed an integral part of transformation interventions, it was not adequately explored and utilised as a crucial and consequential dimension in influencing the results of organisational transformation interventions. The implications of the findings are discussed.
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The Alignment between effective People Management, Business Strategy and Organisational Performance in the Banking and Insurance Sector
- Authors: Kock, Ruwayne , Roodt, Gert , Veldsman, Theo H
- Date: 2002
- Subjects: People management , Business strategy , Organisational performance , War of talent , Banking sector , Insurance sector , Effective people management
- Type: Article
- Identifier: uj:6417 , http://hdl.handle.net/10210/123
- Description: The aim of the study was to determine the nature of the alignment between people management effectiveness, business strategy and organisational performance within the banking and insurance sector in South Africa. From the field study, it was evident that the majorities of the participating companies fell short of people management best practices and were therefore unable to support their business strategies, which were in line with best practices. The organisational performance data was insufficient to determine the nature of the alignment between organizational performance, people management, and business strategy. The South African banking and insurance industry needs to realign their people management component to support the appropriate business strategy and to produce a desired level of organisational performance. A limitation of this study was the small sample size, which may have had some effect on the interpretation of the results. However, the sample represents a significant proportion of the South African banking and insurance sector. Although the magnitude and the direction of the relationships are still unclear, the opportunity exists for further longitudinal research.
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