A food-manufacturing manager’s experiences and perceptions of the implementation of an incentive scheme
- Authors: Begbie, Celita , Bussin, Mark , Schurink, Willem
- Date: 2011
- Subjects: Incentives in industry - South Africa , Performance - Management , Compensation management - South Africa , Hospitality industry , Organizational effectiveness - South Africa
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226810 , uj:22941 , Citation: Begbie, C., Bussin, M. & Schurink, W. 2011. A food-manufacturing manager’s experiences and perceptions of the implementation of an incentive scheme. SA Journal of Human Resource Management, 9(1):1-13. DOI: doi:10.4102/sajhrm.v9i1.323.
- Description: Abstract: The field researcher, under the supervision of the co-authors Bussin and Schurink, sought to explore the experiences, views and perceptions of 10 managers about the incentive scheme that a South African food manufacturing company introduced. Research purpose: Identifying the contributors to negative feelings and demotivation, or conversely, excitement and motivation, will ultimately assist managers to implement an incentive scheme to motivate staff and improve performance. Motivation for the study: There is little research on how participants perceive incentive schemes and whether or not they motivate employees and improve overall performance. Research design, approach and method: The researcher used a modernistic qualitative research approach and, more specifically, a case study. Main findings: The participants in the research were unaware of the performance goals they needed to achieve. They felt that there was no link between their performance and their earnings. They felt that some objectives were demeaning and insulting, as was the payment they received. They felt that achieving their goals was outside their control and influence. Practical/managerial implications: Participants felt excited and motivated to perform when their managers presented the department’s overall goals to them and asked the participants to set their own goals based on the department’s objectives. Contribution/value-add: Although this study is explorative and descriptive, it suggests that it is how departments implement an incentive scheme, rather than merely having one, that will motivate or demotivate employees to perform.
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Talent management in the South African construction industry
- Authors: Shikweni, Sydwell , Schurink, Willem , Van Wyk, Rene
- Date: 2019
- Subjects: Talent management , Talent attraction , Talent development
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/397885 , uj:33095 , Citation: Shikweni, S., Schurink W., & Van Wyk, R (2019). Talent management in the South African construction industry. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 17(0), a1094. https://doi. org/10.4102/
- Description: Abstract: Orientation: The South African construction industry is constrained by the shortage of a skilled workforce due to global competition and insufficient graduate output. There is a need to evolve attract and retain the most valuable talent. Research purpose: The aim of this study was to investigate talent management in a prominent South African internationally operating construction company. The objective is to develop a framework for enhancement of talent management practices. Motivation for the study: The South African construction industry’s inability to retain talent, hampers global competitiveness and productivity. Talent shortages need to be addressed at a strategic level to remain competitive. Research approach/design and method: A qualitative research approach examined a single South African construction organisation in the Gauteng Province. Grounded theory was used to analyse data generated from interviews, participant observations and company documents. Main findings: Firstly, talent management in the construction industry supposes mutual actions from the organisation and its talented employees. Secondly, internal enablers drive business outcomes by in alignment with a well-crafted strategy. Thirdly, a regulatory framework should acknowledge labour market dynamics and diversity. Fourthly, internal and external enablers should be taken into consideration. Finally, effective implementation of talent management practices yields talent sustainability and competitiveness. Practical/managerial implications: The two conceptual frameworks developed indicate: (1) key factors that play a role in talent management, and (2) the interface between talented employees and the organisation. Contributions/value-add: The findings provide two proposed frameworks that could guide leadership to devise an enabling global competitive talent management environment in the construction industry.
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