CEO pay-performance sensitivity in the South African context

The FirstRand Founders’ story : exploring synergistic relationships

  • Authors: Fourie, Christel
  • Date: 2016
  • Subjects: First National Bank of Southern Africa , Performance - Management , Banks and banking - South Africa , Organizational effectiveness - Measurement
  • Language: English
  • Type: Doctoral (Thesis)
  • Identifier: http://hdl.handle.net/10210/82418 , uj:18955
  • Description: Abstract: The study explores and describes the FirstRand founders’ efforts and influence in how a business success story unfolded. The research is driven by a desire to understand what made this story. FirstRand is one of South Africa’s largest and foremost financial services groups. The group is made up of world-class companies such as Rand Merchant Bank, First National Bank and WesBank. Hallmarks of all its companies, present and past, include a track record of innovation, strong values and an ownermanager philosophy. The group’s entrepreneurial history can be traced back to 1977 and the founding partnership of GT Ferreira, Laurie Dippenaar and Paul Harris. Over several decades the founders, together with a stable management team, built the group through a series of strategic acquisitions and mergers. The research question was formulated as: What did the three founders contribute individually and collectively to FirstRand’s success? Accordingly, a qualitative mode of enquiry was adopted and a case study design applied. The data were collected through semi-structured interviews with the founders and key role players such as chief executives, supplemented with other data sources. Data were analysed using narrative analysis. The goal was to describe the research setting comprehensively so as to enable readers to see the case study as the writing of history. The researcher’s insights clustered into four main interpretation themes: firstly, the founders’ partnership and complementarity as a success factor, secondly, how leadership worked in the founders’ eyes, thirdly, the founder-leaders as architects of culture formation and fourthly, how the founders created the conditions for emergence. What these insights mean was explored in the section on sensemaking by drawing links to theory that offer plausible perspectives on the FirstRand story. The study’s findings are relevant in revealing theories-in-use from three of the most highly regarded business leaders. There is no similar example to be found. The study’s key contribution is of a theoretical nature. The researcher’s overall impressions point to the founders having contributed a significant leadership and culture perspective that was lived and time-tested over more than three decades. Herein lie the true value-add and uniquely original contribution from this study. In addition several practical and life lessons came to the fore with possible application to readers’ own situations. The... , D.Phil.
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Variables influencing human resource performance management in the Ministry of Health and Child Care in Zimbabwe

  • Authors: Chiware, Mervis
  • Date: 2021
  • Subjects: Performance - Management , Organizational effectiveness - Measurement , Civil service - Zimbabwe - Personnel management , Child care - Zimbabwe
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/485140 , uj:44087
  • Description: Abstract: This study is a qualitative presentation of Human Resource Performance Management (HRPM) practices that have been in use in Zimbabwe; in particular, in the Ministry of Health and Child Care (MOHCC) to improve the performance of the public sector. The study examines the effectiveness of performance management (PM), performance appraisal (PA) and result-based management (RBM) systems to assess performance in the MOHCC in Zimbabwe. A qualitative research approach was used, and a triangulation of methods was applied in terms of the data collection and analysis to the recommendations of the study. The study found that despite the implementation of PM measures, the performance of the MOHCC has continued to deteriorate due to various challenges. These challenges include a lack of staff support, a lack of political support, and inadequate training for employees. The thesis proposed an analytical performance management framework to be used at the political, policy, organisational, departmental, individual and stakeholder levels to guide the implementation and institutionalisation of a PMS. The study contributes to current knowledge of PM as a professional and applied discipline in the public sector. , D.Phil. (Public Management and Governance)
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