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.
- Full Text:
CEO pay-performance sensitivity in the South African context
- Authors: Bussin, Mark
- Date: 2015
- Subjects: Performance - Management , Compensation management , Performance - Measurement , Organizational effectiveness - Measurement
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226782 , uj:22937 , Citation: Bussin, M. 2015. CEO pay-performance sensitivity in the South African context. South African Journal of Economic and Management Sciences, 18(2):232-244. DOI: http://dx.doi.org/10.17159/2222-3436/2015/v18n2a7 , ISSN: 2222-3436 (Online) , ISSN: 1015-8812 (Print)
- Description: Abstract: The topic of executive pay-performance sensitivity has resulted in mixed research findings. Literature related to executive remuneration constructs, company performance measures and the underlying theories is critically reviewed in this article. The literature is compared to research findings within the South African context pre, during and post the Global Financial Crisis of 2008. The researcher found similar results in the South African context compared to research in other countries and industries. The research challenges the notion that there is one dominant theory driving CEO compensation. The principal-agent theory, supported by the optimal contract theory, are foremost during periods of strong economic performance, while the influence of managerial power and other behavioural theories appear to prevail during periods of weak economic performance. This article proposes some critical considerations in order to manage this tension.
- Full Text:
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.
- Full Text:
The relationship between occupational culture dimensions and reward preferences : A structural equation modelling approach
- Authors: Bussin, Mark , Nicholls, Michelle , Nienaber, Ronel
- Date: 2016
- Subjects: Performance - Management , Incentives in the industry
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226745 , uj:22933 , Citation: Bussin, M., Nicholls, M. & Nienaber, R. 2016. The relationship between occupational culture dimensions and reward preferences : A structural equation modelling approach. SA Journal of Human Resource Management, 14(1):1-12. DOI: http://dx.doi.org/10.4102/sajhrm.v14i1.737. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: Reward has links to employee attraction and retention and as such has a role to play in managing talent. However, despite a range of research, there is still lack of clarity on employee preferences relating to reward. Research purpose: The purpose of the research was to recommend and appraise a theoretical model of the relationship between occupational culture dimensions and reward preferences of specific occupational groups in the South African context. Motivation for the study: The motivation for this study was to address the gap that exists with reward preferences and occupational culture with a view to identifying and gaining insight into individual preferences. Research design, approach and method: A structural equation modelling approach was adopted in exploring the proposed relationships. A South African Information, Communication, and Technology (ICT) organisation served as the population, and a web-based survey assisted in gathering study data (n = 1362). Main findings: The findings provided support for the relationship between occupational culture dimensions and certain reward preferences. In particular, statistically significant results were obtained with the inclusion of the Environment, Team, and Time occupational culture dimensions as independent variables. Practical implications and value-add: The study provides workable input to organisations and reward professionals in the design of their reward strategies and programmes.
- Full Text:
The relationship between strategic leadership and employee performance in a parastatal
- Authors: Dhanphat, N. , Mokgahla, N. , Jansen, A.
- Date: 2015-06-08
- Subjects: Transformational leadership , Government business enterprises , Performance - Management , Organizational change , Leadership
- Type: Article
- Identifier: uj:6184 , http://hdl.handle.net/10210/14070
- Description: There is a plethora of leadership literature which place emphasis on the importance of leadership in the performance of employees and organizations. Strategic leadership is of particular interest since this has been a focus in organizations. Strategic leadership is defined by Hitt, Ireland and Hoskisson (2004) as the ability to foresee, envisage, maintain flexibility, and empower others to create strategic change as necessary as part of organizational process. Since the literature on strategic leadership is still in development, parallels are drawn between strategic leadership and transformational leadership styles. This paper aims to understand the relationship between employees’ perceptions of strategic leadership (transformational leadership) of their leaders and employee performance within a South African parastatal. The Multifactor Leadership Questionnaire (MLQ) was used to collect data on leadership styles. The psychometric properties of validity and reliability were assessed using Factor Analysis and Cronbach’s Coefficient Alpha. Descriptive and inferential statistics were used to analyze data. The findings reflect that there is a positive linear and significant relationship between strategic leadership and employee performance. Based on the results of the study, recommendations are provided, which when implemented have the potential to enhance employee performance.
- Full Text: false