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Determining the readiness of the Johannesburg Roads Agency to introduce a performance management system

  • Authors: Hall, Michael Ralph
  • Date: 2014-07-23
  • Subjects: Performance - Management , Roads - Design and construction - South Africa
  • Type: Thesis
  • Identifier: uj:11746 , http://hdl.handle.net/10210/11472
  • Description: M.B.A. , The Johannesburg Roads Agency (JRA) was formed in July 2000 as part of the iGoli 2002 plan for the city. The iGoli 2002 project forms part of the process of transforming local government in Johannesburg from the debt ridden Greater Johannesburg Transitional Metropolitan Council into a sustainable, efficient and effective unicity government that is able to lead the City of Johannesburg (CoJ) to becoming an African world-class city ...
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High performance team coaching : a positive deviant exploration

Identifying enabling management practices for employee engagement

  • Authors: Joubert, Marius
  • Date: 2012-06-05
  • Subjects: Personnel management , Employee motivation , Management - Employee participation , Performance - Management
  • Type: Thesis
  • Identifier: uj:2391 , http://hdl.handle.net/10210/4845
  • Description: M.Phil. , In an interview with Harvard Business review Gary Hamel (Allio, 2009) noted: “Management is the single largest constraint on business performance.” Current management models and practices need to be reviewed because managers do not seem to be able to add significant value to their organisations anymore. In 2007 the Hay group conducted a study and showed that middle managers in the United Kingdom cost the economy approximately £220 billion per annum (Paton, 2007). According to a Towers Perrin Global Workforce study (2007) it showed overall employee engagement in organisations across the world was 21% whilst disengaged employees was 38%. The Towers study further showed that managers are playing an enormous role in the statistics above. The present study focuses on the concept of creating a management value chain for management, to ensure consistent application of enabling management practices in order to contribute to the improvement of employee engagement and ultimately organisational performance.
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Student affairs practitioners’ perceptions of a performance management process

The consequences of employees' work-based identity

  • Authors: Bothma, Filippus Cornelius
  • Date: 2012-06-07
  • Subjects: Identity (Psychology) , Corporate culture , Performance - Management
  • Type: Thesis
  • Identifier: uj:2545 , http://hdl.handle.net/10210/4999
  • Description: D.Comm. , Work-related identities have a major influence on employee behaviour, as specific identities are evoked in response to certain social situations. As part of a larger research project, this study systematically investigated the relationship between work-based identity and selected subjective and objective work outcomes. Based on the research findings, it can be stated that work-based identity plays an important role in determining employees‟ work outcomes, for example, task performance. These work outcomes are important (e.g., labour turnover and task performance) for organisations, as they have cost implications that impact on the organisation‟s financial bottom line. Research purpose: The primary objective of this study was to investigate whether work-based identity is related to the selected subjective consequences personal alienation, burnout, organisational citizenship behaviour - helping behaviour (H-OCB) and work engagement, and the selected objective consequences turnover intention as a proxy for labour turnover, and task performance. The possible mediation effect that the subjective consequences may have on the relationship between work-based identity and the objective consequences were investigated. It was also investigated whether the selected predictors (including work-based identity with the subjective consequences) can predict turnover intention and task performance. In addition, the possibility of the selected biographical and demographic data having a moderating effect on the relationship between the predictors (i.e. work-based identity and the selected subjective consequences) and objective consequences were investigated.
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The impact of cultural differences on construction project performance

  • Authors: Maphosa, Samantha Glenda
  • Date: 2015-06-29
  • Subjects: Project management - South Africa , Construction industry - South Africa - Management , Diversity in the workplace - South Africa , Organizational effectiveness , Performance - Management , Engineering - Management
  • Type: Thesis
  • Identifier: uj:13643 , http://hdl.handle.net/10210/13827
  • Description: M.Ing. (Engineering Management) , Construction project success is the number one goal for every client, stakeholders and for project team members who are involved with construction projects. However, construction projects often exceed the stipulated budget, are completed beyond the scheduled period and are not even to the required quality. Despite its poor record, the construction industry contributes a lot to the country’s economy and as such, it should be ensured that it performs better than it has currently. Besides the technical issues/factors which are a norm for influencing construction project performance, recent studies have shown that other factors relating to people and how they interact in teams may in fact have a significant influence on project performance. Consequently, culture and cultural differences seem to be one of the important issues that need to be dealt with and managed properly if projects are to be successful; given the nature of contracting, where joint ventures and partnerships seem to be prevalent (Kivrak et.al, 2009). Therefore, the purpose of this research was to investigate the impact of cultural differences on construction project performance. Because culture is seen as a ‘soft’ issue, it makes it hard to be measured empirically (Ankrah, 2007), and therefore requires to be assessed through the perceptions of the individuals who operate within that particular culture (Palmer, Cooper and Burns, 2010). Five dimensions of culture, namely: age, gender, race/ethnicity, educational background and organisational culture background were investigated and chosen to be measured against the three traditional project outcomes, namely: time, cost and quality, while taking into account safety and productivity. A questionnaire was issued to 310 participants drawn from construction projects across South Africa, and 109 responses were received, giving a response rate of 35.16%. The study reviewed that the construction industry’s performance is poor and it can also be attributed to differences in individuals’ cultural background because culture affects one’s mind in terms of behaviour and decision making. Findings from the study showed that a relationship existed between culture and project performance, and that cultural differences had an impact on construction project performance.
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