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.
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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.
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The role of Imihigo in the interface between sustainable development planning and performance management in Rwanda
- Authors: Murasi, I.
- Date: 2021
- Subjects: Sustainable development - Rwanda , Performance - Management
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/485379 , uj:44116
- Description: Abstract: Rwandan cultural practice consisting of pledging to accomplish a specific task within a specific time frame, regardless of what challenge might arise. The concept with all its implications is one of the home-grown solutions which was institutionalised from 2006 to serve as a performance contract. The Imihigo system is designed so that every level of the Rwandan society, from the smallest unit (the household) is accountable for the implementation of national programmes. The main purpose of the research was to conceptually and contextually determine the nature and scope of Imihigo as a performance management mechanism with the aim to find out how Imihigo can be used to improve the effectiveness of results-oriented sustainable local development. The study was exploratory and conceptual in nature, and as a result adopted a purely qualitative research approach. The research method also entailed a documentary analysis of official Imihigo evaluations by way of a historical comparative analysis from 2011 to 2020. The triangulation of data-collection methods included primary sources (interviews) and secondary sources (literature and documentary sources). An important finding of the study was that this performance management practice has become a robust public management tool that accelerated socio-economic development and poverty reduction by promoting monitoring, efficiency, evaluation and accountability. , D.Litt. et Phil. (Public Management and Governance)
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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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