An exploratory inquiry : the influence of line management on an employee’s wellbeing
- Mathafena, Rose, Hewitt, Magda
- Authors: Mathafena, Rose , Hewitt, Magda
- Date: 2018
- Subjects: Employee wellbeing , Emotional , Mental
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/288173 , uj:31228 , Citation: Mathafena, R. & Hewitt, M. 2018. An exploratory inquiry : the influence of line management on an employee’s wellbeing. African Journal of Hospitality, Tourism and Leisure, 7(4):1-19. , ISSN: 2223-814X
- Description: Abstract: Line management plays a significant role in influencing the employee’s experience of the workplace. Managers’ behaviour towards employee wellbeing is critical, as it manifests in factors such as employee performance, productivity, absenteeism, job satisfaction, attrition, motivation, engagement and morale in the workplace. The study purposes to explore the extent in which line manager practices (leadership styles) influence employee wellbeing on an emotional, mental, physical and spiritual level. The insights from the study will advance the cause of workplace wellbeing at mental, emotional, spiritual and physical levels. In addition, best practices which improve, and guide line management practices will be illuminated to support the learning and development of line management. Exploratory qualitative research design was followed. Purposive sampling was adopted to select and identify the ten research participants. The primary data was collected through the semi-structured interviews, and the secondary data was collected through the documentation in the form of policies and research publications. The data were analysed through the content and thematic analysis methods. Based on the findings, the following management practices were identified as key in promoting employee wellbeing: communication and information sharing, ethical conduct and living the values, development of people, empowerment, building healthy relationships, supportive and caring attitude, and recognition. Effective management behaviour and practices which promote and enable employee wellbeing should be assessed through the performance systems, rewarded and recognised through various motivating mechanisms. The research findings corroborates the literature with an emphasis on the importance of management styles and practices in promoting wellbeing.
- Full Text:
- Authors: Mathafena, Rose , Hewitt, Magda
- Date: 2018
- Subjects: Employee wellbeing , Emotional , Mental
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/288173 , uj:31228 , Citation: Mathafena, R. & Hewitt, M. 2018. An exploratory inquiry : the influence of line management on an employee’s wellbeing. African Journal of Hospitality, Tourism and Leisure, 7(4):1-19. , ISSN: 2223-814X
- Description: Abstract: Line management plays a significant role in influencing the employee’s experience of the workplace. Managers’ behaviour towards employee wellbeing is critical, as it manifests in factors such as employee performance, productivity, absenteeism, job satisfaction, attrition, motivation, engagement and morale in the workplace. The study purposes to explore the extent in which line manager practices (leadership styles) influence employee wellbeing on an emotional, mental, physical and spiritual level. The insights from the study will advance the cause of workplace wellbeing at mental, emotional, spiritual and physical levels. In addition, best practices which improve, and guide line management practices will be illuminated to support the learning and development of line management. Exploratory qualitative research design was followed. Purposive sampling was adopted to select and identify the ten research participants. The primary data was collected through the semi-structured interviews, and the secondary data was collected through the documentation in the form of policies and research publications. The data were analysed through the content and thematic analysis methods. Based on the findings, the following management practices were identified as key in promoting employee wellbeing: communication and information sharing, ethical conduct and living the values, development of people, empowerment, building healthy relationships, supportive and caring attitude, and recognition. Effective management behaviour and practices which promote and enable employee wellbeing should be assessed through the performance systems, rewarded and recognised through various motivating mechanisms. The research findings corroborates the literature with an emphasis on the importance of management styles and practices in promoting wellbeing.
- Full Text:
The development of a conceptual meta-leader development model
- Authors: Wort, Albert , Hewitt, Magda
- Date: 2018
- Subjects: Leader development , Organisational context , Performance
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/288292 , uj:31244 , Citation: Wort, A. & Hewitt, M. 2018. The development of a conceptual meta-leader development model.
- Description: Abstract: Organisations strive to satisfy their need for effective leaders. Their efforts are focused on improved leader performance, aligned with what the organisation wants to achieve and their sustainability depends on the selection and development of their leaders. Large amounts of money is spend on leader development, however, most leader development programs fail to deliver and the reasons are that the focus of leader development is wrong because the focus is on the enhancement and introduction of skills, competencies and techniques. This paper, reports on the findings of a larger study. Two competency models and Bersin’s Leadership Maturity Developmental Model are used as parent theories to derive to a new conceptual Meta-Leadership Development Model relevant and applicable to a specific organisational context. Four core constructs emerged, character; caring; competence; and commitment. These constructs were operationalised and are presented in a holistic Meta-Leader Development Model. It formed the first phase of a larger study and it is argued, that it has the potential to create greater leader commitment with increased performance results that are measurable for the leader, the team and the organisation.
- Full Text:
- Authors: Wort, Albert , Hewitt, Magda
- Date: 2018
- Subjects: Leader development , Organisational context , Performance
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/288292 , uj:31244 , Citation: Wort, A. & Hewitt, M. 2018. The development of a conceptual meta-leader development model.
- Description: Abstract: Organisations strive to satisfy their need for effective leaders. Their efforts are focused on improved leader performance, aligned with what the organisation wants to achieve and their sustainability depends on the selection and development of their leaders. Large amounts of money is spend on leader development, however, most leader development programs fail to deliver and the reasons are that the focus of leader development is wrong because the focus is on the enhancement and introduction of skills, competencies and techniques. This paper, reports on the findings of a larger study. Two competency models and Bersin’s Leadership Maturity Developmental Model are used as parent theories to derive to a new conceptual Meta-Leadership Development Model relevant and applicable to a specific organisational context. Four core constructs emerged, character; caring; competence; and commitment. These constructs were operationalised and are presented in a holistic Meta-Leader Development Model. It formed the first phase of a larger study and it is argued, that it has the potential to create greater leader commitment with increased performance results that are measurable for the leader, the team and the organisation.
- Full Text:
- «
- ‹
- 1
- ›
- »