A comprehensive engagement predictive model
- Authors: Joubert, Marius
- Date: 2014
- Subjects: Achievement motivation , Employee motivation , Career development
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/54962 , uj:16259
- Description: Abstract: The present researcher developed a management value chain as part of a Master’s degree during 2009 and 2010. During this study, management practices were identified, deemed necessary for the new world of work. Subsequently, the link between all the management practices and work engagement stood out as a potential challenge, due to the increasing level of complexity in organisations. After the completion of the Master’s study, the present researcher decided to continue immediately with a doctoral study on work engagement within the context of perceived complexity in organisations. The researcher was of the opinion that engagement as a management tool has been over-simplified by consulting organisations, and that the levels of complexity in organisations make it more difficult for management and leadership teams to engage their people effectively. In addition, as a result of doing a comprehensive engagement survey in Africa for a large telecom provider, the researcher realised that senior executives and managers have some effect on their own staff’s engagement levels. He became interested in determining whether a management level engagement construct and a team-level engagement construct existed... , D.Phil. (Human Resources Management)
- Full Text:
- Authors: Joubert, Marius
- Date: 2014
- Subjects: Achievement motivation , Employee motivation , Career development
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/54962 , uj:16259
- Description: Abstract: The present researcher developed a management value chain as part of a Master’s degree during 2009 and 2010. During this study, management practices were identified, deemed necessary for the new world of work. Subsequently, the link between all the management practices and work engagement stood out as a potential challenge, due to the increasing level of complexity in organisations. After the completion of the Master’s study, the present researcher decided to continue immediately with a doctoral study on work engagement within the context of perceived complexity in organisations. The researcher was of the opinion that engagement as a management tool has been over-simplified by consulting organisations, and that the levels of complexity in organisations make it more difficult for management and leadership teams to engage their people effectively. In addition, as a result of doing a comprehensive engagement survey in Africa for a large telecom provider, the researcher realised that senior executives and managers have some effect on their own staff’s engagement levels. He became interested in determining whether a management level engagement construct and a team-level engagement construct existed... , D.Phil. (Human Resources Management)
- Full Text:
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.
- Full Text:
- 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.
- Full Text:
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