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Exploring employee retention and intention to leave within a call centre

- Dhanpat, Nelesh, Modau, Faith D., Lugisani, Phokela, Mabojane, Rethabile, Phiri, Mbail

Fast-tracking authentic leadership development by means of a programme

- Wulffers, Tineke, Bussin, Mark, Hewitt, L. M. M.

  • Authors: Wulffers, Tineke , Bussin, Mark , Hewitt, L. M. M.
  • Date: 2016
  • Subjects: Organizational effectiveness , Leadership , Conduct of life
  • Language: English
  • Type: Article
  • Identifier: http://hdl.handle.net/10210/226789 , uj:22938 , Citation: Wulffers, T., Bussin, M. & Hewitt, M. 2016. Fast-tracking authentic leadership development by means of a programme. SA Journal of Human Resource Management, 14(1):1-13. DOI: http://dx.doi.org/10.4102/sajhrm.v14i1.764. , ISSN: 2071-078X (Online) , ISSN: 1683-7584 (Print)
  • Description: Abstract: While there is considerable literature on the definition and impact of authentic leadership (AL), there is a research gap regarding the effectiveness of AL programmes. Research purpose: The focus of this article is on the proximal programme effect of an AL development programme on executive leaders within a period of 3 months. Motivation for the study: AL has been identified not only as the root construct of positive forms of leadership but also equates to the highest level of leadership effectiveness. Leadership authenticity can take a life time to develop, and organisations need positive and ethical leadership now. An appropriate AL programme could considerably shorten the development period of a such leadership Research design, approach and method: A longitudinal qualitative programme evaluation approach was used. The participants comprised a primary group of a 10-member executive leadership team who were the AL programme participants and their respective secondary (senior, peer and subordinate) participants who provided pre- and post-programme data on the leadership authenticity of the primary participants. Main findings: The outline of the AL programme is presented with an indication of how it adhered to specific guidelines offered for development of such programmes. Findings indicate that the programme had a proximal effect of increasing AL; starting with the development of personal followed by interpersonal and professional leadership. Practical/managerial implications: An appropriate and effective AL programme could thus considerably shorten the development period of such leadership.
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Investigating the validity of the Human Resource Practices Scale in South Africa : Measurement invariance across gender

- Steyn, Renier, De Bruin, Gideon

Maternity and paternity leave and career progression of black African women in dual-career couples

- Motaung, Lucky L., Bussin, Mark H.R., Joseph, Renjini M.

Organisational change and the psychological contract at a pharmaceutical company

- Magano, Kelebogile D., Thomas, Adèle

Retention of high-potential employees in a development finance company

- Letchmiah, Lishani, Thomas, Adèle

The chief executive officer pay–performance relationship within South African state-owned entities

- Bezuidenhout, Magda L., Bussin, Mark H. R., Coetzee, Mariette

Total rewards that retain : A study of demographic preferences

- Pregnolato, Monica, Bussin, Mark H. R., Schlechter, Anton F.

  • Authors: Pregnolato, Monica , Bussin, Mark H. R. , Schlechter, Anton F.
  • Date: 2017
  • Language: English
  • Type: Article
  • Identifier: http://hdl.handle.net/10210/226368 , uj:22886 , Citation: Pregnolato, M., Bussin, M.H.R. & Schlechter, A.F. 2017. Total rewards that retain : A study of demographic preferences. SA Journal of Human Resource Management, 15(1):1-10. DOI: https://doi.org/10.4102/sajhrm.v15.804. , ISSN: 2071-078X (Online) , ISSN: 1683-7584 (Print)
  • Description: Abstract: Changing workplace demographics and a dearth of employees with scarce skills have forced employers to better understand the various factors that retain talented employees. Research purpose: In this empirical study, the reward preferences and ideal combination of total reward elements (based on an estimation of their relative importance) that retain employees from various demographic groups, including employees of different race, gender and age groups, were investigated. Motivation for study: Organisations are competing for talented employees and to benefit from the value these individuals add, it is required of them to stay at the respective businesses. Previous studies have indicated that employees who are offered a reward package that is aligned to their personal preferences are prone to stay longer at the organisation and to be more engaged at work. However, new and novel ways need to be found to identify the reward preferences of employees. Research design, approach and method: A quantitative approach and descriptive research design was employed to estimate the individual reward preferences and identify an ideal mix of total reward elements that retain different cohorts of employees. Three questionnaires were distributed, including a Remuneration Managers Questionnaire (n = 7), a Remuneration Preference Questionnaire (n = 368) and a Choice-based Conjoint Task Questionnaire (n = 368). The latter two questionnaires were distributed as an online questionnaire to South African businesses and consisted of eight choice-based conjoint tasks, as well as a field survey. Main findings: The results of the choice-based conjoint analysis revealed that all respondents considered financial rewards (Benefits, Performance and Recognition, Remuneration, Career, in that order) as relatively speaking, the most important components in their total rewards package that would lead to their retention. For most demographic groups, the remaining three places (i.e. ranked) were Career Advancement, Learning and Work–life balance. Work–life balance was found to be relatively more important for Generation Y than career advancement. For those employees with only a matric qualification and those in non-managerial positions, access to learning opportunities were the least important in their retention. Practical/managerial implications: Human Resource managers and line managers should note that reward elements should be chosen and offered as total reward packages in such a way as to best be able to attract, engage and retain talented employees. Contribution/value-add: The findings of the present study adds value in a sense that it assists organisations in creating customised reward packages that best suit the needs of both employees and them as employers. Providing a more ideal or preferential combination of reward elements can, by increasing retention and engagement, provide a competitive advantage for organisations.
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Validation of the Thomson, Perry and Miller (2007) collaboration instrument in the South African context

- Roberts, Debbie, Van Wyk, René, Dhanpat, Nelesh

  • Authors: Roberts, Debbie , Van Wyk, René , Dhanpat, Nelesh
  • Date: 2017
  • Language: English
  • Type: Article
  • Identifier: http://hdl.handle.net/10210/226375 , uj:22887 , ISSN: 2071-078X (Online) , ISSN: 1683-7584 (Print) , Citation: Roberts, D., Van Wyk, R. & Dhanpat, N. 2017. Validation of the Thomson, Perry and Miller (2007) Collaboration Instrument in the South African context. SA Journal of Human Resource Management, 15(0):1-11. DOI: https://doi.org/10.4102/sajhrm.v15i0.793.
  • Description: Abstract: Collaboration is deemed important in today’s connected and complex business environment. People’s ability to collaborate with each other in organisations is becoming a business imperative. This study focuses on a valid measurement of collaboration within organisations. Research purpose: Thomson, Perry and Miller (2007) developed a collaboration measurement instrument in the United States. The aim of this study was to validate this instrument for a South African context. Motivation for the study: South African organisations face unique challenges that require optimal use of resources to improve business results. Effective collaboration is considered a powerful strategy to achieve this. Measuring the extent of collaboration can help to identify required changes in business practices. As far as could be established, there is no evidence of collaboration instruments developed and validated in South Africa. Research design, approach and method: Additional items were designed for further development of the Thomson, Perry and Miller (2007) Collaboration Instrument sub-scales, as suggested by the authors. The revised questionnaire consisting of 31 (17 existing, 14 new) items was distributed electronically to 4200 employees in two organisations, with 343 valid responses received. Reliability and construct validity were tested, as was convergent validity of the norms factor with the Trust in Teams Scale. Main findings: The results of the study support a four-factor, 29-item model of collaboration when applied to a South African sample. Cronbach’s alpha ranged between 0.85 and 0.95. Confirmatory Factor Analysis fits were at an acceptable level. Convergent validity showed a moderate fit with the data. Practical/managerial implications: South African managers and human resources practitioners can utilise results to foster a collaborative environment. Contribution/value-add: This study builds on the theoretical concept of collaboration as defined by Thomson, Perry and Miller (2007).
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