A comparative study of leadership, strategic direction and reward on employment perfomance
- Authors: Gopal, D. M. S
- Date: 2016
- Subjects: Leadership , Performance - Evaluation , Performance - Management , Employee motivation , Employees - Rating of , Compensation management , Incentives in industry , Incentive awards
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/82434 , uj:18957
- Description: Abstraction: The consensus from leadership is that for a business to perform there is a need for quality employees. Besides being capable of doing their job well, employees also have to be flexible and capable of adapting to a constantly changing and evolving competitive environment. One of the key tasks of leadership is performance management and this involves many roles which include leading by example, being a compelling and effective communicator as well as being able to partner up and collaborate as stated by Blunt and Jones (1992). The need for staff to perform at their peak consistently is no longer negotiable and the need to retain exceptional performing staff in the financial services sector is of utmost importance (Arnold & Boshoff, 2000). Financial rewards, both variable and fixed, Short Term Incentive Plans (STIP’s) and Long Term Incentive Plans (LTIP’s) are reward schemes used by leadership in the financial services sector with the assumption that it is beneficial to employers (PricewaterhouseCoopers, 2012). This research studied the relationship between employee performance, immediate leadership; strategic direction and reward. The research approach was quantitative in nature using secondary raw data. Statistically analysis was performed using descriptive statistics, Confirmatory factor... , M.Phil.
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- Authors: Gopal, D. M. S
- Date: 2016
- Subjects: Leadership , Performance - Evaluation , Performance - Management , Employee motivation , Employees - Rating of , Compensation management , Incentives in industry , Incentive awards
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/82434 , uj:18957
- Description: Abstraction: The consensus from leadership is that for a business to perform there is a need for quality employees. Besides being capable of doing their job well, employees also have to be flexible and capable of adapting to a constantly changing and evolving competitive environment. One of the key tasks of leadership is performance management and this involves many roles which include leading by example, being a compelling and effective communicator as well as being able to partner up and collaborate as stated by Blunt and Jones (1992). The need for staff to perform at their peak consistently is no longer negotiable and the need to retain exceptional performing staff in the financial services sector is of utmost importance (Arnold & Boshoff, 2000). Financial rewards, both variable and fixed, Short Term Incentive Plans (STIP’s) and Long Term Incentive Plans (LTIP’s) are reward schemes used by leadership in the financial services sector with the assumption that it is beneficial to employers (PricewaterhouseCoopers, 2012). This research studied the relationship between employee performance, immediate leadership; strategic direction and reward. The research approach was quantitative in nature using secondary raw data. Statistically analysis was performed using descriptive statistics, Confirmatory factor... , M.Phil.
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Application difficulties of performance consulting within organizational educational processes
- Authors: Zevenster, Gerrit
- Date: 2012-09-04
- Subjects: Organizational learning - Evaluation , Vocational education facilities , Vocational education - South Africa - Evaluation , Performance - Evaluation
- Type: Mini-Dissertation
- Identifier: uj:3521 , http://hdl.handle.net/10210/6909
- Description: M.Ed. , Telkom SA Ltd. has a newly constituted national in-house training organisation known as the Center for Learning, which needs to provide performance improvement solutions and initiatives to the company in order to meet the challenges of a more competitive market. The exclusivity period in providing telecommunication solutions in South Africa is drawing to an end with major international competitors waiting to enter the presently exclusive market. The voices of the operational business units are heard in their frustration as to the inaccessibility of much needed performance improvement solutions. In particular one educational process, this being the performance consulting process, has been identified to be lacking in its functionality of application. This performance consulting process entails inter alia relationship building, competency profiling, needs analysis and personal development planning and programming. In addition the speculation of the media on the resignation of the chief operating officer of Telkom includes the slow pace of training to be a contributing factor. The research problem emanates from the expectation of the performance consulting process, which is supposed to be dynamic in identifying performance needs and translating it into interventions customed to real time needs of operational business units. The research approach followed to investigate the application difficulties of performance consulting, entailed the qualitative methodology of full participative observation, observation and interviewing of purposively selected subjects. Examining people's words and actions in a descriptive way represented the situation as experienced by the participants. The constant comparative method of data analysis provided six categories of information, reflecting the perceptions of the function and process to be followed by the performance consultant, which contributed to the conceptualisation of a theory behind the problem. The perceptions, views and concerns expressed by the research subjects were found to represent the mere symptoms of a more fundamental problem within the Center for Learning as an organisation. The difficulties experienced in the application of the performance consulting process are therefore considered to be a result of this deeper problem. The recommendation in answer to this deeper problem includes the suggestion that an independent task team should assess the nature and extent of the internal problems to this performance improvement organisation, intentionally aligning it to support the company in its business mission.
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- Authors: Zevenster, Gerrit
- Date: 2012-09-04
- Subjects: Organizational learning - Evaluation , Vocational education facilities , Vocational education - South Africa - Evaluation , Performance - Evaluation
- Type: Mini-Dissertation
- Identifier: uj:3521 , http://hdl.handle.net/10210/6909
- Description: M.Ed. , Telkom SA Ltd. has a newly constituted national in-house training organisation known as the Center for Learning, which needs to provide performance improvement solutions and initiatives to the company in order to meet the challenges of a more competitive market. The exclusivity period in providing telecommunication solutions in South Africa is drawing to an end with major international competitors waiting to enter the presently exclusive market. The voices of the operational business units are heard in their frustration as to the inaccessibility of much needed performance improvement solutions. In particular one educational process, this being the performance consulting process, has been identified to be lacking in its functionality of application. This performance consulting process entails inter alia relationship building, competency profiling, needs analysis and personal development planning and programming. In addition the speculation of the media on the resignation of the chief operating officer of Telkom includes the slow pace of training to be a contributing factor. The research problem emanates from the expectation of the performance consulting process, which is supposed to be dynamic in identifying performance needs and translating it into interventions customed to real time needs of operational business units. The research approach followed to investigate the application difficulties of performance consulting, entailed the qualitative methodology of full participative observation, observation and interviewing of purposively selected subjects. Examining people's words and actions in a descriptive way represented the situation as experienced by the participants. The constant comparative method of data analysis provided six categories of information, reflecting the perceptions of the function and process to be followed by the performance consultant, which contributed to the conceptualisation of a theory behind the problem. The perceptions, views and concerns expressed by the research subjects were found to represent the mere symptoms of a more fundamental problem within the Center for Learning as an organisation. The difficulties experienced in the application of the performance consulting process are therefore considered to be a result of this deeper problem. The recommendation in answer to this deeper problem includes the suggestion that an independent task team should assess the nature and extent of the internal problems to this performance improvement organisation, intentionally aligning it to support the company in its business mission.
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Short term incentive schemes for hospital managers
- Authors: Malambe, Lucas
- Date: 2014-05-05
- Subjects: Incentives in industry , Performance - Evaluation , Employee motivation
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/385515 , uj:10918 , http://hdl.handle.net/10210/10492
- Description: M.Com. (Business Management) , Introduction to the study Short-term incentives for managers generate interest among employees and executives in South Africa. In the health care industry competency-based performance systems for enhancing both individual and organisational performance have been growing in popularity in the last decade, as they are linked to the quality of diagnosis-specific services. Objectives of the study The objective of the study is to identify the nature of the main components of an appropriate short-term incentive scheme for private hospital managers. Are these schemes in place? If so, how do they work? The study seeks to delve into the experiences of hospital managers regarding their awareness of short-term incentive strategies by researching their views, attitudes and feelings regarding short-term incentives. Literature review The review of the literature indicates that the health care industry faces pressure to balance the quality of health care, on the one hand, with the escalating costs of health care and efforts to motivate hospital managers, on the other. Done correct ly short - term incent ive schemes are a powerful mot ivat ion tool if the intr insic and ext rinsic mot ivators are balanced adequately especially in a hospital set t ing where incor rect implementat ion can lead to unintended consequences. Research methodology The study utilises a qualitative strategy to provide an in-depth description of hospital managers‟ perceptions, understanding, and experiences of short-term incentives. The participatory approach reduces mistrust between subjects and researchers. Main findings The study found that the hospital managers are sharply aware and have a well developed understanding of the short-term incentives practiced in the private hospital sector. Short-term incentives may not be the major motivator but they are critical in ensuring that hospital managers stay motivated. Conclusion Providing a proper balance between intrinsic and extrinsic motivators is crucial in designing a framework that will keep hospital managers motivated and performing their work better.
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- Authors: Malambe, Lucas
- Date: 2014-05-05
- Subjects: Incentives in industry , Performance - Evaluation , Employee motivation
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/385515 , uj:10918 , http://hdl.handle.net/10210/10492
- Description: M.Com. (Business Management) , Introduction to the study Short-term incentives for managers generate interest among employees and executives in South Africa. In the health care industry competency-based performance systems for enhancing both individual and organisational performance have been growing in popularity in the last decade, as they are linked to the quality of diagnosis-specific services. Objectives of the study The objective of the study is to identify the nature of the main components of an appropriate short-term incentive scheme for private hospital managers. Are these schemes in place? If so, how do they work? The study seeks to delve into the experiences of hospital managers regarding their awareness of short-term incentive strategies by researching their views, attitudes and feelings regarding short-term incentives. Literature review The review of the literature indicates that the health care industry faces pressure to balance the quality of health care, on the one hand, with the escalating costs of health care and efforts to motivate hospital managers, on the other. Done correct ly short - term incent ive schemes are a powerful mot ivat ion tool if the intr insic and ext rinsic mot ivators are balanced adequately especially in a hospital set t ing where incor rect implementat ion can lead to unintended consequences. Research methodology The study utilises a qualitative strategy to provide an in-depth description of hospital managers‟ perceptions, understanding, and experiences of short-term incentives. The participatory approach reduces mistrust between subjects and researchers. Main findings The study found that the hospital managers are sharply aware and have a well developed understanding of the short-term incentives practiced in the private hospital sector. Short-term incentives may not be the major motivator but they are critical in ensuring that hospital managers stay motivated. Conclusion Providing a proper balance between intrinsic and extrinsic motivators is crucial in designing a framework that will keep hospital managers motivated and performing their work better.
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Evaluating the performance of the South African Breweries Foundation Tholoana Enterprise Fund
- Authors: Tlou, Dineo
- Date: 2017
- Subjects: Performance - Evaluation , South African Breweries Ltd. , Entrepreneurship - South Africa - Finance , Small business - South Africa - Growth , Economic development - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/261932 , uj:27631
- Description: M.Com. (Business Management) , Abstract: Small businesses play a major role in the economic development of South Africa, yet the country’s business environment is marked by low entrepreneurial activity, small business failure and stunted small business growth. The impact of small businesses on the economy and general development is determined by the performance of small businesses, but these businesses are faced with challenges that hinder growth or cause businesses to be untenable. Several support programmes from government and the private sector are available to assist entrepreneurs to establish small businesses but the performance or success of these programmes is not measured and therefore the effect of the programmes not quantifiable and lessons or models not recorded and shared. Very little empirical research exists on the evaluation or measurement of the success of entrepreneurship support programmes. The purpose of this study is to evaluate the performance of the South African Breweries Foundation Tholoana Enterprise Fund with a specific focus on the successes. A quantitative study was conducted and primary data collected using questionnaires and telephone surveys among the beneficiaries of the Tholoana Enterprise Fund between 2012 and 2014. The entire population made up of 197 elements was targeted with only 175 entrepreneurs being reachable. The methods of analysis employed in this study are descriptive statistics using frequency tables, custom tables, mean and standard deviations and inferential statistics using correlation and paired sample tests. The findings of this study suggest that most respondents attributed business continuity to the grant received from the Tholoana Enterprise Fund. The study also determined that success for small businesses is determined by a combination of success factors rather than only one. The study indicated that a few small businesses received support from either the private sector or government. The results of this study contributed to theory building as there is a paucity of evaluations or measurement of entrepreneurship support programmes.
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- Authors: Tlou, Dineo
- Date: 2017
- Subjects: Performance - Evaluation , South African Breweries Ltd. , Entrepreneurship - South Africa - Finance , Small business - South Africa - Growth , Economic development - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/261932 , uj:27631
- Description: M.Com. (Business Management) , Abstract: Small businesses play a major role in the economic development of South Africa, yet the country’s business environment is marked by low entrepreneurial activity, small business failure and stunted small business growth. The impact of small businesses on the economy and general development is determined by the performance of small businesses, but these businesses are faced with challenges that hinder growth or cause businesses to be untenable. Several support programmes from government and the private sector are available to assist entrepreneurs to establish small businesses but the performance or success of these programmes is not measured and therefore the effect of the programmes not quantifiable and lessons or models not recorded and shared. Very little empirical research exists on the evaluation or measurement of the success of entrepreneurship support programmes. The purpose of this study is to evaluate the performance of the South African Breweries Foundation Tholoana Enterprise Fund with a specific focus on the successes. A quantitative study was conducted and primary data collected using questionnaires and telephone surveys among the beneficiaries of the Tholoana Enterprise Fund between 2012 and 2014. The entire population made up of 197 elements was targeted with only 175 entrepreneurs being reachable. The methods of analysis employed in this study are descriptive statistics using frequency tables, custom tables, mean and standard deviations and inferential statistics using correlation and paired sample tests. The findings of this study suggest that most respondents attributed business continuity to the grant received from the Tholoana Enterprise Fund. The study also determined that success for small businesses is determined by a combination of success factors rather than only one. The study indicated that a few small businesses received support from either the private sector or government. The results of this study contributed to theory building as there is a paucity of evaluations or measurement of entrepreneurship support programmes.
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