An investigation into the work environment elements on job satisfaction- a case study on a company in the telecommunications industry.
- Authors: Bates, Warren Rodney
- Date: 2008-06-02T12:50:31Z
- Subjects: Job satisfaction , Quality of service , Work environment , Personnel management
- Type: Thesis
- Identifier: uj:8685 , http://hdl.handle.net/10210/503
- Description: Dr. Renalde Huysamen
- Full Text:
- Authors: Bates, Warren Rodney
- Date: 2008-06-02T12:50:31Z
- Subjects: Job satisfaction , Quality of service , Work environment , Personnel management
- Type: Thesis
- Identifier: uj:8685 , http://hdl.handle.net/10210/503
- Description: Dr. Renalde Huysamen
- Full Text:
A process evaluation of a HR model for business excellence
- Authors: Kruger, Willem Johannes
- Date: 2008-06-05T11:41:22Z
- Subjects: Strategic planning management , Personnel management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/383170 , uj:9046 , http://hdl.handle.net/10210/550
- Description: Rhinesmith (1996) is of the opinion that no business can prosper without a business strategy that needs proper implementation. This implies that organisations need to be managed as a system where the traditional loose practices should be integrated. This further implies that Human Resources (HR) should manage HR as an integrated system that integrates with organisations as a system. Traditionally, HR has focused on human resource practices. This means that they, for example, manage HR as “loose units” by focusing on staffing, training and development, performance assessment and rewards as practices to be dealt with separately. These practices are seldom integrated with a business mindset. One can categorise these traditional practices as administrative practices and nothing more. These “separate” administrative practices often lead to inflexible and scattered support to line. The reason is that legislation on training, employee equity, employment practices, industrial or employee relations and remuneration is implemented without a process where stakeholders in organisations talk to one another to understand how it should be integrated. The other challenge for organisations is to integrate the HR practices mentioned into a single process flow that integrates all HR practices into one single HR system. The HR training provided to students at tertiary institutions does not solve the above challenge for those who intend to become HR practitioners. Sources on HR by authors such as Lussier (1996), Beach (1980), Dubois (1996) and others mostly focus on HR practices. However, these sources are excellent literature on HR practices. For example, these resources may refer to management of employees, and the personnel field, philosophies, principles, and policies. Literature on strategic HR most often informs the researcher about using business processes as the drivers for all HR practices. In reality, it means that HR needs to bridge the gap between business principles, commerce, resource development and employee utilisation. The result is that HR often approaches the value that they need to add to a business with a non-business mindset. They normally provide contributions as a business partner who adds no focused business value. HR further adds to the problem by leaving the integration of the various HR functions to individual managers who manage these human resource practices from their own perspective. This often results in a disorganised HR function that mostly focuses on administrative and controlling issues of the various HR practices. For example, employee equity (EE) is driven as a number game. This may result in the inability to recruit needed scarce skills such as those of engineers. Furthermore, remuneration surveys are concluded and the results are implemented with the aim of reducing the human cost in organisations. Such approaches often add to lack of commitment and an outflow of employees who should rather have stayed due to their competency levels. Training courses on leadership often do not support the culture and leadership style required by a specific organisation. This results in HR functions being weak in implementation or understanding of the real needs of organisations. This situation creates a non-business approach to HR practices and procedures. Business-driven HR practices need to be integrated by closing the gap between business principles, commerce, resource development and employee utilisation. The Corporate Leadership Council (1995) is of the opinion that the role of HR is to build and develop the organisation of tomorrow in today’s terms. Successful organisations master the ability to put strategic plans into practice with the focus on implementation. HR must stop being good in developing business or strategic plans (the “what to do”). They must develop the ability to integrate the various HR practices into a system that integrates with business processes and practices to become real business partners in the true sense of the word. Ulrich (1997) said in this regard: “As champions of competitiveness, HR professionals must focus more on the deliverables of their work than on doing their work better. They must articulate their role in terms of value created. They must learn to measure results in terms of business competitiveness rather than employee comfort and to lead cultural transformation rather than to consolidate, reengineer, or downsize where a company needs to turn around. To achieve these goals, HR must reorganise and correct its position. The HR function traditionally has spent more time professing than being professional” (Ulrich, 1997, p. 17). , Prof. J.E. Coetzee
- Full Text:
- Authors: Kruger, Willem Johannes
- Date: 2008-06-05T11:41:22Z
- Subjects: Strategic planning management , Personnel management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/383170 , uj:9046 , http://hdl.handle.net/10210/550
- Description: Rhinesmith (1996) is of the opinion that no business can prosper without a business strategy that needs proper implementation. This implies that organisations need to be managed as a system where the traditional loose practices should be integrated. This further implies that Human Resources (HR) should manage HR as an integrated system that integrates with organisations as a system. Traditionally, HR has focused on human resource practices. This means that they, for example, manage HR as “loose units” by focusing on staffing, training and development, performance assessment and rewards as practices to be dealt with separately. These practices are seldom integrated with a business mindset. One can categorise these traditional practices as administrative practices and nothing more. These “separate” administrative practices often lead to inflexible and scattered support to line. The reason is that legislation on training, employee equity, employment practices, industrial or employee relations and remuneration is implemented without a process where stakeholders in organisations talk to one another to understand how it should be integrated. The other challenge for organisations is to integrate the HR practices mentioned into a single process flow that integrates all HR practices into one single HR system. The HR training provided to students at tertiary institutions does not solve the above challenge for those who intend to become HR practitioners. Sources on HR by authors such as Lussier (1996), Beach (1980), Dubois (1996) and others mostly focus on HR practices. However, these sources are excellent literature on HR practices. For example, these resources may refer to management of employees, and the personnel field, philosophies, principles, and policies. Literature on strategic HR most often informs the researcher about using business processes as the drivers for all HR practices. In reality, it means that HR needs to bridge the gap between business principles, commerce, resource development and employee utilisation. The result is that HR often approaches the value that they need to add to a business with a non-business mindset. They normally provide contributions as a business partner who adds no focused business value. HR further adds to the problem by leaving the integration of the various HR functions to individual managers who manage these human resource practices from their own perspective. This often results in a disorganised HR function that mostly focuses on administrative and controlling issues of the various HR practices. For example, employee equity (EE) is driven as a number game. This may result in the inability to recruit needed scarce skills such as those of engineers. Furthermore, remuneration surveys are concluded and the results are implemented with the aim of reducing the human cost in organisations. Such approaches often add to lack of commitment and an outflow of employees who should rather have stayed due to their competency levels. Training courses on leadership often do not support the culture and leadership style required by a specific organisation. This results in HR functions being weak in implementation or understanding of the real needs of organisations. This situation creates a non-business approach to HR practices and procedures. Business-driven HR practices need to be integrated by closing the gap between business principles, commerce, resource development and employee utilisation. The Corporate Leadership Council (1995) is of the opinion that the role of HR is to build and develop the organisation of tomorrow in today’s terms. Successful organisations master the ability to put strategic plans into practice with the focus on implementation. HR must stop being good in developing business or strategic plans (the “what to do”). They must develop the ability to integrate the various HR practices into a system that integrates with business processes and practices to become real business partners in the true sense of the word. Ulrich (1997) said in this regard: “As champions of competitiveness, HR professionals must focus more on the deliverables of their work than on doing their work better. They must articulate their role in terms of value created. They must learn to measure results in terms of business competitiveness rather than employee comfort and to lead cultural transformation rather than to consolidate, reengineer, or downsize where a company needs to turn around. To achieve these goals, HR must reorganise and correct its position. The HR function traditionally has spent more time professing than being professional” (Ulrich, 1997, p. 17). , Prof. J.E. Coetzee
- Full Text:
The impact employee satisfaction levels have on the quality of customer service in the service utility: Telkom S.A.
- Authors: Moodley, Cynthia
- Date: 2008-06-10T05:46:38Z
- Subjects: Job satisfaction , Personnel management , Industrial productivity
- Type: Thesis
- Identifier: uj:9511 , http://hdl.handle.net/10210/593
- Description: Prof. W.M. Conradie
- Full Text:
- Authors: Moodley, Cynthia
- Date: 2008-06-10T05:46:38Z
- Subjects: Job satisfaction , Personnel management , Industrial productivity
- Type: Thesis
- Identifier: uj:9511 , http://hdl.handle.net/10210/593
- Description: Prof. W.M. Conradie
- Full Text:
A South African woman's experience of expatriate adjustment
- Authors: Bester, Petrus Cornelius
- Date: 2008-06-17T13:38:49Z
- Subjects: Industrial psychology , Personnel management , Diplomatic and consular service, South African , Acculturation
- Type: Thesis
- Identifier: uj:2899 , http://hdl.handle.net/10210/632
- Description: A preliminary review of the literature on cultural or expatriate adjustment with regard to the spouses of diplomatic personnel, such as the military attaché, clearly indicated a gap in the existing knowledge scholars have of the adjustment experiences of spouses of expatriate managers. The aim of this study was exploring and describing one South African expatriate’s wife’s authentic experiences of expatriate adjustment to India. A modernist qualitative methodology with symbolic interactionism as theoretical framework and interpretivist constructivism as research paradigm was employed. The case study was used as qualitative research strategy and the life history was used as the qualitative research technique. Purposeful sampling was employed. Plummer’s (2001) critical humanism was included to reflect the flavour of the diversity of frameworks available to life history researchers. Data were obtained from solicited and unsolicited sources. This yielded a life history with rich descriptive data that were systematically analysed with the grounded theory technique proposed by Strauss and Corbin (1990, 1998). A conceptual framework was compiled and used to substantiate the finding by means of a literature review, the identification of the core category, and finally the development of a substantive theory called: a transitional theory of spousal expatriate adjustment. Guidelines proposed in the literature were followed to ensure the authenticity, trustworthiness and credibility of the study. The findings provided some understanding of how wives of military attaché’s experience the process of expatriate adjustment. Recommendations were made to improve current practice. The study also made a methodological contribution to the local study of Industrial and Organisational Psychology and in particular International Human Resources Management. Recommendations are made for future research. , Prof. Willem Schurink
- Full Text:
- Authors: Bester, Petrus Cornelius
- Date: 2008-06-17T13:38:49Z
- Subjects: Industrial psychology , Personnel management , Diplomatic and consular service, South African , Acculturation
- Type: Thesis
- Identifier: uj:2899 , http://hdl.handle.net/10210/632
- Description: A preliminary review of the literature on cultural or expatriate adjustment with regard to the spouses of diplomatic personnel, such as the military attaché, clearly indicated a gap in the existing knowledge scholars have of the adjustment experiences of spouses of expatriate managers. The aim of this study was exploring and describing one South African expatriate’s wife’s authentic experiences of expatriate adjustment to India. A modernist qualitative methodology with symbolic interactionism as theoretical framework and interpretivist constructivism as research paradigm was employed. The case study was used as qualitative research strategy and the life history was used as the qualitative research technique. Purposeful sampling was employed. Plummer’s (2001) critical humanism was included to reflect the flavour of the diversity of frameworks available to life history researchers. Data were obtained from solicited and unsolicited sources. This yielded a life history with rich descriptive data that were systematically analysed with the grounded theory technique proposed by Strauss and Corbin (1990, 1998). A conceptual framework was compiled and used to substantiate the finding by means of a literature review, the identification of the core category, and finally the development of a substantive theory called: a transitional theory of spousal expatriate adjustment. Guidelines proposed in the literature were followed to ensure the authenticity, trustworthiness and credibility of the study. The findings provided some understanding of how wives of military attaché’s experience the process of expatriate adjustment. Recommendations were made to improve current practice. The study also made a methodological contribution to the local study of Industrial and Organisational Psychology and in particular International Human Resources Management. Recommendations are made for future research. , Prof. Willem Schurink
- Full Text:
Change dynamics and related leadership competencies: leading people through change and uncertainty
- Authors: Von Eck, Claudelle
- Date: 2008-06-24T13:18:27Z
- Subjects: Organizational change management , Personnel management , Leadership
- Type: Thesis
- Identifier: uj:9817 , http://hdl.handle.net/10210/721
- Description: Change is a topic of crucial concern to all organisations in the present turbulent business environment. Leaders are constantly faced with the challenge of determining whether environmental factors will exert pressure which may cause harm or change to the organisation. Some of the major challenges that accompany change include a) the constantly changing environment has created an unpredictable future as the marketplace has lost its predictability b) leaders that are not able to predict what type of change the organisation is going to be faced with c) the uncertainty around the outcome of change d) no clear relationship exists between the scale of the change and the scale of its impact within an organisation and e) the risk of failure. Therefore, in dealing with change the mindsets of the organisation’s leaders, regarding the complexity of change, are the most critical factor. In this context, the main topic expanded on in this study is that change in organisations requires leadership and leadership in turn requires certain competencies. Central to the concept of leadership and change is the leadership-followership relationship as leaders have to lead people through the change and the ensuing uncertainty. In order to do so successfully leaders need to have a set of competencies that enable them to lead people through change and uncertainty. The purpose of this study was to develop a framework containing a set of competencies required for the major change types. It compared the views of managers and employees, in the financial services sector, on the importance of those competencies as well as the degree to which managers display the competencies. Ten leaders participated in the qualitative phase of the study and 60 managers and 74 employees responded to the survey. The major outcomes of the study included the competency framework as well as the competencies where statistically significant differences between the managers’ and employees’ views on, a) the degree to which the managers display the competencies as well as b) the importance assigned to the competencies, were found. , Dr. Anton Verwey
- Full Text:
- Authors: Von Eck, Claudelle
- Date: 2008-06-24T13:18:27Z
- Subjects: Organizational change management , Personnel management , Leadership
- Type: Thesis
- Identifier: uj:9817 , http://hdl.handle.net/10210/721
- Description: Change is a topic of crucial concern to all organisations in the present turbulent business environment. Leaders are constantly faced with the challenge of determining whether environmental factors will exert pressure which may cause harm or change to the organisation. Some of the major challenges that accompany change include a) the constantly changing environment has created an unpredictable future as the marketplace has lost its predictability b) leaders that are not able to predict what type of change the organisation is going to be faced with c) the uncertainty around the outcome of change d) no clear relationship exists between the scale of the change and the scale of its impact within an organisation and e) the risk of failure. Therefore, in dealing with change the mindsets of the organisation’s leaders, regarding the complexity of change, are the most critical factor. In this context, the main topic expanded on in this study is that change in organisations requires leadership and leadership in turn requires certain competencies. Central to the concept of leadership and change is the leadership-followership relationship as leaders have to lead people through the change and the ensuing uncertainty. In order to do so successfully leaders need to have a set of competencies that enable them to lead people through change and uncertainty. The purpose of this study was to develop a framework containing a set of competencies required for the major change types. It compared the views of managers and employees, in the financial services sector, on the importance of those competencies as well as the degree to which managers display the competencies. Ten leaders participated in the qualitative phase of the study and 60 managers and 74 employees responded to the survey. The major outcomes of the study included the competency framework as well as the competencies where statistically significant differences between the managers’ and employees’ views on, a) the degree to which the managers display the competencies as well as b) the importance assigned to the competencies, were found. , Dr. Anton Verwey
- Full Text:
Human resources management of professional sports coaches in South Africa
- Authors: Surujlal, Jhalukpreya
- Date: 2008-10-27T06:43:13Z
- Subjects: Coaches (Athletics) , Personnel management
- Type: Thesis
- Identifier: uj:13433 , http://hdl.handle.net/10210/1346
- Description: D.Phil. , Sport in South Africa (SA) has undergone a metamorphosis over the past two decades. Statutory restrictions that were prevalent during the period prior to 1980 have been lifted, resulting in increased participation in sport. The increased participation has created a backlog of facilities and services provided by sport organizations. Coaching is one such service that is provided by sport organizations. In order to provide this service, it has become necessary for sport organizations to acquire sports coaches. In SA professional sports coaching is not an easy task since professional sports coaches face distinct pressures that are not found in other professions. This is reflected in the high coach turnover in certain popular codes of sport like soccer and rugby. Thus the question of the human resources management of professional sports coaches has arisen. This study involved research into the management of professional sports coaches in sport organizations affiliated to the South African Sports Commission. The aim of this study was to propose guidelines for the human resources management (HRM) of professional sports coaches in South Africa. This was done by conducting an in depth literature survey to ascertain what different theoretical models existed with regard to human resources management, in order that the principles of HRM in relation to professional sports coaches could be identified. The literature was compared with the current situation regarding the HRM function for professional sports coaches at sport organizations in South Africa. It was supported by an exploratory study conducted through in depth interviews, and an empirical study. Two questionnaires, which were pre-tested to v ensure that they communicated information correctly to the respondents, was developed for professional sports coaches and HR managers. Four hundred and fifty (450) questionnaires each were administered to HR managers and professional sports coaches at sports organizations affiliated to the South African Sports Commission in the different provinces in South Africa. The empirical findings, when compared with the literature study, provided evidence that shortcomings existed, that needed to be seriously addressed by HR managers at sport organizations, with regard to the management of professional sports coaches in South Africa. Sport organizations need to approach the training and development of professional sports coaches with the South African Qualifications Authority’s requirements in mind. This will ensure that the qualifications of professional sports coaches are accredited. As a result of the unique nature of the job that the coach performs, there is a need to utilize recruitment and selection techniques specifically applicable to professional sports coaches. The study revealed that professional sports coaches experience problems with job security, therefore appropriate actions need to be taken by HR managers to satisfy job security needs. The performance of professional sports coaches was mainly based on the win/loss record of the coach. The literature study as well as the empirical study suggests that other factors, in addition to the win/loss record of professional sports coaches, need to be considered in their performance appraisals. The qualitative as well as the empirical study suggests that professional sports coaches are not satisfied with their compensation. HR managers need to investigate compensation packages that are offered to professional sports coaches. , Prof. W.J. Hollander
- Full Text:
- Authors: Surujlal, Jhalukpreya
- Date: 2008-10-27T06:43:13Z
- Subjects: Coaches (Athletics) , Personnel management
- Type: Thesis
- Identifier: uj:13433 , http://hdl.handle.net/10210/1346
- Description: D.Phil. , Sport in South Africa (SA) has undergone a metamorphosis over the past two decades. Statutory restrictions that were prevalent during the period prior to 1980 have been lifted, resulting in increased participation in sport. The increased participation has created a backlog of facilities and services provided by sport organizations. Coaching is one such service that is provided by sport organizations. In order to provide this service, it has become necessary for sport organizations to acquire sports coaches. In SA professional sports coaching is not an easy task since professional sports coaches face distinct pressures that are not found in other professions. This is reflected in the high coach turnover in certain popular codes of sport like soccer and rugby. Thus the question of the human resources management of professional sports coaches has arisen. This study involved research into the management of professional sports coaches in sport organizations affiliated to the South African Sports Commission. The aim of this study was to propose guidelines for the human resources management (HRM) of professional sports coaches in South Africa. This was done by conducting an in depth literature survey to ascertain what different theoretical models existed with regard to human resources management, in order that the principles of HRM in relation to professional sports coaches could be identified. The literature was compared with the current situation regarding the HRM function for professional sports coaches at sport organizations in South Africa. It was supported by an exploratory study conducted through in depth interviews, and an empirical study. Two questionnaires, which were pre-tested to v ensure that they communicated information correctly to the respondents, was developed for professional sports coaches and HR managers. Four hundred and fifty (450) questionnaires each were administered to HR managers and professional sports coaches at sports organizations affiliated to the South African Sports Commission in the different provinces in South Africa. The empirical findings, when compared with the literature study, provided evidence that shortcomings existed, that needed to be seriously addressed by HR managers at sport organizations, with regard to the management of professional sports coaches in South Africa. Sport organizations need to approach the training and development of professional sports coaches with the South African Qualifications Authority’s requirements in mind. This will ensure that the qualifications of professional sports coaches are accredited. As a result of the unique nature of the job that the coach performs, there is a need to utilize recruitment and selection techniques specifically applicable to professional sports coaches. The study revealed that professional sports coaches experience problems with job security, therefore appropriate actions need to be taken by HR managers to satisfy job security needs. The performance of professional sports coaches was mainly based on the win/loss record of the coach. The literature study as well as the empirical study suggests that other factors, in addition to the win/loss record of professional sports coaches, need to be considered in their performance appraisals. The qualitative as well as the empirical study suggests that professional sports coaches are not satisfied with their compensation. HR managers need to investigate compensation packages that are offered to professional sports coaches. , Prof. W.J. Hollander
- Full Text:
Managing cultural diversity in information services
- Authors: Eister, Keitumetse Betsy
- Date: 2009-01-12T07:23:11Z
- Subjects: Diversity in the workplace , Personnel management , Communication in organizations , Libraries
- Type: Thesis
- Identifier: uj:14778 , http://hdl.handle.net/10210/1856
- Description: M.Inf. , This study was conducted within the context of human resources management. The empirical investigation involved nine provincial library and information services. A questionnaire was sent to nine directors with the purpose of investigating how provincial library services have changed to accommodate needs of diverse human resources. The aims of the research were to explore the perceptions managers have on differences brought by diverse cultural backgrounds, and how they have aligned management practices to suit the changed needs. It was found from the empirical research that most of the managers are aware of the changes that have to take place, but very little has been done to address changes in a constructive, organised manner. Recommendations are made on specific areas that need to be addressed, with a view to efficiently manage employees who come from different cultural backgrounds.
- Full Text:
- Authors: Eister, Keitumetse Betsy
- Date: 2009-01-12T07:23:11Z
- Subjects: Diversity in the workplace , Personnel management , Communication in organizations , Libraries
- Type: Thesis
- Identifier: uj:14778 , http://hdl.handle.net/10210/1856
- Description: M.Inf. , This study was conducted within the context of human resources management. The empirical investigation involved nine provincial library and information services. A questionnaire was sent to nine directors with the purpose of investigating how provincial library services have changed to accommodate needs of diverse human resources. The aims of the research were to explore the perceptions managers have on differences brought by diverse cultural backgrounds, and how they have aligned management practices to suit the changed needs. It was found from the empirical research that most of the managers are aware of the changes that have to take place, but very little has been done to address changes in a constructive, organised manner. Recommendations are made on specific areas that need to be addressed, with a view to efficiently manage employees who come from different cultural backgrounds.
- Full Text:
Produktiwiteit en geestesgesongheid
- Vlok, A.
- Authors: Vlok, A.
- Date: 2009-05-07T07:14:54Z
- Subjects: Productivity and mental health , Personnel management , Industrial psychology - Study and teaching (Higher) - South Africa
- Type: Inaugural
- Identifier: uj:15011 , http://hdl.handle.net/10210/2493
- Description: Inaugural lecture--Department of Industrial Psychology, Rand Afrikaans University, 13 April 1970 , As an applied science, Industrial Psychology has the practical aims of maximum productivity and optimal adjustment of the worker, these being two complementary facets of a single objective. The industrial psychologist's primary role is therefore to be found in the joint planning as well as the diagnosis and maintenance of personnel and man-machine systems. Productivity has its human implications, both as far as human input and the satisfaction of human needs are concerned. The future is likely to place additional demands on human potential and creativity. This calls for systematic personnel work, more particularly the development of South Africa's human resources. Industrial mental health should be considered not only as an influence on productivity, but as a criterion by itself. In spite of considerable costs of occupational maladjustment, both for industry and the community of which it is part, many employers tend to neglect their responsibility in this regard. There is room for more systematic guidance and closer cooperation between enterprise and scientist in order that basic research, training and practical needs may be aligned. This is particularly relevant in the case of Industrial Psychology which by its nature offers its contributions within the context of a particular cultural setting.
- Full Text:
- Authors: Vlok, A.
- Date: 2009-05-07T07:14:54Z
- Subjects: Productivity and mental health , Personnel management , Industrial psychology - Study and teaching (Higher) - South Africa
- Type: Inaugural
- Identifier: uj:15011 , http://hdl.handle.net/10210/2493
- Description: Inaugural lecture--Department of Industrial Psychology, Rand Afrikaans University, 13 April 1970 , As an applied science, Industrial Psychology has the practical aims of maximum productivity and optimal adjustment of the worker, these being two complementary facets of a single objective. The industrial psychologist's primary role is therefore to be found in the joint planning as well as the diagnosis and maintenance of personnel and man-machine systems. Productivity has its human implications, both as far as human input and the satisfaction of human needs are concerned. The future is likely to place additional demands on human potential and creativity. This calls for systematic personnel work, more particularly the development of South Africa's human resources. Industrial mental health should be considered not only as an influence on productivity, but as a criterion by itself. In spite of considerable costs of occupational maladjustment, both for industry and the community of which it is part, many employers tend to neglect their responsibility in this regard. There is room for more systematic guidance and closer cooperation between enterprise and scientist in order that basic research, training and practical needs may be aligned. This is particularly relevant in the case of Industrial Psychology which by its nature offers its contributions within the context of a particular cultural setting.
- Full Text:
Foundational assumptions in selecting human capital metrics
- Authors: Chrysler-Fox, Pharny D.
- Date: 2011-08-25T06:44:23Z
- Subjects: Human capital , Human capital measurement , Personnel management
- Type: Thesis
- Identifier: uj:7173 , http://hdl.handle.net/10210/3784
- Description: M Com (Human Resources Management) , The aim of this study was to explore and describe foundational assumptions in selection of human capital metrics, unpacked within three broad categories of meaning, namely: why?, what?, and how? we measure human capital. A literature study was conducted to demystify conceptual elements and to report on the status quo. A modernist qualitative research methodology, with purposive and snowball sampling to recruit a limited number of practitioner experts in the field of HC and HC measurement in South Africa, was employed. With the aid of computerised qualitative data analysis software, thematic analysis was inductively applied to data generated during unstructured, in-depth interviews. Twenty-four assumptions found and positioned within the three broad categories of meaning (why?, what?, and how?) provide some understanding of selection in human capital metrics. Significant clusters of findings are: the supply of decisionlevel specific human capital information (which originated heuristically and inferentially), the limited value attached by senior managers to transactional and compliance information, the systemic integration (vertical and horizontal) of the business strategy into the business value chain, supported by multiple and parallel value chains, and an emerging measurement framework within HR. These clusters are representative of two emerging and overarching paradigms, namely: the current and entrenched Performance Measurement Paradigm (transactional), and the aspiration towards the fruition of a Human Capital Contribution Paradigm. It is clear from this study that there is still conceptual confusion regarding the terms human capital and metrics as presented in literature and understood and applied in practice. Recommendations are offered to eradicate conceptual confusion and to assist HR in moving towards a Human Capital Contribution paradigm.
- Full Text:
- Authors: Chrysler-Fox, Pharny D.
- Date: 2011-08-25T06:44:23Z
- Subjects: Human capital , Human capital measurement , Personnel management
- Type: Thesis
- Identifier: uj:7173 , http://hdl.handle.net/10210/3784
- Description: M Com (Human Resources Management) , The aim of this study was to explore and describe foundational assumptions in selection of human capital metrics, unpacked within three broad categories of meaning, namely: why?, what?, and how? we measure human capital. A literature study was conducted to demystify conceptual elements and to report on the status quo. A modernist qualitative research methodology, with purposive and snowball sampling to recruit a limited number of practitioner experts in the field of HC and HC measurement in South Africa, was employed. With the aid of computerised qualitative data analysis software, thematic analysis was inductively applied to data generated during unstructured, in-depth interviews. Twenty-four assumptions found and positioned within the three broad categories of meaning (why?, what?, and how?) provide some understanding of selection in human capital metrics. Significant clusters of findings are: the supply of decisionlevel specific human capital information (which originated heuristically and inferentially), the limited value attached by senior managers to transactional and compliance information, the systemic integration (vertical and horizontal) of the business strategy into the business value chain, supported by multiple and parallel value chains, and an emerging measurement framework within HR. These clusters are representative of two emerging and overarching paradigms, namely: the current and entrenched Performance Measurement Paradigm (transactional), and the aspiration towards the fruition of a Human Capital Contribution Paradigm. It is clear from this study that there is still conceptual confusion regarding the terms human capital and metrics as presented in literature and understood and applied in practice. Recommendations are offered to eradicate conceptual confusion and to assist HR in moving towards a Human Capital Contribution paradigm.
- Full Text:
Employee retention within Standard Bank Group IT
- Mohlala, Joy Gloria Hlengiwe
- Authors: Mohlala, Joy Gloria Hlengiwe
- Date: 2011-09-13T09:45:51Z
- Subjects: Employee retention , Personnel management , Standard Bank South Africa Group IT
- Type: Thesis
- Identifier: uj:7207 , http://hdl.handle.net/10210/3841
- Description: MBA , The Information Technology (IT) industry is currently faced with a shrinking pool of IT professionals as a result of the increasing demand for these professionals. One of the major contributors to the increasing demand is the rapidly advancing technological markets, which have resulted in a widened gap between the availability and demand of IT professionals. The increasing demand for skilled IT professionals has resulted in the war for talent as organisations fight to attract and retain individuals who possess the types of skills that are scarce. The war for talent is pressurising organisations to start devising strategies for attracting and retaining targeted employees. Standard Bank South Africa Group IT (SBSA GIT) has also been affected by the war for talent. This study was conducted in order to understand some of the challenges facing the SBSA GIT leadership regarding employee retention. This study was conducted using the interpretive, case-study research design which was conducted through interviews held with the SBSA GIT leadership. The sample of interviewees comprised of four directors and thirteen senior managers. The interviews also revealed that SBSA GIT is affected by the shrinking pool of IT professionals. The interviewees indicated that there is a shortage of the skills set for which the leadership team is looking in the industry. The research findings indicate that high employee turnover is the main contributor of the skills shortages in the SBSA GIT department. The interviewees stated that the non-existence of a proper retention strategy for SBSA GIT has made it difficult for them to identify the type of skills that are critical to the organisation and which must be retained. The absence of this strategy has made it difficult for the department to come up with the standardised way of retaining employees. As a result, there is no consistency as to what managers do in their individual units. The issue of salaries was also raised as contributing factor to high turnover of employees. The interviewees stated that employees who have been with the organisation for a long time are not paid market related salaries, and end up leaving the organisation. This iv study also identifies some initiatives that can be implemented by SBSA GIT to reduce employee turnover. The recommendations provided in this study are the proposed solutions as to how the defined objectives can be realised. These recommendations include implementing the talent management process, creating dialogue with the employees, designing the employee value propositions that will be specific to SBSA GIT, and identifying the methodology that will be implemented by SBSA to implement the employee retention strategy.
- Full Text:
- Authors: Mohlala, Joy Gloria Hlengiwe
- Date: 2011-09-13T09:45:51Z
- Subjects: Employee retention , Personnel management , Standard Bank South Africa Group IT
- Type: Thesis
- Identifier: uj:7207 , http://hdl.handle.net/10210/3841
- Description: MBA , The Information Technology (IT) industry is currently faced with a shrinking pool of IT professionals as a result of the increasing demand for these professionals. One of the major contributors to the increasing demand is the rapidly advancing technological markets, which have resulted in a widened gap between the availability and demand of IT professionals. The increasing demand for skilled IT professionals has resulted in the war for talent as organisations fight to attract and retain individuals who possess the types of skills that are scarce. The war for talent is pressurising organisations to start devising strategies for attracting and retaining targeted employees. Standard Bank South Africa Group IT (SBSA GIT) has also been affected by the war for talent. This study was conducted in order to understand some of the challenges facing the SBSA GIT leadership regarding employee retention. This study was conducted using the interpretive, case-study research design which was conducted through interviews held with the SBSA GIT leadership. The sample of interviewees comprised of four directors and thirteen senior managers. The interviews also revealed that SBSA GIT is affected by the shrinking pool of IT professionals. The interviewees indicated that there is a shortage of the skills set for which the leadership team is looking in the industry. The research findings indicate that high employee turnover is the main contributor of the skills shortages in the SBSA GIT department. The interviewees stated that the non-existence of a proper retention strategy for SBSA GIT has made it difficult for them to identify the type of skills that are critical to the organisation and which must be retained. The absence of this strategy has made it difficult for the department to come up with the standardised way of retaining employees. As a result, there is no consistency as to what managers do in their individual units. The issue of salaries was also raised as contributing factor to high turnover of employees. The interviewees stated that employees who have been with the organisation for a long time are not paid market related salaries, and end up leaving the organisation. This iv study also identifies some initiatives that can be implemented by SBSA GIT to reduce employee turnover. The recommendations provided in this study are the proposed solutions as to how the defined objectives can be realised. These recommendations include implementing the talent management process, creating dialogue with the employees, designing the employee value propositions that will be specific to SBSA GIT, and identifying the methodology that will be implemented by SBSA to implement the employee retention strategy.
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Kritiese evaluering van die bestaande prestasie-evalueringstelsels in die Departement van Korrektiewe Dienste
- Authors: Olivier, Pieter
- Date: 2011-12-06
- Subjects: Employees rating , Personnel management , Labor laws and legislation , Industrial relations , South African Department of Correctional Services
- Type: Thesis
- Identifier: uj:1806 , http://hdl.handle.net/10210/4169
- Description: M.Phil. , A critical task in the management of human resources is the evaluation of employees. All organizations must face up to the challenge of how to evaluate, utilize and develop the skills and abilities of their employees to ensure that organizational goals are achieved, and also to ensure that individuals gain as much satisfaction as possible from their jobs while making effective contributions. The objective of performance evaluation is the following: • To identify management potential • To recognize performance through: promotion merit awards • To identify shortcomings and to rectify it • To establish training needs • To consider transfer/redeployment In order to succeed with this important management task, it is essential for any organization to have a performance evaluation system which can guarantee an objective, factual and reliable result.
- Full Text:
- Authors: Olivier, Pieter
- Date: 2011-12-06
- Subjects: Employees rating , Personnel management , Labor laws and legislation , Industrial relations , South African Department of Correctional Services
- Type: Thesis
- Identifier: uj:1806 , http://hdl.handle.net/10210/4169
- Description: M.Phil. , A critical task in the management of human resources is the evaluation of employees. All organizations must face up to the challenge of how to evaluate, utilize and develop the skills and abilities of their employees to ensure that organizational goals are achieved, and also to ensure that individuals gain as much satisfaction as possible from their jobs while making effective contributions. The objective of performance evaluation is the following: • To identify management potential • To recognize performance through: promotion merit awards • To identify shortcomings and to rectify it • To establish training needs • To consider transfer/redeployment In order to succeed with this important management task, it is essential for any organization to have a performance evaluation system which can guarantee an objective, factual and reliable result.
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The protean career : implications for human resource systems
- Authors: Van den Berg, Ian Johannes
- Date: 2011-12-06
- Subjects: Career development , Personnel management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/374221 , uj:1830 , http://hdl.handle.net/10210/4190
- Description: M.Comm. , Changes in society, the nature of work, workplaces and employer-employee relationships have made traditional approaches to career development in organizations inadequate with powerful impacts on the employees. New concepts of career and life planning will be needed if such changes continue to take place. This study aims to obtain an overview of how career development is related to traditional human resource systems in organizations, discuss the protean career as a contemporary approach to careers and to explore the implications of the prQtean approach to career development for organizations. The study comprises an analysis of the literature relevant to the protean career concept, career development practice and human resource systems. In order to understand the implications of the protean career, an overview of how career development relates to traditional human resource systems is first undertaken. The fundamental interdependence between an individual's career plans and an organization's human resource plans is illustrated by considering the essential career-oriented human resource systems characteristics, namely organizational-level activities, the individual-level activities and the matching process. The study focuses in particular on the features of the protean career concept as a contemporary approach to career development in organizations. The protean person's own personal career choices and self-fulfilment are the unifying and integrative elements in the person's life. This implies a relational approach to the career development practice in human resources systems. Pursuing a protean career means, therefore, the development of a new psychological contract. Whereas in the past, the contract was with the organization, in the protean career, the contract is with the self. The protean career is therefore a process that the person and not the organization is managing with the criterion for success being internal (psychological) and not external.
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- Authors: Van den Berg, Ian Johannes
- Date: 2011-12-06
- Subjects: Career development , Personnel management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/374221 , uj:1830 , http://hdl.handle.net/10210/4190
- Description: M.Comm. , Changes in society, the nature of work, workplaces and employer-employee relationships have made traditional approaches to career development in organizations inadequate with powerful impacts on the employees. New concepts of career and life planning will be needed if such changes continue to take place. This study aims to obtain an overview of how career development is related to traditional human resource systems in organizations, discuss the protean career as a contemporary approach to careers and to explore the implications of the prQtean approach to career development for organizations. The study comprises an analysis of the literature relevant to the protean career concept, career development practice and human resource systems. In order to understand the implications of the protean career, an overview of how career development relates to traditional human resource systems is first undertaken. The fundamental interdependence between an individual's career plans and an organization's human resource plans is illustrated by considering the essential career-oriented human resource systems characteristics, namely organizational-level activities, the individual-level activities and the matching process. The study focuses in particular on the features of the protean career concept as a contemporary approach to career development in organizations. The protean person's own personal career choices and self-fulfilment are the unifying and integrative elements in the person's life. This implies a relational approach to the career development practice in human resources systems. Pursuing a protean career means, therefore, the development of a new psychological contract. Whereas in the past, the contract was with the organization, in the protean career, the contract is with the self. The protean career is therefore a process that the person and not the organization is managing with the criterion for success being internal (psychological) and not external.
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An investigation into the facilitators of the trustworthiness of managers
- Authors: Bews, Neville Frederick
- Date: 2012-02-27
- Subjects: Industrial relations , Interpersonal relations , Personnel management , Industrial sociology , Trust
- Type: Thesis
- Identifier: uj:2049 , http://hdl.handle.net/10210/4399
- Description: D.Litt. et Phil. , With the emergence of what has been referred to as the "post-industrial" society, the last decade has seen employer-employee work relationships undergoing a high level of change, as organisations restructure in an attempt to survive in the emerging global economy. Largely due to this, the nature of work has changed, placing tension on intra-organisational trust. As organisations readjust in an attempt to face the future they often find that intra-organisational trust is in a crisis, at a time when emphasis is being placed on the need for trust-based relationships. This renewed focus, and paradox that intra-organisational trust faces, has, on a multidisciplinary basis, caught the attentions of numerous academics, resulting in numerous attempts to understand aspects of interpersonal trust. In this study some of these attempts are considered in proposing a model for intra-organisational trust and certain aspects of this model are tested empirically. To achieve this, a multifaceted approach is employed, within a South African financial institution, whereby triangulation is used through gathering both quantitative and qualitative data. A research instrument is developed, by means of which the facilitators of trustworthiness, as proposed in terms of a model for trust and percieved by respondents, are measured. An analysis of the data gathered in respect of the various biographical categories at the company investigated, is undertaken. In terms of this analysis the relationship between interpersonal trust and the facilitators of trustworthiness is assessed, and the implications of this study for theory and policy are considered.
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- Authors: Bews, Neville Frederick
- Date: 2012-02-27
- Subjects: Industrial relations , Interpersonal relations , Personnel management , Industrial sociology , Trust
- Type: Thesis
- Identifier: uj:2049 , http://hdl.handle.net/10210/4399
- Description: D.Litt. et Phil. , With the emergence of what has been referred to as the "post-industrial" society, the last decade has seen employer-employee work relationships undergoing a high level of change, as organisations restructure in an attempt to survive in the emerging global economy. Largely due to this, the nature of work has changed, placing tension on intra-organisational trust. As organisations readjust in an attempt to face the future they often find that intra-organisational trust is in a crisis, at a time when emphasis is being placed on the need for trust-based relationships. This renewed focus, and paradox that intra-organisational trust faces, has, on a multidisciplinary basis, caught the attentions of numerous academics, resulting in numerous attempts to understand aspects of interpersonal trust. In this study some of these attempts are considered in proposing a model for intra-organisational trust and certain aspects of this model are tested empirically. To achieve this, a multifaceted approach is employed, within a South African financial institution, whereby triangulation is used through gathering both quantitative and qualitative data. A research instrument is developed, by means of which the facilitators of trustworthiness, as proposed in terms of a model for trust and percieved by respondents, are measured. An analysis of the data gathered in respect of the various biographical categories at the company investigated, is undertaken. In terms of this analysis the relationship between interpersonal trust and the facilitators of trustworthiness is assessed, and the implications of this study for theory and policy are considered.
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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.
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Managers perceptions of change management within a Gauteng public service sector
- Authors: Saul, Thabo Francis
- Date: 2012-06-06
- Subjects: Organisational change - Management , Corporate culture , Public administration , Non-governmental organizations , Personnel management
- Type: Thesis
- Identifier: uj:2532 , http://hdl.handle.net/10210/4987
- Description: M.Tech. , The purpose of the study was to conduct an assessment into the responses of managers with regard to organisational change within the South Africa Social Assistance Agency (SASSA). The study comprises four objectives as follows: The first objective of this study was to conduct an extensive literature review regarding the nature of the organisational change management. This entails the process through which the researcher consulted different sources such as books, journal articles, policies and programmes and others in order to conceptualize the issue of organisational change management in a detailed manner. Organisational change management is about an organised and systematic utilization of knowledge, skills, attitudes and other relevant resources for the improvement of the organisational business. Organisational change management is basically intended to enable organisations to adapt to their respective environments, failure of which can lead to their total loss of employees, competition, production and the clientele. Organisational change management has numerous features, namely; it tends to involve contradictions, it is continuous, it is interpreted through the perceptions and interactions of people and it is facilitated by a collaborative inquiry and team-work. Organisational change management is a process that must be treated like any other programme within organisations and as such, it is a responsibility of the human resource management of organisations. It is a programme that is mainly directed at improving the quality of productivity and service delivery. In this regard, organisational change management must be planned, implemented and evaluated within the parameters of the factors that influence change within organisations such as the following: the ever-demanding customers, globalization, new technology, innovation and people.
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- Authors: Saul, Thabo Francis
- Date: 2012-06-06
- Subjects: Organisational change - Management , Corporate culture , Public administration , Non-governmental organizations , Personnel management
- Type: Thesis
- Identifier: uj:2532 , http://hdl.handle.net/10210/4987
- Description: M.Tech. , The purpose of the study was to conduct an assessment into the responses of managers with regard to organisational change within the South Africa Social Assistance Agency (SASSA). The study comprises four objectives as follows: The first objective of this study was to conduct an extensive literature review regarding the nature of the organisational change management. This entails the process through which the researcher consulted different sources such as books, journal articles, policies and programmes and others in order to conceptualize the issue of organisational change management in a detailed manner. Organisational change management is about an organised and systematic utilization of knowledge, skills, attitudes and other relevant resources for the improvement of the organisational business. Organisational change management is basically intended to enable organisations to adapt to their respective environments, failure of which can lead to their total loss of employees, competition, production and the clientele. Organisational change management has numerous features, namely; it tends to involve contradictions, it is continuous, it is interpreted through the perceptions and interactions of people and it is facilitated by a collaborative inquiry and team-work. Organisational change management is a process that must be treated like any other programme within organisations and as such, it is a responsibility of the human resource management of organisations. It is a programme that is mainly directed at improving the quality of productivity and service delivery. In this regard, organisational change management must be planned, implemented and evaluated within the parameters of the factors that influence change within organisations such as the following: the ever-demanding customers, globalization, new technology, innovation and people.
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Staffing as an aspect of human resources : implication for school effectiveness
- Ngidi-Mtshali, Fikile Beatrice
- Authors: Ngidi-Mtshali, Fikile Beatrice
- Date: 2012-08-17
- Subjects: Selection and appointment of teachers , Competency based education - South Africa - Mpumalanga , Personnel management
- Type: Mini-Dissertation
- Identifier: uj:2678 , http://hdl.handle.net/10210/6120
- Description: M.Ed. , Providing quality education to all South Africans is the responsibility of both the National and Provincial Education Departments (South African Schools Act 1996 (Act No. 86, 1996) The responsibility includes the provision of various kinds of resources within the limits of a department's financial means. According to Bengu's budget speech (1996/97) physical, financial and human resources have complementary purposes. Each in its own right provides for the advancement and effectiveness of the school. Amongst these resources, human resources are the most costly resource. Bot and Shirley (1997:18) state that it would appear that the high personnel expenditure undermines the provinces' ability to provide even minimally adequate resources to support the delivery of effective education. As a result of the situation, the provinces are unable to finance essential, non-personnel educational services whose distribution at present is both inadequate and not equitable. Shortages of resources, overcrowding and poor staffing are the causes for the high failure rate in the grade 12 examinations. Educators do not provide learners with quality education mainly due to overcrowded classes and poor staffing. Public concern over the quality of education and the growing pressure on schools to become effective make staffing with the best educators the top priority and the most important aspect (Culture of Learning, Teaching and Services, 1998:3). From 1994 it has been necessary to renew and restructure education, especially the staffing of schools, in order to develop the youth of our country to their full potential. From 1994 it has been necessary to renew and restructure education, especially the staffing of schools, in order to develop the youth of our country to their full potential. In pursuit of this it is essential that sound guidelines are designed to regulate staffing as an aspect of human resource development. In the light of preceding information it appears as if the problem above can be focussed by means of the following questions: What are characteristics of effective schools? What are the perceptions of the various stakeholders in respect of staffing as an aspect of human resources and its implication for school effectiveness? What guidelines can be designed for school principals so that selection of educators and interviewing techniques can possibly be improved? In exploring the problem framed above the general aim of this research project is to investigate the components of effective schools in Mpumalanga South Africa and the implication that this may have for the management of schools. In order the achieve the general aim, the following objectives for this specific research project are: to investigate the perceptions of stakeholders in respect of staffing as an aspect of human resources and its possible impact on school effectiveness; and to provide guidelines for staffing as an aspect of human resources that could be recommended to school principals in order to enhance school effectiveness.
- Full Text:
- Authors: Ngidi-Mtshali, Fikile Beatrice
- Date: 2012-08-17
- Subjects: Selection and appointment of teachers , Competency based education - South Africa - Mpumalanga , Personnel management
- Type: Mini-Dissertation
- Identifier: uj:2678 , http://hdl.handle.net/10210/6120
- Description: M.Ed. , Providing quality education to all South Africans is the responsibility of both the National and Provincial Education Departments (South African Schools Act 1996 (Act No. 86, 1996) The responsibility includes the provision of various kinds of resources within the limits of a department's financial means. According to Bengu's budget speech (1996/97) physical, financial and human resources have complementary purposes. Each in its own right provides for the advancement and effectiveness of the school. Amongst these resources, human resources are the most costly resource. Bot and Shirley (1997:18) state that it would appear that the high personnel expenditure undermines the provinces' ability to provide even minimally adequate resources to support the delivery of effective education. As a result of the situation, the provinces are unable to finance essential, non-personnel educational services whose distribution at present is both inadequate and not equitable. Shortages of resources, overcrowding and poor staffing are the causes for the high failure rate in the grade 12 examinations. Educators do not provide learners with quality education mainly due to overcrowded classes and poor staffing. Public concern over the quality of education and the growing pressure on schools to become effective make staffing with the best educators the top priority and the most important aspect (Culture of Learning, Teaching and Services, 1998:3). From 1994 it has been necessary to renew and restructure education, especially the staffing of schools, in order to develop the youth of our country to their full potential. From 1994 it has been necessary to renew and restructure education, especially the staffing of schools, in order to develop the youth of our country to their full potential. In pursuit of this it is essential that sound guidelines are designed to regulate staffing as an aspect of human resource development. In the light of preceding information it appears as if the problem above can be focussed by means of the following questions: What are characteristics of effective schools? What are the perceptions of the various stakeholders in respect of staffing as an aspect of human resources and its implication for school effectiveness? What guidelines can be designed for school principals so that selection of educators and interviewing techniques can possibly be improved? In exploring the problem framed above the general aim of this research project is to investigate the components of effective schools in Mpumalanga South Africa and the implication that this may have for the management of schools. In order the achieve the general aim, the following objectives for this specific research project are: to investigate the perceptions of stakeholders in respect of staffing as an aspect of human resources and its possible impact on school effectiveness; and to provide guidelines for staffing as an aspect of human resources that could be recommended to school principals in order to enhance school effectiveness.
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Managing people through change : a new management approach
- Authors: Visser, Annet Angelique
- Date: 2012-08-22
- Subjects: Organizational change -- Management , Personnel management , Leadership
- Type: Mini-Dissertation
- Identifier: uj:2971 , http://hdl.handle.net/10210/6397
- Description: M.Comm. , "The world in which you do business is ever changing, and that change can make a world of difference in how you do business, but it must be managed correctly". Goldberg (1999:39). Change in today's business environment is inevitable and indeed necessary for survival. The challenge is not just managing change, but managing the increased speed, magnitude and complexity of change. The continuing challenge for executives is not technology, but the art of human-and humane management. Implementing change haphazardly could result in irreversible damage. Poor Change management could be the direct result of de-motivated, stressed employees and declining productivity. Management still belief that the best way to drive change through the organization is from top down. Inevitably this implies that command and control management prevails. Today companies compete in a global, informationalized, customized market places where change is rapid and continuous and the ability to adapt and learn is key to survival. Thus a management approach that inspires and enables people to work together to respond quickly, flexibly, creatively and efficiently to global change is needed. Command and control management have to make way for participative management to foster such an environment. For companies today the choice is not whether to change but how? Change will be brought about by people not new technology, procedures or strategies. This implies that at the core of any transformation are people. Their input and cooperation is essential, it will determine the fate of the organization during and after transformation. Successful managers will have to establish a collaborative relationship with employees. Improved credibility and trust is important. To succeed companies will have to do more than restructure, downsize and reengineer. Once an organization needs to change for any reason, people must be trained for the new challenge facing them. People need support and direction for change. Stonich (1982: 26) says that from a strategy implementation perspective emphasis needs to be on human resource management as an essential component for the successful implementation of the new strategy. It may therefore be assumed that human resource systems have a major influence on managing strategic and cultural change. Major changes in the organization's environmental context have placed renewed significance on the effective use of human resource management. From a strategic management perspective, implementing strategic change, management needs to take cognizance of the frustrations, ambitions, fears and socio-cultural behaviors of employees.
- Full Text:
- Authors: Visser, Annet Angelique
- Date: 2012-08-22
- Subjects: Organizational change -- Management , Personnel management , Leadership
- Type: Mini-Dissertation
- Identifier: uj:2971 , http://hdl.handle.net/10210/6397
- Description: M.Comm. , "The world in which you do business is ever changing, and that change can make a world of difference in how you do business, but it must be managed correctly". Goldberg (1999:39). Change in today's business environment is inevitable and indeed necessary for survival. The challenge is not just managing change, but managing the increased speed, magnitude and complexity of change. The continuing challenge for executives is not technology, but the art of human-and humane management. Implementing change haphazardly could result in irreversible damage. Poor Change management could be the direct result of de-motivated, stressed employees and declining productivity. Management still belief that the best way to drive change through the organization is from top down. Inevitably this implies that command and control management prevails. Today companies compete in a global, informationalized, customized market places where change is rapid and continuous and the ability to adapt and learn is key to survival. Thus a management approach that inspires and enables people to work together to respond quickly, flexibly, creatively and efficiently to global change is needed. Command and control management have to make way for participative management to foster such an environment. For companies today the choice is not whether to change but how? Change will be brought about by people not new technology, procedures or strategies. This implies that at the core of any transformation are people. Their input and cooperation is essential, it will determine the fate of the organization during and after transformation. Successful managers will have to establish a collaborative relationship with employees. Improved credibility and trust is important. To succeed companies will have to do more than restructure, downsize and reengineer. Once an organization needs to change for any reason, people must be trained for the new challenge facing them. People need support and direction for change. Stonich (1982: 26) says that from a strategy implementation perspective emphasis needs to be on human resource management as an essential component for the successful implementation of the new strategy. It may therefore be assumed that human resource systems have a major influence on managing strategic and cultural change. Major changes in the organization's environmental context have placed renewed significance on the effective use of human resource management. From a strategic management perspective, implementing strategic change, management needs to take cognizance of the frustrations, ambitions, fears and socio-cultural behaviors of employees.
- Full Text:
Maximization of learning outcomes through improved human resources management in schools
- Authors: Tlou, Lawrence
- Date: 2012-08-27
- Subjects: Education, Cooperative , Personnel management
- Type: Thesis
- Identifier: uj:3214 , http://hdl.handle.net/10210/6626
- Description: M.Ed. , While there is a new vision and direction as set out in the new education policy frameworks, human resources management in schools is still shaped by disempowering autocratic ethos, systems and procedures inherited from the apartheid era. Consequently, the management styles required to rehumanize the staff in schools, especially black township schools, is absent. Capacity building for service delivery is lacking. In this study, the researcher uses a qualitative research based on multiple selected sites to explore what barriers stand in the path of employees at school level with regard to the delivery of the expected learning outcomes and also to suggest ways and means to remove or limit these barriers. Research findings from this study suggest that managers in schools should not limit employees through their managerial actions, but rather empower their school staff by means of anchored freedom and enhance their performance through managing the environment surrounding them.
- Full Text:
- Authors: Tlou, Lawrence
- Date: 2012-08-27
- Subjects: Education, Cooperative , Personnel management
- Type: Thesis
- Identifier: uj:3214 , http://hdl.handle.net/10210/6626
- Description: M.Ed. , While there is a new vision and direction as set out in the new education policy frameworks, human resources management in schools is still shaped by disempowering autocratic ethos, systems and procedures inherited from the apartheid era. Consequently, the management styles required to rehumanize the staff in schools, especially black township schools, is absent. Capacity building for service delivery is lacking. In this study, the researcher uses a qualitative research based on multiple selected sites to explore what barriers stand in the path of employees at school level with regard to the delivery of the expected learning outcomes and also to suggest ways and means to remove or limit these barriers. Research findings from this study suggest that managers in schools should not limit employees through their managerial actions, but rather empower their school staff by means of anchored freedom and enhance their performance through managing the environment surrounding them.
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Die menslike hulpbronpraktisyn as fasiliteerder van etiese gedrag in organisasies
- Authors: Van Vuuren, Leon J.
- Date: 2012-09-11
- Subjects: Business ethics , Personnel management , Personnel directors
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388276 , uj:9945 , http://hdl.handle.net/10210/7342
- Description: D.Comm. , South African organisations seem to do very little to enhance business ethics, nor do they seem to promote employees' ethical behaviour. The possibility that the human resource management (HRM) practitioner may act as facilitator of organisational ethical behaviour was proposed as a possible solution to the aforementioned problem. This possibili~y was formulated in the form of a research question. An interdisciplinary approach which consisted of the fields of business ethics and industrial psychology, with the latter being operationalised as human resource management (HRM), was applied as theoretical foundation. It was also decided to utilise a literature study as research method. The analysis was conducted at the micro level, i.e. the intra-organisational level of business ethics analysis. The type of ethical analysis chosen for this purpose was descriptive ethics. An exploration of the importance of business ethics, and the necessity to do something about it, yielded, the following findings amongst others: empirical proof that ethics is also good business exists, it is a cost-effective option to invest in morality, and the cost of immorality is frighteningly high. It was also found that it is indeed possible to learn ethical behaviour in an organisational setting. This may be accomplished as a result of the reciprocity of social interaction which presupposes moral learning. The aspects that determine ethical behaviour in organisations were categorised as individual, external environmental and organisational determinants. Managerial interventions which can be applied at the strategic and systems levels to facilitate ethical behaviour and to create an ethical organisational culture, were identified and described. An analysis of the nature and role of the HRM function in organisations, as well as a critical exploration of the question relating to the possible role of the HRM practitioner being the most suitable candidate to assume responsibility for managing ethics in organisations, revealed that the practitioner does indeed have such a role. HRM practitioners have a responsibility for human ethical behaviour, by virtue of their knowledge of and functional involvement with human behaviour in the organisational setting. It was further determined that the HRM practitioner features as the most prominent contender to facilitate ethical behaviour in the organisation. HRM practitioners may use the principle of stewardship as the main source of energy in the establishment of an ethical orientation to enable them to facilitate ethical organisational behaviour at the strategic, systems and operational levels. Should the HRM practitioner assume such a role, a number of attitudinal, competence and accountability implications may apply. In addition to this, several factors that may inhibit the optimal fulfillment of this "new" role were identified, e.g. generic factors, factors specific to the HRM profession as well as factors unique to the South African situation. The most significant finding of this research endeavour was that despite their existing high workload, HRM practitioners are the suitable candidates to act as business ethics functionaries, e.g. as organisational ethics officers. This finding remains valid irrespective of the possibilities that this may only be a temporary• role and that practitioners may not necessarily embrace this role without reservation. The role was explained by means of a descriptive model. It is shown in the model how certain determinants (as inputs), can be transformed by practitioners possessing a specific orientation and attributes, to produce certain outcomes, which may be typified as characteristics of an ethical organisation. This transformation is executed despite the presence of some inhibiting factors.
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- Authors: Van Vuuren, Leon J.
- Date: 2012-09-11
- Subjects: Business ethics , Personnel management , Personnel directors
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388276 , uj:9945 , http://hdl.handle.net/10210/7342
- Description: D.Comm. , South African organisations seem to do very little to enhance business ethics, nor do they seem to promote employees' ethical behaviour. The possibility that the human resource management (HRM) practitioner may act as facilitator of organisational ethical behaviour was proposed as a possible solution to the aforementioned problem. This possibili~y was formulated in the form of a research question. An interdisciplinary approach which consisted of the fields of business ethics and industrial psychology, with the latter being operationalised as human resource management (HRM), was applied as theoretical foundation. It was also decided to utilise a literature study as research method. The analysis was conducted at the micro level, i.e. the intra-organisational level of business ethics analysis. The type of ethical analysis chosen for this purpose was descriptive ethics. An exploration of the importance of business ethics, and the necessity to do something about it, yielded, the following findings amongst others: empirical proof that ethics is also good business exists, it is a cost-effective option to invest in morality, and the cost of immorality is frighteningly high. It was also found that it is indeed possible to learn ethical behaviour in an organisational setting. This may be accomplished as a result of the reciprocity of social interaction which presupposes moral learning. The aspects that determine ethical behaviour in organisations were categorised as individual, external environmental and organisational determinants. Managerial interventions which can be applied at the strategic and systems levels to facilitate ethical behaviour and to create an ethical organisational culture, were identified and described. An analysis of the nature and role of the HRM function in organisations, as well as a critical exploration of the question relating to the possible role of the HRM practitioner being the most suitable candidate to assume responsibility for managing ethics in organisations, revealed that the practitioner does indeed have such a role. HRM practitioners have a responsibility for human ethical behaviour, by virtue of their knowledge of and functional involvement with human behaviour in the organisational setting. It was further determined that the HRM practitioner features as the most prominent contender to facilitate ethical behaviour in the organisation. HRM practitioners may use the principle of stewardship as the main source of energy in the establishment of an ethical orientation to enable them to facilitate ethical organisational behaviour at the strategic, systems and operational levels. Should the HRM practitioner assume such a role, a number of attitudinal, competence and accountability implications may apply. In addition to this, several factors that may inhibit the optimal fulfillment of this "new" role were identified, e.g. generic factors, factors specific to the HRM profession as well as factors unique to the South African situation. The most significant finding of this research endeavour was that despite their existing high workload, HRM practitioners are the suitable candidates to act as business ethics functionaries, e.g. as organisational ethics officers. This finding remains valid irrespective of the possibilities that this may only be a temporary• role and that practitioners may not necessarily embrace this role without reservation. The role was explained by means of a descriptive model. It is shown in the model how certain determinants (as inputs), can be transformed by practitioners possessing a specific orientation and attributes, to produce certain outcomes, which may be typified as characteristics of an ethical organisation. This transformation is executed despite the presence of some inhibiting factors.
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Discerning leadership through engaging and nurturing talent
- Authors: Mahadeo, Judy Telana
- Date: 2012-10-29
- Subjects: Talent management , Performance management , Personnel management
- Type: Mini-Dissertation
- Identifier: uj:10459 , http://hdl.handle.net/10210/7924
- Description: M.Phil. , Orientation People in leadership positions have become perplexed about their role in engaging and nurturing talent despite being in the midst of a war for talent. Leaders have sorely evaded their accountability as talent champions, since they have not embraced the prominence of talent engagement. Conceded as an impediment, empirical evidence suggests that leaders assume a role of bystander looking in on the talent cast without constructing, nurturing or engaging with high performers. Research purpose The study explored the effectiveness of organisational leadership in terms of the extent to which leaders engage and nurture talent in the work environment, as it constucted an understanding of talents‟ experiences and views of how engaging and nurturing leaders are in the banking environment. Motivation for the study Initially the study aroused keen interest as the bank‟s execution of the talent agenda was more academic than practical, and the execution was firmly placed on the shoulders of HR and not on those of leadership. The motivation for the study was therefore to deepen an understanding of engagement, and, specifically, to explore leadership‟s role and effectiveness in influencing talent engagement. Research approach I opted for a qualitative methodological approach, and, more particularly, a modernist qualitative-research application. My ontology was based on talent‟s subjective viii construction of their own social realities, as they shared their views and understanding of the effectiveness of leadership regarding talent management in the Bank. Hence, my epistemology was to explore and describe how talent interpreted their experiences, and how they viewed leadership in the bank. The study was conducted in a local bank within a retail business area; a single case study was therefore opted. Six research participants were selected on the basis of having been identified as talent. I used unstructured interviews and participant observation to gather the data. As already pointed out in exploring and describing the subjective views of talent, I generally used symbolic interactionism to describe talents‟ experiences. Main findings Talented employees had diverse views of how those in leadership positions were engaging them. The findings suggested that engagement is an integrative process, as it comprised of interdependant factors. These were analysed and interpreted through the following themes; assessing talented people‟s motivation and commitment to the organisation, feeling valued and involved, relationships, development, career advancement, reward, and retention and leadership effectiveness. More particularly, these themes presented a reflective account of talents‟ dissatisfaction around leadership‟s effectiveness in managing engagment. This illustrated that talent‟s perceptions were predominantly related to ineffective management, poor communication and poor relationships that were established with direct managers. Talented people had feelings of insufficient career-development opportunities, and of being devalued. Therefore the findings suggested that leadership influenced the talent-engagement experience. One can account that engagement emerged as an integrative systemic process and leadership‟s role in transforming it as a culture becomes eminent.
- Full Text:
- Authors: Mahadeo, Judy Telana
- Date: 2012-10-29
- Subjects: Talent management , Performance management , Personnel management
- Type: Mini-Dissertation
- Identifier: uj:10459 , http://hdl.handle.net/10210/7924
- Description: M.Phil. , Orientation People in leadership positions have become perplexed about their role in engaging and nurturing talent despite being in the midst of a war for talent. Leaders have sorely evaded their accountability as talent champions, since they have not embraced the prominence of talent engagement. Conceded as an impediment, empirical evidence suggests that leaders assume a role of bystander looking in on the talent cast without constructing, nurturing or engaging with high performers. Research purpose The study explored the effectiveness of organisational leadership in terms of the extent to which leaders engage and nurture talent in the work environment, as it constucted an understanding of talents‟ experiences and views of how engaging and nurturing leaders are in the banking environment. Motivation for the study Initially the study aroused keen interest as the bank‟s execution of the talent agenda was more academic than practical, and the execution was firmly placed on the shoulders of HR and not on those of leadership. The motivation for the study was therefore to deepen an understanding of engagement, and, specifically, to explore leadership‟s role and effectiveness in influencing talent engagement. Research approach I opted for a qualitative methodological approach, and, more particularly, a modernist qualitative-research application. My ontology was based on talent‟s subjective viii construction of their own social realities, as they shared their views and understanding of the effectiveness of leadership regarding talent management in the Bank. Hence, my epistemology was to explore and describe how talent interpreted their experiences, and how they viewed leadership in the bank. The study was conducted in a local bank within a retail business area; a single case study was therefore opted. Six research participants were selected on the basis of having been identified as talent. I used unstructured interviews and participant observation to gather the data. As already pointed out in exploring and describing the subjective views of talent, I generally used symbolic interactionism to describe talents‟ experiences. Main findings Talented employees had diverse views of how those in leadership positions were engaging them. The findings suggested that engagement is an integrative process, as it comprised of interdependant factors. These were analysed and interpreted through the following themes; assessing talented people‟s motivation and commitment to the organisation, feeling valued and involved, relationships, development, career advancement, reward, and retention and leadership effectiveness. More particularly, these themes presented a reflective account of talents‟ dissatisfaction around leadership‟s effectiveness in managing engagment. This illustrated that talent‟s perceptions were predominantly related to ineffective management, poor communication and poor relationships that were established with direct managers. Talented people had feelings of insufficient career-development opportunities, and of being devalued. Therefore the findings suggested that leadership influenced the talent-engagement experience. One can account that engagement emerged as an integrative systemic process and leadership‟s role in transforming it as a culture becomes eminent.
- Full Text: