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Theses and dissertations (Management Sciences)

Permanent URI for this collectionhttp://ir-dev.dut.ac.za/handle/10321/14

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Start date: 2020Subject: search.filters.subject.Employee engagement

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    The influence of organisational change on organisational culture and employee engagement at a retail distribution centre in KwaZulu-Natal
    (2024) Ndlovu, Thobeka; Murwirapachena, Genius
    Organisational change remains one of the most critical challenges facing organisations. It is imperative for employee engagement and organisational culture to be incorporated into the organisational strategic goals to enhance employee performance and organisational success. Generally, organisational change can be triggered by factors including the business, political, economic, and cultural environments, competitor initiatives, technological innovations, globalisation, or restructuring. The riots that happened in several parts of Durban and Johannesburg in July 2021 affected several businesses. In the aftermath, studies have emerged detailing the impact of the riots, yet very few studies, if any, exist on the impact of the unrests on organisations across the retail distribution sector. This study aims to close this gap by investigating the impact of organisational change on organisational culture and employee engagement within the retail distribution sector. The study fulfils three main objectives to achieve this aim. The first objective is to examine the Influence of organisational change on organisational culture. Secondly, the study seeks to examine the Influence of organisational change on employee engagement, and lastly, the study aims to determine the role of demographic factors, if any, on the influence of organisational change on organisational culture and employee engagement.
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    Developing measures to improve employee engagement in public Technical Vocational and Educational Training (TVET) colleges in Gauteng Province, South Africa : an investigation of antecedent and outcome variables
    (2021-11) Amoo, Akinlawon Olubukunmi; Adam, Jamila Khatoon
    This study investigated the antecedent and outcome variables of employee engagement within the public Technical Vocational and Educational Training (TVET) colleges in South Africa’s Gauteng Province. Job demand in the form of work overload, job resources in the form of supervisor and co-worker support and role clarity, personal resources in the form of self-efficacy, individual differences in the form of proactive personality, and psychological conditions in the form of psychological meaningfulness and psychological availability were assessed as the possible antecedents to employee engagement (referring to job engagement and organisation engagement). Discretionary effort and turnover intention were assessed as the possible outcomes of employee engagement. Adopting a quantitative cross sectional design survey, a random sample of 190 lecturers across 43 campuses of the eight public TVET colleges in Gauteng was used for the study. Twelve variables were considered with six major hypotheses. The research hypotheses were tested through correlation analysis and structural equation modelling. Results revealed that some of the proposed antecedents significantly predicted employee engagement. For example, workload has a statistically significant positive and direct effect on psychological availability (β = 0.28, p < 0.003), and a statistically significant negative effect on job engagement (β = -0.32, p < 0.000) and organisational engagement (β = -0.37, p < 0.000). Supervisor support has a statistically significant positive relationship with psychological meaningfulness (β = 0.27, p < 0.003), job engagement (β = 0.35, p < 0.000), and organisational engagement (β = 0.23, p < 0.000). This study also supported the view that psychological conditions are positive antecedents of employee engagement, and that employee engagement can influence positive employee intention and behaviour in an organisation. Implications for scholars and practitioners, especially management of public TVET colleges and the South African government are discussed as viable options for providing conditions that aid the development of employee engagement and consequently organisational performance.