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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: 2022Subject: search.filters.subject.Employee motivation

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Now showing 1 - 7 of 7
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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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    Integrative leadership approaches and their influence on employee engagement : a case for uMkhanyakude District Municipality
    (2023) Sibiya, Vusumuzi Innocent; Mutambara, Emmanuel
    The aim of this dissertation is to determine the role and influence that integrative leadership approaches have on employee engagement within the uMkhanyakude District Municipality in KwaZulu-Natal. Previous studies have investigated the causes and impacts of employee disengagement however, very few have attempted to investigate, in detail, whether disengagement is attributable to the leadership of an organisation. Therefore, the purpose of this study was to investigate the possible leadership consequences or outcomes across multiple leadership theories in terms of employee engagement (or disengagement) in uMkhanyakude District Municipality. The mixed method research methodology was used to investigate the phenomena as it increases the validity of the research findings due to the complementarity between the quantitative and qualitative research methods. The findings from both the quantitative and qualitative approaches converged in that most employees were of the view that while leadership and administration are correlated and share a common view, issues such as lack of education, favouritism and other negative elements led to lack of employee engagement or disengagement within the district. Ultimately, leadership, dominant leadership styles and leadership style consequences were identified as having a direct impact on employee engagement and affected employee satisfaction in the municipality. Based on the findings, the study recommends that qualified personnel whose academic prowess and knowledge be deployed in the appropriate positions to mitigate employee disengagement. Furthermore, it recommends that employees be made aware of recruitment processes so that the right talent is matched to the appropriate positions. Dispute resolution processes must be created to deal with issues of conflict at the top management level as this has contributed to the employee dissatisfaction. Ultimately, each employee needs to feel safe and uninhibited from carrying out their duties. The study recommends further areas of research that can enhance this subject such as why some leaders are more effective than others, whether there is a connection between integrative leadership and productivity and whether it is possible to determine a universally accepted “predictor” of effective leadership.
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    Rewards and recognition of employee performance as a motivating factor at a selected university in South Africa
    (2023) Mungroo, Sheinna; Kader, Abdulla
    This study aimed to investigate the reward and recognition of employee performance as a motivating factor at the University of KwaZulu-Natal. This phenomenon is widely popular and has become the basis of many research studies undertaken by well renowned Academics. Their studies have proven successful and formed the basis of many other studies. However, research studies into the rewards and recognition of employee performance as a motivating factor has been limited in the Higher Education Sector. The purpose of the study was, therefore, to examine the nature and relationship of rewards, recognition and employee performance as a motivating factor on a target population of academic and professional services staff members. The study was conducted at the University of KwaZulu-Natal delimited to the College of Law and Management studies with a sample respondent size of 169 academic and professional services staff members and 8 academic leaders. The researcher had undertaken a mixed methods research study and administered structured close-ended questionnaires and structured open-ended interview schedules. Data was collected and analysed with SPSS statistical package (Version 25) and NVivo then compared against previous literature. Limitations in the study included the Covid-19 pandemic and lockdown—which made it impossible to physically meet with the participants. Thus, simple random sampling technique without replacement was used to select the representative sample for the quantitative aspect and purposive non-probability sampling will be used for the qualitative aspect. The study was delimited to the academic and professional services employees of a particular College. The findings resulted in a positive correlation between key variables, Rewards, Recognition and Employee Performance. This means that employee’s performance at work is motivated by rewards and recognition. If these components are missing, the employee will not be motivated to perform. However, the researcher recommended further study undertakings in the area so that a basis of comparative literature and a holistic framework be established for future reference.
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    The role of talent retention as an employee motivator in the fast-moving consumer goods industry
    (2023) Manowah, Kavetha; Henha, Edwige Pauline Ngo
    The fast-moving consumer goods (FMCG) industry is a highly competitive and progressive sector where companies must attract and retain the best skills to remain relevant and successful. In this ever-changing, modernizing world, organizations are compelled to keep up with trends on how to manage employees, motivate, and retain them. This study aimed to investigate the extent to which talent retention strategies can be contributory factors to employee motivation, which positively influences the employee’s intention to stay with the organization. This study explored various talent retention strategies and tested their impact on employee motivation, using a series of analytical tests. An exploratory approach was used with a non-probability sampling design, specifically judgmental sampling was used as respondents chosen for this study were based on specific characteristics. Since the research design of this study is quantitative, a structured questionnaire was sent to 130 respondents, of which 124 respondents successfully completed the questionnaire. The results showed that there were gender inequalities in the workplace. Furthermore, employee participation had an influence on employee motivation. Compensation and benefits, training and development, and work-life balance did not have an influence on employee motivation, amongst other interesting findings. These findings are relevant to the FMCG industry and contribute to the existing framework of knowledge.
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    The effective implementation of employee performance management and development systems and its impact on employee success at a selected public health institutions within the eThekwini District of Kwazulu-Natal
    (2022-12) Thusi, Jerome Sibusiso Bonginkosi; Dlamini, Bongani Innocent
    Since the inception of democracy in South Africa, the public sector has had to deal with increasing demands within an ever-shrinking public purse due to competing needs. Commitment and peak performance are amongst other pieces of a puzzle that are needed to render services in accordance with the expectations of members of the public who are increasingly growing impatient. This study focuses on the effective implementation of a performance management system and its impact on public health institutions. According to Chan and Lynn (1991), the organisational performance criteria should include service rendered, effectiveness, client satisfaction, as well as employee morale. The purpose of the study was to investigate and evaluate the effective implementation of Employee Performance Management Development System and its impact on employee success in the work environment. Quantitative research methods were utilised to describe the understanding, attitudes and perceptions of individual employees with regard to the effective implementation of an Employee Performance Management Development System in the workplace. The majority of the participants concur with most of the statements, which shows that employees perceive the EPMDS as an effective tool to measure performance management. The study also reveals that if EPMDS can be effectively implemented, it can achieve desired results and positive spin-offs in terms of employee buy-in, commitment to work ethic and developing a sense of ownership from the individual perspective. Employers need to change from the traditional performance appraisal system as the time has come for a new model of the performance management process which introduces a paradigm shift and innovative ways of doing things, including engaging employees from the beginning of the performance cycle and on-going mentoring.
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    The influence of ethical leadership and organisational culture on employee commitment in the City of Johannesburg
    (2023-03) Ndou, Joseph Mbulaheni; Agbenyegah, Albert Tchey
    The key driver of this study was to explore the influence of ethical leadership and organisational culture on employee commitment in the City of Johannesburg. The study employed a quantitative research approach, and simple random sampling was used to select research participants. This study entailed a cross-sectional study. Four hundred online questionnaires were distributed to research participants, of whom 234 were returned, giving an initial response rate of 58.5%. Of the 234 online returned questionnaires, 14 were found to be invalid and were omitted from the study analysis. This resulted in a valid response rate of 55%. The study’s findings have revealed that ethical leadership is key in positively influencing employee commitment. Therefore, the City of Johannesburg Metropolitan Municipality employees should be trained to increase their knowledge of ethical leadership, apply it and be empowered to enhance employee commitment. Moreover, the study has also revealed that organisational culture contributes substantially to employees’ commitment to the City of Johannesburg. Therefore, the City of Johannesburg's leadership should create a strong culture that will result in a positive environment. This would assist in retaining employees and thus reduce employee turnover. Moreover, the study has also revealed that organisational culture contributes substantially to employees’ commitment to the City of Johannesburg. Therefore, the City of Johannesburg's leadership should create a strong culture resulting in a positive environment. This would assist in retaining employees and thus reduce employee turnover. Therefore, the study recommends that the City of Johannesburg recruit ethical employees and create a conducive organisational culture to foster employee commitment.
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    The influence of human resource development on employee performance and service delivery at a local municipality in the Eastern Cape
    (2022-04) Nama, Khuselwa; Lourens, Melanie Elizabeth; Daweti, Baphiwe
    The study examined the influence of human resource development on employee performance and service delivery. Employees who receive valuable training and development have the potential to improve performance and provide quality service delivery. Community demands for essential services from public sector employees seem to have increased over time. To address community demands, municipalities depend on skilled employees to deliver desired performance. Public sector employees require ongoing and relevant development by means of which to supply quality essential services to the public. In South Africa, the development of public sector employees appears neglected which may lead to the inadequate provision of essential services exemplified by clean water. Located in a positivist philosophical lens, the study adopted a quantitative crosssectional research paradigm, using a survey design. The research site for conducting the survey was Mbhashe Local Municipality in the Eastern Cape province of South Africa. Based on a target population of 265 (N=265), a stratified random sample of 155 (n=155) respondents was drawn. Structured questionnaires were used to collect data and 115 questionnaires were returned. Data was analysed using statistical procedures and measurements such as correlation tests and multiple regression analysis. The findings of the study revealed that human resource development had a positive influence on employee performance and service delivery. The study recommends the provision of training and development interventions to capacitate public sector employees. Future studies can probe the awareness of human resource development within the public sector.