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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: 2023Subject: search.filters.subject.Employee motivation

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Now showing 1 - 5 of 5
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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 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.