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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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    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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    Employees’ perceptions of the performance management system at a selected public sector institution in KwaZulu-Natal
    (2022-10) Selepe, Kgomotso Nelly; Dlamini, Bongani Innocent
    The Performance Management System (PMS) was introduced into the South African public services sector with the intention of monitoring, reviewing and assessing performance, developing underperformers and recognising and rewarding good performance. This study was undertaken to assess employees’ perceptions of PMS on the management of their performance. The research was qualitative and a case study approach was followed. The study used a non-probability sampling design known as purposive sampling. Purposive sampling was used because the researcher wanted to obtain information from specific members of the population who could provide the desired information. Data were collected from a total of 72 participants through semi-structured interviews conducted with ten ordinary workers and 62 in depth questionnaires were distributed to participants comprising eight Shop Stewards from each of the four Trade Unions, three Directors, ten Deputy Directors (DDs) and 17 Assistant Directors (ASDs). Findings revealed that PMS methods may differ across various countries. However, the practices that are deemed effective for PMS are shared and so similarities between countries were noted. For the primary study, a significant discovery revealed that the PMS was being implemented to a certain extent; however, there exist major gaps and flaws in its implementation that threaten its usefulness within the Department. It was evident that the perception exists that the system is unfairly and poorly implemented. This, consequently, impacts negatively on employees’ motivation, commitment, team collaboration, employee-supervisor relationships and performance. The study found that effective performance management could result in employee motivation, improved job performance, satisfaction and commitment. The reviewed data also revealed that PMS could be more effective if employees were involved in the process. The importance of training supervisors and all other stakeholders involved in the performance management process was also acknowledged. Despite flaws, most respondents considered the performance management system to be a useful tool for enhanced employee performance. The study offers informed recommendations on the need to train managers in managing the performance management process and systems and concludes with suggestions for future research
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    The influence of capacity building on employment equity implementation and employee performance : a case of a private company in the financial industry
    (2021-05) Utete, Reward; Chetty, Gopalkrishna
    Balancing employment equity with employee performance stands as the prominent pressing challenge facing Human Resources Managers in South Africa. The rise in demand of employment equity appointees and the lack of skills and accommodation amongst these employees hamper employment equity implementation and their performances at the workplace. For this reason, a pool of employees from the designated groups remain stuck at the unskilled and semi-skilled skills levels. Hence, in the South African context and against this background, the purpose of this study was to investigate the influence of capacity building on employment equity implementation and employee performance in the financial industry in South Africa, with Ithala Development Finance Corporation Limited serving as a case study. For the purpose of this study, the mixed methods research design was utilised, adopting concurrent triangulation. The main data collection instrument was the questionnaire, while individual interviews were undertaken on a selective basis with a limited number of respondents. For the quantitative part of this study, the target population equated to 302 employees and a sample size of n=172 was considered appropriate. In respect of the qualitative part of this study, the target population was 10 respondents comprised of line managers and human resource personnel. Eight respondents were selected from this group. Inferential statistics were used in this study to test hypotheses and predictions. The key findings revealed that capacity building is imperative in promoting the implementation of employment equity and improving equity-employee performance. The key findings also indicated that a culture of fairness is crucial in the organisation particularly in terms of opportunities for all employees. The notable key findings from the interviews revealed that employees from designated groups also neglect the available professional development programmes offered by the employer, which indicates that they are also personally not prepared to take up new challenges. Thus, based on the empirical findings in this study, an integrated model was developed which is useful for future organisational plans. The outcomes and recommendations of the study may prove beneficial for future goal-oriented strategies by human resource managers at Ithala Development Finance Corporation Limited and may also prove useful to other companies with similiar organisational settings. The study contributed new insights and builds the knowledge base on how capacity building influences Employment Equity implementation and equity-employee performance. The study concluded that future studies should be conducted with more than one organisation so that the results can be generalised.
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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.
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    Assessing the effectiveness of incentives towards employees' performance in Abaqulusi Local Municipality
    (2019) Ngwenya, Nokulunga C.; Agbenyegah, Albert Tchey
    The research study focused on assessing the effectiveness of incentives towards employees’ performance in Abaqulusi Local Municipality, KwaZulu Natal Province of South Africa. This aim was fulfilled and supported with the research objectives, to determine the relationship between biographical factors of education qualifications, to ascertain relationship between non-financial incentives and performance level and to ascertain the relationship between financial incentives and performance level. The purpose of incentive schemes is to influence employees to achieve higher performance in the workplace. To confirm this purpose in ALM, this study assess the extent to which incentive encourage employees to higher performance. The incentive factor and the quality of working life needs to get the attention of the management to be able for improve the employees performance. It is essential that employees in municipalities enjoy some kind of incentive system to motivate and raise their level of performance, like other public sector employees, municipal workers in South Africa have different needs to satisfy; these needs include the need for recognition, respect and superior approval, flexible working hours, work autonomy, as well as the ability to self-development. Considering these needs, it is important to state that non-financial incentives are likely to motivate employees in public organisations, including ALM employees. The research design used in this study was the quantitative approach, a high response rate of 100% was obtained using the personal method of data collection, and questionnaire was structured in a seven point Likert scale format. The Statistical Package for Social Science (SPSS) version 24.0 for Windows was used for statistical analysis of the main responses. A stratified random sampling technique was applied in selecting the 150 permanent employees from the various departments into several and mutual strata in ALM.
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    Effective communication as a catalyst for employee performance within selected Municipalities at KwaZulu-Natal in South Africa
    (2021-11-12) Sineke, Ntombizandile Victoria; Potwana, Nobubele
    Communication is the adhesive that binds people irrespective of their backgrounds. It is the skill of passing information from one person to another. However, effective communication deals with understating emotions and intentions behind the information. Therefore, managers in leadership positions need to understand the manner in which the best effort can be obtained from the workforce, following which communication systems management should be reviewed to ensure it is effective. The aim of the study is to establish whether communicating effectively with employees could improve employee performance in a municipality. In this regard, the study ascertained the extent to which the sharing of ideas creates openness among municipal employees, in addition to whether regular feedback contributes to improved municipal employee performance. Furthermore, the study also investigated whether open channels of communication mitigate misunderstandings and whether the recognition of employee opinions increases employee performance. To establish the stated objectives, the study used a mixed method research approach, employing both quantitative and qualitative methods. Data were collected from the uBuhlebezwe Municipality, where a sample size of 80 respondents was obtained by using a simple random sampling technique. For the qualitative research, 10 employees were gathered by means of convenience sampling, through a focus group at the Ray Nkonyeni Municipality. The results from both methods showed that effective communication was the best tool to change employee performance in municipalities, acting as a catalyst. However, this is largely dependent on the effectiveness and availability of channels of communication. The main recommendations to municipal managers and heads of departments are that they should use effective communication as a strategic tool and appreciate all employee opinions, regardless of their positions in an organisation. Managers in a municipal setting should also involve employees in decision-making, most importantly during policy formulation. It is further important that municipal employees are provided with sufficient resources to be able to perform their day-to-day duties, as inadequate resources lead to poor performance and lack of communication. The provision of regular and honest feedback to employees with regard to their strengths and weakness could additionally improve employee performance and increase productivity. Conversely, lack of communication could lead to misunderstandings and incorrect interpretation of information messages by employees.
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    How training and development of academic staff impact on employee performance for organisational effectiveness at a selected college in the Eastern Cape Province
    (2021-12-03) Mabindisa, Vuyisile; Lourens, Melanie Elizabeth; Lourens, Melanie
    This study focused on the importance of training and development and its impact on employee performance and organisational effectiveness. Training and development play a very important role at Ingwe Technical Vocational Education and Training (TVET) College in the Eastern Cape Province. Academic staff training and development is essential for staff’s personal development and organisational effectiveness. Ingwe TVET College has a serious problem regarding the training and development of academic staff. Although the college sent academic staff for training, they did not produce skills that make a significant contribution to the college development. There were numerous complaints from top management and Heads of Department that employee performance at Ingwe TVET College is not up to the required standard. This problem has not been rectified and the same complaints are made when the students’ throughput rate is evaluated. Through training and development, new knowledge, skills and changing attitudes are communicated to employees in order to raise awareness of their current knowledge and skills. The findings of this study will contribute towards improving the training and development of academic staff at Ingwe TVET College. All academic staff working at Ingwe TVET College were targeted to participate in this study. The total population for this study is 360 academic staff. This study used the survey method because the target population was too small. A quantitative research approach was used in this study. The personal method was used to administer the questionnaire to 350 target respondents. To test the validity and reliability of the questions, a pilot study was conducted with 10 academic staff members. The data was analysed by means of the Statistical Package for the Social Sciences (SPSS) version 24.0 for Windows. SPSS was used to analyse the primary data obtained from responses to the questionnaire after data capturing. Various statistical tests were used to test the hypotheses as well. The Cronbach Coefficient Alpha test was used to provide a value for reliability. The results present the descriptive statistics in the form of graphs, cross-tabulations and other Figures for the quantitative data collected. Inferential techniques included the use of correlations and chi-square test values, which are interpreted using the p-values. Findings from the study indicate that for academic staff performance, managers must distribute the resources needed by them in order for them to be able to perform their tasks. The lack of knowledge on what employees were trained on and are expected to implement leads to failure by the supervisor to follow up on learning transfer. Effective organisational development programs also allow for employees to cope with newly developed technology and ensures that adequate human resources are available for expansion into new areas. Employers or service providers should take steps to eliminate obstacles that prevent employee learning or physical barriers that may have impact on employee learning. Top management should ensure that training and development improves employee performance by assessing the type of training provided to employee in order to check if it meets the required standards. Management must also make sure that the training provided is aligned with the required skills by employees and the organisation in order to help employees in performing their tasks. Top Management should send employees on training and development programs that will assist them when they perform their tasks in order to be productive. Avoid sending them to training because is popular but does not a have significant impact on employee productivity.