Repository logo
 

Faculty of Accounting and Informatics

Permanent URI for this communityhttp://ir-dev.dut.ac.za/handle/10321/1

Browse

Subject: search.filters.subject.Administrative employees

Search Results

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    Approaches for improving participation of administrative staff in corporate entrepreneurship at Vaal University of Technology
    (2023) Lebyane, Mashuto; Nyide, Celani J
    The aim of the study was to examine the approaches for improving participation of administrative staff in Corporate Entrepreneurship (CE) at Vaal University of Technology (VUT). The study was guided by four specific objectives: to investigate the CE challenges facing VUT, to examine the role currently played by administrative employees in CE at VUT, to determine factors affecting the participation of administrative staff in CE at VUT, and to propose approaches that can be used at VUT to improve administrative staff’s participation in CE. The Corporate Entrepreneurship Assessment Instrument (CEAI) model was used to assess these constructs. A quantitative research approach was adopted and an online survey questionnaire was used to obtain data from respondents. The target population for this study was 110 administrative employees within VUT. In selecting the respondents, the census sampling method was used to select all 110 administrative employees. Survey questionnaires were emailed to all 110 respondents. A response rate of 54.5% was achieved and 60 usable questionnaires were received. The data was analysed using the Statistical Package for the Social Sciences (SPSS), version 28.0 for Windows. The key findings indicated that most administrative employees had no role in an entrepreneurial environment. It was discovered that the majority of administrative staff members were not participating in the process of CE, notably during the idea formulation or start stages. Furthermore, it appeared that there was no employee participation with relation to CE among administrative employees. According to the recommendations, management should concentrate on the factors that influence CE, such as management support, rewards, work discretion/autonomy, resources, organisational structure, and organisational culture. Future research recommendations were also made in the conclusion of this study. Because this was the university's first formal study, it can be used as a guide for other South African universities to examine their entrepreneurial intensity and corporate entrepreneurial climate.
  • Thumbnail Image
    Item
    The relationship between ethical leadership styles and employees effective work practices
    (Sciedu Press, 2020-05-19) Bhana, Anrusha; Bayat, Mohamed Saheed
    South African Higher ]Education Institutions are diverse, highly debated by academia as well as the portfolio committee on higher education and structured with a strong focus on the customer being students, with a negligible concern for the academic and professional employees. The revolutionary changes at Higher Education Institution have gestured the importance of both leadership and employees to support the transformational strategy at these institutions. Higher Education transformation has a lot to do with leadership - not the leadership of the Vice-chancellor, but the leadership of a collective of people, executive management leadership, line management leadership, academics and administration, and other stakeholders (MacGregor, 2015:28; 2012). The aim of the study was to examine the relationship between the ethical leadership style of line management leadership, and academic and administrative at a South African Higher Education Institution in KwaZulu-Natal. Data analysis utilized a quantitative method with an academic sample size of 165 (52.9%) and administrative sample size of 147 (47.1%). The study used descriptive and linear regression analysis to examine the two variables. The descriptive findings revealed that ethical leadership style was not present at the line management leadership level. The inferential analysis findings exhibited a significant strong linear relationship of 74.7% between line management leadership and employee items. Data analysis revealed that line management leadership style had an impact on employees’ performance and behavior at the institution. Thus, it is imperative to have a fully engaged workforce in order for an institution to achieve greater levels of innovation, intrapreneurship, design thinking and financial management.