Faculty of Management Sciences
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Item The influence of organisational change on organisational culture and employee engagement at a retail distribution centre in KwaZulu-Natal(2024) Ndlovu, Thobeka; Murwirapachena, GeniusOrganisational 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.Item The influence of employee engagement on labour productivity in an automotive assembly organisation in South Africa(AOSIS, 2020-03-17) Zondo, Robert Walter DumisaniBackground: Productivity of the South African work force remains an issue of central concern for business. It plays an important role in the life of every person and the performance of every business. Creating a working environment that encourages worker participation is one way to create the kind of workplace that attracts motivated work teams for productivity improvement. This sentiment underpins the concept of employee engagement. Employee engagement is the level of commitment and involvement an employee has towards their organisation and its values. Aim: This study examines the influence of employee engagement on labour productivity improvement in the automotive assembly organisations in South Africa. Settings: The study objectives were achieved by examining the production and related experiences of an automotive assembly organisation that has adopted an employee engagement strategy for labour productivity improvement. The company operates in the eThekwini District Municipality in KwaZulu-Natal. It assessed if employee engagement is responsible for company’s labour productivity. Method: The investigation was achieved by collecting quarterly data on absenteeism, employee participation in quality circles and labour productivity before and after the implementation of the strategy. Results: Employee engagement does not have the ability to improve labour productivity in an automotive assembly organisation in South Africa. However, absenteeism rate has an influence on labour productivity resulting from the implementation of employee engagement. Conclusion: South African organisations should revise their performance management systems and develop employee engagement strategies that help achieve new business goals. Consequently, this study uncovers the strengths and weaknesses of employee engagement for labour productivity improvement in South Africa.Item 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 KhatoonThis 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.