Faculty of Management Sciences

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A case study of superusers' influence towards productivity at Transient Port Terminals in Durban
(2024-05) Khumalo, Msizi Mafika; Sangham, Anilrai I
This thesis evaluated Superuser influence on organisational productivity in an organisation at Transnet Port Terminals in Durban. The study was motivated by a general concern in the Port terminals regarding Superusers, training, policies, leadership, and application information systems synergistical roles towards performance in Organisation. This study used qualitative data collection to gain a clearer view of the Durban Transnet Port Terminals environment and found that workers demand inclusivity when determining enablers and objectives. This study recommends the presence of a Superuser, structured training, application information systems, inclusive change management processes and engaging management to manage a successful Durban Port Terminal. It also identifies Superuser's positioning and input in enhancing the Port operational accomplishments. This review examines the influence of Superusers on organizational productivity in an organization. Due to the COVID-19pandemic, this study concentrated on the Durban Port Terminals, where access, mobility, and the open freedom of applying carefree observations were restricted. Only employees who were cleared to attend work and those with access to computers took part in the study, and interactions between respondents and the researcher were constrained by the COVID-19 protocols, study design research tools and safe distance guidelines. This study aims to evaluate the socio-economic impacts of malfunctioning systems, or users that are ill-equipped, on total productivity. It also aims to investigate the extent to which Superusers, and application information systems improvement could contribute to the performance and effectiveness of Transnet, and the impacts on national economic growth and social transformation. It is intended to reflect on superusers, strategies, leadership, and training which can synergistically bridge the gap between business, resources, and application systems to improve productivity. It aims to fill the knowledge gap regarding superusers, performance, and organizations. Superusers have the potential to significantly reduce the productivity gap
Organisational change management framework for hospitals : a comparative case of St Mary’s, Marianhill, South Africa and St Joseph’s, Adazi-Nnukwu, Nigeria
(2024-05) Anusi, Happiness Ifunanya; Mutambara, Emmanuel
Change management in healthcare organisations is a complex task considering the continuous changes in global demography, technology, strategies, clinical communication, information transfer, and disease burden. The current global pandemic highlighted the need for healthcare organisations to continue implementing measures that adequately respond to health challenges towards patient satisfaction. Many organisations find it difficult to implement organisational change successfully. Unsuccessful change programmes can be attributed to the lack of employee training and development, poor leadership, inadequate communication, poor organisational culture and inadequate resources (Mosadeghrad & Ansarian, 2014). However, change programme implementation and its impact depend largely on the ability of managers to adopt and adapt the change programme techniques in their organisations. Agboola & Salawu's (2010) identified that the introduction of change produces a variety of reactions due to the intrinsic uncertainty or the alteration of employee behavioural patterns, including status quo, anxiety and lack of tolerance, amongst others. The greater the impact on the existing culture, the greater the amount of resistance likely to emerge and the more difficult it will be to implement change. The study of Organisational Development (OD) can serve as a learning paradigm for academic research by enhancing student knowledge about how change management can enable hospitals to create effective responses to changes. The main purpose of this study was to explore organisational change management practices in hospitals in Nigeria and South Africa and proposed a conceptual framework for the change management process for hospitals in a developing context. Employees are one of the most critical elements in any organisational change. Research objectives guided this study to determine the influence of driving forces of change on employee performance in St Mary's Hospital, Marianhill and St Joseph's Hospital, Adazi-Nnukwu; to examine the impact of organisation culture on the practical implementation of change in St Mary's Hospital, Marianhill and St Joseph's Hospital, Adazi-Nnukwu; to determine the influence of practical implementation of change on patient satisfaction in St Mary's Hospital, Marianhill and St Joseph's Hospital, Adazi-Nnukwu; and to establish if drivers of change influence resistance to change during the implementation process in St Mary's Hospital, Marianhill and St Joseph's Hospital, Adazi-Nnukwu. This study provided information on resisting forces and stakeholder attitudes towards the change. And thus, assisted in restructuring the health system for greater efficiency through structural reforms that bring healthcare closer to the people, foster greater accountability and promote community participation. A case study research design was adopted for this study. An explanatory mixed-method approach was adopted with the observed hospitals. The target population and sampling frame were the employees and management from different organisational levels at both hospitals. The total number of employees and final sample size for the study was 132 for St Joseph's Hospital and 150 for St Mary's Hospital. The researcher designed two sets of questionnaires for all employees, a survey for quantitative and an open-ended questionnaire for qualitative. The Statistical Package for Social Sciences (SPSS) 28.0 and NVivo 12 were used to analyse the data. The analysis results for objectives one, two, three and four revealed a significant relationship between drivers of organisational change and employee performance. Organisational culture significantly impacted the practical implementation of change. Practical implementation of change showed a significant relationship with patient satisfaction. However, a non-significant association was found between drivers of change and resistance to change. The study found that both hospitals were successful in their change programmes. This can be attributed to proper employee training and development, good leadership, effective communication, strong organisational culture and adequate resources. Technology and organisational policy have been documented as key drivers of organisational change and performance. The study recommends that the management of the two healthcare organisations continue to implement technological changes with appropriate and required training. Management should continue to improve the adopted communication system, participative leadership and motivation system to enhance the implementation of change and promote team-building exercises to improve staff attitudes.
The role of high-performance work systems and resilience in employee well-being in the pharmaceutical industry of Ghana
(2023) Hanu, Charles Ata Kwakuv; Khumalo, Njabulo
In a business environment characterised by incessant disruptions, organisations must adopt a system of human resource practice that will enhance employee ambidexterity and employee and organisational resilience, which will eventually culminate in employee well-being. Grounded in the job-demand resource theory (JD-R), this study examines the role of high-performance work systems and resilience in employee wellbeing within the pharmaceutical industry in Ghana. Specifically, the study seeks to examine the effects of a high-performance work system on employee resilience, individual ambidexterity, and organisational resilience; and to establish the influence of employee resilience and ambidexterity on organisational resilience. Further, the study seeks to determine the role of organisational resilience in the relationship between high-performance work systems, employee resilience, employee ambidexterity, and employee well-being; and to develop a management framework for the improved implementation of high-performance. The research follows the explanatory sequential mixed-method approach. The quantitative phase constitutes the dominant part of the mixed method. The quantitative data was based on 324 employees within the Pharmaceutical Manufacturers Association of Ghana. The respondents were sampled using a simple random technique. The qualitative data was generated from 12 participants, who were purposefully sampled, through semi-structured interviews. The quantitative data were analysed using SmartPLS, while the qualitative data was analysed using a thematic method with the aid of Nvivo, a computerised software for analysing qualitative data. Subsequently, the quantitative and qualitative data were integrated during the discussions of the outcomes. The results from the quantitative data reveal that nine out of the twelve hypotheses were confirmed. A high-performance work system was found to be positively and significantly related to employee and organisational resilience, exploitation and exploration ambidexterity. The outcomes also indicate that exploitative ambidexterity positively and significantly predicts organisational resilience. However, employee resilience and exploration ambidexterity do not. Finally, the results confirm the mediating role of organisational resilience in the relationship between HPWS, exploitation ambidexterity and employee well-being. Most of the qualitative data provides support for, and explains, the statistical outcomes. This study contributes to the literature on employee well-being by applying the jobdemand-resources theory to investigate the effect of high-performance work systems, employee resilience and individual ambidexterity, and organisational resilience, on well-being. The study proposes a management framework and recommends managerial practices that will enjoin pharmaceutical manufacturers’ managers to enhance their organisations’ resilience and the well-being of their employees.
The influence of employee turnover on organisational performance : a case of private bank South Africa
(2022) Moodley, Kivershan; Bayat, Mohamed Saheed
Although the South African Private Banking sector is a lucrative corporate space for many commerce professionals, a significant degree of employee turnover has been recorded in recent years, generating a scarcity and drain on supply of specialised talents, affecting the financial stability of this crucial industry. This study investigated the influences of employee turnover and its impact on organisational performance within the context of a South African private bank. The study aimed to explore the underlying causes of high employee turnover. A mixed method explanatory sequential design method was adopted. The quantitative phase of the study consisted of a questionnaire administered to a sample of 300 private banking employees in the Johannesburg region. The qualitative phase involved semistructured interviews conducted with five key informants from the senior management private banking regions. The participation in this study was entirely voluntary and participants were assured of confidentiality and their anonymity. Quantitative data was captured using the SPPS software. Qualitative data was recorded and transcribed to ensure credibility, the findings were interpreted and analysed utilising the thematic analysis approach where main themes and subthemes were identified and discussed. The main findings of the study showed that employee turnover is driven by organisational performance, but that effect is negative. The study also found that a large portion of the respondents indicated that remuneration was a factor that they were not satisfied with, and this was further corroborated by the findings of the structured interviews held with senior management staff. The study recommended guidelines towards preventing staff attrition, such as developing a talent management pool or pipeline or providing change management efforts and suitable learning interventions.
The role of preventative control measures on organisational productivity : case of manufacturing SMMEs in Durban
(2021-10) Nondaba, Mthobisi Titto
Abstract Considering the current business trends in the manufacturing sector, preventative control measures are becoming a strategic tool for productivity in most companies. However, Small Medium, and Macro Enterprises (SMME)s in Durban have been lagging in incorporating such tools into their strategies. Effective preventative controls have been known to be part of the big corporates, especially in the heavy manufacturing industries. Given the need to grow manufacturing SMMEs, businesses would need to adopt preventative control measures that are supportive of organizational productivity. Through this research it has been found that employees in Manufacturing SMMEs believe that preventative control measures negatively affect their performance and hinder productivity. The main concern is to have flexible preventative measures that allow employees to work even if the key members are not around. They also believe that preventative measures can reduce fraud and other costs as fewer people are allowed to sign off or access systems to pass critical transactions. However, this scenario undermines the importance and critical role that manufacturing SMMEs play in the economy in Gauteng province. Their growth and productivity cannot be overlooked. This research study aims to investigate the role of preventive control measures on organizational productivity in manufacturing SMMEs in Durban. This was achieved through identifying the type of preventive control measures used in manufacturing SMEs in Gauteng province; examining the role of preventive control measures on organizational productivity in manufacturing SMEs in Durban and recommending the appropriate application of preventive control measures that leverages organizational productivity in manufacturing SMEs in Durban. This study aims to significantly contribute and expand knowledge regarding preventative control measures in the manufacturing industry. The study used a Quantitative approach to carryout data collection, data analysis, and presentation. Some key findings were manufacturing SMMEs were applying inflexible preventative controls that in some cases slow productivity. The majority of employees lack knowledge of the role of preventative controls and their benefits. It is therefore recommended that manufacturing SMMEs in Durban should institute training programs for their employees and furthermore implement flexible preventative control measure that does not inhibit organizational productivity.
Organizational benefits of human resource management roles in South African state-owned enterprises
(2022-10-07) Muzanenhamo, Arvid; Dlamini, Bongani Innocent
Human Resource Management practitioners have been criticized for lacking business acumen due to the nature of the personnel management concept. There has been a change in Human Resource Management roles from traditional personnel management to Strategic Human Resource Management which seeks to provide organizational competitiveness. This article aims to provide organizational benefits of Human Resource Management to an organization as a result of the Strategic Human Resource Management concept. The strategic nature of Human Resource Management has been revealed in this article as there is evidence of Human Resource Management's contribution to the business success. This paper is a study carried out in a South African State-owned enterprise to identify organizational benefits acquired from Human Resource Management roles. Qualitative research was used in this study, and interviews were administered to obtain data from Human Resource practitioners and departmental supervisors in a state-owned enterprise. 24 participants were purposively selected to provide data for the study. This study revealed that the Human Resource department provides beneficial activities to the organization such as reduction of employee turnover, employee development, employee wellness, and internal communication. The critical discussion provided in this paper would strengthen the body of knowledge on the role of Human Resource Management in improving organizational effectiveness.
The impact of training and development on employee performance : a case study of Capitec bank in Durban
(2021-04) Gumede, Msizi; Potwana, N.
Employees are the bloodline and a major asset of any organization. The active role they play towards a company’s success cannot be underestimated as the quality of work produced by the company depends on the quality of its human resources. As a result, it is imperative to equip these unique assets through effective training and development to maximize job performance. Therefore, employee training and development is a major and vital issue facing all organizations, particularly in the banking industry of South Africa because of the shortage of skilled employees. This is largely due to the lack of industry-related skills that graduates lack when entering the working industry. Training and development must thus be relevant and directly linked to desired outcomes. Organizations are facing challenges such as extensive competition, the continuously changing technology, globalization and the ever-changing customer needs which have added more challenges for organizational performance. Hence, in order to meet these challenges, organizations must train and develop their employees. The objectives for the study were to explore the relationship between employee training and development and employee performance; to establish whether there are organization organizational issues that are constraints to employee performance; to establish the effect of training and development on employee performance and to make recommendations on employee training and development to improve employee performance to accomplish these objectives. The study employed a descriptive research design by means of a quantitative research strategy with a positivist philosophy. Data was obtained through a structured questionnaire with a 5-point Likert scale. The target population for this study comprised of all the 204 services consultants of Capitec Bank employed within the City of Durban.This study used the non-probability sampling procedure through purposive/ judgmental sampling method. The research showed that Capitec Bank employees are satisfied with the training they received for them to perform their day- to-day duties. Findings showed that training allowed them to sell better, acquire information and manage change when they needed to. The findings also showed that there were developmental issues that the bank faced as a large portion of the respondents felt that there were unaware of development opportunities within the bank. The study showed that organization organizational issues such as psychological stress also played an impact on the performance of employees. The following recommendations were made for the improvement of Capitec Bank. The bank should implement a development framework that will showcase the different career opportunities that are available within the establishment and steps on how employees can be promoted to these positions. This is a cross-training initiative that will allow employees to acquire skills from different departments is also strongly recommended. The study also recommended that the Capitec Bank Human Resource Department should conduct regular consultations with employees so that the company is kept aware of organizational issues that could constrain employee performance.
The influence of broad-based black economic empowerment policies on organisational effectiveness : a case of South African companies
(2022-04) Mudau, Dzivhuluwani; Govender, L.N.
B-BBEE is an integral part of the South African business landscape so long as there are real or perceived inequalities in the economy and society in general. Legislation came into effect to redress the economic imbalances caused by the apartheid system where black people were purposefully restricted from meaningful participation in the economy (B-BBEE Strategy, 2003). Since its inception B-BBEE legislation has been subjected to several amendments. Such amendments to the legislation required companies to adjust their resources both human and capital and strategies to comply with the legislation. The research was aimed at exploring the influence of Broad-Based Black Economic Empowerment Policies on organisational effectiveness. B-BBEE is part of the South African business environment and knowing and understanding how it influences organisational effectiveness may assist in the understanding of the constraints of the transformation in the South African economy. B-BBEE is a very controversial subject that affects different companies in different ways, hence a subject of political debates, at government and organisational levels. B-BBEE affects different stakeholders of South African sectors of society such as employees, unemployed people, businesses, owners, and the State. These stakeholders have varied interests related to B-BBEEE that gave rise to the current study. The research study provided a different angle to what is currently available in terms of B-BBEE research. The study employed a mixed method approach to research. The primary data collection method was questionnaires with a 5-point Likert scale where respondents were required to complete multiple choice questions. The qualitative study used interviews with selected respondents. The study findings confirmed that B-BBEE had a positive impact on organisational effectiveness with specific reference to managerial effectiveness, organisational sustainability, organisational strategy and organisational culture.
The role of strategic performance measurement systems on overall strategy and organisational performance : a focus on selected manufacturing companies in KwaZulu-Natal
(2021-10) Maposa, Eddeline; Bayat, Mohamed Saheed
Both domestic and international markets are facing intense competition, customers have become more assertive, educated and demanding. Internationalisation of businesses, more advanced technology and easier payment, delivery and importation of goods globally have now placed immense pressure on manufacturing companies to become more innovative and to stay ahead of competition. However, a sustained competitive advantage is not only about strategic choice but also about appropriate performance measurement systems to support a firm’s strategic priority. In the past, manufacturing companies have managed to evaluate operative, process-based performance effectively and efficiently. This, however, resulted in the strategic performance of a manufacturing company, be it a network or a single site, being seldomly monitored and evaluated since manufacturing managers are usually occupied with daily business operations while missing the importance of innovating strategic tools for a goal-oriented strategic development and evaluation.This study aimed to assess the performance measurement systems being used in KwaZulu-Natal manufacturing companies and evaluate to what extent these manufacturing enterprises use integrated performance measures in the form of SPMMSs, the extent of utilisation and perceived relevance related to their actual financial and non-financial results. A survey was conducted to gather data. Quantitative techniques were employed for analysing the data. The relative importance of financial as well as non-financial measures in relation to the performance evaluation process in the context of manufacturing enterprises was investigated. The result of the analysis indicated that the majority of respondent enterprises in KwaZulu-Natal focus on very few non-financial measures and more financial measures, using historical data, accounting profits and financial ratios which are compared with industrial trends. Despite the fact that the non-financial measures are as important as the financial measures, little or no attention is being paid to nonfinancial dimensions. The result of the analysis revealed that there is a clear and strong relationship between the financial performance and the nonfinancial performance measures (customer satisfaction, internal process/operational, employee satisfaction and supplier performance). In addition, empirical findings suggested that the non-financial measures are significant explanatory factors of financial performance. More importantly, findings show that manufacturing companies that consistently employed both financial and non-financial measures performed better than those that do not. These empirical findings and also findings from literature review revealed that there is no performance measurement system appropriate for manufacturing companies. This thesis therefore addressed this practical and scientific gap by developing a generic strategic performance measurement and management system (SPMMS) for manufacturing companies which enables practitioners to define and implement a company-specific SPMMS and monitor the strategic performance of their manufacturing network or sites. The balanced scorecard (BSC) was used as a reference model. Supporting findings for the successful design, development, implementation as well as the applicability of the developed SPMMS were validated with a detailed case study.
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.

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