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Faculty of Management Sciences

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Has files: YesSubject: search.filters.subject.Employee commitment

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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.
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    The synergy between human resources and operations commitment at a selected car rental company
    (2021-11) Sing, Sudheer; Dlamini, Bongani Innocent
    Due to high staff turnover of the front line staff appointed as Rental Sales Agents, it has been established that this creates disharmony in the work place for the remaining employees that have been in their roles over a long period of time. From observation, employee morale is affected, due to stress, longer working hours and other related factors due to being short of manpower in the relevant business unit. A study by Zheng (2017), asks: Does Staff Turnover Affect Productivity? Zheng (2017), states that in the Corporate World of Business, each company’s productivity is complex and measured differently, but the one factor that remains constant and always hurts productivity is employee turnover. “When employees are constantly moving, it is difficult to maintain the level of output; that’s mainly because new employees need time to train and to get used to the work, before they reach full productivity”. The researcher has confirmed that the organisation in this study is a reputable brand that is a leader in the car rental service industry. It can therefore be argued that in order to remain a leader in the industry, it requires the appropriate resources in order to be able to stay ahead of its competitors. One of the key resources identified in this study is, Human Capital. Human Capital should be equipped with the requisite skills to be able to assist the customer fully. This will enable operations to successfully achieve its goal through its people which is the main function of an effective HRMS, defined as Human Resource Management System. It is alleged that synergy between the Operations and Human Capital Department is not cohesive and is therefore impacting on productivity, satisfaction and organisational commitment at the selected Car Rental Company. In order for this organisation to be in line with its vision, which is to exceed customer expectations at every Interface, it has been established that employee commitment, as brand ambassadors has to be aligned and re-enforced for maximum productivity which can be maintained, hence, according to Dattagupta (n.d), “organizational effectiveness points towards effective, prudent and strategic use of all the organizational resources, namely, Human, Financial and Technological resources for creating a competitive advantage. The organizational effectiveness also calls for creating sustainable growth and development by taking care of not only the senior shareholders' expectations, but also the expectations of the junior stakeholders. It also means that Management makes the right ethical decisions in the interest of all the stakeholders, which includes all the employees of the organisation”.
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    The impact of critical success factors of knowledge management implementation on employee commitment at European MNE subsidiaries in emerging markets– perspectives from South Africa
    (Kalahari, 2022-04-11) Lourens, Melanie Elizabeth; Chikukwa, Tatenda; Kanyumba, Blessing; Young, Aletta
    This paper investigates the impact of critical success factors of Knowledge Management implementation on employee commitment at European MNE subsidiaries in emerging markets. MNE face various challenges when implementing Knowledge Management due to the scale of operations and subsidiaries in emerging markets are confronted with additional socio-economic challenges. Employee commitment is crucial to ensure the successful implementation of Knowledge Management initiatives. The study adopted a quantitative research approach using online electronic questionnaires administered to 1118 employees at seven European MNE subsidiaries in South Africa. Findings indicate a significant relationship (p < 0.05) between critical success factors such as leadership, organisational culture, roles and responsibilities, IT infrastructure and measurement tools, in order to ensure the successful implementation of Knowledge Management and employee commitment. The study recommends that employee commitment linked to Knowledge Management implementation at European MNE subsidiaries in emerging marketsentails variousconsiderations such as organisational structure, communication, remuneration and benefits, working conditions, and social status. A holistic approach to Knowledge Management implementation is recommended that combines infrastructure requirements, measurement tools and techniques, and organisational behavioural factors to ensure employee commitment.