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Faculty of Management Sciences

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Has files: YesSubject: search.filters.subject.Job satisfaction--South Africa

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    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.
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    The influence of organisational culture on job satisfaction : a case study of Nkomazi Municipaliy - Mpumulanga
    (2019-11) Mabuza, Nontuthuzelo M.; Moodley, Dianna
    Organisational culture plays an integral part in every organisation, particularly on aspects such as employees’ morale, emotions, satisfaction and performance. Earlier researchers have demonstrated the connectivity between an organisation’s culture and employees’ level of satisfaction. This study attends to probe further on this topic; however, its scope is within the Nkomazi Municipality in Mpumalanga, South Africa. The study’s core goal was to determine factors affecting the relationship between organisational culture and job satisfaction within the Mpumalanga Province of South Africa. To achieve this aim, the study pursued a qualitative research approach by interviewing personnel at the Nkomazi Municipality as a means to gaining deeper insight on their perceptions and opinions. The study revealed that organisational culture did impact on job satisfaction at Nkomazi Municipality; however, this positive note was downplayed by the insufficiency of information flow among different strata of the municipality. In line with this, the study recommends regular meetings as a means to enhancing the communication flow amongst role-players within the municipality. Furthermore, the study advocates training programmes as an agenda towards an efficient flow of communication at different levels within the Nkomazi Municipality; while also adopting capacity developmental programmes for the development of personnels’ communication, interpersonal and cognitive skills.
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    The influence of rewards on job satisfaction and organisational commitment among academic staff at selected universities of technology in South Africa
    (2017) Mabaso, Mzwenhlanhla Calvin; Dlamini, Bongani Innocent
    Higher education institutions are particularly vulnerable to the loss of their highly qualified employees to better rewards and benefits from the private sector and other higher education institutions. Talent retention and employee turnover, therefore, are major concerns for higher education institutions (HEIs). Without well qualified and committed academic staff, no academic institution can really ensure sustainability and quality over the long-term. Owing to the competition for scarce skills, the attraction and retention of quality employees has emerged as the biggest challenge in human capital management, this phenomenon has also arisen in universities of technology. To attract and retain employees, organisations need novel reward systems that satisfy them. Employee rewards are an important component in exchange of employee contribution. It is generally accepted that employee rewards plays a significant role to attract, motivate, satisfy, retain and maintain commitment among employees in any organisation while ensuring a high standard of performance and workforce stability. Essentially, it is understood that reward systems in higher education institutions are at fault because they do not provide individuals with rewards that they value. The overall outcome of the study is to benefit employees, rewards practitioners and institutions by attracting and retaining talented employees. The study focuses on the academic staff at two universities of technology, namely, Central University of Technology and Tshwane University of Technology. A quantitative research approach was employed with a semi-structured questionnaire comprising a 5 Point Likert Scale to determine the influence of employee rewards on job satisfaction and organisational commitment among academic staff at universities of technology. The target population for the present study comprises all academic staff at Central University of Technology and Tshwane University of Technology (from level of lecturers, senior lecturers, head of departments and professors). The target population for this research was obtained from the Human Resources Management Department at both universities of technology. The source list indicates that both UOTs equated to staff of 1 089 (CUT = 296; TUT = 820). A semi-structured questionnaire was administered to 279 sample respondents of academic staff. Data obtained from 225 respondents and 8 uncompleted questionnaires yielded a response rate of 78%. Systematic sampling was used to select target respondents, nth element was drawn on every 4th element for the entire sample. The data collected from the responses were analysed with the Statistical Package for the Social Sciences (SPSS) and AMOS, version 24.0 for Windows. Three main data analysis techniques are employed: descriptive statistics, confirmatory factor analysis and structural equation modelling (SEM). Two models are employed in CFA to test dimensional structure of employee rewards. These include a model that allows all factors to be freely correlated, a proposed model was tested for correlation and a structural model. All factors are correlated because they measure one higher order factor, where all indicators test if they measure only one construct. The results of CFA provide solid statistical evidence that affirm relationship among constructs. However, some factors do not converge towards the job satisfaction construct in a South African context. Work-life balance and fringe benefits provided a negative correlation to job satisfaction. A significant statistical relationship is seen between employee rewards, job satisfaction and organisational commitment. The SEM results affirm that compensation, performance management, recognition, talent development and career opportunities have a positive and significant influence on job satisfaction. Job satisfaction has a significant effect on organisational commitment while total rewards components performance management, recognition, talent development and career opportunities has a positive and significant impact on organisational commitment. However, employee rewards have a significant effect on job satisfaction and organisational commitment. These results, therefore, can aid remuneration specialists in higher education institutions with specific reference to universities of technology to implement these total rewards components in order to affect job satisfaction while ensuring organisational commitment among academic staff. This study would benefit if these models are tested with an alternative data set. The research also suffered from a limitation common to survey research and SEM. Due to time and money constraints, it is a cross sectional sample at one specific point in time. As a result, while causal relationships can be inferred, they cannot be generalised towards other universities of technology in South Africa.
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    The effect of organizational change on productivity : a case study of a safety glass manufacturing division within the PG Group
    (2005) Laudenberg, Peter
    The research problem investigates to what extent the introduction of change has affected employee motivation and job satisfaction with reference to organizational productivity.