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Faculty of Management Sciences

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    Rewards and recognition of employee performance as a motivating factor at a selected university in South Africa
    (2023) Mungroo, Sheinna; Kader, Abdulla
    This study aimed to investigate the reward and recognition of employee performance as a motivating factor at the University of KwaZulu-Natal. This phenomenon is widely popular and has become the basis of many research studies undertaken by well renowned Academics. Their studies have proven successful and formed the basis of many other studies. However, research studies into the rewards and recognition of employee performance as a motivating factor has been limited in the Higher Education Sector. The purpose of the study was, therefore, to examine the nature and relationship of rewards, recognition and employee performance as a motivating factor on a target population of academic and professional services staff members. The study was conducted at the University of KwaZulu-Natal delimited to the College of Law and Management studies with a sample respondent size of 169 academic and professional services staff members and 8 academic leaders. The researcher had undertaken a mixed methods research study and administered structured close-ended questionnaires and structured open-ended interview schedules. Data was collected and analysed with SPSS statistical package (Version 25) and NVivo then compared against previous literature. Limitations in the study included the Covid-19 pandemic and lockdown—which made it impossible to physically meet with the participants. Thus, simple random sampling technique without replacement was used to select the representative sample for the quantitative aspect and purposive non-probability sampling will be used for the qualitative aspect. The study was delimited to the academic and professional services employees of a particular College. The findings resulted in a positive correlation between key variables, Rewards, Recognition and Employee Performance. This means that employee’s performance at work is motivated by rewards and recognition. If these components are missing, the employee will not be motivated to perform. However, the researcher recommended further study undertakings in the area so that a basis of comparative literature and a holistic framework be established for future reference.
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    A system dynamics model of the talent pipeline for strategic responsiveness at DUT
    (2019-11) Perumal, Manoshni; Bodhanya, Shamim
    Continuing concerns about quality issues related to the higher education landscape have given impetus to the urgent need for effective human resources talent management. Guided by this, employee engagement represents important human capital whose performance plays an important predictive role in universities achieving sustained success. Related to this challenge, the current study had the primary aim of identifying the cause and effect of talent variables that influence the different components of talent and strategic outcomes. Through a qualitative multi-approach design, data was collected via a combination of document analysis and semi-structured interviews. Non-probability purposive sampling was used in the selection of participants. Using the Durban University of Technology as the case study, employees from the categories of senior and executive management, middle management and the general employees offered insights into DUT’s challenges with talent management and the impact on the success of a learning organisation. The study’s emergent themes were categorised thematically and the findings articulated. Key areas addressed included conceptions of a learning organisation; the role of policy rigidity in talent management; talent attraction, development and retention; quality teaching and learning as key influences to talent development; sustainability considerations in talent management; policy compliance and its contribution to the development and management of talent within the University. Using the system dynamics methodology, the research offered an in-depth understanding of the complexities inherent in the talent management process. The implication for human resources practice was primarily related to the acknowledgement that the SD approach has far greater application potential than has been acknowledged.