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Faculty of Management Sciences

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Subject: search.filters.subject.Engagement

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Now showing 1 - 4 of 4
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    Customer relationship management as a strategic tool for customer retention at a selected ICT company in Johannesburg
    (2024) Sibisi, Christopher; Rawjee, Veena Parboo; Govender, Jeevarathnam Parthasarathy
    In the aftermath of Covid-19 and its negative impact on business and profitability, many businesses are seeking innovative solutions to curb the loss of customers. The adoption of effective customer relationship management (CRM) initiatives is on the rise in many industries in South Africa. This is primarily characterised by the fact that it is now extremely difficult to secure new business when the company continues to lose its existing business to competitors. The adoption of CRM has been profoundly successful because of its ability to synergise various units within the company to work together to achieve common goals. The goal is to provide quality customer service with the intention of achieving customer satisfaction that leads to customer retention. Through good CRM strategies, systems and processes, companies build strong organisational capabilities and competencies that enable them to create sustainable competitive advantages. This study focused on CRM as a strategic tool for customer retention at a selected Information Communication Technology company in Johannesburg. The study adopted a quantitative method to collect data on the various factors influencing the use of CRM in the organisation. The population of the study consisted of 121 employees in the company from whom the data was collected using electronic questionnaires as the data collection instrument. The study population consisted of sales, marketing, business development, outbound logistics and finance teams. These participants were selected because of their engagements with current and potential customers. The study used the Statistical Package for the Social Sciences (SPSS) version 26 software for data analysis. This software was used to produce graphs and tables to generate meaningful interpreted data. The demographic data was analysed using frequency distribution tables.
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    The impact of ethical leadership on employee engagement within a South African public higher education institution
    (LLC CPC Business Perspectives, 2019-11-29) Bhana, Anrusha; Suknunan, Sachin
    Ethical leadership has become a fundamental building block amongst the corporate organizations globally. However, minimal research evidence was found from a higher education institution (HEI) perspective, including the evidence from a South African higher education setting. Due to the lack of research linking the ethical leadership`s style and employee`s engagement (EE) at higher education institutions, it becomes important to find out if ethical leadership can positively promote the EE, which, in turn, can promote various other benefits at the institutions. Therefore, this study aims to examine this from the perspective of ethical leadership style and its impact on the EE. This study focused on a large HEI (Higher Education institution) based in KwaZulu-Natal (South Africa). Quantitative data collection employed the probability sampling targeting 420 employees. Questionnaires were used as data collection tools and obtained a response rate of 312 (74%). The results show that the average mean value for EE (M = 2.87) was weak in comparison to the measurement standard of 3.00, which implied a lack of EE between leadership and employees. In addition, the results indicate that ethical leadership can positively influence the EE (M = 4.27), thus, indicating the need for more ethical leadership at this institution. Furthermore, the current lack of employee`s engagement by leaders that do not exhibit the ethical leadership style can result in employees` disengagement at the institution.
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    Building ethical leadership through training and development approach at a higher education institution in South Africa
    (LLC CPC Business Perspectives, 2020-04-06) Bhana, Anrusha; Suknunan, Sachin
    The research has shown that many leaders lack ethical practice, but training and development geared towards ethical leadership can serve to bridge this gap in theory and practice. This paper focuses primarily on the key aspect of training and development to promote more ethical leadership within a higher education institution setting. The data were drawn from a mixed-method study adopting both quantitative and qualitative approaches. Simple random sampling constituted a sample of 312 academic and administrative staff members at the institution. The purposeful sampling for the qualitative component was a realized sample of 3 executive management leadership and 9 line management leadership participants, indicating a total response rate of 67%. The results for executive management leadership reflect poor leadership style from the employees’ perspective in relation to respect and fairness, transparency, behavior, and other ethical leadership-related items (of M = 2.74, SD = 0.033). In addition, there was a clear need for leadership to attend ongoing training courses (M = 4.20, SD = 0.904). From the qualitative perspective, more than 50% of the leadership respondents indicated no appropriate university leadership programmes or ethical leadership programs. Therefore, the investment in training and development can promote more ethical leadership style, which in turn can have a positive impact on employees (M = 4.43, SD = 0.740). In light of this, the results provide a strong inclination towards more training and development programs to ensure that leaders develop ethical considerations in their role as leaders.
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    Monitoring and evaluation of corporate social responsibility programmes in South Africa
    (Virtus Interpress, 2015) Rampersad, Renitha
    The South African corporate sector invests millions to support community development and social programs. One of the more fundamental issues about sustainability in a business context is the fact that directors have a fiduciary duty to take into account interests of those stakeholders other than investors/shareholders. This therefore places major importance on sustainability reporting through reports on governance, economic, social and environmental performance and is increasingly being regarded as a key form of stakeholder engagement, and the most accepted formal way of communicating measured outcomes to all stakeholders. A number of methodologies may exist for the development of Corporate Social Responsibility (CSR) strategies or “how-to guides” for community engagement and investment, however, it lacks development in the field of CSR Programme Evaluation. Integrated approaches to the measurement thereof are still in expanding stages of development and statistical data and/or empirical evidence is lacking at this point. Trust and relationships take time to build but are valuable assets, therefore a company must show it has listened and acted in response to stakeholder concerns, this means that ongoing communication and reporting back to stakeholders is a very important component in any engagement strategy. It is therefore important for the corporate sector to not only evaluate the effectiveness of their CSR Programmes, but also to measure the impact on both their beneficiary communities and their business and subsequently on the Return on Investment (ROI). This paper will highlight a case of the South African corporate sectors attempts to evaluate its effectiveness and impact on beneficiary communities and how they quantify the impact of the investment through successful CSR interventions.