The benefits of informal mentoring are numerous and organisations have recognised these benefits in terms of organisational development. There has been an attempt to harvest these benefits through the introduction of formal mentoring programmes as a tool to fast track and then ultimately retain internal capability. This research on formal mentoring programmes occurred within a qualitative paradigm and data was obtained through document analysis and interviews from five mentoring pairs in one organisation and four mentoring pairs in another. The data was then presented and analysed in terms of the models proposed in the literature. The aim of this research was to evaluate formal mentoring programmes within South African organisations based on a framework provided by the literature. It was found that the literature proposed no formal evaluation model and thus, one was developed based on models of programme evaluation and formal mentoring implementation models. On the evaluation of the two formal mentoring programmes, it was found that there are some issues raised in the literature that are pertinent to both organisations but that there were also issues that were only relevant to one of the programmes. According to the research the differences in perceived success of the mentoring programme lay in the goals of the programme relating to the broader goals and culture of the organisation. It is recommended that future research investigate the impact of organisational culture on the effectiveness of formal mentoring programmes. The research also identified a need for supportive resources although this study did not assess the appropriateness and sufficiency of the resources. Organisations also need to implement effective evaluative practices in order to implement effective changes to the programme.

The aim of this research was to ascertain the implications and the impact that the succession process would have on the organisational culture of family businesses. In an attempt to answer this, the researcher asked three questions surrounding the succession process and its relationship with organisational culture. The questions related to the extent to which the family business was prepared for change in management; what changes occurred before, during, and immediately after the succession process, and what results these changes had on the organisational culture. Family businesses account for a large proportion of the national and global market activities, and so it is imperative that attention be paid to any problems they may experience. As it is, family businesses have difficulty in successions, with roughly one third of first generation family businesses surviving the succession process. It is the aim of this research to explore the contribution organisational culture has in the large failure rate of succession with family businesses. When successors enter into the organisation, they bring with them different perspectives on managerial issues suggesting that a change in leadership style will occur as a result of a succession. In answering the research questions, the researcher embarked on a two-phase research methodology utilising a quantitative and qualitative process. This triangulation process incorporates a self-administrated survey questionnaire, and six in-depth interviews. The survey questionnaire and interview schedules were structured using a combination of elements obtained from Harris's (1998) and Levinson's (1972). The survey data was analysed using various statistical methods, predominantly a Factor Analysis, where as Abstract iii the interviews were analysed using a theme retrieval process. The two processes were combined to yield the results. The findings of the research conclude that through the introduction of the successor in the change process, a new leadership style is introduced into the business. The new leader changes policies, practices and procedures, which are related to organisational climate and are the tangible aspects of organisational culture. Altering the climate essentially alters the culture, which may result in anxiety within the organisation and lead to tension. If these issues are not addressed, they may result in the demise of family businesses.

In today’s fast paced and global economy, competitive advantage is increasingly focused more on organisational behaviours rather than on the traditional tenets of land, labour and capital. Going beyond the traditional, organisations that are best able to get the most and the best out of their people are the ones most likely to perform better. This study aims to build an understanding of how culture is influenced by individual employee performance metrics that are used in an organisation. Previous research has been done in the broad fields of organisational culture and employee performance metrics separately, but no studies were identified in literature that focused on the interaction of the two concepts specifically. Therefore, this study seeks to answer the following research question: How do individual employee performance metrics influence sub-culture in the context of a professional services firm in Durban? This study predominantly focused not on performance at the organisational level, but rather the more granular level of individual employee performance metrics and sub-culture in one of the divisions of a professional services firm. This qualitative study explores the multiple perspectives of reality of ten of the 32 managers in the Advisory division of a professional services organisation, regarding how individual employee performance metrics influence their world view of work, or the way they perceive, think, feel and interact in the world of work. The focus of the study was limited to one department, in one branch of a multinational organisation and focused only on the horizontal layer of the “manager group” within the staff levels. Semi-structured, in-depth and face-to-face interviews were conducted with these managers as a means of gathering and saturating data. Interviewees were identified using a stratified sampling from the group of managers in the Advisory division. Open coding and constant comparison was used to analyse data. Page ii of viii The results of the study show that managers had very varied and complex perceptions of how the individual performance metrics used to assess their performance influence the sub-culture of their world of work. The key findings manifested that misuse and abuse of performance metrics by leaders, leadership bias in respect to recognition, reward and remunerations, the predominant focus of the division on the bottom line and emphasis on success at all cost, and low employee morale were all aspects of performance that impacted on how employees behaved in the division. The effect of these factors on the managers operating in this division was that there were low levels of employee commitment which were experienced through low morale and reduced productivity; managers felt that there was a restriction in the development of their careers, all of which resulted in a disregard to values of the organisation. This study reflects how the reward and recognition system using the balanced scorecard has shifted the focus of the department away from the organisation’s espoused values. This has resulted in various leadership and management questions for the leadership of the division in this study. This research also adds to existing literature that links performance and culture within the organisational context that it goes beyond the prevalent themes in literature which focus on performance at the organisation level. This study focuses on performance at the employee level and in particular in a professional services firm in South Africa. The study has three interrelated sections which are however considered as standalone. The first section is an evaluation report based on the Advisory division of a professional services firm in Durban, South Africa, and consists of a literature review, the methodology followed in conducting the study, results and the discussion thereof. The report also highlights limitations of the study, recommendations and the perceived value of the study. The report ends with a summary in the form of a conclusion. Section 2 comprises a more comprehensive literature review while Section 3 documents the research methodology followed in the study.

Readiness to change is a critical element for the successful implementation of organisational change (Weiner, 2009). Work engagement is an important driver for organisational success (Lockwood, 2007) and it is important that organisations sustain work engagement during organisational changes. Readiness to change and work engagement are both important aspects of a successful organisation. The purpose of this study was to investigate the relationship between readiness to change and work engagement within a mid-tier accounting firm in South Africa. A combined questionnaire, incorporating two measuring instruments was utilised to gather the data for the purpose of this study. These instruments are the Organisational Change Questionnaire – Climate of Change, Process and Readiness (OCQ-C,P,R) as well as Utrecht’s Work Engagement Scale (UWES). The measuring instrument utilised demonstrated adequate reliability. By utilising the OCQ-C,P,R two additional constructs were incorporated into the study namely process of change and trust in leadership. The measuring instrument was sent electronically to all the staff members within the mid-tier accounting firm across South Africa. The researcher obtained a sample of n = 340. A model was constructed based on the measuring instrument to illustrate the hypothesised relationships between the constructs. Results from confirmatory factor analysis suggested that there was a good model fit with the data. Both descriptive and inferential statistics techniques were used for the data analysis. The relationships between the constructs were tested through structure equation modelling and Pearson’s product-moment correlation coefficients. The results of the study indicated that there is a practical and statistically significant relationship between readiness to change and work engagement. The results of the study implied that high levels of work engagement will generate high levels of readiness to change. Engaged employees are better able to cope with job demands during change processes which ultimately will impact whether change implementation is successful. Readiness to change and work engagement also indicated significant correlations with process of change and trust in leadership. Demographic groups had significant differences in the mean scores for work engagement, process of change and trust in leadership.

Since 1994, South Africa has been revamping its higher education system as part of a broader national reform movement aimed at overcoming the inequities and divisions caused by the now obsolete apartheid regime (Sedgwick, 2004). This treatise firstly describes and then explores if students identify themselves with the EMC corporate identity. Thereafter, it firstly explores and then describes the corporate identity awareness level of EMC students. An exploratory-descriptive research design was used. The researcher used two types of data. One was secondary data and the other one was primary data. The former were collected by means of an extensive review of the related literature. The latter were obtained by means of online questionnaires. The level of brand awareness among students is considered to be low. There is a need to improve the corporate identity awareness level of these strategic stakeholders for the future success of the college. This treatise concentrated on the parent brand (EMC). Furthermore, the sampling has been limited to students studying at EMC (Uitenhage campuses). It is important to explore the corporate brand awareness level of the students. It is also essential to discover if students identify themselves with the EMC brand.

Happiness is essentially the degree to which you find and judge your existence as favourable, in addition to an enduring, psychological feeling of contentment. In the hedonic view, happiness is pleasant feelings and favourable judgements, while the contrasting eudaimonic view describes it as doing what is morally right, what is righteous, that will enhance growth and that is meaningful to an individual. Both these views contribute to the overall happiness of an individual. People that are pleased with their lives usually experience greater satisfaction in their jobs. This is in line with the literature as happiness is positively correlated with job satisfaction, which suggests that a happy employee will most likely result in one that is satisfied with his/her job. In addition, happiness is correlated with evidence of success in the workplace and can increase an employee’s effectiveness at work. It is, therefore, essential that organisations identify the factors which influence employee happiness in order to enhance its cultural value-offering for employees and, in turn, increase their levels of job satisfaction. Job satisfaction is essentially the degree to which a person enjoys his/her job. It is the positive emotional state resulting from the evaluation of one’s work experience. This has profitable outcomes such as improved work performance. Furthermore, people who experience satisfaction in their jobs are better ambassadors for their organisation, demonstrate greater commitment, are more engaged and perform better within the organisation than their unhappy peers. Job satisfaction can be deemed an attitude. It is therefore important to understand the dimensions of the job, which are complex and interrelated in nature, in order to understand job attitudes. Organisational culture has been shown to influence the attitude and behaviour of employees through shared values and beliefs in the organisation. It is for this reason that there is a significant need to determine the factors in organisational culture that influence employee happiness and, in turn, job satisfaction. An organisation’s employees, through their participation and commitment, can be regarded as the most important source of success for the organisation. Organisational culture can therefore, greatly influence the efficiency and effectiveness of an organisation through its employees. Moreover, the culture of an organisation has a significant influence on the commitment and satisfaction of its employees. It inspires employees not only to feel committed to the organisation but also to perform well. The correlation between organisational culture and job satisfaction have been examined by various authors in the literature. All of these authors found a positive relationship between the two concepts. These conclusions show that the culture of an organisation can actually influence an employee’s job satisfaction and therefore his/her happiness. This research investigates the cultural value-offering of General Motors South Africa (GMSA) and its alignment to the needs of its employees. Until the end of 2012, an employee needs-analysis regarding employee happiness and his/her job satisfaction, was non-existent in the organisation. Towards the end of 2012 the organisation introduced a “Workplace of Choice” survey to perform an employee needs-analysis in order to investigate if there was a difference between employee needs and the organisation’s cultural value-offering. Another “Workplace of Choice” survey followed in 2014. This, however, was performed with the staff employees only and not with the hourly employees. Many organisations neglect to analyse the workplace needs of their employees to ensure that the organisation fully understands and is able to satisfy or accommodate these needs. Understanding employee needs is crucial to an organisation’s success. It is therefore important that the organisation investigates the employee needs to be able to align them with the cultural value-offering of the organisation. The purpose of this study is to advance the current understanding of Employee Happiness in the workplace by conducting a systematic analysis of the factors in Organisational Culture that influence Employee Happiness and, in turn, their Job Satisfaction in GMSA.

The transference of knowledge and the creation of a knowledge vault within operations of the Hospitality sector is the cornerstone to the success of this dynamic contributor to the economy, not only as a skills developer, but also as a collective group of experts that unknowingly build a community of expertise that transfer knowledge amongst themselves within an organisation. Leadership that share knowledge, whether tacit or implied, leads to the development and knowledge growth from members to those who are exposed to the intricacies of decision making and business practices. This leads then to the skills development and retention of the participants who feel nurtured and fulfilled in the employment within the organisation and view themselves as valued members. The finding of this research reveals a correlation between knowledge sharing and the desire for job security that leads to the feeling of being nurtured and finding the employment positive and enjoyable. The transference of knowledge allows the receiver of the knowledge to develop to where the point of the receiver becoming an expert in their chosen field is attained and the collective of the mangers are developed to the level of a community of experts in their various fields. However the academic qualifications of leadership is low, the significance of this highlights the level of networking amongst themselves as paramount to the success of this multi million rand industry.

One of the key recommendations of the Communication Task Team Report which analysed the communication programme of government post 1994 was that of the introduction of a single corporate identity programme for government. It is against this background that various South African government departments (national and provincial) including the Eastern Cape Department of Social Development introduced their corporate identity programmes. Based on the Rotterdam Organisation Identification Test (ROIT) (van Riel et al., 1994), the paper analyses the levels to which employees identify with the corporate identity of the Department of Social Development. The ROIT scale identifies four variables that impact on employee identification which are; employee communication, job satisfaction, corporate culture and perceived organisational prestige.

The South African construction industry plays an important role in the economy and overall development of the country, with respect to its total fiscal contribution and the total number of people who are employed. In addition, it is a major contributor to infrastructure development. However, the human resource base within this industry is confronted with a plethora of challenges that are inherent to the construction industry. These manifest themselves in stressful working conditions and long working hours, labour intensive jobs, reduced job security due to job losses and short-term projects, and the feeble health and safety (H&S) standards. Together with a variety of socio-economic and political issues, these challenges form a perceived and broad organisational culture of this industry, which impacts on the industry‟s productivity. As construction management efforts in the development of the human resources base increase, the industry recognises that work-life balance is an important and critical issue in the 21st century. Construction management is a discipline that embodies two interdependent dimensions; the management of the business of construction and the management of projects. Of the latter, the key principles thereof are, as part of a management strategy, planning, organizing, leading, controlling and coordinating projects. To achieve these strategic components, an effective human resource base is required. Work-life balance is therefore a management issue and organizational culture sets a backdrop from which it can be understood. This study focused on the status of the organisational culture of the production establishments that form part of the construction industry and the manner in which it manifests on the work-life balance of the workers. Furthermore, the correlation between work-life balance and individual work performance was examined. An exploratory research approach was adopted and the research technique followed an interview protocol. The main findings demonstrate that the South African construction industry is predominantly a clan culture with minor characteristics of the hierarchy, adhocracy and market cultures. Furthermore, work-life balance is difficult to attain and it influences individual work performance. The main conclusion is that organizational culture in construction firms is imbalanced. Thus, the main recommendation is that the industry adopts a balanced organizational culture and modern human resource practices.

It is becoming increasingly important for companies to be responsive to global demands and in order to remain competitive, many companies are looking at lean manufacturing to help them achieve this. Lean manufacturing is however more than just a set of tools as it also requires a change in the organisational culture of the company involved. The creation of an organisation that has a culture of continuous improvement and achieving results through its various principles and philosophies is a main factor in Toyota’s Toyota Way Model. It was the aim of this research study to analyse and determine the factors relating to the impact of an organisation’s culture on the concepts of lean manufacturing based on the Toyota Way model. This was achieved by analysing how conducive the current organisational culture at Freeworld Automotive Coatings to the implementation of Lean Manufacturing principles? The method used for the research study was the questionnaire method using a lean culture assessment questionnaire that has been designed by the researcher that was aligned to the principles important to the Toyota Way model. It can be concluded from the research findings of this study indicates that the existing organisational culture of Freeworld Automotive coatings is relatively conducive to the implementation of lean manufacturing principles within the company.