Successful implementation of organizational redesign depends on the support of employees at all levels of the organization. This study looked at some of the factors that are related to employee support for organizational redesign. Subjects (82 support staff members of a small manufacturing plant undergoing organizational change) were administered a survey which measured employee perceptions about the change management process and the disruption the change caused to their daily routine. Eleven variables were assessed as independent variables in terms of their relationship to the dependent variable which was employee support of the organizational change. All eleven variables were significantly related to the dependent variable. The implications of these results and issues for further research was discussed.

The leadership style found in government is usually diverse in nature, with the chain of command being top-down and focused on bureaucracy. There are some leadership styles that can adversely impact or vastly improve workplace performance. This descriptive phenomenological study was used to understand employee perceptions of leadership styles that affect their workplace performance. Bass's transformational leadership theory guided this study to explore how a supervisor's leadership style impacts an employee's workplace performance. The primary research question focused on positive and negative perceptions employees held related to supervisors' leadership behaviors and characteristics. The data collection was derived from in-depth interviews with 10 mid-level management employees aged 27 to 55 years of age, who are currently or were previously employed with a local government agency. Using Moustakas's method of data analysis, four primary themes were disclosed: (a) perceptions of three leadership styles, (b) insights on workplace performance, (c) observations of leader behaviors and characteristics, and (d) work ethics, indicating that a supervisor's leadership behaviors and characteristics do impact employees' workplace performance. The 4 primary themes indicated that participants preferred leader characteristics and behaviors associated with transformational leaders than they did with transactional or laissez-faire leaders. An organization's culture is influenced by leadership style, and consequently, leadership style affects an employee's workplace performance. The social change implications, as related to the findings, enable a leader to evaluate the perceptions of an employee's view of appropriate leadership styles that increases their workplace performance.

In Canada, new parents have access to maternity and parental leave following the birth or adoption of a child. Parental leave, which follows maternity leave, entitles new parents to 35 weeks of leave. Although both parents have access to parental leave, only a small percentage of fathers utilize it, despite the benefits for both fathers and their children. This gendered usage perpetuates the belief that family responsibilities are mothers’ responsibilities. This multi-level research study explored the organizational, manager, and employee characteristics that influence support for and use of parental leave by male employees. In 2012, seven large, Manitoba employers were recruited for participation and the sample included 550 male employees and 354 female and male managers. Data were collected using a structured interview at the organizational level and two self-administered questionnaires for managers and male employees. The hypotheses were tested using OLS regression and hierarchical logistic regression. Results indicated strong managerial support for parental leave use by men, although female managers were significantly more supportive than male managers. The strongest influence on support for parental leave use for both employees and managers was the personal use of parental leave. Male employees who perceived organizational family support and the view that men could take leave without negative career impact reported higher levels of perceived supervisory family support. Twenty-five percent of the sample had used parental leave, but those who had access to an Employment Insurance top up from their employer reported the highest leave use and the longest leave duration. Parental leave was extended from 10 to 35 weeks in 2000; the results indicate that fathers who had access to 10 weeks of parental leave were 80 percent less likely to report leave use, compared to those with access to 35 weeks of leave. Therefore, to increase fathers’ use of parental leave, organizations are encouraged to increase awareness and explicit support for parental leave, as well as offer a top up. To increase fathers’ leave use, future parental leave policy development should focus on both increasing wage replacement and the addition of a non-transferable leave for fathers, similar to that offered in Quebec.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2020 / Employee perceptions of Workplace Health Promotion (WHP) are pivotal for researchers to ascertain the degree of employee satisfaction and as a quality indicator of such an initiative within an organisation. However, there are considerable challenges faced regarding participation in WHP as employees do not trust the confidentiality of the programme. The problem is further exacerbated in that employees experience the wellness programme as a demand by the employer rather than a beneficial resource to the employee. Thus, this research study aimed to determine the effect of workplace health promotion on downstream outcomes within an organisation. To realise the primary research objective, this study looked into the effect of WHP on clothing and textile employee’s (CTE) physical, mental, cognitive and affective outcomes, and social wellbeing. It also explored the effect of the facilitation of preventive interventions. This study evaluated the perceptions of employees on workplace health promotion in the clothing and textile industry in Cape Town. A combination of both qualitative and quantitative research approaches was followed. Quantitative data were collected from 121 CTEs through a survey questionnaire. The qualitative data were collected via interviews amongst managers, clinical staff and WHP program promotors. SPSS was utilised for analysing the quantitative data, and content analysis was conducted for qualitative data. The results of the study mostly pointed to the fact that employees in the clothing and textile industry perceived WHP in a very positive light. Most respondents recognised the benefits of WHP to the organisation which includes reduced healthcare costs in the long term and employee satisfaction, among others. The findings further revealed that the majority of CTEs were either unsure or noticed no effect of WHP on their physical health. However, this statement is contradicted in that 84.3% of respondents stated that they feel physically better due to participation in the WHP service offering. A previous study reported disagreement or indecisiveness to this statement amongst WCWs. This study revealed that there had been a positive impact on absenteeism and psychosocial issues. Most of the CTEs perceived that participation in WHP made the prevention of illnesses financially affordable.

Diversity is a multi-billion-dollar business. Dating back to the pre-Civil Rights era, what scholars now call discursive strategy–the language and meaning that shape phenomena–has shaped the diversity landscape. Over the past 75 years, we have witnessed a pattern of strategic maneuvering of the discursive strategy concerning diversity from the Civil Rights Act of 1964 to the Equal Employment Opportunity Commission (EEOC) of the 1970s to affirmative action (1980s) to diversity management (1990s) to inclusiveness (2000s) and most recently to Environmental, Social and Corporate Governance (ESG). However, in response to reactions from its stakeholders, firms, e.g., Bud Light and Target have been forced to rethink the word choices, and subsequent actions, that reflect its attention to diversity. To frame these issues for strategy research, I propose that firms expand their strategies to include discursive diversity strategy, which I define as word choices among top leadership that reflect the firm's attention to diversity, equity, and inclusion. / Doctor of Philosophy / Diversity is not just a buzzword—it is big business. From the pre-Civil Rights era to today, language and meaning have been pivotal in shaping diversity initiatives. This study examines the evolution of what scholars term "discursive strategy" within the diversity landscape over the past 75 years. We trace a trajectory from the Civil Rights Act of 1964 to the Equal Employment Opportunity Commission (EEOC), affirmative action, diversity management, inclusiveness, and the recent focus on Environmental, Social, and Corporate Governance (ESG). Recent events, such as reactions from stakeholders, have prompted firms like Bud Light and Target to reassess their word choices and subsequent actions regarding diversity. This research proposes a novel framework for strategy analysis: discursive diversity strategy. This framework expands traditional strategy models to include top leadership's language and word choices, reflecting a firm's commitment to diversity, equity, and inclusion. Through a qualitative analysis of corporate communications and actions, we explore how firms strategically position themselves in the discourse surrounding diversity. Our findings suggest that firms' discursive diversity strategies reflect not only their internal policies but also deeply intertwined with their external reputations and stakeholder relationships. Understanding the nuances of a discursive diversity strategy is crucial for firms seeking to navigate an increasingly complex and diverse business landscape. By adopting a more comprehensive approach that considers words and actions, firms can better align their diversity initiatives with broader organizational goals and societal expectations.

This study deals with the employee fairness perceptions of their performance management system in a South African organisation. The concept of justice, with particular reference to procedural, distributive and interactional justice, is used as a guide in assessing employee perceptions of fairness of the organisations’ performance management system. A qualitative approach was used to gain an in-depth understanding of employee perceptions of fairness based on their personal experiences of the organisation’s performance management system. Data was obtained through extensive semi structured interviews with 20 employees who had been with the organisation and participated in the performance management system for 5 or more years. All interviews were transcribed and assessed using a thematic analysis. The overall findings show that there are negative fairness perceptions of the performance management system as assessed according to the three organisational justice factors of procedural, distributive and interactional justice. / Industrial and Organisational Psychology) / M.A. (Industrial and Organisational Psychology)

This study deals with the employee fairness perceptions of their performance management system in a South African organisation. The concept of justice, with particular reference to procedural, distributive and interactional justice, is used as a guide in assessing employee perceptions of fairness of the organisations’ performance management system. A qualitative approach was used to gain an in-depth understanding of employee perceptions of fairness based on their personal experiences of the organisation’s performance management system. Data was obtained through extensive semi structured interviews with 20 employees who had been with the organisation and participated in the performance management system for 5 or more years. All interviews were transcribed and assessed using a thematic analysis. The overall findings show that there are negative fairness perceptions of the performance management system as assessed according to the three organisational justice factors of procedural, distributive and interactional justice. / Industrial and Organisational Psychology) / M.A. (Industrial and Organisational Psychology)

Magister Public Health - MPH / The threat that HIV/AIDS poses to most institutions, including the Parliament of the Republic of South Africa, can potentially be decreased by reducing stigma and discrimination. Parliament’s Policy on HIV and AIDS provides protection for people living with HIV and AIDS (PLWHA) against stigma and discrimination. The purpose of this study was to explore employee perceptions of HIV/AIDS stigma in the Parliament of the Republic of South Africa in order to inform improved anti-stigma strategies and interventions. This exploratory qualitative crosssectional study used individual interviews and focus group discussions among Parliamentary employees to examine perceptions of: HIV/AIDS related stigma in the workplace, the effectiveness of Parliament’s HIV/AIDS response strategy, and how HIV/AIDS-related stigma might be effectively addressed. A total of 49 respondents participated in: a) 19 individual interviews across five employment grades (A-Band to E-Band). b) 4 focus group discussions of 6- 9 people each. Data was analysed using thematic analysis. Five main themes were identified, as well as additional sub-themes. The main themes were: the actual acts of discrimination (enacted stigma), concerns related to disclosure, assumptions and preconceptions about causes and signs of HIV infection, concerns about psychological impact and lack of knowledge and education. Discrimination was generally described as being treated differently, as well as prejudice and negative attitude to a person with HIV/AIDS. More specifically, it was understood as labelling those who are HIV positive negatively and ostracizing them. Gossip and lack of confidentiality were the main barriers to disclosure and testing while weight loss and long term sick leave were interpreted as classic signs of a person who is HIV positive in Parliament. Fear played a major role in these respondents’ accounts of HIV/AIDS related stigma, while the perceived widespread ignorance was attributed to lack of information, knowledge and education. Respondents perceived Parliament’s HIV/AIDS response strategy to be ineffective. They suggested more awareness and training, establishment of support groups, involvement of PLWHA and involvement of Senior Management in addressing HIV/AIDS related stigma in Parliament.

This study investigates the integration of Environmental, Social, and Governance (ESG) priorities into Employer Value Propositions (EVPs) within the context of higher education institutions, specifically focusing on Swedish universities. The research aims to explore how ESG priorities are perceived and experienced by faculty and staff, and how these priorities align with employees' personal values and expectations. By addressing this gap, the study seeks to understand the impact of ESG integration on employee perceptions and the overall attractiveness of the university as an employer.The study employs a qualitative methodology, utilizing in-depth semi-structured interviews with faculty and staff members across multiple campuses of Luleå University of Technology (LTU). The interviews provide rich, contextual insights into the participants' views on the university’s ESG initiatives, including comprehensive environmental programs, strong social responsibility efforts, and ethical governance practices, along with the effectiveness of communication strategies in conveying these priorities.The findings reveal that these ESG initiatives significantly influence employees' perceptions of their university’s commitment to sustainable and ethical practices. Specifically, the integration of ESG priorities not only enhances employees' sense of pride and commitment but also fosters a positive work culture when these initiatives align with their personal values and expectations. The study identifies key areas where ESG efforts can be strengthened to further align with employee values, thereby shaping a compelling EVP that attracts and retains environmentally, socially, and ethically conscious talent.Theoretical implications include enhanced stakeholder alignment, while practical implications highlight improved employee engagement and satisfaction through ESG initiatives. The research contributes to the existing literature by filling the gap regarding the qualitative exploration of ESG integration in EVPs within the higher education sector from an employee perspective. Furthermore, it offers practical recommendations for university administrators to effectively communicate and implement ESG priorities, ensuring alignment with employee expectations and enhancing overall organizational attractiveness.

A Performance Management and Development System has become the main focus for many organisations in the Public Service. Organisations are always looking for strategies to effectively enhance the performance of their employees in order to improve the organisational performance. However, despite all these efforts the implementation of the System is still marred by many challenges and as a result it is perceived by many employees as ineffective and inefficient. The focus of this study is, therefore, to identify the different perceptions of employees regarding the System and to investigate the underlying factors influencing the employees’ perceptions regarding Performance Management and Development System at the Matlosana Service Point, DSDWCPD. A triangulation research approach encompassing qualitative and quantitative analysis was employed in this study. The primary data were obtained from a semi-structured questionnaire completed by 50 respondents. Secondary data were drawn from the departmental reports, business plans, performance agreements and other official documents from the North-West University library. The respondents for the questionnaire were sampled utilising the purposive sampling within the non-probability category of samples. The sample comprised social workers, social auxiliary workers, community development practitioners and human resource officers. The sample was purposively sampled due to the fact that the sample frame that was needed for this study included people who were aware of the Performance Management and Development System; were regarded as experienced in the subject matter and who could provide useful information. The data from the questionnaire were analysed by means of conceptual (thematic) analysis, every statement that was relevant to the research questions was created; and meanings were also attached to the categories. The findings of the study show that the employees perceive implementation of the Performance Management and Development System as not complying with the legislation. The implementation of the Performance Management and Development System is not effective and efficient in the Matlosana Service Point. The findings also revealed that the need for training in the System is undisputed as employees felt that the training that they received is not adequate and failed to address their needs. The respondents also felt that the assessments were not properly implemented hence they perceive the System as biased, unfair and subjective and also felt that the assessments were implemented just for compliance purposes. The findings of the study also highlighted the importance of effective communication and feedback in the entire process and in integrating the components of the Performance Management and Development System leading to poor supervision and monitoring of employees’ performance. All these factors revealed a correlation between the negative perceptions of the employees and the Performance Management and Development System in the Matlosana Service point. The study concludes by providing recommendations on a systematic training strategy for changing employees’ perceptions regarding the Performance Management and Development System in order to ensure a common understanding and consistent implementation of the Performance Management and Development System. / M Development and Management, North-West University, Potchefstroom Campus, 2015