Meeting deadlines is an important aspect of every employee’s role within an organization because the ability to meet deadlines is one of the key performance areas that employees are measured against during their performance reviews. This study will focus on those factors that contribute to employees meeting or missing their business deadlines. The factors discussed in this study are employee loyalty, job satisfaction, employee satisfaction and confidence. South Africa is a controlled-time culture, and adherence to schedules is important and expected. In South Africa, missing a deadline is a sign of inefficiency and poor management and can have an impact on people’s confidence. Successful management will depend on the ability of individuals in the team, being able to meet deadlines. In this study, the target population consisted of fifty employees, in various positions, based in the city of Durban. The questionnaires were distributed via email and some were self-administered. The quantitative method was used to gather and analyse the data. The findings of this study reveal that employee satisfaction, job satisfaction, employee loyalty and confidence all contribute towards employees meeting business deadlines. Robbins (2009) states that numerous studies have shown that satisfied employees are highly motivated, have high morale at work and work more effectively and efficiently. These employees are also more committed to continuous improvement and to quality. The recommendation will be that managers or employers must schedule dates by which specific tasks or projects must be completed and they should keep to the schedule to avoid procrastination. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2011.

Since 2000, local municipalities have been through a process of transformation which amalgamated a number of smaller local municipalities into larger municipalities. The amalgamation of a number of municipalities brings together an array of people, and therefore a myriad of organisational cultures are combined. The organisational culture of an organisation has an effect on the organisational commitment of its employees. A fit between the organisational culture and the employees will increase the organisational commitment of those employees and contribute towards improved service delivery. A survey conducted in South Africa indicated that the local municipalities have been delivering poor standards of service to the community; therefore there is a need to increase the service delivery within local municipalities. The importance of looking at the organisational commitment of a local municipality is because if there is commitment within the organisation, then employees will identify with their organisation and its goals, and will deliver the service more effectively and efficiently. Therefore, increasing the service delivery of local municipalities can be achieved through diagnosing the organisational commitment and organisational culture of employees within the selected municipality. The primary objective of this research was therefore to diagnose the relationship between organisational culture and the organisational commitment of employees at the selected municipality. In order to achieve this objective, a survey was conducted to canvas the opinions of respondents (N = 148) from the selected local municipality regarding their perceptions of the existing organisational culture, their preferences regarding the organisational culture within the selected municipality, and finally the organisational commitment. The main findings of this research conducted at a selected municipality can be summarised as follows: The dominant existing organisational culture is the power culture, while the dominant preferred organisational culture is the support culture; There is an organisational culture gap between the existing and preferred organisational cultures at the selected municipality; The dominant organisational commitment within the selected municipality is normative commitment; The findings pertaining to the relationship between organisational culture and organisational commitment of employees within the selected municipality can be stated as follows: The existing organisational cultures have significant effects on the organisational commitment of employees; The preferred organisational cultures do not have significant effects on the organisational commitment of employees; and The organisational culture gap does not have a significant effect on the organisational commitment of employees; The findings pertaining to the relationship between the biographical variables and the existing and preferred organisational culture, organisational commitment and the organisational culture gap can be stated as follows: There is no significant relationship between biographical variables and the existing organisational culture; There are significant relationships between the biographical variables, namely the departments in which respondents work, and the education level of respondents, and the preferred organisational culture; There are significant relationships between the biographical variables and organisational commitment; and The average organisational culture gap scores of the organisational culture scales for the biographical variables are significantly different. It can be concluded that organisational culture has a significant effect on the organisational commitment of employees within the selected municipality and therefore can affect the service delivery of the selected municipality.

Kandidatuppsats i företagsekonomi III, organisation 15 hp, 2FE78E, Ekonomihögskolan vid Linnéuniversitetet i Kalmar, vårterminen 2021. Titel: Kompetens som kvarstår – i tid och rum Författare: Adam Mårtensson och Karl Westdahl Handledare: Jasmina Beharic Examinator: Mikael Lundgren  Syfte: Syftet med denna studie är att urskilja och identifiera faktorer inom intern employer branding, för att se hur dessa påverkar eftergymnasialt utbildade individers medarbetarlojalitet. Genom att bidra till en förståelse över hur anställda upplever intern employer branding, kan organisationer använda informationen för att utveckla dess strategier därefter. Metod: En kvalitativ tvärsnittsstudie, med djupgående semistrukturerade intervjuer, användes för att skapa en större förståelse för studieobjektet. Denna, induktiva studie har bearbetat insamlade data genom initiala extensiva genomsökningar, vilket sedermera möjliggjort kodning. Slutsats: Studien påvisade att medarbetarlojalitet är avhängigt individuella preferenser. Det visade sig även att vissa faktorer inom intern employer branding är särskilt viktiga för medarbetarlojaliteten. Organisationer behöver klargöra strukturen kring vardera faktorn för de anställda. Annars är det osannolikt att medarbetarlojalitet utvecklas. / Bachelor Thesis in Business Administration III, Organization 15 hp, 2FE78E, School of economics at Linnaeus University Kalmar, Spring 2021. Title: Competency that remains – in time and space  Authors: Adam Mårtensson and Karl Westdahl Supervisor: Jasmina Beharic Examiner: Mikael Lundgren Purpose: The aim of this study is to distinguish and identify factors within internal employer branding, too see how they affect the employee loyalty of post high school educated individuals. By contributing with an understanding of how employees perceive internal employer branding, organizations can use and implement this knowledge when developing their strategies. Method: A qualitative and cross-sectional method with profound, semi- structured interviews, was used to develop a greater understanding of the study object. This, inductive study has processed the collected data through an initial extensive scan which later provided the possibility to code the data. Conclusion: The study shows that employee loyalty is dependent on individual preferences. Some factors within the internal employer branding showed to be key for the employee loyalty. Organizations must clarify the structure of each factor to the employees. Or else, employee loyalty is unlikely to develop.

The relationship between employee loyalty and organizational performance has long been recognized but not included in performance appraisal models. This study identifies the perspectives of Master of Business Administration (MBA) candidates at a small private university in the eastern U.S. Fifteen interviews were conducted after distributing flyers among MBA classes and interested students volunteered to participate. The study was qualitative, based on personal interviews, to explore how loyalty is perceived in relation to performance. The theoretical framework used was Hogan's (1983) socioanalytic theory to explain differences in people's performance at work. Through use of a grounded theory approach, employees' perceptions on loyalty as a component of employee performance evaluation inducted to a theoretical model. This research shows, for the first time, loyalty as an expectation of performance from the perspective of individuals preparing to be future managers. The model explains the interrelationship between the suggested dimensions inducted from participants' perceptions for the purpose to assess both company and employee loyalty. The theoretical model demonstrates that a balance is needed to build a loyalty base between the company and employee loyalty that will lead to better performance. Specifically, respondents identified components of loyalty in the dimensions of integrity, flexibility, transparency support, dedication, conscientiousness, accountability, and advocacy. The model supports intuitive recognition that management behavior that creates employee loyalty also improves employee performance. The theoretical model can be used by researchers and human resource professionals to shape their quantitative research and organizational policies.

Since the dispensation of the democracy in 1994, the South African labour market has been inclusive to the race that previously was excluded in certain positions in the private sector. Black professionals, managers and senior managers have since increased in the market and they became in demand due to the introduction of the Equity laws by the government of South Africa. The purpose of this study was to investigate the reason why black professionals do not stay or develop loyalty with the private sector organisation that employ them within the Nelson Mandela Bay region. Factors that could affect the reason to stay or not with these private organisations were identified and researched. These factors are, Employment Equity, Career Development, Diversity Management, Trust, Transformation and Management Style. Literature review on the views of scholars about these factors was done. A questionnaire to investigate these factors was distributed to black professionals that still work for the private organisations in the Nelson Mandela Metro and to the ones that opted not to stay. Interviews were also conducted with the professionals that are specialists in the field of human resources. The following are the main findings of the study. Racial prejudice towards black professionals is evident in these organisations. There is lack of equity and affirmative action is not implemented properly, which assists in the decision not to stay with these organisations. Career development is determined by race, meaning those who are developed are chosen by their race. The lack of career development is also perpetuated by the lack of proper strategies and the respondents feel that these strategies need to be reviewed. The lack of career development also contributes to the decision whether to stay or not. Trust between the black professionals and their superiors is not a problem. The black professionals are happy with how their superiors support them and how they reward them. Racial discrimination plays a role in the superior’s ability to manage diversity and this also contributes in the decisions whether to stay or not with private organisations. The lack of the diversity management influenced by racial prejudice, gives enough reasons to the black professionals to leave the organisations. Lack of transformation is evident. It seems that black professionals are only given manager or senior manager positions only to comply with the laws of the country. The respondents seemed to be happy with the management style of their superiors.

In this economically challenging era, companies have got to find the best system that can help to enhance productivity. A very important method is by encouraging takeholders through various forms of incentives. The gain-sharing incentive has been adopted by many organisations today to enhance staff loyalty and productivity. A gain-sharing programme ensures that both the organisation and team members benefit from the expected performances, rather than an individual or group incentive which is given based on a specific finite goal which could be achieved at the cost of other key critical business need. A couple of years ago Autocast Aluminium decided to enhance employee performance by initiating the gain-sharing incentive programme. After the programme was rolled out, the organisation is yet to examine the extent to which it enhances job satisfaction in the organisation. The primary objective or aim of the study is to examine the extent to which gain-sharing at Autocast meets the purpose for which it was created. The sample of the study was 176 of the employees at Autocast Aluminium; however 130 questionnaires were distributed. A total of 88 questionnaires were returned, of which 80 were usable, whilst eight were scrapped due to more half of the questionnaire having missing data. This resulted in a 68 % response rate. A framework has been developed to measure to what extent does the programme enable employees to feel satisfied with their jobs. The empirical results revealed that out of six independent variables tested: fair payment, involvement, personal growth, communication, job security and leadership style, only three that plays significant role on employee job satisfaction. These are fair payment, communication and leadership style.

The purpose of this study is to investigate the influences, outcomes and degree of employee engagement, as it relates to business success of Johnson Controls. The research was conducted by questionnaire using a sample of 120 employees of Johnson Controls Uitenhage Plant. The sample represents 45 percent of the total population of 267 employees. The study discusses certain key influences of engagement - the degree to which employees are engaged and the resultant outcomes of employee engagement. The result of the study proves that communication, leadership behaviours, policies, practices, recognition and rewards are real factors influencing engagement. The study also validated that productivity, safety, customer satisfaction, employee retention and quality are outcomes of engagement. A strong relationship was found to exist between employee engagement and business success. The study also found that a strong relationship exist between leadership behaviours, policies and procedures, and recognition and rewards. Communication was found to have no relationship with employee engagement.

Doctorat en sciences psychologiques / info:eu-repo/semantics/nonPublished

Subordination of judgment is a fundamental threat to auditor objectivity. Subordination of judgment occurs when auditors agree with their superiors either in spite of or without forming their own independent judgments. Many audit procedures rely on independent, critical thinking at every level of the audit team; however, a number of studies suggest that auditors tend to agree with superiors even when a superior's views clearly run contrary to generally accepted accounting principles. While there is general agreement among scholars that subordination of judgment is "bad," very little attention has been given to moral biases that might influence an auditor's tendency to subordination of judgment, or to potential remedies that could mitigate an auditor's tendency to subordinate judgment. Moral Foundations Theory suggests that individuals tend to make intuitive, normative evaluations of situations based upon a set of personal moral biases or preferences called "moral foundations." Two specific moral foundations could influence subordination of judgment in divergent ways. The moral foundation of loyalty-respect may make agreement with a superior's views seem more acceptable than would disagreement. Meanwhile, the moral foundation of fairness may make an auditor more sensitive to the observance of rules, resulting in less subordination of judgment when a superior's views run contrary to professional rules. Social Identity Theory suggests that in-group favoritism may exacerbate subordination of judgment in general; however, strengthening an auditor's professional identity salience (PIS) could strengthen an auditor's objectivity. PIS is the temporary, heightened awareness of an auditor's identity as a professional and their role as guardian of professional rules. As a result, PIS may interact with an auditor's innate sense of fairness, resulting in less subordination of judgment than when professional identity is less salient. Results supported the hypothesis that auditors tend to subordinate their judgment to that of a superior, but not that PIS mitigates the effect of subordination of judgment. Results also supported the hypotheses that the moral foundations of loyalty-respect and fairness influence the tendency of auditors to subordinate their judgment to that of a superior. Specifically, auditors with higher levels of loyalty-respect were more likely to agree with a superior who suggested an incorrect accounting treatment than auditors with lower levels of loyalty-respect. Whereas, auditors with higher levels of fairness were less likely to agree with a superior who suggested an incorrect treatment than were auditors with lower levels of fairness. Therefore, this dissertation provides evidence that moral foundations bias professional judgment and decision making in auditing and calls for further research into the influence of moral heuristics.

This study investigated the impact of intrinsic motivation and job involvement, with employee retention acting as a mediating variable. As most organisations want to retain their best employees and sustain their organisational performance, this study strives to add to the body of knowledge on motivation, job involvement and employee retention, with specific reference to selected departments within the Eastern Cape Provincial Government in the South African context. Intrinsic motivation and job involvement were used as the independent variables. Employee retention is the dependent variable, which was measured using the cumulative Michigan Organisational Assessment Two-item Questionnaire (Camman, Fichman & Klesh, 1979) and a third assessment item from Landau & Hammer (1986). A quantitative relational design was employed to investigate the degree to which intrinsic motivation and job involvement predict an employee’s intention to quit their job. The data were collected through a self administered questionnaire from a convenience sample of 160 employees within the selected government departments in the study. The empirical results obtained from the data; using the Pearson correlation coefficients, indicated significant relationships between intrinsic motivation, job involvement and employee retention. Evidence was further found that employees’ intrinsic motivation and job involvement influenced the extent of employees’ intention to quit. Furthermore, a multiple regression analysis of the data indicated that intrinsic motivation is the strongest predictor of employee retention, followed by job involvement.