M.Com. (Business Management) / Introduction to the study Short-term incentives for managers generate interest among employees and executives in South Africa. In the health care industry competency-based performance systems for enhancing both individual and organisational performance have been growing in popularity in the last decade, as they are linked to the quality of diagnosis-specific services. Objectives of the study The objective of the study is to identify the nature of the main components of an appropriate short-term incentive scheme for private hospital managers. Are these schemes in place? If so, how do they work? The study seeks to delve into the experiences of hospital managers regarding their awareness of short-term incentive strategies by researching their views, attitudes and feelings regarding short-term incentives. Literature review The review of the literature indicates that the health care industry faces pressure to balance the quality of health care, on the one hand, with the escalating costs of health care and efforts to motivate hospital managers, on the other. Done correct ly short - term incent ive schemes are a powerful mot ivat ion tool if the intr insic and ext rinsic mot ivators are balanced adequately especially in a hospital set t ing where incor rect implementat ion can lead to unintended consequences. Research methodology The study utilises a qualitative strategy to provide an in-depth description of hospital managers‟ perceptions, understanding, and experiences of short-term incentives. The participatory approach reduces mistrust between subjects and researchers. Main findings The study found that the hospital managers are sharply aware and have a well developed understanding of the short-term incentives practiced in the private hospital sector. Short-term incentives may not be the major motivator but they are critical in ensuring that hospital managers stay motivated. Conclusion Providing a proper balance between intrinsic and extrinsic motivators is crucial in designing a framework that will keep hospital managers motivated and performing their work better.

D.Com. (Leadership in Performance and Change) / Against the background of the continuously increasing need of employers to attract and retain key employees and the utilisation of the rewards offering in this process, the aim of this study was firstly to determine the relationship between personality types and reward preferences. In addition, the relationship between different reward categories and underlying reward components in a total rewards framework was identified, the relationships between identified demographic variables and reward preferences were confirmed and the reward categories that contribute most to the attraction, retention and motivation of employees were identified. From the research constructs it can be seen that personality types, personality preferences and motivational theories influence the design of a total rewards framework, which, in tum, enhances the total rewards strategy and employee value proposition (EVP) of an organisation.

Automotive component manufacturing companies where the labour is low skilled and the processes are labour intensive, are being challenged on a more regular basis to find methods to satisfy needs to motivate employees to improve performance. Automotive companies are becoming more under pressure to motivate employees through non-monetary rewards, due to collective bargaining which has made pay for performance very inflexible. It is because of this fact that employers have to assess non-monetary reward methods to motivate employees to improve performance. To be motivators, rewards must be aligned with the needs of people and the things that they value. If these rewards are aligned with employees needs, this could lead to increase in employee motivation, which will in turn lead to improvement in performance, and therefore lead to companies becoming more competitive. This research paper aims to assess what would be the motivators when establishing a non-monetary reward system. To this end the various motivational theories are presented which clearly identifies what needs people have and how they can be satisfied to change behaviour and therefore improve performance. Secondly, reward systems are discussed with various types of rewards being considered and more specifically non-monetary rewards. Applied research was undertaken to determine non-monetary rewards that will motivate low-skilled employees to improve performance. A survey, with the aid of a structured questionnaire, was used to gain information from 60 employees. The research was conducted in three companies that manufacture components for the auto industry. The majority of the respondents indicated that: 1. basic needs must be satisfied with monetary rewards; 2. non-monetary rewards, if linked to higher hierarchical needs, will then motivate employees; 3. non-monetary rewards should preferably be of a physical nature such as certificates, caps and t-shirts; 4. satisfaction of these higher level needs motivate employees and improve their performance; 5. employees prefer feedback and recognition as a non-monetary reward on a regular basis, and 6. the needs of employees should be identified through a survey to establish which rewards will satisfy these needs.

Organisations must have a constant influx of candidates for potential employment. New employee positions are required as market areas are expanded. Recruitment occurs even in the face of limited growth or decline in service capacity, because individuals with specialised skills or training who leave the organisation must be replaced, and because services or technologies that have been revised or modified must be staffed. The recruitment of personnel plays an important role in assisting the organisation to adapt and remain competitive. The Eastern Cape Department of Economic Development and Environmental Affairs (DEDEA) employs a wide variety of workers. Thus, the sources of applicants and types of methods used to expand the applicant pool vary depending on the occupational classification being considered. It, therefore, becomes self-defeating to invest significant resources in a recruitment effort if such effort is offset by high turnover rates. Retention of employees is as essential as their recruitment. The purpose of this study was to investigate the organisational factors impacting on employee retention at DEDEA. The population for the study included 781 DEDEA employees. The response rate for the emailed questionnaire was 54 percent or 425 respondents. The Likert-type scale instrument consisted of forty questions divided into two sections: Section one looked at the demographic profile of the respondents and section two focused on getting responses on the five organisational impacting on v employee retention, namely: career development; compensation; positive recognition; staff engagement and management. In order to achieve the purpose of this study, the following research design was adopted: Step 1 A literature review was conducted to determine the various organizational factors impacting on employee retention. Step 2 From the literature review, a process model was adopted to assist the researcher in structuring the research questionnaire. Step 3 A questionnaire was constructed according to the principles and guidelines in steps 2 and step 3. Step 4 Empirical data was obtained by means of an email survey. Step 5 The results of the survey were analysed and interpreted. Step 6 The empirical results were integrated with Step 3. Step 7 Conclusions and recommendations were done. The main findings from the study were: - The study revealed a significant relationship between the selected organisational factors and employee retention. - The study also produced a model suitable for use by DEDEA as a guide in determining what initiatives the organisation should embark on to improve employee retention.

Authenticity is a leadership characteristic of exceptional leaders. It is an essential requirement for future leaders, especially in an era when the motives and behaviours of many leaders are questionable. Authentic leaders are genuine and utter words that can be trusted (Smith, 2014.). Followers have voiced a need for leaders who can be trusted and show consistency in their actions. The study focused on the investigation of authentic leadership and the influence that authentic leadership has on the engagement levels of employees. A theoretical study of leadership, with the focus on authentic leadership and employee engagement was conducted to achieve the objectives of the study. The research included a literature study, which highlighted the characteristics and behaviours of authentic leadership. Both a theoretical and practitioner view of authentic leadership is included in the theoretical study. Semi-structured interviews were held with two prominent leadership practitioners, one from the University of the Free State and the other from the University of Stellenbosch, to obtain their views on the nature of authentic leadership and examples of South African leaders who they considered authentic leaders. The insights gained from the literature review and the interviews, were incorporated into a survey questionnaire developed for use in the empirical study which was conducted at Continental Tyre SA. An electronic questionnaire was administered to managers and their direct subordinates in the manufacturing and marketing/sales divisions. The questionnaire probed the respondents’ perceptions regarding the level of authenticity displayed by leaders in the organisation, and specifically the extent to which leaders demonstrated the characteristics and behaviours associated with authentic leadership. The Authentic Leadership Questionnaire (ALQ), as validated by Walumbwa, Avolio, Gardner, Wernsing and Peterson (2008, p. 64), was used as a basis for the development of the survey questionnaire, with adjustments made to include the practitioner’s perspective as postulated by George (2003, p. 12). The section in the questionnaire on engagement focused on engagement as a psychological state, behavioural engagement and the manager’s role in nurturing engagement. Both managers and employees were requested to provide their view of the manager’s characteristics and behaviours, the managers rated themselves, and both groups rated the engagement levels of employees. A correlation was made between the responses received from the manager and employees. The results of the empirical study revealed that both managers and employees agreed mostly that managers in the organisation displayed the characteristics and behaviours of authentic leadership and employees were engaged. It did however, emerge that the managers were reluctant to share personal information about themselves and that employees believed that managers did not seek feedback on their own behaviour. In terms of employee engagement, the results suggested that the managers believed that employees felt supported, accepted and were committed to the Continental Tyre SA brand; but indicated a lack of knowledge of their roles in the organisation and a lack of passion and energy. Further findings revealed that the managers in the marketing/sales division considered their employees more engaged than the managers in the manufacturing division considered their employees to be. Other findings also revealed that self-awareness in leaders is an important predictor of employee engagement. Self-awareness in a leader is an important feature in facilitating social processes in the leader’s relationship with their followers. Transparent leaders create a psychologically secure environment, enabling employees to be confident and to feel encouraged to express themselves freely. The study concluded with several recommendations. Leaders should be more transparent in their interaction with others by sharing personal stories about themselves. Opportunities should be provided through 360° feedback for employees to give feedback to managers regarding their behaviour. The GIVE (Goals, Interests, Values and Emotions) Model should be used in management development initiatives to facilitate the development of self-awareness and self-knowledge. An appreciative inquiry, which focuses on positive affirmation, should be an approach used in organisations to foster the development of genuine relationships and is an implication of authentic leadership, thus encouraging employee engagement.

M.Comm.

The benefit of organizations that invest in the people who work for them has been shown in numerous academic publications. Some of these human capacity investments are amongst other the Employee Assistance Program. These programmes are designed to assist employees who in the course of their work encounter personal or interpersonal problems that may or may not influence the work environment. Departments can also make use of Employee Assistance Program (EAP’s) in their bid to offer help to employees. EAP is a program aimed at addressing quality of life and quality of work life of employees. When the mental, physical and emotional capacities are disturbed, the enthusiasm to work seems to decrease and hence economical implications are unavoidable. Good interpersonal relations, quality of supervision, improved working conditions in the workplace are important tasks that can contribute significantly to social factors influencing employee well-being. To make headway on these tasks, a study was conducted with the employees at the Department of Social Development, Germiston Office in Gauteng Province. The aim of this research study was to measure social factors influencing employee well-being at the Department of Social Development, Germiston. The objectives of the study were: • To draw up a profile of employee well-being at the Department of Social Development. • To review literature on social factors influencing employee well-being. • To select and prepare suitable instrumentation for the collection of quantitative data. • To analyze data and determine most suitable indicators of employee well-being. • Data will be interpreted for the purpose of drawing conclusions that reflect the interests, ideas and theories that initiated the inquiry. • To establish relationships between social factors and employees. • To draw conclusions and make recommendations. The findings of this study showed that the problems of the respondents that needed attention of the management are as follows: • Home language is an important determinant that can be associated with equality. English/Afrikaans respondents are less likely to be given equal opportunities to advance in their careers than African-language-speaking respondents. • Home language is an important determinant that can be associated with job satisfaction. African respondents are more likely to experience job satisfaction than English/Afrikaans respondents. • Home language is an important determinant that can be associated with expectation. African respondents are more optimistic about the future than the English/Afrikaans respondents. • Home language is an important determinant that can be associated with energy. English/Afrikaans-speaking respondents are less likely to enjoy the things that they are doing than African respondents. • Home language is an important determinant of that can be associated with responsibility. African respondents are more likely to get what they want if they work hard than English/Afrikaans respondents. There is statistically significant difference between family income of the respondents and energy. Family income is an important determinant that can be associated with energy. The respondents earning more than R6 000 or more per month are less likely to enjoy life than the respondents who are earning less than R5 999 per month. Home language is an important determinant of medical aid. English/Afrikaans respondents have a greater need for medical aid than African respondents. The study has shown that African employees at the organization are generally more contempt in their work than Afrikaans and English speaking employees. One can only speculate as to what may contribute to this marked difference in opinion. Environmental factors may be included in these findings. The study does show however that expectations and perceptions amongst various cultural groups of employees are different and that English and Afrikaans employees are less optimistic about the future than the African group. It is significant to note however that expectations regarding aspects such as access to a medical aid may contribute to a sense of well - being as well. It is important for management to conduct surveys which research how employees are feeling and what the morale is in an organization. The findings will help management in structuring a performance appraisal system, team building as well as developing career development programs and improving factors that have an impact on the well-being of the employees. / Dr. W. Roestenburg

M.Comm. / Paying for performance is however not an easy solution for organisational performance problems. As stated by Wright (1991: 16), "even the most ardent supporters of performancebased reward systems recognise that it is extraordinarily difficult to manage well". There is also a school of thought that rejects the claims made of performance-based rewards. A recent survey of British Telecom executives carried out by the Society of Telecom Executives (1991: 35) revealed that only 6 per cent of those responding to the survey thought that performance-based rewards improved their performance compared with an overwhelming 70 per cent who thought it had not. Research conducted by Carmen and Wood (1992: 8) on behalf of the Institute of Personnel Management and the National Economic Development Office into payment schemes, did not confirm that performance-based pay was a motivator. Face-to-face interviews were conducted with 40 personnel directors and managers from large and medium organisations. They concluded that the personnel managers interviewed were by no means certain that performancebased rewards succeed in motivating people. Most were not convinced they could unequivocally identify that performance-based rewards was increasing either individual or organisational performance. When these research findings are closely investigated, it can normally be established that specific reasons contribute to the failure of the performance-based reward systems to increase motivation and organisational performance. Armstrong and Murlis (1994: 252) believe these reasons are mostly: A failure to involve employees sufficiently in the design and implementation of the system; A mistaken belief that the performance-based reward system on its own will achieve the expected increase in motivation and performance; and The poor people skills of those managers that are responsible for managing implemented performance-based reward systems.

The purpose of this study was to determine what the motivational drives are for employees working in an investment bank and whether money plays a roll in motivating employees working for an investment bank. The target group for this study was all the employees who have been in the employment of the target organisation for one year and longer. This group was divided into subgroups of specialist transactors and specialist support personnel. The profile of these two subgroups included a variety of ages, gender, races and educational backgrounds. Data was collected using a questionnaire that was discussed with each employee who agreed to participate in the study. The study clearly illustrates that money can be the primary drive for motivation to certain employees within an investment bank. When one ranks what makes the two subgroups work, it is quite clear that the ability to earn a bonus and the ability to earn more money is highest on the list of specialist transactors, whereas the specialist support personnel enjoys the culture of the bank and has to get job satisfaction to make them work. These results reflect the motivational drives of the sample group at the time of this research. The study concludes that one of the primary motivational aspects for the subgroup of employees which was subject to the empirical study is that these employees are motivated by the mere fact that they can earn more money and a bigger bonus as well as obtaining job satisfaction and having the ability to make their own decisions. The study discussed Maslow’s and McClellands need theories as well as various other motivational theories and approaches employers can introduce to motivate employees. Maslow’s and McClelland’s need theories were directly related to the empirical study with the view whether these two motivational theories can be applied successfully within an investment bank. Based on the results of the empirical study, the researcher came to the conclusion that both these theories can be equally successfully applied to employees working in the target organisation. / Dr. K. Stanz

M.Phil. (Labour Law and Employment Relations) / The purpose of this study is to determine the work motivation pattern of African workers and the factors that motivate them In the workplace. The research was carried out within the framework of the Herzberg Motivation-Hygiene Theory. The research was conducted within the coal mining industry. The data was collected by means ofa TIMS Attitude Survey questionnaire and review of secondary data relevant to the research. The research results indicated that a sample of African mine workers was largely motivated by the wages, Company Policy and Administration, achievement, recognition for achievement but was demotivated by Company Policy and Administration, wages, job security and other factors. The true motivators for African workers, which predominated, were achievement, recognition of achievement and possibility for growth.The research results largely corresponded with the findings of Professor Backer in Herzberg Motivation studies conducted during the seventies. 63% of satisfaction was caused by hygiene factors and 37% by true motivation, while all the dissatisfaction was caused by hygiene factors.