Thesis (D. Ed.)--University of South Africa, 2002.

published_or_final_version / Business Administration / Master / Master of Business Administration

The primary purpose of this thesis was to explore the extent of the relationship between employee motivation and performance in a medium size organization, which produce parts for forestry machines. Empirical data was collected through the process of conducting qualitative interviews with production workers and an HR manager whom are currently employed by the studied organization. The qualitative approach was selected as a result of its ability to generate descriptive in-depth information of the studied phenomenon. Thus, the aim of the conducted interviews was to generate in-depth data regarding the interviewee’ perception and personal experience of work related motivation. The interviewees’ were asked to rank ten different factors according to their perceived importance and influence of the motivational level. The interpretation and analysis of the empirical data revealed that the interviewed production workers are primarily motivated by factors that are related to work conditions, such as the relationships with coworkers. In addition, the results indicate that the managers’ perception of employee motivation is highly inaccurate, which is congruent with previous surveys conducted by Kovach (1987). Furthermore, as the research process progressed it became evident that the production workers within the studied are predominantly motivated by extrinsic factors, which means that their motivational orientations are dominated by extrinsic factors. Thus, the findings indicate that the motivational strategy that is currently applied within the studied medium size organization is insufficient in terms of its ability to improve the production workers level of motivation and therefore the quality of the performance. Hence, the following research has generated descriptive data although further studies are required in order to fully comprehend the phenomenon of motivation.

M.Com. (Business Management) / The question of quality in the workplace is considered within a framework where structural and process variables, leadership, personal filters and behavioural patterns are addressed. Viewpoints regarding quality of work by Rosow, Piskurich, Bennet, Fulmer, Callahan and Drucker, amongst others, were examined. Problems associated with the feasibility of measuring quality is briefly analysed in the light of viewpoints of writers such as Tuttle and Romanowski...

A research report submitted in partial fulfilment of the requirements for the degree of MA by Coursework and Research Report in the field of Organisational Psychology in the Faculty of Humanities, University of the Witwatersrand, Johannesburg, on 8 February 2016 / The aim of the current study was to investigate two possible mechanisms that might facilitate thriving in the workplace, namely implicit person theories and psychological capital. These variables were chosen because of their potential to operate in accordance with Barbara Fredrickson’s broaden and build hypothesis, with implicit person theories working to broaden thought-action repertoires, and psychological capital working to build personal resources. The study employed a quantitative, non-experimental, correlational, and cross sectional design. A sample of 226 working adults living in South Africa volunteered to participate in the study. They completed four online questionnaires: a demographic questionnaire; the Thriving at Work Scale; the Implicit Person Theories Scale; and the Psychological Capital Questionaire-24 (PCQ-24). To test the hypothesis that implicit person theories and psychological capital jointly facilitate the experience of workplace thriving, a series of correlations, regressions, and mediation analyses were conducted. The results indicated that psychological capital does indeed mediate the relationship between implicit person theories and workplace thriving.

Thesis (M.Com.)--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Economic and Business Sciences, 2016. / Annually R3.9 billion is lost due to illness and absenteeism in South Africa. Fewer than half of the top 100 companies in South Africa offer employee wellness programmes. The objective of this study was to research and test two theories namely Porter’s shared value and Friedman’s profits maximisation argument. These two opposing academic theories postulate that small business managers should and should not respectively spend profits on employee well-being programmes. The research problem addressed by this research study was the lack of knowledge of the impact of well-being programmes on well-being cost to company in SMME in the Johannesburg Metropolitan Municipality area. The aim of the study was to shed light on small businesses and employee well-being in terms of well-being cost to company and if it is considered a priority in today’s competitive economy. This study made use of a mixed-methods approach, and the population consisted of small businesses in the Johannesburg Metropolitan Municipality area. The sampling technique made use of a non-random sampling method called quota sampling to obtain 30 interviews for the qualitative portion of Part One and 507 completed questionnaires for Part Two. The research instruments therefore included interviews for Part One and questionnaires for Part Two. This study’s findings supported literature that argues that most small business do not implement, or offer employee well-being programmes. The findings showed that a mere 13% of small business in the Johannesburg Metropolitan Municipalities offered any form of employee well-being program at work. Although formal employee well-being programmes were not a priority, management style and intervention was shown to decrease wellness cost to company. Factors such as assisting female staff with their multi-role commitments, increasing educational opportunities for unskilled staff and reducing the amount of overtime for employees was found to significantly reduce the hidden expense of well-being cost to company. This study finds in favour of literature that argues that the negative impact to the business that does not address concerns such as absenteeism, high staff turnover, lowered productivity and lowered staff satisfaction is very high. SMME are vital to South Africa because of their economic contributions which range from their ability to create jobs and contribute to GDP. Increasing awareness of hidden costs to the small business, such as wellness cost to company will go a long way to assist SMME in surviving tough economic conditions in the global economy. / MT2017

Thesis (M.M. (Strategic Marketing))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2015. / Corporate rebranding has been a topic of study for many years, as exemplified in the work of scholars such as Rosenthal (2003), Simms and Trott (2007), Abratt and Kleyn (2012), and Muzellec and Lambkin (2006). Despite the high level of academic interest in researching corporate rebranding, there has been an overwhelming bias towards its effects on consumers within developed markets. Although the fact that many prior studies have been conducted on corporate rebranding and employee engagement, there is scant research on emerging markets, such as in South Africa. These previous studies did not adopt the Saks (2006) employee engagement model in an emerging market context to investigate the effects corporate rebranding can have on employee engagement in an emerging market context. The chosen case studies are a talent measurement company that underwent a corporate rebranding process in 2011, as well as an advisory company that also went through rebranding in 2013. The two companies fall within the same industry, thus the choice of a single embedded case study. Since the research aims to explore “the how and why”, a qualitative research method was found most fitting. The analysis was based on data collected during 26 in-depth interviews with senior managers, consultants, supportive staff, and marketing professionals. Data from the interviews were analysed using an open-code method in which eight key themes were identified. The researcher triangulated the data collected from the primary interviews, as well as secondary sources such as staff internal drafts, eComms, Q&A sheets, brochures, flyers, and media reviews. The results of Company A (SHL), revealed that not all employees understood the reason for corporate rebranding. Senior levels of management and consultants seemed to understand that the reason for the rebranding was to reposition SHL and combine two companies following a merger with PreVisor. In Company B (EY), the results revealed a similar level of understanding behind the reasons for corporate rebranding. Managers understood the reasons for corporate rebranding as an opportunity to gain new markets and reposition EY. ii According to the cross-case analysis compared to the Saks model of engagement, the corporate rebranding exercise had a positive impact on organisational commitment and organisational citizen behaviour. In terms of intention to quit, a corporate rebranding exercise is more likely to reduce intentions to quit. It was also established that there was no direct impact on job satisfaction due to the SHL and EY corporate rebranding. An unexpected outcome of the research was that during uncertain times of change, such as corporate rebranding, employees with strong loyalty to the brand are more inclined to stay with the brand and see the change through. This loyalty is rooted deeper than the current state of employee job satisfaction and engagement levels and more inclined to the company’s brand. The other interesting outcome was that a corporate rebranding exercise can ignite employees’ spirits and create a positive organisational culture, which is more likely to increase work efficiency and productivity. Even though the research could not link corporate rebranding to job satisfaction, the other contracts of the Saks model, which includes organisational commitment, intention to quit and organisational citizenship behaviour, could be directly linked. Therefore, the outcome of the research identified the reasons for the companies to go through corporate rebranding exercises; namely to reposition the companies and gain new markets. In light of the second research question, which referred to the effects of corporate rebranding on employee engagement, the research revealed that in line with the Saks model of engagement, certain aspects of engagement are enhanced by corporate rebranding and others, just as job satisfaction, have no impact at all. At the end of the study, research implications, limitations, and areas for future research are suggested. / DM2016

Thesis (Ph.D.) Wits Business School University of Witwatersrand, Johannesburg South Africa December 2016 / Employee psychological capital (PsyCap) is described as employee belief in performing one’s work well (efficacy), in succeeding now (optimism), succeeding in the future (hope), and in persevering amidst challenges or opportunities (resilience) in the workplace. A body of research knowledge provides empirical evidence that PsyCap is linked to positive individual, team and organisational outcomes. A review of literature found a few studies that have explored determinants of employee psychological capital; particularly, no study had examined the relationship between positive organisational emotional intelligence (OEI) theory and PsyCap. OEI is the emotional and social climate of an organisation. Thus, the purpose of this study was to test a model fit of the influence of OEI on PsyCap. A positivist quantitative methodology approach was used to establish whether there was a significant positive relationship between OEI and PsyCap. A cross-sectional survey quantitative research design was adopted for the study. From a population of about 295,100 employees in the public sector, data was collected voluntarily from 668 participants, randomly sampled from employees in public sector organisations. A self-administered questionnaire adapted from previously validated instruments for OEI and PsyCap was used to collect data. The pre-test supported the psychometric scales of the constructs, demonstrating reliability, validity and relevance in the workplace. This non-experimental study adopted structural equation modelling (SEM) and Average Moments of Structures (AMOS) for data analysis. The analysis established a model fit, implying there was a positive association between OEI and PsyCap among public servants in Uganda. However, out of the eight dimensions of OEI specified for the model, only four dimensions, namely job happiness, supervisory leadership, organisational responsiveness and positive impression, were significantly associated with employee PsyCap. The other four OEI dimensions, namely, compensation satisfaction, organisational cohesiveness, work–life balance and diversity management, were not significantly associated with workplace PsyCap. The study thus recommends that, in Uganda, the OEI model by Stein (2005), particularly the dimensions of job happiness, organisational responsiveness, supervisory leadership and positive impression, can be applied to enhance employee PsyCap. The other dimensions of Stein’s OEI model, which do not have significant association with employee PsyCap, require further investigation to understand whether they can be applied. The study makes a theoretical contribution by linking the organisational emotional intelligence and PsyCap theory. It makes an empirical contribution to psychological capital theory by highlighting OEI dimensions that could develop PsyCap in organisations. Testing a theoretical model of OEI and PsyCap and establishing a model fit suggests that managers of public sector organisations in developing countries such as Uganda need to improve their OEI stance, in order to enhance employee PsyCap for positive individual and organisational outcomes. Further research can base on the study findings to advance knowledge in PsyCap. / MT 2018

Thesis (M.Com. (Management))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Economic and Business Sciences, 2016. / In an economic environment where knowledge based-work is the strategic component of value creation and competitive advantage, knowledge workers have become the engine that drives sustainability and profitability. Knowledge workers are described as workers with high degrees of education, expertise and whose primary task is to create, distribute and apply knowledge. With the increasing demand and number of knowledge workers in the work force, the productivity of knowledge workers has become an imperative management task as well as a decisive economic factor. Despite the continuous stream of research on knowledge worker productivity, knowledge worker productivity continues to be one of the greatest challenges facing managers today. Knowledge worker productivity refers to ability of knowledge workers to effectively collect, create and use inherent knowledge to produce goods and services. Inherent knowledge is highly personal and cannot be separated from the person who holds it. Further, inherent knowledge is closely related to the technical skills that an individual has and are only known to the person who possesses those skills. If organisations wish to leverage this inherent knowledge to their competitive advantage, they need to know how to engage and stimulate the deepest parts of the human mind. However, no two individuals are the same. Personnel psychology literature has long stressed that meaningful differences exist between people. These individual differences influence individual work performance and behaviour. Although several studies have addressed the issue of personality predicting job performance, there is a lack of knowledge of the relationship between personality, motivation and knowledge worker productivity, specifically in the South African context. This study attempts to address this lack of knowledge through a quantitative study of the relationship between personality, motivation and knowledge worker productivity. The study investigated whether the intrinsic personalities of knowledge workers and motivation predict knowledge worker productivity. Although several studies have directly addressed the issue of personality predicting job performance, few studies have directly investigated whether motivation mediates the relationship between personality and specifically knowledge worker productivity. Consequently, there is limited evidence to support the arguments of the present study. The theoretical and practical implications for knowledge worker productivity are discussed.

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand in 50% fulfilment of the requirements for the degree of Master of Management in the field of Public and Development Management. June, 2017 / A way to better understand the returns for investing in education is to identify the gap between education and employment. This issue has been identified not only in South Africa but worldwide. However, while it focuses on the challenges of employability there has been little research on the value of education in relation to employability and career development amongst workers’ productivity in public sector organisations. For this reason, a basic interpretative qualitative study is developed which explores this relationship with a focus on the value of the City of Johannesburg’s (COJ’s) subsidised education scheme in terms of its returns to organisational growth and human development. Through semi-structured interviews and thematic data analysis of employees’ perceptions, it is found that self-enrichment or personal development outweighs organisational benefits. A culture of life-long learning for the COJ employees has been created without the implementation of mentoring and succession planning to minimise mismatches in the workplace in order to enhance productivity. / MT2017