Traffic officers are employed to protect and serve the community, but various sources including annual reports and newspaper articles cast doubt on whether these goals are attained in the Eastern Cape. These sources further allege that the failure to serve can be attributed to dissatisfaction and poor employee commitment. Therefore, the main objective of this study was to explore the relationship between the Employee Value Proposition, organisational commitment and intention-to-serve among provincial traffic officers. A literature study was conducted on the three above-mentioned variables to achieve this objective. The empirical study consisted of a survey with a self-administered questionnaire. Five components of the Employee Value Proposition, as established by the Corporate Leadership Council (CLC) (2006), were measured. These included career opportunities, organisation itself, relationships, remuneration/reward and work itself. The Three Component Model (TCM) developed by Meyer and Allen (1991) was used to measure affective, continuance and normative commitment. The Intention-to-Serve Scale was adapted from the Employee Work Passion Appraisal (EWPA) Model (Zigarmi, Nimon, Houson, Witt and Diehl, 2011) and was used to measure intent-to-perform and intent-to-use discretion. The questionnaire was completed by 357 provincial traffic officers across the six districts of the Eastern Cape, which represented a 95 percent response rate. The results from the empirical study indicated that the majority of respondents had less positive perceptions of the Employee Value Proposition offered to them. Affective commitment, regarded as the desired type of organisational commitment, was scored the lowest. However, positive scores were obtained for intention-to-serve. A statistical and practical significant relationship was found between the Employee Value Proposition and organisational commitment, and between the Employee Value Proposition and intention-to-serve as well as between organizational commitment and intention-to-serve. The results suggest that a more appealing Employee Value Proposition could result in improved organisational commitment as well as improved intention-to-serve. It is therefore recommended that the Eastern Cape Department of Transport reconsider the Employee Value Proposition offered to traffic officers and use it as a tool to improve commitment and service delivery.

To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.

Submitted in fulfillment of the requirements for the Degree of Masters in Management Sciences Specialising in Human Resources Management, Durban University of Technology, Durban, South Africa, 2017. / This research project was aimed to investigate the impact of extrinsic rewards on employee motivation and organisational effectiveness at ZFC Limited in Zimbabwe. In the globalised environment, it is of important to ensure a motivated workforce because employees are the only asset that appreciates in value over time, thereby directly contributing to organisational outcomes. Employee motivation has been a major problem in manufacturing companies in Zimbabwe, due mainly to poor salaries and pecuniary benefits such as transport allowances and bonuses. The main objectives of the study were to determine employee perceptions of extrinsic rewards, ascertain the relationship between extrinsic rewards and employee motivation and determine the effect of extrinsic rewards on organisational effectiveness. The study adopted a quantitative paradigm, which entailed a structured questionnaire being distributed to respondents. The structured questionnaire comprised Section A and Section B. The sample size was 140, which was derived from a target population of 280 employees through the systematic sampling technique. The researcher used the personal method in distributing and collecting questionnaires to sample respondents and 98 completed questionnaires were returned. This equated to a high response rate of 70%. Furthermore, the data collected was analysed using the Statistical Package for Social Sciences (SPSS) Version 24.0 for Windows. Upon completion, the entire dissertation was checked for plagiarism through the TURNITIN program. The study found that salaries, bonuses and transport allowances were amongst the top extrinsic rewards at ZFC Limited in Zimbabwe. Good financial rewards are vital in influencing the behaviour of employees, as well as in enhancing organisational outcomes. The researcher recommended that ZFC Limited should consider reviewing the reward system, offering competitive financial rewards and timeously rewarding employees. The research project concluded with directions for future research on the role of extrinsic rewards on employee behaviour. / M

This research is an investigation of the relationship between employees 'happiness' and the financial performance of a financial services organisation in South Africa. As a component of the financial services industry the banking sector contributes greatly to the economic growth of the country. The South African Banking sector is concentrated and highly competitive. It is vital for banks to maintain competitiveness and ever increasing global competition adds further pressure on organisations to financially perform so as to meet the demands of their shareholders. The literature that has been reviewed and previous research suggest that employee 'happiness' is a vital variable influencing the performance and success of individuals. Organisational performance will be measured in terms of financial performance for the purposes of this research. The concept of financial performance and 'happiness' are discussed and a questionnaire based on the Satisfaction With Life Scale (Diener et al,1985) is used to determine the levels of 'happiness' at selected branches within the institution. The individual branches financial performance is determined via calculating selected ratios, namely cumulative leverage, cost to income ratio and net yield. An analysis of correlation was conducted to establish whether or not a relationship of statistical significance exists between employee 'happiness' and financial performance. It was concluded that there is no relationship of statistical significance between employee 'happiness' and the financial performance of branches within the organisation, it was suggested that other factors exert a much greater influence over financial performance. Some of these factors influencing financial performance are discussed and recommendations for further research are made.

M.Comm. (Strategic Communication) / Please refer to full text to view abstract

The tourism sector in Zanzibar Tanzania has emerged strongly in the past 15 years, helping the development of other Industries that support it. As a result, Industries such as telecommunication, IT, transport and hospitality have also emerged recently. It is, however, speculated that organizations in the tourism sector in Zanzibar generally lack the effective performance that is required of them to compete in the contemporary complex and turbulent market environment. This research thus set out to explore and diagnose the organizational effectiveness of the accommodation units of the tourism sector in Zanzibar. The research had specific objectives of diagnosing and finding the gap between the current and the optimal organizational performance in two particular units of accommodation as well as determining the factors affecting organizational performance in these units. The study furthermore set out to recommend implementation of suitable intervention activities to improve organizational performance in the units analyzed. In order to achieve the above objectives the research deployed an action research strategy with the Weisbord’s six box model as a framework to diagnose two five star grade accommodation units in Zanzibar. A qualitative method was used to collect data. Key findings of the research are briefly presented below: - The service output of the accommodation units analyzed was not very consistent and fell short of the expectation of their customers. This showed a gap in terms of the organizations’ performance. - Factors affecting organizational effectiveness were found to be mainly in the Purpose and Rewards functions of the organizations. - The specific areas in the Purpose function that appeared to have substantial problems were: -- Goals of the organization were not clearly stated -- Employees did not understand the purpose of the organization -- Employees were not involved in deciding their work unit goals -- Employees were not in agreement with the goals of their work units. -- Employees did not understand priorities of the organization The specific areas in the Reward function that appeared to have substantial problems were: -- The pay scale and benefits of the organization did not treat employees equitably. -- Employees felt that the salary they received was not commensurate with the jobs they performed. -- Not all tasks to be accomplished were associated with incentives. Following the diagnostics findings above, the research suggested the following intervention activities that could possibly help to address the above mentioned problems: - A Management by Objectives (MBO) process was suggested to redress the problems indicated in the Purpose function. This would help to set clearly agreed goals at all levels of the organizations. Employees and resources would then be directed towards achieving these goals that would enable the organizations to perform more effectively. - Revision of the current reward system was suggested to redress the problems indicated in the Reward function. The reward system should be implemented in a manner that creates a feeling of both internal as well as external (market) equity among employees. Furthermore, rewards should be linked to performance in order to direct behaviour and motivation among employees. The performance based reward system can also help to achieve the MBO process proposed above since rewards will be designated for achievement of individual, departmental and finally organizational objectives, thus increasing organizational effectiveness.

Summary: The central purpose of this study was to establish whether there is a positive relationship between a high achievement motive (as measured by the Thematic Apperception Test, using the Arnold's scoring system) in Blacks and Good Job Performance (as measured by good merit and supervisory ratings). Factors taken into consideration in the study were: (i)level of urbanization (ii)resistance to change (iii)job satisfaction. An alternative method of scoring the T.A.T. (McClelland) was compared with the Arnold System. A novel T.A.T. was designed with pictures with which the Blacks could easily identify, so that the writing of stories was facilitated. The level of urbanization and resistance to change were measured on the Urban- Rural Scale. Job satisfaction was measured by means of the Job Satisfaction Index. The measures of job performance were obtained by means of 'man specifications' and merit ratings. The Achievement Motivation Score was found to be significantly positively correlated at the ,05 level with job performance ratings, but a predictive study would have to be carried out before it can be accepted as predictive of job performance. Level of urbanization had no significant effect on the achievement, motivation scorer (Arnold System) whereas 'the 'Resistance to Change' factor was found to be significantly negatively correlated at the ,05 level with the achievement motivation scores (Arnold). 'Too little information was available to establish the relationship between high achievement motivation scores (Arnold), low job performance ratings and low job satisfaction scores. No significant correlations was obtained between the McClelland scores on the T.A.T., and the Arnold scores as well as between the McClelland scores on the T.A.T. and job performance ratings. The T.A.T., using the Arnold scoring system, proved to be a reliable test (both test - retest and inter - scorer reliabilities This study showed that the T.A.T. has strong possibilities of playing a large role in the selection of Blacks for higher level jobs in industry.

In the present organisational climate characterised by intense competition, the success of an organisation is increasingly dependent on its employees' expertise and knowledge (Carrel, Elbert, Hatfield, Grobler, Marx & Van der Schyf, 1997). Employees need to be motivated to contribute to the organisation's goals, for their knowledge and expertise to benefit an organisation (Lawler III, 1994). Organisations need to foster a situation in which employees have a positive attitude towards work and are able to benefit personally through directing their effort towards organisational goals. (Robbins, 2000) This study focuses on an organisation that has managed to link job satisfaction with organisational gain, and explores the link between these two subjects. A case study of a South African mining operation is reported on, and examined in-depth. The mine, a successful operation in terms of productivity, is recognised by its holding company as exemplary and is competing with the best base metal producers in the world. The research was conducted in two stages. The first stage consisted of 20 semi-structured individual interviews. Ten employees were selected from both the lower employee-levels and the higher employee-levels. The individual interviews focused on the experience of working at the mine with particular reference to interpersonal dynamics, job satisfaction, leadership style, and reward systems. During the second stage of the research, focus groups were conducted with two groups of seven employees each, one group from the lower-levels and one from the higher-levels. The focus groups aimed at obtaining a deeper understanding of the issues that emerged from the individual interviews. Grounded theory analysis was used during both the first, and second phase of the study. The results indicated that the mine's employees experience a high level fulfilment of higher-order needs, and that this experience is a reaction to the mine's performance enhancing culture. It is further shown that the same factors that create job satisfaction, when applied in excess, or in certain circumstances may lead to dissatisfaction within the same context.

rhe research study investigated the factors necessary for the development of an organizational retention ;trategy for a financial organization pertaining to key equity employees. Equity employees are those employees jescribed as such in the Employment Equity Act 55 of(1998). Bussin's (2002) Total Rewards Model was used as the theoretical framework for the study. The investigation was conducted within an interpretive paradigm and employed a qualitative methodology. Thematic analysis was used in the interpretation of the three data sources gained access through the data collection process. A previously completed employee relationship audit's findings, and the data derived from nine exit interviews formed the basis for the twenty-four semi-structured individual interviews, which were conducted with a sample ofthe employees. A purposive sampling technique enabled the identification of particular employees, who were the equity participants in the study. An additional component of the Total Rewards Model, namely Talent Management was identified from an analysis of the results. Six salient factors were highlighted in the investigation. The factors identified were: A need for a short-term incentive plan, which would provide recognition above and beyond an employee's monthly salary. The need for career development opportunities. The utilization of new skills from the training initiated by the organization. The representation of women and Black people in senior management positions. The need for formal performance support. The standardization of the recruitment process, the management of unrealistic or unattainable expectations and listening to employees' concerns. / KMBT_363 / Adobe Acrobat 9.54 Paper Capture Plug-in

Organisations face many obstacles in maintaining high quality standards and enhancing their competitive positions. It is not just the external factors, such as market fluctuations, but also internal obstacles, that have an effect on the competitiveness of organisations. Most of the internal factors are the result of poor management practices such as insufficient employee development paths, lack of mentorship programmes or job insecurity which results in the poor performance and commitment levels of employees. However employees are more willing to provide efficient and effective practices if they are committed to the organisation. A committed workforce can be created through many practices. Some of these practices include, creating an environment where employees feel as though they are part of the organisation and that their actions directly influence the success of the organisation (Kingston 2007); building long lasting and fair relationships between staff and supervisors (Manetje 2009:50); providing partial organisational ownership for employees through employee share ownership schemes (Employee share ownership plan guidelines 2007:3); creating an organisation structure which binds employees and groups together and removes bureaucratic practices (Brooks 2009:190) and creating management styles that encourage employee involvement (Manetje 2009:51) Unfavourable conditions within the economy are not making it any easier for organisations to become more competitive. Organisations have had to downsize, restructure and transform in order to cut costs as the demands for goods and services slowed down. However, these practices have resulted in an insecure work environment for employees and have posed complex challenges for management. (Coetzee 2005). Employment contracts have therefore become popular tools for managing economic downturns. Organisations opt for more temporary staff so as to easily reduce headcount when costs need to be lowered. Employment contracts give organisations the advantage of flexibility which is a key area for success in turbulent business environments (Krausz, Bizman & Braslavsky 2001:302). Previous research on temporary contracts has revealed lower commitment levels of staff than other types of contracts such as permanent and fixed-term contracts (Guest 2004:12). Therefore, there needs to be a balance between various employment contracts; a balance which brings out the best in organisational performance. The different types of employment contracts are also important tools to use to enhance commitment within the organisation. For that reason, it is essential to understand the linkage between the types of contracts and organisational commitment and whether certain contracts result in higher levels of organisational commitment. The primary objective of the study is to identify factors which influence organisational commitment as well as to investigate whether organisational commitment and the different types of employment contracts can increase employee motivation and job involvement within the automotive industry environment. Given the primary objective of the study, a quantitative research paradigm was followed in testing the relevant hypotheses. A five-point Likert scale questionnaire was conducted to gather empirical data from the respondents employed within the automotive industry. The target population of the study was the employees within the automotive industry (Volkswagen of South Africa). A convenience sampling technique was used to distribute the questionnaires and the researcher made use of both manual hand-outs and an online system called the Survey Monkey to gather the data. The sample was restricted to 260 respondents. The main findings of this study revealed that the dimensions, workplace culture, job security, career development and personality were statistically significant and had a positive influence on organisational commitment. Workplace culture proved to be the most significant positive influence on organisational commitment. Thus, if an organisation adjusts this dimension to better suit the employees, the result could be an enhanced level of employee commitment. On the other hand, management style and mentoring were found to be the least important in influencing organisational commitment in the automotive industry. Furthermore, the results illustrated a significant positive relationship between organisational commitment and the dependent variables, employee motivation and job involvement. The study also identified the link between employment contracts and organisational commitment, job involvement and employee motivation. However, a statistically significant relationship only existed between employment contracts and job involvement. Thus the different types of contracts have an effect on the level of employee involvement within an organisation. The implications of the findings are that organisations within the automotive industry should focus on areas that have a substantially greater impact on organisational commitment. These areas include workplace culture, job security, personality and career development. Organisations thus need to find methods or processes which facilitate the development of these areas. In order for organisations to move from good to great, a workforce that is committed to the goals and objectives is required.