The purpose of the research is to investigate the impact of constant change on the motivation and satisfaction of employees involved in a strategic alliance environment. The conclusions highlighted that employees wholly understand the need for the organisation to change; however, employees note that employee involvement, communication and effective leadership were poorly implemented during the change process. Furthermore, the existence of various sub-cultures led to cultural differences that had an impact on the success of the change initiatives. Despite these challenges, the results showed the motivation and job satisfaction levels of employees were high and employee commitment to the organisation was positive. Employees considered the following as crucial to their support, namely, strong, consistent and inspiring leadership, urgency around decision-making, and honest and frequent communication. The report is concluded with recommendations to assist the organisation in managing future changes. It is recommended the organisation change its culture to one more conducive to change in the strategic direction of the organisation. It is further recommended future organisational change be preceded by explicit and ongoing communication. It is critical managers be fully equipped to handle change management and able to provide strong, inspiring leadership amidst the uncertainties and insecurities that arise when change is implemented.

published_or_final_version / Business / Doctoral / Doctor of Philosophy

published_or_final_version / Business Administration / Master / Master of Business Administration

Employee engagement and engaging leadership are subjects receiving attention from organisations. The link between employee morale, motivation and business productivity is important as well managed organisations can derive benefit from such linkages. The aim of this study was to determine whether the engagement models, leadership practices and tools utilised by New Age Beverages (NAB) had impacted positively on the morale and motivation of NAB employees. The study also considered whether there was a positive correlation between morale and motivation of employees in relation to overall business productivity. A probability sample of 50 employees and managers were drawn from a population of 120 employees. The sample frame was drawn from the NAB employee database. A questionnaire which was comprised of 25 quantitative and 5 qualitative questions was used to elicit information from management and employees at NAB. Data mining was conducted to determine trends with regards to quantitative data over the past 3 years relating to Human Resource Key Performance Indicators. The evidence confirmed that engaging leadership has a positive impact on the morale and motivation of NAB staff. It also confirmed that employees perceived a positive correlation between leadership tools and practices such as integrated management practices and “on the level” conversations on the morale and motivation of staff at NAB. Data mining evidence confirmed that integrated management practices resulted in compliance and quality levels increasing to 100% in year 3, machine efficiency and cases produced increased from 78% to 89% and 77% to 91% respectively, proving a positive correlation between employee morale, motivation and business productivity. Key recommendations being for NAB to focus on lower scoring areas, such as trust levels between leadership and management on one hand and employee development on the other, in order to gain further benefits from their programmes. It is suggested that a qualitative study be undertaken. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2012.

The motivation of employees is a topic that has become popular in the business world and is a “centuries-old puzzle”. It is hard to argue with accepted wisdom (backed by empirical evidence), that a motivated workforce means better corporate performance. It leads to low rates of employee turnover and retention of key skills. However, this has not been the case in many companies, since many managers are either still reluctant to spend their company’s resources on motivating their employees, or lack the know-how and skills to be effective. The broad objectives of this study were to determine the effectiveness of the management practice within a Durban Manufacturing Plant’s Production and Logistics Division (DMP) in lieu of low employee morale resulting in high turnover and to grasp the motivation factors that would influence the retention of their salaried employees and improve performance. The methodology used encompassed data collection techniques using an electronic close-ended questionnaire. The design-approach of the research was quantitative. The sample of 207 salaried employees was drawn from the DMP, with a total population size of 207 salaried employees, representing a confidence level of 100%. The sample was composed of 77.5% males and 22.5% females. Of the sample, 18% were managers and above and 82% were sub-ordinates (14.5% assistant managers, 7.5% principal engineers and 60% other administrationsupport members). There were 200 respondents, resulting in a response rate of 96.62% and the data collected was validated-analysed using both descriptive and inferential statistics, with a Cronbach’s alpha of 0.82. The salient findings from the study were that motivation can significantly increase the performance of employees, whilst the management practice in the DMP was inconsistent and ineffective as they did not employ the process of motivation in their company. The study revealed that while there are many ways of motivating employees, the management of the DMP did not employ these methods to motivate their employees, resulting in low morale, leading to high turnover. The recommendations offered to the management of the DMP, actions to ensure sustainable motivation of their employees that will assist with future retention as well as significant improvements in their morale, and to create a consistently high-performing-thriving workforce, thereby boosting overall performance. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2012.

Fourteen years after the demise of apartheid and embrace of democracy, South Africa as a nation is still undergoing its transformation politically, socially and economically. This environmental churning has high impact on employee perceptions within the workplace, which subsequently affects retention rates. Among the challenges facing people managers in this environment is employee motivation. However, to thoroughly understand what motivates today’s diverse employee base, one needs to look further than the current landscape into historical backgrounds, to build up character models for different demographics. The study aimed to identify associations between employee motivation and employee demographics (gender, age, race and organisational level) in the South African banking industry by also taking into account South African history to understand these associations and to translate the insights gained into effective leadership. A survey questionnaire, based on ten motivation factors, was adapted from similar studies pioneered by Kovach in 1946, who conducted subsequent studies in 1987 and 1995. The questionnaire for this study was forwarded via email to South African banking employees requesting them to provide demographic data and complete a short questionnaire with two countercheck questions per motivation factor. The collected data was then analysed to identify any associations by highlighting differences in means of the responses to the motivation factors between employee demographic categories. The means were also used to rank the ten motivation factors for each demographic category. It was concluded that there were associations, particularly between generations and the motivation factors, while gender showed the least association. On the other hand, similarities were also identified. Deserving of particular mention are similarities indicative of the Ubuntu concept of African culture across all demographic categories. Recommendations for retention strategies were provided based on these conclusions.

Workers who are adequately motivated derive satisfaction from their jobs. Their productivity is enhanced and therefore employees’ job satisfaction deserves serious attention from managers and researchers in various disciplines [DO95]. Human behaviour is complex and the study of motivation searches for answers to perplexing questions that revolve around human nature. Numerous theories of motivation have been developed and those of some of the best-known authors such as Maslow, Herzberg, McGregor, McClelland, Atkinson, Hackman and Oldham, Vroom and Porter and Lawler will be discussed. Possible implications of the application and manifestation of the theories in an information technology environment are also thrashed out, and the potential integration of the existing theories and the relationship between motivation and job satisfaction, are considered. The function of an information technology environment is to provide a professional service to internal as well as external customers and successful companies manage much more than their assets and records. The focus is also on relationships with clients, employees, shareholders, and stakeholders and how well this service will be rendered depends upon the self-motivation of the employees. Job satisfaction within an institution serves as an indicator of morale as well as of a successful operation and findings of motivation and job satisfaction can be very useful to both management and their staff. Many businesses are still structured according to an outdated business model of management style that has become obsolete in an information age. Management must seriously address job satisfaction issues if the company wants to prosper and survive. / Prof. W. Backer

Au-Yeung, Sze Yan. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2011. / Includes bibliographical references (leaves 57-62). / Abstracts in English and Chinese. / Acknowledgements --- p.iii / Abstract --- p.iv / Chapter Chapter 1- --- Introduction / Goal Setting Theory and its effectiveness --- p.1 / Potential drawbacks of Goal Setting Theory --- p.3 / A motivator of unethical behaviour: individual and group level --- p.5 / Goal proximity and ethical behavior --- p.9 / Goal commitment and Unethical Behaviors --- p.9 / Chapter Chapter2- --- Method --- p.12 / Participants --- p.12 / Task and Procedures --- p.12 / Manipulations --- p.19 / Chapter Chapter 3- --- Result / Main Analyses --- p.20 / "Goal assignment methods, work setting conditions, and performance" --- p.22 / "Goal assignment methods, work setting conditions and work effort" --- p.23 / "Goal assignment methods, work setting, feedback and performance overstatement" --- p.25 / Goal proximity and unethical behaviour. --- p.32 / The mediating role of goal commitment --- p.36 / Goal assignment methods and participants 'perceptions --- p.39 / Chapter Chapter 4- --- Discussion --- p.43 / Goal setting and performance --- p.43 / "Goal setting, work setting, feedback and unethical behavior" --- p.46 / "Goal setting, work setting, goal proximity and unethical behavior" --- p.49 / Mediating role of goal commitment --- p.50 / Chapter Chapter 5- --- Conclusion and Implications --- p.51 / Limitations and future studies --- p.53 / Reference --- p.57 / Chapter Appendix I --- Workbook --- p.63 / Chapter Appendix II --- Goal commitment scale --- p.82 / Chapter Appendix III --- Instruction sheet for group setting condition --- p.83

Ngan, Hoi Yee Meko. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2013. / Includes bibliographical references (leaves 50-60). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts also in Chinese.

The purpose of the research is to investigate the impact of constant change on the motivation and satisfaction of employees involved in a strategic alliance environment. The conclusions highlighted that employees wholly understand the need for the organisation to change; however, employees note that employee involvement, communication and effective leadership were poorly implemented during the change process. Furthermore, the existence of various sub-cultures led to cultural differences that had an impact on the success of the change initiatives. Despite these challenges, the results showed the motivation and job satisfaction levels of employees were high and employee commitment to the organisation was positive. Employees considered the following as crucial to their support, namely, strong, consistent and inspiring leadership, urgency around decision-making, and honest and frequent communication. The report is concluded with recommendations to assist the organisation in managing future changes. It is recommended the organisation change its culture to one more conducive to change in the strategic direction of the organisation. It is further recommended future organisational change be preceded by explicit and ongoing communication. It is critical managers be fully equipped to handle change management and able to provide strong, inspiring leadership amidst the uncertainties and insecurities that arise when change is implemented.