Prof Peter Alexander Mr Chris Bolsmann

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M.Ed. / Several authors have noted that the 21st century economy requires companies to adopt new ways of organising work. This puts organisations under pressure to acquire new skills and new ways to manage knowledge and information. (Coleman & Laplace, 2002:1; Khoshrow-Pour, 2002:111). They further maintain that technology helps organisations keep pace with changes in the workplace and can also drive many revolutionary changes. E-learning is one of the technological interventions that companies worldwide are using to keep up to the speed of changing business trends. E-learning attracts companies, organisations because it makes learning accessible anywhere, anytime (Rossette, 2002:13). Accessibility to learning material is a very important aspect in business worldwide (Aggarval, 2003:1&2). Employees are able to learn while at their workstations thereby saving travelling costs and in turn increase the company’s productivity. Being able to learn anytime provides employees with the opportunity to be in control of their learning. The traditional method of learning has been criticised for being expensive, time-consuming and unresponsive to immediate learner needs. As a result the number of companies using e-learning over traditional workplace learning is increasing worldwide (Simmons, 2002:13). Many companies have realised the value of e-learning and exploring this new method to try and save costs associated with the traditional method of learning. 1 / Prof. D. van der Westhuizen

L’e-réputation corporate constitue une des clés du succès et de la pérennité des entreprises ; elle est difficilement maîtrisable et son management est complexe. L’influence des messages traditionnels corporate (signaux directs émis par l’entreprise) est amoindrie au profit des médias gagnés qui ne cessent de prendre de l’ampleur. Les praticiens et les chercheurs s’interrogent sur les leviers d’action alternatifs. La voix digitale des employés, principalement sur les réseaux sociaux professionnels, semble être une ressource sous-estimée par les entreprises. Cette recherche vise à répondre au questionnement général suivant : l’entreprise peut-elle gérer la construction de son e-réputation corporate afin d’en influencer sa perception en utilisant la voix de ses employés via l’e-contenu de leur « Profil » sur les réseaux sociaux professionnels ? Deux études quantitatives analysent l’usage effectif de l’e-contenu des Pages Entreprises LinkedIn (PEL) et des Pages Personnelles LinkedIn (PPL) ainsi que la perception de la qualité et de la notoriété des PEL et des PPL. Une troisième étude teste l’influence des index d’informations et de visibilité des PEL ainsi que des index de citation et de participation des PPL sur l’e-réputation corporate perçue des PEL et des PPL. L’effet modérateur de la crédibilité perçue des PEL et des PPL est aussi testé. Les résultats – issus de l’analyse de 10 PEL, 1 000 PPL et 1 500 individus – confirment le rôle majeur de la voix digitale des employés dans la construction de l’e-réputation corporate. / Corporate e-reputation is one of the main key’s to a company’s success and durability; it is not easy to control and its management is complex. The influence of corporate traditional messages (direct signals produced by companies) has reduced in favor of earned medias that never stop spreading. Both professionals and academics wonder about alternative solutions.The digital voice of employees, mainly on professional social networks, seems to be an interesting resource companies still underestimate. This research aims to answer the following general question: can a company build its corporate e-reputation, in order to influence perception, using the voice of its employees through the e-content of their “Profile” on professional social networks? Two quantitative studies (I have conducted) analyze the effective use of LinkedIn Business Pages’ (LBP) and LinkedIn Personal Pages’ (LPP) content as well as the perception of LBP’s and LPP’s quality and renown. A third study tests the influence of LBP’s information and visibility index as well as LPP’s quotation and participation index on LBP’s and LPP’s perceived corporate e-reputation. The moderator role of LBP’s and LPP’s perceived credibility is also discussed. Results – following from the analysis of 10 LBP, 1 000 LPP and 1 500 subjects – confirm the essential role of employees’ digital voice with regard to corporate e-reputation building.

MA, Faculty of Arts, University of the Witwatersrand, 2001

Organisational excellence stems from the dedicated commitment of peoplewho are motivated to work together and share similar values and visions about their results of their efforts. Organisational communication is linked to managerial effectiveness, the integration of work units across organisational levels and job communication satisfaction. The Department of Social Development can review their levels of communication and the interpersonal relationship in a bid to address their quality of productivity, satisfaction of employees, communication flow, and protocol and to bring changes in the life of the organisation. The success of an organisation is based on the communication levels, flow of information and how people interact. Communication systems within organisations, both human and technological, are responsible for creatively solving increasingly complex problems. The researcher has observed that lack of communication hampers service delivery and production in the Department of Social Development. The study focuses on the perceptions and experiences of employees about the nature of communication at the Department of Social Development in the North RandRegion. A qualitative research approach that was exploratory in nature was followed. The main aim of the study was to determine how the existing communication protocol and communication channels are utilised in the Department of Social Development. Asemi-structured interview schedule and questionnaire were used as research instruments. The methods of data collection were face-toface interviews with 10 participants and questionnaires consisting onlyof open-ended questions that were completed by eight individual respondents. The population for the study was employees of the Department of Social Development in the North Rand Region. The sample represented employees from top management, middle management, line management and junior staff who have been in the employment of the Department of Social Development for more than six months. The study revealed that there is a lack of understanding of relationship roles and that employees communicate without understanding and sometimes they do not seek clarity. All parties involved must be proactive, clear messages should be communicated to all employees, employees have first to seek understanding, allow questions and provide clarity and attempt to understand the relationship role between manager andsubordinate. However, misunderstanding and misinterpretation were identified as major contributing factors to effective communication.

A research report submitted to the Faculty of Management University of the Witwatersrand, Johannesburg, in partial fulfillment of the requirements for the degree of Master of Management. February 1999. / One of the levers of competitiveness is innovation. with the increased cost pressures, it is recognised that the innovative potential of all employees must be leveraged. The literature suggests that innovation is innate. It follows, therefore, that an appropriate performance management system, based on an understanding of the requirements of innovative individuals, must harness and encourage innovation to a greater or lesser extent in all employees. The purpose of this study was to assess whether there are any differences in the performance management preferences of innovative and non-innovative employees, with a view to designing appropriate performance management systems. The data was collected by means of a questionnaire distributed among the employees of the retail banking arm of a financial services sector organisation. Responses were elicited from 34 employees. These were then subjected to statistical analysis. The findings point to no real differences between the preferences of innovative and non innovative employees, with the exception of 4 dimensions. The absence of many differences is consistent with the view that innovative capability is a continuum and is an innate ability that is developed to different extents in different people. It suggests that other aspects of the individual personality are equally important in defining a suitable enviromnent of work. The recommendation is that a single performance management system is employed in an organisation with opportunities for customisation for the individual. / AC2017

Thesis (M.M. (Business Executive Coaching))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2013. / Happiness and meaning in individual and organisational functioning is addressed, as well as the role of executive and business coaching in supporting this process. Theories of applied positive psychology, as the conceptual framework underpinning happiness, and philosophies of meaning, are defined and tested within a South African context of trauma and violence. Happiness, the science, is controversial, but is explored as scientific research reports positive affects that could be relevant in alleviating related SA-specific conditions of stress and dysfunction. The study is qualitative, with data collected via semi-structured one-on-one interviews. An inductive approach is applied to the interpretation of data to arrive at recurring themes. Happiness is found to be both a concept and an outcome. The outcome is shown to comprise personal needs, intrinsic motivations and balance, the sum of which represents a construct of well-being, that leads to personal growth and performance. Limitations of the intrinsic motivations on personal growth are discussed, and the meaning motivation shown to be ‘unlimited’ and sustainable. Combining the intrinsic motivations with positive behaviours, with meaning, as a central theme, is demonstrated to result in sustainable positive impacts for individuals and their organisations. Happiness and meaning, namely, well-being, are found to be important elements of individual and organisational functioning and effectiveness. Differences in frames of reference relative to happiness are relevant in the South African context and socio-economic environment. Individuals overlook potential opportunities of benefit to organisations by ignoring the socio-economic environment when restricting the influence of their roles to their internal environments. Organisations can help employees to find meaning in their work that leads to workplace happiness and work satisfaction. Organisational threats to well-being are evidenced in negative affects that impact performance and pose a potential governance risk. Reciprocal benefits to employees and employers are evident when employees are supported by effective embedded organisational well-being programmes that mitigate this risk. Threats to employees in the well-being areas of being treated as human beings, purpose, learning, and balance, are evident. This includes existential angst and loss of hope which is attributed to SA-specific socioeconomic problems of significant proportion. In combination with trauma and violence that is endemic to SA society, this results in negative affects that impact on well-being and performance. These are important areas that could benefit from coaching support. Organisations can implement coaching processes to support employees find meaning in their personal and work lives that are of benefit to organisations. Differing perceptions of coaching needs between individuals and organisations are evident. Organisations do not appear to be aware of employees’ need for coaching in the area of purpose and meaning. Specialists express discomfort when dealing with organisations on soft issues of this nature, indicative of mindsets in need of change if coaching is to be given the organisational emphasis it deserves in supporting sustainable well-being. Findings are synthesised into a conceptual model of meaning for sustainable individual and organisational well-being, with specific reference to the coaching process. The conceptual model outlines the component parts of well-being and their symbiotic and systemic relationships for supporting personal meaning at work.

A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Science in Building. / For a long period of time, most built private sector clients in South Africa have been procuring the services of built professional consultants at risk. The concept of working at risk is also referred to as speculative work. It is not known and clear when the practice started or how it originated in South Africa but the practice takes place and appears to becoming increasing prevalent. This study is an exploratory study that investigates the concept of working at risk in detail and establishes the relationship between non-remuneration, motivation and performance when working at risk. The study was motivated by the fact that limited academic research has been done locally on the early phase of project delivery, which is considered a key stage of a project. Attention is generally drawn to the implementation phase and conclusions are drawn from this stage which could possibly impact on the early phase of the project. This study examines the general understanding of the concept by respondents and determines the relationship between payment, time and performance. Largely the academic research conducted on the implementation stage shows that the non-remuneration or non-payment of contractors affects their performance and existence. Similarities in general can be drawn from this. However, this study does not explore this approach as initial academic data on the subject is not readily available. The study is an exploratory study that collects qualitative data from experienced professionals that undertake risk work for their clients. Interviews conducted with the professionals produced valuable qualitative data on the concept and key findings were drawn from this input. The greater understanding of the practice can lead to a better understanding between parties, regulation of the practise, support for smaller firms and assist in building the economy of South Africa. The findings reveal that there is a common understanding of the concept and the non-payment of professionals over long periods whilst undertaking risk work does affect motivation levels and impedes performance, thereby supporting the findings of the literature.

Coaching has been identified as a primary means of enabling growth, development, retention and change amongst those employed in organisations. Executive and external coaching are the primary means of delivering this coaching, and, as a result, coaching often only reaches those at the most senior levels of the organisation. The use of the manager-coach in South African organisations is not widespread but coaching has been identified as a key component of effective leadership in the 21st century and it has been suggested that it is a key leadership style. This research therefore explores the roles that manager-coaches can play in an organisation as well as the skills required to optimise this role. This research therefore took place in an organisation that is implementing a manager-coach approach. Coupled with this was the concept of work-life balance and the realities that working women face in attempting to achieve work-life balance, with the primary objective of the research being to identify the roles and skills needed by the manager-coach to optimise the work-life balance of working women. The data was gathered through face-to-face interviews and contact with a representative focus group and analysed by means of content and thematic analysis. A detailed literature review covering the areas of coaching, and in particular manager-coaching, what optimal work-life balance is as well as the realities facing working women in attempting to achieve work-life balance was also conducted. The findings show that, to optimise work-life balance in working women, the manager-coach plays a critical role in communicating with working women and optimising flexibility and choice for these women. In addition to this, the findings showed that the manager-coach plays a role in facilitating the growth and development of the women who report to them, as well as enabling their performance and providing recognition. The findings showed that these roles are enabled by manager-coach skills such as empathy, support and effective communication. The research concludes by reflecting that the manager-coach has an important role to play in enabling choice and flexibility and the growth and development of working women and it is anticipated that this has a direct impact on both the work-life balance and the retention of these women in the workplace.