This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed. / Conclusions are reached that both formal knowledge sharing and informal networks have a significant impact not only on perceived levels of organisational knowledge but also on post-downsizing/restructuring organisational effectiveness. However, different aspects of knowledge sharing appear to be more significant to Decision Makers and Implementers and Affected Employees. For business, the findings of this research demonstrate a need to concentrate on organisational knowledge during downsizing/restructuring in order to achieve improved outcomes. The findings suggest this can be done through attention to ensuring that intent and interpretation of the decisions and processes involved are open and honest. Assessment of the knowledge present in the organisation and a focus on retention of key individuals with important knowledge is also advisable. Communication of what is planned and inclusion of employees in both planning and implementation were identified as ways in which organisations can do so, thereby promoting distributive and procedural fairness throughout the process. Formal knowledge sharing strategies arose as being important to achieving improved organisational outcomes, particularly to Decision Makers and Implementers. These strategies included identifying, capturing and storing information in ways that are accessible to employees. Documentation of practices and procedures was also found to be important as was careful planning of the change. / Communication, providing training and support to survivors and allowing the necessary time for sharing knowledge were also identified as key strategies. Overall, developing a culture and climate within the organisation that is supportive of knowledge sharing was found to be central to achieving improved organisational effectiveness. Informal networks were identified by Affected Employees as impacting on both perceived levels of organisational knowledge and, indirectly on organisational outcomes. The research indicates the Decision Makers and Implementers and Affected Employees have different perceptions about the role and importance of informal networks. Those implementing downsizing/restructuring may therefore need to examine the structure and operation of informal networks prior to downsizing/restructuring to ensure they are adequately supported during the process. Informal networks may also be utilised to assist in bringing about the change. The findings of this research are important to assist organisations develop best practice approaches to downsizing/restructuring. With increasing acceptance of downsizing/restructuring as a business strategy, this research provides insights into key issues of downsizing/restructuring events and knowledge retention as predictors of improved organisational outcomes.

This thesis investigates the research question: What are the day-to-day work experiences of middle managers, and how do these experiences personally impact them in and beyond the workplace? The focus is on respondents’ meaning and understanding of their experiences as a middle manager in the private sector, and the effects these have on their lives outside the organisation. The study highlighted the importance of considering the whole person in organisational research, as the interconnectedness of work and the rest of life was revealed. / Doctor of Philosophy (PhD)

This research is about understanding effectiveness achieved from B2E (Business-to-Employee) e-business model. Though many studies have been undertaken on B2B and B2C models; research on B2E is still at an infancy stage. This research addressed the identified niche with a focus on the factors that lead to organisational effectiveness from B2E e-business model in the Australian context. The research was guided by Resourced Based Theory and Competing Values Framework to understand the impact of the model on organizational effectiveness. Research methods adopted for this research are exploratory; so that the 'new' area can be investigated and emerging new concepts in the same phenomena can be examined. Analysis of the data is interpretive, which was collected via interviews using a semi-structured questionnaire. The findings reveal that the Australian organisations investigated regard B2E e-business to be a dynamic and evolving model for internal management and servi ce to employees. The findings also indicate that B2E model is adopted differently in different organizations. However, the general pattern or theme that the data revealed is that the B2E applications tend to follow a stream of electronic applications such as electronic news (e-news), electronic documents (e-documents), electronic information (e-information), electronic human resource (e-HR) applications and electronic business processes for the management of employees and their internal processes. The resulting outcomes include both internal and external effectiveness in organisations with B2E e-business models.

This study sets out to test the hypothesis that the Eskom Black Economic Empowerment, as implemented by the Transmission Division of Eskom Holdings Limited, has had only limited success in fostering sustainable businesses. Although Eskom Transmission has been reporting excellent achievements in terms of the programme, the author argues that the performance measures are flawed in that they do not distinguish between small black owned businesses and large international businesses which conform to the Eskom definition of a Black Economic Empowerment supplier. Large companies with at least a 10% black shareholding, and meeting other criteria in terms of skills transfer, black management and procurement from other black owned suppliers could qualify as a Black Economic Empowered supplier. By including spend on such suppliers together with the Transmission spend on small, black owned suppliers, distorts the effects of the programme. The research has highlighted the following concerns: • The most important reason that employees support the BEE programme is because it is a policy requirement; • No development of suppliers apart from the indiscriminate use of price matching and setting aside of contracts; • Supplier assessments are inconsistent and are not always transparent; • Contract conditions and contracting methods are not always conducive to growth and development of small suppliers; • Minimal performance evaluation of suppliers is conducted; • The BEE programme is perceived as being most successful in enriching a few elite black individuals. In addition, it is perceived as having been successful in the creation of non value adding agents for white owned companies;Henk Langenhoven - MComm UKZN 2005 • Very few respondents to the survey indicated that they spend any time on the development of or giving advice to suppliers; • There is a 50% impression that BEE suppliers are capable of taking part in Eskom Transmission business; • A very low percentage of Small Medium and Micro Enterprises and Black Woman Owned suppliers applying for listing in the database are qualified to supply Eskom Transmission; • The very same suppliers tend to win contracts all the time, hence the indication is that there are few new entrants; • Historically, the indication is that the suppliers have generally have been on the database since before the implementation of the BEE programme. They have continuously changed ownership to keep pace with the changing requirements of policy; • The support ofBWO suppliers has come at the direct expense ofSMME suppliers. Recommendations derived from this research include: • Continuing with the current BEE reporting which is external to Eskom, but • Enhancing Key Performance Indicators to include measurements and targets for job creation as well as support of both SMME and BWO suppliers; • Structured supplier development programme with dedicated resources to take ownership of the programme; • Consideration is to be given to the methods of contracting when dealing with SMME and BWO suppliers; • Supplier performance evaluation is to be enhanced for inclusion of a wider spectrum of suppliers and end users. / Thesis (M. Com.)-University of Kwazulu-Natal, 2008.

Many scholars, consultants and practitioners have recently focused their attention on ownership as a psychological phenomenon. It is theorised that formal ownership can produce positive attitudinal and behavioural effects through psychologically experienced ownership, and that the psychological sense of ownership may form an integral part of the individual’s relationship with the organisation. It is suggested that the presence of psychological ownership among organisational members can have a positive effect on organisational effectiveness and promote staff retention. Psychological ownership is defined as a state in which individuals feel as though the target of ownership or a piece of it is “theirs” (i.e. “It is mine!”). The main aim of the study was to explore psychological ownership from a theoretical and content validity perspective in order to develop a multi-dimensional measure of psychological ownership for South African organisations. The measure could be utilised as both a measurement and diagnostic tool to determine psychological ownership. The research methodology followed an extensive literature review of scholarly articles. A multi-dimensional framework for psychological ownership was developed, consisting of promotion-orientated and prevention-orientated psychological ownership dimensions. Promotion-orientated psychological ownership consists of six theory-driven components: self-efficacy, self-identity, sense of belonging, accountability, autonomy and responsibility. Territoriality was identified as a preventative form of psychological ownership. A panel of nine scholarly experts evaluated the validity of items and the entire theory-based instrument. Lawshe’s (1975) quantitative approach to content validity was applied in this study. The instrument was administered to a non-probability convenience sample N = 712). The sample comprised employed professional, highly skilled and skilled individuals in various South African organisations operating in both the private and public sector. The sample was randomly split into two subsets. A sample of n = 356 was used for the development of a model and the remaining half was used for validating the results that were attained from the first half. Exploratory factor analysis was performed on the one subset n = 356). Parallel analysis signified four significant factors. The study resulted in a four-factor measure comprising 35 items that was named the South African Psychological Ownership Questionnaire (SAPOS). The four factors of the SAPOS were labelled Identification, Responsibility, Autonomy and Territoriality respectively. Results of the second-order factor analysis confirmed the existence of two distinctive dimensions: promotion-orientated and prevention-orientated psychological ownership. Promotion-orientated psychological ownership comprises three components: Identification, Responsibility and Autonomy. Territoriality was identified as a dimension of preventative psychological ownership. Examination of internal consistency revealed highly satisfactory Cronbach alpha coefficients for all four factors (Identification: _= .939; Responsibility: _= .871; Autonomy: _= .874; Territoriality: _= .776). Confirmatory factor analysis on the second subset of the sample (n = 356) confirmed the four-factor model. The chi-square/df ratio (1.7), CFI (.904), RMSEA (.045), and SRMR (0.59) values met the minimum recommended standards, indicating a reasonable fit. According to the results, all items demonstrated adequate convergent validity. Examination of the variance-extracted estimates confirmed discriminant validity within the model. Evidence of criterion-related validity was provided. Promotive psychological ownership was positively related to affective commitment and job satisfaction and negatively related to turnover intentions. Independent sample t-tests and the analysis of variance technique indicated that differences exist between employees varying in biographical variables with regard to the specific dimensions (Identification, Responsibility, Autonomy and Territoriality) underlying the concept of psychological ownership. The theoretical relevance of this study is its expansion of the five-dimensional theorydriven measure of psychological ownership developed by Avey and colleagues (2009). This study expanded on their theoretical model by adding two additional promotionfocused dimensions, namely Autonomy and Responsibility. The existence of a new measure will further contribute to the body of knowledge by filling the void for such a measuring instrument for South African organisations. The methodological relevance of this study is the contribution of a multidimensional scale evidencing substantial reliability and validity for evaluating people’s psychological ownership toward their organisation. The practical relevance of this study is the contribution of a multi-dimensional measure of psychological ownership that can be utilised by Human Resource professionals and managers for clarifying psychological ownership of employees within the specific context of a multi-cultural society such as that in South Africa. Understanding and utilising the measure has the potential to increase staff retention and productivity. If a sense of psychological ownership can be created among employees by addressing the factors measured by the instrument, an enhanced workplace can be established, ensuring sustainable performance during uncertain economic times. / Thesis (PhD)--University of Pretoria, 2011. / Human Resource Management / unrestricted

D. Phil. / Whetten (1985), Dutton and Dukerich (1991) and Van Tonder (1987; 1999; 2004a). Organisation identity is often simply described as the distinctive character of the organisation and more formally defined as the core, unique, enduring and unifying features of the organisation. Labich (1994) argued that it is a central factor in corporate failure, while De Geus (1997) concluded that organisation identity is a critical factor in long-living organisations, but empirical research on organisation identity is exceptionally rare. In particular, the organisation identity–performance relationship, which raises and illuminates the relevance of the organisation identity construct, especially at an applied level and from the perspective of organisational management, has not received formal research attention. The present study was expressly concerned with the relevance of the organisation identity construct and specifically investigated the relationship between organisation identity and organisational performance. It elaborates on an earlier empirical study by Van Tonder (1999), which indicated that organisation identity relates to several critical organisational variables, including organisational culture, institutional focus, lifecycle stage, and organisational performance, and which suggested the relevance of the construct. The present study aimed to isolate and illuminate the key variables of organisation identity and organisational performance in order to study and clarify the relationship between these constructs. Consistent with a growing trend towards non-participation, only three of the organisations that were approached eventually participated in the research. Predominantly quantitative in approach, the study used an adapted organisation identity questionnaire (cf. Van Tonder, 1999) together with an organisational performance questionnaire (the PI or Performance Index) (Spannenberg & Theron, 2002). Results from the 274 respondents revealed that organisation identity – both the ‘fact-of-identity’ and the organisational ‘sense-of-identity’ – are directly and indirectly related to the organisation’s performance. It was concluded that these findings are significant from the perspectives of the construct’s relevance to science, theory confirmation and building and at an applied (organisational managerial) level. The findings and their implications for continued research are discussed.

No / This study focuses on to explore the impact of social power on organizational citizenship behavior (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle-level executives (N = 250) in face to face conditions from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs have mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increase personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in an Indian work context.

The research aims to establish a framework whereby performance management systems can be assessed in terms of its effectiveness. The industry in which research is conducted is the call centre industry in South Africa. / The field of Performance Management is receiving more attention today than ever before. This is due to the fact that many companies are becoming more and more frustrated by the ‘disconnect’ that exists between formulating their strategy and successful delivery against it. The aim of this research is to determine how performance is managed in organisations, but more importantly, how it should be managed. To this end, this research considers the total endeavour required to manage performance as a system, and wishes to contribute towards specifying how this system must ‘hang together’. This research is conducted against the backdrop of the call centre industry in South Africa. The call centre industry is an area of potential growth in South Africa and in need of evaluating and improving their performance results to meet or exceed the international benchmarks. This level of global pressure makes call centres an appropriate subject of analysis on a topic such as Performance Management. The nature of this research was mostly exploratory, by firstly reviewing existing theory and literature relevant to this subject. Subsequent to this, two assessment instruments were used to assess the desired situation with regards to Performance Management Systems in South African call centres. The one instrument was developed as a result of the theory and literature reviewed during this research project (the PMSAI). Another, existing, instrument, the PMA®, (De Waal, 2004) was also used to provide a different view and provides an opportunity to triangulate this project. It also addresses the current status of Performance Management Systems in South African call centres to highlight shortcomings as a basis to review and improve these systems. The main findings of this research are that a successful Performance Management System should take cognisance of a number of factors in- and outside of the organisation as well as the interplay between ‘hard’ and ‘soft’ elements in the system. Examples of these factors are the industry and focus of the organisation, as well as what the Performance Management System must be used for. Examples of ‘hard’ vs ‘soft’ elements are responsibilities for performance targets (hard) and the level of buy-in to achieve the targets (‘soft’). In the end, a perfect ‘answer’ to Performance Management is elusive and is likely to remain so mainly due to the inherent complexity and level of variety that this system must cater for.

The concern about how business should behave as one of the dominant institutions in society, widely referred to as corporate social responsibility, has been a subject of interest among academics and practitioners all over the world. The increasing global outlook of business activities and the need to understand environments in most parts of the globe have also made this concept relevant for all time. This thesis therefore relates to a study, which assesses the perceived role of ethics and social responsibility for organisational effectiveness in a developing and African country. It was argued that ethics and social responsibility must first be perceived to be important for business success, before managers’ behaviour can become ethical and reflect greater social responsibility. Using a mainly qualitative approach and aided by some quantitative analysis, the study explored the perceived importance of this construct (ethics and social responsibility) for organisational effectiveness among insurance managers in the Nigerian insurance industry. This exploration and the analysis are based on the theoretical assumptions that personal and situational factors do influence managers’ perception of the importance of ethics and social responsibility and its business assumption. These, therefore, constitute major outcomes of the study. Given that the study is the first of its kind in the insurance industry, and Nigeria, a developing economy, its outcomes further aids our understanding of how managers in an African socio-economic context perceive the construct and their readiness to translate it into business practice. Above all, the thesis demonstrates that the perceived importance of ethics and social responsibility for organisational effectiveness is a function of industry and product nature, individual moral values, corporate ethical values and organisational commitment. The findings suggest that meeting customers’ expectations reinforce trust-relationship, which in turn is moderated by some other personal-situational factors. The findings also indicate that highly idealistic managers were more sympathetic towards the welfare of others, and have higher perception of the important role of ethics and social responsibility for business success.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The pace of globalisation and the continuous advance in technology have created an ever-changing business environment, which is making it increasingly difficult for organisations to remain competitive. To the world community globalisation has been a gradual process, whereas its impact in South Africa was more pronounced and happened over a shorter period. This was due to the re-admission of South Africa to the international community after the 1994 elections. In addition, leaders in this new global economy are facing new, complex challenges associated with the everchanging business environment, and the depth and quality of the leadership that they provide are critical to the success of organisations. It was within this context that this research study was conceived. More specifically, the author became interested in the type of leadership behaviours, practices and characteristics that are essential to lead an organisation in the new global economy. During the last two decades, an increasing number of researchers began to report on a 'new' style of leadership based on innovation, continuous learning, constant renewal and entrepreneurship. This leadership style challenges traditional views on work among employees, creates a new vision and motivates workers to perform above expectation. These leaders have recognised the need for revitalisation and they bring about change within their organisations to meet the challenges of the current, ever-changing environment. This 'new' leadership style is transformational leadership, which has been extensively reported on. Literature abounds with studies on transformational leadership and its impact on organisational effectiveness. It is one of the most extensively researched leadership paradigms to date and is still evolving. This dissertation reviews the development of leadership theory and the paradigm shifts that have led to the development of transformational leadership theory. Furthermore, the author interviewed experienced leaders from Naspers to practically identify essential leadership requirements within a South African multinational organisation. The primary research findings indicate that there are parallels between essential leadership behaviours and characteristics, as identified by the present study, and transformational leadership behaviours and characteristics. The study indicates that some of the successes of the researched organisation could be attributed to the transformational leadership practices that it has employed. It can also be inferred that, should these characteristics and behaviours be nurtured in other leaders and organisations in general, these organisations could become more effective, competitive and growth-orientated in the current organisational landscape. / AFRIKAANSE OPSOMMING: Die tempo van globalisering en die volgehoue vordering in tegnologie, het 'n heeltydse veranderende besigheids omgewing teweeggebring, wat dit moeilik maak vir organisasies om kompeterend te bly. Die proses van globalisering was 'n geleidelike proses vir die wereld gemeenskap, maar die effek op Suid-Afrika was meer dramaties. Dit is as gevolg van Suid Afrika se hertoelating tot die wereld ekonomie, na die 1994 verkiesings. Die nuwe wereld ekonomie en veranderende besigheids omgewing stel oak addisionele vereistes en uitdagings aan leiers en die diepte en kwaliteit van hulle leierskap is krities tot die sukses van hul organisasie. Dit was binne die konteks wat die navorsing studie gebore was. Meer spesifiek, die skrywer was geinteresseerd in die tipe leierskap style, praktyke en eienskappe wat krities is om organisasies te lei in the nuwe wereld ekonomie. Gedurende die laaste twee dekades, het 'n groeiende hoeveelheid navorsers begin verslag doen oor 'n 'nuwe' leierskap styl, gebasseer op innovasie, volgehoue studie, konstante vernuwing en entrepreneurskap. Die leierskap styl daag die tradisionele siening van werknemers t.o.v. hulle werk uit, dit skep nuwe visies en motiveer werknemers om bo verwagting te presteer. Die tipe leiers het die nodigheid raak gesien vir vernuwing en hulle bring verandering binne organisasies aan om die uitdagings van die nuwe omgewing te bowe te kom. Die 'nuwe' leierskap styl is transformasie leierskap. Daar is al ekstensief verslag gedoen oor die styl en daar is 'n oorvloed van literatuur beskikbaar oor transformasie leierskap en die impak daarvan op die effektiwiteit van organisasies. Sover is dit een van die mees nagevorsde leierskap paradigmas. Die studie hersien die ontwikkeling van leierskap teorie en die verskuiwing in paradigmas wat gelei het tot die ontwikkeling van transformasie leierskap teorie. Die skrywer het ook onderhoude gevoer met ervare leiers van Naspers, om prakties uit te vind wat se leierskap benaderings en eienskappe nodig is binne Suid-Afrikaanse multi-nasionale organisasies. Die primere resultate van die studie het gewys dat daar ooreenkomste is tussen die leierskap benadering en eienskappe van die huidige studie en die van transformasie leierskap. Die studie wys ook dat die sukses van Naspers gedeeltelik toegestaan kan word aan die transformasie leierskap praktyke wat toegepas is binne die organisasie. Verder kan dit ook afgelei word dat as die praktyke en eienskappe toegepas word op ander leiers in ander oranisasies, kan hulle ook meer effektief, kompeterend en groei georienteerd wees in die huidige organisatoriese landskap.