Governments and society are looking, increasingly, to specialist organisations such as social enterprises to address complex social problems, leading to a rise in their numbers. These organisations regularly access difficult to reach, disadvantaged and disenfranchised communities and tend to be smaller in size and turnover than for-profit commercial organisations and typically more resource limited. The growth in corporate social responsibility and individual citizenship has helped to redress this limitation with essential altruistic resource donations from these external agencies to supplement traditional sources of support. Social media is the obvious medium for social enterprises to acquire knowledge and resources to support their social agendas. Following a sequential mixed methods design, a model is developed to appraise the impact of the various contributions from social media networks on social value creation. This model is predicated on the extant literature, mostly on for-profit organisations, contextualised and a questionnaire developed to represent social entrepreneurship from interviews with social enterprises in the UK. Data is collected from two hundred and thirty-one UK based social enterprises whose mission is to provide social value for their target populations. The model is validated for factors that lead from knowledge sharing due to social media networking to concomitant increases in social provision by fitting to these data. Findings demonstrate that social media use leads to increases in social value creation through knowledge sharing. The novel construct of enhanced organisational performance is shown as seminal in enabling shared knowledge gained from social media to be converted into increased social value.

Yes / Blockchain has enormous capabilities to transform traditional business models in countless ways. Banks in India are building collaborative blockchain ecosystems to create an innovative business model and disrupt the traditional one to create more competitive advantage. This study’s purpose was to examine the relationship between blockchain capabilities (BCC), competitive advantage (CA), and organizational performance (OP), as well as evaluate CA’s mediating role in the relationship between BCC and OP. In this context, a scientific research model, including a hypothesis, has been developed from extant literature. The proposed model was tested using statistical data collected from blockchain specialists, blockchain product marketing managers, experts in future and emergent technology, and banking, finance, and tech managers or executives who are involved in planning and deploying practical blockchain in the financial sector. Data were analyzed and tested using AMOS 22.0 and a process macro using a sample comprising 289 responses. Our empirical results indicated a significant positive relationship between BCC, CA, and OP, as well as a relationship between BCC and OP, partially mediated by CA. This paper took an original approach and contributes to the literature on this subject to understand CA’s mediating role in the relationship between BCC and OP in the Indian banking sector.

In the global economy of the 21st century, competition is complex, challenging and fraught with competitive opportunities and threats. Strategic leadership is increasingly becoming the main focus for business and academics alike and is the key issue facing contemporary organisations. Without effective strategic leadership, the capability of a company to achieve or sustain a competitive advantage is greatly constrained. More than 30 years of Harvard Business School research have shown that aligned and integrated companies outperform their nearest competitors by every major financial measure. The organisational effectiveness emanating from alignment is a significant competitive advantage. Alignment is that optimal state in which strategy, employees, customers and key processes work in concert to propel growth and profits. Aligned organisations enjoy greater customer and employee satisfaction and produce superior results. Can leadership make a difference? Some leaders do, some do not - and many more could. Effective strategic leadership can thus help organisations enhance performance while competing in turbulent and unpredictable environments. However, there has been little empirical evidence of the effects of strategic level leadership on organisational processes that have distinctive strategic significance. A greater understanding of the criteria that influence success in organisations will enable organisations to take positive action to become more successful. iv This study examines the importance of critical leadership criteria and the degree of alignment in high-performing organisations. A quantitative research design was used in this study to assess the impact of strategic leadership on strategic alignment of business organisations in South Africa. The research instruments to test the research questions comprised two questionnaires. The first was used to establish the value top leadership place on selected critical leadership criteria, and the second to establish the level of alignment in the organisations under investigation. The population selected for this study consisted of the companies included in the 200 top-performing organisations which appeared in the 2007 Financial Mail. Six companies participated in the research. The data was electronically collated into a database and the results were then analysed using the statistical inferential techniques of correlation and linear regression analysis. The study proposes that strategic leadership will positively influence strategic alignment which, in turn, will have a beneficial effect on organisational performance. / Graduate School for Business Leadership / (D. B. L.)

This research stems out of the desire to uncover and learn the impact and influence of internal communication as a strategic function that enhances productivity, organisational growth, employee engagements and above all organisational success 1 . Internal communications is a body of knowledge that is gaining momentum throughout the world. It is a global discipline that organisations have adopted as their instrument to measure the effectiveness of their communication campaigns, programmes and strategies both internal and external. Internal communication has been forced to adjust to numerous changes in the workplace. Macleod and Clarke (2009) argue that good quality internal communication enhances engagement and emphasise that employees need clear communication from senior management to understand how their own roles correspond with the leadership vision. The overarching aim of this investigative study was to examine the influence of internal communication as a key driver of employee engagement and organisational performance. In doing so, the research study employed qualitative approach method to investigate the extent in which internal communication as a strategic function enhances employee engagement and promotes organisational performance. This qualitative exploratory study relied on the experiences, thoughts, behaviours, and the understanding of the research respondents to articulate their knowledge about the phenomenon under investigation; therefore data was collected by means of various processes, including semi-structured interviews, and focus group discussions. The study was carried out amongst employees of LG Electronics2 , Seoul in South Korea to establish the extent to which internal communication influences or drives employee engagement3. The study adopted content analysis as a well-tested method of data analysis to better understand the data collected. Through content analysis, thematic connections were made and data was categorised in different themes that emerged systematically from similar characteristics mentioned in the conversations with the respondents. Inferences were drawn from the similar characteristics and presented in the data analysis and interpretations chapter of the research study. The results revealed that a deep awareness of internal communication existed among the respondents of the study. They also revealed high levels of consciousness of factors that contribute immensely to internal communication as a strategic function that enhance engagement, organisational culture, goals and values. The results revealed that a strong sense of identification and ownership was given to employees as part of programmes that intensified employee's contributions, level of engagement and understanding of goals and culture of the organisation. The empirical findings further postulated that employees were incorporated into the dominant coalition of the organisation and were also regarded as change agents, through which their inputs and suggestions were valued and recognised. The empirical study also revealed that employees were engaged because of the organisational culture shared by the strong leadership and management philosophy; LG-way was implemented as a framework to guide open and transparent communication. The results indicated that there was no salary gap between males and females, employees were rewarded according to their performance targets and capabilities and were also encouraged through coaching to improve their targets where necessary for the successful growth of the organisation. Through the empirical findings, the study recommended that a well coordinated internal communication function which is aligned and guided by the fundamental principles of the organisation will produce rewarding results for the organisation. There is a greater need for the organisation to conduct an intensified research on the impact and contributions of proactive internal communication strategies. Such research will guide and direct the coordination and implementation of proper and relevant programmes to assist the organisation to be more engaged and embedded among employees. LG Electronics must also come to terms with the fact that internal stakeholders make or break the organisation. The organisation needs to treat all employees equally and monitor the value of employees in the organisational growth and success. Management needs to know that the internal stakeholders are important as they provide the foundation of the organisation as well as acting as the liaison between the organisation and the external stakeholders. / Thesis (M.A (Communication) North-West University, Mafikeng Campus, 2014

The topic of emotional intelligence (EQ) and organisational culture has attracted considerable interest from both academics and practitioners for many years. Much of the interest in the two areas is based on explicit and implicit claims that both leader's emotional intelligence and organisational culture are linked to organisational performance. However, while the links between emotional intelligence and organisational performance and between organisational culture and organisational performance have been examined independently, few studies have investigated the association among the three concepts. This study examines the nature of this relationship and presents empirical evidence that suggests there is a complex relationship between emotional intelligence, organisational culture and organisational performance. The study concludes with implications for theory and practice. / Graduate SBL / D.B.L.

Thesis (PhD (Business Management))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: The turbulent and rapidly changing world, including South Africa, has created a society craving for speed and action. Future leaders, therefore, face incredible pressures to deliver immediate results, to do more with less and to manage an ever-increasing personal workload. The pace and urgency of daily demands can make it difficult to be more than the step ahead into the future. But in a world of changing conditions and priorities, leaders and individual contributors alike must be able to look beyond the ‘now’ and take a more strategic leadership approach to their work and responsibilities. Global mega-trends are leading to increasing levels of complexity, dynamism and uncertainty in the corporate environment. In an uncertain economy, organisations need effective strategies that will enable them to thrive. Traditional leadership approaches have been rendered insufficient by the rapid changes in the knowledge economy. Businesses need to practise systemic innovation in this fast-changing, knowledge-driven global business landscape in order to remain competitive. Despite heightened awareness and interest by both scholars and practitioners in the field of strategic leadership, the subject will always be an emerging field of inquiry. Furthermore, limited research has thus far been conducted on the impact of strategic leadership on the operational strategy and performance of business organisations in South Africa. A review of strategic leadership literature revealed a research gap that culminated in the following research question: “What is the impact of strategic leadership on the operational strategy and performance of business organisations in South Africa”? To address the research question stated above, a literature review on the impact of strategic leadership on the operational strategy and performance was conducted, and an empirical study was executed. The literature review emphasised the three interrelated strategic leadership constructs of action, coherence and discipline that explored the relationship between strategic leadership and the organisation’s operational strategy and performance. In this study, operational strategy includes strategic orientation as well as the operational excellence of the organisation. The factors which influence strategic orientation were identified as the organisation’s ability to create and formulate their strategy as well as the discipline of all people in the organisation to execute the strategy. Operational excellence, was influenced by product differentiation, cost management and integration. The literature review also emphasised the influence of adaptive leadership, autonomy, communication, knowledge, processes and systems, and values on self reported organisational performance which was directly related to strategic leadership. To address the research problem, empirical cross-sectional telephone surveys were conducted. The sample selected for the study was the top 200 listed organisations for 2008, as published in the Financial Mail. The key respondent was the chief executive officer (CEO), or a member of the executive team. The sample consisted of 200 organisations of which 118 valid responses were received with a response rate of 59 percent. Measurement instruments were adapted, developed and revised where necessary to ensure the reliability and validity of the data. The collected data were analysed using descriptive and inferential statistics. The findings of the study indicated that strategic leadership is directly and indirectly positively associated with operational strategy and organisational performance. It is positively associated with strategy orientation as well as operational excellence of business organisations in South Africa. Furthermore, strategic leadership can also be related to return on assets (ROA) and earnings per share (EPS). Self reported performance is also associated with higher organisational performance. Strategic leadership is unrelated to the size of the organisation, but is more likely to occur in a turbulent business environment. Product differentiation and cost management were also directly linked to strategic leadership. The most important contribution of this study is based on the testing of successful strategic leadership practices in business organisations in the South African context. Competition in the 21st century’s global economy will be complex, challenging and filled with competitive opportunities and threats. This study asserted that effective strategic leadership practices could help business organisations in South Africa to enhance their performance while competing in turbulent and unpredictable environments. Measurement instruments have also been developed, which may be used by executives, consultants and other researchers to measure these phenomena in future. / AFRIKAANSE OPSOMMING: Die turbulente en vinnig veranderende wêreld, Suid-Afrika inkluis, het ‘n gemeenskap geskep wat gewoond geraak het aan spoed en aksie. Toekomstige leiers is dus blootgestel aan oneindige druk om dadelik te presteer, resultate te lewer, om meer met minder te doen en om ‘n vootdurende en toenemende werkslading te bestuur. Die vinnige pas en dringendheid van daaglikse vereistes kan dit baie moeilik maak om ‘n stap voor die toekoms te wees. Maar, in die wêreld van veranderende omstandighede en prioriteite, moet leiers en individue oor die vaardighede en kennis beskik om verby die ‘huidige’ na die toekoms te kyk en daardeur ‘n meer strategiese leierskapsbenadering te volg ten opsigte van hulle werk en verantwoordelikhede. Die impak van globalisering het aanleiding gegee tot verhoogde vlakke van kompleksiteit, dinamika en onsekerheid in die korporatiewe omgewing. Organisasies het, veral in ‘n onsekere ekonomie, ‘n effektiewe strategie nodig om te presteer. Tradisionele leierskapbenaderings is nie meer voldoende in ‘n kundigheidsekonomie wat vinning besig is om te verander nie. Dit het dus noodsaaklik geword vir leiers in organisasies om effektiewe stelsels en ander innoverende praktyke te implementeer om kompeterend te wees in die toekoms. Nieteenstaande die verhoogde bewustheid en belangstelling van beide studente en persone wat in die praktyk werksaam is teenoor strategiese leierskap, sal dit altyd nodig wees om hierdie vakgebied verder te ontwikkel en te bestudeer. Voorts is daar tot op hede slegs beperkte navorsing gedoen oor die impak van strategiese leierskap op die operasionele strategie en prestasie van besigheidsorganisasies in Suid-Afrika. ‘n Oorsig van strategiese leierskapliteratuur het getoon dat daar ‘n navorsingsgaping bestaan wat aanleiding gegee het tot die volgende navorsingsvraag: “Wat is die impak van strategiese leierskap op die operasionele strategie en prestasie van besigheidsorganisasies in Suid-Afrika”? Om die bogenoemde navorsingsvraagstuk aan te spreek, is daar ‘n omvattende literatuuroorsig asook ‘n volledige empiriese studie gedoen ten opsigte van die impak van strategiese leierskap op die operasionele strategie en prestasie van besigheidsorganisasies. Die literatuuroorsig het beklemtoon dat die drie interafhanklike konstrukte van aksie, samehorigheid en dissipline, (wat strategiese leierskap verteenwoordig), ‘n nou verband het met operasionele strategie en prestasie in besigheidsorganisasies. In hierdie studie het strategiese oriëntasie van die organisasie sowel as die vermoë om die strategie uit te voer die beginsel van operasionele strategie verteenwoordig. Die faktore wat strategiese oriëntasie beïnvloed het, is geïdentifiseer as die organisasie se vermoë om ‘n strategie te ontwikkel en te formuleer, asook om die nodige dissipline te handhaaf om die strategie op alle vlakke suksesvol uit te voer en te implementeer. Operasionele uitnemendheid is beïnvloed deur produkdifferensiasie en die effektiewe bestuur van kostes. Die literatuuroorsig het ook die belangrike invloed van adaptiewe leierskap, outonomie, kommunikasie, kundigheid, effektiewe prosesse en sisteme asook gevestigde waardes bevestig as aspekte wat ‘n direkte en indirekte impak het op die selfgerapporteerde prestasies in besigheidsorganisasies, wat ‘n direkte verband getoon het met strategiese leierskap. Die navorsingsprobleem is aangespreek deur empiriese kruisseksionele telefoononderhoude te voer met gelyste besigheidsorganisasies in Suid-Afrika. Die geselekteerde populasie was die 200 top organisasies vir 2008, soos gepubliseer in die Financial Mail van 2009. As gevolg van die strategiese aard van die studie, was die sleutelrespondente die Hoof Uitvoerende Beampte (HUB), of ‘n lid van die uitvoerende bestuur van die organisasie. Die populasie het bestaan uit al 200 gepubliseerde organisasies waarvan 118 geldige vraelyste geprosesseer is, met ‘n respondentkoers van 59 persent. Die meetinstrument is aangepas, ontwikkel en verander waar dit nodig was om die geldigheid en toepaslikheid van die data te kon verseker. Die versamelde data is met beskrywende en inferensiële statistiek ontleed. Die bevindinge van die studie het aangetoon dat strategiese leierskap direk en indirek positief verbind kan word met operasionele strategie sowel as die self gerapporteerde prestasie van organisasies. Dit kan ook positief geassosieer word met strategiese oriëntasie sowel as operasionele uitnemendheid van besigheidsorganisasies in Suid- Afrika. Voorts kan strategiese leierskap ook verbind word met die opbrengs op bates sowel as die verdienste per aandeel. Selfgerapporteerde prestasie van die deelnemende organisasies kon ook direk verbind word tot verbeterde prestasie van hierdie organisasies. Daar is egter ook bevind dat strategiese leierskap geen verband het met die grootte van die organisasie nie, maar is wel geneig om ‘n positiewe impak te hê op die prestasie van organisasies in ‘n turbulente besigheidsomgewing. Produk- differensiasie en die effektiewe bestuur van kostes kan ook direk geassosieer word met effektiewe strategiese leierskap. Die belangrikste bydrae van hierdie studie is gebaseer op die toetsing van suksesvolle strategiese leierskapspraktyke in besigheidsorganisasies in die Suid-Afrikaanse konteks. Kompetisie in die 21ste eeu in ‘n globale ekonomie gaan kompleks en uitdagend wees, gevul met kompeterende geleenthede en bedreigings. Hierdie studie het empiries bevestig, dat effektiewe strategiese leierskapspraktyke besighede in Suid- Afrika kan help om uitnemend te presteer asook om winsgewendheid te verhoog, alhoewel hulle deel is van ‘n turbulente en onvoorspelbare omgewing. Meetinstrumente is ook ontwikkel wat deur uitvoerende beamptes, konsultante en ander navorsers gebruik kan word om hierdie verskynsels in die toekoms te kan meet.

This research is undertaken in response to the need to offer fresh insights to the number of models of organisational bureaucracy. The main aim of this thesis is to explore the bureaucratic factors related to governmental organisations that may influence their performance. Through conceptual and empirical research, several key factors have been identified which link organisational performance to social responsibility, job satisfaction, motivation, and decision quality. To support this research, Hofstede’s cultural dimensions were used in connection with the performance dimensions and the bureaucratic factors. In this context, the case study design used multiple sources of evidence in a triangulation strategy to contribute to developing a perspective on bureaucracy and its impact to government organisations in the Kingdom of Bahrain. Thus, a conceptual framework has been developed and proposed as part of the study. This research adopted a semi-structured interview research design in order to elicit the views of individuals and in-depth qualitative information. The findings in the context of this research confirmed that Bahrainis are highly rule-oriented, risk averse and do not readily accept change. In addition, they have a high preference for avoiding uncertainty thus they maintain rigid codes of belief and behaviour. The results of the empirical investigation have therefore enriched the growing literature of bureaucracy and performance of government organisations not only in the Kingdom of Bahrain but also in the global setting it used the Hofstede’s cultural dimensions. The result of this research may be of help to a range of human resource managers, public administrators, employees and other stakeholders in bureaucratic organisational context.

Construction is complex and comprises a multitude of knowledge-driven activities and business interests from participating organisations with the people involved being subject to different organisational and disciplinary practices. People are fundamental to success because human capabilities in learning, innovating and changing creative directions are vital to long term development of organisations. In the last two decades, researchers have found that human resource (HR) management has positive effects on the organisational performance. However, the processes through which HR management lead to organisational performance are contested. This research proposes a framework to investigate the effects of employees' behaviours and organisational learning on organisational performance and the impacts of HR practices on those effects in the context of Chinese construction enterprises. The research design adopts a multi-method approach, integrating positivism and interpretivism, to understand the complex relationship between HR practices, organisational learning, individual behaviour, and organisational performance. By consulting two experienced academic researchers and industry experts, the pilot study improves the understanding and implementation of the measurement instruments employed. Both quantitative and qualitative approaches are adopted in data collection and analysis: 326 valid respondents through questionnaire survey are received, and structural equation modelling is adopted to test individual behaviour and organisational learning as mediating variables of the relationship between HR practices and organisational performance respectively. Middle-level managers in Chinese construction firms are interviewed, and a cognitive map is produced to reveal the possible mediating variables and the cause-effect relationships between organisational learning and individual behaviour. The cause-effect route identified from the cognitive map is tested by structural equation modelling method, i.e., individual in-role behaviour as a mediating variable between organisational learning and performance. In conclusion, from the theoretical perspective, the results reveal the following. (1) Individual in-role behaviour has highly significantly positive effect on organisational performance. Organisational learning has very highly significantly positive effect on organisational performance. Both individual in-role behaviour and organisational learning have mediating effects on the relationship between HR practices and organisational performance. (2) HR practices positively affect individual in-role behaviour indirectly through organisational learning. Individual in-role behaviour mediates the relationship between organisational learning and organisational performance. (3) HR practices also affect organisational performance via the path-way of social capital, individual perceived organisational support, organisational citizenship behaviour (OCB), and co-worker productivity. For the practical implications, Chinese construction companies should implement the following to improve organisational performance. (1) Recognize the importance of employees' in-role behaviour, and design HR practices to motivate employees to apply their knowledge, skills and abilities in job-related performance, and to retain qualified and experienced staff. (2) View organisational learning as an important component of competitive advantage in the process of organisational development, and motivate and enhance organisational learning by the employment of HR practices and the creation of social capital. (3) Recognize the importance of OCBI (i.e. organisational citizenship behaviour directed toward the benefit of other individuals), and try to elicit employees' OCBI by improving employees' perceived organisational support.

This thesis aims to empirically examine the impact of investing in human capital development on organisational performance. It examines the relevant literature on human resource accounting and human capital development from different methodological strands and synthesises its findings in the development of a new theoretical framework. The literature review points out the challenges that remain to enterprises in quantifying and measuring the benefits of human capital development. The proposed framework takes into account those conceptual aspects of human resource accounting that how investment in human capital development can be measured to investigate the financial returns for organisations. The said framework also considers various contextual contingent factors that lead to a higher level of human resource sophistication and consequently which could affect the organisational performance. On the basis of relationships predicated between the key constructs of the theoretical model, a list of hypotheses is developed. The research methodology adopted by the researcher is based on the ideology of objectivism. It adopts a functionalist paradigm and a set of philosophical assumptions related to realism, positivism, determinism and nomotheticism. Its approach is deductive in terms of theory testing, employs the survey as its primary research strategy and uses mainly quantitative and partially qualitative methods of data collection. It adopts a cross-sectional time horizon and seeks to be exploratory and explanatory in nature. The main sample is comprised of 320 leading manufacturing organisations in Pakistan. A self-administered questionnaire is designed to collect data from human resource managers or individuals dealing with human resource development within the Pakistani manufacturing enterprises. SPSS-19 and SmartPLS packages are employed to analyse the quantitative data. Partial least squares method of structural equation modelling (PLS-SEM) is adopted for the testing of hypotheses. The study’s quantitative results provide an evidence of association between investment in the development of human capital and the benefits to organisations. Furthermore, organisations that invest in training and development programmes have high employee productivity which ultimately contributes towards high organisational performance. The qualitative results help in identifying the major problems faced by management of the Pakistani manufacturing organisation in evaluating investments in HCD and their impact on organisational performance. This research is a pioneer work in Pakistan and thereby contributes to the existing global literature on management accounting in general and on human resource accounting in particular.

Employee turnover is an ongoing issue in organisations because it has long been thought to detriment overall organisational efficiency and performance (Lee, Gerhart, Weller & Trevor, 2008; Takeuchi, Chen & Lepak, 2009; Trevor, 2001). Managers are only able to observe and control some aspects or influencers of turnover (Dalton, Todor & Krackhardt, 1982). Placing voluntary turnover drivers in context with human resource (HR) practices might provide a means through which managers can understand the less visible aspects of turnover. HR practices may assist managers to reduce the controllable (evident) and less observable drivers of voluntary turnover. March and Simon (1958), the seminal employee turnover theorists, suggest that the voluntary turnover decision has two competing aspects – desirability of the current job and desirability of alternatives. The perceived utility an employee garners from the current job might define the desirability of the current job. The more desirable the current job, the greater satisfaction and lower the likelihood of a quit. The potential utility the individual deems available from perceived alternative opportunities might define the desirability of alternatives. If the potential utility of an alternative outweighs the utility garnered by the current job, a quit seems more likely (March & Simon, 1958). Generally, mainstream voluntary turnover research has placed emphasis on understanding turnover antecedents in the current organisation - the aspects that lower the perceived utility garnered by the current job (Kirschenbaum & Weisberg, 2002). However, considerably less research has focused on the alternative that draws the employee away from their current job (Kirschenbaum & Weisberg, 2002). The alternative to which the individual moves is the turnover destination. The turnover destination contributes towards the withdrawal process because the person perceived the alternative as more desirable than the current job, increasing the likelihood of a quit. Observing organisational performance may provide an important means through which to examine the effect turnover destinations may have on withdrawal. Strategic human resource management (SHRM) and similar organisational development fields hold a particular view on organisational performance. SHRM theorists have paid particular attention to the implementation of high-performance human resource (HR) practices in organisations. Predominantly, extensive research has been conducted on the effect highiii performance HR practices might have on organisational performance and retention. SHRM theorists suggest that a combination (system) of high-performance HR practices correctly implemented in the firm, and aligned with organisational strategy, should bring about improved organisational performance and employee retention (Arthur, 1994; Carmeli & Schaubroeck, 2005; Combs, Liu, Hall & Ketchen, 2006; Shaw, Gupta & Delery, 2005; Subramony, 2009; Youndt, Snell, Dean & Lepak, 1996; Wood, 1999). The field of turnover destination research highlights the role of turnover destinations in the voluntary turnover process. Specifically, turnover destination theorists postulate that antecedents present in the current firm affect the quit decision by influencing the intensity of the desire to leave, and the perception of alternative opportunities shapes the choice of turnover destination (Kirschenbaum & Mano-Negrin, 1999; Kirschenbaum & Weisberg, 2002). Research in the field focuses on the influence turnover destinations might have on turnover intentions, moving away from the traditional focus of internal organisational antecedents and personal factors (Kirschenbaum & Weisberg, 2002). The relationship between high-performance HR practices and turnover destinations has not been extensively tested empirically, with few known studies in existence (for example: Fields, Dingman, Roman & Blum, 2005). Therefore, there is opportunity for greater research in the field. The developing South African economy is a suitable environment in which to measure whether high-performance HR practices affect turnover destinations at the individual-level, as no known research has been conducted. The South African economy is said to be suffering from the mass emigration of highly skilled individuals, who mostly move to developed countries with less prominent societal issues and less restrictive labour policies, amongst other reasons (Kerr-Phillips & Thomas, 2009; McDonald & Crush, 2002). A key interest for this research is the role experience of highperformance HR practices might play in emigration of South African white-collar workers. The study explores the relationship between high-performance HR practices and turnover destinations by measuring met expectations and turnover intentions. The objective of the empirical study is to establish whether experience of high-performance HR practices in the current job affect the likelihood of particular turnover destinations. A quantitative study, using a two-part time-separated survey, was conducted on white-collar workers from three South African provinces, including Gauteng, Kwa-Zulu iv Natal and the Western Cape. The first part of the survey measured respondents’ perceptions of the levels of actual high-performance HR practice provision in the current organisation. In addition, respondent expectations about the adequate level of the practices (that should retain them in their current jobs) were measured. The second part of the survey measured respondents’ intentions to move into a predefined set of turnover destinations. The final sample of 386 participants was used to analyse the impact of interactions between actual and adequate high-performance HR practices on a variety of turnover destinations, using polynomial regression analysis and response surface methodology. Overall, the results showed that a system of high-performance HR practices exert a weak to moderate influence on the predefined turnover destinations. Generally, South Africans with lower expectations about high-performance HR practice provision appear less likely to leave a job when the employer places greater emphasis on the practices. However, the likelihood of internal transfer and moving into a different organisation increases for individuals who possess higher expectations about high-performance HR practice provision, and have experienced higher levels of actual provision. The findings also show that, for the most part, the likelihood of emigration increases in employees with lower actual provision of high-performance HR practices, largely contradicting expectations about emigration. The increase in the likelihood of internal transfers and moves to external organisations, despite higher actual high-performance HR practice provision, might point towards over-provision of the practices, or the possibility of continuance commitment in South African employees. The findings suggest that, rather than higher emphasis of highperformance HR practices providing a means for emigration, broader external societal conditions may be motivating the emigration of skilled South Africans. As the results showed that a set of high-performance HR practices may exert a weak to moderate influence on turnover destination selection, there are recommendations for managers and future research. Implications for managers include promoting the implementation of a set of high-performance HR practices in the organisation. Researchers in the turnover destinations field should endeavour to measure actual turnover, rather than intentions in future studies.