The wholesale and retail industry is a more volatile nudstry, with respect to cyclical changes and global economic conditions, than many other industries. The growth of technology in this industry has led to informed customers, bringing with them many challenges to retailers, as these retailers have to win customer loyalty by focusing not only on prices and quality, but also on global competition. The heterogeneity as well as the illusive preferences, expectations, personality characteristics, attitudes, and desires of customers have created diverse and fast-evolving customer demand. As a result, retailers need to source highly customer-focused employees who are willing to go beyond their expected call of duties to satisfy customer needs and wants, thereby keeping firms competitive. This behaviour is called organisational citizenship behaviour (OCB). OCB involves extra-role performance, which represents behaviours not formally required by any particular job, but which help to develop the social context of all jobs, thus facilitating effectiveness. Thus, retailers who encourage OCB among their employees are more likely to improve the performance of both the organisation and the employees, and increase the organisation’s competitiveness in the global economy. The primary objective of this study is to assess the perceptions of employees regarding OCB within retail firms in South Africa. A positivistic research paradigm was used, in this study, by means of quantitative research. Secondary data in the form of textbooks, journal articles and Internet sources provided the theoretical framework for this study. Primary data was obtained using the survey method, by means of self-administered structured questionnaires. The aim was to target 1000 employees in the retail industry (250 employees from each of the most economically active provinces, namely, the Eastern Cape; the Western Cape, Gauteng and Kwa-Zulu Natal). However, 690 questionnaires were returned and only 554 were usable, which amounts to an effective response rate of 80%. Seven null-hypotheses and a hypothetical model of employee perceptions regarding OCB behaviour in retail firms were tested. The influence of four independent variables were tested, these are: job perceptions, role considerations, organisational climate and employment considerations on OCB. In addition, three dependent variables, namely, employee commitment, propensity to leave and employee engagement were tested. The Statistica (version 12) computer programme was used to analyse the results by means of advanced statistical techniques (such as exploratory factor analysis, regression and correlation analysis) as well as descriptive analysis and frequency distributions. After various statistical procedures, the model was re-specified, some of the variables were renamed and the hypotheses were adjusted accordingly. The empirical results revealed that job considerations and employment considerations have a positive influence on both OCB related to compassion and OCB related to civic non-obligatory acts, while role considerations and job security were found to have no significant influence on both OCB related to compassion and OCB related to civic non-obligatory acts. Furthermore, the empirical results showed that OCB related to compassion have a positive influence on both organisational commitment and propensity to resign, while OCB related to civic non-obligatory acts has a positive influence on organisational commitment and its influence on propensity to resign was not significant. It is envisaged that the results of this study could assist retail firms to understand the variables that influence the organisational citizenship behaviour of employees. In addition, it is further envisaged that the results and recommendations of this study could be used to implement effective strategies in retail firms in order to ensure effective engagement in OCB related behaviour and to create awareness of the importance of employee engagement in organisational citizenship behaviour.

Intrinsic rewards, organisational commitment (OC) and organisational citizenship behaviours (OCBs) are all considered to be positive constructs in today's world of work, which could have a practically beneficial impact on the employee's career, development and success as well as the organisation's bottom line and overall effectiveness. The meaning and purpose provided by one's job combined with commitment to one's organisation as well as the display of positive, helping behaviours have all become constructs of considerable importance whilst at work. The primary objective of this research study was to investigate the relationship between the three constructs of intrinsic rewards, OC and OCBs amongst permanent employees of an automotive manufacturer in South Africa. An additional aim was to establish whether significant differences existed between the three constructs under study across various demographic variables. The researcher made use of a quantitative research method in order to conduct this study using a cross-sectional design. A composite questionnaire was used to gather the necessary data for the study, inclusive of the Intrinsic Work Rewards Scale (IWRS) which is a 25 item scale measuring the dimensions of meaningful work, varied work, flexible work, challenging work and enjoyable work; the Organisational Commitment Scale (OCS) which is an 18 item scale measuring the desire, need and obligation to remain employed by an organisation; the Organisational Citizenship Behaviour Scale (OCBS) which is consistent of 20 items measuring the behaviours of altruism, courtesy, conscientiousness, civic virtue and sportsmanship; as well as a short demographic section. The questionnaire was electronically administered to 700 employees; however, it was only completed by a sample of 250 employees with a response rate of 35.7 percent. The data was analysed by means of both descriptive and inferential statistics consistent of frequency tables, central tendency and dispersion, Cronbach's alpha testing, Pearson's Product Moment Correlations and analysis of variance. The quantitative findings indicated that all three of the measurement scales were reliably used, due to Cronbach's alpha coefficients exceeding the acceptable 0.60. Significant differences existed in terms of the demographic variables included in the study for OC and to a lesser degree for OCBs and intrinsic rewards. The most significant differences were related to job level. The results identified that strong statistically and practically significant and positive correlations are existent between the constructs of intrinsic rewards, OC and OCBs. The strongest correlations were existent between the dimensions of intrinsic rewards and OC in terms of the desire (affective commitment) and obligation (normative commitment) to remain employed by the organisation as well as the organisational citizenship behaviour (OCB) dimensions of civic virtue and conscientiousness. The strongest correlations in terms of OCBs and OC were between the OCB dimensions of civic virtue and altruism with affective commitment. The findings of this research study contribute to the literature available in terms of the constructs of intrinsic rewards, OC and OCBs and also provide statistical and practical evidence of the positive correlations between the three constructs. Consequently, the results from this study provided the management of this automotive manufacturer with important information into the intrinsic nature of their employees' jobs, the levels of OC as well as the propensity of their employees to display OCBs at work.

Conflict is evident in many spheres of life, however this study concentrated more specifically on conflict relating to organisations. Organisational conflict is seen “as any social collectivity, organisations such as private sector companies, government departments, schools and universities, non-governmental organisations, and political parties all experience internal conflict in varying degrees” (Bradshaw, 2008: 22). Each individual coming into a workplace has created his or her own set of challenges especially in the brutal arena of business. Conflict has destructive and productive qualities that can diminish or elevate processes within an organization (Stone, 1999). If it is not harnessed properly or dealt with in the correct manner, it can damage the reputation of a business; resulting in its downfall and this in turn contaminates and affects peripheral businesses associated with the organisation downstream. This study explored the following key aspects: Background of organisational conflict and its management; Background of the organization; Whether these two areas mentioned above can work together to create a cost effective and efficient outcome when dealing with conflict. The research adopted a mixed method approach with predominant focus on qualitative research methodology. The main focus of this study was conflict management within organisations and to probe and determine whether companies see the need to employ the field of conflict management as a strategy in times of fluctuating dispositions. It is evident that the organisation may not be fully aware or make use of alternative conflict resolution strategies and that the main causes of conflict can be eliminated such as poor communication, ill-defined job descriptions and objectives and differing of opinions. The need to employ alternative methods of conflict management may be emphasised by looking at the costs that conflict produces and the use of limited vital resources and the loss of human capital.

It is becoming increasingly important for companies to be responsive to global demands and in order to remain competitive, many companies are looking at lean manufacturing to help them achieve this. Lean manufacturing is however more than just a set of tools as it also requires a change in the organisational culture of the company involved. The creation of an organisation that has a culture of continuous improvement and achieving results through its various principles and philosophies is a main factor in Toyota’s Toyota Way Model. It was the aim of this research study to analyse and determine the factors relating to the impact of an organisation’s culture on the concepts of lean manufacturing based on the Toyota Way model. This was achieved by analysing how conducive the current organisational culture at Freeworld Automotive Coatings to the implementation of Lean Manufacturing principles? The method used for the research study was the questionnaire method using a lean culture assessment questionnaire that has been designed by the researcher that was aligned to the principles important to the Toyota Way model. It can be concluded from the research findings of this study indicates that the existing organisational culture of Freeworld Automotive coatings is relatively conducive to the implementation of lean manufacturing principles within the company.

With the increasing demand for financial planners, financial planning organisations need to understand the factors influencing organisational commitment in order to achieve a committed and loyal workforce. The purpose of this study was therefore two-fold. Firstly, the study intended to contribute to the more effective functioning of financial planning organisations through the successful retention of valuable human resources, and secondly, to expand the current body of knowledge on financial planning organisations in South Africa and abroad. Considering the purpose of this study, its primary objective was to investigate the influence of selected organisational-related factors on the Affective, Normative and Continuance commitment of financial planners currently employed in the financial planning industry in South Africa. Based on an extensive review of business management, industrial psychology, as well as human resource management literature and research (focusing on the vast amount of secondary sources available on organisational commitment), a hypothesised model illustrating the relationships between selected organisational-related factors and the three dimensions of organisational commitment was proposed. Twelve independent variables were hypothesised to influence the three dependent variables, namely the Affective, Normative and Continuance commitment of financial planners. The twelve independent variables included: Compensation, Distributive justice, Job autonomy, Job security, Organisational communication, Organisational support, Physical working conditions, Promotional opportunities, Psychological contract fulfilment, Training and development, Transformational leadership and Trust. In addition, nine demographic variables (Gender, Race, Age, Organisational tenure, Qualification, CFP status, Tied agent status, Salary structure and Organisational type) were identified. All of the dependent and independent variables in this study were clearly defined and operationalised using items from previously validated measuring instruments, in addition to several self-generated items based on secondary sources. Questionnaires were made available to potential respondents through the use of convenience snowball sampling. A total of 231 useable questionnaires were returned which were then analysed statistically. As a result of an exploratory factor analysis (EFA), the original operationalisations, hypothesised model, as well as the hypotheses were revised. Additionally, a new, combined factor emerged, namely Job security and promotional opportunities. The proposed model of factors was subsequently empirically tested by means of structural equation modelling (SEM). In order to carry out the statistical analysis, three submodels were created. The hypothesised model was revised and the redefined hypothesised relationships were given in path diagrams for each of the three submodels. The influence of the various demographic variables on Affective, Normative and Continuance commitment were assessed by means of an Analysis of Variance (ANOVA) and t-tests. A number of organisational-related factors were identified as influencing the dependent variables of this study, namely: Compensation, Organisational support, Distributive justice, Job security and promotional opportunities, as well as Training and development. In particular, Compensation and Organisational support were found to influence Affective commitment, while Distributive justice, Job security and promotional opportunities as well as Training and development were found to influence Normative commitment. Additionally, Organisational support and Job security and promotional opportunities were found to influence Continuance commitment. By investigating selected organisational-related factors influencing the three dimensions of organisational commitment, the study was able to provide practical recommendations to organisations in order to increase the Affective, Normative and Continuance commitment of their financial planners.

Across the globe, Affirmative Action broadly understood as a preferential redistributive policy intended to redress socio-economic inequalities created by past discriminatory labour policies, has been fraught with controversy and immense opposition from those who do not benefit from it. South Africa’s version has faced similar challenges to the extent that it is generally believed that non-beneficiaries’ reluctance to support it is based on their need to protect their long-standing economic advantage. The purpose of this study was to explore issues underlying the enduring stakeholder conflict over Affirmative Action in the South African context. In doing this, it focused exclusively on non-beneficiaries, investigating their perceptions of the policy. Additionally, the study sought to establish whether non-beneficiaries think Affirmative Action had any implications for the creation of a workplace environment in which all employees feel valued. The study was conducted following an exploratory approach and a qualitative design. In-depth interviews were conducted with 20 non-beneficiaries ranging from business practitioners to public representatives in parliament. Purposive sampling techniques were used to sample participants from organisations that had publically declared their views in opposing Affirmative Action. Findings showed that non-beneficiaries viewed Affirmative Action as a racist policy with a strict focus on numerically-representative outcomes. The study found that non-beneficiaries view Affirmative Action as a policy whose impact extends beyond workplace recruitment processes. It also showed that the policy is considered to have created negative externalities for the society and hampered business efficiency. The study revealed a belief that the policy has failed to correct socio-economic disparities. It also established that non-beneficiaries were unlikely to support Affirmative Action as they considered it an extractive economic policy. Furthermore, the study revealed that lack of good-quality economy-relevant education and skills were critical binding constraints to effective implementation of any measures to eradicate persistent socio-economic inequalities. An alternative input-based, socio-economic focused framework is proposed to address the fissures identified in the existing policy. / Dissertation (MBA)--University of Pretoria, 2014. / lmgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management (in the field of Public and Development Management), 2016 / Every organisation has a good or bad culture. One of the key factors in stable institutions is culture within organisation which plays a critical role in organisational operations. Culture affects most aspects of the organisations' planned life, such as how decisions would be made, who would make them, how would people be treated and how the entity would respond to its environment. This research report examines the nature and extent of the organisational culture, and the link between the organisational culture, leadership and problem solving practices within the National Prosecuting Authority (NPA). The report presents with the assumptions and ideological influences contained in the public sector reform, which remained entrenched by its legacy systems. This study has revealed that there is a lack of congruence between the organisational culture, leadership and problem solving practices in the NPA. The observed incongruence may inhibit performance and unconsciously remain the barrier of the effectiveness of the reformed institutions. The study concludes that the organisational culture should be one of inclusiveness, participation in decision making, and acquisition of new knowledge and skills which is more aligned to the reformed state institutions expectations. It is recommended that all organisations should diagnose desired organisational culture in order to establish gaps between current and future organisational culture. / XL2018

Diversity should be included in an organisational culture and be aligned with the corporate strategy. South African institutions face diversity and multiculturalism challenges which affect their operation and strategies. Managers in South Africa regard organisational culture as a very useful tool to manage their diverse workforce. Against this background, the primary objective of this study was to investigate and analyse how workforce diversity and organisational culture impact on strategy implementation at a higher education institution, namely Walter Sisulu University (WSU). The study identified dimensions of diversity and organisational culture and strategy implementation from theoretical models supporting the study. A hypothetical model portraying these factors was constructed, displaying each factor and their relationship with strategy implementation. Furthermore, the relationship between strategy implementation and strategic outcomes was indicated. Given the nature of the problem statement and the research objectives presented in this study, the positivistic research paradigm was adopted. Self-administered questionnaires were distributed to executive and senior management, senior academic and senior support staff at WSU. In total, 266 usable questionnaires were returned. The data obtained from these questionnaires were subjected to both descriptive and inferential statistical analyses. Structural equation modeling (SEM) was used as the key statistical analysis tool. As the hypothetical model did not load onto SEM in total, it was re-specified into four sub-models. Each sub-model was subjected to SEM to test the hypothetical model and to indicate the significance of the relationships hypothesised between the various independent, mediating and dependent variables. Eight statistically significant relationships were identified in the study. The factors identified as having a statistically significant relationship with organisational culture included the following: degree of flexibility, degree of teamwork, task directiveness, degree of formalisation, leadership styles and decision making. In addition, a statistically significant relationship was found between organisational culture and strategy implementation. Furthermore the findings indicated a statistically significant relationship between strategy implementation and strategic outcomes in a higher education institution. There was no statistically significant relationship found between diversity and strategy implementation. This finding is contrary to empirical evidence by various other researchers. The study makes a contribution to multicultural higher education institutions by highlighting the crucial role of organisational culture in effective strategy implementation. It was clear from the results of the study that the nurturing of human capital is critical if higher education institutions wish to successfully aligning culture with strategy implementation. This study provided constructive and very practical guidelines to higher education institutions to ensure effective alignment of culture with strategy implementation and so enhance local and global competitiveness and long term sustainability. University councils throughout South Africa can apply the findings of this study in their respective institutions to support effective strategy execution.

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

Submitted in fulfillment of the requirements for the degree of the Master of Information Technology, Durban University of Technology, Durban, South Africa.,2016. / Office setting is a widely acceptable means of providing an enabling environment that best facilitates employees’ performance and general productivity. This study sought to investigate the impact of office setting on employee performance using, eThekwini (KwaZulu-Natal) municipal offices and employees at the Durban City Hall, as a case study. The objectives of the study were to analyse the office design, finishes and furnishings of the head office building of eThekwini municipality and identify features in the design, finishes and furnishings in terms of their suitability and comfort of the employees; assess the impact of office settings on the performance of eThekwini municipality employees at the City Hall; and propose specific settings based interventions that would address employee health, comfort and wellbeing and thereby enhance optimum performance. The study was based on a sample of 65 City Hall staff randomly drawn from various departments and units, as well as 10 senior managers. Data for the study obtained mainly from the administration of questionnaires was analysed quantitatively using SPSS and Microsoft Excel and presented with the aid of frequency distributions, pie charts, tables, pictures and graphs. The research identified considerable office settings deficiencies which included uninspiring and old-fashioned office design and decor (largely cellular offices), use of dark wooden partitions resulting in poorly illuminated offices, and continued use of old furniture at the City Hall. The study also confirmed that the settings deficiencies had varying adverse effects on the performance of City Hall employees by between (20% - 80%). The study recommends the relocation of the City Hall head office to a new modern facility designed and furnished to suit the particular needs of the organisation. The development and operation of a real estate policy that leverages on the workplace environment to attract, retain and boost employee performance has also been recommended. / M