This research investigates the relationship between organisational culture and financial performance in a selected financial services institution in South Africa. The banking sector as part of the financial services industry contributes to economic growth in the economy. The banking sector in South Africa is highly concentrated, but also highly competitive. It is important for banks to retain their competitiveness and increased global competition places further pressure on banks to perform financially in order to satisfy the demands of shareholders. The literature reviewed and previous studies both suggest that organisational culture is an important variable that influences organisational performance. For purposes of this research, organisational performance will be measured in terms of financial performance. The concepts of organisational culture and financial performance are discussed and a questionnaire based on Hall’s (1988) theory of organisational competence is used to determine the strength of the levels of the dimensions of competence as indicators of organisational culture within the selected financial institution. The financial performance of the branches within the organisation is determined by calculating certain selected financial performance ratios, namely cost-to-income ratio, cumulative leverage and contribution per employee. A correlation analysis is conducted in order to establish whether there is a statistically significant relationship between organisational culture and financial performance. A conclusion is drawn that there is a statistically significant relationship between the organisational culture and the financial performance of the branches of the selected institution and recommendations are made as to how financial performance can be improved by strengthening the dimensions of competence as indicators of organisational culture. These recommendations include specific actions that can be taken by leaders to improve commitment, collaboration and creativity.

The evaluation report section describes the evaluation of the implementation of Mercedes Benz Production System (MPS) at Mercedes Benz Commercial Vehicles, which is a division of Mercedes Benz South Africa’s manufacturing plant situated in East London. The section evaluates the changes the implementation of MPS brought to the Key Performance Indicators (KPI’S) of the division and evaluates the change readiness of the employees in the division prior to the change. The change implementation was initiated by the management of MBCV as a strategic organisational change to bring about continuous improvement to the KPI’s of the organisation. These KPI’s are Safety, Quality, Delivery, Cost and Morale (SQDCM). The reason behind the change at the time was deemed critical to MBCV in order to meet the annual KPI targets and remain cost competitive and sustainable. The evaluation report further describes the results of the change with regards to the organisational KPI’s and the level of employee change readiness which was conducted through a questionnaire survey. A brief literature review is included in the Evaluation Report under section one describing key concepts about Production Systems, Lean Manufacturing and Change Management. The evaluation section includes recommendations based on the results of the research findings and ends with a conclusion. The literature review section explores the literature that supports production systems, lean manufacturing and change management concepts, its definitions, importance and benefits. The literature review describes and critiques key concepts of the research such as productions systems, MPS in particular, lean manufacturing concepts and related change management topics relevant to the research. The literature review defines production systems and the concepts of lean manufacturing, highlighting the benefits of the concepts to enhance organisations’ manufacturing capabilities. An integrated part of lean manufacturing is people and the implementation of lean manufacturing into an organisation requires change management theories therefore key understanding in this particular research was to discuss change management concepts, in particular, employee change readiness. The literature will discuss different tools to assess employee change readiness and from this develop an employee change readiness tool. The change management concepts evaluated change readiness and the consequences if organisations are not ready for change. The research methodology section describes how that the research was conducted in two phases, one to evaluate the implementation of MPS with regards to the organisational KPI’s (SQDCM). This was assessed through reports from projects and presentations made by the project teams on improvements of the organisational KPI’s. The second phase evaluated the change readiness of the employees prior to the implementation of MPS. This phase of the research was intended to retrieve quantitative data with an adapted questionnaire which was distributed to employees. To evaluate the change readiness, a change model known as ADKAR was used as an evaluation instrument. The modified ADKAR questionnaire was distributed to employees in hard copies and completed during a weekly team meeting. The results were summarised and descriptive statistics were used to analyse the final results. Microsoft Excel (2010 version) was used to illustrate and display the graphs. Section three discussed the research methodology in more detail. The study shows that although there were some positive changes that came from the implementation of MPS in MBCV, especially to the following KPI’s (Safety, Quality, Delivery and Cost), real consideration should be given to employee morale and the level of change readiness of MBCV employees.

Globally, there is a shortage of professional nurses, which compromises the rendering of Health Care performance worldwide. South Africa has the added challenge of a dual Health Care system where there is a large disparity in financial resources, service levels and workload between private and public hospitals, which leads to public hospitals in rural areas failing to attract and retain professional nurses. The purpose of this study is to determine the relationships between three variables from the Positive Organisational Scholarship paradigm namely Workplace Trust, Organisational Citizenship Behaviour and Workplace Well-being which is researched amongst professional nurses in the private and public sectors in both the rural and urban areas in two districts in the Eastern Cape Province. The ultimate aim of the study is to propose interventions of how hospitals can improve the work environment in order to attract and to retain professional nurses. It is also anticipated that the results of the research will contribute to the body of research about Positive Organisational Scholarship (POS). The Workplace Trust Survey (WTS), Organisational Citizenship Level Scale (OCLS) and the Workplace Well-being Questionnaire (WWQ) were integrated into a single selfadministered questionnaire to measure the existence of the variables. The questionnaire also included questions relating to demographic factors. In order to confirm the reliability of the measuring instruments, an Exploratory Analysis was done, a Scree test was applied and a Principal Axis Factor Analysis was conducted. Finally, an Item-reliability Analysis on each factor was administered. The WTS and WWQ revealed sound factorial validity and was considered to be compatible with a South African sample, but the OCLS indicated poor construct validity. Relationships between the variables were analysed by applying a Pearson Productmoment Correlation Analysis in SPSS. T-tests, Analysis of Variance (ANOVA) and the Tukey HSD test was utilized to determine the potential influence of demographic characteristics on the variables. Several interesting relationships between variables and sub-variables were identified. The study concludes with proposed interventions needed to retain professional nurses in hospitals. The limitations of the study as well as recommendations for further research is briefly noted.

The purpose of this research is to highlight the importance of identifying the communication frequency within the leader-member exchange (LMX) relationship, and to appreciate what the positive or negative effect of a low or high LMX frequency has on this relationship and on staff morale. Management is for the most part responsible for communication frequency and is in a position and has the means to change such frequency or to add additional communication channels. The research was based on a program introduced in a South African retail company three years ago. Data was collected from 64 stores in the Western Cape and the results were statistically analysed on the SPSS16 program. The results clearly supported the hypotheses that, in a low-communication frequency area, an increase in communication frequency has a positive effect on staff morale and that the proximity to head office (or lack of it) does not have a negative effect on staff morale.

If manufacturing organisations are to improve their competitive positions in the global arena and increase profitability, their operations strategies need to be focused on: reducing cost, improving quality, increasing efficiency, improving the speed of delivery, developing and improving process flexibility, and ensuring that higher service levels are achieved and maintained. One of the critical success factors in implementing these strategies, within manufacturing organisations, is the relationship that exists between the maintenance and production functions. There is sufficient evidence to suggest that in many manufacturing organisations, the relationship that exists between these two functions is usually one of conflict, which if left unmanaged or unresolved has the potential to severely hamper effectiveness, productivity, creativity, and profitability of the organisation. The overall purpose of this research was to identify the interventions that manufacturing organisations can pursue, to effectively manage and resolve the conflict between the production and maintenance functions, in order to improve their competitive position in the global economy. The study was conducted in one particular manufacturing organisation in Port Elizabeth in the Eastern Cape. A research questionnaire was used as a means for collecting empirical data. The research questionnaire included various instruments used by previous conflict researchers, to identify and analyse the following dimensions of conflict within the organisation: conflict management styles used, the types of conflict perceived, and the amount of conflict perceived. The questionnaire was also designed to identify the sources of conflict, collect demographic information, identify issues relating to diversity, and indicate the respondents’ preferences to various organisational reporting structures. The results of the survey revealed key findings, which enabled the researcher to draw meaningful conclusions, and make recommendations as to how organisations can effectively manage and resolve the conflict that exists between maintenance and production functions.

According to Nel, van Dyk, Haasbroek, Schultz, Sono and Werner (2004:19), organizational culture is simply the manner in which things are done in an organization. It is also known as the personality of the organization. Irrespective of what is called, the culture of the organization develops overtime, and employees are often not even aware of its existence. Organizational culture is, however, of particular importance to management because it helps them understand how employees feel about their work. Culture involves general assumptions about the manner in which work should be done, appropriate goals for the organization as a whole and for departments within the organization, and personal goals for employees. It is particularly the latter that makes the nature of the psychological contract of special importance in the pursuit of organizational success. It is represented by formal goals, structures, policy and communication. Shaw (1997:15) agrees with Nel et al (2004) that organizational culture composes of the shared values which are important concerns and goals shared by people in the organization that tend to influence the behaviour of the employees. These values persist overtime even with changes in group membership. In the light of the above literature, I’m conducting a research for a masters’ degree in Industrial Psychology at the University of Fort Hare, the topic being “The impact of organizational culture on employees’ behaviour within tertiary institutions in the Eastern Cape Region”. This study seeks to investigate: 1) Determine the extent of influence of organizational culture on employees’ behaviour. 2) Identify how management enforces such a culture into the workplace. 3) Determine the significance of creating organizational culture and its implementation. This questionnaire was designed, in this regard, by the researcher to assess the above mentioned objectives. This questionnaire was distributed to the Nelson Mandela Metropolitan University and the University of Fort Hare.

The 21st century has posed challenges and provided opportunities for organisations, and although a large body of research exists on both leadership and organisational climate, these two concepts have become a matter of urgency in South African organisations. The dynamics in the organisation have a direct effect on the people the organisation serves and business performance. The aim of this research was to explore the relationship between leadership and organisational climate in a South African fast-moving consumable goods (FMCG) organisation. There are few research studies that focus on leadership and organisational climate in the South African context and this study builds on limited existing knowledge. Using a descriptive, cross-sectional field survey approach, a sample of 896 participants employed at one organisation was surveyed. Explanatory factor analysis and the structural equation modelling (SEM) multivariate analysis technique revealed a new set of organisational dimensions and confirmed the relationship between leadership and organisational climate and organisational climate and its various dimensions. The findings emphasise the importance of certain generic and specific leadership practices in creating the desired organisational climate in the South African context. This study contributes to knowledge on the relationship between leadership and organisational climate in the South African context. / Psychology / M. Com. (Industrial and Organisational Psychology)

This research report explores the actions taken by mining companies, with specific focus on Kumba Iron Ore, to overcome the challenges in creating an organisational culture that accommodates women in core positions in the mines. Although more and more women are employed by mining companies worldwide, progress is hampered by the barriers in this historically male-dominated environment, which need to be overcome. South African legislation requires mining companies to meet women-in-mining targets as set out by the mining charter, forcing the mining industry to revisit opportunities for female employees. It necessitates innovative ideas to overcome challenges and to implement strategies to make women in mining work. The research investigates specifically how the mining environment is managing the transformation to overcome the historic views, physical challenges and emotional challenges of women. It discloses the willingness and commitment of mining companies to accommodate women in the workplace to eliminate discrimination and to benefit from the employment of diverse gender groups. Implemented coping strategies lead to changes in working conditions, dealing with and preventing sexual harassment, addressing physical and emotional barriers of women and other challenges to make women in mining work. However, initiatives taken do not necessarily produce the required results due to a lack of follow-up. This report reveals efforts by Kumba Iron Ore to promote mining as an employment of choice and to make mining more attractive to women. It includes the way in which efforts in attracting qualified women supports closing the gap between vacant positions and employment of women in this predominantly male environment. The research report discloses that more efforts are required to make women in mining a reality and that it requires commitment throughout the organisation with the involvement of all stakeholders to overcome these challenges. It reveals the improvement of safety in the mining environment through a specific focus (though a lack of drive still exists), ownership and stakeholder involvement to make women in mining work. A total of 22 men and women in the Kumba Iron Ore broader management team (middle and senior managers from the Mining, Plant, Safety, Human Resources and Supply Chain departments) situated at the production sites in the Northern Cape (Sishen and Kolomela), Limpopo (Thabazimbi) and the head office in Pretoria were interviewed to gather data from their direct experiences on overcoming the challenges of the organisational culture to make the mining environment more attractive and accessible for women. A semi-structured questionnaire was used to collect the information. The data was analysed using a qualitative method and this research report theory emerges from the data obtained from the questionnaires. Proposed future research topics were made.

Thesis (Mcomm)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: A need was identified for a proactive strategy for reducing voluntary turnover levels within the mining industry. From the onset it was established that a multi-dimensional approach would be the most appropriate. Organisational commitment and organizational climate were identified as variables that were likely to influence intentions to stay. Moreover, it was hypothesised that organisational climate would directly influence organisational commitment levels. Both organisational climate and organisational commitment have been subjected to considerable controversy with respect to conceptual and methodological issues. This has resulted in the diverse array of approaches currently found in the literature and has threatened the usefulness of both constructs. An overview of existing literature indicated that little is known regarding the relationship between organisational climate, organisational commitment and intention to stay within the specific industry. The current study therefore investigated the existing relationship between collective climate, organisational climate and intent to stay within the mining industry. Research objectives were achieved by means of hierarchical cluster analysis, canonical correlational analysis and standard multiple regressions. All measures were subjected to confirmatory factor analysis. The results indicated that multiple collective climates existed in the various departments. A positive relationship was found between collective climate and organisational commitment, as well as between collective climate and intent to stay. / AFRIKAANSE OPSOMMING: 'n Behoefte aan proaktiewe intervensies, gemik op die vermindering van vrywillige arbeidsomset, is in 'n organisasie in die mynindustrie geïdentifiseer. Dit was vanuit die staanspoor ooglopend dat 'n multidimensionele benadering toepaslik sou wees. Organisasieklimaat en organisasie-verbondenheid is as moontlike veranderlikes geïdentifiseer wat 'n invloed op omsetbedoelings mag uitoefen. 'n Verdere hipotese had betrekking op die verband tussen organisasieverbondenheid en omset-bedoelings. Beide konstrukte het reeds aansienlike kontroversie met betrekking tot konseptueIe en metodologiese aspekte ontlok. Laasgenoemde het onder meer gelei tot die opkoms van 'n aantal uiteenlopende konseptueIe benaderings tot hierdie konstrukte, met die gevolg dat die empiriese bydraes wat hul tot die veld van Organisasiesielkunde maak, toenemend bevraagteken is. 'n Literatuuroorsig het aangedui dat 'n leemte met betrekking tot die onderwerp binne die bepaalde industrie bestaan. Weinig empiriese steun is egter gevind ten opsigte van 'n verband tussen organisasieklimaat, organisasie-verbondenheid en omset-bedoelings. Die betrokke studie het dus ten doel gehad die ondersoek van 'n verband tussen groepklimaat, organisasieverbondenheid en omsetbedoelings. Ten einde bogenoemde verbande te ondersoek, is gebruik gemaak van hiërargiese tros-analise, kanoniese korrelasionele analise, asook standaardmeervoudige regressie-ontledings. Die navorsingsbevindinge het bevestig dat 'n beduidende en positiewe verband tussen groepklimaat en organisasieverbondenheid bestaan. Daar is verder aangetoon dat omset-bedoelinge beduidend met groepklimaat, sowel as organisasieverbondenheid korreleer. 'n Sterker verband is tussen organisasieverbondenheid en omset-bedoelinge gevind.

The growing demand for governments and organisations to demonstrate principles of accountability, transparency and participatory decision making, which are the cornerstones of good governance, has fostered renewed efforts to transform the public service to ultimately produce tangible results and meet the needs of the beneficiaries of service delivery. Effective performance management practised across the entire organization in an integrated, iterative and sustained way that can help public service organizations overcome the challenges and deliver more with less. This study focuses on the assessment of monitoring and evaluation as the control measure to enhance organisational performance with the reference to the Eastern Cape Provincial Treasury and assess critical role in supporting performance management and also provides methodological options to support performance management. Monitoring and Evaluation (M&E) are management activities that are necessary to ensure the achievement of policy goals in the form of concrete results. The study revealed that the current M and E system is not effective in that there are no clearly defined standards of what a quarterly progress report entail, especially the portfolio of evidence and because the main problem stems from the definition of what constitutes departmental performance. In determining what needs to be done, the effectiveness suffers since we opt for mainly indicators that are “safe”, that the department are sure they can achieve and not necessarily those that will enhance organizational performance. The study revealed that each programme manager should monitor and evaluate his/her processes on a continuous basis without having to wait for M&E unit. M&E unit will then provide an objective evaluation of the process already in place and constant engagement between M&E unit and line management, feedback sessions between staff and M&E unit are essential about the achievement of targets as outlined in the APP and Operational Plan. The study further revealed that there should be continuous meetings to discuss how directorates should sufficiently report on their quarterly targets to avoid inadequate reported information and the department must go step by step in performing activities towards achieving a set vision and on way to the vision, not forgetting to take away risks that may take us to another direction that was not intended as per our vision. The study thus recommends that, inter alia, the department must introduce strong mechanisms to deal with non-implementation of corrective measures regarding under performance and the poor quality of information provided in performance reports related to the performance indicators in the Annual Performance Plans.The introduction of an early warning sign system to warn all programmes when the performance of their planned indicators are not be achieved. The Top Management should continue to use the performance management information as the tool to improve the organisational performance by linking and aligning individual, team and organisational objectives and results, it also provides a means to recognise and reward good performance and to manage under-performance. However the Top Management should be able to conduct in-depth analysis into underperformance to detect whether the underperformance is related to the bad crafting of the indicators or if it relates to the work not done. The department should invest money on training of officials in M&E because it plays a critical role supporting performance management at various levels, in that it contributes to a thinking that is results oriented and also provides methodological options to support performance management. This means that all officials must be capacitated to manage M&E systems in the department that will ensure the production of accurate, objective and reliable information. The M&E unit in the department must facilitate such skills development and provide reasonable technical support where required. The training could be designed to instill a deeper understanding and knowledge of the concepts of M&E and their correct application in order to avoid misunderstandings and misinterpretations which could hinder the achievement of the desired results.