Thesis (PhD)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: This study is rooted in career psychology with implications for career management. In addition, the study draws from various fields including the positive organisational behaviour paradigm. The underlying assumption of this study is that certain organisational and individual factors influence the experience of subjective career success amongst black employees in the South African work environment. In order to evaluate this assumption an attempt was made to gain an understanding of the antecedents of subjective career success. An overview of the literature led the researcher to the conclusion that transformational leadership, job resources, supportive organisational climate, psychological empowerment, and psychological capital (PsyCap), could be regarded as antecedents of subjective career success. Based on the literature, a theoretical model was developed that portrays a sequential process within which the identified variables play roles that vary in salience, depending on the stage in the sequential process. A mixed-methods research design was employed to guide the investigation. More specifically, the study consisted of a qualitative strand, followed by two quantitative strands. In the qualitative strand (Phase 1), a semi-structured interview was used to obtain information about the factors influencing career success from 30 black employees in white-collar jobs from three different South African organisations. The purpose of the qualitative strand was two-fold, firstly to seek confirmation that the instruments utilised covered the most salient issues. Secondly, to obtain guidance on how to supplement constructs that were not adequately covered, before continuing with the subsequent quantitative strands. The outcome of Phase 1 provided evidence of sufficient coverage of the variables as based on the literature review. However, it was decided to add three questions to the job resources measuring instrument, as well as two items to the supportive organisational climate instrument. During both the quantitative strands, survey research was used. To facilitate the collection of data during the survey research, an electronic web-based questionnaire was compiled. Standardised questionnaires were utilised to measure each of the ten constructs. The purpose of Phase 2 was to pilot test the composite questionnaire. A total of 220 usable questionnaires were analysed during Phase 2 with regard to the psychometric properties associated with each of the constructs. Evidence of the psychometric properties was obtained by means of internal consistency, confirmatory and exploratory factor analysis. All the instruments used in Phase 2 had acceptable reliabilities and goodness-of-fit, with the exception of the psychological capital instrument (PCQ). More specifically, less than satisfactory reliability coefficients were observed for resilience (α= .60) and optimism (α= .48). On the basis of this, no changes were made to the content of the instruments for use in Phase 3. However assumptions about the factorial structure of the job resources scale had to be revisited. The outcome of Phase 2 was a set of reliable and valid measuring instruments that could be used with confidence. The purpose of Phase 3 was to evaluate thirteen propositions guiding the current study. A total of 418 usable questionnaires were analysed during Phase 3. During Phase 3, further confirmation was found that all the instruments used had acceptable reliabilities, as well as goodness-of-fit. In addition, correlation analysis, step-wise multiple regression and structural equation modelling (variance and covariance-based) were employed. All the independent variables were significantly related to the dependent variable, subjective career success, except for objective career success (past). Job resources, psychological capital and supportive organisational climate, however, were the only significant predictors of career success. In order to evaluate the appropriateness of the proposed sequential model, both variance and covariance-based structural equation modelling were used. Model exploration was facilitated by the use of variance-based structural equation modelling. Both non-significant paths, as well as significant, but weak paths, were removed during the exploration process. The covariance-based approach allowed the utilisation of modification indices to arrive at an optimal model. A model consisting of only the significant paths were subjected to covariance-based structural equation modelling. The modification indices suggested adding three direct paths between subjective career success and transformational leadership, job resources, as well as supportive organisational climate. However, in the optimal model, the direct path between transformational leadership and subjective career success was excluded due to not being statistically significant. In the optimal model all the proposed paths were significant. Acceptable goodness-of-fit was obtained for this optimal model. The results of Phase 3 provided evidence supporting the majority of the thirteen propositions that guided the current study. With the unique combination of variables, this study can be seen as making a contribution to the existing theory and literature by explicating the interrelationships between transformational leadership, job resources, supportive organisational climate, psychological empowerment, psychological capital (PsyCap), and subjective career success. The researcher made recommendations for future research, as well as for scientific and practical interventions regarding the development of subjective career success. / AFRIKAANSE OPSOMMING: Hierdie studie is gegrond in loopbaansielkunde met implikasies vir loopbaanbestuur. Hierbenewens het die studie op verskeie velde gesteun, insluitend, en veral, die positiewe organisatoriese gedragsparadigma. Die onderliggende aanname in die studie was dat die ervaring van subjektiewe loopbaansukses onder swart werknemers in die Suid-Afrikaanse werkomgewing deur sekere organisatoriese en individuele faktore beïnvloed word. Ten einde hierdie aanname te evalueer, is gepoog om ’n begrip te vorm van die aanleidende oorsake van subjektiewe loopbaansukses. ’n Literatuuroorsig het die navorser tot die slotsom gebring dat transformasionele leierskap, werkhulpbronne, ondersteunende organisatoriese klimaat, sielkundige bemagtiging en sielkundige kapitaal (PsyCap) as oorsaaklike faktore van subjektiewe loopbaansukses beskou kan word. ’n Teoretiese model wat op die literatuur gebaseer was, is ontwikkel om ’n opeenvolgende proses waarin die geïdentifiseerde veranderlikes wissellende rolle ten opsigte van prominensie speel, weer te gee. ’n Gemengde-metodes-ontwerp is in die navorsing gebruik om die ondersoek te rig. Meer besonderlik het die studie ’n kwalitatiewe fase behels, wat deur twee kwantitatiewe fases gevolg is. In die kwalitatiewe fase (Fase 1) is semigestruktureerde onderhoude met 30 swart gesalarieerde werknemers in drie verskillende Suid-Afrikaanse organisasies gevoer om inligting oor die faktore wat loopbaansukses beïnvloed, in te win. Die doel van die kwalitatiewe fase was tweeledig: eerstens om bevestiging te verkry dat die instrumente wat gebruik is, die mees belangike kwessies gedek het. Tweedens was die doel om uit te vind hoe om die konstrukte wat nie behoorlik gedek is nie, aan te vul voordat daar met die daaropvolgende kwantitatiewe fases voortgegaan word. Die uitkoms van Fase 1 het getuienis gelewer dat daar, soos op die literatuuroorsig gebaseer, voldoende dekking van die veranderlikes was. Daar is egter besluit om drie vrae by die meetinstrument vir die meet van werkhulpbronne by te voeg, sowel as om twee items by die meetinstrument vir die meet van ondersteunende organisatoriese klimaat by te voeg. Opname-navorsing is gedurende beide kwantitatiewe fases gebruik. ’n Elektroniese web-gebaseerde vraelys is opgestel om die opname-navorsing te vergemaklik. Gestandaardiseerde vraelyste is gebruik om elk van die tien konstrukte te meet. Die doel van Fase 2 was om ’n voortoetsing met die saamgestelde vraelys uit te voer. Twee honderd en twintig bruikbare vraelyste is gedurende Fase 2 ontleed met betrekking tot die psigometiese eienskappe wat met elk van die konstrukte geassosieer was. Getuienis omtrent die psigometriese eienskappe van die meetinstrumente is deur middel van interne konsekwentheid, en bevestigende en ondersoekende faktorontleding verkry. Al die instrumente wat in Fase 2 gebruik is, het aanvaarbare betroubaarheid en goeie passing getoon, met die uitsondering van die sielkundige kapitaal (PsyCap) instrument, meer spesifiek, minder aanvaarbare vlakke van betroubaarheid is gevind in die geval van veerkragtigheid (α= .60) en optimisme (α= .48). Daar is egter geen veranderinge vir gebruik in Fase 3 aan die inhoud van die instrumente aangebring nie. Aannames ten opsigte van die faktoriale struktuur van die werkhulpbronneskaal moes egter hersien word. Die uitkoms van Fase 2 was ’n betroubare en geldige stel meetinstrumente wat met vertroue gebruik kon word. Die doel van Fase 3 was om die dertien hipoteses wat die huidige studie gerig het, te evalueer. Hiervoor is 418 bruikbare vraelyste tydens Fase 3 ontleed. Verdere bevestiging dat al die instrumente aanvaarbare betroubaarheid, asook goeie passing getoon het, is tydens Fase 3 verkry. Daarbenewens is korrelasie-ontleding, stapsgewyse meervoudige regressie en strukturele vergelykingsmodellering (variansieen kovariansie-gebaseerd) gebruik. Behalwe vir objektiewe loopbaansukses (vorige), was al die onafhanklike veranderlikes beduidend verwant aan die afhanklike veranderlike, naamlik subjektiewe loopbaansukses. Werkhulpbronne, sielkundige kapitaal en ondersteunende organisatoriese klimaat was egter die enigste beduidende voorspellers van loopbaansukses. Beide variansie- en kovariansie-gebaseerde strukturele vergelykingsmodellering is gebruik om die toepaslikheid van die voorgestelde konseptuele model te evalueer. Verkenning van die model is met gebruik van variansie-gebaseerde strukturele vergelykingsmodellering bewerkstellig. Beide nie-beduidende bane, sowel as beduidende, maar swak bane, is tydens die verkenningsproses verwyder. Met die benutting van modifikasie-indekse het die kovariansie-gebaseerde benadering dit moontlik gemaak om ’n optimale model daar te stel. Die model, wat slegs uit die beduidende bane bestaan het, is aan kovariansie-gebaseerde strukturele vergelykingsmodellering onderwerp. Die modifikasie-indekse het die toevoeging van drie direkte bane tussen subjektiewe loopbaansukses en transformasionele leierskap, werkhulpbronne, en ondersteunende organisatoriese klimaat voorgestel. In die optimale model is die direkte baan tussen transformasionele leierskap en subjektiewe loopbaansukses egter uitgeskakel omdat dit nie statisties beduidend was nie. Al die voorgestelde bane was in die optimale model beduidend en goeie passing is vir hierdie optimale model verkry. Die resultate van Fase 3 het bewys gelewer vir die aanvaarding van die meerderheid van die dertien hipoteses wat die huidige studie gerig het. Vanweë die ontwikkeling van die onderlinge verband tussen transformasionele leierskap, werkhulpbronne, ondersteunende organisatoriese klimaat, sielkundige bemagtiging, sielkundige kapitaal (PsyCap), en subjektiewe loopbaansukses, kan hierdie studie, met hierdie unieke samestelling van veranderlikes, as bydraend tot die bestaande teorie en literatuur beskou word. Die navorser doen aanbevelings vir toekomstige navorsing, sowel as vir wetenskaplike en praktiese intervensies ten opsigte van die ontwikkeling van subjektiewe loopbaansukses.

Purpose – The primary aim of the study was to establish to what extent company vision impacted on productivity, profitability, morale and the quality of product at Borbet SA. Borbet SA is an aluminium wheel manufacturer situated in Port Elizabeth, Eastern Cape, South Africa. The secondary aim of the study was to establish whether the vision would be reached by applying the company values in action at Borbet SA. Methodology – Seventy-seven respondents employed at Borbet SA completed a Likert Scale Questionnaire to measure their knowledge and application of the company vision and values. The research study made use of a combination of qualitative and quantitative research approaches. The research study was qualitative as the topic was subjective to perception of the participants. However, the data was to be analyzed quantitatively through statistical practices. Findings – Overall, the participants were 99 percent aware of the vision statement at Borbet SA. Therefore, Borbet SA had succeeded in making company vision a part of their business strategy. The successful implementation of a vision and values at Borbet SA have improved productivity, profitability, morale and quality of product at the company. The study’s main findings were that employees between the ages of 18 – 29 years were especially optimistic of the company vision and values. Employees working at Borbet SA for between 4 – 5 years and working at Borbet for between 0 – 3 years tended to be more unenthusiastic about company vision and values. Middle management, including supervisors and team leaders, were also pessimistic about certain aspects concerning the vision of the company. Research limitations – One of the limitations of the research were that only 77 of the workforce completed the voluntary questionnaire. The questionnaire was in English and this was not the first language of the majority of the employees at Borbet SA. This could have prevented them from completing the questionnaire because they might not have felt confident in responding in ii English. Educational levels could also have influenced the response to the questionnaire seeing that not all employees had the same educational levels and, thus, this could have been intimidating. Recommendations – The main recommendation was that a mentoring programme be implemented in which younger and older employees could motivate each other and build morale. The management of Borbet SA was recommended to have team building sessions with middle management, supervisors and team leaders to build morale and optimism in these groups. Employees working for 4 – 5 years needed to be evaluated and motivated as some of them could have felt stagnant in their job positions.

Submitted in fulfillment oof part of the requirements for the Masters ooff Business Administration, Durban University of Technology, Durban, South Africa, 2017. / Small businesses form the backbone of any nation’s economy, especially where unemployment is extremely high. South Africa is one of the many countries that struggle with low economic growth resulting in low employment. This study investigates the relationship between entrepreneurial orientation, business performance and competitive advantage. South Africa’s small business sector is under pressure as evidence exists that the failure rate is well above 70 percent, and to an extent, up to 90 percent depending on various conditions. This study was conducted in Durban, South Africa. The study sought to answer the two questions namely: a) Is there a significant relationship between entrepreneurial orientation and business performance? and b) Is there a mediating role of competitive advantage in the relationship between entrepreneurial orientation and business performance? These questions were targeted to small business owners or managers in Durban, South Africa. Therefore, 177 participants responded, and both questions were tested and yielded positive results. Data were collected by means of a questionnaire consisting of 24 items. Indeed, the finding was that there is a positive and significant relationship between entrepreneurial orientation and business performance, and that competitive advantage does mediate the relationship between business performance and entrepreneurial orientation. Finally, many studies examined in this study support the findings of this research pointing out that a strong positive relationship exists between business performance and entrepreneurial orientation. Similarly, there seems to be an agreement that there is some relationship between competitive advantage, entrepreneurial orientation and business performance. However, the literature reviewed did not clarify if competitive advantage does actually mediate the relationship between entrepreneurial orientation and business performance whilst this study found that mediation does exist between the entrepreneurial orientation and business performance link. Hence, small businesses need to learn more about this relationship so to take advantage of possible synergies that may arise from it. Further, both the government of South Africa and the private sector should keep supporting small businesses by making use of research studies like this one and many more which are based on theory and practice. / M

Submitted in fulfillment of the requirement for a Masters of Management Sciences: Human Resources Management, Durban University of Technology, Durban, South Africa, 2017. / Modern human resource management practices have the potential to ensure successful businesses and organisations. This is more so where the most significant resource in the organisation are people. This study seeks to examine the leadership and managerial style that ideally could be useful in promoting and developing sustainable businesses with the focus of the study being in community arts centres. This study may be able to contribute to identifying and/or developing future entrepreneurs who may have an interest in opening their own community arts centres and businesses. The results of successful art centres may result in a proliferation of such centres and ultimately offering alternative careers and the opportunities for growth and development for the young South African. This may result in the creation and development of a more robust creative art and drama industry. While it is acknowledged that various other resources are critical for a business to develop including finance, the focus on the management of people forms the basis of this research. The Department of Arts and Culture has identified cultural industries as one of the drivers of economic growth and job creation. Early indications are that the cultural industries are already making a significant contribution to the country’s Gross Domestic Product. The Department of Trade and Industry estimates that the craft sector alone contributes about R2-billion (about 200 million Euros) or 0.14% to South Africa’s GDP annually (Department of Arts and Culture 2013). Community art centres could be the seeds for the growth of the cultural industry. The study included 101 participants, made up of eight (8) centre managers, 69 administrative staff members and 24 centre users. The key findings in this study covered the identification of the leadership, managerial qualities and attributes needed by owners and employees to successfully run/manage a business such as community art centre; to determine whether there is leadership development taking place as a strategic intent so that the next level of managers can head up these centres as well as encouraging some staff to pursue the entrepreneurial route and finally examining human resource principle, processes and practices that are useful when leading and managing a successful community arts centres. / M

The purpose of this study is to investigate the influences, outcomes and degree of employee engagement, as it relates to business success of Johnson Controls. The research was conducted by questionnaire using a sample of 120 employees of Johnson Controls Uitenhage Plant. The sample represents 45 percent of the total population of 267 employees. The study discusses certain key influences of engagement - the degree to which employees are engaged and the resultant outcomes of employee engagement. The result of the study proves that communication, leadership behaviours, policies, practices, recognition and rewards are real factors influencing engagement. The study also validated that productivity, safety, customer satisfaction, employee retention and quality are outcomes of engagement. A strong relationship was found to exist between employee engagement and business success. The study also found that a strong relationship exist between leadership behaviours, policies and procedures, and recognition and rewards. Communication was found to have no relationship with employee engagement.

A prestudy by the author of the assistance available to small business owners in South Africa revealed that although much assistance is available, many small businesses still fail. The question that arose was whether small business owners are receiving the proper assistance in respect of the right functional areas of the business, for the appropriate duration, at the right stage of the business life cycle and by the right people. Taking all these issues into account, the main purpose of this study was to determine what types of business interventions have the greatest impact on the success of entrepreneurs and small and medium enterprise owners. The literature study includes the history of small business development in South Africa and the interventions that have taken place in this and other countries. It also provides a definition of a successful small business and the generic business needs of small business owners. The sample used in this study was drawn from the members of the Confederation of Employers of South Africa (Cofesa). The research findings of this study are reliable for the SME owners who are members of Cofesa. The Cofesa group is not representative with regards to demographics, location, economic sectors or qualifications of South African SMEs. The following are some of the findings of the study of successful small business owners: * They generally make use of assistance in the areas of finance, marketing and human resources. * Most of them make use of assistance on a continuous basis during all the stages of the business life cycle, suggesting the way forward for aspirant business owners who should start making use of assistance even before starting their businesses. * Consultants or business specialists are mainly used for assistance. * More than two-thirds of the business owners thought that their businesses were more successful after they had received assistance. * The assistance was neither the cause of failure nor was it the main cause of their success. Assistance is a contributing factor to success but not the main reason for it. The success of a SME will depend mainly on other factors such as type of product, product quality and marketing. Assistance, however, proves vital and should first be provided for the areas as identified by the respondents in this study (mainly finance, marketing and human resources). / Business Management / D. Com.

This doctoral dissertation utilizes survey research design and an interview research design to compare the influence of cultural factors on successful succession in South African and American family owned business (FOB’s). The target populations consisted of owner managers and successors of FOB’s located in two countries: USA (State of Indiana) and South Africa (Indian South Africans). The qualitative research methodology was based on 1:1 interviews with 10 FOB’s in South Africa and the USA. The survey research methodology was based on a cross-sectional survey and the research design was correlational. The independent variables included nine cultural dimensions of the target populations measured using a dedicated survey instrument. The dependent variable (Perceived Success) was the relative success of each participant in the target population, with respect to his/her alleged levels of accomplishment in the succession processes. The demographic characteristics of the members of the target populations were also recorded. Correlative relationships between nine reliably measured cultural dimensions, seven demographic characteristics, and the Perceived Success of the succession process were identified. Differences between the populations in USA and South Africa were apparent. Multiple Linear Regression analysis indicated that the most important predictor of Perceived Success in the USA population was Performance Orientation, followed in rank order by In-Group Collectivism, Assertiveness, and Uncertainty Avoidance. Demographic variables had no significant effect on the relationship between Predicted Success and the cultural dimensions of the USA population. In comparison the most important predictor of Perceived Success in the Indian South African population was Uncertainty Avoidance, followed in rank order by Performance Orientation, Future Orientation, the age of the participant, and the number of people who worked in the participant’s organization. The combined model between the USA and the Indian South African FOB’s indicated that the most important predictor for perceived success was Uncertainty Avoidance, followed in rank order by In- Group Collectivism, Performance Orientation and Assertiveness. Evidence is provided to conclude that the relative importance of cultural dimensions and demographic characteristics to the succession planning of owner managers and successors in South Africa was significantly different to those of their western counterparts.

This doctoral dissertation utilizes survey research design and an interview research design to compare the influence of cultural factors on successful succession in South African and American family owned business (FOB’s). The target populations consisted of owner managers and successors of FOB’s located in two countries: USA (State of Indiana) and South Africa (Indian South Africans). The qualitative research methodology was based on 1:1 interviews with 10 FOB’s in South Africa and the USA. The survey research methodology was based on a cross-sectional survey and the research design was correlational. The independent variables included nine cultural dimensions of the target populations measured using a dedicated survey instrument. The dependent variable (Perceived Success) was the relative success of each participant in the target population, with respect to his/her alleged levels of accomplishment in the succession processes. The demographic characteristics of the members of the target populations were also recorded. Correlative relationships between nine reliably measured cultural dimensions, seven demographic characteristics, and the Perceived Success of the succession process were identified. Differences between the populations in USA and South Africa were apparent. Multiple Linear Regression analysis indicated that the most important predictor of Perceived Success in the USA population was Performance Orientation, followed in rank order by In-Group Collectivism, Assertiveness, and Uncertainty Avoidance. Demographic variables had no significant effect on the relationship between Predicted Success and the cultural dimensions of the USA population. In comparison the most important predictor of Perceived Success in the Indian South African population was Uncertainty Avoidance, followed in rank order by Performance Orientation, Future Orientation, the age of the participant, and the number of people who worked in the participant’s organization. The combined model between the USA and the Indian South African FOB’s indicated that the most important predictor for perceived success was Uncertainty Avoidance, followed in rank order by In- Group Collectivism, Performance Orientation and Assertiveness. Evidence is provided to conclude that the relative importance of cultural dimensions and demographic characteristics to the succession planning of owner managers and successors in South Africa was significantly different to those of their western counterparts.

A prestudy by the author of the assistance available to small business owners in South Africa revealed that although much assistance is available, many small businesses still fail. The question that arose was whether small business owners are receiving the proper assistance in respect of the right functional areas of the business, for the appropriate duration, at the right stage of the business life cycle and by the right people. Taking all these issues into account, the main purpose of this study was to determine what types of business interventions have the greatest impact on the success of entrepreneurs and small and medium enterprise owners. The literature study includes the history of small business development in South Africa and the interventions that have taken place in this and other countries. It also provides a definition of a successful small business and the generic business needs of small business owners. The sample used in this study was drawn from the members of the Confederation of Employers of South Africa (Cofesa). The research findings of this study are reliable for the SME owners who are members of Cofesa. The Cofesa group is not representative with regards to demographics, location, economic sectors or qualifications of South African SMEs. The following are some of the findings of the study of successful small business owners: * They generally make use of assistance in the areas of finance, marketing and human resources. * Most of them make use of assistance on a continuous basis during all the stages of the business life cycle, suggesting the way forward for aspirant business owners who should start making use of assistance even before starting their businesses. * Consultants or business specialists are mainly used for assistance. * More than two-thirds of the business owners thought that their businesses were more successful after they had received assistance. * The assistance was neither the cause of failure nor was it the main cause of their success. Assistance is a contributing factor to success but not the main reason for it. The success of a SME will depend mainly on other factors such as type of product, product quality and marketing. Assistance, however, proves vital and should first be provided for the areas as identified by the respondents in this study (mainly finance, marketing and human resources). / Business Management / D. Com.

Thesis (MTech (Business Administration (Entrepreneurship))--Cape Peninsula University of Technology, 2017. / Family-owned businesses have long played a significant role in the economies of the developed countries and are rapidly becoming an equally dominant force in those of developing countries. Family businesses are also recognised as a potential driver of economic growth and the creation of wealth throughout the world. The significant contribution which family businesses have been making to the South African economy over the last 300 years is made evident by the fact that approximately 80% of businesses in South Africa could be classified as family businesses and the equally compelling fact that they comprised of the order of 60% of the companies which were listed on the (JSE) Johannesburg Stock Exchange during its infancy. The main objective of the study was to determine the drivers of planning for succession in family-owned businesses in the township of Gugulethu in Cape Town in South Africa. The study also undertook to investigate the challenges which family-owned businesses encounter as they endeavour to transfer ownership and control from one generation to the next. The fact that although family-owned businesses contribute significantly to the economy, very often they do not survive a generational transition provides ample justification for undertaking to determine the factors which contribute to successful successions. This research study took the form of a real-time, longitudinal study in which the researcher could experience how the succession process unfolds in the family-owned businesses of the respondents and participants who made up the research sample. The study made use of a mixed methods approach to collect and analyse the data. In the quantitative study, questionnaires were administered to 120 owners and managers of family-owned businesses, while the qualitative data were obtained from in-depth interviews with owners and managers. The quantitative data were analysed using the Statistical Package for the Social Sciences (SPSS) software, while the data which were obtained from the face-to-face interviews were analysed by means of thematic analysis.