Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2018. / This study examines and identifies evidence of employees’ perception of their supervisors’ influence on role stress, performance and job satisfaction. This study provides an opportunity to understand how the extent of influence is impacted by the elements of role stress: ambiguity and conflict, performance and job satisfaction. Evidence of employees’ perception was elicited using a quantitative survey instrument and administered to 300 respondents from participating stores. The responses were analysed using the Statistical package SPSS (version 19). The study found evidence of influence on elements of role stress (significant – ambiguity, but not-significant – conflict): with both job satisfaction and performance (significant). These findings contribute to the understanding of the perceived supervisor’s influence over role stress, job satisfaction and performance. The study concludes that although there is evidence of supervisor’s influence on role stress, performance and job satisfaction, the influence on role stress is balanced significantly between ambiguity and conflict compared to job satisfaction and performance. The role of employees is depending on the employees social and economic context and could determine ambiguity and conflict level without a supervisor. It would be incumbent on the supervisors to moderate their supervisory function according to the employee’s role and responsibility for an improved performance and satisfaction outcome.

The general purpose of this study was to determine the impact that the match of mentor and mentee had on the success of the mentoring relationship. The leadership style of the mentor and the reporting style of the mentee were determined and effectiveness of the match was determined. This was done in order to determine the impact of the match between mentor and mantee on the quality of the mentoring relationship. The study was conducted within a local government milieu with a sample of 34 mentors and 40 mentees, thus a total of 40 mentoring pairs. These participants were all part of a formal mentorship programme within the organisation. The findings indicated that when leadership and reporting styles of mentoring pairs are complementary it will not have a significant effect on the success of the mentoring relationship. It furthermore suggests that careful consideration should be given in selecting participants before initiating mentorship programmes. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

As the literature on work–family conflict grows and absenteeism increasingly comes into the spotlight, one cannot help but ask the question: “What is an acceptable absenteeism rate and how can an organisation control and manage absenteeism?” With current absenteeism rates as high as 12% and with an estimated R12 million lost per annum because of absenteeism, the idea of an on-site employer-sponsored childcare facility seems viable. The purpose of this study is to examine the relationship between absenteeism and on-site employer- sponsored childcare. The following dimensions of absenteeism will be examined over a period of a year: absence frequency, absence intensity, attitudinal absence and medical absence. The results of two companies, one with a facility and one without, will then be compared in order to establish the relationship between absenteeism and an on-site facility. To date, evidence remains mixed and the ongoing challenge of establishing real return on equity remains a major barrier to the support of on-site employer-sponsored childcare. / Industrial and Organisational Psychology / M. A. (Industrial and Organisational Psychology)

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.

This study examined the relationship of managers' relational messages with employees' communication satisfaction, as well as compliance-gaining requests and participants gender in superior-subordinate communication.

The purpose of this study was to look at the social facilitation effect and analyze it as it pertains to employee electronic performance monitoring .

A pre- and postexperimental design with a control group was used to evaluate the effectiveness of a management development program. Subjects were 48 first line staff supervisors employed by a major manufacturing company. The training group subjects (n = 24) attended the company's 1-week training program. Subjects in the control group (n= 24) were similar with respect to plant location, job assignment, etc. A 42-item employee-opinion questionnaire was constructed to measure supervisory style and work.-group climate. The subjects' subordinates (n = 313) completed the questionnaire before and after training. Eleven items identified by content analysis as most relevant to the training content comprised the measure of training effectiveness. An analysis of covariance was performed using the pretest as the covariate. Results indicated no significant training effects.

The last eighty years have seen some dramatic changes occurring in the business community, particularly in the area of management leadership. Most significant in this regard is the increased emphasis upon human relations in management. The purpose of this paper is to examine the effects that this trend has had on methods of management currently practiced. This is done by means of a survey of supervisors and subordinates conducted in the Dallas metroplex area. The results of this survey suggest that a good supervisor is neither authoritarian nor permissive per se, but rather he is one who recognizes and responds to the variables which determine whether the human relations management approach or the more rigid scientific approach will best suit his particular leadership situation.

Thesis (M. A. (Social Work)) -- University of Limpopo, 2017 / Social Work supervisors experience a lot of challenges when supervising inexperienced social workers. The overall aim of the study was to explore and describe experiences of social work supervisors in supervising inexperienced social workers in the Department of Social Development Malamulele Area Office. The study objectives were to identify supervisors’ training needs that enable them to manage inexperienced social workers; to appraise how supervisors manage poor confidence among inexperienced social workers; to assess how supervisors manage time to meet deadlines coupled with supervising; and to establish knowledge gaps between supervisors and inexperienced social workers in terms of relevant theories, skills and techniques. The researcher used both explorative and descriptive research designs. The data was collected through semi-structured face-to-face interviews from eight (8) social work supervisors who are employed by the Department of Social Development, Malamulele area office. The sample consisted of social work supervisors who were available and ready to participate in the study. Eight social work supervisors who had supervised inexperienced social workers were interviewed. The researcher followed the steps of thematic data analysis which are transcription of data, checking and editing, analysing and interpretation, and generalisation to analyse data. Ethical considerations such as voluntary participation, permission to conduct the study, anonymity, confidentiality and no harm to respondents were considered. The researcher found that Social Work supervisors who render supervision do not have relevant and up-to-date theoretical knowledge. They still apply relevant theories that they learned during their time as undergraduate Social Workers, and the fact that they do attend supervisory training makes the supervision to be poor. The researcher found that a lot of Social Work supervisors rely on their experiences because they do not have formal supervision training. The researcher also found that inexperienced Social Workers are not receiving enough supervision from their supervisors. The researcher concluded that these Social Workers are receiving enough supervision because their supervisors have a lot of work such as attending clients and meetings. Social Work supervisors in Malamulele area office are currently practising without supervisory training, but they are appointed based on their working experience. The researcher recommended that the Department of Social Development, Vhembe x District Municipality should encourage inexperienced Social Workers and supervisors to attend courses in supervision offered by different service providers and to understand their role.

This research mainly examines the superior-subordinate relationship between Japanese managers and Thai subordinates working in joint ventures in Thailand, especially the management style of the Japanese and the reactions of the Thais, Cultural adaptation of Japanese expatriates and Thai subordinates is also explored. Through this study, we gain better understanding of the Japanese-Thai interpersonal relationships, communication patterns, work ethics, and other cultural values with particular emphasis on recurring themes such as concepts about work, vertical relationship, authority and supervision style, and gender issues. The in-depth interviews were conducted with ten Japanese managers, six Thai managers, and 12 Thai subordinates in Thailand in 2001. Findings show that although there are some similarities in Japanese and Thai cultural values at work, conflicts, frictions, and misunderstandings still exist between Japanese superiors and Thai subordinates because of their cultural differences. Both parties also have some stereotypes and negative myths of the other party. Concerning concepts about work, Japanese superiors prefer immediate actions from their Thai subordinates when problems arise whereas when the Thais encounter some difficulties in solving problems, they hesitate to inform their superiors. Since there is no clear job description in Japan, the Thais often feel uncomfortable when their job responsibilities overlap with their colleagues. Moreover, unlike Japanese people, Thai employees do not have a strong commitment to the company. Vertical relationship explores how the Japanese and the Thais build and maintain their relationships at work and after work hours. The Japanese believe that relationships should follow job accomplishment while the Thais think that good relationships should be established before working. After-hour activities are suggested as means to strengthen relationships between superiors and subordinates. Furthermore, Japanese superiors tend to use different strategies to supervise their Thai subordinates; those strategies include scolding, expecting expression of opinions, information sharing, and delegation of authority in decision making processes. However, the strategies seem not to work properly in Japanese-Thai joint ventures due to cultural differences at work. Although gender can be a barrier in career advancement in Japan, Japanese expatriates do not see this as the case in Thailand. However, most of the Thai female subordinates complained that women were less likely to get promotions while Thai male subordinates thought that career advancement was blocked because managerial positions were occupied by and reserved for Japanese expatriates. At the end, three cases are presented to illustrate how Japanese superiors and Thai subordinates adjust in intercultural work settings. Each case consists of two individuals' work experience and adaptability. We can see the importance of individual differences as some Japanese superiors and Thai subordinates realize cultural differences and try to adjust to the intercultural work settings while others hold back and, finally, resign from the company. To avoid conflicts and misunderstandings, and to work together effectively, Japanese managers and Thai subordinates should realize their cultural differences and learn the other's culture. If problems arise, they should be open-minded and willing to help each other solve the problems. / Graduation date: 2004