published_or_final_version / Business / Doctoral / Doctor of Philosophy

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Real Estate and Construction / Doctoral / Doctor of Philosophy

<p><!-- /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin:0cm; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman"; mso-fareast-font-family:"Times New Roman";} @page Section1 {size:612.0pt 792.0pt; margin:70.85pt 70.85pt 70.85pt 70.85pt; mso-header-margin:36.0pt; mso-footer-margin:36.0pt; mso-paper-source:0;} div.Section1 {page:Section1;} --><p>En fungerande formell internkommunikation borde vara en grundförutsättning och självklarhet för att alla anställda i arbetslivet. Tyvärr händer det att den brister ibland vilket skapar konsekvenser för bland annat de anställda. Syftet med uppsatsen är att ge en bild av hur de anställda upplever bristen på formell internkommunikation samt vilka konsekvenser det ger för deras känsla av delaktighet, motivation, arbetsprestation samt arbetstillfredsställelse i det dagliga arbetet. Generellt sett så orsakar bristande formell internkommunikation en upplevelse av bristande kontroll samt olustkänslor hos de anställda vilket leder till att engagemanget för arbetet minskar. Framtida forskning bör fokusera på vilka konsekvenser bristande formell internkommunikation genererar, dels ur ett arbetstagarperspektiv men även hur bristande formell internkommunikation påverkar ett företags effektivitet och lönsamhet.</p></p>

This research tests the descriptive validity of Ouchi's model of organizational control when it is applied to auditing firms. An analysis of Ouchi's model and other writings indicates that the selection-socialization type of control (or clan control or control by a strong organizational culture) would be expected to be used in auditing firms and that it would he evidenced by similarities in values perceived to be held by clan members. Empirical evidence is gathered from graduating students who are accounting majors and from professional staff in auditing firms using SYMLOG to measure perceived values. This evidence provided some support for the descriptive validity of Ouchi's model, but the evidence is mixed. The sets of perceived values found in staff of auditing firms do not appear to come from a single set, but the perceived values of each firm are different. Offers do appear to be made to individuals who have different sets of perceived values when compared to people who did not receive offers. No evidence was found to indicate that length of association within firm results in more similar sets of perceived values being held by firm members.

No description available.

No description available.

Research is undertaken into the correlation between shared values and organisational performance. The issue of commitment continuity as a pre-requisite for improved financial and operational performance is investigated in detail. Emphasis is placed on the theories and nature of growth and sustainability; sustainable change within the organisation; and employee commitment emphasising aligned commitment as well as elements constituting the aligned commitment equation. The role of management has been identified as a determining factor that underlies the commitment of employees in an organisation. It is found that organisations should change their definition of “growth” from actual profits to the management of talent within the organisation in order to realise the benefits of sustained commitment. Literature studies into concepts such as shared values and shared vision and how these concepts can be inculcated into organisations through the implementation of effective change management processes is done. Should these concepts be universally accepted throughout the organisation, it will lead to organisational commitment which will eventually evolve into a commitment continuum. The presence of a commitment continuum will inevitably lead to the achievement of sustainable growth and a high performance culture within the organisation. To ensure the process is credible it should at all times adhere to both the spirit and letter of prevailing legislation and regulation as well as accepted norms of good practice. The impact that the concepts such as Knowledge, Information, Empowerment, Performance Strengthening and Shared Values have on the attainment of aligned commitment was examined. Also discussed were the comparisons between the South African and Namibian operations of the financial organisation. This research study was approached from a human perspective and should contribute towards the attainment of a commitment continuum within the organisation, through the aforementioned concept, with specific focus on Shared Values. The study includes both literature and empirical research. The study covers a numbers of disciplines that, when seen together, provides better understanding as how these constructs interact with one another in the attainment of sustained commitment and the presence of a commitment continuum. This, in turn, will lead to improved financial performance on the part of the organisation. The study has practical value in the sense that the newly adapted questionnaire and equation framework should enable organisations to measure the degree to which the influential constructs contributing to aligned commitment, already exist. The results show that a commitment continuum can be established in the financial services sector through aligned organisational commitment, the introduction and development of a shared values system and the establishment and acceptance of a shared vision. Coupled with organisational commitment, this will furthermore lead to growth and sustainability and a high performance culture being attained within the organisation. / MBA, North-West University, Potchefstroom Campus, 2014

The motivation of employees is a topic that has become popular in the business world and is a “centuries-old puzzle”. It is hard to argue with accepted wisdom (backed by empirical evidence), that a motivated workforce means better corporate performance. It leads to low rates of employee turnover and retention of key skills. However, this has not been the case in many companies, since many managers are either still reluctant to spend their company’s resources on motivating their employees, or lack the know-how and skills to be effective. The broad objectives of this study were to determine the effectiveness of the management practice within a Durban Manufacturing Plant’s Production and Logistics Division (DMP) in lieu of low employee morale resulting in high turnover and to grasp the motivation factors that would influence the retention of their salaried employees and improve performance. The methodology used encompassed data collection techniques using an electronic close-ended questionnaire. The design-approach of the research was quantitative. The sample of 207 salaried employees was drawn from the DMP, with a total population size of 207 salaried employees, representing a confidence level of 100%. The sample was composed of 77.5% males and 22.5% females. Of the sample, 18% were managers and above and 82% were sub-ordinates (14.5% assistant managers, 7.5% principal engineers and 60% other administrationsupport members). There were 200 respondents, resulting in a response rate of 96.62% and the data collected was validated-analysed using both descriptive and inferential statistics, with a Cronbach’s alpha of 0.82. The salient findings from the study were that motivation can significantly increase the performance of employees, whilst the management practice in the DMP was inconsistent and ineffective as they did not employ the process of motivation in their company. The study revealed that while there are many ways of motivating employees, the management of the DMP did not employ these methods to motivate their employees, resulting in low morale, leading to high turnover. The recommendations offered to the management of the DMP, actions to ensure sustainable motivation of their employees that will assist with future retention as well as significant improvements in their morale, and to create a consistently high-performing-thriving workforce, thereby boosting overall performance. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2012.