Since employee motivation contributes to overall organisational success, reliable motivation theory should inform management and reward practices. Yet, motivation theory is currently in a state of paralysis, with no constructive theorising taking place. Analysis of its methodological presuppositions reveals that it relies on out-dated binary thinking, prioritising, e.g. either a ‘machine-like’ (body driven) or ‘god-like’ (rationally driven) understanding of humanity. In this study it is argued that the revival of motivation theory requires a paradigmatic shift towards a complexity methodology because human motivation was found to be a complex system and must be theorised accordingly. It was found that McAdams’ theory of personality which brought together personality traits, conditioning, and motives could form the basis of a complex theory of motivation. On this basis, a complex model was developed which incorporated elements of existing motivational theories. This model proposed that drives, which motivate behaviour, are a combination of instincts, needs, and desires, mediated by personality traits, rational processing, and conditioning. All of these interconnected elements, as well as biological and environmental conditions, have an impact on, and are influenced by one another. For the purposes of understanding employee motivation the element of desire was isolated as a potential means to value segment employees. A Lacanian theory was utilised to elaborate on the element of desire. This theory postulated that individuals tend to display a dominance is one of nine kinds and modes of desire. An instrument was developed to test the applicability of the Lacanian model. It was developed in five phases which included three pilot studies and two samplings. A total of 591 respondents participated in the empirical research study with 428 in the first sample and 70 in the second; the remaining 93 made up the pilot studies. Unlike the initial version of the instrument used in the first sample (n=428) the data obtained by the last version (n=70) revealed that the instrument held some form of reliability and validity. Once analysed through descriptive and inferential statistics the data supported the view that individuals tended to display dominance in a kind and mode of desire as per the Lacanian model, and sufficient variance existed to preliminarily conclude that this model could be used as a means to value segment employees. Recommendations were as follows: (1) that complexity methodology should inform future motivation theorising, (2) that the proposed complexity models be further empirically tested, (3) that an adequately complex, flexible rewards system be considered, (4) that both managers and employees make use of the developed instrument to aid them in the selection of rewards that will lead to increased satisfaction.

Research applications in the field of positive organisational behaviour are developing as part of the paradigm of fortology. Both psychofortology and positive psychology support the development of the strengths (fortology) of human behaviour. Health and wellness research in working contexts build theory in the field of Industrial Psychology. The objective of the present research is to develop and test a holistic work-wellness model for employees of a life insurance organisation in South Africa. Holistic work-wellness research requires that wellness, organisational factors and individual dispositions be treated as part of an integrated and dynamic system. The relationship between these constructs provides some understanding of total work wellness. A cross-sectional survey designed was used with a sample of 673 participants. The 5 Factor Wellness Survey, the Maslach Burnout Inventory – General Survey, Utrecht Work Engagement Scale and the Job Diagnostics Survey were administered. The empirical research results have shown that a positive relationship exists between motivational job characteristics, sense of coherence, engagement and wellness. A somewhat negative relationship exists between burnout and wellness in the holistic work-wellness model. The structural equation modelling statistics provided reasonable goodness of fit indices with some room for modification. According tot the Root Mean Square Error of Approximation criterion, the results support the acceptance of the holistic work-wellness model. A path diagram, in which cause and effect arrows flow from the exclusive latent variable back to the primary factors, was developed. The development of this holistic work-wellness model addresses the research problem and builds theory with which to holistically understand work wellness. It can be concluded that the development of this particular model can be used in the insurance organisation to implement employee health and wellness care. The Indivisible Self: An Evidence-Based Model of Wellness that consists out of 17 wellness and 4 contextual factors were successfully applied as a clinical wellness model in an organisational context (Myers and Sweeney, 2005). A principle factor analysis confirmed the factor structure of previous wellness research for the first time in a South African study. Structural equation modelling statistics on the wellness model confirmed the 19-factor model with adequate goodness of fit indices. The empirical research data confirms The Indivisible Self: An Evidence-Based Model of Wellness for the insurance organisation. This wellness model can therefore be used as an independent wellness model to explain wellness from the theory and from the present empirical study. From the literature it is clear that research on wellness in relation to motivational job characteristics are developing as a research topic. The empirical research in the present study confirmed that a positive relationship exist between these two phenomena. Goodness of fit indices confirm that the six-factor motivational job characteristics model cannot be used as an independent model in the insurance organisation. Subsequently this did not validate the practically significant positive relationships in the independent job model. However these findings were still useful in an explorative study that focused on the development of a holistic work-wellness model. A strong sense of coherence can therefore be hypothesised to help employees to face stressful situations and to handle complex tasks because demands from the environment are understood and believed to be under their personal or significant others’ control. They are likely to regard the tasks as challenging enough to spend energy on. It can be described as the characteristic inherent to individuals, which assists them in their interaction with their work-environment and situations that might arise as a consequence thereof. Empirical statistical results indicated that the three factors meaning, comprehension and manageability are confirmed for the sense of coherence construct. A principle factor analysis confirmed reliable Cronbach alphas for meaning and comprehension in the present research. Structural equation modelling proves that the sense of coherence model cannot be used independently due to poor goodness of fit statistics. However, sense of coherence is still useful in the development of a holistic work-wellness model. The research results also showed that engagement could be considered a positive indicator of employee wellness. Findings validated and confirmed the factorial validity of vigour and dedication. Goodness of fit statistics produced goodness of fit indices of intermediate quality. Empirical statistics verified and validated burnout as a four-factor model. Researched statistics showed internally consistent results for the four-burnout subscales (exhaustion, cynicism, professional efficacy and cognitive weariness). It can be concluded that these factors are reliable and valid factors. Results from the structural equation modelling proposed good fit (RMSEA) for the four-factor burnout model, with some modification required to improve the other indicators. Conclusions and recommendations in terms of the implementation of managed health and wellness care for employees in the insurance organisation are based on the development of the holistic work-wellness model. Health and wellness programmes should be researched to develop the empirical application of the holistic work-wellness model. / Prof. R.P. De la Rey

Thesis (M. Dev.) -- University of Limpopo, 2016 / Wellness Management strives to meet the health and wellness needs of the public servants through diverse preventative and curative measures by customizing those aspects from traditional programmes such as Employee Assistance Programme (EAP), Work life Balance and, Wellness Management programmes. These are the most relevant and fit the uniqueness of the public service and its mandate. The provision of such diverse programmes is vital in the public service setting. In order to determine the effectiveness of these programmes, an evaluation is therefore necessary to validate its existence in fulfilling its objectives and furthermore, improving its performance. The aim of this research study was to evaluate the effectiveness of Wellness Management Programme (WMP) in the Department of Agriculture in the Capricorn District, concentrating on the provision, utilization and awareness of the programme. The study also investigate the benefits of the programme to both the employee and the employer and the extent to which they derive value in the programme. Supervisors and supervisees respectively were interviewed, and they both regarded the programme as effective and furthermore as a good and suitable option in improving job performance in the department. However, the utilization of the programme is mainly from employees in the administration field, with less utilization from technical employees, which further calls for promotion of the programme to technical/core employees and their management. The majority of respondents were aware of the programme and are currently satisfied with the accessibility of coordinators of the programme, although the challenge is still with EAP services. The centralisation of EAP at Provincial office delays progress and effective utilization of the services and therefore decentralisation of the services to district office, the recruitment of qualified professionals and establishment of EAP Advisory Committees are recommended. The majority of supervisors and supervisees who had utilised the services have seen improvements in their lives and their job performance, hence they still recommend the services to other colleagues. Management support and involvement through the provision of advises, budget and so forth is crucial in the improvement of the programme utilization.

The thesis focuses on the proposal of changes in a motivation system in the chosen company. The theoretical part explains basic terms, definitions and procedures that are connected to the analyzed topic. Second part of the paper introduces the company and analyzes the current state of a motivation system via company’s documents and a questionnaire. The last part includes the writer’s own suggestions of solutions resulting from the second part’s analysis.

No description available.

No / This paper aims to investigate the role of work locus of control (WLOC) as a moderator of the relationship between employee wellbeing and organizational commitment. Design/methodology/approach The paper reports on a quantitative study of middle level executives from motor‐cycle manufacturing organizations based in Northern India. The focus of the paper is to examine the predictive ability of wellbeing and the moderating effect of WLOC in predicting organizational commitment. Findings The results suggest that wellbeing is negatively related to conditional continuance commitment, whereby employees consider the advantages associated with continued participation and costs associated with leaving, and normative commitment, whereby employees feel they have moral obligations to remain with the organization. The presence of an external WLOC has a positive impact on the relationship. Wellbeing, as represented by a hassle‐free existence, predicts positive affective commitment with a particular organization, and internal WLOC as represented by effort influences the relationship negatively. Research limitations/implications Although a cross‐sectional study, its findings have implications for contemporary leadership and organizational psychology research and practice, particularly with regard to understanding of employee commitment in a progressively changing environment. Originality/value Studies examining the role of WLOC as a moderator of the relationship between wellbeing and organizational commitment are limited particularly in the context of post‐liberalization, as is the case with the manufacturing industry in India.

Purpose This study examined the extent to which the North-West University, Mafikeng Campus (NWU, MC) is managing to attract and retain properly qualified academics. Methodology This predominantly quantitative study has questionnaires responded to by hundred and sixty respondents and survey money responded to by fifty-two respondents were used to gather data from deans, directors and teaching staff at the NWU, MC and from other universities. Findings Attraction and retention of properly qualified and experienced academics emerges as a University's key strategic mandate as such personnel champions an institution's quest to deliver quality teaching-learning, research and community engagement. The study also notes that the NWU, MC is not doing well in terms of attracting and retaining properly qualified academics, a regrettable trend. The need for a proper mix of workload, work and personal life balance, remuneration and promotion among others emerged as key attraction and retention tenets. Conclusion The study concludes that attraction and retention of academics is a global challenge. The NWU, MC and other affected universities need to do all they can to curtail the challenge so that they can attract and retain properly qualified and experienced academics for them to boost their throughput and graduation rates. These achievements, among others would ensure that the university' customers would be satified at the same time the university would attract funding. Recommendation It emerges that a university that offers longer contracts stands better chances to attract and retain academics. To this end, this study shares several pertinent insights that can help the NWU, MC ameliorate the challenge. / Thesis (MBA) North-West University, Mafikeng Campus, 2012

This dissertation investigates the employee perception on the role of motivation in performance appraisal at Mintek. It highlights major problems of the current performance appraisal system) delineating the weakness and pitfalls of the current performance appraisal system. Performance appraisal can be a good way for organisations to boost employee's motivation and hone their competitive edge. However creating useful performance appraisal and making sure they are used effectively throughout an organisation is not easy. After a review of the literature relevant to performance management systems both over time and across different types of organisations, this dissertation confines its research to Mintek. The relevant literature has been visited and served as a secondary data that add value to the dissertation. Collation of the relevant data is followed by a discussion of the employee perception and the role of motivation in performance appraisal. The relative lack of research on employee perceptions on the role of motivation is the primary impetus of this study, which advances this important, but neglected research area by investigating potential predictors and consequences of role of motivation and perceptions with performance appraisal. The sample was drawn from Mintek employees who were cooperative in the execution of the study. As a result of this, the research on the subject has moved beyond limited confines of measurement issues and accuracy of performance ratings and has begun to focus more on motivational aspects of performance appraisal. The performance appraisal are intended to enhance overall organisational performance. unfortunately ongoing problems with performance appraisal can create challenges in trying to study relationships between individual performance and organisational performance. The findings of this study revealed that there is deficiency in performance appraisal supervisors are not properly trained, performance management system is not efficient and supervisors do not show concern. Mintek should improve its method of performance appraisal based on managers and supervisors knowledge and number of dimensions being appraised; look at the conclusion and recommendations made in this dissertation. / Thesis (MBA) North-West University, Mafikeng Campus, 2010

Retention of key productive employees is a major challenge for all organisations locally and internationally because the resulting churn created by replacing employees that voluntarily leave the organisation costs the business both directly and indirectly. The purpose of this study is to determine whether lack of talent management of employees is one of the causes of job dissatisfaction, to determine whether lack of talent management of employees contributes to employees’ intentions to leave an organisation and to determine whether talent management plays a positive part in retaining employees in an organisation. Three main themes are focused on in this report to identify and describe reasons for voluntary employee turnover in business organisations that have a profit objective, namely low job satisfaction and intent to leave an organisation, employee retention and talent management. One of the primary reasons that employees leave their current employer is better compensation from the new employer, however talent management in the form of personal development opportunities, opportunities for employees to use their skills and good career opportunities are important factors influencing an employee’s decision to stay. Factors contributing to a cumulative process of job dissatisfaction include perceptions of job inflexibility and control, employees feeling overworked, excessive workloads, concerns that existing management may not be able to effectively lead the organisation, lack of challenging work and not enough recognition for work performed and a poor work/life balance. Style of leadership plays an important role in affecting the level of job satisfaction and a more democratic style of leadership leads to better job satisfaction than a more autocratic leadership style. Job stress is also a major contributor to voluntary employee turnover as well as negative behaviour by employees feeling stressed at work. Effective talent management is essential to achieving organisational excellence and a driving force for business success. Recruiting the most talented employees may not be the best strategy for effective talent management as high fliers tend to leave organisations more quickly thereby generating significant employee turnover costs. Talent development is a more complex activity than many people responsible for HR in organisations realise. Coaching and mentoring are business tools of the 21st century and mentors enhance and can ensure the professional development and success of existing and new talented employees in organisations. HR personnel can have a positive impact on the value of an organisation through effective talent management by way of performance management, succession planning/decision analytics, targeted selection/talent reviews, development planning and support, career development, workforce planning and recruiting. Ignoring the problem of employee turnover is risky and reluctance by employers to invest resources in order to retain productive talent doesn’t help matters. Despite findings confirming that employees reach a decision to leave their current employer for something better, the leaving process remains a very complex process. The case study in this report found that job satisfaction of employees was a function of remuneration, performance appraisal and feedback, work context and working environment and the affect of leadership. Talent Management of employees in the case study was a function of motivation for superior performance, training and development, job enrichment (variety of jobs), performance reviews and attraction of talent (and opportunities for promotion). Employee Retention of employees in the case study was a function of leadership, employment equity and equal opportunity, and influence of manager (direct superior). All these factors are supported by existing academic findings both locally and aboard. Business leaders are increasingly acknowledging that talent does matter, but finding it difficult to measure precisely how valuable talent is. There are similarities between the reasons why employees in SA and the US leave organisations of their own accord. In SA there is a significant disconnect between what young, talented black employees want from their employer and what most corporate employers were offering leading to the damaging culture of ‘job hopping’. Money hardly played a role in the decisions of 65 percent of black employees that changed jobs at least once out of the three preceding years. Rather, ‘push’ or ‘pull’ factors influenced the employee’s decision such as culture clash and/or hostility at work and/or lack of recognition and the spirit of being an entrepreneur and personal growth/new challenge. Local research has found that the top five variables impacting on talent retention in SA are challenging and meaningful work, advancement opportunities, manager integrity and quality, empowerment and responsibility and new opportunities/challenges. Talent and knowledge management are linked and together form an important source of competitive advantage in the SA context and talent management should be a strategic business priority in order to retain employees for sustainable competitive advantage. The general conclusion of this report is that talent management in the role of employee retention cannot be seen in isolation. It needs to be considered along with factors influencing job satisfaction and employee retention. Results from the study indicate that organisations need to focus on all the above factors of job satisfaction, talent management and employee retention to address voluntary employee turnover in order to curtail the drain of talent from their organisations. These strategies should achieve outcomes such as preservation of sustainable competitive advantage, better motivated and effective employees generating better business results and an increase in value of the organisation as a whole. The research problem investigated in this study attempted to analyze whether lack of talent management of employees is a cause of job dissatisfaction and employee turnover in a specific case study of a regional office of a local South African bank. Existing literature on the subject of job satisfaction; employee retention and talent management does not describe the role talent management plays vis-à-vis other variables.The case study contained in this research could not reach any meaningful conclusions due to a very low response rate to the questionnaire on which the case study was based. Despite this limitation, general conclusions were drawn from existing academic literature and valuable findings extracted from a qualitative analysis of responses to the questionnaire. Recommendations are put forward in this report to guide organisations how to focus on factors that influence job satisfaction, talent management and employee retention which should assist in addressing employee turnover to curtail the drain of talent from local organisations.

Employee Engagement is a critical business issue for the pharmaceutical industry especially owing to the highly competitive nature of this industry. This research postulates that factors can be identified that promote employee engagement in the pharmaceutical manufacturing industry. The purpose of the study is to research the factors that contribute to employee engagement in the pharmaceutical industry and to make recommendations in line with the results obtained that may be appropriate and significant to assist the pharmaceutical industry / Graduate School of Business Leadership / (M.B.A.)