Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: As Continental Tyre SA strives to carve a path towards high performance, it is
critical that the nine (9) factors of workplace practices, suggested by David
Maister, are embraced fully and become integral part of its strategic direction.
To be able to achieve as a world-class low cost producer of quality tyres,
Continental Tyre SA will not only upgrade its technology and improve
processes, but also the development of its employees to their best ability is
imperative.
As the study findings have shown, there is an unwavering commitment and
enthusiasm from employees at Continental Tyre. Senior management must
capitalize on these positive results in building and instilling more pride, by
ensuring that employees are empowered and capacitated to fulfill their
personal ambitions and the goals of the organisation at large.
For Continental to deliver high quality and maintain supreme standards of
service as expected by its customers, they have to ensure that all employees,
as people who are in the front line of customer service, are equipped with
appropriate knowledge to understand all their products and the unique needs
of customers. Quality Systems have to be strengthened and updated regularly
through audits, so as to align with global best performers.
Another critical consideration of people management are coaching and
mentorship programs, that serve as a guide and support to employees
development processes. Employees must be encouraged to discuss the
issues that affect their performance within this relationship. This management
practice helps to exploit the full potential of individual employees as they strive
to contribute by the achievement of high performance within the organisation.
The culture of high performance is enhanced by well managed and effective
protege - mentor relationships that are practiced throughout the organisation.
With coaching, complex and highly intimidating change interventions are
handled with great confidence by employees. Fair compensation and incentive schemes have become a critical part of
reward systems, and Continental Tyre SA is no exception. However, for this
business practice to achieve its intended objective, reward and motivation, it
has to be implemented in an equitable and fair manner, consistent with the
efforts and contributions of employees, When fair, compensation will tend to
have a postive influence on the other factors. High levels of satisfaction will
not be guaranteed by fair compensation only, but employees will enjoy their
work more when allowed to be creative and when given the freedom to make
decisions that determine how they will do their job best.
Continental Tyre can derive satisfaction and encouragement from the
outcome of the survey. Real satisfaction will come from financial and market
performances that confinm the positive results of the high achievement
research study. Lastly, the culture survey must be developed as an
organisation practice that will ensure regular, reliable feedback of employee
opinions. Not only will Continental Tyre SA be able to maintain and gain
loyalty from its present employees with progressive high achievement
practices, they will gradually attain the status of employer of choice, thereby
attracting ta lented high potential employees. / AFRIKAANSE OPSOMMING: In Continental Tyre SA se strewe na hoë werkverrigting is dit essensieel dat
die nege faktore aangaande werkplek-praktyke soos deur David Maisler
voorgestel, ten volle aanvaar word om 'n integrale deel van die organisasie se
strategie te vorm. Om hul beeld as verskaffers van wereldklas, lae-koste,
gehalte bande uit te leef, poog Continental SA nie alleen om tegnologie te
verbeter en sodoende prosesse te verhoog nie, maar is die ontwikkeling van
die organisasie se werknemers se vermoens van kardinale belang.
Bevindinge uit die studie toon 'n intense toewyding en belangstelling onder
werknemers by Continental Tyre SA. Dit is dus noodsaaklik dat senior
bestuur voortbou op die bevinding deur geleenthede te skep vir die
bemagtinging van werknemers om hul persoonlike ambisies en doelwitte uit te
leef, wat op die lange duur tot voordeel van die maatskappy kan strek.
Om te verseker dat Continental Tyre SA diens van hoë gehalte en net die
hoogste standaarde lewer, soos deur hul klienle verwag word, moet daar
toegesien word dat alle werknemers, wat gewoonlik in die voorste linies is as
dit kom by klientediens, toegerus word met die nodige kennis oor produkte
asook oor die unieke behoeftes van kliente. Die voortdurende versterking en
opgradering van kwaliteitstelsels deur middel van ouditte sal verseker dat in
pas gebly word met globale presteerders.
In mensebestuur moet daar ook krities gekyk word na afrigting- en
mentorskapprogramme, wat kan dien as gids en wat ondersteuning kan
verleen aan die ontwikkelingsproses van werknemers. Werknemers behoort
aangemoedig te word om kwessies rakende hul prestasies binne hierdie
verband te bespreek. Sodanige bestuurspraktyk moedig werknemers aan
om individueel tot volle potensiaal te ontwikkel in hul strewe om deur die
lewering van kwaliteit werk ook 'n bydrae tot die organisasie te maak. Effektiewe en goedbestuurde protege/mentor verhoudinge wat toegepas word
in die hele organisasie verhoog die kultuur van hoë werkverrigting en
prestasie. Gekompliseerde en hoogs intimiderende veranderingsintervensies
kan met die hulp van afrigting, met groot selfvertroue deur werknemers
hanteer word.
Billike kompensasie en aansporingskemas het al 'n kritieke deel van
besoldiging geword in organisasies en Continental Tyre SA is geen
uitsondering nie. As besigheidspraktyk met motivering en vergoeding as
doelwit, moet hierdie doelwit in pas met die bydraes en pogings van
werknemers, op 'n billike wyse ge'implimenteer word. Indien vergoeding billik
is, sal dit neig om ander faktore positief te be'invloed. Billike vergoeding lei
nie noodwendig tot hoë tevredenheidsvlakke by werknemers nie, maar
werknemers sal hul werk meer genotvol vind indien hulle toegelaat word om
meer kreatief te wees en die vryheid gegun word om besluite te neem oor hoe
om optimaal te funksioneer in hul werk.
Die uitslag van die opname kan dien as aanmoediging vir Continental Tyre
SA, wat met reg tevrede daarmee kan wees. Werklike bevrediging sal uitvloei
uit die finansiele- en markaanwysings wat die positiewe resultate van die
hoogstaande studie-navorsing weerspieel.
Ten slotte moet die kultuuropname ontwikkel word tot 'n gereelde, betroubare
terugvoering van die opinies van werknemers. In die lig hiervan sal
Continental SA nie slegs die lojaliteit en hoë werkverrigtingspeil van sy
huidige werknemers handhaaf en behou nie, maar sal die status van
werkgewer volgens keuse behaal gaandeweg bereik word en sodoende
talentvolle, hoë profiel werknemers gelok word.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/50134 |
| Date | 03 1900 |
| Creators | Zamisa, Sakhiwo Glen |
| Contributors | Denton, Mario, Stellenbosch University. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | English |
| Type | Thesis |
| Format | 98 p. : ill. |
| Rights | Stellenbosch University |
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