Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Kumba Resources is one of the largest South African-domiciled mining groups. After
completing an extensive and hard-hitting re-engineering drive Kumba Resources
engaged in making its operations more efficient and to create growth opportunities to
realise its vision:
UT0 outperform the mining and minerals sector in creating value to all stakeholders
through exceptional people and superior processes".
The vehicle used in Kumba to achieve its vision is the Kumba Way. The Kumba Way
is built on foundational values of Integrity, Respect, Accountability, Fairness and
Caring. The motivational values, People make it happen,We do it together, Let's
do it and We do it better every time create the energy and commitment to
continuously improve performance
The Kumba Way is a process that aims to achieve world-class performance
throughout the organisation. It will create value for all shareholders and a strong
competitive advantage by focusing on three areas:
• The organisation-wide acceptance and internalisation of a common vision and set
of values, creating an open, positive and trusting environment.
• The establishment of governance processes, which provide the framework and
tools to challenge and measure the performance of all employees.
• Operational excellence, which involves identifying best practices across and
beyond the organisation and institutionalising them.
The People Performance Process, a governance process with target setting, is the
driver for performance within Kumba Resources. The process was designed on best
practices identified within the organisation as well as those proven in high-performing
organisations worldwide.
Leading organisations, well aware of the crucial role workers play in their
organisations' productivity and, ultimately, in its profitability, make every effort to
continually elicit optimum performance, from their employees. They do so by identifying and reinforcing successful behaviours while flagging and
correcting unproductive performance.
The People performance Process developed by Kumba consists of the following
elements:
• Inputs to the process are cascaded targets, generic and jobs specific outputs as
well as the way the organisation values are lived.
• Individual performance contracting was developed to ensure a clear
understanding of what level of performance is required as well as what behaviour
is expected in achieving the outputs.
• Continuous observation and feedback focuses on creating the mindset within
Kumba to ensure that feedback on performance is a continuous process and not
restricted to only twice a year formal feedback.
• Measuring performance implies measuring the objective achievement as set out
in the performance contract as well as living the motivational values that will be
measured with a 360-degree questionnaire.
• Peer comparison is part of the process to ensure equity and fairness by making
use of ranking of employees and considering the impact of uncontrollable on
performance.
• The formal performance feedback affords managers the opportunity to recap on
the continual feedback given but most important it facilitates focusing on increasing
performance in the future.
• Measuring and auditing of the process ensures fair and equitable application and
achievement of process objectives.
• Consequence management implies that positive and negative consequences are
linked to the level of performance as well as the way the motivational values are
lived.
A blended learning approach was followed consisting of E-Iearning providing
"intellectually get it" and workshops support "emotionally get it".
Change management was seen as a cornerstone for the implementation of the
process. Line management need to take ownership of the process and therefore
cooperation and buy-in are essential. A pilot implementation of the process was completed involving all top and senior
managers within Kumba and already vast positive movements are evident. Kumba
has not yet completed implementation in terms of the execution of the process
across the organisation, but the continuous focus on changing mindsets and
behaviours together with performance improvements will assist Kumba to become
the high-performing organisation it aspires to become. / AFRIKAANSE OPSOMMING: Kumba Resources is een van die grootste Suid-Afrikaans gevestigde mynbou
groepe. Na voltooing van 'n omvangryke en kragtige "re-engineering" fokus Kumba
Resources op die verhoging van effektiwiteite in hul bestaande bedrywe sowel as op
die identifisering van groei geleenthede ten einde hul visie te verwenslik:
"Om die mynbou en mineraal sektor te uitprestreer ten einde waarde te ontsluit vir
alle belanghebbendes deur uitsonderlike mense en superieur prosesse".
Die voertuig wat Kumba gebruik om sy visie te verwenslik is die "Kumba Way". Die
"Kumba Way" is gefundeer op die waardes van Integriteit, Respek,
Aanspreeklikheid, Billikheid en Omgee. Die motiverende waardes "Mense laat dit
gebeur, Ons doen dit saam, Kom ons doen dit saam en Ons doen dit beter elke
keer" skep die energie en verbintenis tot deurlopende verbetering.
Die "Kumba Way" het ten doelom wêreldklas prestasie reg deur die organisasie te
bereik. Dit skep waarde vir alle deelhebbers en 'n sterk mededingende voordeel
deur op die volgende drie areas te fokus:
• Die organisasie-wye aanvaarding en internalisering van 'n gemene visie en
waardes ten einde 'n oop, positiewe en vertrouens-wekkende omgewing te skep.
• Die daarstelling van leidende prosesse as raamwerk en gereedskap om prestasie
van alle werknemers te daag en te meet.
• Die bereiking van bedryfsuitmuntendheid deur die identifisering van beste praktyke
binne en buite die organisasie asook die institusionalisering daarvan.
Die mens prestasie proses is tesame met doelwitstelling 'n leidende proses wat
prestasie binne Kumba aandryf. Die proses is gefundeer op beste praktyke
geidentifiseer binne die organisasie sowel as in hoë presterende organisasies
wêreldwyd. Leier organisasies is deeglik bewus van die rol wat werkernemers speel
in die produktiwiteit binne hulorganisasie en uiteindelike die winsgewendheid, en
doen dus alles moontlik om optimale prestasie van werknemers te bewerkstellig.
Ten einde dit te verwesenlik is dit nodig om suksesvolle gedrag en prestasie te
versterk en onproduktiewe gedrag en prestasie waar te neem en reg te stel. Die mens prestasie proses wat deur Kumba ontwikkel is bestaan uit die volgende
elemente:
• Insette tot die proses word verkry van doelwitstelling, generiese en spesifieke
posuitsette en organisasie-waardes.
• Individuele prestasie kontraktering het ten doelom 'n duidelike begrip van die
vlak van prestasie en die besondere gedrag wat vereis word om doelwitbereiking
te verseker.
• Deurlopende observering en terugvoer het ten doelom 'n ingesteldheid te
ontwikkel dat prestasie en gedrag terugvoer deurlopend moet geskied en nie net
formeel twee maal per jaar nie.
• Meting van prestasie impliseer die meting van doelwitbereiking soos
ooreengekom in die prestasiekontrak sowel as die leef van. die motiverende
waardes wat deur middel van 'n 360-grade vraelys gemeet word.
• Portuur vergelyking is deel van die proses om gelykheid en billikheid in die
proses te verseker deur gebruik te maak van rangorde plasing en inagneming van
die inpak van onbeheerbare aspekte op prestasie.
• Formele prestasie terugvoering gee bestuurders die geleentheid om die
deurlopende terugvoer saam te vat, maar die belangrikste is om te fokus op die
verbetering van toekomstige prestasie.
• Meting en ouditering van die proses is nodig om die billike en eenvormige
toepassing van die proses sowel as die bereiking van proses doelwitte te verseker.
• Gevolgbestuur impliseer dat positiewe en negatiewe gevolge met die vlak van
prestasie verbind word, sowel as die wyse waarop die waardes gelewe word.
'n Gemengde benadering tot opleiding is gevolg bestaande uit elektroniese leer om
'n begrip vir die proses te ontwikkel en werkwinkels om die vaardigheid van
toepassing, te ontwikkel.
Veranderingsbestuur is gesien as een van die hoekstene vir implementering van die
proses. Lynbestuur moet eienaarskap van die proses aanvaar en daarvoor is hulle
insette en inkoop essensieel.Die toets-implementering van die proses is gedoen op die top- en seniorbestuursvlak
binne Kumba en 'n beduidende positiewe verandering is reeds bewerkstelling.
Kumba het egter nog nie bereik wat nodig is om die hoë presterende organisasie te
wees wat dit aspireer om te wees nie, en daarom is 'n deurlopende fokus op die
verandering van ingesteldheid en gedrag tesame met 'n verhoging in prestasie nodig.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/49899 |
| Date | 03 1900 |
| Creators | Piater, Margaretha |
| Contributors | Denton, Mario, Stellenbosch University. Faculty of Economic & Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Format | 319 p. : ill. |
| Rights | Stellenbosch University |
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