Pub Date : 2024-01-10DOI: 10.4102/sajhrm.v22i0.2061
Sulaiman O. Atiku, I. Ganiyu
{"title":"Erratum: Flexible work options in higher educational institutions in times of crisis","authors":"Sulaiman O. Atiku, I. Ganiyu","doi":"10.4102/sajhrm.v22i0.2061","DOIUrl":"https://doi.org/10.4102/sajhrm.v22i0.2061","url":null,"abstract":"","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"93 10","pages":""},"PeriodicalIF":1.1,"publicationDate":"2024-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139440158","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-20DOI: 10.4102/sajhrm.v21i0.2386
Tumelo N. Mmatabane, Leigh-Anne Paul Dachapalli, Cecile M. Schultz
Orientation: The workplace is changing at a rapid pace, and human resource (HR) professionals should become acquainted with the future of talent management to offer value to their organisations.Research purpose: The purpose of this study was to explore the perceptions of the future of talent management at the City of Tshwane Metropolitan Municipality from a qualitative perspective.Motivation for the study: Human resource practitioners play a major role in the future of talent management at the City of Tshwane Metropolitan Municipality and those roles need to be explored.Research approach/design and method: The study used a qualitative research approach, involving in-depth interviews with 13 HR personnel and other relevant stakeholders at the City of Tshwane Metropolitan Municipality. Thematic analysis was applied.Main findings: The following themes were identified and emerged from the study: training and development; retention management; and recruitment and selection.Practical/managerial implications: South African HR professionals should be prepared for the future of talent management. If these HR practitioners are not open to using technology, they may struggle to offer value to the organisation.Contribution/value-add: This study highlighted the importance of talent management for future work at the City of Tshwane Metropolitan Municipality and the limited scope of current talent management practices. It contributed to the development of a new theory in talent management, emphasised the significance of diversity and inclusion in the workplace, and identified future areas for research.
{"title":"The future of talent management in the City of Tshwane Metropolitan Municipality","authors":"Tumelo N. Mmatabane, Leigh-Anne Paul Dachapalli, Cecile M. Schultz","doi":"10.4102/sajhrm.v21i0.2386","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2386","url":null,"abstract":"Orientation: The workplace is changing at a rapid pace, and human resource (HR) professionals should become acquainted with the future of talent management to offer value to their organisations.Research purpose: The purpose of this study was to explore the perceptions of the future of talent management at the City of Tshwane Metropolitan Municipality from a qualitative perspective.Motivation for the study: Human resource practitioners play a major role in the future of talent management at the City of Tshwane Metropolitan Municipality and those roles need to be explored.Research approach/design and method: The study used a qualitative research approach, involving in-depth interviews with 13 HR personnel and other relevant stakeholders at the City of Tshwane Metropolitan Municipality. Thematic analysis was applied.Main findings: The following themes were identified and emerged from the study: training and development; retention management; and recruitment and selection.Practical/managerial implications: South African HR professionals should be prepared for the future of talent management. If these HR practitioners are not open to using technology, they may struggle to offer value to the organisation.Contribution/value-add: This study highlighted the importance of talent management for future work at the City of Tshwane Metropolitan Municipality and the limited scope of current talent management practices. It contributed to the development of a new theory in talent management, emphasised the significance of diversity and inclusion in the workplace, and identified future areas for research.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"93 17","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-12-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138957721","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-07DOI: 10.4102/sajhrm.v21i0.2262
R. Oosthuizen, A. Van Niekerk, M. Coetzee
Orientation: The general goal of the professional industrial and organisational psychology (IOP) master’s coursework and internship programmes is to enable the qualifying student to contribute to organisational strategic and operational human resource practices and people behavioural dynamics, assessment, and intervention design.Research purpose: The study explored the perceived effectiveness of the professional IOP master’s coursework and internship programmes in qualifying intern psychologists as employable industrial and organisational psychologists (IOPs).Motivation for the study: Internships are a practical way for intern psychologists to operationalise their professional purpose, acquire key occupation-related skills and practise their professional capability in real-world work settings.Research approach/design and method: The sample involved South African intern psychologists specialising in IOP (n = 17). Qualitative research methods with thematic data analysis were employed.Main findings: Guided by self-determination theory, the findings suggested that the IOP master’s coursework and internship programmes promote holistic development and embed confidence in practical and theoretical competence on both a personal and a professional level. Intrinsic and autonomous motivation regarding the IOP’s role and identity are also crystallised while the importance of continuous personal and professional growth, as well as a good support network, are acknowledged.Practical/managerial implications: Understanding the intern IOPs experience and required competencies for employment may help to improve the design and development of the professional IOP master’s coursework and internship programmes.Contribution/value-add: The study especially emphasised the need to enhance the effectiveness and support offered within the professional IOP master’s coursework and internship programmes by incorporating the principles of self-determination theory.
{"title":"Industrial and organisational psychology Master’s coursework and internship as enabler of employability","authors":"R. Oosthuizen, A. Van Niekerk, M. Coetzee","doi":"10.4102/sajhrm.v21i0.2262","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2262","url":null,"abstract":"Orientation: The general goal of the professional industrial and organisational psychology (IOP) master’s coursework and internship programmes is to enable the qualifying student to contribute to organisational strategic and operational human resource practices and people behavioural dynamics, assessment, and intervention design.Research purpose: The study explored the perceived effectiveness of the professional IOP master’s coursework and internship programmes in qualifying intern psychologists as employable industrial and organisational psychologists (IOPs).Motivation for the study: Internships are a practical way for intern psychologists to operationalise their professional purpose, acquire key occupation-related skills and practise their professional capability in real-world work settings.Research approach/design and method: The sample involved South African intern psychologists specialising in IOP (n = 17). Qualitative research methods with thematic data analysis were employed.Main findings: Guided by self-determination theory, the findings suggested that the IOP master’s coursework and internship programmes promote holistic development and embed confidence in practical and theoretical competence on both a personal and a professional level. Intrinsic and autonomous motivation regarding the IOP’s role and identity are also crystallised while the importance of continuous personal and professional growth, as well as a good support network, are acknowledged.Practical/managerial implications: Understanding the intern IOPs experience and required competencies for employment may help to improve the design and development of the professional IOP master’s coursework and internship programmes.Contribution/value-add: The study especially emphasised the need to enhance the effectiveness and support offered within the professional IOP master’s coursework and internship programmes by incorporating the principles of self-determination theory.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"2 4","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138590069","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-24DOI: 10.4102/sajhrm.v21i0.2258
Noluthando Zweni
Orientation: Investing in manpower leads to positive results in the long run. This Study examines the role played by the management in encouraging employee participation in interventions by management on training and development.Research purpose: This study aimed to explore management interventions in employee participation in training and development intervention in a selected municipality.Motivation for the study: Studies show that positive economic and social development is dependent on the capacity of the workforce in the labour market. Therefore, motivated the investigation on challenges faced in local government to ensure that employees acquire adequate skills to perform their duties efficiently.Research approach/design and method: A qualitative approach was adopted through semi-structured questionnaire to collect data from a purposive sample of 20 questions developed and distributed to administrative personnel. Questionnaires containing open and closed–ended questions were distributed to determine employee perception towards training and development programme interventions.Main findings: The findings suggest that there is a lack of effective communication and management practices within the organisation, leading to poor participation and understanding from employees. Addressing factors such as role clarification, change management, planning and time management can also help improve employee participation and job satisfaction.Practical/managerial implications: The study highlights the importance of management creating platforms to engage with subordinates and listen to staff needs. Additionally, the study exposed the crucial role that management plays in communicating a diversity training initiative.Contribution/value-add: Management should explore the development of a supportive environment in which employees can freely communicate their perceptions and attitudes towards training and development interventions.
{"title":"Employee participation in training and development interventions at a selected municipality","authors":"Noluthando Zweni","doi":"10.4102/sajhrm.v21i0.2258","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2258","url":null,"abstract":"Orientation: Investing in manpower leads to positive results in the long run. This Study examines the role played by the management in encouraging employee participation in interventions by management on training and development.Research purpose: This study aimed to explore management interventions in employee participation in training and development intervention in a selected municipality.Motivation for the study: Studies show that positive economic and social development is dependent on the capacity of the workforce in the labour market. Therefore, motivated the investigation on challenges faced in local government to ensure that employees acquire adequate skills to perform their duties efficiently.Research approach/design and method: A qualitative approach was adopted through semi-structured questionnaire to collect data from a purposive sample of 20 questions developed and distributed to administrative personnel. Questionnaires containing open and closed–ended questions were distributed to determine employee perception towards training and development programme interventions.Main findings: The findings suggest that there is a lack of effective communication and management practices within the organisation, leading to poor participation and understanding from employees. Addressing factors such as role clarification, change management, planning and time management can also help improve employee participation and job satisfaction.Practical/managerial implications: The study highlights the importance of management creating platforms to engage with subordinates and listen to staff needs. Additionally, the study exposed the crucial role that management plays in communicating a diversity training initiative.Contribution/value-add: Management should explore the development of a supportive environment in which employees can freely communicate their perceptions and attitudes towards training and development interventions.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"48 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139241912","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-22DOI: 10.4102/sajhrm.v21i0.2296
Charlize Du Toit, Karina Mostert
AbstractOrientation: This study investigated the presence and significance of the relationships between proactive behaviour towards strengths use (PBSU) and proactive behaviour towards deficit improvement (PBDI) and study demands, study resources and important student outcomes.Research purpose: To determine how students’ PBSU and PBDI relate to study demands, study resources, and student outcomes.Motivation for the study: This study aims to provide universities with insights into how study demands and resources affect students’ proactive behaviour to use their strengths and deficits, as well as the impact of these behaviours on student outcomes.Research approach/design and method: This study used a cross-sectional quantitative research approach with 511 participants from three campuses in a South African university. Correlation coefficients were calculated, and structural equation modelling was used to examine regression weights in the structural model.Main findings: PBSU and PBDI showed significant relationships with most study-related demands, resources, and outcomes. Overall, strengths use was stronger related to pace and amount of work, cognitive demands and family support, whereas deficit improvement had a stronger relationship with lecturer support, life satisfaction, satisfaction with studies and intention to drop out.Practical/managerial implications: Knowledge of the relationship between PBSU and PBDI and important student variables may aid HEIs in incorporating these behaviours into student support initiatives as a strategic imperative to enhance student success and graduate employability.Contribution/value-add: This study contributes to limited research on PBSU and PBDI among first-year students in South African universities and the Human Resource Management field in general.
{"title":"The relationship of university student’s proactive behaviour with demands, resources and outcomes","authors":"Charlize Du Toit, Karina Mostert","doi":"10.4102/sajhrm.v21i0.2296","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2296","url":null,"abstract":"AbstractOrientation: This study investigated the presence and significance of the relationships between proactive behaviour towards strengths use (PBSU) and proactive behaviour towards deficit improvement (PBDI) and study demands, study resources and important student outcomes.Research purpose: To determine how students’ PBSU and PBDI relate to study demands, study resources, and student outcomes.Motivation for the study: This study aims to provide universities with insights into how study demands and resources affect students’ proactive behaviour to use their strengths and deficits, as well as the impact of these behaviours on student outcomes.Research approach/design and method: This study used a cross-sectional quantitative research approach with 511 participants from three campuses in a South African university. Correlation coefficients were calculated, and structural equation modelling was used to examine regression weights in the structural model.Main findings: PBSU and PBDI showed significant relationships with most study-related demands, resources, and outcomes. Overall, strengths use was stronger related to pace and amount of work, cognitive demands and family support, whereas deficit improvement had a stronger relationship with lecturer support, life satisfaction, satisfaction with studies and intention to drop out.Practical/managerial implications: Knowledge of the relationship between PBSU and PBDI and important student variables may aid HEIs in incorporating these behaviours into student support initiatives as a strategic imperative to enhance student success and graduate employability.Contribution/value-add: This study contributes to limited research on PBSU and PBDI among first-year students in South African universities and the Human Resource Management field in general.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"308 2","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139248665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-22DOI: 10.4102/sajhrm.v21i0.2231
Phakane M. Masukela, P. Jonck, P. A. Botha
Orientation: Public service motivation has increased in prominence in recent years, even though the influences on employee behaviour and attitudes have not received as much emphasis.Research purpose: This research investigates the impact of public service motivation on job satisfaction, organisational commitment, work engagement and counterproductive work behaviour.Motivation for the study: Counterproductive work behaviour of public service employees results in the citizenry developing negative perceptions about the government. Notwithstanding, the behaviour and attitudes of public service employees and the motivation that drives them are less explicit.Research approach/design and method: A positivist correlational research approach was implemented by administering a questionnaire to a sample of 1031 public service employees in the North West Province using a simple stratified sampling method. Statistical analyses included structural and regression modelling.Main findings: Results reveal that public service motivation statistically significantly predicts job satisfaction, organisational commitment and work engagement. The results show that 28.9% of the variance in counterproductive work behaviour could be attributed to public service motivation. Thus, as public service motivation increases, counterproductive work behaviour decreases.Practical or managerial implications: Strategies to improve public service motivation could putatively have an impact on the reduction of counterproductive work behaviour. Public service motivation could also improve service delivery to the citizenry by significantly impacting the public service employees’ work engagement.Contribution/value-add: Empirical evidence shows the influence of public service motivation on core work evaluation and counterproductive work behaviour, contributing to the corpus of knowledge with practical applicability.
{"title":"Impact of public service motivation on work evaluation and counterproductive work behaviour","authors":"Phakane M. Masukela, P. Jonck, P. A. Botha","doi":"10.4102/sajhrm.v21i0.2231","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2231","url":null,"abstract":"Orientation: Public service motivation has increased in prominence in recent years, even though the influences on employee behaviour and attitudes have not received as much emphasis.Research purpose: This research investigates the impact of public service motivation on job satisfaction, organisational commitment, work engagement and counterproductive work behaviour.Motivation for the study: Counterproductive work behaviour of public service employees results in the citizenry developing negative perceptions about the government. Notwithstanding, the behaviour and attitudes of public service employees and the motivation that drives them are less explicit.Research approach/design and method: A positivist correlational research approach was implemented by administering a questionnaire to a sample of 1031 public service employees in the North West Province using a simple stratified sampling method. Statistical analyses included structural and regression modelling.Main findings: Results reveal that public service motivation statistically significantly predicts job satisfaction, organisational commitment and work engagement. The results show that 28.9% of the variance in counterproductive work behaviour could be attributed to public service motivation. Thus, as public service motivation increases, counterproductive work behaviour decreases.Practical or managerial implications: Strategies to improve public service motivation could putatively have an impact on the reduction of counterproductive work behaviour. Public service motivation could also improve service delivery to the citizenry by significantly impacting the public service employees’ work engagement.Contribution/value-add: Empirical evidence shows the influence of public service motivation on core work evaluation and counterproductive work behaviour, contributing to the corpus of knowledge with practical applicability.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"134 ","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139249026","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-21DOI: 10.4102/sajhrm.v21i0.2114
Vincent L. Mbukwana, A. Ayandibu
Orientation: Rewarding employees for meeting the organisation’s targets is crucial in order to motivate staff members to improve their performance.Research purpose: The aim of the study was to investigate if the incentive plans given to the employees at a comprehensive university in KwaZulu-Natal province have a positive impact on employee performance.Motivation for the study: Studies linking the role of performance incentives in driving performance in higher education, specifically academics, are limited, and this study aims to fill this gap of knowledge in the literature.Research approach/design and method: The study followed a qualitative approach where data were collected through interviews. An investigation was conducted with academics in the Faculty of Commerce, Law and Administration on the role of performance incentives in driving performance at a faculty from a comprehensive university in KwaZulu-Natal. The collected data were analysed using NVIVO.Main findings: The overall findings of the study showed a strong link between performance incentives and employees’ performance. It was found that financial incentives in the form of performance bonuses influenced the employees to work harder to meet the performance targets.Practical/managerial implications: The results of this study will assist human resource managers in higher education institutions to identify financial and non-financial incentives that seek to drive performance.Contribution/value-add: The results of the study revealed a strong link between performance incentives and employee performance. For this reason, it will add value to the reward strategies employed by universities in improving performance.
{"title":"Impact of performance incentives on employees’ performance in a university in KwaZulu-Natal","authors":"Vincent L. Mbukwana, A. Ayandibu","doi":"10.4102/sajhrm.v21i0.2114","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2114","url":null,"abstract":"Orientation: Rewarding employees for meeting the organisation’s targets is crucial in order to motivate staff members to improve their performance.Research purpose: The aim of the study was to investigate if the incentive plans given to the employees at a comprehensive university in KwaZulu-Natal province have a positive impact on employee performance.Motivation for the study: Studies linking the role of performance incentives in driving performance in higher education, specifically academics, are limited, and this study aims to fill this gap of knowledge in the literature.Research approach/design and method: The study followed a qualitative approach where data were collected through interviews. An investigation was conducted with academics in the Faculty of Commerce, Law and Administration on the role of performance incentives in driving performance at a faculty from a comprehensive university in KwaZulu-Natal. The collected data were analysed using NVIVO.Main findings: The overall findings of the study showed a strong link between performance incentives and employees’ performance. It was found that financial incentives in the form of performance bonuses influenced the employees to work harder to meet the performance targets.Practical/managerial implications: The results of this study will assist human resource managers in higher education institutions to identify financial and non-financial incentives that seek to drive performance.Contribution/value-add: The results of the study revealed a strong link between performance incentives and employee performance. For this reason, it will add value to the reward strategies employed by universities in improving performance.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"48 5","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139252992","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-20DOI: 10.4102/sajhrm.v21i0.2090
Leana Diedericks, Anita Bosch
Orientation: We investigated the reasons for success or failure of pay discrimination claims in South Africa.Research purpose: To learn from reasons for judgements in equal pay litigation to clarify pertinent legal concepts and principles related to equal pay, towards improved pay practices.Motivation of the study: To clarify the concepts of justifiable and unfair pay discrimination. To make recommendations preventing unnecessary breakdown of the employer-employee relationship, curtailing unproductive pay discrimination legal action.Research approach/design and method: Content analysis was used to categorise the reasons for the success or failure of 22 pay discrimination litigation cases brought before the CCMA, Labour Courts, and the Labour Appeal Court (1999–2020). Cases were examined prior to and after amendments Section 6(4), of the Employment Equity Amendment Act 47 of 2013.Main findings: Contrary to the expectation of more positive outcomes for employees after changes to the EEA came into effect, 21 out of 22 cases were unsuccessful. Legal reasons are detailed in the findings. Claimants were from the lower income bands. Case arguments often misguided. Union representation seems ineffectual.Practical/managerial implications: There is a lack of understanding of the requirements to argue unfair pay discrimination before a court. Organisations should mediate in cases where employees claim unfair discrimination, to prevent the irretrievable breakdown or the employer–employee relationship resulting in litigation. Organisations should refrain form intentional or unintentional unfair discrimination.Contribution/value-add: This study demonstrates that employees and their representatives lack knowledge of pay discrimination legislation. We provide explanation of pertinent concepts and principles when judging the merits of a pay discrimination case.
{"title":"Pay discrimination litigation: Lessons learned","authors":"Leana Diedericks, Anita Bosch","doi":"10.4102/sajhrm.v21i0.2090","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2090","url":null,"abstract":"Orientation: We investigated the reasons for success or failure of pay discrimination claims in South Africa.Research purpose: To learn from reasons for judgements in equal pay litigation to clarify pertinent legal concepts and principles related to equal pay, towards improved pay practices.Motivation of the study: To clarify the concepts of justifiable and unfair pay discrimination. To make recommendations preventing unnecessary breakdown of the employer-employee relationship, curtailing unproductive pay discrimination legal action.Research approach/design and method: Content analysis was used to categorise the reasons for the success or failure of 22 pay discrimination litigation cases brought before the CCMA, Labour Courts, and the Labour Appeal Court (1999–2020). Cases were examined prior to and after amendments Section 6(4), of the Employment Equity Amendment Act 47 of 2013.Main findings: Contrary to the expectation of more positive outcomes for employees after changes to the EEA came into effect, 21 out of 22 cases were unsuccessful. Legal reasons are detailed in the findings. Claimants were from the lower income bands. Case arguments often misguided. Union representation seems ineffectual.Practical/managerial implications: There is a lack of understanding of the requirements to argue unfair pay discrimination before a court. Organisations should mediate in cases where employees claim unfair discrimination, to prevent the irretrievable breakdown or the employer–employee relationship resulting in litigation. Organisations should refrain form intentional or unintentional unfair discrimination.Contribution/value-add: This study demonstrates that employees and their representatives lack knowledge of pay discrimination legislation. We provide explanation of pertinent concepts and principles when judging the merits of a pay discrimination case.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"61 3","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139258120","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-20DOI: 10.4102/sajhrm.v21i0.2250
Tertia Pillay, N. Dhanpat, Roslyn De Braine
Orientation: Mid-level leadership has an important role to play in driving organisational culture for effective organisational functioning.Research purpose: This study aimed to examine the perceptions of mid-level leaders in a cash management company in South Africa on their influence on organisational culture.Motivation for the study: While studies have been conducted on leadership and organisational culture within various sectors of the South African economy, the cash management industry has been commonly overlooked, despite the essential role played by these organisations.Research approach/design and method: This study followed a qualitative research approach. A purposive sample of 12 mid-level leaders was interviewed using semi-structured interviews. Braun and Clarke’s thematic analysis was used to extract themes.Main findings: The main finding revealed that mid-level leaders primarily influenced organisational culture as they met operational goals and second by encouraging employee development, safety and risk management, compliance, information sharing and personal interaction. Other emergent themes included perceived challenges to the organisation’s culture and prominent strengths of the organisation’s culture.Practical/ managerial implication: This study shows the role that mid-level leadership has to drive organisational culture. Organisations should therefore use mid-level leaderships’ insight into strengthening organisational culture.Contribution/ value add: This study supports the role of mid-level leaders and their influence on fostering an organisation’s desired cultural outcomes. A conceptual model of culture enablement adds to the understanding of organisational culture and strengthens the study’s contribution to the body of knowledge.
{"title":"Exploring mid-level leaders’ perceptions of organisational culture at cash management company","authors":"Tertia Pillay, N. Dhanpat, Roslyn De Braine","doi":"10.4102/sajhrm.v21i0.2250","DOIUrl":"https://doi.org/10.4102/sajhrm.v21i0.2250","url":null,"abstract":"Orientation: Mid-level leadership has an important role to play in driving organisational culture for effective organisational functioning.Research purpose: This study aimed to examine the perceptions of mid-level leaders in a cash management company in South Africa on their influence on organisational culture.Motivation for the study: While studies have been conducted on leadership and organisational culture within various sectors of the South African economy, the cash management industry has been commonly overlooked, despite the essential role played by these organisations.Research approach/design and method: This study followed a qualitative research approach. A purposive sample of 12 mid-level leaders was interviewed using semi-structured interviews. Braun and Clarke’s thematic analysis was used to extract themes.Main findings: The main finding revealed that mid-level leaders primarily influenced organisational culture as they met operational goals and second by encouraging employee development, safety and risk management, compliance, information sharing and personal interaction. Other emergent themes included perceived challenges to the organisation’s culture and prominent strengths of the organisation’s culture.Practical/ managerial implication: This study shows the role that mid-level leadership has to drive organisational culture. Organisations should therefore use mid-level leaderships’ insight into strengthening organisational culture.Contribution/ value add: This study supports the role of mid-level leaders and their influence on fostering an organisation’s desired cultural outcomes. A conceptual model of culture enablement adds to the understanding of organisational culture and strengthens the study’s contribution to the body of knowledge.","PeriodicalId":21526,"journal":{"name":"Sa Journal of Human Resource Management","volume":"23 10","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139255421","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-16DOI: 10.4102/sajhrm.v21i0.2152
Godfrey Maake, Cornelia Harmse
Orientation: Employees’ motivation is a key driving force of any successful organisation. Motivated administrative employees commit themselves to achieving the goals and objectives of the organisation.Research purpose: The purpose of this study was to investigate whether motivational factors statistically differ among demographic groupings.Motivation for the study: This department is currently operating in a diverse environment, which demands managers to understand the factors that influence the motivational level of their administrative employees.Research approach/design and method: A quantitative research approach was used. A structured research questionnaire was used to achieve the objective of the study. Non-probability, convenience sampling was used to select 150 administrative employees who were targeted from the population of 463.Main findings: This study showed marginally significant differences between factors of motivation namely job responsibility and leadership to respondents’ race groups. This study showed significant differences between male and female respondents regarding factors of motivation namely goal setting and feedback. The results showed that there were marginally significant differences between age groups regarding what motivated them.Practical/managerial implications: Management and Human Resource Management should make use of both motivators and hygiene factors to effectively motivate employees and promote job satisfaction in the workplace.Contribution/value-add: The contribution of this study is to assist managers and management in understanding the influence of motivation on employees. This study underlines factors that contribute to employee motivation and offers guidelines on the factors that are conducive to keeping employees motivated.
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