scholarly journals How can work be designed to be intrinsically rewarding? Qualitative insights from South African non-profit employees

2016 ◽  
Vol 42 (1) ◽  
Author(s):  
Michelle Renard ◽  
Robin J. Snelgar
Keyword(s):  
Performance Management ◽  
South African ◽  
Structured Interviews ◽  
Extrinsic Rewards ◽  
Intrinsic Rewards ◽  
Non Profit ◽  
Performance Management Systems ◽  
Managerial Implications ◽  
Value Add ◽  
Traditional Performance

Orientation: Intrinsic rewards are personal, psychological responses to the work thatemployees perform, which stem from the manner in which their work is designed.Research purpose: This study sought to discover in what ways non-profit employees arepsychologically rewarded by the nature of their work tasks. The use of a qualitative approachto data collection and analysis ensured that in-depth responses from participants were gained.Motivation for the study: Intrinsic rewards are of particular importance to non-profitemployees, who tend to earn below-market salaries. This implies that their motivationoriginates predominantly from intrinsic as opposed to extrinsic rewards; yet, research into thisarea of rewards is lacking.Research approach, design and method: In-depth, semi-structured interviews were conductedusing a sample of 15 extrinsically rewarded non-profit employees working within South Africa.Thematic analysis was utilised in order to generate codes which led to the formation of fiveintrinsic rewards categories.Main findings: Intrinsic rewards were classified into five categories, namely (1) MeaningfulWork, (2) Flexible Work, (3) Challenging Work, (4) Varied Work and (5) Enjoyable Work.These rewards each comprise of various subcategories, which provide insight into why suchwork is rewarding to non-profit employees.Practical/managerial implications: Traditional performance management systems shouldbe re-evaluated in the non-profit sector to shift focus towards intrinsic rewards, asopposed to focusing only on the use of extrinsic rewards such as incentives to motivateemployees.Contribution/value-add: The study provides a qualitative understanding of how extrinsicallyrewarded non-profit employees perceive their work to be intrinsically rewarding, whichbridges the empirical gap pertaining to intrinsic rewards within this sector.

scholarly journals Trust and organisational performance: A grounded theory approach for a South African district municipality

2019 ◽  
Vol 17 ◽  
Author(s):  
Zwelinzima J. Ndevu
Keyword(s):  
Local Government ◽  
Performance Management ◽  
South African ◽  
Employee Performance ◽  
Research Literature ◽  
Theory Approach ◽  
Negative Consequences ◽  
Organisational Performance ◽  
Managerial Implications ◽  
Value Add

Orientation: A key role of local government in providing transparent, honest, accountable, efficient and effective service delivery to the communities they serve is determined by a number of plans, designs, actions and implementation. Trust among communities in the organisational set up is key in the success or failure of the efforts of the municipal entity and affects their individual and group performance.Research purpose: This study examines the relationship between trust and performance within a municipal environment and its effect on service delivery.Motivation for the study: The lack of sufficient and usable knowledge and information on the issue created the need for this research project that is an on-going effort dissecting and analysing key human resources challenges in the public sector.Research approach/design and method: Following a brief outline of the legislation, rules and regulations that determine the responsibilities of local government in South Africa and the context of the study, the qualitative method and design of focus groups as the key instrument of data collection was identified and analysed.Main findings: The results of the study pointed to the lack of trust among leadership and employees at all organisational levels.Practical/managerial implications: The existence of mistrust and problems identified in the process of performance management and evaluation has negative consequences on employee performance in the municipality.Contribution/value-add: The study findings have opened new doors to understanding key elements of organisational performance as the topic has received very scant attention in South African research literature.

scholarly journals Constructing racial hierarchies of skill – Experiencing affirmative action in a South African organisation: A qualitative review

2014 ◽  
Vol 40 (1) ◽  
Author(s):  
Shanya Reuben ◽  
Shaida Bobat
Keyword(s):  
South Africa ◽  
Affirmative Action ◽  
South African ◽  
Meaning Making ◽  
Social Constructionist ◽  
Structured Interviews ◽  
Body Of Knowledge ◽  
Managerial Implications ◽  
Value Add ◽  
Traditional Approaches

Orientation: Apartheid in South Africa constructed racial, economic, social and political segregation, the consequences of which are still experienced today. Government has made concerted efforts to ‘deracialise’ South Africa, most notably through affirmative action (AA) measures.Research purpose: This study aimed to explore employees’ social constructions of AA in a South African organisation.Motivation for the study: Research in this field focuses mostly on attitudinal perspectives of AA with an emphasis on traditional approaches. Subjective, contextualised approaches to AA have received little attention. Thus, this study aimed to critically engage with the embodied nature of prejudice, particularly in reference to how we understand and experience AA.Research approach, design and method: This study aimed to explore AA from a social constructionist orientation, using semi-structured interviews. More specifically, this study used Potter and Wetherell’s discursive psychology.Main findings: The findings illustrate how participants engage in discursive devices that continue to rationalise a racial order of competence. Ultimately, AA is a controversial subject that traverses many segments of life for all South Africans.Practical/managerial implications: The findings contribute to the discipline of industrial psychology, particularly with regard to policies around preferential treatment, and can add value to the ways in which organisational policy documents are conceptualised. The findings also suggest the importance of developing an inclusive, non-discriminatory organisational culture.Contribution/value-add: This approach adds to the existing body of knowledge around the embodied nature of prejudice. The study’s methodology highlights the value of studying context in meaning-making and implied inferences that underlie talk.

scholarly journals Intrinsic rewards and work engagement in the South African retail industry

2014 ◽  
Vol 40 (2) ◽  
Author(s):  
Sara Jacobs ◽  
Michelle Renard ◽  
Robin J. Snelgar
Keyword(s):  
South African ◽  
Work Engagement ◽  
Retail Industry ◽  
The South ◽  
Cross Sectional ◽  
Intrinsic Rewards ◽  
Gender And Age ◽  
Managerial Implications ◽  
Cross Sectional Design ◽  
Value Add

Orientation: There is a lack of South African research relating to the provision of intrinsic rewards to retail employees.Research purpose: The purpose of this research was to determine whether there is a relationship between intrinsic rewards and work engagement in the South African retail industry. Furthermore, it sought to validate an instrument to measure intrinsic rewards within the South African context.Motivation for the study: There is currently a paucity of research exploring intrinsic rewards, specifically their importance for work engagement. Furthermore, there is a lack of instruments validated in South Africa that can be used to measure intrinsic rewards.Research approach, design and method: This quantitative study was conducted using a cross-sectional design and non-probability sampling of 181 employees from a South African retail organisation. The questionnaire included a demographic section, the Utrecht Work Engagement Scale and the Work Engagement Profile.Main findings: Statistically significant, positive relationships were found between all subscales of the two instruments. There were significant differences in the means for intrinsic rewards and work engagement for gender and age. Notably, the exploratory factor analysis for both instruments did not support the factor structure indicated in the literature.Practical/managerial implications: South African retail organisations should create work environments that provide intrinsic rewards as part of their reward package, to encourage work engagement.Contribution/value-add: These findings add to the current body of literature regarding intrinsic rewards and work engagement and provide insight into variables that promote work engagement within the South African retail context.

scholarly journals Performance management and employee engagement: A South African perspective

2020 ◽  
Vol 18 ◽  
Author(s):  
Michelle Govender ◽  
Mark H.R. Bussin
Keyword(s):  
Performance Management ◽  
South African ◽  
Employee Engagement ◽  
Operational Efficiency ◽  
Organisational Effectiveness ◽  
Managerial Implications ◽  
African Perspective ◽  
Improved Performance ◽  
Value Add ◽  
And Performance

Orientation: To remain competitive South African organisations must improve their operational efficiency by lowering manufacturing and service costs, and the key is the performance of its employees.Research purpose: The purpose of the study was twofold: firstly, to establish if there is a relationship between performance management and employee engagement; and secondly to ascertain if performance management can be rebooted through increased employee engagement.Motivation for the study: Organisations that measure and manage performance generally outperform those that do not. Organisations need to understand what drives employee engagement and performance to outperform their competitors.Research approach, design and method: A qualitative approach was employed that included a review of research articles and interviews with employees from various functions across all levels within operations of a fast-moving consumer goods organisation based in Gauteng. A sample size of 20 employees was used.Main findings: The results suggest that a relationship exists between performance management and employee engagement and that an increase in employee engagement would result in improved performance of employees and subsequently the organisation. The study revealed that whilst engagement and communication occur across all levels within the organisation, there is still a significant gap. The messages and expectations are not simple enough to be understood. Employees are not empowered to have a voice which causes them to be demotivated. Supportive management, which is fundamental to the success of performance management, is lacking.Practical/managerial implications: The insight from this study may be used to change the way organisations engage with employees and manage performance to ensure it is a beneficial exercise that adds value to all stakeholders.Contribution/value-add: This study will contribute towards organisations understanding the relationship between performance management and employee engagement and how to leverage this towards improving operational efficiency and organisational effectiveness.

scholarly journals Performance management, vigour, and training and development as predictors of job satisfaction in low-income workers

2020 ◽  
Vol 18 ◽  
Author(s):  
Molefe J. Maleka ◽  
Leigh-Anne Paul-Dachapalli ◽  
Suzette C. Ragadu ◽  
Cecilia M. Schultz ◽  
Lize Van Hoek
Keyword(s):  
Job Satisfaction ◽  
Performance Management ◽  
South African ◽  
Low Income ◽  
Training And Development ◽  
Research Approach ◽  
The South ◽  
Managerial Implications ◽  
Value Add ◽  
And Training

Orientation: New insights into how managers can develop strategies to enhance job satisfaction, how researchers can use a different approach when collecting data by conducting a survey at a mall instead of an organisation, and an understanding of the relationship between performance management, vigour, and training and development of low-income workers form part of the orientation of this article.Research purpose: The authors endeavoured to determine whether performance management, vigour, and training and development positively predicted the job satisfaction of low-income workers in the South African context.Motivation for the study: Little, if any, research exists about the relationships between performance management, vigour, and training and development as well as the job satisfaction of low-income workers in the South African context.Research approach/design and method: The research approach was quantitative, descriptive and causal in nature. This study mostly comprised the units of analysis, namely low-income workers who were under-researched in the South African context. Hence, 877 respondents were purposefully selected for this study.Main findings: The results showed that performance management was the highest predictor of job satisfaction. The second highest predictor of job satisfaction was vigour, and the third highest predictor of job satisfaction was training and development.Practical/managerial implications: This research will empower managers to develop strategies to enhance employees’ job satisfaction by paying attention to performance management, vigour, and training and development.Contribution/value-add: This study was conducted on an under-researched sample, at a mall and suggested vigour as an intrinsic variable to be included in the Herzberg job satisfaction model.

scholarly journals The establishment and early history of the South African Board for People Practices (SABPP), 1977–1991

2011 ◽  
Vol 9 (1) ◽  
Author(s):  
Huma Van Rensburg ◽  
Johan S. Basson ◽  
Nasima M.H. Carrim
Keyword(s):  
South Africa ◽  
South African ◽  
Historical Development ◽  
Field Research ◽  
The South ◽  
Structured Interviews ◽  
Hr Management ◽  
Managerial Implications ◽  
History Of ◽  
Value Add

Orientation: Human resource (HR) management is recognised as a profession worldwide, especially in countries that are forerunners in the field. Research purpose: The main purpose of this study is to record the historical development of HR management as a profession. This study will provide a platform for evaluating the professional standing of HR management in South Africa.Motivation for the study: The motivation for the study is to record the historical development of HR management in South Africa because this is long overdue.Research design, approach and method: The researchers achieved triangulation by examining archived documents they obtained from the South African Board for People Practices (SABPP) and semi-structured interviews with five founding members of the SABPP who were involved during the whole period of the study. The founding members also verified the researchers’ interpretations of the information they obtained from the documents and the interviews. The researchers used content analysis and coding to analyse the data they obtained from the archived documents and the semi-structured interviews.Main findings: The history of HR management in South Africa shows that it meets the four founding pillars of professionalism.Practical/managerial implications: The study also gives HR professionals confidence because HR management is achieving recognition as a profession.Contribution/value-add: The main contribution of the study is that it has recorded the history of HR management as a profession in South Africa properly for the first time.

scholarly journals Exploring the meaning and origin of stereotypes amongst South African employees

2015 ◽  
Vol 41 (1) ◽  
Author(s):  
Lizelle Brink ◽  
Jan Alewyn Nel
Keyword(s):  
South African ◽  
Research Approach ◽  
Clear Understanding ◽  
Structured Interviews ◽  
Inaccurate Information ◽  
Managerial Implications ◽  
Value Add ◽  
Formed Part ◽  
Emic Perspective ◽  
Employment Sectors

Orientation: Stereotypes are defined in different ways and also originate from various sources. Research purpose: To investigate how the employees from selected South African organisations understand and define the concept ‘stereotype’ and what the origins of stereotypes are.Motivation for the study: Individuals hold different perceptions of the same concept. Therefore, different individuals within selected South African organisations may interpret the meaning and origin of stereotypes very differently. This study therefore aimed to discover whether individuals have a shared understanding of the concept of stereotypes and whether they are aware of where stereotypes originate from. Research approach, design and method: A combination of both purposive and convenience sampling was used for the purpose of this study. The sample consisted of individuals working in selected South African organisations (N = 336). Various employment sectors formed part of this study. Semi-structured interviews were utilised to collect data and data analysis was done by making use of thematic analysis. Main findings: The results of this study indicated that people employed in selected South African organisations are familiar with stereotypes and have a clear understanding thereof. Participants in this study have a conscious awareness of the origin of stereotypes. Although not all of the participants had direct experiences with stereotyped groups, they were well aware that stereotypes are also caused by indirect sources. Practical implications/managerial implications: When individuals are aware of where their stereotypes originate, they should actively attempt not to rely on their stereotypes when coming into contact with stereotyped groups. Organisations should educate their employees on the process of stereotypes and exactly what this means and where they originate from. Contribution/value-add: With this study the emic perspective pertaining to the meaning and origin of stereotypes is explored within the South African context. By participating in this study, individuals may become aware of the fact that their perceptions and opinions of others may be based on inaccurate information. This study may encourage individuals to truly get to know someone first rather than relying on their possibly inaccurate stereotypes.

scholarly journals Employee retention within the Information Technology Division of a South African Bank

2012 ◽  
Vol 13 (1) ◽  
Author(s):  
Joy Mohlala ◽  
Geoff A. Goldman ◽  
Xenia Goosen
Keyword(s):  
Information Technology ◽  
South African ◽  
Information Technology Professionals ◽  
Information Technology Industry ◽  
Structured Interviews ◽  
Retention Strategy ◽  
Technology Industry ◽  
Managerial Implications ◽  
Value Add ◽  
Skills Shortages

Orientation: The information technology industry is faced with a shrinking pool of skilled employees causing demand to increase for these employees. This places organisations under pressure to devise retention strategies to retain these employees. This study was conducted in the Information Technology Division of a South African Bank.Research purpose: To understand the challenges faced by the bank’s information technology leadership team to retain employees.Motivation for the study: To understand the challenges faced in attracting and retaining information technology professionals, and how this can serve as input for reducing skills shortages in Information Technology Divisions.Research design, approach and method: An interpretive approach employing a case study strategy and qualitative methods was employed. Semi structured interviews were conducted with thirteen senior managers and four directors of the bank’s Information Technology Division, who were selected on a purposive basis. Data were subjected to Creswell’s four stage data analysis process.Main findings: Findings indicate that employee turnover is the main contributor of skills shortages within the studied division. The lack of a retention strategy is making it difficult for leadership to identify crucial skills that must be retained.Practical/managerial implications: Evidence suggests that this bank, although they would like to retain information technology professionals, is not creating an environment conducive to do this, as little attention is paid to the unique demands of this group of employees.Contribution/value-add: This study investigates a specific group of employees for which a unique retention strategy does not exist. In understanding the challenges that impact on attracting and retaining information technology professionals, this study can contribute to the development of a retention strategy for these employees.

scholarly journals An explorative study on factors influencing the career success of management employees

2014 ◽  
Vol 40 (2) ◽  
Author(s):  
Eileen Koekemoer
Keyword(s):  
South African ◽  
Career Success ◽  
Business Environment ◽  
Influential Factors ◽  
Structured Interviews ◽  
Contributing Factors ◽  
Retention Strategies ◽  
Qualitative Research Design ◽  
Managerial Implications ◽  
Value Add

Orientation: South African organisations are increasingly recognising the importance of attracting, developing and retaining top talent, especially management employees.Research purpose: In an attempt to help organisations with retaining talent, this study focused on career success and identified specific factors that influence the career success of managers in the South African work environment.Motivation for the study: Organisations need to establish favourable organisational conditions and human resource practices to retain their management employees. By identifying influential factors for the career success of managers, this research may help organisations to focus more accurately on their retention strategies for management employees.Research approach, design and method: The present study used a qualitative research design that followed an exploratory approach. A non-probability purposive sample of 24 senior management employees was selected from two financial institutions in South Africa. Qualitative data was collected by means of semi-structured interviews and the verbatim transcriptions were analysed by content analysis.Main findings: Managers identified various factors that impact on their career success. One can distinguish ‘external’ factors (e.g. political and economic climate and business environment) from ‘internal’ factors (e.g. individuals’ personal attributes, skills and education).Practical/managerial implications: Individuals should focus on the internal contributing factors, whilst organisations should manage the external contributing factors more effectively.Contribution/value-add: Specific South African factors that influence the career success of managers should be included in future retention strategies. From the findings it is suggested that both the individuals and organisations can implement strategies to ensure career success and thereby help retain the top talent in organisations.

scholarly journals The transition to general management in South Africa

2017 ◽  
Vol 15 (0) ◽  
Author(s):  
Stephen J. Mallaby ◽  
Gavin Price ◽  
Karl Hofmeyr
Keyword(s):  
South Africa ◽  
South African ◽  
Personal Characteristics ◽  
Structured Interviews ◽  
General Manager ◽  
General Management ◽  
General Managers ◽  
Managerial Implications ◽  
Effective Development ◽  
The Right

Orientation: Understanding the nature and challenges of making the transition from a functional role to a general management role in South African organisations.Research purpose: The objective of this study was to gain insight into the obstacles that affect the transition from functional to general management and identify steps that may be taken to overcome these challenges.Motivation for the study: One of the most difficult crossroads for a manager is making the shift from being a functional specialist to becoming a general manager. New competencies and behaviours are required, as well as a more strategic mind set. If the transition is not made successfully, the manager and the organisation suffer.Research design, approach and method: A qualitative design was used consisting of in-depth, semi-structured interviews, with 19 senior business leaders who had successfully made the transition. The interviews were used to gather insights into the challenges they faced during their transitions, and how these were overcome.Main findings: To make the transition successfully, functional managers need to gain relevant experience to prepare them for the broader scope of a general management role. They need to develop appropriate skills, attitudes and personal characteristics. Mentoring is an effective development process. Newly appointed general managers need to learn to let go of control while maintaining ownership, build relationships and strike the right balance between strategic thinking and execution. There are unique aspects of being a general manager in South Africa, such as dealing with Black Economic Empowerment and challenges of race and identity, given the country’s history.Practical and managerial implications: Specific interventions are suggested which are directed at both aspiring general managers and organisations seeking to assist middle managers to make the transition to general managers.Contribution: This study contributes to knowledge concerning the skills and attributes required by potential general managers, and the practical steps to be taken by South African organisations to facilitate the development of general managers. 

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