Academic literature on the topic 'Employee motivation – South Africa – Port Elizabeth'

The purpose of this paper is to present a systemic framework for implementation of TQM program in amanufacturing organisation that produces motor vehicle components in Port Elizabeth - South Africa. Theapproach used included conceptualisation of the systemic framework and then involvement of the stakeholdersin adding scenarios to be considered in the design and implementing the framework in the real field. Thefindings obtained during the implementation of the systemic framework established that reduction of scraprate, reduction of production costs, reduction of cycle time and employee motivation could be achieved throughthe implementation of a Systemic Framework for the TQM programme. The TQM team was satisfied that theimplementation of TQM programme using the systemic framework was relevant in their particular situation.The developed systemic framework for implementation of TQM was tested in a company that manufactures motor vehicle components. The experience gained shows that the framework has a big potential for successful implementation of TQM. The developed systemic framework has a holistic approach in implementation of TQM; in that case it can be used to guide the design and implementation of successful TQM programmes. The developed systemic framework is a holistic approach, which took on board all four basic characteristics that portray an organisation. Organisations are portrayed by four interrelated characteristics namely, organisational processes, organisational design, organisational culture and organisational politics. For a successful implementation the TQM intervention should take into consideration these four characteristics.

Employed individuals spend a majority of their waking time at work. Therefore, within an individual’s working lifetime, most hours will be spent at work. Subsequently, theories abound purporting that humans are hedonistic beings. Considering that on average people spend most of their working lives in a working environment, it then stands to reason that people should endeavor to be satisfied at work if humans are always in pursuit of happiness. The questions arise as thus: what makes people satisfied at work, does being satisfied with the job result in less turnover, and is that the only reason that they would endeavor to prolong their employment, are older employees more satisfied with their jobs than younger employees, is a plant with an older workforce more satisfied than a similar plant with a younger workforce? This study attempts to find an answer to these and other related questions. It was conducted on employees of two plants of an automotive manufacturer based in Port Elizabeth, a town in the Eastern Cape province of South Africa. The Job Descriptive Index (JDI) was used to collect the feelings of 92 employees in different shops and analyzed to check for differences in satisfaction levels. No significant differences were found between the plants, shops and age categories surveyed.

This study investigates the impact of motivations, personal values and managerial skills of managers on the performance of Small and medium enterprises (SMEs) in South Africa. The failure rate of SMEs in South Africa is very high and it is of great importance to investigate the factors that can impact on the performance of SMEs. Financial and non-financial methods were used to measure SMEs performance. Data was collected through self-administered questionnaires. Exploratory factor analysis was used to improve the research problems and enhance the validity of the research. Data analysis for this study includes descriptive statistics, Pearson correlation and regression analysis. Reliability was tested using the Cronbach‟s Alpha while validity was ensured by using a statistician and by pre-testing the research instrument in a pilot study.

To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.

In the current business climate, performance is increasingly determined by how flexibly and effectively companies can utilize their human resources and this in tum, is influenced by employee morale. Morale refers to a state of psychosomatic health marked by an energetic, decisive resolution to achieve a given goal. When morale is low, employees may do what is required but do not have the energy to 'go the extra mile'. The importance of maintaining high morale is thus evident. The following project involved a study of morale in Cadbury's Port Elizabeth plant. Cadbury management was concerned about low morale following a recent merger with Bromor Foods. They thus wanted to assess: the state of current morale; any factors that may be influencing it; indicators of low morale (so that it may be monitored in the future) and finally, ways of addressing any existing morale issues. In order to achieve these aims, the researcher conducted interviews with various people to explore morale issues from employees' perspectives. She then sought confirmation for these views at the organizational level through the use of a survey. Statistical and thematic analyses showed morale to be low for middle managers and revealed a variety of indicators and influencing factors, as well as suggestions for addressing them. Despite the need to boost the sample size with convenience sampling, and thus, reduced representivity, the research was successful in answering the research aims.

Since the dispensation of the democracy in 1994, the South African labour market has been inclusive to the race that previously was excluded in certain positions in the private sector. Black professionals, managers and senior managers have since increased in the market and they became in demand due to the introduction of the Equity laws by the government of South Africa. The purpose of this study was to investigate the reason why black professionals do not stay or develop loyalty with the private sector organisation that employ them within the Nelson Mandela Bay region. Factors that could affect the reason to stay or not with these private organisations were identified and researched. These factors are, Employment Equity, Career Development, Diversity Management, Trust, Transformation and Management Style. Literature review on the views of scholars about these factors was done. A questionnaire to investigate these factors was distributed to black professionals that still work for the private organisations in the Nelson Mandela Metro and to the ones that opted not to stay. Interviews were also conducted with the professionals that are specialists in the field of human resources. The following are the main findings of the study. Racial prejudice towards black professionals is evident in these organisations. There is lack of equity and affirmative action is not implemented properly, which assists in the decision not to stay with these organisations. Career development is determined by race, meaning those who are developed are chosen by their race. The lack of career development is also perpetuated by the lack of proper strategies and the respondents feel that these strategies need to be reviewed. The lack of career development also contributes to the decision whether to stay or not. Trust between the black professionals and their superiors is not a problem. The black professionals are happy with how their superiors support them and how they reward them. Racial discrimination plays a role in the superior’s ability to manage diversity and this also contributes in the decisions whether to stay or not with private organisations. The lack of the diversity management influenced by racial prejudice, gives enough reasons to the black professionals to leave the organisations. Lack of transformation is evident. It seems that black professionals are only given manager or senior manager positions only to comply with the laws of the country. The respondents seemed to be happy with the management style of their superiors.

For business firms to continue as going concerns, productivity is a primary goal. In order for the firms to remain productive, it is imperative that managers continuously explore ways of improving productivity and employee performance. Employee productivity, in particular, is the measurement of performance and competitiveness in any business firm. A competitive advantage enables a business firm to, amongst others, survive financially, expand its operations and grow its market share. Creativity and innovation are fundamental sources of competitive advantage. In order for a business to retain its competitive edge, it must effectively enhance employee productivity, creativity and innovation. The primary purpose of this study was to investigate a creativity model that could contribute to the enhancement of employee productivity. More specifically, the study investigated how employee productivity (the dependent variable) was influenced by the independent variables rewards, a climate conducive for creativity and innovation, employee creativity, self-esteem and performance intent. The sample consisted of 82 blue-collar employees from various manufacturing firms in Port Elizabeth. The empirical results revealed that the firms’ rewards for performance and their climates for creativity and innovation were positively related to the creativity of their employees. The creativity and self-esteem of their employees were positively related to their employees’ performance intentions, while collectively these three variables were positively related to their employees’ productivity. The managerial implications of these and other findings are discussed in the study.

The aim of this research is to investigate the factors identified as significant in increasing the retention of medical doctors employed in Port Elizabeth hospital complex (PEHC) in the Eastern Cape, South Africa. Medical practitioners of PEHC are providing the needed critical clinical services and are believed to be the strength of tertiary health services in the Eastern Cape, providing world class treatment to the public. Recruitment and retention of talented medical practitioners, then, is in the best interests of the Department of Health. Demotivated staffs are more likely to leave their jobs for better opportunities, and therefore efforts must be geared towards retaining them. This research investigates the independent factors identified. They include the management style, risk exposure, the working environment, the work overload, and the benefits associated with retaining of medical practitioners in PEHC. The results of this study revealed that the following factors influence the talent management and retention of doctors in the hospital complex: a management style that appreciates and recognises staff, a risk-free work environment, a flexible and balanced life, a reasonable work load, and the attitude of immediate supervisors. The results of this study will add to the guidelines and retention strategies already in place by the Department of Health, Eastern Cape. The senior management and policy makers could use the recommendations revealed in this study for an efficient human resources policy. However, future research still needs to be done in the area of providing employment for spouses of members of staff especially on the reward system and the recognition of employees in the organization.

The Port Elizabeth (PE) hospital complex is one of the public hospital groups in South Africa facing a critical shortage of medical practitioners, with reference to doctors in particular. In the quest of finding how to retain doctors in the hospital complex, the aims of this research were to survey doctors’ career intentions; to investigate factors that could be contributing to these career intentions so as to uncover some of the reasons why doctors are leaving the public sector; and to identify effective ways in which the government and hospitals might improve retention by pointing out areas that need improvement. The factors that influence doctors’ career intention included income, work conditions, risk of contracting infection, risk of injury at work, hours of work, work load, work related stress, paid leave days, resources, personal growth and development opportunities, ongoing training opportunities, advancement and promotion opportunities, relation with co-workers, relations with supervisor/superiors, and sense of meaning. Findings revealed that even though the tendency to leave’ group (43%) was smaller than the ‘tendency to stay’ (57%), the majority (85%) of those who intended to leave were younger doctors. Despite some significant differences in responses between the two groups, results revealed that both groups were dissatisfied with almost all conditions of work apart from relationships with supervisors and co-workers. To a large extent, both groups revealed that work conditions are better in the private hospitals than in their current hospitals. viii The fact that some doctors could stay in the public hospital sector despite intense dissatisfaction with conditions of work, and despite the perception that that there are better options in the private hospitals could be attributed to the fact that most of these doctors are older and are at their retirement stage . Adding to this is that most of these doctors, who indicated willingness to say, scored high in sense of meaning as a factor influencing their career intention. This research was based on the assumption that there was no retention strategy put in place to solve the problems facing PE hospital complex. However, during this research a strategy was being developed and implemented by the Eastern Cape Department of Health. Therefore, evaluation and recommendations of the strategy are provided in the conclusions of the study. These recommendations relate not only to the implementation of the strategy, but improving it to accommodate all problems currently facing the doctors and finding ways and means of making the strategy sustainable; creating private-public partnerships; focusing on creating a sense of meaning amongst the doctors (especially the younger ones) and focusing on retaining the risk group which was the younger doctors.

Absenteeism places huge financial burdens on organisations and has a detrimental effect on productivity. Aware of the direct and indirect costs associated with absenteeism, management must determine what factors are responsible for the absenteeism and how these factors can be rectified in order to reduce the rate of employee absenteeism in the organisation. The study’s main aims were firstly to determine which key factors are responsible for employees being absent from work and secondly, how they can be rectified in order to reduce absenteeism. From the data that was obtained from the literature study stress, substance abuse, lack of job commitment and organisational factors account for some reasons given for absenteeism. Employee absenteeism may also be partly due to not enough emphasis being placed on career development, staff retention and salaries. Other causes of absenteeism include personal responsibilities, lack of motivation and low morale in the workplace. Only recently have managers become aware of the true impact which alcohol and substance abuse have on organisations. More productivity is lost through on-the-job absenteeism than due to any other single factor. On-the-job absenteeism is difficult to define and very difficult to identify. Such absenteeism includes the presence of employees at work while they are sick but incapable of performing to their true capabilities – this often occurring on Mondays or Fridays or the day after payday. With current staff retention programs, mergers and joint ventures, organisations now demand the same level of production with fewer employees. This has given rise to an increase in the level of stress employees experience, which led to stress becoming a key factor responsible for absenteeism. When managing absenteeism the implementation of a proper measurement system is essential. This will enable the company to determine the extent of their absenteeism. An evaluation and comparison of these statistics over a period of time will also shed light on the nature of the absenteeism. These will result in the proactive handling of a company’s absenteeism. This is also the first step away from the acceptance of absenteeism and subsequently the nurturing of an absence culture. Employers can take a number of steps to reduce absenteeism, such as giving responsibility for absence management to senior or human resource managers rather than line managers, introducing return to work interviews, introducing discipline procedures and others. The great majority of absence management solutions completely overlook organisational factors, instead focusing on individual, claim processing and health-related factors in the quest to reduce lost productive days. Absence management programs should focus on organisational (not individual) drivers of absence to encourage a present and committed workforce. Absenteeism will never be eradicated, but through careful management organisations can reduce the absentee rate and the effect it has on the organization.

The twenty first century has identified knowledge, as opposed to labour, raw materials or capital, as the key resource required by firms. This has created a shift of ownership in relationships between employees and employers since employees own the tools of production through the knowledge they hold (Kinnear & Sutherland, 2000). The employment relationship is undergoing fundamental changes due to international competition, de-regularisation and globalisation which have major implications for attraction, motivation and retention of talented employees (De Vos & Meganck, 2009). Organisations face great challenges and intense competition with almost all strategies being easily replicable by competitors. This has led organisations to begin realising that people are in fact the only real differentiator that can gain the organisation competitive advantage (Munsamy & Bosch Venter, 2009). Turnover of employees costs South Africa millions of rands per annum through decreased productivity, increased accidents and quality problems. Specifically, loss of knowledge workers are identified through costs of hiring and training new employees, loss of institutional knowledge, lower office morale, loss of talent and customer dissatisfaction. It is therefore essential to understand the reasons why employees leave organisations in order to discover how to retain them (Mendes & Stander, 2011; Gaylard, Sutherland & Viedge, 2005). Employee turnover can have several negative consequences. It can be difficult to replace the departed employees and the cost of replacing employees can be exhaustive. Remaining employees can be left feeling demoralised from the loss of valued co-workers and work patterns can be disrupted until replacements are found (Newstrom and Davis, 1997). Bilal, Zia-ur-Rehman, and Raza, (2010) add to this list of negative consequences of turnover as turnover can increase recruitment and training costs, loss of productivity as projects lose continuity, interruption of key activities, increase in mistakes made, or even hiring the wrong person for the position.