Background: Work engagement can be defined as a positive, fulfilling, work-related state of mind that is characterised by Vigour, Dedication and Absorption. There is a general belief that there is a connection between work engagement and business results, as well as total quality. Practitioners and academics have over the years agreed that the consequences of work engagement are positive. Total quality management is an essential practice that can be used to improve the quality of products on a systematic basis to meet customer satisfaction. It is important for an organisation to have engaged employees as it is evident that such an organisation is likely to prosper and attain total quality management (TQM). Aim:The main objective of the study was to determine the effect of work engagement on total quality management practices in a petrochemical organisation. Setting:The study was carried out in the petrochemical industry, which is of economic significance to the country. The degree of work engagement is essential for sustainable performance in this industry.Methods: Two questionnaires were used for the study, namely the Utrecht Work Engagement Scale and TQM. A total of 166 of responses were received from employees working for a petrochemical organisation.Results: Overall, the results showed that work engagement had a positive relationship with the dimensions of TQM, which was used as a measure of quality, which is a non-financial measure of performance. Conclusion:Managers need to enable an organisation to attract, develop and retain highly engaged employees to ensure a sustainable competitive advantage.
Orientation: In order for strategies to be implemented well, every aspect of the strategy needs to be communicated effectively throughout the entire workforce of the organisation.Research purpose: The main aim of this research is to investigate the role of effective communication in successful organisational strategy implementation in the services industry in Malawi.Motivation of the study: There is an evident need to show the impact that effective communication has on successful implementation of strategies. The research was carried out in two organisations which operate in the services industry in Lilongwe in Malawi. The organisations provide financial and consulting services to their targeted customers.Research design, approach and method: A quantitative research method was used. Data was obtained using an online questionnaire from a bank with 200 employees and a financial services corporate with 28 employees. A total of 160 employees were targeted across the two organisations, 132 from the bank and 28 from the corporate. A combination of convenience sampling and snowball sampling methods were also utilized. A combined total of 133 responses were received from employees from both organisations. Exploratory factor analysis, descriptive statistics, reliability statistics and inferential statistics (multiple regression) were used for the analysis of data.Main findings: The results of the study revealed that there is a significant positive relationship between three independent factors (credibility of communication, speed of feedback in communication and flexibility of formal communication) and the dependent factor (strategy implementation), with credibility of communication as the most significant factor.Practical/managerial implications: The study recommends that all organisations, regardless of size, should prioritise the use of formal communication when conveying useful information pertaining to strategy.Contribution/value add: Several recommendations were made to assist managers and executives to improve aspects of their internal communication based on the identified factors to ensure that strategies are effectively implemented in their organisations.
The main objective of this research study is to investigate the extent to which business intelligence, competitive intelligence and marketing intelligence are used within the mining industry. Business intelligence, competitive intelligence and marketing intelligence are the management tools used to mine information to produce up-to-date intelligence and knowledge for operative and strategic decision making. A structured questionnaire is used for the study. A total of 300 mines are randomly selected from a research population of mining organizations in South Africa, Africa and globally. The respondents are all part of senior management. A response rate of 64% is achieved. The results indicat that more than half of the respondents do not have real-time intelligence and proper data mining tools to identify patterns and relationships within a data warehouse. Although a large proportion agrees that their organizations have systematic ways of gathering these different types of intelligence and use them for strategic decision making, there is a significant proportion that did not have any systems. Statistically and practically significant positive relationships with a large effect are found among the dimensions of business intelligence, marketing intelligence, competitive intelligence and perceived business performance
The main objective of this research study is to investigate the extent to which knowledge management is used within the mining industry. Knowledge management includes the identification and examination of available and required knowledge and the subsequent planning and control of actions to develop knowledge assets to accomplish organizational objectives. A structured questionnaire is used for the study. A total of 300 mines were randomly selected from a research population of mining organizations in South Africa, Africa and globally. The respondents were all part of senior management. A response rate of 64% was achieved. A significant number of respondents indicates that there is no transfer of knowledge about the best practices within their organizations. Some of the participants indicate that their organizations do not have the required technical infrastructure to enable knowledge sharing whilst some agree that the culture in their organizations is not conducive to the sharing of knowledge. A statistically and practically significant positive relationship with a large effect is found between the construct of knowledge management and perceived business performance. The mining organizations in Africa are ranked the lowest in terms of applications of knowledge management principles
The objective of this study is to investigate the extent to which strategic management process is utilized within the mining industry. Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ascertain that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes, and assess and adjust the organization’s direction in response to a changing environment. A typical strategy management process has the following steps: initial assessment, situation analysis, strategy formulation, strategy implementation, monitoring and evaluation. The other objective is to determine which analytical tools are commonly used for situational, internal and external assessment as input to the strategic management process. A structured questionnaire was used for the study. A total of 300 mines were randomly selected from a research population of mining organizations in South Africa, Africa and globally. The respondents were all part of senior management. A response rate of 64% was achieved. The results indicated that about 20% of the organizations did not institutionalize their strategic planning functions and did not have a good strategic foundation. The results also showed that 60% were not satisfied with their productivity and 30% indicated that their cash flows were not stable at all. There was a significant number of organizations who do not use strategic analytical tools. A statistically and practically significant positive relationship was found between strategic management dimensions and business performance implying that the use of strategic management process can lead to improved business performance. Keywords: strategy, strategic management, strategic planning, mining industry, strategic analytical tools. JEL Classification: M100
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