Organisational survival has necessitated both more flexible practices (short-term contracts and outsourcing) and an effective workforce that is able to work continuously under immense pressure. While the former has raised feelings about job insecurity, the latter has resulted in burnout. This study aims to assess levels of job insecurity and burnout among 87 employees in a training and development environment, as well as the relationships between these two key dimensions and the impact of biographical variables. Data collected using the Job Insecurity Questionnaire (JIQ) and the Oldenburg Burnout Inventory (OLBI) reflects a significant relationship between these dimensions. The study provides recommendations for reducing their detrimental individual and organisational consequences. JEL J22
This study investigates the prevalence and nature of sexual harassment and, assesses the impact of supervisory relations, levels of interaction, appearance and personality and types of behaviour. The study was undertaken at a tertiary institution using a sample of 74 employees, drawn by means of simple random sampling. Data was collected using a self-developed questionnaire, which was statistically tested and, analysed using descriptive and inferential statistics. The results indicate that the sub-dimensions of the study impact significantly on sexual harassment. Based on the findings, a model for early identification and effective management of sexual harassment in the workplace was generated
The study aims to assess the current level of, and relationship between, employee motivation and job involvement. This cross-sectional study was undertaken in a financial institution from which 145 employees were drawn using a simple random sampling technique. Data was collected using the Employee Motivation Questionnaire (Fourie, 1989) and the Job Involvement Questionnaire (Lodahl and Kejner, 1965) and, was analysed using descriptive and inferential statistics. The results indicate that significant intercorrelations exist amongst the majority of dimensions and sub-dimensions of employee motivation and job involvement. Recommendations are graphically presented to provide practitioners and managers with guidelines for enhancing employee motivation and job involvement respectively.
<p>This study assesses managerial perceptions of the management of cultural diversity and workplace transformation in three production companies in Gauteng. A sample comprising 668 employees was drawn from a population of 1 259 (53% response rate) using simple random sampling and data were collected through self-developed questionnaires and personal interviews. Data were analysed using descriptive and inferential statistics. The results indicate that whilst the South African Transformation (SAT) Agenda has propelled change in the political and economic spheres, similar developments have not been realised in the South African labour market. Hence, based on the findings, recommendations are made to enhance the management of cultural diversity and workplace transformation, and the need for urgent government intervention, through legislative amendments, is emphasised. <strong></strong></p><strong><br /> How to cite this article:</strong><p>Zulu, P.S., & Parumasur, S.B. (2009). Employee perceptions of the management of cultural diversity and workplace transformation.<em> SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 35</em>(1), Art. #426, 9 pages. DOI: 10.4102/sajip.v35i1.426</p>
This paper analysed the viability of Prahalad’s Bottom of the Pyramid (BOP) proposition within the South Africa context as a mechanism to eradicate/minimize poverty by ensuring a joint collaborative effort by government, NGOs, large domestic firms, multinational corporations (MNCs) as well as the poverty stricken citizens themselves. It conceptualized the BOP proposition and, having reviewed statistics on the extent of poverty globally and in South African in particular, confirmed that the BOP is a lucrative market in the South African context. From the paper, it is evident that the BOP proposition, if effectively implemented, has the potential to reduce poverty in South Africa and increase the profits of MNCs. It then reviewed Prahalad’s twelve Principles of Innovation and strategically divided these into six differentiation and six low-cost strategies. The paper concludes by articulating creative strategies (based on Prahalad’s 12 principles of innovation) for active participation and competitive advantage at the bottom of the pyramid, which are vividly presented in a model for strategic partners especially multinational corporations (MNCs) to adopt when expanding their scale of operations to incorporate the BOP market.
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