How Non-Permanent Workers Learn and Develop

Bound, Helen; Evans, Karen; Sadik, Sahara; Karmel, Annie

doi:10.4324/9781315102993

Cited by 8 publications

(3 citation statements)

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“…Employee morale is defined as a combination of feelings, attitudes and emotions of employees which resulted to the behaviour of work and influence the achievement of the organisational goals (Bound, Evans, & Karmel, 2018). Ogbe, Olubmmi and Okorode (2019) reveals that when an employee displays a negative attitude about the organisation that will influence others and affect the performance.…”

Section: Employee Moralementioning

confidence: 99%

Factors That Affect the Morale of Employees in the Institution of Higher Learning in South Africa

Khumalo

2021

IJHE

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The paper focuses on assessing and identifying the factors that affect the morale of employees in the institution of higher learning in South Africa. Employee morale is a drive to keep the organisation growing and achieve its objectives. In the worldwide ranking there are two institutions of higher learning that are featured in the top 250 of the universities which could be the result that employees are engaged in their institutions. However, it is imperative to maintain or improve more by understanding and dealing with the factors that may contribute negatively in the institutions of higher learning in SA. A quantitative approach was utilised for the paper and a questionnaire was constructed to collect data from 108 academics and support staff. A stratified approach method wad used and divide participant into groups academics and support employees. All data collected was analysed using SPSS version 22 and the findings of the paper reveals that the level of employee morale was very low and further reveals that management support and feedback, conditions of work, remuneration packages, benefits, promotion processes and recognition, communication and understanding of policies as well as treatment and workload were the crucial factors affect the morale of employees. The paper recommends that all institutions of higher learning to review they own policies and ensure that all stakeholders of their institutions understand them effectively. Similar research should be conducted in other institutions of higher learning as well in order to generalise or enrich the findings of the present paper which serve as a wake-up call.

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Section: Employee Moralementioning

confidence: 99%

Factors That Affect the Morale of Employees in the Institution of Higher Learning in South Africa

Khumalo

2021

IJHE

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“…The key questions here centre on what sort of learning might support ordinary citizens in this changing landscape, what might enhance their understanding of such social change, and what could assist them with surviving and thriving in a new context? (Bound et al 2020). Thus, the first element of the 4IR highlights the need for a fresh conceptualisation of LLL.…”

Section: Towards a Progressive Concept Of Lifelong Learningmentioning

confidence: 99%

Rethinking Lifelong Learning in the “Fourth Industrial Revolution”

James

Sadik²,

Brown³

2023

Springer International Handbooks of Education

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Two key discourses of our time, lifelong learning and the fourth industrial revolution, have been inextricably linked to offer a compelling narrative of the coupling of education models and technological change to enable individual empowerment, social inclusion and a shared prosperity. Taking a broadly interdisciplinary approach, we identify the development and key consituents of each concept and examine how they have been brought together. We identify fundamental flaws and difficulties with the concepts and their application, but also indicate how the the fourth industrial revolution can provide an impetus for thinking about lifelong learning in new ways that transcend the individual employment-focused conceptualisations that have dominated in recent times. Finally, we offer a discussion about the nature of a progressive conceptualisation of lifelong learning which might respond in a more authentic and realistic way to contemporary changes in the nature of work, life, social and economic activity and indeed to more fundamental issues for humanity.

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“…Work Condition:Bound, Evans, Sadik & Karmel (2018) posit that casualization dampens the possibilities of furthering a career path. Due to the work conditions, casual work does not allow for career progression when compared to permanent work.Ogbe, Olubunmi & Okorode, (…”

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confidence: 99%

CASUALIZATION & EMPLOYEE MORALE IN THE OIL INDUSTRY: A CASE STUDY OF SHELL COMPANIES IN NIGERIA

Eke¹,

Onuoha²

2020

IJAAR

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This study empirically investigates the nexus between Casualization and Employee Morale in the Oil industry, using Shell Companies in Nigeria (SCiN) as a case study. The ‘Convenience Sampling Technique’ was used to assess the sample size of 200 employees. Data was analyzed via Spearman Rank Order Correlation Coefficient, with the aid of Statistical Package for Social Science (SPSS) Version 27. The Findings revealed that: Casualization is significantly related to Employee Morale. It was concluded that all dimensions of the exogenous variable should be encouraged. All of which is to achieve high employee morale. Thus, the study recommends that: Management should allow casual workers access to certain perks and benefits such as: health benefits, performance bonuses, transportation allowances, etc. and they also should be allowed to have a workers' union for collective bargaining, sustained compensation policies, work on reducing stigmatization and focus on improving work conditions in order to achieve ‘high’ employee morale.

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How Non-Permanent Workers Learn and Develop

Cited by 8 publications

References 0 publications

Factors That Affect the Morale of Employees in the Institution of Higher Learning in South Africa

Factors That Affect the Morale of Employees in the Institution of Higher Learning in South Africa

Rethinking Lifelong Learning in the “Fourth Industrial Revolution”

CASUALIZATION & EMPLOYEE MORALE IN THE OIL INDUSTRY: A CASE STUDY OF SHELL COMPANIES IN NIGERIA

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