Perceptions regarding organisational citizenship behaviour in South African retail firms
- Authors: Ngxukumeshe, Tandiswa
- Date: 2016
- Subjects: Organizational behavior -- South Africa Retail trade -- South Africa Consumers -- South Africa
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: http://hdl.handle.net/10948/11898 , vital:27002
- Description: The wholesale and retail industry is a more volatile nudstry, with respect to cyclical changes and global economic conditions, than many other industries. The growth of technology in this industry has led to informed customers, bringing with them many challenges to retailers, as these retailers have to win customer loyalty by focusing not only on prices and quality, but also on global competition. The heterogeneity as well as the illusive preferences, expectations, personality characteristics, attitudes, and desires of customers have created diverse and fast-evolving customer demand. As a result, retailers need to source highly customer-focused employees who are willing to go beyond their expected call of duties to satisfy customer needs and wants, thereby keeping firms competitive. This behaviour is called organisational citizenship behaviour (OCB). OCB involves extra-role performance, which represents behaviours not formally required by any particular job, but which help to develop the social context of all jobs, thus facilitating effectiveness. Thus, retailers who encourage OCB among their employees are more likely to improve the performance of both the organisation and the employees, and increase the organisation’s competitiveness in the global economy. The primary objective of this study is to assess the perceptions of employees regarding OCB within retail firms in South Africa. A positivistic research paradigm was used, in this study, by means of quantitative research. Secondary data in the form of textbooks, journal articles and Internet sources provided the theoretical framework for this study. Primary data was obtained using the survey method, by means of self-administered structured questionnaires. The aim was to target 1000 employees in the retail industry (250 employees from each of the most economically active provinces, namely, the Eastern Cape; the Western Cape, Gauteng and Kwa-Zulu Natal). However, 690 questionnaires were returned and only 554 were usable, which amounts to an effective response rate of 80%. Seven null-hypotheses and a hypothetical model of employee perceptions regarding OCB behaviour in retail firms were tested. The influence of four independent variables were tested, these are: job perceptions, role considerations, organisational climate and employment considerations on OCB. In addition, three dependent variables, namely, employee commitment, propensity to leave and employee engagement were tested. The Statistica (version 12) computer programme was used to analyse the results by means of advanced statistical techniques (such as exploratory factor analysis, regression and correlation analysis) as well as descriptive analysis and frequency distributions. After various statistical procedures, the model was re-specified, some of the variables were renamed and the hypotheses were adjusted accordingly. The empirical results revealed that job considerations and employment considerations have a positive influence on both OCB related to compassion and OCB related to civic non-obligatory acts, while role considerations and job security were found to have no significant influence on both OCB related to compassion and OCB related to civic non-obligatory acts. Furthermore, the empirical results showed that OCB related to compassion have a positive influence on both organisational commitment and propensity to resign, while OCB related to civic non-obligatory acts has a positive influence on organisational commitment and its influence on propensity to resign was not significant. It is envisaged that the results of this study could assist retail firms to understand the variables that influence the organisational citizenship behaviour of employees. In addition, it is further envisaged that the results and recommendations of this study could be used to implement effective strategies in retail firms in order to ensure effective engagement in OCB related behaviour and to create awareness of the importance of employee engagement in organisational citizenship behaviour.
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- Date Issued: 2016
The importance of managerial skills for medical doctors
- Authors: Ngxukumeshe, Tandiswa
- Date: 2008
- Subjects: Physician executives -- South Africa -- Port Elizabeth , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8709 , http://hdl.handle.net/10948/977 , Physician executives -- South Africa -- Port Elizabeth , Management
- Description: The role played by medical doctors and the employment positions they hold in South Africa and in the world today has shifted from being clinical only to include management. They were once only responsible for patient care, now are responsible for their organization's management. Physician managers have difficult tasks for which medical school provides no preparation. Doctors in an assortment of roles take on management responsibilities to varying degrees: these may be a single-handed private practitioner or lead a small clinical team; or a clinical or medical director or a chief executive; or hold senior management positions in National or Regional Legislature. Some are also managing and supervising colleagues in public or private hospitals and are responsible for managing budgets, allocation of resources; developing policies and making other management decisions. These roles require knowledge and competence of managerial skills in order to facilitate and lead in an effective and efficient manner. This study revealed that medical doctors, as business owners, in Mercantile Hospital are running their businesses, the medical private practices, without any managerial skills’ training. There was a general consensus that there is a need for managerial skills in any business and the respondents confirmed that managerial skills are important and necessary for the successful achievement of goals in a medical private practice.
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- Date Issued: 2008