6 research outputs found
Fusing organisational change and leadership into a practical roadmap for South African organisations
The intention of this study was theory creation in the field of organisational change,
directed towards the creation of a conceptual change framework. A qualitative
research approach was followed and a grounded theory methodology adopted.
This study involved a theoretical investigation of organisational change and leadership
within South African organisations, although insights gained could be transferred
across contexts or settings. The primary aim was to create a practical change
framework to ensure sustainable organisational change. Secondly, to determine the
impact of leadership on successful organisational change. Thirdly, to establish
whether any fundamental elements can be identified as essential for inclusion in such
a change framework. Fourthly, to identify non-negotiable success factors that can
ensure successful change. Fifthly, to determine the human elements that should be
included in order to minimise negative outcomes such as resistance and noncompliance.
The final aim was to ascertain what meta-insights can be gained from
organisational change and leadership.
The research findings concluded that the first perception when speaking about change
is fear, anxiety and increased stress, resulting in impaired functioning. Organisations
struggle to handle increased stress levels during periods of change and require
improved methods of dealing with stress to ensure optimal individual functioning. Only
through reduced stress levels will individuals be able to engage with organisational
change initiatives.
Alternative intervention technologies were suggested which could assist the individual
change journey through reduced stress and/or increased consciousness. These
alternative intervention technologies were suggested because of the paucity of current
literature. It practically aids organisations on how to deal with the stress dilemma.
This research introduced the concepts of anti-leader and anti-manager. These
concepts depict the negative characteristics of leadership and management which
invariably increases individual stress levels. Emotions elicited by the anti-leader and/or
anti-manager could potentially split, divide and fragment a workforce.
The ideal organisational approach should be designed by the people, be inclusive of
all, involve, empower and allow individuals to make the required decisions. As
organisational change can only be effected through individual change, this thesis
places the individual in the centre. Without individual change, vicissitude and
sustainable organisational change become highly unlikely.Graduate School of Business LeadershipDB
The role of electronic human resource management in diverse workforce efficiency
Orientation: Diversity management, focusing on developing and appreciating diverse ideas and building relations among diverse employees, and new electronic human resource management (e-HRM) approaches to employees, often leave employees feeling disrespected and indignant. Thus, instead of human resource practitioners, harnessing the strategic role of e-HRM towards value creation for people and organisation, e-HRM has taken a dehumanising turn. Research purpose: This research questioned how technological changes affecting e-HRM could optimise and enable diversity. Motivation for the study: Current literature does not adequately address this e-HRM dilemma impacting on HRM. Research approach/design and method: A qualitative exploratory case study was used to determine how and to what extent the application of e-HRM technology implementation impacted on diversity management. The human niche and ecological model theories help explain the nature of employees’ interactional relationships and coping mechanisms when intervening factors such as e-HRM are introduced respectively. Main findings: The research revealed disconnectedness between e-HRM, individuals and groups, affecting efficiency. Further research is required to improve humanistic approaches for e-HRM implementations. Practical/managerial implications: Application of human niche theory may guide a more participative approach from the onset. Leaders and managers who follow a pure transactional approach may fuel employee isolationism and hamper diversity management through technology in e-HRM. Contribution/value-add: Our findings provide insight into the unintended consequences of diversity. We indicated how e-HRM systems can lead to relational breakdown in a developing country context. Technology should be integrated in managing diversity, and not just focused on operational efficiencies
Enabling Sustainable Organizational Change: A Case of Cognitive Diversity in the Automotive Industry
In diverse societies such as South Africa, organizations continue to face inclusion challenges when implementing change. This study proposes a different method and new dimension of diversity management within the cognitive diversity construct, namely human niche theory, to tackle the diversity dilemma of exclusivity. The research question asked whether human niche theory, as a defined concept within cognitive diversity, could be utilized by managers to enable inclusion and promote sustainable organizational change implementation. Conceptually, this paper relates human niche theory to seven themes in the change process, namely, communication, training, motivation, resources, control, monitoring, and feedback. An exploratory single case study in a multicultural South African automotive organization that implemented a company-wide technology change project was used as a unit of analysis. The single case study revealed a new understanding of change implementation processes using the human niche theoretical framework related to radical technological change implementation. Data collection included in-depth interviews, focus group sessions, solicited company data, field notes, and observations. Content and comparative data analysis were used to present findings. This research showed that managers’ awareness of human niche theory in terms of cognitive diversity could assist in managing diversity, enabling inclusion, and change effectiveness in the organization, while minimizing emotional exclusion
The role of electronic human resource management in diverse workforce efficiency
Orientation: Diversity management, focusing on developing and appreciating diverse ideas and building relations among diverse employees, and new electronic human resource management (e-HRM) approaches to employees, often leave employees feeling disrespected and indignant. Thus, instead of human resource practitioners, harnessing the strategic role of e-HRM towards value creation for people and organisation, e-HRM has taken a dehumanising turn.
Research purpose: This research questioned how technological changes affecting e-HRM could optimise and enable diversity.
Motivation for the study: Current literature does not adequately address this e-HRM dilemma impacting on HRM.
Research approach/design and method: A qualitative exploratory case study was used to determine how and to what extent the application of e-HRM technology implementation impacted on diversity management. The human niche and ecological model theories help explain the nature of employees’ interactional relationships and coping mechanisms when intervening factors such as e-HRM are introduced respectively.
Main findings: The research revealed disconnectedness between e-HRM, individuals and groups, affecting efficiency. Further research is required to improve humanistic approaches for e-HRM implementations.
Practical/managerial implications: Application of human niche theory may guide a more participative approach from the onset. Leaders and managers who follow a pure transactional approach may fuel employee isolationism and hamper diversity management through technology in e-HRM.
Contribution/value-add: Our findings provide insight into the unintended consequences of diversity. We indicated how e-HRM systems can lead to relational breakdown in a developing country context. Technology should be integrated in managing diversity, and not just focused on operational efficiencies