An exploratory inquiry : the influence of line management on an employee’s wellbeing

Abstract: Line management plays a significant role in influencing the employee’s experience of the workplace. Managers’ behaviour towards employee wellbeing is critical, as it manifests in factors such as employee performance, productivity, absenteeism, job satisfaction, attrition, motivation, engagement and morale in the workplace. The study purposes to explore the extent in which line manager practices (leadership styles) influence employee wellbeing on an emotional, mental, physical and spiritual level. The insights from the study will advance the cause of workplace wellbeing at mental, emotional, spiritual and physical levels. In addition, best practices which improve, and guide line management practices will be illuminated to support the learning and development of line management. Exploratory qualitative research design was followed. Purposive sampling was adopted to select and identify the ten research participants. The primary data was collected through the semi-structured interviews, and the secondary data was collected through the documentation in the form of policies and research publications. The data were analysed through the content and thematic analysis methods. Based on the findings, the following management practices were identified as key in promoting employee wellbeing: communication and information sharing, ethical conduct and living the values, development of people, empowerment, building healthy relationships, supportive and caring attitude, and recognition. Effective management behaviour and practices which promote and enable employee wellbeing should be assessed through the performance systems, rewarded and recognised through various motivating mechanisms. The research findings corroborates the literature with an emphasis on the importance of management styles and practices in promoting wellbeing

Assessing the dimensionality of three LMX instruments within a diverse cultural and linguistic context

Multiple versions of the Leader-member exchange (LMX) instruments are widely utilized for exploring the quality of exchange between the leader/supervisor and the employees in leadership studies. Despite widespread usage, validation studies outside the USA are scarce. The purpose of this study was to analyze the psychometric properties of three versions of LMX instruments in the South African context. The factor structure, validity, and reliability of the respective versions were explored. The sample comprised of employees from the private (3598) and public (2640) sectors, from 106 organizations, across three independent studies. A three-factor structure was reported for 11 and 12 item instruments, which is different from the original four factor structure. The unidimensional 7 item instrument reported exceptionally good fit. The results of this study are useful for leadership researchers within the South African context, as they can use the LMX instruments with confidence, but it raises a question about the common practice of using foreign developed instruments for research purposes without testing its transferability to that specific context.Graduate School of Business Leadershi

Measurement of the perceptions of human resource practices in a seemingly collectivistic culture

Orientation: Human resources (HR) practices and specifically the perceptions thereof are not only important for organisational strategy and performance but have a direct impact on employee attitudes and behaviour. The accurate measurement of these perceptions is therefore important. Research purpose: The goal of this study was to validate the Human Resource Practices Perceptions Questionnaire for the South African context (which is unique in terms of its apparent collectivistic nature), from an etic perspective. Motivation for the study: The accurate measurement of employees’ perception of HR practices are essential to give the organisation a competitive advantage. This study was done to validate a HR practices perceptions questionnaire in a seemingly collectivistic context. Research approach/design and method: This study is based on a cross-sectional survey design, collecting primary data on the perceptions of HR practices from 1676 South African employees in public and private sector organisations. An exploratory (EFA) and confirmatory factor analysis (CFA) were conducted. Main findings: The EFA and CFA yielded a slightly different permutation compared to the initial factor structure. A nine-factor structure was extracted and confirmed. A slight adjustment of the original questionnaire was required to incorporate performance evaluation with a teamwork focus and to differentiate training from development. It was further found that invariance exists when comparing the private and the public sectors. Practical/managerial implications: It was found that the instrument had to be adjusted for the South African context to ensure an accurate measurement of employees’ perceptions of HR practices. Contribution/value-add: The instrument has been validated and can thus be used with confidence to assess the perceptions of HR practices regardless of the sector. It thus provides an accurate measurement that can be used to predict or explain other employee behavioural outcomes in relation to their perceptions of the HR practices

Exploring the influence of line management on the employee’s wellbeing

M.Phil.Abstract: Management practices have far-reaching implications for both employee wellbeing and organisational outcomes such as job satisfaction, performance, absenteeism, employee engagement and employee turnover. Line management plays a pivotal role in the promotion of employee wellbeing. The aim of the study was to explore the influence of line management on employee wellbeing. Employee wellbeing was explored from the perspective of emotional, mental, physical and spiritual dimensions within the workplace context. Line management practices which enable, as well as undermine, employee wellbeing were comprehensively highlighted. A qualitative case study approach was adopted for the study. Semi-structured, face-to-face interviews were conducted to gather primary data. The research participants were purposely selected as per non-probability sampling guidelines. Primary data and secondary data were analysed through both content and thematic data analysis methods. The interpretive paradigm prominently facilitated the analysis and the interpretation of research findings. From the findings, four prominent themes emerged, namely i) practices enhancing wellbeing; ii) practices undermining wellbeing; iii) the impact of wellbeing-enhancing and wellbeing-undermining practices; and iv) best practices to promote wellbeing. The practical contribution of the research pertains to its proposal of guidelines and practices that can be incorporated into management training and development programmes. These programmes aim to improve people management practices in the workplace, while enhancing employee wellbeing. Lastly, the policies, strategies, skills development competencies, and the creation of a culture conducive to wellbeing in the workplace were articulated within the findings. Future research could explore the impact of line management or leadership on employee career wellbeing with regard to career progression and regression

The development of a talent management framework for the private sector

Orientation: Talent management is a strategic priority especially for profit-generating organisations in the private sector. Limited research has been conducted on the theoretical development of talent management. The need for talent management is also triggered by a need to align and integrate people management practices with those of the organisation in order to achieve strategic execution and operational excellence. Research purpose: The primary aim of the study was to develop a talent management framework for the private sector. The research proposed to conduct an in-depth exploration of talent management practices in key and leading organisations already in the mature stages of talent management implementation in South Africa. Motivation of the study: There is a need for the development of best practices in talent management – where talent management strategy is designed to deliver corporate and human resource management strategies. The formal talent management initiative would be linked to the human resources management function and will flow vertically from the corporate strategy-making process. Research approach, design and method: The modernist qualitative research approach was applied to the study. Data were collected through semi-structured interviews (18 persons were interviewed in total). Analytical induction method was instrumental in facilitating the overall data analysis, while constructivist grounded theory assisted with the operationalisation of the data analysis. Main findings: The study has mapped out key dimensions which are essential for the implementation of talent management. The dimensions of talent management are attraction, sourcing and recruitment, deployment and transitioning, growth and development, performance management, talent reviews, rewarding and recognising, engagement and retention. With each of the above-mentioned dimensions, the activities that are to be carried out to achieve the outcome of each dimension are specified. Practical and managerial implications: Role clarifications pertaining to talent management responsibilities and accountabilities are still unclear in most instances. Early identification of key role players and articulation of duties will lead to ownership and clear accountabilities for the successful implementation of talent management. Contribution/value add: The study brought to light critical factors for organisations in the private sector to consider for the successful implementation of an integrated, holistic and comprehensive talent management framework. The proposed framework guides talent management practices within companies in the private sector by highlighting activities to be carried out to achieve outcomes per talent management dimension