The development of an assessment tool for measuring project management culture in organisations

The principles and practices of project management are increasingly adopted by organisations (technical and non-technical) that hope to reap its multiple benefits, particularly 'the opportunity to be both externally effective (fast to market) and internally efficient (doing more, faster, with less)' (Pinto, 2002). Organisations may not be as successful as they anticipated when they opted to engage in project management, because their organisational culture does not support project work. The primary objective of this research was ‘to develop a reliable holistic diagnostic assessment tool to measure project management culture, as an operational culture, in organisations’. This research made use of multi-methods (triangulation) including: • a thorough literature study; • verification of the theoretical model of du Plessis (2001) by project management experts using Lawshe’s (1975) technique; • the development of a scale instrument (project management culture assessment tool) by using DeVellis’s (1991) process supported by Clark and Watson’s (1995); and • a reliability test of the developed project management culture assessment tool (PMCAT), by using the Mann-Whitney t-test, in two independent organisations. The results indicated that 94% of the project management experts who responded perceived the model and descriptive elements on project management culture by Du Plessis (2001) as valid. A questionnaire with 135 variables derived from the validated model and descriptive elements was subjected to 494 project managers of whom 236 responded. This data was the input to the development of the scale instrument, using statistical techniques such as item analysis (SAS, 1997) and exploratory factor analysis (BMDP, 1993). The outcome was a project management culture assessment tool (PMCAT) that comprised of 89 items in a five-factor scale instrument. The overall reliability of the items in this scale was highly acceptable with a Cronbach alpha coefficient above 0.70. The scale inter-correlation showed that the factors are highly inter-correlated which can be expected from an interdisciplinary, holistic construct of factors that are systemic in nature. The PMCAT was tested in two independent organisations and was found to be a reliable diagnostic tool that can distinguish between organisations' project management culture, especially in the South African project management environment.Thesis (PhD (Organizational Behaviour))--University of Pretoria, 2005.Human Resource Managementunrestricte

Cultural intelligence as managerial competence

In multi-cultural work settings, confusion, misunderstandings, embarrassment, a sense of being insulted, or a breakdown in relationships often occur, resulting in workplace problems. This happens especially when employees do not possess Cultural Intelligence, an emergent competence for successful management in the 21st century. Extensive exposure to another culture may lead to a deeper understanding of that culture’s values and norms. Given South Africa’s demographic profile and multi-cultural work environment, South African managers can be assumed to have a higher Cultural Intelligence because they have been exposed to multiple cultures for decades. Against this background the question arises: What is managerial Cultural Intelligence? Is it more than being exposed to another culture? If so, what should managers do to enhance their Cultural Intelligence competence in the multi-cultural work environment? The purpose of this paper is to describe Cultural Intelligence as an important managerial competence, and provide guidelines for South African managers working in multi-cultural and multi-national organisations or work settings to develop their Cultural Intelligence. A purposive sample group of 353 South African managers participated in this quantitative and qualitative study, using a Cultural Intelligence questionnaire developed by Du Plessis, Van den Bergh and O’Neil (2007) and six open-ended questions reflecting on Cultural Intelligence in practice. The results indicate that managerial Cultural Intelligence is a complex combination of at least three key constructs which can form the base of a managerial Cultural Intelligence competency framework: (1) understanding cultural identity; (2) willingness to engage with and learn about other cultures; and (3) the ability to adapt to a multi-cultural setting. This framework and subsequent challenges could enable managers to use their multi-cultural opportunities fully to build their Cultural Intelligence competence, which is in demand globally.http://alternation.ukzn.ac.za/nf201

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

Psychological ownership as a requisite for talent retention : the voice of highly skilled employees

The aim of this paper is to identify and clarify the elements and possible role of psychological ownership in highly skilled employees‟ retention. The methodology encompasses a qualitative research design inclusive of an extant literature review, open-ended questions and interviews to sought deeper understanding and clarification of the data. Data were analysed through thematic analysis and compared with the theoretical elements of psychological ownership. The findings indicated that highly skilled employees identify with the elements of psychological ownership. The contextual factors especially the more structural aspects, being: clear communication; relationship building; clear direction and goal alignment; ethical Psychological Ownership and Talent Retention 2 conduct; recognition and acknowledgement and leadership, surfaced more explicitly as requisite for talent retention.http://www.inderscience.com/jhome.php?jcode=EJIMhb201

The role of psychological ownership in retaining talent : a systematic literature review

ORIENTATION: Managing psychological ownership can have positive attitudinal and behavioural effects, promote organisational effectiveness and support talent retention. RESEARCH PURPOSE: This paper seeks to explore and describe psychological ownership, distinguish it from other work-related attitudes and clarify the role that psychological ownership can play in retaining talent. MOTIVATION FOR THE STUDY: Previous studies of human resource practices and organisational characteristics that affect organisational commitment and the retention of talent have reported that absent variables could be responsible for varied results. Psychological ownership could be one of them. RESEARCH DESIGN, APPROACH AND METHOD: Based on a systematic review of the literature published over the last 20 years, the authors synthesised various research perspectives into a framework of psychological ownership and its links to retaining talent. MAIN FINDINGS: The authors found that psychological ownership was a comprehensive multidimensional construct. It is distinct from other work-related attitudes and seems capable of enabling organisations to retain the talents of skilled employees. PRACTICAL/MANAGERIAL IMPLICATIONS: Organisations can benefit from psychological ownership because it leads employees to feel responsible towards targets (like organisations) and to show stewardship. It can help organisations to retain talent and influence the intentions of skilled employees to remain with their organisations. CONTRIBUTION/VALUE-ADD: Psychological ownership, as an integrated multidimensional construct, has expanded the existing theory about the organisational commitment and workrelated attitudes that organisations need to retain talent in the 21st century.http://www.sajhrm.co.zaam201

Psychological ownership : a managerial construct for talent retention and organisational effectiveness

Many scholars, consultants and practitioners have recently focused their attention on ‘ownership’ as a psychological, rather than just a business phenomenon. Psychological ownership is defined as a state in which individuals feel as though the target of ownership or a piece of it is ‘theirs’ (that is ‘It is mine!’). It suggests that, the presence of psychological ownership among employees can have a positive effect on organisational effectiveness. The main aim of this paper is to introduce and describe a new kind of ownership, known as ‘psychological ownership’ that could be a valuable managerial construct for improving talent retention and organisational effectiveness within the South African work environment. The research methodology followed an extensive literature review in order to compile the construct for psychological ownership, which was then validated by a panel of nine scholarly subject-matter experts by applying Lawshe’s quantitative approach to content validity. The study resulted in a multidimensional construct for psychological ownership with high content validity, consisting of a promotion-orientated and prevention-orientated dimension. Promotion-orientated psychological ownership consists of six theory-driven components: Self-efficacy, sense of belonging, self-identity, accountability, autonomy and responsibility. Territoriality, the seventh dimension, was identified as a preventative form of psychological ownership. The particular relevance of this paper is the introduction of a positively oriented psychological ownership construct that can be utilised by managers and human resource professionals as a potential guideline to facilitating talent retention and productivity in the current work environment.http://www.academicjournals.org/AJB

Requisite leader behavioural competencies for sustainable organisational performance

ORIENTATION : Organisations constantly strive to understand the impact of leader behaviour on continued superior organisational performance. RESEARCH PURPOSE : The purpose of the study was to establish a framework of requisite leader behavioural competencies for sustainable (repeated) organisational performance and to determine the interrelationship between leader behaviour and sustainable organisational performance. RATIONALE/ MOTIVATION : Many studies have been conducted investigating the impact of leadership on organisational performance, but a gap exists in studying the interplay between leader behavioural competencies, organisational performance and organisational context. RESEARCH DESIGN, APPROACH AND METHOD : A case study research design was used employing a qualitative approach with a constructivist grounded theory research philosophy. Data collection comprised archival document review and semi-structured, in-depth interviews with senior executives in a high performing multinational listed South African organisation as case. Data analysis was conducted with the aid of qualitative data analysis computer software, as well as through iterative open and axial coding to discover patterns and themes. MAIN FINDINGS : The study resulted in a leader behavioural competency framework purporting a model founded strongly in context and simplicity. PRACTICAL/ MANAGERIAL IMPLICATIONS : Requisite leader behavioural competencies were identified as: 1) simple focus and providing direction; 2) a sincere regard for people, or employee wellbeing; 3) creating an environment of absolute trust and empowerment; 4) enforcing innovation and entrepreneurship; 5) full leader support and backup; and 6) affording profound reward and recognition for achievements. CONTRIBUTION : Organisations can benefit from an insight into understanding how the identified requisite leader behavioural competencies possibly can impact organisational performance in their respective environments.S.W.G conducted the research as part of the completion of his PhD. Y.d.P. provided overall guidance, input and supervision throughout the research project, and finally approved the manuscript.http://www.actacommercii.co.za/am2016Human Resource Managemen

Psychological capital, a requisite for organisational performance in South Africa

Scholars argue that to address the social, economic and political challenges facing South Africa since 1994, organisational managers/leaders should adopt a positive approach, based on sound organisational behaviour. This study administered the Psychological Capital Questionnaire (PCQ) to determine whether human resources practitioners (N=131) as custodians of change and positive behaviour in organisations in South Africa embrace core elements of Positive Organisational Behaviour (POB). Exploratory factor analysis resulted in a three-factor model for the PCQ, renamed the Potential South African PsyCap (PSA-PsyCap) instrument. All dimensions displayed acceptable reliabilities. Statistically significant differences exist in the POB of demographic groups, relating to age, marital status, home language, seniority and qualifications. This research reveals that South African HR practitioners and managers should fully embrace psychological capital to effectively create caring workplaces taking cognizance of the broader economic and social issues affecting employees and their performance.http://www.sajems.org/index.php/sajemsnf201

Exploring coping strategies of business leaders during an economic downturn

As a large part of South Africa's economy is based on the mining industry, this research focused on exploring the coping strategies of business leaders in the mining industry during an economic downturn. Using qualitative research within a constructivist-interpretive paradigm, the researchers sought a deeper understanding of how mining leaders cope during an economic downturn. A purposive sample of seven executive mining leaders of different mining houses was interviewed and data was analysed using Atlas.ti. A conceptual framework for understanding coping strategies at the individual, group and organisational levels for business leaders during an economic downturn was developed and is discussed here. This study contributed to theory and practice by focusing on coping responses to specific situations within a specific context instead of on general coping strategies.http://www.sajems.org/index.php/sajems (former http://www.journals.co.za/ej/ejour_ecoman.html