http://hdl.handle.net/11189/1831 2026-08-12T12:45:13Z http://hdl.handle.net/11189/1955 Title: Effect of leadership behaviour on labour (employees’) turnover : a case study of Nigerian Universities Authors: Satope, F B; Akintunde, T S; Olopade, B C Abstract: Leadership today is increasingly associated with the concept of team work, getting along with other people, stimulating and creating a vision which others can identify rather than command and control. The study focused on the influence of leadership behaviour on labour turnover. The Problem is that most institutions have been witnessing high staff turnover which has been associated with many problems. This study examines the challenges and problems being experienced by the employees and institutions through the leadership behaviour with a case study of Nigerian universities. The specific objectives are therefore to: analyse the relationship between leadership behaviour and employees decision; investigate the influence of leadership behaviour on labour turnover and examine the respondents’ perception of leadership behaviour as it affects labour or workplace management. The study is based on the behavioural style theory of leadership using both secondary data from previous studies and primary data obtained from a total of 148 respondents selected from Nigerian Universities. The study is limited to the independent variable: leadership behaviour and dependent variables: employees and labour turnover. The study analysed the data collected using regression and descriptive statistics. This study is significant in helping to determine how leadership behaviour influence employees turnover so as to attain organisational goal. So, managers in institutions / organisations will find it useful as the appropriate strategy for improving organisational management. At the same time the findings of this study will help in improving the management of the workplace to improve the labour turnover for organizational growth and development. The study reveals high relative influence of leadership behaviour on employees’ turnover and also established that leadership has effect on employee turnover. The study makes recommendations towards employees’ workplace management to reduce labour turnover. The findings also suggest that organizations should have the right person (with ability) to do the right job and give employees suitable training to increase their job performance and ability. Besides that, managers as supervisors should always take actions that will improve their workers wellbeing. That is, organizations should always take active step in: providing strong leadership and mentoring for staff members, building working conditions that are conducive as well as provide challenging and stimulating work assignments. Description: JOLMS VOL1 NO2 December 2014 2014-12-01T00:00:00Z http://hdl.handle.net/11189/1954 Title: Leadership decision-making in the utilization of E-HRM system in selected tertiary institutions in South Africa Authors: Ukandu, Nnenna Eme; Allen-Lle, Charles Abstract: This study was conducted to establish the benefits of utilizing electronic human resource management (E-HRM) system as a decision-making tool by the human resource (HR) leaders in selected South African tertiary institutions. Leaders in the human resource management (HRM) departments include the human resource (HR) directors and managers, HR professionals, and HR specialists. They are responsible for maintaining order, seeing to the day-to-day running of the organization and helping in achieving the organization’s goal (Ukandu and Allen-lle, 2013:1). This article explores the leadership decision-making process in the utilization of E-HRM system in selected tertiary institutions in South Africa. The objective of this study is to find out how the utilization of E-HRM system has enabled the HR leaders in decision-making in the HR functions of the South African tertiary institutions. The purpose is to explore leadership decision-making in the utilization of Electronic Human Resource Management (E-HRM) systems in selected South African tertiary institutions in order to discover the benefits of using E-HRM system in the human resource management functions of the South African tertiary institutions. The population consisted of 450 employees from different South African tertiary institutions, out of which 306 responded. A triangulation research method was utilized to find information from the different tertiary institutions. The Human resource (HR) directors and managers, HR professionals, HR specialists and other HR staff members of the various South African tertiary institutions form part of the sample. A closedended questionnaire was used. The results obtained indicate that majority of HR leaders use E-HRM system in their decision-making in their human resource functions in the South African tertiary institutions; however, some leaders noted that they are yet to implement the system as a decisionmaking tool in their institutions. 2014-01-01T00:00:00Z http://hdl.handle.net/11189/1953 Title: Humanising leadership and management of non-governmental development organisations Authors: Makuwira, Jonathan; Haines, Richard Abstract: For over five decades Non-Governmental Development Organisations (NGDOs) have been active instruments in the provision of social services in support of government initiatives. By and large, their contribution to the development industry has been enhanced by continued support by donor agencies. Lately, there has been an intense debate and scrutiny regarding their impact. While the intensity of the debate and scrutiny gravitates around their claims to be agents of poverty reduction, there are silences, tensions and contradictions in the analysis of the management and leadership of these organisations. This paper aims to critically examine the ‘human face’ of NGDO leadership and management by unpacking theories of leadership and management from a development angle and how the theories are applied in development practice. As an industry, development is full of ambivalence yet there is not much research or a thorough critique within the academy, of the individuals who lead and manage these organisations and the effect of their managerial and leadership styles have on broader agenda of poverty reduction. The central thesis in this paper is that unless NGDO leaders and managers learn to humanise, that is, leading and managing with human values grounded and informed by theories of social justice, their contribution to poverty reduction will be minimal. 2014-01-01T00:00:00Z http://hdl.handle.net/11189/1952 Title: The challenge of mediating diverse cultural values in the workplace using South Africa’s constitutional framework Authors: Komane, Thwadi Abstract: Any meaningful discussion about the interface between leadership and cultural diversity in South Africa will have to take into account both the historical context that shaped current mainstream practices as well as the attempts to innovatively mould diverse value systems. Providing leadership in a multicultural context requires managers to appreciate that people joining teams bring expertise, beliefs, customs and cultural experiences to the team. These factors enhance professional experience if properly managed or impede growth and learning if not mediated accordingly. Companies increasingly contend internally with a culturally diverse workforce as well as an even more complex external environment of clients, partners and suppliers. All these dynamics operate within the legislative and policy regime of which they are legally expected to harmoniously comply with. This paper exploits this opportune moment for leadership and management practitioners and scholars alike to reflect on current practices and theories towards a more organically evolving but systematically useful framework. The paper will contribute to the discussion on leadership and management practice by reflecting on the interface between leadership and cultural diversity in South Africa within the constitutional framework. The paper does not to offer a ‘to do list’ of acceptable leadership practices that advance cultural diversity in a project context. It will be argued in this paper that the human rights framework implied in our Constitution is that of ‘work in progress’ rather than a prescriptive ‘one size fits all’ formula. The paper relies primarily on an interdisciplinary set of secondary literature in the fields of development studies, human rights, project management, business studies and cultural studies. 2014-01-01T00:00:00Z