ResearchSpace

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Analysing the socio-economic implications of state failure to deliver on its legal obligations towards refugees: A constitutional and international law perspective.
(2024) Docrat, Fathima.; Hicks, Janine.; Gray, Simone.
Refugees and asylum seekers often rely on the domestic laws of host countries to translate international standards of protection into tangible rights. This study turns to a socio-legal analysis of South Africa's refugee regime, examining how international and constitutional standards of socio-economic rights are translated into domestic law and practice. The research undertakes a two pronged analysis of both domestic legislation and its implementation. At legislative level, the research suggests a pervasive erosion of socio-economic rights through amendments hindering refugees’ pathways to citizenship and access to work and education. Within implementation, systemic failures, xenophobic sentiment, and bureaucratic inefficiencies reveal the barriers that hinder access to socio-economic rights in general. Cumulatively, through unveiling these restrictions, the study exposes the broader trend of limitations to refugee integration. The study asserts that this signifies a shift from a rights-based approach towards a more restrictive regime, justified by the allegation of “limited state resources”. The study argues that such a claim acts as a smokescreen, masking a deeper failure on the part of the state to uphold its international and constitutional obligations. Ultimately, this study champions sustainable reforms, moving beyond a simple revival of rights-based principles, towards achieving lasting change in light of resource constraints.
Developing an operational excellence implementation model for the insurance industry in South Africa.
(2025) Dwarika Parsad, Sahil.; Chummun, Bibi Zaheenah.
Introduction: The South African insurance industry is perceived as a volatile, uncertain, complex, and ambiguous (VUCA) environment, which is driven by factors such as technological developments and demands. It is a widely accepted notion that, although Operational Excellence (OE) is a fundamental concept in a company’s efficiency and competitiveness in a given market environment, its strategy in a complex and volatile environment such as this one is not well understood. It is in light of these factors that the aim of the study was to design a model for implementing a strategy related to operational excellence in order to ensure its applicability in a VUCA environment in which the South African insurance industry is situated. Methods: The pragmatic exploratory sequential mixed-method design was used in the study, where the first level of a mixed-method design involved in-depth individual interviews with a total of eight industry experts in the South African insurance industry, followed by a quantitative study that made use of a structural equation model, which then aimed to validate and explore fundamental OE construct associations with a total of 311 respondents who answered a questionnaire. Results: From the results, it is evident that digital transformation, communication, employee engagement, and leadership are some of the most important factors that can ensure success in OE. The challenges that were experienced in OE were a lack of skills among employees and change resistance. The proposed framework for OE integrates change management and technology incorporation concepts, which are aimed at inculcating a spirit of innovation and sustainability in organisations. Statistical results revealed a degree of success in OE, and leadership and communication are two areas that need improvement. Conclusion: In order for OE to be achieved in the insurance industry, a flexible leadership style and a culture that adopts technological innovations, as well as a proactive leadership structure, are necessary in order to mitigate VUCA complexities. The proposed framework for OE is a theoretical platform for achieving OE in organizations, and insurance companies can invest in AI-based analysis, training, and development of their staff, as well as in agile methodologies and risk management. This proposed model can be tested in other industries, and its effect on OE in the long term, considering digitalization, can be studied in the future.
The impact of corporate culture on employees’ performance.
(2024) Gabela, Nosisekelo Bongeka.; Akandwanaho, Stephen Mugisha.; Naidoo, Vannie.
The main objective of this study was to examine the impact of corporate culture on employees' performance at UKZN HR and Finance departments, explore how employees, adjust to developing and/or new culture and identify the sort of authoritative culture fit for improving employee execution in the UKZN HR and Finance departments. One of the more important operational recommendations for organizational culture have to do with the decision-making process. Hiring employees whose ideals differ from the organization's is likely to deceive employees who need motivation and dedication and are dissatisfied with their jobs. They must also take socialization's influence on a representative execution into consideration. This is an example of how management typically considers itself to be more important than their subordinates in most organizations. Because of this, they avoid socializing with them, and even if they did, they would talk to them in an unclean manner. Some members of the administrative staff do not always commend employees when they perform well in their particular position. It has been acknowledged that execution depends on the affiliation's way of life, thought regarding corporate culture has steadily evolved over the past ten years into a fundamental component of common dynamic operating. Additionally, the board challenge's presentation has sparked internal inspectors' interest. Examining the culture within the organization reveals that professionals share similar viewpoints and benefit from comparisons with other industries. Corporate culture may be used to examine an organization's financial performance; every organization wants to ensure productivity, and evaluating the work culture of the organization is likely the greatest place to start making changes. The approach pursued in this study was the quantitative research approach, guided by questionnaires, distributed to UKZN staff members under the HR and Finance Department at the Westville campus. In order to reach the objectives of this study, the researcher was dependent on primary data from the targeted population. Managers and professionals in the Human Resources and Finance departments should consider the findings of this study, which highlight the importance of adopting a more authoritative organizational culture. The insights gained from this research can aid them in selecting and implementing an enhanced hierarchical culture, thereby facilitating improved employee performance and organizational effectiveness.
Driving simplified multiple values of banking to varied stakeholders using digital technologies in a South African bank.
(2025) Ntsele, Sthembile Millicent.; MacDonald, Kanyangale.
South African banks face significant challenges in implementing digitalisation as a core strategy for delivering banking products and services to diverse stakeholders in a digital environment. This study adopted Strauss and Corbin’s (1990) version of grounded theory to develop a substantive grounded theory on the implementation of digitalisation as a strategy in a selected South African bank, based on the lived experiences of senior managers. Twenty-five senior managers with direct experience of the bank’s transition from traditional to digital banking were selected using purposive and theoretical sampling. Data were collected through 32 in-depth semi-structured interviews that captured critical incidents explaining the factors and processes of the transition, and were analysed using open, axial, and selective coding. The study developed a five-stage substantive grounded theory labelled “the digital wave of driving multiple values of banking services to varied stakeholders using digital technologies in a South African bank.” This theory illustrates an ambidextrous “digical” approach as the bank adopted a sensitive digital-first strategy for engagement while deliberately maintaining strong face-to-face client centricity. This ensured clients with unique difficulties or those unwilling to transact digitally were not left behind. In the first stage, the bank focused on identifying digital-enabling opportunities. In the second stage, employees and managers enacted internal and external value by enhancing performance through digital technologies, realigning HR activities, and empowering employees with improved integrated processes. The third stage involved managing a complex mix of positive and negative digital consequences for clients, employees, and banking and nonbanking partners. The fourth stage addressed transforming key challenges, such as employee and client resistance, streamlining organisational architecture for efficiency, and realigning supplier strategies with emerging digital needs. The overall consequence in the final stage was simplified yet had multiple values for varied stakeholders. Overall, the bank reaped the benefits of the “digital” approach, combining digital customer engagement with personal, consultative branch support, particularly for lower-end mass-market customers. The new substantive grounded theory of “digical banking” advocates this ambidextrous, integrative model. The theory provides practical guidance for bank leadership, managers, employees, and HR practitioners in navigating digital transformation and building ambidextrous leadership and digital capabilities.
Factors that determine support staff motivation, retention and organisational commitment at the University of KwaZulu-Natal.
(2025) Dlamini, Allen Mandlenkosi.; Kubheka, Zamanguni Fortunate.
Support staff are integral to the functioning of higher education institutions, yet their motivation, retention, and organisational commitment often receive less attention compared to academic staff. This study explores the factors influencing support staff motivation, retention, and organisational commitment at the University of KwaZulu-Natal, South Africa. A qualitative research design was adopted, utilising semi-structured interviews to gain in-depth insights from ten support staff members across various roles. The purposive sampling ensured a diverse representation of support roles. Data were analysed using thematic analysis to identify recurring patterns and themes related to staff motivation and performance, enabling the identification of recurring themes related to work environment, recognition, career development, workload and organisational support. Participants consistently emphasised the importance of transparent communication, a strong sense of belonging and responsive managerial support in cultivating loyalty to the institution. In contrast, factors such as inadequate remuneration, constrained upward mobility, inflexible institutional policies and bureaucratic inefficiencies were cited as key impediments that diminish morale and heighten turnover intentions. In response to these challenges, the study highlights the need for the University of KwaZulu-Natal to implement strategies that address the specific motivational factors of support staff. Enhancing professional development opportunities, recognising staff contributions and fostering a supportive organisational culture can improve retention and commitment. Addressing these areas may lead to increased job satisfaction and performance among support staff, contributing to the overall effectiveness of the university. This study provides a contextualised understanding of the motivation and retention factors within academic support settings. Moreover, it offers practical guidance for university management to improve staff satisfaction and commitment, with lessons that can also be useful for other higher education institutions and the education sector at large.