Browsing by Author "Mtetwa, Trevor Ncamiso."

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Employee engagement to improve productivity in the management of construction projects.
(2019) Bosa, Nikita Naledi Nakiyingi Nabossa.; Mtetwa, Trevor Ncamiso.
Construction contractors want to improve productivity, employee turnover and stakeholder management on construction projects to remain competitive. Employee engagement is a tool that can drive the achievement of these goals. Disengaged employees have been linked to higher absenteeism and turnover, lower attention to detail and lack of team integration, aspects that all impact negatively on project performance/productivity. At the heart of every project is a main contracting firm and leading their team is a construction manager. The construction manager is responsible for ensuring projects are well delivered and all stakeholders’ needs are met. Construction managers play a key role in project delivery and therefore their engagement in their work and their focus on the right type of work has a significant impact on the outcomes of construction projects. Disengaged construction managers risk poor project execution and unnecessary losses for a main contractor. Literature has shown that employee engagement when used correctly can significantly improve employee turnover and create higher job satisfaction. This study assessed the existing levels of employee engagement and perception of job design of construction managers within an existing major construction contractor. Through a review of literature, the study moreover identified critical work activities of construction managers for successful project delivery. The study used a quantitative approach and made use of an electronic email survey for primary data collection. A census survey was conducted, and data was collected from the full population of 11 construction managers. Data was analysed using SPSS. The data was presented in a combination of frequency and descriptive statistics. Overall employee engagement levels were found to be high amongst respondents. The lowest composite measure was for employee loyalty and the highest was for employee commitment. Perceptions of job design attributes were also high indicating that the work of construction managers is well designed. Information and processing achieved the highest rating while task significance scored the lowest. Recommendations to assist in increasing existing levels of employee engagement and job design included, greater commitment from organisational leadership to drive the agenda, training and career development and planning.
Human resource transformation as a strategy for addressing talent management challenges at ESwatini electricity company.
(2019) Mtetwa, Trevor Ncamiso.; Mutambara, Emmanuel.
Faced with looming talent challenges, uncertain business environments and changing demographics, organizations find themselves forced to adapt or perish. These changes not only suppress an organizations’ competitive edge but also greatly affect the manner in which they are positioned to respond to the changes. Adapting to such volatile environments requires organizations to rethink and reinvent their operations. Moreover, with these changes having human capital implications in both strategy and operations, HR professionals find themselves under immense pressure to rise to the challenge and help their organizations achieve competitive advantage. The aim of the study was to explore the nature of HR transformation and determine the impact it has in addressing talent management challenges. To address the research questions and objectives, the study employed a descriptive mixed method approach. The survey strategy by means of questionnaires and interviews was used for data collection. Quantitative and qualitative data analysis was performed using the statistical package for social sciences and the NVIVO system respectively. The results indicated that there was consensus that the company has taken strides in transforming the HR function through the adoption of the business partner model however, the findings also revealed that HR lacks the in-depth knowledge of business operations necessary to function optimally as a business partner. As such, respondents felt that HR does not add as much value as expected. Furthermore, the study found that HR does not have a clear talent strategy, lags in instilling a talent culture in the organization and application of data analytics. While some employees showed confidence in the HR department and were happy with the support they get, they also expressed dissatisfaction with major talent management practices and the delivery of the employee value proposition. The study recommended that HR should improve on the value-adding aspects of their activities by gaining deeper understanding of core business operations. This requires a shift from tactical to strategic management where HR issues are viewed from both a people and business perspective. This mind-set shift would provide a crucial balance, which would enable HR to tailor its TM strategies to critical business requirements.
The role of fraud awareness in promoting anti-fraud culture to prevent occupational fraud within a professional services department at a higher education institution.
(2020) Singh, Priya.; Suknunan, Sachin.; Mtetwa, Trevor Ncamiso.
Occupational fraud remains an increasing global concern across various sectors. The higher education sector is no exception. However, the focus of academic literature has been more on academic related fraud, such as dishonesty and cheating during examinations or research-related fraud. Hence, there has been limited focus on occupational fraud from a support or administrative sector at universities despite instances of occupational fraud being widely reported on in the media. This study contributed to addressing this gap by determining the role of fraud awareness in promoting anti-fraud culture to prevent occupational fraud within an administrative department at a South African university. This descriptive study was undertaken in the context of the Student Academic Administration department, a professional services department at the University of KwaZulu-Natal. The objectives were to establish existing occupational fraud risks, determine the level of employee awareness relating to existing occupational fraud risks, find ways of promoting fraud awareness to prevent occupational fraud and to determine how increased fraud awareness can play a role in preventing occupational fraud and build an anti-fraud culture with the department. The study drew on two applicable theoretical constructs being the fraud triangle theory (1953) and organisational culture model (1985). A census approach was used whereby all 29 employees within the department were selected as the target census population. A quantitative approach was adopted and a questionnaire was distributed to the targeted census population. Data analysis included reliability analysis and descriptive statistics. The study confirmed the existence of potential occupational fraud risks within the department. The most common being bribery of staff. Findings also confirmed the value of increased fraud awareness in promoting an anti-fraud culture and preventing occupational fraud. Moreover, this study provides support for the application of both theories in preventing occupational fraud and promoting an anti-fraud culture. The study concluded by putting forth recommendations to benefit the department through measures to increase fraud awareness, encourage employee involvement in fraud prevention and promote an anti-fraud culture. In addition, directions for further related studies are provided.