Browsing by Author "Sukram, Praversh Jeebodh."

Now showing 1 - 3 of 3

Customer care at University of Natal, Pietermaritzburg : an investigation into services received by students from support departments during registration.
(2002) Sukram, Praversh Jeebodh.; Soni, Sanjay Shantilal.
This study examines customer care at University of Natal, Pietermaritzburg (UNP). It investigates the quality of service received by students, from support departments, during registration. Data was collected via a simple random sample within the three libraries (Main, Law and Life Sciences) on campus. This ensured that students from the different faculties had an equal probability of being part of the survey, providing a true representation of the campus population. The research instrument was a questionnaire, 300 of which were administered to establish the attitude and helpfulness of staff from the departments of Finance, Financial Aid, Library, Risk Management Services, Student Admissions, Student Counselling and Student Housing. A total of 287 students responded. The software package that was used to run all the analyses was SPSS version 9. Results are graphically displayed in the form of bar graphs, tables and a pie chart. Interpretation of the results reveals that the overall rating for all departments ranged from average to excellent. Recommendations are made in light of the results of the survey and the literature reviewed.
The influence of workplace diversity on employee performance: a case study of the University of KwaZulu-Natal, Pietermaritzburg Campus.
(2020) Volson, Synade Teneil.; Sukram, Praversh Jeebodh.; Ruggunan, Shaun Denvor.
Leading institutions view diversity as an all-inclusive strategy to enhance employee performance and improve an institution’s reputation. This study allows institutions to see the influence that workplace diversity has on employee performance and therefore enables institutions to improve. This study aimed to show the relationship between workplace diversity and employee performance. The study first examines the role that diversity plays in the workplace. Secondly, it discusses the extent that workplace diversity affects employee performance. Thirdly, it creates an understanding of the effectiveness of diverse people working together. Fourthly, it discovers whether workplace diversity improves or hinders employee performance. The overall purpose of this study was to ascertain whether workplace diversity has a positive or negative influence on employee performance. Qualitative research was used to provide deeper insights. The data for this study was collected at the University of KwaZulu-Natal, amongst three Colleges on the Pietermaritzburg Campus, using personally administered questionnaires. The questionnaire was made up of mostly open-ended questions which made up the qualitative data, and a few closed questions which provided the demographics of the study. A sample size of 54 staff members was used. This sample was an equal selection amongst both academic and support staff members from all three Colleges. There was also an equal distribution of the factors in terms of the internal and external dimensions of the ‘Four Layers of Diversity’ model. The findings and results of the study are presented in the form of tables, column charts and pie charts. This study used content analysis to analyse the qualitative data that was collected. The themes of the study address the research objectives. The questions that respondents were required to answer in the questionnaire were related to each of the themes. The findings of the study are consistent with the literature. Based on the findings and analysis, it is clear that employees at the University of KwaZulu-Natal, Pietermaritzburg Campus have all had their different experiences with diversity in the workplace. The limitations of the study acknowledge that the researcher is aware of possible areas of weakness of the study and they have been taken into account. Recommendations are made based on the findings and results of the study. Areas for future research are discussed which can be undertaken. The study concludes by summarising the chapters in the study. This study will contribute to existing literature.
Managerial competencies required by library managers to effectively manage change in South African university libraries.
(2009) Sukram, Praversh Jeebodh.; Raubenheimer, W. H.
This study has been undertaken to determine and examine the managerial competencies required by library managers at different managerial levels in effectively managing change in university libraries in South Africa. South African universities have experienced a large number of changes since 1994 which have inevitably affected the libraries of these universities. Library managers have been faced with a number of challenges. The study includes a literature review which highlights the findings that library managers in university libraries in South Africa, are not prepared to manage change. The literature review also identifies the competencies that are required to manage change. These are: • Communication • Planning and administration • Teamwork • Strategic action • Global awareness • Self-management. The following management functions are also highlighted in the literature review: • Job descriptions • Job/person specifications • Human resource planning • Recruitment and selection of staff • Staff appraisal • Staff training and development. Questionnaires were used to gather data from the population of the study. The data was analysed using Statistical Package for Social Scientists (SPSS) Version 15. The main findings of the study are: • Library managers in the university libraries are not equipped to manage change • First line managers do not require any of the competencies to manage change. • Middle managers require communication competencies and teamwork competencies. • Communication competencies, planning and administration competencies, teamwork competencies and strategic action competencies are required by senior managers to manage change. Based on the descriptive statistics and the hypotheses tested, this study provides a basis for a model that identifies the competencies and managerial functions that are required by the different managerial levels to manage change in university libraries in South Africa. Recommendations include that: • Library schools introduce a module on change management • Competencies to be work shopped to all levels of library managers • Structured training needs to be undertaken that cover all managerial functions • A management qualification must become a minimum requirement for all managerial jobs in university libraries • All senior managers should at least have a management major in their first degree or a Master of Business Administration (MBA).