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This paper investigates how work-life balance affects job satisfaction and organisational commitment among academic and non-academic personnel in higher education institutions in KwaZulu-Natal, South Africa.  Increasingly, in recent years, institutional pressures and professional expectations have come under fire for their influence on the well-being and motivation of university staff members.  Though work-life balance affects job happiness and organisational commitment in the higher education sector concurrently, few empirical research in South Africa have looked at this in light of the worldwide movement towards employee health.  Rooted on the interpretivist paradigm, this study uses a qualitative, descriptive approach.  Ten academic and administrative staff members at the Richfield Institute of Graduates were interviewed semi-structured to gather data.  Long working hours, administrative pressure, and lack of personal time were identified by the study to harm worker satisfaction and impair organisational commitment.  Many of those who answered said they felt emotional tiredness and work-related stress, which led to lower motivation and performance.  Employees showed more job satisfaction and greater emotional connection to the company where institutions encouraged flexible work policies, management assistance, and team-oriented workplace cultures.  The research shows that a good work-life balance increases general well-being among employees as well as more organisational loyalty and drive.  It advises universities to adopt unambiguous rules and support systems meant to enhance staff work-life integration.  Inclusive settings that assist personnel holistically help to sustain human resource practices and improve institutional performance.  This study adds to the larger conversation on human resource management in academia and provides useful ideas for university administrators, legislators, and HR experts trying to promote better working conditions in South Africa's higher education scene.

This study examines the role of training and development in enhancing work engagement and service quality in rural public health facilities in Tanzania. Grounded in Social Exchange Theory, Job Demands-Resources Theory, and the SERVQUAL model, the study adopts a positivist paradigm, a deductive approach, and a cross-sectional survey design. Data were collected from 285 respondents across 63 health centers and dispensaries using self-administered questionnaires. Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed for data analysis. The findings reveal that training and development significantly enhance work engagement, which in turn positively influences service quality. Furthermore, work engagement partially mediates the relationship between training and development and service quality, highlighting its pivotal role in translating employee development initiatives into improved service outcomes. These results underscore the importance of investing in training and development programs to foster employee work engagement and enhance service quality in rural health facilities. The study provides valuable insights for policymakers and healthcare administrators aiming to improve healthcare delivery in resource-constrained settings.

Job security and employee motivation are crucial factors that contribute to organizational stability, productivity, and overall success. This study explores the relationship between job security and employee motivation at Tronox KZN Sands, a mining and mineral processing company based in South Africa. Utilizing Social Exchange Theory (SET) as a theoretical framework, the research examines how perceptions of the workplace influence levels of commitment and job satisfaction among employees. Employing a quantitative research methodology, data was gathered from 100 employees through a structured questionnaire, with statistical analysis conducted using SPSS 30 software. It was noted that job uncertainty often arises from economic downturns, industry fluctuations, and organizational restructuring, which can result in diminished motivation and job satisfaction among employees. Additionally, the study identifies demographic variations in perceptions of job security, revealing that younger employees typically express greater concern about job stability compared to their older counterparts. Factors such as workplace support, transparent communication, and opportunities for career development significantly influence the interplay between job safety and employee motivation. Effective communication regarding job stability, investment in employee career advancement, and the promotion of a supportive work environment are essential measures that organizations can adopt. Companies can enhance employee morale, reduce turnover rates, and improve overall organizational performance by prioritizing these strategies. The findings of this study contribute to the broader discourse on the relationship between human resources and workplace dynamics, offering practical insights for policymaking in South Africa's mining regions, as well as for manufacturers and management professionals.

Organisations are experiencing significant transformations that necessitate modern strategies to maintain pace. Motivation has emerged as an essential element of the workplace for organisational success. Motivated employees are often more effective and productive in achieving corporate goals and objectives; nonetheless, this concept continues to pose a challenge for contemporary businesses. The research investigated the impact of motivation on staff efficiency and production inside a specific Fast-Moving Consumer Goods (FMCG) company in South Africa. Data were gathered through interviews utilising a non-probability quota sampling method from a sample of 11 people in a qualitative study. Thematic analysis was conducted on the data, facilitating the identification of patterns and the development of themes. The findings indicate that (i) the motivational strategies predominantly employed by the FMCG organisation pertain to the workplace environment, remuneration, well-being, and professional development; (ii) elements such as training and development, sense of belonging, equity and fairness, and career advancement significantly impact the efficiency and productivity of the study participants, with training and development being the most essential. Despite the beneficial effects of motivation, apprehensions arose regarding diverse training requirements and team management. The report advocates for a requirements assessment to identify and address skill deficiencies, prioritise good team management, cultivate a culture of continuous learning, and improve employee engagement through a sense of belonging, equity, justice, and career advancement. These proposals synchronise motivational tactics with organisational objectives, hence enhancing staff productivity and competitive edge. This study provides valuable insights into improving staff efficiency and productivity through motivation in the dynamic FMCG sector in South Africa, with extensive implications for managerial practices and employee engagement.

This study investigates the impact of Information Technology (IT) and Organizational Culture on Employee Performance, with Job Satisfaction as a mediating variable, and Task-Technology Fit as a moderating factor. Conducted in the context of the Direktorat Jenderal Perbendaharaan (DJPB) in East Java, the study analyzes the relationships between these variables and their collective influence on employee performance. Data was collected from 297 employees using an online questionnaire, with a quantitative approach based on Structural Equation Modeling (SEM) for data analysis. The study finds that both IT and Organizational Culture significantly enhance Employee Performance, with Job Satisfaction mediating these effects. Additionally, Task-Technology Fit moderates the relationship between IT and Employee Performance, as well as between Organizational Culture and Employee Performance. The study emphasizes the importance of aligning technology with tasks and fostering a positive organizational culture to enhance job satisfaction, which in turn boosts employee performance. The results contribute to the understanding of how IT, Organizational Culture, Job Satisfaction, and Task-Technology Fit interrelate to influence performance, providing practical implications for improving human resource management and operational efficiency in public sector organizations.

Seed potato farming projects are essential for increasing agricultural productivity, strengthening food security, and supporting rural livelihoods in Rwanda. However, their performance is often affected by internal organizational culture challenges such as weak communication, limited accountability, unresolved conflicts, and low employee motivation. This study examined the influence of key organizational culture aspects—communication, accountability, conflict resolution, and employee motivation—on the performance of seed potato farming projects in Rwanda. The study was guided by Organizational Culture Theory and Systems Theory and employed both descriptive and correlational research designs. The target population consisted of 420 individuals, including project managers, agronomy staff, field operations personnel, administrative staff, and smallholder farmers involved in the RAB potato seed multiplication project. A sample of 230 respondents was selected using appropriate sampling techniques. Data were collected through questionnaires, interviews, and document review. A pilot test involving 23 respondents was conducted to assess the consistency of the research instruments. The obtained results show a Cronbach’s Alpha value of 0.78, confirming reliability, and a CVI of 0.82, which exceeds the acceptable threshold for validity, meaning the research instruments were both dependable and appropriate for accurately measuring the study variables. Only items with a Content Validity Index (CVI) of at least 0.70 were retained. Data were analyzed using descriptive statistics, correlation, and regression analysis with SPSS version 28 at a significance level of 0.05.      

Investigations into establishing a framework for incentivising non-academic personnel in universities have been scarce. The research sought to establish a paradigm for motivating non-academic personnel in institutions. The study was informed by Herzberg’s two-factor theory and Adams’ equitable theory of motivation. The research employed a quantitative methodology, wherein a sample of 216 non-academic personnel at the Zimbabwe Open University filled out closed-ended questionnaires. Data analysis was conducted with SPSS version 30.0. The resulting framework details the obstacles, intrinsic motivators, extrinsic motivators, and performance outcomes of university non-academic personnel. The report advises colleges to utilise the framework to create motivational programs for non-academic personnel.

In South Africa, productivity is crucial for individual livelihoods and business performance.  A workplace that fosters employee engagement and participation is a means to cultivate an environment that attracts motivated teams for enhanced productivity.  This perspective supports the notion of employee engagement.  This study investigates the impact of employee engagement on enhancing labour productivity in South African automobile parts manufacturing firms.  Employee involvement denotes the degree of commitment and participation that employee exhibits towards their organisation. The study goals were fulfilled by analysing the production and associated experiences of the automobile parts manufacturing organisation that implemented an employee involvement strategy to enhance labour productivity.  The corporation functions within the eThekwini Municipality in the KwaZulu-Natal region of South Africa.  The study was conducted by gathering pre- and post-quarterly data on absenteeism, spoilage, and attained production targets.  Nevertheless, findings indicate that the employee participation ideology lacks the capacity to enhance labour productivity within the automobile parts manufacturing sector in South Africa.  There is no correlation between absenteeism and spoiling rates, nor with the production standards attained, in connection to labour productivity following the implementation of the employee involvement strategy. This study reveals the advantages and disadvantages of employee engagement on labour productivity within automobile parts manufacturing firms in South Africa. 

This paper examines how organizational culture and transformational leadership directly and indirectly affect employee performance through organizational citizenship behavior (OCB) within Lembaga Perkreditan Desa (LPD) or Village Credit Institutions in Buleleng Regency, Bali. It also clarifies how social exchange processes underpin these relationships in a community-based finance setting. A hybrid analytic method combining instrument pretesting, measurement-model evaluation, and variance-based structural equation modeling with mediation testing was employed. Primary survey data were collected from 88 staff-level employees across nine sub-districts over a six-month field period. The findings reveal that supportive culture significantly increases OCB and performance while transformational leadership enhances OCB but has no direct effect on performance. OCB improves performance and mediates both the culture–performance and leadership–performance links. Practically, LPD leaders should treat OCB as a performance lever, engaging staff in decision-making, recognizing discretionary effort, and aligning incentives, resources, and routines. Strengthening collectivist culture, long-term orientation, fair gender norms, and adaptive rules will help ensure that extra-role behaviors consistently translate into measurable performance outcomes

Employee promotion in State-Owned Commercial Bank (SOCB) and Private Commercial Bank (PCB) depends on Key Determining Factors (KDF). The study aims to identify these factors. The objective is to compare the impact of KDF on employee promotion between SOCB and PCB. The study finds that Education, Qualifications, Job performance and Skills do not impact promotion in SOCB, whereas Experiences, Tenures, Work ethics and Dependability determine employee promotion in PCB. Social relationships and interpersonal relationships both influence employee promotion at PCB. Bias and Favouritism exist from a certain level in SOCB, whereas the study unveils a strong presence of Bias and Favouritism in PCB. There is no presence of Age, Gender and Ethnicity in employee promotion in SOCB, while PCB experienced a mixed influence of Age, Gender and Ethnicity on employee promotion. While there is no influence of Union Status, Firm Size on employee promotion in PCB, an indirect influence on employee promotion has been observed in this study. Luck and External factors both influence employee promotion in SOCB and PCB. Seniority is maintained up to a certain level in SOCB, after that, both merit and seniority is considered whereas performance plays a pivotal role in employee promotion in PCB.