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dc.contributor.advisorGovender, Jeevarathnam Parthasarathy
dc.contributor.authorNaicker, Nadaraj
dc.descriptionSubmitted in partial fulfillment of the requirements of Master of Business Administration, Business Studies Unit, Durban University of Technology, 2008.en_US
dc.description.abstractSouth Africa is fast becoming the powerhouse of the African continent, due to its great technological advances in manufacturing, its rich diverse culture, sound business developments and stable economic policies that have seen the country shed the chains of apartheid that had plagued it for more than half a century. The need has become even greater in current economic times, for businesses to find new and innovative ways to improve production and their bottom line. Major corporations are investing heavily in upgrading the skills of their workforce in order to have a more productive workforce. Government legislation has now made it necessary, that all companies acknowledge the previously disadvantaged race groups and make sure that their workforce is fully represented as per the demographics of the country. The term affirmative action is being used more regularly in South African businesses and employees who do not comply with current legislation that seek to redress past disparities, are slapped with hefty fines. This study investigated the preferred as well as the existing culture and employee commitment levels at a South African company. The research reviewed the various types of culture, how culture is created and ways in which culture can be sustained or changed. Ways to cultivate employee commitment and retain skilled employees are also closely explored in this research study. The key results of the research findings revealed that there is a strong achievement culture prevalent at the company, with a good mix of the other culture types like, role culture, power culture and support culture. The employees at Riverview Paper Mill also strongly prefer an achievement and support type, culture. Employee commitment is very low and employees stay with the company out of necessity. Recommendations to improving the culture and commitment levels are also presented in this study.en_US
dc.format.extent121 pen_US
dc.subjectCorporate cultureen_US
dc.subjectManagement--Employee participationen_US
dc.subjectOrganizational changeen_US
dc.subjectCorporate reorganizationsen_US
dc.subjectEmployee retentionen_US
dc.titleOrganizational culture and employee commitment : a case studyen_US
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