Thokozani Ian Nzimakwe

Orientation: The current business environment is highly competitive, and organisations use reward strategy as a strategic tool to motivate employees to remain in the organisation and exceed set performance standards. Therefore, keeping them would require sound reward strategies, which may come as competitive pay-for-performance. Research purpose: Informed by the expectancy theory, the study sought to critically investigate the relationship between pay-for-performance and turnover intention. Motivation for the study: While the need for a sound compensation system cannot be over-emphasised, the debate on the relationship between pay-for-performance and turnover intention remains inconclusive. Hence, spurring the attention of researchers. Research approach/design and method: Using a quantitative research approach, data were collected from 176 participants utilising a closed-ended questionnaire. A convenience sampling technique nested in a non-probability method was employed to select participants from the largest bank in Lesotho. Main findings: The regression analysis results indicated that pay-for-performance has a significant relationship with turnover intention. The findings indicated that pay-for-performance helps in minimising turnover intention. Practical/managerial implications: Management should strengthen the reward strategy for long-term pay-for-performance. The management should allow employees to participate in the development of pay-for-performance, so that, from the outset, they understand the difference between outstanding and acceptable performance. Contribution/value-add: The study contributes to the scarce empirical evidence on the interplay between pay-for-performance and turnover intention, filling a gap in the existing literature by focusing exclusively on the unique dynamics in the banking sector.

Currently, South African government departments is inundated with common dire predicaments prominently manifested in the form of lack of punctuality, frequent leave requests, lack of engagement and poor management of employee wellbeing, resulting in high absenteeism rates. Flexible working schedules ameliorate the level of contentment and performance, which has been discovered to benefit both the employer and employee. There are limited previous studies done in the South African Public Sector on the subject of adopting flexibility conditions in the workplace. The empirical evidence on the subject is still sparse for the transitional economy like South Africa. Hence, this study sought to investigate the flexible work arrangements in the public organisation. The study adopted an exploratory design and a qualitative approach. A qualitative research approach was chosen for the study because it provided an opportunity to explore the research objectives in greater detail. The sample size and strategy used comprised organising focus group interviews as well as individual interviews, using a sample of 10 participants from different levels of the organisation. The findings of the study revealed that offering flexibility could help and support the emotional health of the employees. The study also found that a call for a flexible work strategy is of interest to most employees as it provides work-life balance. The organisation should consider implementing and making provision for flexible working arrangements which in turn improve job fulfilment, increase work and life, motivate employees, reduce absenteeism and increasing the quality of service delivery at all organisational levels.

The success of social innovation and citizen and stakeholder participation, especially at the community level, is in the interest of the stakeholders. To avoid conflicts between policymakers and residents, local governments should adopt a defined approach based on an understanding of integrated participation. The chapter aims to evaluate the effectiveness of collaborative governance as a model for housing development that employs social innovation to address the social inequities and unmet needs of diverse groups of people. To address and improve stakeholder involvement in housing development projects, this chapter aims to evaluate a method that can help strengthen active participation. This chapter identified key stakeholders who should participate in collaborative housing processes using a social transformative innovation paradigm. The primary data were provided by the main housing project managers at the local government level. Data analysis involved incorporating, coding, developing themes and revising data. The findings of this chapter demonstrate how critical the challenges of successful collaboration are in engaging stakeholders in social innovation initiatives. It also highlights local governments’ difficulties in engaging communities in housing development and how these efforts could be strengthened to increase public trust in municipal decision-making. According to the findings, the best approach to solving community problems related to housing is to improve partnerships with stakeholders in local government. Improving service delivery, which is currently lacking, will be possible with the help of local government transformation. Citizen engagement institutions need a major renovation, and the focus should be on identifying stakeholders for programs designed to improve the quality of life for residents.

Community leadership refers to the ability of individuals to take charge and bring about positive change in their communities. It involves taking an active role in initiating and executing projects or programmes that will enhance the community's social, cultural, or economic well-being. Democratic and community leadership assist communities, organisations and community leaders in establishing, maintaining and improving programmes designed to enhance service delivery, responsibility, productivity and sustainability. The best way to get others involved in community leadership roles is to ask them and provide a structure where those leaders can contribute, learn, and grow. The chapter discusses the perspectives of leadership development. Ultimately, the study aims to contribute to the knowledge base on the role of leadership in community development and to provide practical recommendations for policymakers, leaders, and practitioners in the field. Leadership development keeps new people coming to the table to support the progress of the community.

Talent management requires the identification of talented employees who work in the organisation. The South African public service continues to have a high concentration of an ageing workforce within its management and leadership occupational levels which poses a risk to business continuity. Poor recruitment practices linked to political interference have led to the appointment of inadequate leaders in key positions thus stifling leadership potential and service delivery outcomes. The South African public service aims to develop talent for service excellence which drives all talent-related initiatives within the organisation. This chapter explores variables such as compliance with regulatory provisions, talent acquisition, talent development, employee performance, digital hiring, digital workforce and succession planning, and digital transformation. Digital transformation influences human resource factors and contributes to enhancing productivity.

The decision to establish coalition governments in South Africa is one that lies firmly on political parties. Ultimately the electorate does not have a say in its formation. It is assumed that representative democracy finds expression in the formation of coalitions. The stability of the government will formally depend on the urges of the elected representatives of political parties in a legislative body. It is more likely to depend on political party leaders who, for various reasons, retain considerable control over the conduct of their elected representatives. Coalitions seem to be the solution when political parties in democracies do not win by outright margins and majority governments have to be constituted. Yet, the way in which political parties and politicians practice coalitions in South Africa means coalitions are, at best, a tense alternative. The South African Constitution of 1996 vests legislative and executive authority in the municipal council. As the highest decision-making body, the council must steer the municipality, determine its strategic direction, and take crucial decisions. In coalitions, this requires close cooperation between coalition partners to ensure that the responsibilities of the council are carried out effectively. This chapter argues that, however, in practice, coalition governments have often been unstable and terminated before the end of the council term. Instability in a local coalition can have a severe impact as it may compromise the municipality's ability to adopt policies and by-laws, make senior management appointments, or even adopt a budget. Ultimately, local communities will continue to bear the brunt of unstable coalition politics. The conclusion is that more stable coalitions will therefore contribute to improved service delivery. Request access from your librarian to read this chapter's full text.

Purpose–Although the issue of gender equality is as old as human life, women are still marginalised members in the workplace. Despite various studies investigated about the marginalisation of women at the workplace, no study has been conducted to assess the willingness and readiness of senior managers to appoint women into managerial level positions. Therefore, the purpose of this paper is to assesses the readiness of senior managers in appointing women into senior managerial levels specifically focusing on eThekwini Municipality in South Africa.Design/Methodology/Approach–This study adopted a qualitative research approach and exploratory research design. A sample of 25 senior managers were selected using purposive sampling technique. Both interviews and focus groups were used to collect empirical data. Results–The results revealed that senior managers were willing to appoint women into managerial positions. However, there were a few senior managers that found it a challenge to appoint women into managerial positions because of the influence of stereotypes. The results also indicated that there are very few women in managerial positions because women lack appropriate experience, lack of self-esteem, inadequate monitoring and reporting on the implementation of the employment equity policy and plan. Discussion–The culture of appointing women into managerial position should be promoted by giving senior managers support or incentives to support gender equality in workplaces.There is a need to hold accountable the few senior managers who are struggling to appoint women to managerial positions, in addition to giving them coaching on organisational transformation. The study should be replicated using the quantitative research methodology to measure senior managers’ readiness to appoint women into managerial positions

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Background: The Integrated Housing Development Plan developed by the eThekwini municipality is aimed at creating sustainable human settlements. It was developed to ensure that by the year 2020, all residents would have access to a housing opportunity which was to include secure tenure, basic services and support in achieving incremental housing improvement in living environments with the requisite social, economic and physical infrastructure. However, this did not materialise because there are a lot of issues that the municipality has continued to grapple with in fulfilling this mandate. Aim: This article aims at rethinking the modality of megaprojects as a vehicle for providing long-lasting benefits to housing beneficiaries in the eThekwini municipality. Method: This article is qualitative, and data were collected from members of the Cornubia community, officials from the eThekwini municipality and the KwaZulu-Natal Department of Human Settlements. Findings: The findings show the role played by megaprojects in creating a quality living environment for communities to meet government objectives. Whilst the South African government through these large-scale projects aims to provide quality accommodation together with basic services, this study also finds that this has cost implications for the poor because of other external factors such as unemployment and lack of access to resources. Conclusion: Whilst an enormous number of policies have been adopted to address the housing backlog, sustainable human settlements are still a challenge in South Africa. It should be observed that the Department of Human Settlements is chasing a moving target. The article has identified policy gaps in achieving sustainable human settlements which do not adequately address the achievement of integrated human settlements that the government is aiming at.