Work satisfaction of municipality employees while performing duties under the conditions of limited financial resources

Maleka, Molefe Jonathan; Skosana, Thulani B.; Lekgothoana, Josiah Patrick

doi:10.21511/pmf.5(3).2016.05

Cited by 2 publications

(7 citation statements)

References 14 publications

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“…In the same vein, affective variables and affective commitment are distinguishable (Wegge et al, 2006). Such hypotheses have been confirmed by two other studies conducted at one municipality in Mpumalanga (Maleka et al, 2016b). Several studies have tested the relationship between the study variables, and the hypotheses developed from these studies for the research reported on in this article are shown (Table 1).…”

Section: Purpose Of the Studysupporting

confidence: 72%

“…Secondly, a theoretical contribution was made as employee performance, which had not been included in the study conducted by Wegge et al (2006), was added as independent variable. This variable is salient in the municipality context because previous research has revealed that, when employees are given proper feedback, coached and given training opportunities, they are most likely to offer customers excellent service (Maleka et al, 2016b). The data also showed that this variable was the greatest predictor of positive emotions.…”

Section: Discussionmentioning

confidence: 92%

“…Participation involves consulting and engaging employees in the decision-making surrounding no matter what directly or indirectly affects them (Lee & Kim, 2011). Previous research at a municipality in Mpumalanga found that employees who were able to control the scheduling of their daily tasks were the most likely to be satisfied and happy (Maleka et al, 2016b).…”

Section: Participationmentioning

confidence: 99%

“…Furthermore, municipal managers should give employees reasons and justifications for their workload. In addition, municipal managers should be aware that employees who are positively and constructively given feedback are most likely to be committed (Maleka et al, 2016b).…”

Section: Practical Implicationsmentioning

confidence: 99%

“…Such employees are not able to complete their tasks timeously or do work that is not up to the expected standard. Furthermore, municipal managers who engage employees and share information about the municipality's financial status are able to deal with incorrect information that can create fears about the future of the municipality amongst employees (Maleka et al, 2016b).…”

Section: Practical Implicationsmentioning

confidence: 99%

See 4 more Smart Citations

Predictors of affective commitment at municipalities in the Nkangala district, Mpumalanga

Skosana

Maleka

Ngonyama-Ndou

2021

SA Journal of Human Resource Management

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Orientation: Less committed employees have a huge impact on organisational performance. The affective commitment of municipal employees is critical for a municipality to achieve its strategic objectives.Research purpose: To determine the predictors of affective commitment at the four municipalities in the Nkangala district, Mpumalanga.Motivation for the study: There is a shortage of studies conducted at South African municipalities that have simultaneously measured negative emotions, positive emotions and job satisfaction as the predictors of affective commitment.Research approach/design and method: The approach was quantitative and cross-sectional in nature. A closed-ended questionnaire was developed and administered to 808 respondents who were conveniently selected from four municipalities in the Nkangala district. The data were analysed using descriptive statistics. Inferential statistics were used to determine whether the predictors and affective commitment were unidimensional and to determine the relationships and the highest predictor.Main findings: The results showed that job satisfaction was the greatest predictor of affective commitment and negative emotions were the lowest predictor. Job satisfaction, positive and negative emotions explained 68% of the variance in affective commitment.Practical/managerial implications: This research will empower municipality managers in cultivating a conducive work environment. Improving the interpersonal skills of supervisors and implementing fair human resource practices that promote a conducive work environment have been highlighted as some contributors towards increased affective commitment.Contribution/value-add: This study has developed a two-path framework that could be used by human resource management practitioners to determine the affective commitment of employees in Mpumalanga municipalities.

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Section: Purpose Of the Studysupporting

confidence: 72%

Section: Discussionmentioning

confidence: 92%

Section: Participationmentioning

confidence: 99%

Section: Practical Implicationsmentioning

confidence: 99%

Section: Practical Implicationsmentioning

confidence: 99%

See 3 more Smart Citations

Predictors of affective commitment at municipalities in the Nkangala district, Mpumalanga

Skosana

Maleka

Ngonyama-Ndou

2021

SA Journal of Human Resource Management

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Performance management, vigour, and training and development as predictors of job satisfaction in low-income workers

Maleka

Paul-Dachapalli

Ragadu

et al. 2020

SA j. hum. resour. manag.

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Orientation: New insights into how managers can develop strategies to enhance job satisfaction, how researchers can use a different approach when collecting data by conducting a survey at a mall instead of an organisation, and an understanding of the relationship between performance management, vigour, and training and development of low-income workers form part of the orientation of this article.Research purpose: The authors endeavoured to determine whether performance management, vigour, and training and development positively predicted the job satisfaction of low-income workers in the South African context.Motivation for the study: Little, if any, research exists about the relationships between performance management, vigour, and training and development as well as the job satisfaction of low-income workers in the South African context.Research approach/design and method: The research approach was quantitative, descriptive and causal in nature. This study mostly comprised the units of analysis, namely low-income workers who were under-researched in the South African context. Hence, 877 respondents were purposefully selected for this study.Main findings: The results showed that performance management was the highest predictor of job satisfaction. The second highest predictor of job satisfaction was vigour, and the third highest predictor of job satisfaction was training and development.Practical/managerial implications: This research will empower managers to develop strategies to enhance employees’ job satisfaction by paying attention to performance management, vigour, and training and development.Contribution/value-add: This study was conducted on an under-researched sample, at a mall and suggested vigour as an intrinsic variable to be included in the Herzberg job satisfaction model.

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Work satisfaction of municipality employees while performing duties under the conditions of limited financial resources

Cited by 2 publications

References 14 publications

Predictors of affective commitment at municipalities in the Nkangala district, Mpumalanga

Predictors of affective commitment at municipalities in the Nkangala district, Mpumalanga

Performance management, vigour, and training and development as predictors of job satisfaction in low-income workers

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