Browsing by Author "Van der Westhuizen, Thea."
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Item Barriers to youth entrepreneurship: a systemic approach.(2018) Krieger, Wade.; Van der Westhuizen, Thea.Research was conducted amongst male and female participants on an entrepreneurship project named SHAPE (Shifting Hope, Activating Potential Entrepreneurship). The SHAPE project, initiated in response to the high youth unemployment rate in South Africa, is a systemic action learning action research project which seeks to assist prospective youth entrepreneurs by fostering their entrepreneurial intent or helping them start a business. Although the intermediaries, also seen as support structures, were set out to develop student entrepreneurs, the student entrepreneurs encountered several barriers when dealing with these intermediaries including: 1) external systemic barriers that influence youth entrepreneurs (personal barriers), 2) educational institutions, 3) government agencies, 4) private sector agencies, 5) communities, 6) small to medium-sized business, and 7) large businesses and corporates. The objective in investigating these barriers was to find ways to overcome obstacles that participants experienced and apply these solutions to entrepreneurship programmes and projects. The sample population was all project participants in the 2014–2015 SHAPE project, of which 60 were second-year university students. In exploring these barriers student entrepreneurs encountered in relation to systemic intermediaries the researcher adopted a deductive approach aimed at testing the theory, which was based on responses from the study population from a questionnaire, data analysis, interpretations of findings, and conclusions from the findings. A seven- point Likert scale was used to capture the participants’ responses with two scales types. A pilot test was conducted to determine reliability and validity of the tool. The findings suggest that the majority of participants graduated and progressed into employment or postgraduate studies, showing that SHAPE had a positive impact on its participants. The conclusion drawn from this study is that the most significant barriers are personal barriers in relation to systemic intermediaries, in that youth aspirants have limited self-leadership and a complacent approach towards entrepreneurship. It is lack of creativity that prevents them from solving business problems or starting a business, rather than problems emanating from external intermediaries. The significance of this study is that it provides useful knowledge in regard to youth entrepreneurship and shows that further research is called for on interrelation between internal and external barriers experienced by youth entrepreneurs. This research may provide useful knowledge to overcome barriers in the next SHAPE project cycle.Item Developing entrepreneurial self-efficacy : a transformative learning theory approach.(2018) Nyamunda, John.; Van der Westhuizen, Thea.The key challenges facing South Africa are unemployment and the high level of crime, especially violent crime. With an expanded unemployment rate of 36.8% and an even higher youth unemployment rate of 52.2%, it is no wonder that the level of crime is high. There is a direct link between a culture of lawlessness, unemployment and education derailment fuelling the poverty trap in SA. Successful entrepreneurship on the other hand affords an opportunity to end generational poverty. This study proposed using a transformative learning theory approach to entrepreneurship education. Specifically, it aimed to investigate the use of Transformative Learning to develop Entrepreneurial Self Efficacy (ESE) in the youth. This was achieved by conducting a longitudinal study of the Shifting Hope, Activating Potential Entrepreneurship (SHAPE) training programme. From an analysis of the data, the study found the following: 1. ESE for participants in the SHAPE programme increased. At the end of the SHAPE programme participants tended to respond more positively to various aspects of ESE; 2. The differences in ESE between males and females were eliminated by the SHAPE programme. By session 7 there was no statistically significant difference between the ESE for males and females and 3. The SHAPE programme led to an increase in ESE in the context of Disorienting Dilemma, Critical Reflection, Reflective Discourse and Action. From the longitudinal study of the SHAPE programme and a review of entrepreneurship education literature, the study argues that it is difficult to determine student transformation in the sense of changing underlying beliefs about, and approach to, entrepreneurship. To achieve and evaluate real transformation, this research proposed the Transformative Entrepreneurial Self-Efficacy (TESE) model. Based on the findings above, the study made the following key recommendations. 1. If transformation in education is required, there is a need to increase experiential learning in entrepreneurship education. 2. Learning institutions that run entrepreneurship courses should establish relationships with successful entrepreneurs in their environment. They could then leverage that relationship by inviting those entrepreneurs to share their experiences. Learning institution should select entrepreneurs with demographics that are similar to the students. 3. Entrepreneurship programmes should be evaluated on their ability to bring about measurable changes in students.Item Developing entrepreneurial self-efficacy and individual entrepreneurial orientation: an action oriented approach.(2021) Awotunde, Matthew Olusegun.; Van der Westhuizen, Thea.This study was conducted to determine how entrepreneurship self-efficacy (ESE) can be developed to activate individual entrepreneurial orientation (IEO) in the South African students who participated in a systemic action learning action research programme. It has been widely acknowledged that the Department of Higher Education and Training has come a long way in incorporating various learning pedagogies to overcome entrepreneurship education and training challenges, yet the issue of youth unemployment remains a significant problem. Although studies have been conducted by scholars to proffer lasting solutions to the limited entrepreneurial activities and individual entrepreneurial orientation, the development of youth entrepreneurship action remains a challenge both in theory and practice. The challenges are associated with the systemic disconnect in the entrepreneurship ecosystem that affects the entrepreneurial development of the youth. The study adopted a quantitative design within the concept of nondualism philosophy in developing entrepreneurial self-efficacy to activate the individual entrepreneurial orientation of South African university students. The study was integrated into the longitudinal systemic action learning action research (SALAR) project SHAPE (Shifting Hope Activating Potential Entrepreneurship). where 230 registered students volunteered and recruited for participation in the training in the South African province of KwaZulu-Natal. Findings that emerged from the longitudinal study revealed that entrepreneurial self-efficacy development predicts individual entrepreneurial orientation behaviour, change and action, therefore, n=73 from the overall registered participants signified their intention to act immediately after the training as a result of the combined application of SALAR, SHAPE action-training model and Theory UThe study contributed to existing knowledge and practice through the developed SHAPE action-training model which can be applied for entrepreneurship development, and the refined instrument also, can be applied for entrepreneurship development in higher institutions of learning in South Africa and other developing nations who want to develop youth entrepreneurship. Based on the findings, the study recommends further research be conducted into ESE and IEO’s relationship with Entrepreneurial Intent (EI) and Entrepreneurial Action (EA). Expanding this research testing to other provinces in South Africa as well as other African countries will provide insight into the proposed models and instruments’ potential to boost youth entrepreneurship. This study also recommends that Higher Education Institutions that wish to enrich their youth entrepreneurship teaching and learning offerings should develop an institution-tailored model such as the SHAPE social technology and apply SALAR to monitor the process. Lastly, this study recommends fostering the youth entrepreneurship ecosystem and the continuous involvement of eco-systemic stakeholders in entrepreneurship teaching and learning offerings to ensure the sustainable long-term development of youth’s ESE and IEO – hopefully resulting in increased EI and possible.Item The impact of remuneration on the performance of senior managers : a case study of the Swaziland Electricity Company Limited.(2014) Mkhonta, Bonginkosi Max.; Van der Westhuizen, Thea.The Swaziland Electricity Company Limited (SEC) is the only electricity utility company in Swaziland tasked with the provision of electricity services and products. It is 100% owned by Government of the Kingdom of Swaziland and is managed via an appointed Board of Directors. The Company has generally performed well in the past. However, since 2010, a number of factors have contributed to the profitability levels not being entirely satisfactory. Coincidentally at about the same time, the Government introduced through Circulars No. 3 of 2010 and No. 4 of 2013, new regulations meant to control the remuneration of managers within public enterprises. Since then, SEC’s employee turnover has increased necessitating the need to review the extent to which the new remuneration regulations have impacted on performance management within the company including the ability of employees to stay and remain productive within the Company. Pay differentiation models are multifaceted and are generally a combination of goal setting, skills and qualifications, increased employee loyalty and performance. Ultimately, the reasons employees choose to stay in organisations is not reflective of any one theory but a combination of factors. Using the mixed method approach with a bias towards qualitative research and premised on purposeful sampling, perceptions of SEC managers were obtained via a semi structured questionnaire. The study targeted 60% of the sample population i.e. SEC managers. The findings highlighted their views on; the new pay regulations, the impact of the new pay regulations on their performance and that of the company, as well as on reward management and employee retention. Ultimately, 85% of SEC managers that participated in the study, perceived the new pay regulations as extremely detrimental to their performance and that of the Company. They not only disagreed with the rationale for the new pay regulations but also indicated that they were badly conceived and are ineffectual in driving the Company to higher performance levels. SEC managers prefer that pay regulations are the product of consultation between management, Boards as well as Government and that the current regulations, are the key driver of employee turnover within the company which has also negatively affected talent management. In designing pay systems for PE’s, Government is urged not to adopt a ‘one glove fits all approach’ as public enterprises are different and their underlying operational imperatives complex. Nevertheless it is recognised that the new pay regulations have formed the basis for effective control of remuneration within public enterprises, a necessary intervention to address concerns on ‘out of control’ executive salaries.Item The importance of strategic leadership and change management in achieving the national sustainability objective: the case study of Unilever.(2016) Enoch, Celeste Lisa.; Van der Westhuizen, Thea.The central purpose of this study is to investigate the importance of strategic leadership and change management in achieving the overall national sustainability objective while using Unilever as a case study. It builds on previous research undertaken with respect to leadership, sustainability and change management. In consideration of the current South African economic environment, this bears a climate of continuous turbulence and uncertainty. The fast moving consumer goods industry is one which is deemed to be a large contributor to economic growth. Hence, the significance of focusing on Unilever, being one of South Africa’s largest FMCG organisations. Due to global advances and the development of more “mindful consumers”, the shift towards a more sustainable environment becomes one of extreme importance. The study predominately assumed a quantitative approach for data gathering, and a minor qualitative method in the form of open-ended questions, of which were distributed to Unilever employees. The data was analysed by using statistical methods such as the SPSS system, within which inferential and descriptive statistics were used. The results from the study indicated that organisational success is dependent on effective leadership, of which must be customised to the organisation and culture, closely relating the nature of South Africans. The results further indicated that effective change is required to progress the concept and execution of sustainability within organisations, all driven by effective leadership implementation. Additionally, more integrated methods of attracting consumers so as to convert their attitudes to achieve the corresponding, desirable behaviour, which will subsequently stimulate the achievement of business opportunities and enhance growth. It further provides a preview into some of current issues experienced by the country as well as the FMCG industry and provides clarity on the areas of focus which require further research in order to capitalise on opportunities in growing both organisational success and the economy. This is essential for a developing country such as South Africa, in terms of playing an active role in progressing the future global economy.Item Key success factors for developing and managing small and medium-sized enterprises post Covid-19 pandemic.(2021) Mhlungu, Mlungisi Brian.; Van der Westhuizen, Thea.Small and medium-sized enterprises (SMEs) play an essential role in the South African economy. Specifically, South Africa’s SME sector creates employment opportunities, contributes to economic development, alleviates poverty and hunger, and promotes entrepreneurship activity. However, the breakout of the coronavirus (COVID-19) pandemic fundamentally changed the business world. In South Africa, COVID-19 has immensely affected SMEs and threatened their survival. This study, therefore, sought to determine the key success factors (KSFs) for developing and managing SMEs post-COVID-19. Although there are various KSFs for developing and managing the SMEs, this study particularly examined: 1) strategic planning, 2) human resources, 3) finance, 4) operations, and 5) marketing as key aspects for the development and management of SMEs post-COVID-19. The KSFs Strategic Management Model by Thompson et al (2016) formed the study’s theoretical framework. The target population was SMEs enrolled in the Durban Chamber of Commerce and Industry, the Johannesburg Chamber of Commerce and Industry, and the Minara Chamber of Commerce. The sample size is 334 SMEs was broken down proportionally across the three respective Chambers. In order to best determine the KSFs for SMEs, the study adopted a quantitative approach through the application of a questionnaire with closed-ended questions. The Statistical Package for Social Science (SPSS) version 25 was used for data analysis and to provide both descriptive and inferential statistics, which are detailed through tables and figures. Factor analysis was further applied to determine the groupings of each aspect’s items, while the Kaiser-Meyer-Olkin (KMO) Measure of Sample Adequacy and Bartlett’s Test of Sphericity were also run. The reliability of aspects were also established, and Cronbach’s alpha values indicated. The study findings highlighted that all the selected aspects are key in ensuring SME development and management post-COVID-19. The significance of the study is that it provides useful knowledge to entrepreneurs regarding SME success in a post-COVID-19 market.Item The millennial generation’s perspectives of work values in the retail industry.(2019) Van der Walt, Amandi.; Van der Westhuizen, Thea.The Millennial generation employees are estimated to make up 50% of the global workforce by 2020; and around 75% by 2025. This generational group has been described in various studies as different to previous generations, and there is still a lot of uncertainty how to best retain and utilise the talents of this high-tech savvy generation. In order to better understand this generational group, one can aim to better understand how Millennials view work values in the organisation, since work values serve as the normative standard that employees use to choose between different behaviours. Work values determine the way in which employees see their experiences at work and employees use work values as an indirect criterion to evaluate aspects of work and outcomes. For that reason, work values have the ability to influence level of job satisfaction and have an influence on loyalty. It is not only important for organisations to better understand this generational group since Millennials will soon make up the bulk of the workforce, but even more so because of alarming results of studies done by Deloitte that indicated that, internationally, one out of four Millennials worldwide are planning on resigning their jobs within a year and join another organisation in the same industry; and in South Africa the situation does not look better, as 76% of Millennials working in South Africa are planning to leave their current company within five years. The literature review suggests that, since there seems to be such a lack of loyalty amongst Millennials, organisations can manage and retain them better if the work values of this generation is understood. In this study a total of 318 questionnaires were completed by Millennial generation employees working for an organisation in the retail clothing industry. In this study, work values of Millennials were measured, based on the four categories for work values in the Lyons Work Values Survey (LWVS) questionnaire. The LWVS questionnaire consists of 25 items that were developed by collecting and classifying the items from the 13 most commonly used work value measurements, and adding new items to represent modern aspects of work. The four main work value constructs under investigation were instrumental, cognitive, social and prestige work values. The results of this research show that Millennials put high value on most of the 25 work value items, giving organisations a good indication of what work values should be focused being incorporated into the employee management strategies of the organisation. Millennials placed a specific high level of importance on instrumental work values, followed by cognitive work values, and then social and prestige work values. The results support the literature, which states that by understanding the work values of Millennials, organisations will be able to better manage this generational group of employees.Item The SHAPE project: Shifting Hope, Activating Potential Entrepreneurship.(Incubators for young entrepreneurs., 2018-06) Van der Westhuizen, Thea.; Krieger, Wade.Youth unemployment in South Africa is frighteningly high, with as many as 62% of those in the 18–35 age group unable to find work in a job market that is chronically unable to absorb new entrants, university graduates included. Against this background, encouraging and promoting a culture of entrepreneurship becomes an issue of utmost priority for the national economy, but it also faces daunting obstacles and constraints. Young South Africans are well aware of the bleak prospects that face them in a search for employment, yet very few entertain the notion of self-employment as a serious career option. Overall awareness of entrepreneurial possibilities and aspirations towards entrepreneurial enterprise have been notoriously low in the national culture, and particularly so among young people. The general lack of interest in entrepreneurship among young South Africans is not surprising when we consider the problems that confront them in terms of accessing financial support, the poor infrastructure, lack of anchor investors and poor support and incubation opportunities. More specifically, potential young entrepreneurs are also let down by inadequate and/or inappropriate education and training opportunities for an entrepreneurial career. Lacking in entrepreneurial self-confidence, and with little personal experience of entrepreneurial enterprises in the community, aspiring student entrepreneurs are poorly served by traditional training that is overly static and theoretical in course content and classroom-bound in pedagogy. Numerous commentators urge the need for a shift in entrepreneurship education to more action-centered, activity-based learning.