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In almost any industry, the day-to-day lived experiences of workers directly shape production processes. Those experiences are of fundamental importance to a range of managerial concerns including organisational behaviour and human resource management, organisational safety and risk management, production systems, work relations and change management. Yet they are too often overlooked by the executives and managers who design management strategies. In this book, Sizwe Phakathi addresses such issues head-on, providing insights into the underlying social, human, managerial and organisational processes that shape workers' orientations towards reorganisation of work, production, safety, teamwork and work relations. Through an in-depth study of a deep-level mining workplace, Phakathi brings to the fore the realities of how work processes shape the actions of frontline teams, production supervisors and managers. He points out how these realities trigger the informal work practice of making a plan, which is an indispensable organisational tactic for production, safety, teamwork and work relations in the mining workplace. In the process, he highlights frontline miners' perspectives of managing, balancing and coping with the competing demands of physically challenging work, production, safety and team dynamics while at the rock-face. This book will help practitioners, policy-makers and researchers to understand the factors influencing work processes, production, safety, teamwork and work relations - not only in a mining workplace but more generally as well. The insights it provides into the importance of day-to-day lived working experiences will help them to improve organisational, employee and team performance.

Cover -- Title Page -- Copyright Page -- TABLE OF CONTENTS -- ABOUT THE AUTHORS -- ICONS USED -- CHAPTER 1 INTRODUCTION -- 1.1 Learning outcomes -- 1.2 Personal capacity for change -- 1.3 Framework for change -- 1.4 Foundational knowledge base -- CHAPTER 2: LEADERSHIP AND MEANING -- 2.1 Learning outcomes -- 2.2 Personal awareness -- 2.3 Authentic leadership -- 2.4 Crucibles of leadership -- 2.5 Servant leadership -- 2.6 Emotional and social intelligence -- 2.7 Portfolio leadership -- 2.8 Developing leadership ability -- 2.9 Creating shared meaning -- CHAPTER 3: RELATIONSHIPS -- 3.1 Learning outcomes -- 3.2 Engagement -- 3.3 Communication -- 3.4 Boundaries -- 3.5 Diversity management -- 3.6 Conflict -- 3.7 Collaboration (teamwork) -- CHAPTER 4: WORKPLACE SOCIALISATION -- 4.1 Learning outcomes -- 4.2 Socialisation -- 4.3 Social psychology -- 4.4 Knowledge management -- 4.5 Ethics and values -- 4.6 Governance and ethics -- CHAPTER 5: PRODUCTIVITY -- 5.1 Learning outcomes -- 5.2 Accountability -- 5.3 Productivity management -- 5.4 People development -- 5.5 Developing a productive work culture -- 5.6 Performance management -- 5.7 Coaching -- 5.8 Mentoring -- 5.9 Workplace practices -- 5.10 Innovation -- CHAPTER 6: ORGANISATIONAL TRANSFORMATION -- 6.1 Learning outcomes -- 6.2 Facilitation -- 6.3 Strategy design -- 6.4 Strategy execution -- 6.5 Leading change -- 6.6 Readiness for change -- 6.7 Resistance to change -- 6.8 Proactive change agent -- 6.9 Continual improvement -- CHAPTER 7: PERSONAL WELLNESS -- 7.1 Learning outcomes -- 7.2 Physical wellness -- 7.3 Emotional wellness -- 7.4 Psychological wellness -- 7.5 Self-consistency and congruence -- 7.6 Stress -- 7.7 Work-life flexibility -- CHAPTER 8: THE FUTURE -- 8.1 Closure -- Annexure A Personal development plan -- Annexure B My 'One Pager' -- Annexure C Case Study -- References -- Back Cover.

Cover -- Title Page -- Copyright Page -- Table of contents -- About the author -- Preface -- Foreword -- CHAPTER ONE: Workplaces using ubuntu -- 1.1 Introduction and background -- 1.2 What ubuntu is not -- 1.3 Explaining ubuntu -- 1.4 Change and levels of maturity -- 1.5 Ubuntu and need for servant leadership -- CHAPTER TWO People-centredness -- 2.1 Introduction -- 2.2 People-centred workplace culture -- 2.3 Empowering people - Ubuntu African values -- 2.4 Transformational Leadership -- 2.5 Mentoring, ubuntu and people-centredness -- 2.6 Shared vision -- 2.7 The organisation is about us, not you -- CHAPTER THREE Permeable walls -- 3.1 Introduction -- 3.2 Openness and honesty: Supporting relationships -- 3.4 Direction of the organisation: Communication and ubuntu -- CHAPTER FOUR Partisanship -- 4.1 Introduction -- 4.2 Building loyalty through organisational values -- 4.3 Qualities displayed by loyal employees -- 4.4 Leader/manager loyalty - I am because of this community -- 4.5 Shared moral values and loyalty -- CHAPTER FIVE Progeny -- 5.1 Introduction -- 5.2 Strengthening relationships and solidarity -- 5.3 Sharing power -- 5.4 Mutual understanding -- 5.5 Building better teams -- 5.6 Using humanness to chase a vision -- CHAPTER SIX Progeny -- 6.1 Introduction -- 6.2 Ubuntu and performance at work -- 6.3 Strong organisational values -- 6.4 Improving work place culture and the role of the leader -- 6.5 Time management -- 6.6 Investing in development/training -- 6.7 SOAR the winning organisation -- 6.8 Power of delegation -- 6.9 Emotional intelligence -- 6.10 Maturity summit -- CHAPTER SEVEN Conclusion -- 7.1 Closing comments -- 7.2 Building a community -- 7.3 Professional maturity and ubuntu -- 7.4 Learning and sustenance of ubuntu -- References -- Endnotes -- Index -- Endorsements -- Back cover.

PurposeThe authors aim to investigate whether ability electronic human resource management (e-HRM) practices, opportunity enhancing e-HRM practices and motivation enhancing e-HRM can possibly lead to development of sustainable e-HRM systems. Finally, the authors also examined if sustainable e-HRM systems can enhance firm performance.Design/methodology/approachThe model was developed using dynamic capability view perspective. The study tests theoretical model and presents findings by analysing data (partial least squares structural equation modelling method) gathered from 151 South African firms.FindingsThe findings indicate that ability enhancing e-HRM practices and motivation enhancing e-HRM practices can result in development of sustainable e-HRM systems, and findings also indicate that sustainable e-HRM systems can improve firm performance.Practical implicationsEmphasis is required on ability enhancing e-HRM practices and motivation enhancing e-HRM practices to develop sustainable e-HRM systems. Once workforce understand the complete benefits of e-HRM, they will start using this system on a regular basis for activities including goal setting, and performance measurement. The development of sustainable e-HRM systems will improve firm performance especially from cost control and customer satisfaction perspective.Originality/valueThis study advances the conceptual debate in the e-HRM domain through the development and testing of theoretical model.

Background Children with disabilities (CwDs) make up around 150 million of the billion people with disabilities in the world. The Sub-Saharan African countries have a large number of CwDs who have limited access to healthcare and rehabilitation care. This, combined with chronic poverty, low education, and inadequately trained healthcare professionals, substantially lowers these children’s quality of life. The main objective of this scoping review was to discover the barriers and facilitators to healthcare access for CwDs in selected low to middle income Sub-Saharan African countries. As African countries significantly vary in socioeconomic status, we only focused on countries in Sub-Saharan Africa who allocated less than $50/person to healthcare. Methods A broad and iterative search strategy using multiple sources and databases including CINAHL, Medline, Global Health, and Embase were utilized. Using a comprehensive search strategy, 704 articles were generated. After removal of the duplicates, 466 of them were screened based on the study inclusion and exclusion criteria. After iterative reading and screening of these articles, a final 15 articles were included in this review. Results This scoping review shows that CwDs in the selected Sub-Saharan African countries face major barriers including stigma and negative attitudes, poverty and insufficient resources, inadequate policy implementations, physical inaccessibility, lack of transportation, lack of privacy, and inadequately trained healthcare professionals to deal with disability. Emotional and social support, including peer support for CwDs and caregivers, were identified as facilitators for better access to health services. Conclusions There is limited access to healthcare services in the low and middle income Sub-Saharan African countries due to poverty, low education, inadequate healthcare systems, and shortage of healthcare professionals. It is evident that there are socioeconomic, cultural, and physical related impediments that affect CwDs’ and their caregivers’ access to the required healthcare services. Policy development, improved physical accessibility, public disability awareness, and parental support are some of the key facilitators to access healthcare services. The study highlights the importance of revisions to childhood disability and healthcare provisions policy and practice as well as sustainable rehabilitation programs. Further research is required to explore ways to improve experience of accessing health services.

Inadequate management of healthcare waste present significant health hazards to healthcare workers, patients, waste handlers, and the whole communities, especially in developing countries. Although various primary studies have been conducted in different countries across the continent, there has been no comprehensive research examining healthcare waste management practices in Sub-Saharan Africa. This review aimed to assess healthcare waste management practices and associated factors among healthcare workers in Sub-Saharan Africa. This systematic review and meta-analysis were performed using the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA 20) guidelines. PubMed, Science-Direct, Google Scholar, Hinari, and Google databases were used to find essential literature. The extracted data were analyzed using statistical software, STATA version 14. Publication bias was assessed using the Egger test and funnel plot, whereas heterogeneity was assessed using the I2 statistic. This review include 29 studies comprising 7588 participants. The pooled estimate of good healthcare waste management practices among participants was 49.74% (95% CI: 43.73-55.76) (I2 = 96.8%, P < 0.000). Sex, knowledge, training on healthcare waste management, use of working manuals/guidelines, and working hours were factors significantly associated with healthcare waste management practices among healthcare workers., Studies done in South Africa reported the highest good healthcare waste management practices with a value of 54.34% (95% CI: 48.05, 60.63), I2 = 0.00%, P < 0.00. The pooled estimate of good healthcare waste management practices before the occurrences of COVID-19 pandemic was 50.49% (95% CI: 40.7, 60.25), (I2 = 97.9%, P < 0.000). Public health facilities also reported having lower waste management practices with a value of 46.86% (95%CI: 39.33, 54.38%), I2 = 96.8%, P < 0.000. This review showed that only half of the healthcare workers practiced good healthcare waste management practices. Sex of the healthcare workers, training status, use of working manuals/guidelines, knowledge towards healthcare waste management, and their daily working hours were factors significantly associated with healthcare waste management practices among healthcare workers. Hence, respective healthcare authorities should develop and implement different healthcare waste management strategies, including ongoing in-service training, provision of healthcare waste management manuals, and conducting regular monitoring to enhance healthcare workers' knowledge and practices towards healthcare waste management practices.

Multinational companies must understand the influences on responsibility for managing people so that they can manage talent consistently thus ensuring that it is transferable across locations. We examine the impact of firm and national level characteristics on the devolution of HRM decision making to line managers. Our analysis draws on data from 2335 indigenous organizations in 21 countries. At the firm level, we found that where the HR function has higher power, devolution is less likely. At the national level, devolution of decision making to line management is more likely in societies with more stringent employment laws and lower power distance.