Papers by Magda Bezuidenhout
South African Journal of Business Management, 2021
The dissatisfaction with executive remuneration worldwide has increased because it is generally b... more The dissatisfaction with executive remuneration worldwide has increased because it is generally believed to have been instrumental to the 2008 Global Economic crisis. Central to this is the apparent unsatisfactory relationship between business performance and chief executive officer (CEO) remuneration. The primary aim of this study was to compare the pay-for-performance association between CEOs’ remuneration and state-owned entity performance before, during and after the economic crisis. It did so by assessing the chief executive remuneration link with state-owned enterprise performance from the period 2006 to 2014. Design/methodology/approach: Twenty-one schedule 2 state-owned enterprises in South Africa. This quantitative, longitudinal study, obtained secondary data from the annual reports of state-owned enterprises from the period 2006 to 2014. Ordinary least square multiple regression analysis was used as the principal statistical method. Findings/results: The findings indicate that the link between chief executive remuneration and state-owned entity performance demonstrated different patterns in the pre-and post-crisis periods. Practical implications: State-owned entity remuneration committees should place more emphasis on the financial efficiency measurements to enhance efficiencies in South African state-owned enterprises. Shareholders and regulators should take cognisance of measures to be used to assess the potential performance of state-owned entities, through executive remuneration, especially during an economic crisis. Findings could furthermore be of importance to other academics investigating this phenomenon. Originality/value: This research provides additional knowledge to the limited research available on SOEs in South Africa. Further, it reveals that an economic downturn affects the link between CEOs' remuneration and SOE performance. This addresses a knowledge gap concerning the pay-for-performance link in South African SOEs and in emerging economies in general.
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The chief executive pay-performance relationship within South African state-owned entities, 2018
Orientation: Over the years, the increase in executive remuneration in state-owned entities (SOEs... more Orientation: Over the years, the increase in executive remuneration in state-owned entities (SOEs) has been the subject of intense discussions. The poor performance of some SOEs with highly remunerated executives begs the question of whether chief executive officers in South African SOEs deserve the high levels of remuneration they receive. Research purpose: This study examined the relationship between chief executive remuneration and several measures of company performance across Schedule 2 SOEs within South Africa. Motivation for the study: Notwithstanding the widely publicised poor performance of South African SOEs, their importance and relevance remains evident. Regrettably, the literature on what fundamentally drives their performance is lacking. Research design, approach and method: This quantitative, longitudinal study, conducted over a 9-year period, collected secondary data from the annual reports of 18 Schedule 2 SOEs. The primary statistical technique used in the study wa...
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Journal of Psychology in Africa, 2014
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SA Journal of Human Resource Management, 2019
Orientation: Concerns about exorbitant executive compensation are making headlines, because execu... more Orientation: Concerns about exorbitant executive compensation are making headlines, because executives receive lucrative packages despite state-owned enterprises (SOEs) performing poorly. It appears as if chief executive officers (CEOs) are not being held accountable for the performance of the SOEs.Research purpose: The purpose of the study was to determine whether the size and the industry of an SOE had an impact on CEO compensation packages.Motivation for the study: A greater understanding of the relationship between CEO remuneration and the size and type of industry of SOEs would assist with the standardisation of CEO remuneration and linking CEO pay to SOE performance.Research approach/design and method: A multiple regression analysis on a pooled dataset of 162 panel observations was conducted over a 9-year period. Financial data of 18 SOEs were extracted from the McGregor BFA database and the annual reports of SOEs.Main findings: The findings show that the size of an SOE does n...
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SA Journal of Human Resource Management, 2015
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The purpose of this study is to report on the development of a three factor career enabler framew... more The purpose of this study is to report on the development of a three factor career enabler framework within an ODeL university in South Africa. The rationale behind this ODeL University career enabler framework was to develop a simple framework with only three elements or factors, based on Schein’s (1978) eight career anchors, to look at interventions or enablers to enhance the career anchors. A quantitative approach was used in the study. The population consisted of 4 200 employees within an ODeL University in South Africa. Statistical analysis was performed using exploratory factor analysis. The analysis yielded three factors with acceptable psychometric properties. These factors were self- transcendence, self-enhancement and self-conservation through work motives and needs. Interventions that focus on career enablers within an ODeL university may contribute to people’s transferable skills and abilities that can help them to succeed in their careers and for the university to keep ...
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The purpose of this study is to determine whether: there are any dominant career anchor in the or... more The purpose of this study is to determine whether: there are any dominant career anchor in the organisation; demographic variables play a role in the short- and medium term regarding career anchors within a sample of respondents from a South African ODeL University work context; there are significant differences between the short- and medium-term aspirations of employees; there is a dynamic or a static characteristic; and there are secondary career anchors present for employees. The rationale for the study is that there seems to be a paucity of studies that have investigated career anchors in South Africa’s multi-cultural organisational context. A quantitative approach was used in the study. The population consisted of 4 200 employees within an ODeL University in South Africa. Statistical analysis was performed using one-way ANOVA as well as a Scheffe post hoc test. The findings of this study suggest that a career conversation has some dynamic nature (change) over a period of time. ...
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SA Journal of Human Resource Management, 2013
Orientation: This study constituted and reported on the outcomes of a structured caree... more Orientation: This study constituted and reported on the outcomes of a structured career conversation framework based on Schein’s eight career anchors in an open distance and e-learning (ODeL) university in South Africa.Research purpose: The purpose of the research was to report on the utilisation of a structured career conversation framework based on Schein’s career anchors model.Motivation for the study: The rationale for the study was the paucity of studies investigating career anchors in South Africa’s multicultural organisational context.Research design, approach and method: A quantitative approach was adopted in the study. The population consisted of 4200 employees at a university in South Africa. Statistical analysis was performed using one-way analysis of variance (ANOVA) as well as a Scheffe post hoc test.Main findings: The findings of this study suggest that career conversation has a dynamic nature (i.e. it changes) over a period of time. ...
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SA Journal of Human Resource Management, 2017
Orientation: Organisational commitment (OC) is often depicted as a desirable employee attitude an... more Orientation: Organisational commitment (OC) is often depicted as a desirable employee attitude and relates to organisational performance. Little research has been carried out on the (Human Resource) HR practices–OC relationship within the South African context, and specifically with regard to this relationship across various sectors.Research purpose: The purpose of this contribution is to specify the HR practices–OC relationship, within South Africa, and specifically across various sectors.Motivation for the study: It addresses the important matter of OC, a necessary requirement for sustaining organisations, through effective delivery of HR practices.Research design, approach and method: This study is based on a cross-sectional survey design, collecting primary data on HR practices and OC from South African employees in public and private sector organisations, as well as state-owned entities.Main findings: Minimal practically significant mean scored differences were detected among H...
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The effect of economic crisis on pay-performance link in South African state-owned entities, 2021
The dissatisfaction with executive remuneration worldwide has increased because it is generally b... more The dissatisfaction with executive remuneration worldwide has increased because it is generally believed to have been instrumental to the 2008 Global Economic crisis. Central to this is the apparent unsatisfactory relationship between business performance and chief executive officer (CEO) remuneration. The primary aim of this study was to compare the pay-for-performance association between CEOs’ remuneration and state-owned entity performance before, during and after the economic crisis. It did so by assessing the chief executive remuneration link with state-owned enterprise performance from the period 2006 to 2014. Design/methodology/approach: Twenty-one schedule 2 state-owned enterprises in South Africa. This quantitative, longitudinal study, obtained secondary data from the annual reports of state-owned enterprises from the period 2006 to 2014. Ordinary least square multiple regression analysis was used as the principal statistical method. Findings/results: The findings indicate that the link between chief executive remuneration and state-owned entity performance demonstrated different patterns in the pre-and post-crisis periods. Practical implications: State-owned entity remuneration committees should place more emphasis on the financial efficiency measurements to enhance efficiencies in South African state-owned enterprises. Shareholders and regulators should take cognisance of measures to be used to assess the potential performance of state-owned entities, through executive remuneration, especially during an economic crisis. Findings could furthermore be of importance to other academics investigating this phenomenon. Originality/value: This research provides additional knowledge to the limited research available on SOEs in South Africa. Further, it reveals that an economic downturn affects the link between CEOs' remuneration and SOE performance. This addresses a knowledge gap concerning the pay-for-performance link in South African SOEs and in emerging economies in general.
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Journal of Contemporary Management, 2014
The purpose of this article was to explore current literature on corporate governance, HR governa... more The purpose of this article was to explore current literature on corporate governance, HR governance and HR governance frameworks and to recommend an HR governance framework that can be implemented by South African organisations. This study builds on a literature review that informed the development of an HR governance framework consisting of five core elements that enable HR to manage areas of focus and accountability effectively. Many organisations' HR governance (and specifically compliance) activities are reactive in origin, established to prevent, limit, or mitigate the risks and liabilities associated with non-compliance. It is therefore necessary that any organisation dedicate resources to proactive compliance measures, such as HR policies and procedures, and that HR move from the traditional roles of regulator and manager to become business partner and HR governor through the institutionalisation of an HR governance framework. The recommended HR governance framework arti...
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Southern African Business Review, 2011
The purpose of this study was to identify the major components of affi rmative action (AA) fairne... more The purpose of this study was to identify the major components of affi rmative action (AA) fairness from an organisational justice point of view and to measure the perceptions of employees on AA fairness. 9A literature study and an empirical study were conducted. A questionnaire was developed to collect information on respondents’ biographical details and their perceptions of the fairness of AA. 10Using SPSS, principal axis factor analysis was performed on the data, with a Varimax rotation, in order to uncover the diff erent factors related to affi rmative action fairness. Four factors with latent roots greater than unity (Kaiser’s criteria) were extracted from the factor matrix of affi rmative action. The factors postulating affi rmative action fairness included interactional justice, procedural justice (input), procedural justice (criteria) and distributive justice. 11The infl uence and eff ect of the biographical variables on fairness perceptions were determined by comparing the ...
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South African Journal of Labour Relations, 2013
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Purpose: The dissatisfaction with executive remuneration worldwide has increased because it is ge... more Purpose: The dissatisfaction with executive remuneration worldwide has increased because it is generally believed to have been instrumental to the 2008 Global Economic crisis. Central to this is the apparent unsatisfactory relationship between business performance and chief executive officer (CEO) remuneration. The primary aim of this study was to compare the pay-for-performance association between CEOs’ remuneration and state-owned entity performance before, during and after the economic crisis. It did so by assessing the chief executive remuneration link with state-owned enterprise performance from the period 2006 to 2014. Design/methodology/approach: Twenty-one schedule 2 state-owned enterprises in South Africa. This quantitative, longitudinal study, obtained secondary data from the annual reports of state-owned enterprises from the period 2006 to 2014. Ordinary least square multiple regression analysis was used as the principal statistical method. Findings/results: The findings ...
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SA Journal of Human Resource Management
Orientation: Over the years, the increase in executive remuneration in state-owned entities (SOEs... more Orientation: Over the years, the increase in executive remuneration in state-owned entities (SOEs) has been the subject of intense discussions. The poor performance of some SOEs with highly remunerated executives begs the question of whether chief executive officers in South African SOEs deserve the high levels of remuneration they receive.Research purpose: This study examined the relationship between chief executive remuneration and several measures of company performance across Schedule 2 SOEs within South Africa.Motivation for the study: Notwithstanding the widely publicised poor performance of South African SOEs, their importance and relevance remains evident. Regrettably, the literature on what fundamentally drives their performance is lacking.Research design, approach and method: This quantitative, longitudinal study, conducted over a 9-year period, collected secondary data from the annual reports of 18 Schedule 2 SOEs. The primary statistical technique used in the study was o...
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SA Journal of Human Resource Management
Orientation: Over the years, the increase in executive remuneration in state-owned entities (SOEs... more Orientation: Over the years, the increase in executive remuneration in state-owned entities (SOEs) has been the subject of intense discussions. The poor performance of some SOEs with highly remunerated executives begs the question of whether chief executive officers in South African SOEs deserve the high levels of remuneration they receive.Research purpose: This study examined the relationship between chief executive remuneration and several measures of company performance across Schedule 2 SOEs within South Africa.Motivation for the study: Notwithstanding the widely publicised poor performance of South African SOEs, their importance and relevance remains evident. Regrettably, the literature on what fundamentally drives their performance is lacking.Research design, approach and method: This quantitative, longitudinal study, conducted over a 9-year period, collected secondary data from the annual reports of 18 Schedule 2 SOEs. The primary statistical technique used in the study was o...
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This article explores the development of a career-enabler framework that may influence career and... more This article explores the development of a career-enabler framework that may influence career and organisation choices, as well as career development. The purpose of this study is to report on the development of a three-factor career-enabler framework within a higher distance education institution in South Africa. A quantitative survey was conducted with a sample of 1 392 employees within a higher education institution in South Africa. Statistical analysis was performed using exploratory factor analysis. The analysis yielded three enablers with acceptable psychometric properties. These factors were self-transcendence, self-enhancement and self-conservation through work motives and needs. Interventions that focus on career-enablers within a higher education institution may contribute to people’s transferable skills and abilities. This can help them succeed in their careers and help the institution keep employees engaged and retained.
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The purpose of this article was to explore current literature on corporate governance, HR governa... more The purpose of this article was to explore current literature on corporate governance, HR governance and HR governance frameworks and to recommend an HR governance framework that can be implemented by South African organisations. This study builds on a literature review that informed the development of an HR governance framework consisting of five core elements that enable HR to manage areas of focus and accountability effectively. Many organisations' HR governance (and specifically compliance) activities are reactive in origin, established to prevent, limit, or mitigate the risks and liabilities associated with non-compliance. It is therefore necessary that any organisation dedicate resources to proactive compliance measures, such as HR policies and procedures, and that HR move from the traditional roles of regulator and manager to become business partner and HR governor through the institutionalisation of an HR governance framework. The recommended HR governance framework arti...
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The aim of the study was to determine whether the performance management
process at the level of ... more The aim of the study was to determine whether the performance management
process at the level of director positions at a South African higher education
institution should follow a generic or a specific approach. The population
consisted of 58 positions and a mixed method approach was used. Statistically
significant differences between the categories of directors’ positions with regard to
the identified job evaluation variables as well as actual performance rating scores
were tested by means of a one-way ANOVA and, where applicable, Scheffe’s
post-hoc test was used to determine which specific means differed. A qualitative
analysis of the generic performance agreement template assigned to all the
directors’ positions and the actual performance agreements was performed to
draw comparisons and to identify certain trends. The results of the qualitative and
quantitative analysis revealed a clear differentiation between the directors’
positions and there was no consistent use of the directors’ performance
agreement template, with certain objectives tending to be scaled down. The
findings of this study inform HR practitioners and organisations that the
performance management process needs to be linked to specific job criteria,
thereby enabling objective feedback and development initiatives for individual
employees and should ultimately contribute to improved performance management
practices in the South African work context.
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Papers by Magda Bezuidenhout
process at the level of director positions at a South African higher education
institution should follow a generic or a specific approach. The population
consisted of 58 positions and a mixed method approach was used. Statistically
significant differences between the categories of directors’ positions with regard to
the identified job evaluation variables as well as actual performance rating scores
were tested by means of a one-way ANOVA and, where applicable, Scheffe’s
post-hoc test was used to determine which specific means differed. A qualitative
analysis of the generic performance agreement template assigned to all the
directors’ positions and the actual performance agreements was performed to
draw comparisons and to identify certain trends. The results of the qualitative and
quantitative analysis revealed a clear differentiation between the directors’
positions and there was no consistent use of the directors’ performance
agreement template, with certain objectives tending to be scaled down. The
findings of this study inform HR practitioners and organisations that the
performance management process needs to be linked to specific job criteria,
thereby enabling objective feedback and development initiatives for individual
employees and should ultimately contribute to improved performance management
practices in the South African work context.
process at the level of director positions at a South African higher education
institution should follow a generic or a specific approach. The population
consisted of 58 positions and a mixed method approach was used. Statistically
significant differences between the categories of directors’ positions with regard to
the identified job evaluation variables as well as actual performance rating scores
were tested by means of a one-way ANOVA and, where applicable, Scheffe’s
post-hoc test was used to determine which specific means differed. A qualitative
analysis of the generic performance agreement template assigned to all the
directors’ positions and the actual performance agreements was performed to
draw comparisons and to identify certain trends. The results of the qualitative and
quantitative analysis revealed a clear differentiation between the directors’
positions and there was no consistent use of the directors’ performance
agreement template, with certain objectives tending to be scaled down. The
findings of this study inform HR practitioners and organisations that the
performance management process needs to be linked to specific job criteria,
thereby enabling objective feedback and development initiatives for individual
employees and should ultimately contribute to improved performance management
practices in the South African work context.