Browsing by Author "Naidoo-Chetty, Mineshree"

Now showing 1 - 3 of 3
  • Thumbnail Image
    Item
    Comparing face-to-face and technology-based training to evaluate its perceived effectiveness in improving employee performance
    (University of the Western Cape, 2023) Meyer, Shandré; Naidoo-Chetty, Mineshree; Mahembe, Bright
    For several decades, the ideal and preferred traditional training delivery in organisations mainly comprised in-person, face-to-face training, and engagement. The twenty-first century introduced the Fourth Industrial Revolution, which witnessed great strides in technology and introduced technology-based and online training. This online method of training and development surged when the global COVID-19 pandemic came about in 2020 and made it necessary and imperative due to social distancing protocols. This foresaw the emergence of technology-based training within several organisations’ training environments globally, enabling and increasing flexible learning for employees. Although technology-based training is considered a desirable and revolutionary training method, its efficiency is based on individuals’ perceptions thereof, with many still favouring the traditional face-to-face training approach as part of their preferred learning style. This has raised the debate on whether organisations can transition from the traditional face-to-face training approach to a Technology based training approach and still enable staff to perform at an optimal level.
  • Thumbnail Image
    Item
    Job demands and job resources of academics in higher education
    (Frontiers Media, 2021) Naidoo-Chetty, Mineshree; du Plessis, Marieta
    Too many job demands and not enough job resources can negatively influence the well-being of employees. Currently, limited information exists surrounding the job demands and resources as experienced by academic employees in the higher education sector. Therefore, the aim of this study was to identify the job demands and job resources experienced by academic employees using qualitative methods. Semi-structured interviews were conducted with 23 academic employees, using an Interpretative Phenomenological Approach. Thematic analysis, specifically template analysis was used to categorize the themes. Job demands were divided into three categories: quantitative (publication pressure, overburdened with the load, and competing time demands), qualitative (work/home balance, complexity of student support, organizational politics, and lack of mental health support) and organizational demands (using technology-mediated learning and lack of structural resources). Job resources were organized into two categories: organizational (social support) and personal resources (autonomy, meaningful work, and personal support). Participant experiences are highlighted to provide a better understanding of the job demands and job resources encountered.
  • Thumbnail Image
    Item
    Systematic review of the job demands and resources of academic staff within higher education institutions
    (Sciedu Press, 2021) Naidoo-Chetty, Mineshree; du Plessis, Marieta
    The Higher Education sector has been through an array of changes, such as globalisation, massification, lack of job security, decolonisation and a number of technological advancements. These changes have impacted academic workload and have increased work pressure with resultant effects on family and work life balance. A review of the existing literature indicates a lack of clarity when it comes to the job demands and job resources inherent to the academic occupation. In order to determine the job demands and job resources of academics, a systematic review of empirical literature is warranted. This paper systematically reviewed empirical research published from 2014 to 2019 investigating job demands and resources based on the job demands-resources model in the higher education environment. Six articles were identified that met the criteria for inclusion. Thus, a list of quantitative, qualitative and organisational job demands as well as organisational and personal resources specific to the academic environment were identified. This will allow Higher Education Institutions to provide targeted development of job resources and mitigation of job demands for their academic employees and enable the development of specific interventions.