Thesis ( Ph.D.) -- University of Texas at Arlington, 2008.

Thesis (Ph. D.)--Rutgers University, 2008. / "Graduate Program in Philosophy." Includes bibliographical references (p. 769-771).

Abstract Since the advent of the Employment Equity Act (EEA) in 1999, with the aim, to eliminate unfair discrimination and promote affirmative action in the workplace, implementation has been less than satisfactory. The Act (EEA), a public policy, demands of employers, both public and private, to meet partcular equity targets within their workplaces. The Act further requires that employers should report on progress achieved in meeting these targets. Such targets include, inter alia, the employment of designated persons, disabled persons, etc. Institutions of Higher Learning are no exception. The article aims at determining the extent of compliance with the Employment Equity Act (EEA) (1998) by two institutions of higher learning, namely the universities of Venda and of Pretoria. In essence, the main aim of the article are two-fold: firstly exploratory, to determine the extent to which the two universities comply with the employment equity legislation, and secondly how these universities have adopted and implemented measures to transform their internal environments, specifically the academic environments, as well as removing barriers to equity. The various positive steps and measures adopted and implemented by the two universities to eliminate unfair discrimination in the workplace and advance previously disadvantaged groups were investigated, and problems identified in the implementation process are identified. Particular attention was given to employment equity in South Africa and the role of the two universities in the implementation of employment equity.

The new Equality Bill in the UK attempts to bring domestic law regarding positive action into line with EU norms. The author addresses two key criticisms of the provisions, namely: a) that they allow positive discrimination; and b) that they will be ineffective in practice. It is argued that the first criticism is misconceived; preference of a minority candidate where they are equally as qualified as a male candidate simply recognises that equality is not about treating everybody the same, but having a relevant reason for treating them differently. The second criticism is more compelling. The author recommends that the UK make the transition to a systemic model and impose positive duties on employers in a similar vein to that which has developed in Canada. However, a delicate equilibrium must be achieved; special treatment of women and minorities regardless of merit is not conducive to a society that values diversity.

The new Equality Bill in the UK attempts to bring domestic law regarding positive action into line with EU norms. The author addresses two key criticisms of the provisions, namely: a) that they allow positive discrimination; and b) that they will be ineffective in practice. It is argued that the first criticism is misconceived; preference of a minority candidate where they are equally as qualified as a male candidate simply recognises that equality is not about treating everybody the same, but having a relevant reason for treating them differently. The second criticism is more compelling. The author recommends that the UK make the transition to a systemic model and impose positive duties on employers in a similar vein to that which has developed in Canada. However, a delicate equilibrium must be achieved; special treatment of women and minorities regardless of merit is not conducive to a society that values diversity.

Thesis (LL. M.)--Judge Advocate General's School, United States Army, 1996. / "April 1996." Typescript. Includes bibliographical references. Also issued in microfiche.

M.Comm. / The concept of employee empowerment has been associated with the participation of employees in the decision-making process in organisations. A number of approaches and articles have recently been written to expand and better the concept. Employee empowerment is a strategy that gives an ordinary employee an opportunity to have say in, and contribute to both the internal and external affairs of the organisation. In order for the strategy to be successful, the company executive should also take on the responsibility of ensuring that employees and other stakeholders are committed to the process of empowerment. This report investigates the manner in which employee empowerment could be used as a tool or aid to assist organisations in making better use of employees' thinking skills. The investigation looks into the process that should be followed in the implementation of an employee empowerment strategy. Furthermore, the model investigates affirmative action as a tool that could assist managers and organisations to better understand the concept. The report will also highlight the critical success factors that are important in striving to employee empowerment in an organisation. It will also investigate other available tools that can be used in a successful strategy. The issue of black economic empowerment also pops up as a tool that could empower employees in the process. Lastly, the report recommends guidelines that organisations could follow to succeed. The findings of the study have concluded that employee empowerment could be a powerful tool and is essential for employee development. This model tries to integrate the situational leadership model of Ken Blanchard, Carlos and Randolph with Yen-Yun Lin's conceptual model. The model of Blanchard, Carlos & Randolph looks at the stages that management or organisations should go through before and when engaging in an empowerment strategy. The model follows the situational leadership concept or approach. On the other hand the Yen-Yun Lin model looks into the four key dimensions that are critical in an empowerment strategy, namely empowering leadership, empowering culture, empowering management practices and empowering teams. The model tries to integrate the four dimensions and show the role that they play in the employee empowerment model. The tools developed in this model are a combination of a number of possible tools that could be used in the empowerment process, which I developed. The last part of the model attempts to indicate the beneficiaries of the process and the benefits that could be derived from empowerment. It further looks into how these benefits could impact on the organisation as a whole and their relationship to the process and the key dimensions.

M.Comm. / The aim of this study was, to highlight the qualitative nature of the concept of diversity, with specific emphasis, on the work environment. This is a literature study. There is no empirical research accompanying it. This study defines the concept of diversity, and attempt to correct the misleading perception on diversity management and the related concept, namely affirmative action. A diversity management process goes beyond mere numbers and seeks, to maximise the potential of every individual. It means recognising the unique qualities of people in the workplace. The study also identifies possible barriers to a diversity management process, and possible ways, in which they can be overcome. Furthermore, the study discusses and analyse a diversity management process, highlights the need for fundamental change in attitude and behaviour of all stakeholders if the process is to succeed. Data collected indicates a clear need for a well designed organisation programme designed to value and manage a diversity process. Most of the challenges facing organisations, are dynamic, interrelated and systematic in nature, that is, they are intertwined in the entire organisation. More than any other challenge, perhaps, the diveresity process affects the organisation at all levels. The scope and direction of adding value and managing diversity programs, ideally, must be developed within the context, of broad or challanges facing the organisation, as a whole. Diversity responses, in other words, need to be wellintegrated into the organisations overall strategic responses. Systematic thinking is critical to diversity issues.

Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1990. / Source: Masters Abstracts International, Volume: 45-06, page: 2959. Abstract precedes thesis as 4 preliminary leaves. Typescript. Includes bibliographical references (leaves 107-110).

Thesis (Ph. D.)--University of California, San Diego, 2001. / Vita. Includes bibliographical references.