The subject area for the study was that of job satisfaction in a chemical industry production unit and the various dimensions by which it is constituted. The study will focus on the dimensions which are found to have the biggest impact on the job satisfaction of employees at the production unit. As job satisfaction creates confidence in personnel which ultimately leads to improved quality in the output of the employees, it is a crucial task of management to instil job satisfaction within their employees (Tietjen & Myers, 1998:226). The challenge lies therein as to how management should go about to realize the job satisfaction of the staff, as it is “not the simple result of an incentive program” (Tietjen & Myers, 1998:226). Qualitative research by means of structured interviews was implemented in the study. The sample consisted of 8 Production Foremen and 51 Production Process personnel who were interviewed during four focus group sessions, and a former Production Area Manager from the unit who was interviewed separately. Quotations from transcribed tape recordings of the interviews were sorted or categorized according to the themes (or dimensions) they represented before being analysed. As a measure to ensure the validity of the research, the questions of the interviews were structured in such a way that the data of some of the questions had to either correspond, or not, to show the validity thereof. Current research found that several studies have attempted to identify the determinants for job satisfaction, but there is no agreed consensus as to the exact dimensions (Kreitner & Kinicki, 2008:170; Vieira, 2005). The findings of this research showed that job satisfaction is a conglomeration of MANY dimensions, with no absolutes, which need to be present in the correct mix in order for an employee to be happy or satisfied. Thus focusing on only one dimension will provide little success. It is proposed that an integrated strategy with the most common dimensions (in this instance: teamwork, leadership traits, and working conditions) are followed to establish a working environment that is conducive to satisfied employees, not forgetting that one of the most important dimensions is that of the employees themselves. / MBA, North-West University, Potchefstroom Campus, 2014

This dissertation studies the policy process which produced and implemented the Integrated Pollution Control (IPC) system in 1990, administered by Her Majesty's Inspectorate of Pollution (HMIP). It assesses how IPC was implemented in terms of setting pollution control standards, hQWIPC compares with the air pollution regime it replaced, and in terms of IPC's policy output. Policy network concepts are used to analyse the networks of interaction between policy actors as they seek to influence the policy process. The research involved interviews with these policy actors, plus analysis of relevant documentation - including a content analysis of the new IPC public register. The analysis is presented historically, beginning with the policy network of regulator and industry which negotiated air pollution controls. Public interest groups criticised this regime in the early 1970s for the informal, consensual, and confidential way it set and enforced air pollution standards. During the 1980s, European legislation put pressure upon domestic pollution control practice. Industry began lobbying for improvements to the flexible British regime as a bulwark against European formalism. Several factors led to HMJP's creation and IPC introduction, including European and industrial pressures, but also a belief by government that change had deregulatory potential. Regulatory procedures under IPC are more transparent and formal. However, standard setting was at HMIP's discretion, to be exercised during IPC implementation. HMIP initially intended to break from the past and do this at arms'length from industry. Analysis of this implementation stage uses the organic chemicals sector for case study. It explains why IPC has suffered an 'implementation deficit' compared to HMIP's initial intentions. Moreover, improvements to industrial pollution control are negotiated in a policy network similar to its air pollution predecessor. It is argued that within the formal legal framework, persists an infonnal, consensual, and somewhat opaque pollution regime.

No description available.

The subject of the thesis is the geography of the petro-chemical industry in Turkey. The geography of the industry is divided into three sections and seven chapters. The first section, which covers the first two chapters, is an introduction to the industry in Turkey. The geographical and the industrial background of Turkey is described together with the major theories of industrial location and the history of industrial location in Turkey, from the foundation of the Republic to the present day. The function and creation of the petro-chemical industry in the world in general and in Turkey are described. The second section, which contains five chapters, studies the location factors of the first Turkish petro-chemical complex, its products, the domestic and external market for petro-chemical products, the socioeconomic problems which have been created in the areas surrounding the complex, and a suggestion as to where the planned second petro-chemical complex of Turkey should be located. The third section summarises the findings of the study.

Thesis (Ph. D.)--University of Michigan, 1998. / Includes bibliographical references (p. 302-317).

The term, sustainable development, is not new in our society. However, understanding the concept of sustainable development is not without problems. What does the concept mean in business and management? It is observed that ecological issues are neglected by mainstream management academics and practices. Conventional strategic management and organisational study do not include the "green" ecological environment issues as part of business environment. If "green" ecological environment is a part of the business environment, how do decision makers, especially top level managers, perceive green issues in the business environment and how are these perceptions related to strategic management issues? This research focuses on answering the question by studying how top executives in the Korean chemical industry perceive the uncertainty caused by ecological issues and influence the effectiveness of implementation of corporate environmental management based upon Miles and Snow's (1978) strategic typology of corporate responses. The research employs three different methods, the questionnaire, the interview and the case study for data collection. These research methods are used to identify the levels of uncertainty which result from green issues in business environment, and the link between uncertainty and strategic management issues. The findings from this research show that top managers selectively perceive green issues in the business environment. Thus, business organisations seek to create their own environment to match with their strategy rather than be controlled by their environment. The findings support the "strategic choice" view by Child (1972) and Miles and Snow (1978). Selective strategic choice based upon top managers' perceptions produces different types of corporate environmental strategy which range from the reactive to the proactive.

M.Com. (Business Management) / The chemical industry is associated with high risk to the safety and health of personnel and the environment. However, the macro-environment expects the safe operation of chemical plants. In particular, the Occupational Health and Safety Act, Act No. 85 of 1993, regulates safety in the industry. Management are exposed to the transgression of this law, even unwittingly, unless an integrated safety management system ensures the necessary planning, organising, leading and control for the safe operation of plants. While line management is ultimately responsible for the safety of chemical plants, the responsibilities of line management must be clearly defined to ensure continuity in the management of safety. Furthermore, the input of every worker is necessary to ensure that safety management is a process of continuous improvement. Knowledge of the processes associated with any specific plant is of primary importance for the safe operation thereof. This includes all information related to the operation of the plant, as well as design data and operational limits. The risks associated with the process and the operating procedures must be properly communicated to personnel. Plant operation must be within design limits, and the dangers associated with exceeding these limits must be well understood. As technology improves, process safety information must be updated regularly. While it is the objective to have an accident free record, it is imperative to identify possible emergency scenario's, and to give the necessary training to effectively control the impact that an emergency situation can have on the business and its staJceholders. Safety management includes the responsible operation of units with regard to the environment. In order to ensure a safe and healthy working environment for all personnel, the legal requirements of the Occupational Health and Safety Act, Act No. 85 of 1993, and all the regulations in terms of the Machinery and Occupational Safety Act, Act No. 6 of 1983, must be met. The ever-changing needs and requirements within a chemical plant require control of all the changes that can result in unsafe acts and conditions. Maintenance work, work on protection systems, start-ups after major maintenance work and plant modifications arc considered changes with high enough risk factor to control these actions. The safety of persons other than persons at work, and in particular contractors, are the responsibility of line management. Effective training of contractors to ensure their safe conduct while performing their duty or during emergencies, are therefore necessary. Proper control systems are needed to ensure the correct and timeous fulfilment of safety requirements. Management information systems must be designed to audit deviations from standards, but also to point out the correctness of systems, thus providing proof of management participation in the improvement of safety standards. In order to have a competent and effective workforce, the necessary training of workers with regard to safety must be given. Line management must be appraised on their input to ensure an effective safety management program, and not only on the results. Rewarding the individuals for their contribution in this field, would ensure a strong and continuous effort toward a high safety standard. No safety management system can be successful unless strong leadership and a safety culture exists in the plant. Furthermore, the participation and involvement of every employee is needed to ensure continuous improvement in safety standards. Safety management must be a key performance area of every line manager, to protect both the business and its most valuable asset, namely the workers.

Thesis (Ed. D.)--West Virginia University, 2002. / Title from document title page. Document formatted into pages; contains ix, 82 p. : ill. (some col.). Includes abstract. Includes bibliographical references (p. 75-79).

No description available.

Thesis--University of Missouri, School of Mines and Metallurgy, 1917. / The entire thesis text is included in file. Typescript. Title from title screen of thesis/dissertation PDF file (viewed May 6, 2009)