Diss.-- European Business School, 2009. / Includes bibliographical references.

The creation of shareholder wealth has become the key of corporate success. A setback in achieving this is a lack of commitment and participation in productivity initiatives at shop floor level in South Africa and companies are faced with competitive challenges of promoting innovativeness relating to productivity improvement amongst employees. It has increasingly been recognized that by introducing a carefully crafted incentive scheme, it may be possible to induce workers to work both harder and smarter and use existing technologies in new and better ways that enhance their productivity. The purpose of the study is to evaluate to what extend gainsharing can be a solution to the predicament. The empirical data used during the study was based on questionnaires that were administered amongst managers of Eskort Ltd. The research established that gainsharing would induce employees to effectively participate in problem solving or productivity improvement initiatives in the company. The majority of participants feel that gainsharing will benefit the company to deliver on client requirements; help enhance teamwork; create a feeling of ownership; share a portion of saved-cost for productivity improvement purposes; stimulate organization learning; improve communication between management and employees; stimulate employees to make suggestions on ways to improve productivity; and increase profit and reduce costs. The study clearly illustrates that money can be the primary drive for motivation to certain employees within the company. Further more based on the results of the empirical study the researcher came to the conclusion that motivated employees will be more productive and as a result have a positive influence on the value drivers employed by the EVA methodology. EVA is a value based performance measure, an investment decision tool and also a performance measure indicating the absolute amount of shareholder value created. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.

The creation of shareholder wealth has become the key of corporate success. A setback in achieving this is a lack of commitment and participation in productivity initiatives at shop floor level in South Africa and companies are faced with competitive challenges of promoting innovativeness relating to productivity improvement amongst employees. It has increasingly been recognized that by introducing a carefully crafted incentive scheme, it may be possible to induce workers to work both harder and smarter and use existing technologies in new and better ways that enhance their productivity. The purpose of the study is to evaluate to what extend gainsharing can be a solution to the predicament. The empirical data used during the study was based on questionnaires that were administered amongst managers of Eskort Ltd. The research established that gainsharing would induce employees to effectively participate in problem solving or productivity improvement initiatives in the company. The majority of participants feel that gainsharing will benefit the company to deliver on client requirements; help enhance teamwork; create a feeling of ownership; share a portion of saved-cost for productivity improvement purposes; stimulate organization learning; improve communication between management and employees; stimulate employees to make suggestions on ways to improve productivity; and increase profit and reduce costs. The study clearly illustrates that money can be the primary drive for motivation to certain employees within the company. Further more based on the results of the empirical study the researcher came to the conclusion that motivated employees will be more productive and as a result have a positive influence on the value drivers employed by the EVA methodology. EVA is a value based performance measure, an investment decision tool and also a performance measure indicating the absolute amount of shareholder value created. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.

Zugl.: Augsburg, Universiẗat, Diss., 2004.

Master-Arbeit Univ. St. Gallen, 2007.

No description available.

No description available.

EVA® is a performance metric that calculates the creation of shareholder value and is a registered trademark of Stern Stuart, New York. EVA® has been widely adopted by management when making decisions to increase productivity, where to invest new capital and which underperforming assets to liquidate. EVA® is also widely used by investors and analysts as a measure of company performance when deciding on which shares to invest in. While extensive research was done on EVA® and share price performance internationally, the aim of this research was to determine whether a positive EVA® leads to growth in its share price, specifically for retail and banking shares listed on the Johannesburg Securities Exchange (JSE). The banking and retail sector was selected as both these sectors experience favourable growth in terms of turnover during decreasing interest rate periods and unfavourable growth during increasing interest rate periods. Thus EVA® was selected as one of the better performance measures to use to show true operating performance. Statistical tests were done on turnover growth rates, EVA® growth rates, EVA® and Turnover, EVA® and Share Price growth and finally EVA® and other common performance measures. Common performance measures were limited to Price/Earnings, Earnings Per Share, Return On Assets and Earnings Before Interest, Tax, Depreciation and Amortisation. After analysis of the results, it was found that turnover growth rates were statistically similar for the banking sector during the period 1998 to 2007, but not for the retail sector. Leading on from that it was found that share price correlates well with EVA® for the banking sector however not for the retail sector. The study also further revealed that none of the common performance measures correlated well with EVA for both the banking and retail sector. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: When it comes to risk management, academic opinion is divided into two camps. There are those who argue that risk management is a waste of resources and time, and that in spite of all the effort invested, it does not add any economic value to an organisation. On the other hand, there are those who believe that risk management not only safeguards, but also actively contributes to the value of an organisation. This study was an attempt to obtain empirical evidence from the South African sector to support one of the two abovementioned arguments. In doing so the study addresses the research problems of whether risk management and specifically Enterprise Risk Management, creates value for an organisation, and whether the fact that a company has a risk management program in place should influence investor decisions The study was conducted in the following way: Measurements of the maturity of the risk management systems and the implementation dates of these systems were obtained from the senior managers of a number of organisations by means of a questionnaire. This data was then compared with annual measurements of the value of these organisations that were taken between 2000 and 2013. To determine if there was a relationship between the value of an organisation and the risk management maturity tests were conducted to look for the following: i. A statistically significant relationship between the most recent measure of organisational value and the maturity of risk management. ii. A statistically significant relationship between risk management maturity and the most recent rate of organisational value increase. iii. A discernible difference between the rate of organisational value change before and after the implementation of an Enterprise Risk Management system. iv. A statistically significant relationship between risk management maturity and organisational value subsequent to the introduction of an Enterprise Risk Management system. The study found evidence of a significant gain in the rate of organisational value increase directly subsequent to the introduction of an Enterprise Risk Management system, but also that the increased rate was not sustained. Other tests yielded contradictory or indecisive results that did not lead to clear conclusions, but illuminated future research directions.

Coral reefs are a vital resource in the low-island Republic of Maldives, where the sustainable use of these resources is central to the continued economic success of the country's two largest sectors: tourism and fisheries. This recognition has led to numerous reef conservation and protection activities, including the establishment of Marine Protected Areas (MPAs). As in many MPAs of the world, those in the Maldives exist only as paper parks: areas protected on paper but not in practice. Despite general recognition of the importance of reef resources, insufficient funds are allocated by government to implement these parks. This situation is compounded by the absence of specific information and detailed understanding by policy makers of the true value and economic benefits of reef resources. This thesis examines the an economic valuation of improved management of MPAs in the Maldives using Dhigali Haa, an MPA in Baa Atoll, Maldives, as a case study. A contingent valuation survey to elicit the willingness to pay of tourists visiting Baa Atoll to see improved management at the MPA was used in estimating the potential benefits. In addition, local community consultations were conducted to understand local perceptions of MPAs and their effectiveness, and to develop a feasible improved management scenario. The local consultations confirmed that Dhigali Haa was not effectively managed, leading to continued illegal use and degradation of the reef. The results of the CV survey revealed support from tourists visiting Baa Atoll to pay for improved management of Dhigali Haa. A one-off conservation fee per visit for all tourists visiting Baa Atoll was preferred over a user fee solely for divers visiting Dhigali Haa. The estimate for the mean WTP for the conservation fee was US$35±5 compared to a mean WTP of US$15±5 for the user fee. Comparisons between the cost of implementing improved management and the benefits gained from tourist fees showed that a conservation fee would be more beneficial than a user fee. The estimated net present value for funding the improved management via a conservation fee was US$8.65 million.