The purpose of this study is to determine the impact of employee orientat ion on the implementat ion of market ing st rategy in the banking sector. To gain compet it ive advantage, a bank needs to be able to measure an aspect of its business that is not normally associated with f inancial gains or losses namely employee orientat ion.

劉瑤. / "2011年9月". / "2011 nian 9 yue". / Thesis (M.Phil.)--Chinese University of Hong Kong, 2011. / Includes bibliographical references (leaves 61-63). / Abstract in Chinese and English. / Liu Yao. / 論文摘要 --- p.1 / Abstract --- p.2 / Chapter 第一章 --- 引言 --- p.3 / Chapter 第二章 --- S 公司和H公司的激勵現狀 --- p.20 / Chapter 第三章 --- S公司和H公司激勵機制帶來的後果 --- p.37 / Chapter 第四章 --- S 公司和H公司激勵機制的成因 --- p.49 / Chapter 第五章 --- 結語 --- p.56 / 參考文獻 --- p.61 / 附錄 / Chapter 表1. --- S 公司和H公司訪問人員名單 --- p.16 / Chapter 圖2.1.1 --- S公司的組織架構圖 --- p.21 / Chapter 圖2.1.2 --- H公司的組織架構圖 --- p.22

With the cost of Employee bonus in 2008, the performance of employee stock options with 39¡¦s bulletin is going to adopt fair market value to accept the expense. The purpose of sequenced policy is make the corporate finance transparently and able to connect with international business. However, with the performance of policy, it did gain the cost of encouragement especially high tech industry. Therefore, author is going to use simulated statements to observe the influence of the cost of encouragement in this project. By the case study, it is found that most of enterprises experience the limited impact in the short term and positive growth in the long term. Moreover, due to the performance of stock options, companies generally have three phenomenons that are increased cash flow, protected levy design and reduced EPS (Earnings per share). On the other hand, the censorable stock bonus policy, compared with previous one, is able to lower the situation of diluted stock and to reduce the concern of shareholders. The only huge issue which is ready to break through for firms nowadays is how to design a flexible system to encourage the employees who usually earn more than one million NT dollars by stock bonus policy.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2006. / Includes bibliographical references.

M.Comm. / Empowerment is one of the most discussed topics relating management style, culture, structural change and employee satisfaction. Once a company has introduced an employee empowerment strategy, there is very little guidance on how to determine if the strategy is effective and successful. Management is defined as getting things done through other people. What is to be done is not exactly described or- prescribed. No tasks are defined, the definition is generic and should fit all organisations, structures and people (Pretorius, 1997:1). However, over time a lot of management theories have evolved in describing the "how" of management. Together with these approaches, structures, cultures and management styles have formed that were and are still in use by companies today. The world has evolved from an Industrial Age to an Information Age where information is freely available. In an ever-increasing pace of change, most companies are changing the structure, culture and management styles in which they operate to keep up to improve market share, communications and productivity. Most bigger and older companies grew up in the era of structured power. This hierarchical structure of power has its origin in the Industrial Age. The emphasis was on mass production, standardisation, specialisation, stability and security. But even that has changed as "change" become the buzzword for survival. There has been a move in the late eighties and nineties, where change is the only constant. It is influenced by a total new set of needs, and left with the need for different attitudes, behaviour, management style and modus operandi. Responsible empowerment is seen by some as an essential part change management, because it can lead to both increased productivity, quality and employee satisfaction. Since there may be as many negatives talked about employee empowerment as there are positives, it is clear that empowerment does not work for all organisations. It is one of the most difficult aspects of continual improvement to implement (Stebbins, 1998). Involving people in the decisions they make, to make them feel responsible and accountable for their work is something that takes time, patience and perseverance. The idea of employee empowerment has considerable appeal to the participating business leaders and many are convinced that empowerment offers substantial potential benefits to companies,

Thesis (DTech (Human Resource Management))--Cape Peninsula University of Technology, 2017. / In attempting to contribute to social transformation, South African Higher Education has undergone considerable changes, taking on greater student enrollment, increasing curriculum responsiveness, and prioritising pass- and graduation rates, all of which have put universities’ resources, specifically their human resources, under considerable pressure and stress (Rensburg, 2013: 5). Paradoxically, there has been no meaningful attempt to address the negative effects of these pressures and stress on the wellness of those who are expected to cope with the enormous changes. In addition, Higher Education Institutions’ (HEIs’) mergers, although honourable in intention, have resulted in negative, unintended consequences for staff. Previous research studies have highlighted the growing occupational stressors experienced by HEIs’ staff; however, limited sustainable solutions have been forthcoming. It is on this premise that this research study aimed to develop a holistic employee wellness programme model that would provide a support system for university staff. This model would alleviate the impact of challenges experienced in staff daily work and on their personal lives, and ultimately aid in promoting quality of work life and balance within the institution. The intention was to prevent university staff from experiencing job burnout and health-related problems, thereby promoting their optimal wellness and performance at work. A mixed methods research design was adopted involving a case study and a quasi-experimental research design. Purposive sampling was applied within the case study unit which included both academic and non-academic staff, as they shared similar attributes and wellness experiences within a university. Triangulation mixed methods that was applied combined, with equal importance, both quantitative and qualitative data which were brought together for comparison. This research study identified thirteen employee wellness factors that formed the foundation of a holistic employee wellness programme. Each employee wellness factor was allocated according to three types of interventions, namely primary – prevention, secondary – reduction, and tertiary – treatment, in order to promote employee-organisational health and wellness. The prevention intervention firstly promotes quality of work life and balance through a number of wellness factors, namely, Wellness working environment, Organisational intervention expectations, Organisational wellness support, Organisational culture, Human relations, and Social support; and, secondly, workplace health is promoted through the wellness factors, Physical health and wellness, and Lifestyle. The reduction intervention builds psychological capital through Psychological health and wellness, Resourcefulness, Resilience, and Basic work life skills.

Research report presented to the Unisa School of Business Leadership / The purpose of the research is an investigation into how employee involvement can be used as a tool towards raising levels of engagement within actively disengaged employees at Ngwane Mills.

Research report presented to the Unisa School of Business Leadership / The purpose of the research is an investigation into how employee involvement can be used as a tool towards raising levels of engagement within actively disengaged employees at Ngwane Mills.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2015. / When one refers to tertiary education in general or specific institutions, its academic functions and features are paramount. Often, there is little dialogue around those who constitute most of the workforce, the administrative staff, and more specifically, the frontline administrators. Given that frontline administrators are ‘customer-facing’ and that their behaviour could significantly influence perceptions of the organisation, these staff members are often portrayed as ones who do not have any authority at work but merely serve a support role. Ensuring that these staff members are ‘taken care of’ is an operational way of guaranteeing that the customers (staff and stakeholders) have a pleasant experience that could positively affect the bottom line. The working lives, feelings of efficiency, job satisfaction and overall empowerment of frontline administrative staff, especially in tertiary education, have not been well documented in scholarly literature. This research project attempts to identify areas where universities of technology could take cognisance of the power that frontline administrative staff hold and also to ascertain how to improve their overall work experience.

MAdmin / Department of Public and Development Administration / While globalization has created new opportunities for economic and social progress, it has also brought some costs such as the reduction of employee training programmes in the developing world and in private companies. As a result, poor employee job performance and failure to retain employees have become the norm in companies. This study explored the influence of employee training on employee job performance and employee retention in the Zimbabwean private sector. The study was quantitative in nature and it was conducted in two private sister companies namely Annualvest and Vast Africa. Stratified random sampling was used to choose the sample. A self-administered questionnaire was used to collect data. This questionnaire comprised of four sections which measured the biographical data of the participants, employee training, job performance and retention. The training instrument was used to measure training and the individual work performance instrument (IWPQ 1, 0) was used to measure employee job performance. The turn-over intention instrument was used to measure employee retention. A statistical Software Package for Social Science (IBM- SPSS-2015) version 23 was used to analyse data. To establish the relationship between the research variables, the Spearman product moment correlation coefficient was used. Linear multiple regression analysis was performed to determine which dependent variable between job performance and employee retention is mostly affected by the independent variable (employee training). The study concluded that employee training has an influence on employee job performance and employee retention. However, a look at the different sub-scales of training shows that the availability of training proved to be the biggest predictor of job performance and employee retention of employees as compared to supervisor support and co-worker support on training. The study recommends that organisations should consider finding more resources to boost employee training. Policies must be put in place to encourage supervisor support and co-worker support on training.