M.Com. / Various ethical challenges occur in the performance appraisal process. It was postulated that the lack of transparency that often characterises performance appraisal could be a major contributing factor to the occurrence of ethical challenges in appraisal. Transparency in performance appraisal is described as an attempt to optimally reveal all relevant information regarding the performance appraisal process to key stakeholders concerned, without putting anyone at risk. A dearth of research on the role of transparency in performance appraisal prompted an attempt to isolate and describe transparency in relation to the performance appraisal process. An exploratory phenomenological approach was selected as research strategy, and within this strategy, semi-structured in-depth interviews (n=7) were utilised to explore the nature of transparency in the performance appraisal process. The participants were in a managerial role with experience in conducting performance appraisal, and have been subject to performance appraisal themselves. Systematic content analysis of data produced results that indicated that transparency does not operate in isolation but in conjunction with other ethical dimensions (trust, fairness, integrity, maturity, respect, responsibility, and honesty). Effective and sufficient communication of information before, during, and after the performance appraisal process was identified as a crucial element in creating a perception of transparency with key stakeholders involved. An adherence to principles of transparency in performance appraisal could potentially build trust between parties involved, increase fairness in the appraisal process, validate the organisation's integrity, and create mutual respect amongst stakeholders. Although applying transparency in appraisal has many benefits, it should be handled with caution as sensitive information has the potential to cause harm or put stakeholders at risk.

M.Ed. / In the light of the present shortage of skilled manpower and the resultant emphasis on training, the question arises whether the existing training programs are sufficient enough in terms of quality and effectiveness. In the present study the author examined and evaluated a marketing program of Santambank dealing more specifically with the technique of marketing personal banking facilities ...

The aim of this study was to determine if source feedback perceptions have a significant influence on the motivation of employees. It is widely known that employers place a high value on the motivation of employees as it influences their performance at work. Various researchers have studied motivation as a construct in an effort to explain the simple statement of “why employees do what they do”. In this study, motivation is discussed in terms of the expectancy theory. It is said that the strength of an individual’s motivation to perform effectively is influenced by the person’s perception that effort can be converted into performance, that the performance will lead to certain outcomes (rewards) and the attractiveness of the rewards to the individual. Communication plays a role in motivation by conveying information to make the perceived probability of effort- performance, performance-reward and reward-goal satisfaction linkages. This study was initiated as a result of identifying certain problems in performance feedback when abolishing formal performance evaluations. Although performance appraisal is not seen as the only form of performance feedback, traditionally it has been linked to effort-performance-reward contingencies as explained in the expectancy theory of motivation. As a result, the study focused on perceptions, motivation, and the role each of the sources of feedback play in an organisational context. In the discussion of each of the five sources of feedback each type of feedback refers to a definition, perception, motivation and application in an organisational setting. Importantly, the individuals search for feedback and feedback obstruction is discussed. This research is important for companies as a whole. The importance of communication and feedback to ensure employee motivation and satisfaction is highlighted. Without effective feedback, employees are not sure about their performance, what is expected of them or what they can expect as rewards for their performance. Organisations should thus take note of the importance of feedback for the employee, their performance in future and importantly the reaching of the organisation’s goals. Information was obtained by means of a questionnaire distributed to 196 individuals to determine motivation and the influence of the relevant sources of feedback on motivation. Statistical methods of correlation and regression analysis were used to determine the relationship between motivation and feedback. / Dissertation (MCom (Human Resources Management))--University of Pretoria, 2005. / Human Resource Management / unrestricted

Skilled employees are highly marketable resulting in increased labour turnover and increased costs are making a case for improvement in recruitment outcomes. Different recruitment methods are used to contrast satisfaction levels: at entering the organisation through a recruitment process, in the first two months, at current levels and the impact on commitment and job tenure. The research is conducted from a job seeker’s point of view to improve awareness of outcomes and to highlight to the employer the benefits and drawbacks of using different methods. The research was conducted in two phases, the first being interviews which were held to aid in the design of a valid questionnaire. The second phase being a questionnaire looked at aspects of the recruitment outcomes of 49 people that recently changed jobs. This included looking at the shocks and surprises when entering a new organisation and measuring satisfaction. There are no differences between the experiences of candidates recruited through the three methods of recruitment tested. Candidates are committed, but the research concludes that their intention to stay has not been affected by their level of commitment. The recruitment process should receive more attention as it may determine recruitment outcomes and the need for recruitment in the future is likely to increase. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Employers often wrestle with whether or not to suspend an employee and the issue is what needs to be done before an employee could be suspended. Suspending an employee means to deprive him or her from entering the work place for a period of time, due to alleged misconduct which, due to the nature of the alleged misconduct and in the opinion of the employer, warrants the employee not to be in or near the workplace. Section 23 of the Constitution of the Republic of South Africa, affords every employee the right to fair labour practices and this right should be affected by the Labour Relations Act, 1995 (LRA). Unfortunately the LRA only deals with the unfair suspension under the definition of an unfair labour practice in section 186(2) by stating that the meaning of unfair labour practice is any act or omission that arises between an employer and an employee involving the unfair suspension of an employee or any other unfair disciplinary action short of dismissal in respect of an employee. The focus of this document thus is to scrutinise the lack of legislative guidelines relating to the procedural fairness of suspension of employees. It would thus necessitate an overview of the nature of suspension which would be discussed in length by way of referring to the right to suspend an employee as well as the application of the courts in such cases, the distinction between suspension as a preventative, or as a punitive measure and the possibility of suspension resulting in an unfair labour practice. The distinction between preventative and punitive suspensions are highlighted. Since it is not clear when, how and for how long an employee may be suspended, in the absence of clear guidelines, employers have to turn to the courts’ interpretation to get the necessary guidance on the application of a suspension. In order to ensure that the employer, experiencing unnecessary difficulty with the implementation of procedural fairness of suspensions, in a meaningful way, be assisted by the proposal that legislature consider to address this by including clear guidelines under Item 3 of Schedule 8 of the LRA.

This research was undertaken at a hosiery manufacturing plant situated in Cape Town. The two research questions were: 1) What are the main factors that influenced, as well as previously discouraged, current supervisors to seek supervisory positions? and 2) What are the main factors that influence employees to want to become a supervisor, and what factors would discourage them from wanting to become a supervisor? Questionnaires were used as the measuring instrument. The results revealed that internal motivation was the most important factor that positively influenced current supervisors to seek a supervisory position. This was followed by self-perceived management ability, self-belief and confidence factors. Supervisors revealed a low social and affiliation need. Factors that discouraged current supervisors from seeking a supervisory position were limited management involvement, negative work related issues, and self-doubt factors. Most employees, who were not interested in seeking a supervisory position, indicated that there were no factors that would motivate them to want to become supervisors. Amongst the four content theories of motivation, the most relevant theory in interpreting the results was the Herzberg’s two factor theory. He stated that “employees are motivated by their own inherent need to succeed at a challenging task”. This is exactly what was also found in this research. One of the interesting findings is that Herzberg’s hygiene factors played almost no role as a motivator or demotivator for either current supervisors or employees. The significance of the findings for managers is that they should not strive to motivate employees to become supervisors, but rather select people who already have a high level of internal self-motivation. If they are simply looking for good workers, they should select a different type of employee who does not have a high need for achievement.

The performance management system has become a vital process of retaining skilled employees, helping to improve communication between the employees and management, providing feedback to employees and clear understanding of job expectation. A performance management system assists the firm to identify the ways to improve individual and firm performance and provides the opportunity for discussion about individual career direction and growth within the firm. It provides the opportunity to set employee targets linked to the departmental targets. The performance management system is the catalyst for firms to become globally competitive and be able to meet targets. Over the years the firm has introduced a performance management system to help employees to achieve their targets, which will result in the company meeting its own objectives. The study focused on the factors that affect the performance management system. The objective of the research was to improve the performance management system of the firm. The study was conducted to assess the effect of the following independent variables on the improvement of the performance management system: leadership style, training, organisational culture, reward system and organisational communication. The sample consisted of only the employees of the firm selected for the study. One hundred and fifty (150) questionnaires were distributed, but only seventy-six (76) respondents (response rate = 50.7 percent) participated in the final study. The empirical results revealed that the three independent variables play a very important role in improving a performance management system. These three variables are organisational culture, training, and reward system. Implementing the recommendations that came from these results will go a long way to making sure that the firm will improve its performance management system.

Before the introduction of the concept of constructive dismissal in the LRA, the old industrial courts relied on the strides made in this field by the English and American courts. Constructive dismissal is the fourth type of dismissal and it is instituted by the employee through his/her resignation, unlike the other three types of dismissals which is instituted by the employer. Section 186(e) of the LRA defines constructive dismissal as the termination a contract of employment with or without notice by the employee because the employer made continued employment intolerable for the employee. With a fundamental breach in the contract of employment employees have a choice to either base their claims on constructive dismissal in the LRA or repudiation of the contract in common law, depending on the circumstances. Landmark judgments like Jooste v Transnet and Pretoria Society for the Care of the Retarded v Loots set the tone for constructive dismissal law in South Africa. It introduced the concept of intolerability as well as looking at the employer‟s conduct as a whole and judging it reasonable. The test for constructive dismissal throughout the evolution of case law in South Africa has not changed. Constructive Dismissal under the common law is also discussed in depth by looking at the landmark judgment of Murray v Minister of Defence. Sexual Harassment in the workplace is of a growing concern. If continued sexual harassment makes continued employment intolerable, the employee subjected to the harassment has the option of resigning and approaching the CCMA or bargaining councils, and claim that they have been constructively dismissed. Cases such as Payten v Premier Chemicals and Gerber v Algorax (Pty) Ltd really shows us how difficult it is to proof constructive dismissal as a result of sexual harassment because in most instances there won‟t be witnesses and it would be a case of he said, she said. These cases also show us that it can be proven based on a balance of probabilities. Grogan states that in dismissal proceedings, the onus is on the employees to prove that they were in fact dismissed and on the employer to show that the dismissal was fair. Section 192 of the LRA places another burden on the employee that requires him to not only prove the existence of a dismissal, but also that the conduct of the employer was intolerable. Unlike normal dismissal cases, commissioners generally award compensation as a remedy for constructive dismissal. A claim by an employee for reinstatement would be contradicting a claim that the employment relationship became intolerable and an award for reinstatement would be very inappropriate in a case of constructive dismissal. In short, unlike a normal dismissal, a constructive dismissal is a termination of the employment contract by the employee rather than the employer‟s own immediate act.

People who participate in adult education do so for a variety of reasons. The British Columbia Telephone Company (B.C. Tel) reimburses employees who take courses, and does so because it is assumed that employees participate in education for job-related reasons. The purpose of this study was to examine the extent to which employees utilizing B.C. Tel's "Financial Assistance Plan" take courses for "job" or "non job" reasons and to determine the extent to which different "motivational types" (derived from contrasting job with non job motivational orientation scores) possessed different socio-demographic characteristics. Boshier's Education participation Scale (EPS), along with Helmreich and Spence's Work and Family Orientation Questionnaire (WOFO), were assembled in a questionnaire that also measured the socio-demographic characteristics of employees utilizing the B.C. Tel Financial Assistance Plan in 1985. EPS items were subjected to a judging process that identified those deemed to be "job" and those deemed to be "non job" oriented. Of the 250 questionnaires distributed through B.C. Tel's internal mail system, 159 useable ones were returned. A total EPS "job" score was derived by calculating the mean over the relevant items, a total "non job" score was derived using the same method for items in this category. Respondents with the highest "job" scores (i.e. most likely enrolled for job-related reasons) were younger employees, those with shorter periods of employment with B.C. Tel, and union employees. Those with the highest "non job" scores were older employees, respondents with children, and management employees in staff positions. Although the first phase of the analysis revealed significant relationships between socio-demographic and EPS variables, a multivariate analysis which simultaneously considered both "job" and "non job" scores was needed because many participants were enrolled for both reasons. Job motivation is not the opposite of, or does not exclude, non job motivation. Thus, a discriminant analysis was performed where the dependent variables were four motivational types. TYPE I respondents were high job/high non job motivated, TYPE II were high job/low non job motivated, TYPE III were low job/low non job motivated, and TYPE IV were low job/high non job motivated. It was concluded that predicting participant type was possible using only two socio-demographic variables, age and employment function. TYPE I participants were younger than TYPE III and IV, and were more likely to be union employees. TYPE II participants were similar in age to TYPE I, but were more likely to be in management. TYPE III participants were mostly management and were older than TYPE I and II. TYPE IV were similar in age to TYPE III, but were evenly split between union and management. Further research is needed concerning the application of the EPS in a business setting. The judging process used to determine "job" and "non job" scores is worthy of further examination in a larger context. As well, it would be useful to examine if other categories exist. Finally, construct validation of the typology of participants developed in this study through in-depth interviews conducted with representative respondents of a similar sample could ratify or refine the classifications used in this thesis. / Education, Faculty of / Educational Studies (EDST), Department of / Graduate

This study examines the impact of workforce level restriction on the aggregate production planning problem. Based on the results of this study, it is concluded that the solution to the aggregate production problem appears to be the same regardless of workforce level restriction. Additional research utilizing multi-industry large-scale data is needed to test the applicability of findings derived from the current study.