published_or_final_version / Public Administration / Master / Master of Social Sciences

One segment of the Temporary Help Services (THS) industry which has not been well researched is that of the Professional temporary employee. The career THS professional employee is an employee who categorically refuses permanent employment. There is no research which compares the professional career THS employee with the traditional employee. This study examines the work values and expectations of technical writers within one company and compares responses of career THS employees and incidental THS employees with those of permanent employees in that same company. The Campbell Organizational Survey and the Work Values Survey were administered and the results were analyzed. Except for the perception of "Benefits" work cluster there were no significant differences between the groups. It was then possible to assume that perception of the organization was held constant. Differences in work values among groups were found. Results were discussed.

The training needs of managers in the public and private sectors were investigated and compared. Future trends in training that are foreseen by these managers were also researched. Forty-four public sector managers and 34 private sector managers completed a questionnaire covering such topics as: current training needs, current training efficiency, and future trends in training. Topics covered included an overview of the problem, identification and explanation of current trends in topical literature, results of the research, and conclusions drawn from the findings. The results indicated a small difference in current training needs of the two sectors. Recommendations for future studies included a larger sample population and a follow-up study of the private sector managers.

by Lee King-shun [and] Wong Yiu-hing. / Abstract also in Chinese. / Thesis (MBA)-- Chinese University of Hong Kong. / Bibliography: l. 105-107.

Thesis (MPA.) -- University of Limpopo, 2007 / Refer to the document

Banking leaders face the loss of profitability because of low employee retention in their organizations. Retention issues negatively affect business operations and market performance. The purpose of this multiple case study was to explore strategies that investment-banking leaders use to retain frontline employees. Herzberg's 2-factor theory was the conceptual framework for this study. Data were collected through semistructured interviews with 5 banking leaders in New York and through a review of company documents on retention strategies. The data were analyzed using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding data. The 3 themes that emerged from data analysis were career growth strategy, compensation strategy, and training and development strategy. The study findings indicated that banking leaders used career advancement, compensation, and training and development strategies to retain frontline employees. The implications of the study for positive social change include banking leaders' potential to reduce retention issues in organizations, lower unemployment rates, and improve the standard living in the communities they serve.

Thesis (LLM. (Labour Law)) -- University of Limpopo, 2014 / Constructive dismissal comes into the equation when an employer behaves in such a manner that eventually and ultimately leads to the employee, being the receiving party, in the employment relationship, to terminate the employment contract. This termination must be the direct result of the conduct of the employer that irreparably frustrated the relationship and made it impossible for the employee to remain in the service of the employer in question. The law of constructive dismissal requires a balance between the competing interests of employees and employers. The employee is the one who makes the claim and determines whether to accept the changes made to his position or to resign and seek damages for wrongful dismissal. A factor which creates further uncertainty is that the employee also controls when to make the claim. Although the employee has greater control over constructive dismissal claims, an employer can take steps to limit the risk of an employee making a claim of constructive dismissal.

Thesis (Ph. D.)--University of Washington, 2002. / Vita. Includes bibliographical references (leaves 112-123).

Thesis (M.A.)--University of Hong Kong, 2001. / Includes bibliographical references (leaves 53-59).

Thesis (M.P.A.)--Kutztown University, 1996. / Source: Masters Abstracts International, Volume: 45-06, page: 2933. Abstract precedes thesis as [3] preliminary leaves. Typescript. Includes bibliographical references (leaves 115-122).