No abstract available. / Thesis (Ph.D.)-University of Durban-Westville, 1996.

Thesis (Ph. D.)--State University of New York at Binghamton, 1985. / Includes bibliographical references (leaves 158-165).

by Chim Wing Ming. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 58-60). / Chapter I. --- INTRODUCTION --- p.6 / Chapter II. --- METHODOLOGY --- p.8 / Chapter III. --- FRAMEWORK FOR HUMAN RESOURCE MANAGEMENT --- p.11 / Differences between HRM and Personnel Administration --- p.11 / Reasons behind the rise of HRM --- p.13 / Principles of HRM --- p.14 / Aim of HRM --- p.19 / Conducive Factors for Implementation of HRM --- p.20 / Implementation of HRM : Some Empirical Findings --- p.25 / Chapter IV. --- HONG KONG GOVERNMENT : A CASE STUDY OF HRM --- p.30 / Background --- p.31 / The Need for HRM --- p.33 / Aims of HRM --- p.34 / Features of HRM in the Hong Kong Government --- p.35 / Factors Affecting the Implementation of HRM --- p.47 / Chapter V. --- CONCLUDING REMARKS --- p.53 / BIBLIOGRAPHY --- p.58 / ANNEXES / Chapter 1. --- A List of Questions Asked in the Interview / Chapter 2. --- Stereotypes of Personnel Management and Human Resource Management / Chapter 3. --- Information Sheet about Education Department / Chapter 4. --- Human Resource Management Framework set up by Civil Service Branch / Chapter 5. --- Aspirations for HRM Policy and Practice set by Civil Service Branch / Chapter 6. --- Civil Service Branch HRM Review : Initial Management Improvements / Chapter 7. --- Vision of Education Department / Chapter 8. --- HRM Programme Plan of Education Department (January1997)

Thesis (MTech (Public Management))--Cape Peninsula University of Technology, 2016. / This study assessed the role of the Public Service Commission (PSC) in the public service grievance investigations in South Africa, with the intention of finding a feasible approach for constructing and attending to fair and just grievance procedure. This study also sought to investigate the effectiveness of the methods used by the PSC employee grievances with the intention of recommending an appropriate approach in dealing with grievances. The PSC, as a Constitutional oversight body, may be charged with responsibilities to assess if the public service deals with grievances of employees, but fail to assess itself. It is studies like this that mirror how the PSC assesses employee grievances in the public service and whether it succeeds in advancing effectively and effective on that.

This study evaluated the recruitment and selection of educators in the Zambezi Education Directorate of Namibia. Its objectives were: (1) to investigate ways and means of facilitating the implementation of the Public Service Act (Act no. 13 of 1995) with regard to the recruitment and selection of educators in the Zambezi Education District of Namibia; (2) to assess the role played by environmental and contextual factors in the performance of officials responsible for recruitment and selection of educators in the Zambezi Education District of Namibia; and (3) to find out if there was a relationship between the high turnover of educators and the processes of recruitment and selection of educators during the period of the investigation. A qualitative research methodology was used to conduct the study. A sample of 21 participants was selected for the study. It was comprised of six officials from the division human resources management - responsible for receiving information about teachers needed in schools from the circuit offices and advertising vacant posts; six officials from division of professional services - responsible for ensuring that educators who are recruited possess the prescribed teaching qualifications and competences; two officials in management cadre - responsible for administrative and financial decisions on recruitment and selection of educators and ensuring that posts have been budgeted for before they are filled. Seven participants who were former employees of the Zambezi Education Directorate also formed part of the sample. The researcher used interviews to gather data from participants. He also consulted relevant official documents such as the Public Servant Staff Rules (PSSR), circulars and policies issued by the Office of the Prime Minister (OPM) the Public Service Act, (Act No. 13 of 1995) and the Education Act, (Act No. 11of 2000). The study found, among others, that some participants who were involved in the recruitment and selection processes were not aware of the relevant Recruitment and Selection Policy. The environment and the context in which the recruitment and selection policy was implemented created loopholes for inefficiency and ineffectiveness. Furthermore, the study found that there was a relationship between the turnover of educators and the processes of recruitment and selection of educators. Hence the study recommends various ways and means of improving the recruitment and selection process in the Zambezi Education Directorate.

M.. Tech. (Human Resource Management, Faculty of Management Sciences), Vaal University of Technology / In today’s globally competitive and modern environments, organisational plans often fail due to the lack of succession planning. However, numerous organisations often fail to prepare for the inevitable departure of employees, especially in strategically high-level positions. Succession planning is a means of identifying critical management positions starting at lower level management and extending up to the highest position in an organisation. Unlike workforce planning, succession planning focuses more on advancing the employees’ skills in order to achieve the organisational objectives. There is no organisation that can exist forever in its present composition as there must be some form of succession or else the organisation will become obsolete. Succession planning plays an imperative role in today‘s competitive world. There are many factors that influence the stability of an organisational workforce, among which are illness and attrition. Another essential factor, which has taken the world by storm, is the retirement of the baby boomer generation in both in the private and the public sector. This is presenting a challenge within organisations, as they are going to lose talented and experienced employees and makes succession planning more needed more than ever before. Succession planning is an ongoing process that assists the organisation to align its goals with its workforce, as well as preserving the best talent for the future. It makes the organisation ready to face the challenges presented by the vacant key and critical positions. Succession planning is one of those human resource planning strategies utilised to forecast the talent demand that the organisation will require for achieving its future goals. The main purpose of this study was to examine the succession planning current practices and internal succession barriers, and determine their relationship with intentions to leave within the public service of a developing country. The research methodology used to conduct the study is a combination of a literature review and an empirical study. The probability sampling technique, which involves using simple random sampling, was utilised to select the sample for the study. The primary data were collected using a structured questionnaire. The measuringinstrument contained 25 items. The instrument was pilot-tested with 87 respondents one month prior to the main survey. The questionnaire was hand delivered to all the participants. For the main survey, data from 250 respondents were collected and analysed. Participants in the study involve officers, managers and directors in the public service of a developing country. Data were analysed with the Statistical Package for Social Sciences (SPSS) version 20.0. The Cronbach’s alpha coefficients of the various sections of the measuring instrument were computed to establish construct validity. Content validity of the scale was ascertained by pre-testing the questionnaire with employees in the public service. Exploratory factor analysis was conducted for variables in Section B of the research instrument. Convergent validity was assessed through correlation analysis using Pearson’s correlation coefficient in order to establish relationships between succession planning current practices and intentions to leave, as well as between internal succession barriers and intentions to leave the public service. Analysis was done using descriptive statistics on the demographics information of respondents. The results were also interpreted through the exploratory factor analysis, correlation and regression analysis. The results showed that two major factors of succession planning, namely replacement planning and grooming, correlate negatively with intentions to leave. The internal succession barriers also have a negative correlation with intentions to leave. Subsequent to these findings, it is recommended that the public service implement succession planning appropriately and eliminate the barriers thereof in order to retain its workforce. Based on the findings emanating from the empirical survey it was revealed that if succession planning is implemented appropriately and factors such as replacement planning and grooming are taken into consideration, employees holding key positions may be likely to be retained. Therefore, it was recommended that prior to undertaking succession planning a mission, vision and values that accommodate the contributions of employees should be developed. It was recommended also that when implementing succession planning, clear, transparent and objective criteria should be followed to achieve the optimal results. It is further recommended that the following succession planning best practices should be adopted by the public service to ensure that succession planning is implemented and practised successfully: Facilitation of an outside private consultant − for succession planning to be effective and rewarding in the public service it should be facilitated by an outside private consultant. Understanding of factors that influence succession planning − the public service should understand the necessity to know and address factors that influence willingness to share knowledge by employees. The study concludes by recommending that barriers that hinder succession planning should be avoided by adhering to the following suggestions: Longer terms of appointment should be provided for top public service employees Succession planning should be listed as one of the priorities in the public service strategic plan in order to be included in the budget Young vibrant and competent employees be motivated, groomed and prepared to apply for leadership or key positions in the public sector

Thesis (MPA. (Industrial Psychology)) --University of Limpopo, 2010 / In recent years, the South African government has put a lot of energy into the transformation of public sector departments. Effective leadership is a prerequisite in any effort to transform an organization. However, research findings indicate that there is a critical need to develop and train managers in the public sector to deal with numerous challenges in a fast changing world. They do not only need technical competencies but also soft skills to manage interpersonal relationships. This means that the public sector in South Africa needs to develop its leaders effectiveness in dealing with the human side of enterprises. Research in the first world countries on effective leadership behaviour has indicated the following: Firstly, leaders with high levels of emotional competence are more effective in interpersonal situations than those with low levels of emotional competence. Secondly, transformational leadership behaviour has a significant positive relationship with a leader s emotional competence. Lastly, a leader s conflict handling style is associated with his/her effectiveness as a leader. The purpose of the present study was to explore the relationship between managers transformational leadership style effectiveness, their level of emotional competence (emotional expression and constructive discontent) and their conflict management skills within the public sector in South Africa. A survey design was employed to collect data. Questionnaires were completed by 126 managers in a public sector department in the Limpopo Province. The questionnaires included items to assess transformational leadership, emotional competence and conflict management skills, and also to siphon demographic information of the managers. Frequencies for demographic information were computed, as well as correlations for transformational leadership, emotional competencies and conflict management styles in order to test out hypotheses about the relationship between the variables of interest.Findings indicated that the majority of the respondents were Black males under the age group of 41-50, on job levels 11-12, with managerial experience of 1-5 years. The main findings of the study showed the following: (a) There is a very weak,significant positive relationship between transformational leadership and emotional expression, and a negative relationship between transformational leadership style and constructive discontent; (b) There is a relatively weak but significant positive relationship between the transformational leadership style and the constrictive conflict management skills (collaborating and compromising interpersonal conflict management styles); (c) There is a weak but significant negative relationship between the compromising interpersonal conflict management style and emotional expression, and a very weak, non-significant negative relationship between collaboration interpersonal conflict management style and emotional expression; and (d) There is a weak but significant negative relationship between the compromising interpersonal conflict management style and constructive discontent, but a very weak non-significant negative relationship between collaboration interpersonal conflict management style and constructive discontent. These findings led the researcher to believe that the respondents are neither transformational leaders nor emotionally competent, and thus could not either compromise or collaborate with others when they are in an interpersonal conflict situation. It is recommended that managers should be trained to develop their leadership, as well as emotional and conflict management competencies. Even though small sample size was used in this study, there results will be generalized to the whole South African population of public service managers. Further research study with different research methodology is recommended within other public sector departments and provinces within the country.

Following the publication of Perry and Wise’s essay on public service motivation (PSM) in 1990 and Perry’s PSM measurement scale in 1996, the concept of public service motivation has attracted wide attention and empirical research on its definition, measurement and incidence in the past twenty years. However, little empirical research has been conducted on PSM in Hong Kong. This research is intended to examine the dimensionality and generalizability of PSM in Hong Kong by using self-administered survey instruments with two groups of different respondents. Group 1 consisted of 55 students of Master of Public Administration of the University of Hong Kong (mostly full time public servants) whilst Group 2 consisted of 78 undergraduates from different faculties in the same university. Two separate survey instruments were used for group 1 and group 2 respondents. All 40 items of Perry’s PSM dimensions were included in the two survey instruments with additional 7 items and 8 items added for group 1 and group 2 respectively. The additional items were introduced to measure the relationship of variables including organizational commitment and job expectation and PSM dimensions. The findings did not reveal the PSM level of group 1 was higher than group 2. However, females were found having relatively higher PSM level than males under the dimension of Attraction to Public Policy Making. The independent variable of Organization Commitment was strongly and positively correlated with the dimensions of Commitment to Public Interest, Civic Duty and Self Sacrifice while Job Expectation was strongly and positively correlated with the dimensions of Attraction to Public Policy Making, Social Justice, Civic Duty and Self Sacrifice. This research contributed to provide better understanding and knowledge of PSM in the Hong Kong context especially on the influence of the independent variables of organizational commitment and job expectation on PSM dimensions. / published_or_final_version / Public Administration / Master / Master of Public Administration

The purpose of this study was to develop an integrated model for evaluating training and development initiatives used by the Botswana public service. To achieve this goal, the following actions were taken: A literature study was conducted to identify the scope and impact of an effective training and development initiative and its evaluation; A literature study was conducted to identify strategies for evaluating training and development initiatives. The theoretical study focused on effective training and development strategies and their evaluation and critical organisational factors that contribute to successful training evaluation; The findings from the literature study were integrated into a model for evaluating training and development initiatives to be used by the Botswana public service; and  This model was used as the basis for the development of a survey questionnaire to determine whether trainers, training managers and supervisors who were responsible for training and development in the public service agreed with the effective strategies for evaluating training and development developed in the study. The survey was conducted in ministries and departments in the south east district of Botswana, mainly in Gaborone, where ministries and government departments are located. The empirical results from the study showed that the majority of respondents’ training and development activities were not evaluated and that there is no link between training and development and performance management. In particular, disagreements were shown with regard to ten strategies and critical organisational factors. Evaluation of training and development in general, is an issue that organisations are challenged with on a daily basis. Lack of skills by trainers on how to evaluate training and development is one major contributing factor to this problem. An integrated and strategic approach towards the evaluation of training and development is required to effectively and constructively train and development employees according to strategic organisational goals, rather than according to individual trainee’s goals.

The morale of the federal workforce is probably at an all time low. The malaise that shrouds the federal workforce is primarily caused by a sense of alienation that many federal workers feel. They feel alienated from themselves and from a community. In this book I approach the problem of alienation from theoretical, personal and empirical perspectives. To gain a deeper understanding of the alienation of the organizational employee, one must look at the individual holistically. Using Carl Jung as my guide and employing his theories of the unconscious, spirituality, individuation and psychological type, I develop what I call an organizational personality typology. This organizational personality typology is contrasted with the more conventional and more one-dimensional organizational role typologies developed by organizational theorists such as Anthony Downs in Inside Bureaucracy and Robert Presthus in The Organizational of contact with their environment and themselves, a sense of meaninglessness and alienation, and an obliviousness to messages from their unconscious. Other people choose the journey of heroism. The heroic journey as portrayed in the heroic myth serves as a model for those people in search of psychological health and spiritual sustenance. It is a journey that has three primary stages: the calling, the encounter with death, and the return to the community. Each of these stages has applicability to the American public administration tradition. The heroic journey is not merely confined to the world of myth. The heroic journey, as practiced in the public service, has current exemplars in both novels and in real life. Furthermore, it is a journey that is open to both the GS-3 clerk and the agency administrator. It is an attitude reflective of a life-affirming stance towards oneself and others. / Ph. D.