Thesis (M.A.)--City University of Hong Kong, 2006. / "A dissertation to the School of Law in partial fulfillment of the requirement for the degree of Master of Art in arbitration and dispute resolution" Title from PDF t.p. (viewed on May 23, 2007) Includes bibliographical references.

Thesis (doctoral)--Universität Rostock.

Thesis (LL. M.)--University of Canterbury, 2009. / Typescript (photocopy). Includes bibliographical references (leaves 350-404). Also available via the World Wide Web.

Lic.-avh. (sammanfattning) Stockholm : Kungliga Tekniska högskolan, 2008. / Härtill 3 uppsatser.

Thesis (M.B.A)--Boston University

Summaries in Afrikaans and English / Text in Afrikaans / Uit 'n regsvergelykende studie van owerheidsooreenkomste in die Duitse -, Nederlandse -, Engelse - en Suid-Afrikaanse reg blyk dit dat die owerheid reeds aan die einde van die vorige eeu die privaatregtelike kontrak gebruik om goedere en dienste te verkry en om privaat persone by die administrasie te betrek. Die heersende liberale beskouing sien die verhouding tussen die owerheid en die burger as 'n gesagsverhouding. Die ooreenkoms word oak gebruik om samewerking tussen owerheidsliggame moontlik te maak. In al die regstelsels ontwikkel die algemene beginsels van die administratiefreg eers in hierdie eeu. Die administratiefreg ontwikkel as 'n toevoeging tot die privaatreg. Aanvanklik word net die administratiewe handelinge van die owerheid aan kontrole onderwerp. Na die Tweede Wereldoorlog word die verhouding tussen owerheid en burger verhorisontaliseer. Die gebreke van die stelsel van verteenwoordigende demokrasie lei daartoe dat daar aan die burger al hoe grater direkte deelname aan administrasie verleen word. Die ooreenkoms is een van die middels waarmee dit verwesenlik word. In Suid-Afrika word die uitbreiding van stemreg na almal eers nou 'n werklikheid en sal die ontwikkeling van deelnemende demokrasie afhang van watter beskouing van die verhouding tussen die owerheid en die burger hier gaan posvat. Die privaatregtelike kontrak word ook al hoe meer aan die administratiefreg onderwerp. Alie ooreenkomste van die owerheid word deur 'n stel gemengde reels van beide die privaat- en die publiekreg gereel. Die owerheidsooreenkoms kom dus op die grensgebied tussen die privaat- en die publiekreg voor. Hierdie gebied is 'n spanningsveld waar die onderliggende beginsels van beide die kontraktereg en die administratiefreg 'n invloed uitoefen. Die versoening van hierdie twee groepe beginsels skep probleme in die verskillende regstelsels. Die Suid-Afrikaanse reg is in die beginstadium van hierdie ontwikkeling. In al die regstelsels kom ooreenkomste voor wat as administratiefregtelik van aard aangemerk kan word. Die erkenning van 'n algemene magtiging om administratiefregtelike ooreenkomste te sluit, hang baie nou saam met die wyse waarop die onderskeid tussen die privaat- en die publiekreg in die positiewe reg beslag kry. / A comparative study of governmental agreements in German, Dutch, English and South African law indicates that governments already used the private law contract at the end of the previous century to obtain goods and services and to involve private persons in the administration. The prevailing liberal view regarded the relationship between government and citizen as one characterized by state authority. The agreement was also used to facilitate co-operation between government organs. In all these legal systems the general principles of administrative law only evolved in this century. Administrative law developed as an adjunct to private law. Only administrative actions of the government were initially subject to control. After World War II the relationship between government and citizE-n was horizontalized. As a result of the shortcomings of the system of representatiVEl democracy, citizens were granted more direct participation in the administration. The agreement was one of the means by which this was realized. In South Africa the extension of the franchise to everybody is only now becoming a reality and the evolvement of participatory democracy will depend upon which view of the relationship between government and citizen prevails. Moreover, the private law contract is increasingly subjected to administrative law. All governmental agreements are controlled by a set of mixed rules deriving from both private and public law. The governmental agreement, therefore, is found on the boundary between private and public law. Tension exists in this area where the underlying principles of both the law of contract and administrative law have influence. The reconciliation of these two groups of principles creates problems in several legal systems. South African law is in the initial stages of this development. In all the legal systems there are agreements which can be regarded, by nature, as pertaining to administrative law. The acknowledgement of a general authorization to enter into administrative law agreements is closely linked to the way in which the distinction between private and public law is established in positive law. / Private Law / LL.D.

Talent retention, organisational commitment and diversity management is a key focus area for organisations’ human resource departments, wanting to compete effectively in the evolving business environment. The psychological contract provides a framework for organisations to acknowledge, understand and manage employee expectations to ensure positive employee attitude and importantly, reduce turnover. However, limited research has attempted to describe the relationship between individual cultural orientation, subcultural membership, organisational culture and the resultant impact on the type of psychological contract. Against this backdrop, this research aimed to determine whether individual cultural orientation in relation to subcultural membership and organisational culture influences the psychological contract. Prior to conducting the quantitative research, current literature was used to determine the cultural and psychological contract constructs that could be used to describe the relationship at an individual and organisational level, which were then incorporated as inputs in the self-administered online questionnaire. 113 respondents from within the medical devices and pharmaceutical industry completed the online survey. Individualism and collectivism at both an individual and organisational level was found to associate with the psychological contract. Irrespective of the cultural orientation, respondents were found to develop psychological contracts which consisted of both transactional and relational content. Collectivism was identified as being a strong predictor in reducing contract violation as well as maintaining the integrity of the psychological contract and thus congruence of individual and organisational collectivism would have the most positive impact on the contract. Subcultural differences were not apparent within the study and thus no inferences could be made. The results of this study assist organisations in better understanding the dynamics of the psychological contract and the role cultural diversity plays in shaping employees expectations / Dissertation (MBA)--University of Pretoria, 2013. / mngibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

LL.M. / Please refer to full text to view abstract

Human resource practices represent a major mechanism for implementing a firm’s strategic plan. These practices create a distinct type of relationship between employee and employer which can be characterised as psychological contracts, that is, the belief people hold regarding the terms of their employment relationship (Rousseau and Wade-Benzoni, 1994). The purpose of the research was to examine the type of psychological contracts that exist within an organisation and show the impact of human resource strategies and practices on the different contracts. Human resource practices play a significant role in building the psychological contract that supports the strategy. This could help organisations to allocate investments accordingly, especially in difficult times. This research was carried out amongst knowledge workers, with a 32% response rate. The findings reveal that it is important for the employer to realise that employees perceive themselves as contributing more than the employer to the relationship. It further highlights supervision as a dimension for establishing relational and balanced contracts. Training and development is perceived as the most important human resource practice for developing relational and balanced contracts. A model was developed to show organisations the impact of human resource practices on the psychological contract. It also depicts how investment should increase within the different human resource practices and how this translates to organisational performance. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The need for this research stems from the unusually high turnover rates in MBA students following the completion of their degrees. Organisations realise the need for further education and for increasing both the human capital of the organisation and the career capital of the individual, but are concerned that the MBA programme may inevitably lead to the loss of the individual, possible to their competition. The report investigates the changes in psychological contracts that occur during the course of the MBA programme and how those changes could consequently lead to an increase in intention to leave. Rousseau’s technical report on psychological contracts is used as the basis of the assessment method for determining the changes in psychological contracts. The study presents findings from 117 MBA students from the GIBS business school. The paper shows that the overwhelming majority of MBA students intend to leave their current employer. The report offers insights for managers planning for their talented employees to enrol in MBA programmes. The researcher concludes by suggesting that understanding the construct of the psychological contract between the MBA student and their employers may increase an employer’s ability to hold on to the brightest stars and obtain the best possible value from the undertaking. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Business Management / unrestricted