Thesis (M.Soc.Sc.)--University of Hong Kong, 1981. / Also available in print.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1959. / Typescript. Abstracted in Dissertation abstracts, v. 20 (1959) no. 5, p. 1616. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 417-432).

Thesis (MTech (Busines Administration))--Cape Technikon, 1999. / The purpose of this research is to answer the following fundamental question: "Is the performance bonus approach a viable alternative methodology for implementing a Performance Management and Development intervention in South African companies? " The intention is to use the performance bonus as an entry vehicle for the establishment of a fully functional performance management and development system. The introduction of a performance based bonus system is intended to instill the recognition of "the pay for performance" concept as opposed to one of entitlement. What is expected is that a culture of performance will develop encompassing standards of work performance, goal orientation and a level of individual responsibility for recognition and reward. Understanding and acceptance of the performance bonus will create a platform for the introduction of further levels of remuneration, being increases and finally basic salary becoming performance based. Furthermore, this will allow the development of the further necessary levels of a fully functional integrated performance management and development system. This would entail the inclusion of management levels within the system as well as operational levels (departments, divisions and regions) and finally the organisational level thereby linking all aspects of the system to overall strategy.

The important role played by tertiary institutions in South Africa with regard to the general development of the country, cannot be disputed. To ensure that tertiary institutions provide education of high quality, competent employees are needed. These employees however have to be paid competitive salary packages. Employee benefits, which form 40 percent of an employer's payroll costs, constitute an important cost component and need to be scrutinised more closely with the aim of managing it as efficiently and effectively as possible. To achieve this goal the primary purpose of this research is thus to determine to what extent the present employee benefits provided by tertiary institutions in South Africa, address the diverse needs of employees. From the empirical study it is clear that employees' awareness of benefits offered and their divergent preferences, necessitates a more flexible approach to the management of benefits. A flexible benefit system would thus be an option. / Human Resource Management / M. Comm. (Business Management)

published_or_final_version / Business Administration / Master / Master of Business Administration

The purpose of the study was to investigate the perceptions of job satisfaction as defined by management and nonmanagement employees and to compare both parties' perceptions of organizational benefits to a list prepared by the organization's benefit personnel. Turnover is costly to the organization, both in money and in the impact it has on those individuals remaining with the organization. Every effort should be undertaken to reduce the amount of turnover within the organization. A contributing factor leading to turnover may be a gap between what the employees believe is important to them and what management believes is important to the employees. The boundaries of the gap need to be identified before any effort can be made to reduce or bridge the gap. Once the boundaries are identified, policies can be analyzed and the possibility of reducing the gap investigated. Management as a whole must be aware of the needs and wants of their employees before any attempt to develop a retention strategy is undertaken. This knowledge can be acquired only through two-way communication with the employee. The communication process includes the simple process of asking employees for this information and then listening to how they respond. This study suggests that little difference exists in perception of job satisfaction importance for gender, age group, length of time with the organization, topic training hours, and between management and nonmanagement employees. However, perception gaps exist between the job satisfaction items addressed by organizational policies and procedures and those perceived by employees. Additional studies that include a number of varied organizations are needed before extensive generalizations can be made.

This study was to determine if the importance assigned by health educators (judges) to components of corporate health promotion programs is the same as or different from program components most frequently offered by corporations for employees. This involved establishing a list of program components that judges felt were important for wellness programs and comparing this list with programs actually existing in polled corporations. A literature review was used to establish an initial list of program components. Thirty-eight judges returned questionnaires incorporating the list. A Spearman's rho and scattergram were used to test for correlations between judges' opinions and corporate practices. The report concludes that no correlation exists but that there is agreement among the judges polled that corporations should promote employee wellness programs.

This study investigated how employees perceived corporate fitness programs as benefits, how fitness programs were ranked with other selected employee benefits and if they would be considered in future career opportunities. A questionnaire was given to employees from five companies with and five companies without fitness programs. The 452 Ss were subdivided into the two sub-groups of employees with and without company fitness programs, and high and low adherers to physical activity. Data were analyzed by Chi- Square and proportional differences. Fitness programs were considered to be significantly important benefits; high/low adherers responses were significant. In N rank ordering of eight selected benefits, fitness programs ranked seventh; high/low adherers had significant rankings of fitness programs; employees with and without fitness programs had significant rankings of sick leave time/pay. The N did not consider fitness programs as significant future recruitment tools; there were significant differences from responses of high/low adherers. Some companies did not emphasize fitness programs as important benefits to employees.

Changes in workforce demographics, employee sentiments, and working conditions have increased attention on employees' needs to balance the demands of work life and family life. Despite apparent growing interest among companies to be responsive to these needs, the number of companies demonstrating high levels of work-family responsiveness is relatively small. The frameworks of resource dependence theory and institutional theory were used to develop a model to explain differences in work-family responsiveness among for-profit companies. The theoretical models were tested on survey data collected through a stratified random sample of 692 for-profit companies. The data were further enhanced with secondary data sources. While the institutional model explained more variance in work-family responsiveness than the resource dependence model, a model combining both theories best explains work-family responsiveness among for-profit companies. High industry-region diffusion of family-friendly benefits was one of several strong predictors of work-family responsiveness. Also, the greater the proportion of professionals in a company's industry, the greater was the level of work-family responsiveness. Companies that measured effectiveness outcomes were more likely to offer family-friendly benefits. The same was true for companies with more positive assessments regarding the impact of their family-friendly benefits. Organizations that were large, publicly traded, or had human resource departments also demonstrated greater levels of work-family responsiveness. Future research should include variables introduced in this study and should expand the range of variables as to include other theoretical perspectives. Policy makers for companies, advocacy groups and government leaders will find the results of this study beneficial. Companies operating in environments characterized by strong diffusion of family-friendly benefits among similar companies will be well served by developing policies and programs that conform to these norms. Advocates and government leaders should understand that recent interest in work-family responsiveness is unlikely equally benefit all sectors of employment.

Thesis (MDev. ) -- University of Limpopo, 2011 / The provision of Employee Assistance Programme in a working environment such as a municipality is very crucial. In order to determine the effectiveness of the implementation of the programme to justify its existence to the outside world and to assess the impact of its fulfilment to its objectives, evaluation is therefore necessary. The aim of this research study was to ascertain the implementation of the EAP at the Makhado Municipality in Vhembe District with special focus on the employees’ awareness of the programme, its utilization and also the programme adequacy. A qualitative approach was used in this study. Forty two (42) employees of various ranks or level’s in the municipality were randomly selected to participate in the study, and they were from all the four main centres of the municipality i.e. Makhado, Waterval, Dzanani and Vuwani. Summary of the Main Findings A high percentage (81%) of the employees knew of the existence of an EAP within the municipality, and meetings appeared to be the main awareness strategy. − The attitudes of employees towards the EAP were positive, this state of affairs points to the usefulness of the EAP service. − The EAP provided by the Municipality was viewed as accessible by the majority of employees. − The utilization rate of the EAP in the Municipality was very low as only 17% of respondents indicated that they had utilized the service before. − The majority of referrals were conducted by supervisors while only 9.1% were self referral. The majority of respondents did not answer the question implying various reason/s and could also mean lack or poor knowledge and information about referrals within the programme. (iv Implementation of the EAP at Makhado Municipality in Limpopo Province − The majority of employees did not respond to the question on whether they were satisfied with the EAP within the municipality, and that could translate into low knowledge and information about the programme. − The majority of employees were generally happy with the current location of EAP in the municipality. − The majority of employees viewed EAP as confidential and the level of trust in the EAP staff was high. − The majority of employees were not aware of the EAP policy and never participated in its formulation. − The majority of employees felt that EAP services were useful, and this means that provision of proper information might encourage employees to use the service. − Most employees suggested that frequent dissemination of information to employees through meetings, workshops and other regular contact sessions could enhance the EAP in the municipality. Recommendations The following recommendations with regard to the employees’ familiarity with the EAP are important: o That more awareness sessions be conducted with all employees, especially those at regions unit so that adequate information is cascaded to all employees of the municipality. o The awareness sessions should be conducted at least quarterly involving all regions, and the EAP Advisory Committee should meet at least bi-monthly to discuss aspects to improve and enhance EAP services in the municipality. o It is also recommended that additional qualified EAP personnel, with at least minimum qualifications in Social Work and, or Social Psychology, or any relevant (v Implementation of the EAP at Makhado Municipality in Limpopo Province qualifications and experience in EAP be appointed to run the programme on full-time basis. o That evaluation of the programme implementation should be conducted using the participatory strategies such as suggestion boxes, arranging focus groups and bench-marking with other institutions. The recommendation to allow employees opportunities to submit suggestions, in-puts and give feedback regarding the programme will no doubt assist in the improvement and promotion of the programme. o The Makhado Municipality should utilize different marketing strategies as recommended by EAP literature, such as the following: i. The use of promotional material such as brochures, leaflets, and posters that are user-friendly and in languages understandable by all employees of the municipality. ii. Outreach programmes: The EAP unit needs to regularly visit all the regional offices of the municipality in order to intensify information sharing to employees about the EAP. These can also include decentralising EAP workshops to the periphery offices in order to reach the employees who are far away from the head office in Louis Trichardt. The above-mentioned could serve as effective strategies in promoting and maximising the visibility of the EAP, and may close the gap on information not reaching all employees in the municipality thereby increasing its penetration rate.