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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.

The influence of coaching behaviours by managers on employee engagement

Conidaris, Caryn January 2017 (has links)
A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management in Business Executive Coaching Johannesburg, 2017 / This research was conducted to explore the influence of managerial coaching behaviours on employee engagement. Organisations need to retain engaged people who are productive and energetic to achieve the organisational success within an ever-changing environment. This might be enabled through the coaching behaviours of managers. While extensive research has been conducted on managerial coaching as a tool to support people to achieve performance, attain goals of the organisation, manage organisational transitions, and, achieve learning, research is limited on how managers can create engagement through utilising managerial coaching behaviours. Organisations need sustainable interventions that will positively impact the overall engagement of people. The manager is a crucial point of contact with people, and is able to create or destroy people’s engagement. This research has a constructivist or interpretivist approach and uses a case study methodology where five cases were analysed and cross-case analysed by interpreting the experiences of managers and two of their team members selected by extreme or purposive sampling on their engagement levels; in other words, one engaged and one disengaged person was interviewed per case as well as the manager. The findings established that engaged employees have a higher perception of their manager’s coaching behaviours than disengaged colleagues, and that all the managers were highly engaged yet varied in how they perceived their own coaching behaviours, and in turn, how they influence engagement. The managers’ use of a more empowering coaching style enhances engagement and their coaching behaviours influence fluctuating engagement levels, while a reflective practice within managerial coaching enables deeper understanding of perspectives, and in turn, engagement, but is not a common practice amongst managers. Engagement levels were also influenced by; coaching conversations which occur on a continuum from informal to formal; the manager’s coaching ability to create a sense of accountability and ownership; an agile or flexible managerial coaching approach in response to learning or business needs; and, the relationships and presence of the manager. The expertise of managers was valued irrespective of the perception of coaching behaviours or levels of employee engagement. Positive feedback and praise from the manager makes people feel recognised and significant, while the predominant managerial coaching behaviours falls within the performance coaching paradigm. Organisations need to develop the coaching behaviours of their managers to impact on the organisation’s and the individual’s performance, longer term development, skills acquisition, and wellbeing. / MT2017

The mediating effect of employee engagement on person-organisation-fit and turnover intention

Lekhuleng, Babitsanang 28 July 2016 (has links)
Research report is presented in partial fulfilment of the requirements for the degree of Master of Arts in the Faculty of Humanities at University of the Witwatersrand MARCH 2016 / Past studies revealed that the existence of congruence between employees and their organisation produces more favourable attitudes and behaviours. This study sought to highlight the need for an intermediary link between person organisation fit and turnover intention, and to propose the integration of employee engagement as a potential mediating factor. The sample for this research consisted of 426 employees from diverse military units. Correlation and regression analyses were conducted to test the direct and mediating relationships between key variables. Four hypotheses were tested. Hypothesis 1 stated that there will be a significant negative relationship between P-O fit and turnover intention and it was statistically supported. Hypothesis 2 stated that there will be a significant negative relationship between employee engagement and turnover intention and it was also statistically supported. Hypothesis 3 stated that there will be a significant positive relationship between P-O fit and employee engagement, this hypothesis was also confirmed through a significant statistical result. Lastly, Hypothesis 4 stated that employee engagement will mediate the relationship between P-O fit and turnover intention. This hypothesis was supported through the finding that employee engagement partially mediated the relationship between P-O fit and turnover intention The results showed that employee engagement partially mediates the relationship between the person-organisation fit and turnover intention. This suggests that person-organisation fit (in terms of value and goal congruence) provides greater meaningfulness and psychological attachment, which then leads individuals to a higher level of employee engagement. So, in short, the study showed that individuals with a higher level of employee engagement would be less likely to leave their organisations.

Integrating the componential and interactionist models of employee creativity

Eder, Paul Joseph. January 2007 (has links)
Thesis (Ph.D.)--University of Delaware, 2007. / Principal faculty advisors: John E. Sawyer, Dept. of Business Administration. Includes bibliographical references.

Work motivation factors of the public sector and private sector convention center employees

Gay, Ken. January 2000 (has links) (PDF)
Thesis--PlanA (M.S.)--University of Wisconsin--Stout, 2000. / Includes bibliographical references.

Organisational commitment and job satisfaction : a quantitative study at the Durban office of the Department of Labour /

Van der Zee, Dennis Johannes. January 2009 (has links)
Thesis (M.A.)-University of KwaZulu-Natal, Durban, 2009. / Full text also available online. Scroll down for electronic link.

Satisfaction, performance, and the perception of a performance-reward contingency

Godwin, Norman Earl 05 1900 (has links)
No description available.

Conditioning of employee performance : laziness, helplessness, industriousness

Manger, Harold Arthur 08 1900 (has links)
No description available.

Influence of various factors on people performance, motivation, and involvement in a project /

Kieca, Tadeusz W. Unknown Date (has links)
Thesis (MProjMgmt)--University of South Australia, 2000

Evaluating new employee orientation utilizing employee-valued criterion

Schalow, Dawn L. January 2007 (has links) (PDF)
Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2007. / Includes bibliographical references.

Job demands, control, and support looking at engagement /

De La Rosa, Gabriel M. January 2008 (has links)
Thesis (Ph.D.)--Bowling Green State University, 2008. / Document formatted into pages; contains vii, 88 p. Includes bibliographical references.

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