Employee engagement is an essential driver to obtaining more effective, motivated employee participation and improved business performance. Perceived company ethics and remuneration package satisfaction are significant yet potentially conflicting forces on employee engagement, as companies may pursue higher financial rewards through unethical ways. This research answers the grand challenge in terms of which one of the employee engagement influencing forces of perceived company ethics and remuneration package satisfaction are stronger influences by using a quantitative approach. The financial services industry has been exposed recently for various unethical practice scandals as well as having its excessive remuneration levels being highlighted. By understanding the forces of employee engagement better, this provides financial services companies with a better informed view as to where their focus should be. / Dissertation (MBA)--University of Pretoria, 2014. / lmgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

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No description available.

No description available.

The aim of the study was two-fold: Firstly, the relationships of job satisfaction with the dimensions of employee motivation (energy and dynamism, synergy, intrinsic and extrinsic motives) and the domains of corporate culture (performance, human resources, decision-making and relationships) was investigated. Secondly, the relationships of employee motivation, job satisfaction and corporate culture with a number of demographic variables (age, gender, tenure, education level and seniority) were explored. The findings indicated a statistically significant three-way relationship between employee motivation, job satisfaction and corporate culture, within which several aspects of these constructs contributed more powerfully towards the relationship than others. The age, gender, tenure, education level and seniority of employees were also shown to influence employee motivation, job satisfaction and corporate culture. / Psychology / M. Sc (Psychology)

Drawing on extant literature, a direct relationship between organisational communication and commitment factors has been demonstrated. This study was conducted to examine the trust climate involved in observed relations between organisational communication practices and organisational commitment. A cross-sectional descriptive questionnaire survey approach was adopted to gather data in three State-owned and two Joint-venture organisations located in the city of Nanjing, China. Using non-proportional stratified sampling, 1300 employee participants were chosen, and 757 responded with a usable response rate of 58%. Statistical software Predictive Analytics Software (PASW) and Analysis of Moment Structures (AMOS) were utilised to analyse the data. Structural Equation Modelling (SEM) analyses revealed that relations between employees‟ perspectives on organisational communication and their affective and normative commitment were mediated by trust in the workplace. The results showed that the 77% total effect of supervisory communication to commitment is mediated by the compound effort of trust in supervisor and trust in organisation. Additionally, trust in the organisation has been demonstrated as the mediator of trust in co-workers and organisational communication. The study recommends that Chinese organisations should; train managers to be good communicators, which could enhance employees‟ sense of belonging to the organisation and creating a trusting climate that increases the employees‟ commitment to the organisation. These could lead to more communication channels that would facilitate information sharing. Implications for researchers and managers are discussed and limitations are identified at the end of the research.

by Lam Wai Hung, Even. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 62-63). / ABSTRACT --- p.ii / TABLE OF CONTENT --- p.iii / LIST OF TABLES --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- UPDATE SITUATION IN THE PEOPLE'S REPUBLIC OF CHINA (PRC) --- p.5 / Recent development of Special Economic Zones --- p.5 / New Classification of Enterprises --- p.7 / Foreign Funded Enterprises (FFEs) in 1992 and 1993 --- p.10 / More developing zones to be opened --- p.13 / Labor in China --- p.14 / Chapter III. --- THEORETICAL BACKGROUNDS --- p.21 / Reviews on Western Motivation Theories --- p.21 / Chapter - --- Need Theories --- p.21 / Chapter - --- Expectations --- p.23 / Chapter - --- Reinforcement Theory --- p.24 / "Motivation, Ability and Performance" --- p.25 / Western Motivation Theories Applied to Chinese Cultural Context --- p.31 / Chapter IV. --- THE STUDY --- p.34 / Aim --- p.34 / Methodology --- p.35 / Sampling --- p.37 / Chapter V. --- QUESTIONNAIRE --- p.41 / Chapter VI. --- RESULT AND FINDINGS --- p.44 / Findings --- p.50 / Chapter VII. --- MANAGERIAL IMPLICATIONS --- p.56 / BIBLIOGRAPHY --- p.62 / APPENDIX

by Suen Mei-Yan Priscilla, Tsoi Wing-Hoi Elaine. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaves 63-65). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / CHAPTER / Chapter I --- INTRODUCTION --- p.1 / Chapter II --- LITERATURE REVIEW --- p.8 / Chapter III --- METHODOLOGY --- p.13 / Subjects --- p.13 / Data Collection Procedure --- p.13 / Measurements --- p.15 / Questionnaires for the Employees --- p.14 / Questionnaires for the Human Resources Managers --- p.18 / Chapter IV --- RESULTS --- p.19 / Downsizing --- p.19 / Companies' Actual Practice to Laid-off Staff --- p.19 / Comparison of Employees，Expectation to Companies' Actual Practice to Survivors --- p.20 / Comparison of Employees' and Human Resources Managers' Perception Regarding Things Being Done to Survivors --- p.21 / Comparison of Employees，Expectation to Human Resources Managers' Actual Practice to Survivor During Downsizing --- p.22 / Human Resources Managers' Perception of Survivors' Productivity and Morale After Downsizing --- p.23 / Measures of Employees' Organizational Commitment And Psychological Health with or without Downsizing --- p.23 / Salary Cut and Fringe Benefits Cut --- p.24 / Comparison of Employees' Expectation to Companies' Actual Practice Regarding Salary Cut and Fringe Benefits Cut --- p.24 / Comparison of Employees' and Human Resources Managers' Perception Regarding Things Being Done During Salary Cut or Fringe Benefits Cut --- p.25 / Comparison of Employees' Expectation and Human Resources Managers' Actual Practice Regarding Salary Cut or Fringe Benefits Cut --- p.26 / Measures of Employees' Organizational Commitment and Psychological Health with or without Salary Cut --- p.26 / Measures of Employees' Organizational Commitment and Psychological Health with or without Fringe Benefits Cut --- p.27 / Chapter V --- DISCUSSIONS --- p.30 / Downsizing --- p.30 / Companies' Common Practice to the Laid-off Staff and Employees' Expectation of the Things Being Done to the Survivors --- p.30 / Comparison of Employees' and Human Resources Managers' Perception Regarding Things Being Done to Survivors --- p.31 / Affective Commitment --- p.32 / Continuance Commitment --- p.33 / Normative Commitment --- p.33 / Psychological Health --- p.34 / Salary Cut or Fringe Benefits Cut --- p.34 / Comparison of Employees'Expectation to Companies' Actual Practice --- p.34 / Comparison of Employees' and Human Resources Managers' Perception Regarding Things Being Done Done to Employees --- p.35 / Affective Commitment --- p.36 / Continuance Commitment --- p.36 / Normative Commitment --- p.36 / Psychological Health --- p.37 / Chapter VI --- RECOMMENDATIONS --- p.38 / "Before Downsizing, Salary or Fringe Benefits Cut" --- p.38 / "During Downsizing, Salary or Fringe Benefits Cut" --- p.41 / "After Downsizing, Salary or Fringe Benefits Cut" --- p.45 / Ways to Improve Morale --- p.45 / Ways to Improve Organizational Health --- p.47 / Ways to Improve Productivity --- p.48 / Ways to Improve Organizational Commitment --- p.50 / Chapter VII --- LIMITATIONS --- p.51 / Chapter VIII --- CONCLUSION --- p.53 / APPENDIX I --- p.54 / APPENDIX II --- p.55 / APPENDIX III --- p.59 / BIBLIOGRAPHY --- p.63

Thesis (M.B.A.)--University of Hong Kong, 1985.

Thesis (M.B.A.)--University of Hong Kong, 1987.