Submitted for the partial (25%) fulfillment of the requirements for the degree of Masters of Management in the field of Public and Development Management in the Faculty of Commerce, Law and Management at the University of Witwatersrand March 2016 / In the past few years, the contribution of the performance culture to the overall success of the organisation has prompted interest to explore the concept. The purpose of this exploratory study was to determine facets that are perceived to be contributing to the performance culture and how employees in the Mpumalanga Department of Culture DCSR perceive such facets as causal factors to the performance of the organisation. This study is a qualitative descriptive study and semi semi-structures interviews were conducted. Eight participants were requested to take part. Two participants are from the head office and two from each of the three districts. All interviews were conducted face to face. Interviews were recorded on tape, transcribed and assessed according to themes. The overall findings of this study were that there are negative perceptions of performance culture as assessed according to the London School of Economics Eight Dimensions Performance Culture Model. / MT 2018

Leadership has been an important aspect in the affairs of men as far back as the beginning of the ages. It has provided the compass with which humanity found its way in times when existence needed to be maintained or change became desirable. It has shaped the way many reasons; it has shaped civilizations, industries, and institutions. But existing side by side with the concept is that of followership which we have used in this work to mean ‘employee’. Both concepts have been employed in this work within the realms of modern-day corporate business organizations. They have been highlighted and polished to reveal what makes business organizations work the way they do and to determine what room there is for improvement and how to exploit it.  While the authors acknowledge the fact that the concept of leadership has metamorphosed and developed into different styles, it does not constitute a dilution but remains pivotal in organizational efficiency and needs to be harnessed. Of concern, therefore, is how we can determine the best styles leadership has to offer and analyses the role it plays in motivating employees and spurring them to perform better within the organization they are committed to. This work is therefore centered on the effectiveness of the various styles of leadership are in influencing an employee of a given organization to do more at his job and deliver better results.

Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018. / Leadership is arguably the most studied discipline and yet is equally the least understood subject since it involves unpredictable human beings. In the same vein, as managers and leaders operate, they operate within the context of followers who have their own expectations from leadership. Consequently, many leadership theories have been developed and at best they are largely a variety of the other with extremities in other aspects. Because there are other people apart from the leader, it means consideration should be made of the characteristics of the followership. There is therefore a need for congruency between the leadership and the followership if the leader is to be influential. Interpersonal skills are critical for this type of leadership, and some research findings indicated that extroverts who are people centered are likely to be more effective. In the process, the leader needs to build relationships as evidenced by the way the leader will encourage, appreciate, forgive, understand others, and be prepared to listen to peers and followers. This papers posits that people oriented leaders develop closeness to the followers and are empathetic, whilst they try to get their work done. The preliminary findings established that a people focused leader will have more influence on the followership, and is most likely to be empathetic to his subordinates.

Researchers have proposed several theoretical explanations of how employee creativity is fostered and developed in organizations. The early literature attributed creativity to personal factors, such as personality and cognitive ability. Researchers also examined the role of environmental factors, such as role models, support and feedback in creativity. More recent research suggests that when individuals lack creativity-relevant skills, there are certain contextual factors that can provide support for the development of the necessary skills. However, there is a dearth of empirical research investigating these relationships. This dissertation summarizes extant research and advances the field by empirically testing the individual and collective roles of personal and contextual factors in employee creativity. / by Jennifer M. (Bowers) Collins. / Thesis (Ph.D.)--Florida Atlantic University, 2008. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2008. Mode of access: World Wide Web.

This dissertation examines how different United States Department of the Interior (USDOI) employees’ perceive fairness and support for diversity. The USDOI is an agency with numerous STEM (science, technology, engineering, and math) employees who have the opportunity to influence future generations through their STEM internship. Specifically, this dissertation examines the relationship between: (1) the perceived fairness of performance appraisals and the empowerment index, demographic characteristics, satisfaction, accountability and recognition; and (2) the perceived support (or lack thereof) of departmental programs and supervisors to foster diversity in the workforce and the empowerment index and demographic characteristics. This dissertation accomplishes several things. First, it provides a review of literature relating to gender diversity. Second, it provides a brief history of organizations that were created and acts/executive orders that were passed in order to support women in their fight against gender discrimination. Fourth, it provides a review of the USDOI’s recruitment, promotion, and employment policies. Finally, it presents an analysis of how USDOI employees’ perceptions of diversity differ by gender. This inquiry utilizes a theoretical framework based on Thomas and Ely’s (1996) and Selden and Selden’s (2001) four diversity paradigms; “discrimination and fairness,” “access and legitimacy,” “learning and effectiveness,” and “valuing and integrating.” These paradigms suggest that the true benefits of diversity can only be realized in the valuing and integrating paradigm where employees’ individual differences are used for the betterment of the organization. It is found that women tend not to perceive that their organization supports diversity. It is also found that the empowerment index, federal tenure, pay category, satisfaction, accountability and recognition are important in explaining employees’ perceptions of fairness and that the empowerment index, federal tenure, supervisory status, gender, and minority status are important in explaining employees’ perceptions of support for diversity. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2016. / FAU Electronic Theses and Dissertations Collection

by Anita, Wing-Ngar, Tsang. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 102-114). / Abstract also in Chinese. / ACKNOWLEDGMENT --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF TABLES --- p.iv / LIST OF FIGURES --- p.vi / ABSTRACT (CHINESE) --- p.vii / ABSTRACT (ENGLISH) --- p.viii / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- THEORETICAL BACKGROUND --- p.5 / The Person-Organization Fit Framework --- p.5 / Role Motivation Theories --- p.8 / The Professions --- p.11 / Professional Role Motivation Theory --- p.14 / Role Theory and the Role Episode Model --- p.21 / Interrole Conflict Among Professionals --- p.23 / Person-role Conflict Among Professionals --- p.25 / Consequences of Role Conflict --- p.25 / Differential Effects of Positive and Negative Incongruence --- p.27 / Chapter III. --- HYPOTHESES OF THE STUDY --- p.29 / Chapter IV. --- METHODS --- p.35 / Sample --- p.35 / Data Collection Procedures --- p.35 / Measures --- p.40 / Data Analyses --- p.58 / Chapter V. --- RESULTS --- p.61 / Basic Descriptive Statistics --- p.61 / Effects of Absolute Congruence Indexes on Perceived Role Conflict --- p.64 / Differential Effects of Positive and Negative Congruence Indexes --- p.67 / Chapter VI. --- DISCUSSION --- p.81 / Organizational-Professional Role Congruence and Interrole Conflict --- p.82 / Individual-Work Role Congruence and Person-Role Conflict --- p.86 / Perceived Role Conflict and Work Outcomes --- p.88 / Research and Managerial Implications --- p.89 / Limitations and Future Research --- p.93 / Conclusion --- p.95 / APPENDIX A --- p.97 / REFERENCES --- p.102

Magister Commercii - MCom / Absenteeism can be a major problem for organisations. As pressures increase on the budgets and competitiveness of companies, more attention is being given to reduce workplace absenteeism and its cost. Job satisfaction has been noted as one of the factors influencing an employee's motivation to attend. Studies on the relationship between absenteeism and job satisfaction seem to be inconsistent. Some research has found no correlation between these two variables whereas other studies indicate a weak to moderate relationship between these two variables. The aim of this study was to determine whether there is a relationship between job satisfaction and absenteeism in a selected department within and Electricity Unit in the Western Cape. / South Africa

Chan, How Weng Wynne. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2009. / Includes bibliographical references (leaves 30-37). / Abstract also in Chinese. / Abstract --- p.i / 摘要 --- p.iii / Table of Content --- p.iv / List of Tables --- p.vi / List of Figures --- p.vii / Chapter CHAPTER 1. --- INTRODUCTION --- p.1 / Background --- p.1 / Display rule --- p.4 / Emotional labor strategies --- p.5 / Empathy --- p.7 / Work engagement --- p.8 / Chapter CHAPTER 2. --- METHOD --- p.13 / Participants and procedures --- p.13 / Measures --- p.14 / Data analysis --- p.16 / Chapter CHAPTER 3. --- RESULTS --- p.18 / Descriptive Analyses --- p.18 / Structural Equation Modeling --- p.21 / Chapter CHAPTER 4. --- DISCUSSION --- p.23 / Implications --- p.25 / Limitations --- p.28 / Chapter CHAPTER 5. --- CONCLUSION --- p.29 / References --- p.30 / Appendix --- p.38

Li, Tsz Wai Gloria. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2009. / Includes bibliographical references (leaves 34-40). / Abstracts in English and Chinese; appendix in Chinese. / Abstract --- p.i / 摘要 --- p.iii / Table of Content --- p.V / Lists of figures --- p.vii / Lists of tables --- p.viii / Chapter CHAPTER 1. --- INTRODUCTION --- p.1 / Background of Work Engagement --- p.2 / Work Engagement and JD-R Model --- p.2 / Personal Resources and JD-R Model --- p.4 / Buffering Effects of Job and Personal Resources --- p.6 / Work Engagement and Employee Performance --- p.7 / Chapter CHAPTER 2. --- METHOD --- p.10 / Sample and Procedure --- p.10 / Instruments --- p.11 / Analysis Strategies --- p.13 / Chapter CHAPTER 3. --- RESULTS --- p.15 / Descriptive Analyses --- p.15 / Confirmatory Factor Analyses --- p.17 / Hypotheses Testing --- p.17 / Chapter CHAPTER 4. --- DISCUSSION --- p.23 / Main Effects of Job Demands and Job Resources --- p.23 / Job Demands as Eustress --- p.24 / Resources as Enhancers --- p.26 / Linking Antecedents to Job Performance: The Role of Work Engagement --- p.27 / Chapter CHAPTER 5. --- PRACTICAL IMPLICATIONS --- p.30 / Chapter CHAPTER 6. --- LIMITATIONS AND FUTURE RESEARCH --- p.32 / References --- p.34 / Appendix --- p.41

Millennial workers occupy the majority of employment positions worldwide, which is a concern to business leaders in the United States related to having knowledge and ability to train, motivate, and retain millennial employees. Using Gilbert's behavior engineering model as a conceptual framework, this multiple case study explored the strategies that business leaders used to motivate their millennial employees. The study population included 4 leaders of small restaurant businesses in eastern North Carolina. Data were collected from semistructured, face-to-face interviews using 7 open-ended questions and review of company documents, websites, and social media. Data were coded and analyzed following Morse's method of data analysis. Three themes emerged from data analysis: rewards and recognition, high-quality leader-member relationship, and professional development. The findings of this research are significant for small business leaders who want to implement effective motivational strategies to manage millennial employees to keep their organizations productive and profitable. The implications of this study for positive social change include the potential to help millennial workers grow in their careers, become financially stable, and develop into prospective leaders prepared to propel their organizations and societies in the future.