People who participate in adult education do so for a variety of reasons. The British Columbia Telephone Company (B.C. Tel) reimburses employees who take courses, and does so because it is assumed that employees participate in education for job-related reasons. The purpose of this study was to examine the extent to which employees utilizing B.C. Tel's "Financial Assistance Plan" take courses for "job" or "non job" reasons and to determine the extent to which different "motivational types" (derived from contrasting job with non job motivational orientation scores) possessed different socio-demographic characteristics. Boshier's Education participation Scale (EPS), along with Helmreich and Spence's Work and Family Orientation Questionnaire (WOFO), were assembled in a questionnaire that also measured the socio-demographic characteristics of employees utilizing the B.C. Tel Financial Assistance Plan in 1985. EPS items were subjected to a judging process that identified those deemed to be "job" and those deemed to be "non job" oriented. Of the 250 questionnaires distributed through B.C. Tel's internal mail system, 159 useable ones were returned. A total EPS "job" score was derived by calculating the mean over the relevant items, a total "non job" score was derived using the same method for items in this category. Respondents with the highest "job" scores (i.e. most likely enrolled for job-related reasons) were younger employees, those with shorter periods of employment with B.C. Tel, and union employees. Those with the highest "non job" scores were older employees, respondents with children, and management employees in staff positions. Although the first phase of the analysis revealed significant relationships between socio-demographic and EPS variables, a multivariate analysis which simultaneously considered both "job" and "non job" scores was needed because many participants were enrolled for both reasons. Job motivation is not the opposite of, or does not exclude, non job motivation. Thus, a discriminant analysis was performed where the dependent variables were four motivational types. TYPE I respondents were high job/high non job motivated, TYPE II were high job/low non job motivated, TYPE III were low job/low non job motivated, and TYPE IV were low job/high non job motivated. It was concluded that predicting participant type was possible using only two socio-demographic variables, age and employment function. TYPE I participants were younger than TYPE III and IV, and were more likely to be union employees. TYPE II participants were similar in age to TYPE I, but were more likely to be in management. TYPE III participants were mostly management and were older than TYPE I and II. TYPE IV were similar in age to TYPE III, but were evenly split between union and management. Further research is needed concerning the application of the EPS in a business setting. The judging process used to determine "job" and "non job" scores is worthy of further examination in a larger context. As well, it would be useful to examine if other categories exist. Finally, construct validation of the typology of participants developed in this study through in-depth interviews conducted with representative respondents of a similar sample could ratify or refine the classifications used in this thesis. / Education, Faculty of / Educational Studies (EDST), Department of / Graduate

The purpose of this research was to understand how leaders in organisations generate hope in their followers. High hope leaders who generate hope in their followers may be described as leaders who have a positive and engaging management style, and who positively influence the people around them by generating hope. There is significant evidence that a large part of a leader’s role is to inspire hope in followers, and that high hope managers are more effective and successful than leaders who lack hope. Leaders who inspire hope in followers were identified, and nine qualitative semistructured depth interviews were conducted with the followers of these leaders. What emerged was a checklist of behaviours, actions and attitudes of high-hope leaders, which may in future serve as a guide for other leaders who seek to increase their positive influence on followers, and consequently, their positive impact on organisations and the economy. Nine common behaviours which were key in generating hope in followers emerged from this research, these are: 1. Each of the leaders has a high level of personal competence and credibility – they are personally very smart and very successful 2. They trust their people implicitly, and don’t micromanage followers 3. They empower their people 4. They are keen developers of people 5. Access to the leader is relatively easy – they are available to their people 6. They believe in and believe the best about their people 7. They are great communicators, and willingly share knowledge and information with their followers 8. They relentlessly drive high performance 9. They inspire their followers to work hard, and contribute large amounts of discretionary effort / Dissertation (MBA)--University of Pretoria, 2009. / Gordon Institute of Business Science (GIBS) / unrestricted

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

Thesis (M. Soc. Sc.)--University of Hong Kong, 1983.

Thesis (M. Soc. Sc.)--University of Hong Kong, 1986.

published_or_final_version / Public Administration / Master / Master of Social Sciences

Thesis (M.B.A.)--University of Hong Kong, 1991.

Thesis (M.P.A.)--University of Hong Kong, 1991. / Also available in print.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1983. / Also available in print.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1986. / Also available in print.