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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.
101

Individual Differences in Training Performance: The Derivation of a Prediction Model

Hoskin, Brenda J. 01 January 1986 (has links) (PDF)
This research examines the use of non-cognitive personality measures as supplements to traditional cognitive ability measures for predicting training performance. The Hogan Personality Inventory (HPI) significantly predicted an overall performance measure (R2 = .17) for Navy BE&E Students (N = 155). However, when applied as a supplemental predictor composite to the military cognitive measure (ASVAB), the resulting increase in R2 (.04) failed to attain significance, F(6, 144) = 2.17, p > .05). In further analyses, several HPI and ASVAB scales combined to significantly predict selected performance criteria. The ASVAB remained as the primary source of information. It is quite possible that, for traditional academic training, cognitive ability measures provide the most valuable insight in terms of individual potential. Personality may have a more profound effect in cases of unconventional skill training or training for occupations of risk.
102

Functions of purchasing managers in commercial foodservice organizations

Loecker, Kimberly A January 2011 (has links)
Typescript (photocopy). / Digitized by Kansas Correctional Industries
103

Employment relationships over time: retention and promotion

Prisinzano, Richard Paul 28 August 2008 (has links)
Not available
104

What is competence? : a case study on the effect of competence on the performance of the banking industry /

Lam, Kar-shin, Cindy. January 1998 (has links)
Thesis (M.B.A.)--University of Hong Kong, 1998. / Includes bibliographical references (leaf 70-72).
105

The relationship between an organization's culture and its leadership, and the impact on employee performance and satisfaction

Fowler, Darlene. January 2009 (has links) (PDF)
Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2009. / Includes bibliographical references.
106

Identifying a leverage point to improve business performance through eLearning a case study in a financial institution /

Korpel, Isabeau Richard. January 2004 (has links)
Thesis (D.Phil.)-University of Pretoria, 2004. / Includes bibliographical references. Available on the Internet via the World Wide Web.
107

The impact of downsizing on the remaining employees in the organisation

Sayed, Zakira January 2013 (has links)
Magister Commercii (Industrial Psychology) - MCom(IPS) / Since the early 2000‟s there has been a wave of global downsizing of employees in many organisations. A question can be posed, to what extent have organisations focused to adopt a downsizing policy framework for ensuring a balance of procedural and efficiency imperatives (Chew & Howitz, 2002). Organisational downsizing has recently become an increasingly important issue that needs to be addressed to ensure fair employment practices. Companies worldwide have used downsizing to improve employee competitiveness, profitability, organisational effectiveness, efficiency as well as to reduce the size of their workforce. Downsizing has ramifications for everyone in the organisation, regardless if employees are remaining in the organisation or those. As a result of restructuring, employees might be suspicious about the future direction of the organisation and their role in it. Trust is especially important in knowledge-based organisations because it is known to support knowledge-creation processes and related interactions (Blomqvist 2002; Tyler 2003). Employees are often sceptical about change, as new work roles assigned may cause them anxiety and previous interpersonal relationships may be lost; however companies regard downsizing positively. The reaction of those who survive the downsizing determines the future success of the organisation (Hopkins & Weathington, 2006). An organisation, in a dominant market, share position due to downsizing and restructuring its strategic business units, thus is more complex and emotionally draining than being the leader during periods of growth. Different organisations, at present, have joined the military march of the global epidemic infected with layoffs that is redefining effective leadership and employee motivation, loyalty and commitment (Noer, 2010). Downsizing essentially involves the reduction in the number of workforce within the organisation, which can be achieved through several techniques including, retrenchments, early retirements or casualisation of staff (Hellgren, Nȁswell, & Sverke, 2005). Robbins (as cited in Ndlovu & Parumasur, 2005, p. 14) intensifies the above by defining downsizing as a practice of reducing the organisations size through extensive layoffs, whereby whole layers of the organisation are eradicated and management is done with fewer people. On the other hand, as outlined by Chew and Horwitz (2002), downsizing may not necessarily result in the loss of jobs where employees are retrained and re-deployed, or where other measures such as non-replacement of staff that leave occur.
108

Assessing the impact of interprofessional education on the attitudes and behaviors of practicing professionals/

Spencer, Mark Harold January 1983 (has links)
No description available.
109

Die impak van die afsterwe van 'n huweliksmaat op die werksprestasie van die agtergeblewe eggenoot as werknemer

Van Heerden, Maria Magdalena. January 2007 (has links)
Thesis (MSD (Employee Assistance Programmes))--University of Pretoria, 2007. / Includes bibliographical references. Available on the Internet via the World Wide Web.
110

Extrinsic and intrinsic work values a comparative study of employees in the United States and Japan /

Wang, Gabe T. January 1992 (has links)
Thesis (Ph. D.)--Brigham Young University, 1992. / Includes bibliographical references (leaves 200-209).

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