The problem to be examined in this study is whether or not deception concerning general morale and attitude toward management is prevalent among hourly female employees at a large discount store in a city of approximately 30,000 population.

Integrity within employees is on the forefront as a person with integrity is one that is honest and trustworthy. In contrast is an employee with low integrity that could be associated with acts of fraud, corruption and theft. The purpose of this report is to address the proposition that higher integrity levels within employees will lead to lower financial stock losses. In addition the integrity levels of all employees were measured to see whether the integrity level of permanent employees were higher than those of temporary employees. Strategies were implemented in order to develop the integrity level of Clover Nelspruit’s employees. The strategies included addressing the situational factors desirability, group norms and risk together with focusing on communication regarding integrity. The monthly averaged stock loss for the period June to September 05 was considerably lower than the previous eleven months which led to the confirmation that improving a person’s integrity can be positively associated with lower financial losses caused by internal theft. In considering only the employees who passed the lie factor in the measurement instrument the results were also in agreement with the theory that temporary workers might be more likely to engage in counterproductive behaviour than those employed as permanent workers.

Little has been written about opportunities for support staff to participate in professional development. Most of the related literature cites professional development for middle and upper management people. This study examined a particular in-service approach to professional development for support staff of the Greater Victoria School District (#61). In this approach, employees were centrally involved in suggesting topics for courses and workshops, facilitating workshops as resident experts, and engaged as participants. The purpose of the study was to: 1) understand voluntary participation; 2) examine the relationship between work-related learning and learning for personal growth and, 3) compare the cost of the in-service approach to two alternative options. The researcher gathered information from three sources: 1) a five-year database which tracked participation activities in a longitudinal quantitative study; 2) results of Boshier's Education Participation Scale (A Form) circulated to provide quantitative data of a cross-sectional study of participation and, 3) a series of interviews with twelve participants, recording their perspectives on the staff development program. A cost-effectiveness analysis was also conducted to determine the most economic approach to professional development. Some important findings of this study were the similar patterns of participation according to national figures of adult education participation in the Statistics Canada 2001 report. Examining variables of gender and frequency, a) this study found 71 percent male and 74 percent female participation in work-related courses compared to national figures of 62 percent male and 62 percent female participation in work-related adult education. And b) nationally 30 percent of adult Canadians participated in adult education compared to 26 percent of the population in this study. Evidence supported the fact that staff development participants preferred professional development topics rather than personal growth subjects. In the school calendar year, 1995/96 participants engaged in 66 percent work related courses, which evolved to 80 percent by 1999/00. The development of competent professional development programming involved more than predicting the needs of employees interested in remaining current in their job skills, or preparing for career advancement. Competent practice of professional development for support staff was positively influenced by a collaborative approach of all stakeholders; management, staff and, program facilitators. This study has implications for human resource personnel and training directors, employees, and others interested in workplace learning. It also shows that employees voluntarily suggest both professional and personal growth topics as important to their individual roles. The collaborative model studied here may be of interest and value in a variety of organizational settings, even those within a hierarchical structure. There are some promising avenues of future research which could also be explored. / Graduate

M.Com. (Industrial Psychology) / Andragogical principles are being implemented at an ever-increasing rate as regards the training of adult learners at present. This compels the trainer to analyse not only the training situation but the characteristics of the target group too (being adult learners) and to make use of this information in planning his training strategy thus greatly increasing his responsibility. This study focuses mainly on the nature of the training group as a target group and on the role of the trainer as group facilitator. The concept "group facilitating" was introduced in training with the study of McLagan (1983). Group facilitation focuses on the managing of group discussions and group processes in order to create appropriate learning opportunities so that individuals can teach their highest potential. In this study a distinction was made between the "role" and the "style" of the group facilitator: the "role" of the group facilitator defines the broader functions of group facilitating, whereas the "style" of group facilitating concerns the,manner of facilitating. It is generally accepted that the group facilitator should adapt his style to the demands of the training situation. These situational demands suggest,changes in the nature of the learning content, the environment and the nature of the training group. To identify the different styles of group facilitation a situational bounded group facilitation model was designed. In this theoretical model the styles were related to different degrees of maturity (maturity being defined here as "readiness to Iearn") of the training group. Four dominant styles of group facilitation were identified and coupled with four different developmental phases of the training group.

The construction industry is labour intensive in nature. People often work long hours in relatively disagreeable environments, far from their families. Even if workers are not happy to be working in a particular environment they find themselves obliged to work. Fearing reprimands from their superiors, they often find it difficult to express their ideas. It is therefore difficult for management to identify the factors of motivation that affect their workers productivity in a work environment. The aim of this study was to identify and evaluate motivational factors that affect the productivity of workers on construction sites in South Africa, focusing on skilled workers. For this, the scientific management approach and quantitative research methods were used. The findings from this study revealed that the motivational theories apply to construction sites, and management needs to apply these theories wisely in order to achieve improved productivity.

Background: In 2006 the Gauteng Department of health endorsed a Wellness Program Policy. The policy was introduced and implemented in all Gauteng Province Hospitals. The policy spells out the integrated model of wellness program. The focus is to promote wellness, healthy lifestyle and assist the staff members who are ill while at work place. The department found it crucial to ensure that the staff members are well cared for in order to be productive. Aim: To describe the utilization of the various components of the wellness program by the staff members and to describe the outcome thereof. Methodology: The research design was a quantitative, cross sectional retrospective record review. The analysis focused on the records of the staff members of Natalspruit Hospital, who utilized the wellness program services from January to December 2009. The scope of the study covered all five components of wellness program as outlined by the Gauteng Department of Health Wellness Program Policy. Data was collected and analysed from 941 entries in the Wellness Clinic records. Conclusion: This research found that the average number of staff visits during the study period was 80.1(SD 22.1) which represents 80% of the total staff complement and that actual percentage of staff who utilized the service is much lower. However during the last month of the period under study attendance rate represented 5.8% of total staff establishment. The majority of the staff members were women (90%); female subjects were significantly younger than male subjects, p <0.01 (Mann Whitney’s test). The most professional and occupational categories that used the services were the nurses. The components that were mostly utilised was Birth control (48.9%); specifically for family planning, followed by the Occupational Health and Safety component in the area of Hepatitis B (11.5%) and needle prick (3.9%). The majority of the staff members continued with the services in the clinic (86.9%) while very few staff members were referred out of the clinic (5.3%) to the casualty/ out- patient department, court and ICAS. Only (7.76 %) of cases were resolved. The majority of the staff members utilized the organization and climate for management of health related problems component, especially in the services of birth control for family planning section. It seems a waste of resources to have an entire wellness program where staff members are mostly using it primarily for family planning, therefore the research described the basic requirements for effective EWP and also the importance of capacity needed for effective policy management, then suggested the comprehensive components. The report findings could benefit the Government in planning and operations of other Wellness Programs across the country.

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

Presented to the Department of Information Systems University of the Witwatersrand in partial fulfilment of the requirements for the Master of Commerce Degree in Information Systems / The need for Information Systems (IS) professionals to communicate effectively has been identified as one of the key issues of IS management in the 1990s. The communication gap between IS professionals and other personnel in organisations has been well documented and studies have shown that appropriate training can improve communication skills. The objective of this research was to establish what constitutes effective communication skills training and to produce a guideline which IS managers and trainers could use to address this problem. The major finding of this research was that IS personnel do not perceive themselves to be poor communicators despite the fact that many studies have shown that there is need for improvement. This shows that there seems to be a gap between what is expected of IS personnel and their own perceptions of their communication abilities. In order for change to take place, IS Personnel need to be aware of their shortcomings and organisations need to get more involved. Managers can facilitate the process by communicating the need for improvement to their employees and can demonstrate their commitment by recommending appropriate training. / Andrew Chakane 2018

陳榮波. / 據手稿本影印. / Thesis (M.A.)--香港中文大學硏究院歷史學部. / Ju shou gao ben ying yin. / Includes bibliographical references (leaves 272-282). / Chen Rongbo. / Thesis (M.A.)--Xianggang Zhong wen da xue yan jiu yuan li shi xue bu. / Chapter 第一章 --- 引言 --- p.1 / Chapter 第二章 --- 鹽鐵轉運使興起之背景及原因 --- p.6 / Chapter 甲 --- 背景 / Chapter （一） --- 開元天寶前之中央政府組織 --- p.6 / Chapter （二) --- 開元天寶後之中央政府組織 --- p.21 / Chapter 乙 --- 轉運使興起之原因 --- p.26 / Chapter （一） --- 關中經濟之減退 --- p.28 / Chapter （二) --- 中央政府組織之擴大 --- p.37 / Chapter （三） --- 府兵制之破壞 --- p.41 / Chapter （四） --- 開拓邊彊 --- p.47 / Chapter 丙 --- 鹽鐵使與起之原因 --- p.55 / Chapter 第三章 --- 鹽鐵轉運使之選任̐£遷轉與僚屬 --- p.88 / Chapter （一） --- 鹽鐵轉運使之選任 --- p.111 / Chapter （二) --- 鹽鐵轉運使之遷轉 --- p.130 / Chapter （三） --- 鹽鐵轉運使之僚屬 --- p.138 / Chapter 第四章 --- 鹽鐵轉運使之職掌 --- p.156 / Chapter （一） --- 整頓漕運 --- p.157 / Chapter （二) --- 營造舟楫 --- p.178 / Chapter （三） --- 漕轉物資 --- p.182 / Chapter （四） --- 斡榷鹽鐵 --- p.199 / Chapter 第五章 --- 鹽鐵轉運使之貢獻 --- p.232 / Chapter （一） --- 國運昌隆期 --- p.233 / Chapter （二) --- 流離播遷期 --- p.238 / Chapter （三） --- 中興討叛期 --- p.245 / Chapter （四） --- 崦嵫餘景期 --- p.253 / Chapter 第六章 --- 結語 --- p.267 / 附錄 / 徵引書目 --- p.272

Cheng Hak Land Grand. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2004. / Includes bibliographical references (leaves 36-58). / Abstracts in English and Chinese. / Chapter CHAPTER 1. --- INTRODUCTION --- p.1 / Review on Job Insecurity --- p.1 / Type of Sector as a Moderator --- p.4 / Career Stage as a Moderator --- p.5 / Organizational Tenure --- p.6 / Age --- p.7 / Gender as a Moderator --- p.8 / The Present Study --- p.9 / Chapter CHAPTER 2. --- METHOD --- p.11 / "Literature Search, Inclusion Criteria and Coding Procedure" --- p.11 / Meta-analytic Procedures --- p.14 / Chapter CHAPTER 3. --- RESULTS --- p.17 / Table 1 --- p.18 / Moderating Effects of the Relationship between Job Insecurity and Its Consequences --- p.19 / Type of Sector --- p.19 / Table 2 --- p.20 / Table 3 --- p.21 / Organizational Tenure --- p.22 / Table 4 --- p.23 / Age --- p.24 / Table 5 --- p.25 / Gender --- p.26 / Table 6 --- p.27 / Chapter CHAPTER 4. --- DISCUSSION --- p.28 / The Moderating Effect of Type of Sector --- p.28 / The Moderating Effect of Organizational Tenure --- p.29 / The Moderating Effect of Age --- p.30 / The Moderating Effect of Gender --- p.31 / Applied Implications --- p.31 / Limitations and Further Studies --- p.33 / Concluding Remarks --- p.34 / REFERENCES --- p.36