The subject study identifies some theoretical, methodological and program considerations that set the conditions in which the basic parameters, criteria of adequacy, and methodological rule and instruments are established. The study then sequences and analyzes the content of previous materials related to staff development in the literature as (1) activities, (2) processes, (3) purposes and goals, and (4) concepts and models, beginning with materials most distant from the definitive paradigm being sought and progressing to efforts most closely approaching the ends being pursued in this study. Finally, the study identifies the structural components (the categories) that must be contained in an effective staff development program. Further, it presents a taxonomy for ordering the terms identified to modify the word "development" in common usage; attempts an exhaustive listing of all the functions that must be performed to carry out any organizational mission for an educational institution; develops a format that adequately articulates the subject matter of staff development into the necessary and sufficient content categories; designs a paradigmatic model capable of ordering the variables that must be considered for incorporation into a staff development program while providing a conceptual reference system for relating and integrating the goals of the organizational development and staff development programs, and while identifying the documentation instruments that insure the necessary "paper trail" which make measurement, assessment, evaluation and valuation possible; discusses the various types of evaluation applicable to the paradigmatic model; reviews some extra-program considerations that influence the conditions in which staff development takes place and affects the success or failure of the programming; presents a process model for the design/evaluation of a staff development program; and develops an instrument (of questions to be answered) to be used for deciding whether the program now designed is a "good" program which, when implemented should accomplish the ends toward which the plans were directed.

No description available.

No description available.

The research project focuses on aspects of multi-skilling as utilized in academic libraries internationally which contributes to providing a quality service delivery. The researcher&rsquo / s extensive literature search, focuses on aspect of multi-skilling programs such as: job rotation, cross-training, job enrichment, on-the-job training, and succession planning conducted at academic libraries in America, Australia, Canada, Birmingham, Nigeria, Kenya, Botswana and South Africa. Multi-skilling can be seen as the umbrella term for the above concepts.<br /> <br /> It was found in the literature that aspects of multi-skilling as applied in American academic libraries was a voluntary process and often occurred between the Public service and the Technical service within academic libraries. At Wollongong, Queensland and Birmingham academic libraries the program was formal, and staff had to apply to enrol for the program. This does not mean that staff qualified automatically. This was a formalized policy within the university. In Nigeria, Kenya and Botswana the program, at academic libraries was formal but literature does not indicate if it is a university policy or just the academic library&rsquo / s policy.<br /> The immense benefits derived from all the aspects of multi-skilling are: contributes towards employee training and development / employee satisfaction / reduction in boredom / increased productivity / enhances job skills / increased versatility / career mobility and advancement / increased intellectual stimulation and confidence / enhances workers&rsquo / flexibility and broadens their knowledge / achieves efficiency in the workplace / helps break down barriers in efficiency which exists on many levels / better communication between the various units in the library / and better understanding of responsibility involved in other units.<br /> <br /> For academic libraries to become effective, the management of service organizations needs to create a climate in which staff will function effectively, be happy and derive maximum satisfaction from their work. Academic libraries exist for the benefit of their users, supporting the teaching and research programs of their parent institutions. To achieve this objective, the academic library manager needs to have effective staff organization strategies devised to ensure best quality service delivery to its users.<br /> These strategies employed are job rotation, cross training, job enrichment, succession planning and on-the-job training that will ultimately contribute towards provision of a quality service delivery.

This qualitative study explored the communicative strategies used by employees for discussing diversity and diversity initiatives in the workplace. The study also examined employees' definitions of diversity and the effectiveness of diversity efforts within the organization. Self-directed focus groups of employees within an organization were used to collect data. Four groups were composed of employees based on designated diversity characteristics: White male, Black female, White female, and workers over 50. This study served to bridge the gap between diversity and organizational communication literature. Thematic interpretive analysis was guided by theories of the discursive construction of prejudice and co-cultural communication. Identified strategies were cross-checked with key informants in the organization to verify validity. Finally, the study discussed implications of findings for practice and for future research. / Department of Communication Studies

The system known as 360-degree feedback, also called multi-source or multi-rater feedback, is a development program that provides a recipient with feedback from supervisors, peers, and subordinates. There is currently no institutionalized, Navywide 360-degree feedback program for leadership development. Due to widespread civilian acceptance and to the success of the 360-degree program for the Navy's flag officers, the 2004 Surface Warfare Commanders Conference recommended a pilot program for 360-degree feedback be tested on a portion of the Surface Warfare Officer community. Results of the pilot program will be used to inform decisions on implementation of a Navy-wide 360-degree feedback program. The objectives of this thesis were to review the research evidence in the literature on the effectiveness and best practices of 360-degree programs and to identify general program evaluation techniques. The thesis then presents a conceptual analysis of the Navy pilot program and makes recommendations for modifications to the program based on comparisons with empirical research evidence and identified best practices of 360-degree programs. The thesis concludes by developing some guidelines and recommendations for a program evaluation plan that can be used to assess or revise the pilot program during and after its implementation.

M.Tech. / Purpose: This study looked at the challenges and gender-based issues which women in construction face in South Africa and abroad compared to their male counterparts in order to establish why fewer women are attracted to the industry as compared to men and why women in construction have a lower success rate. Methodology: A literature review on the topic was completed and close-ended and open-ended questions were posed in the questionnaire, which was completed by contractors and consultants nationwide and subsequently analyzed. Problem investigated: Women have not emerged as significant players in the industry both in terms of size and volume of contracts, as well as breaking down the 'glass ceiling' which is still faced by many women today, especially consultants. Findings: Construction has always been a male dominated industry. Therefore, women continue to feel restricted and not well received by their male counterparts. Women still confirm that they have to constantly prove their worth to their male counterparts in order to be accepted and add value to the organization. Research limitations: The study focused on women in the construction industry as a whole and did not look at women specifically within the various built environment disciplines. Further research is also required to investigate and look into female students' experiences whilst studying and after graduation. Value: The study highlights the challenges and gender-based issues that exist with women in construction today, and suggests what should be done to attract and retain more women in the sector.

The aim of this study was to develop a Management Error Orientation Questionnaire (MEOQ) to be used as an instrument to measure the attitude of management towards errors in the workplace. The sample comprised of 232 managers from a variety of business sectors. A factor analysis on 59 items yielded three factors and these factors were interpreted as the attitude of dealing with errors, the risk of errors and error strain. The three factors were subjected to an item analysis and yielded acceptable levels of reliability. A discussion of the areas that were researched, namely errors and attitudes, provide the context in which the research should be viewed. The discussion of the methods which were employed, was followed by a critical and in depth discussion of the results that were obtained. The dissertation recommends that the Management Error Orientation Questionnaire could be used as an instrument to measure the attitudes of managers towards errors (with specific emphasis in the manufacturing sector). The MEOQ has a number of practical applications in the human resource management science. The study can be extended to ensure that the same questionnaire can be used in other business sectors. The findings of this study are valuable because of the lack of previous research on error orientation at managerial level. / Prof. CJH Blignaut

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A factor analysis using an oblique rotation was performed on an employee attitude survey developed for a data processing company. The survey was administered to 669 volunteer employees. There were 291 males and 378 females. It was hypothesized that four main factors would be identified as "Advancement Opportunities," "Compensation and Benefits," "Management Style," and "Job." Results of the factor analysis did not confirm the hypothesized a priori factor structure. The lack of confirmation of the hypothesized factor structure was found to be a result of poor survey construction. The attitude survey was found not to be a valid measure of employee attitudes. Implications of this study suggest that a poorly constructed attitude survey may be worse than no survey at all.