No description available.

No description available.

The purpose of this study was to find out if the performance appraisal system (the PMP) of non-academic nonunionized personal of a Quebec university was developed, implemented, administered and maintained adequately. / The literature emphasizes certain elements essential to the successful or adequate development, implementation and administration of a performance appraisal system, and it is in reference to this body of literature that the PMP was examined. To find out how the PMP was developed, implemented and administered in practical terms, the researcher interviewed four Human Resources staff members directly responsible for these processes. / The findings of this descriptive study showed that in order for a performance appraisal system to be successful, an organization must be thorough in addressing certain essential elements within each step of its development implementation and administration. (Abstract shortened by UMI.)

This study identifies several points of convergence between specialty cafe chain labourers and the organizations that employ them. Cafe chains are premised upon their consistent reproduction of experience in numerous locations, so organizations must put multiple systems of control into place to ensure their homogeneity across the chain. Foremost among these are Fordism and Taylorism, two systems that emphasize rational and efficient routines made up of highly segmented and de-skilled tasks, so that each step in the productive process is done the "one best way." Because employees' friendly service is part of the experience that cafes attempt to reproduce across the chain, the social behaviours of workers are subjected to training and management supervision. The workers, and particularly those workers engaged in "barista" labour, are foregrounded in the cafes' corporate literature, and organizational relations with employees are often used by the companies in marketing and promotional materials. In particular, barista employees are advertised as models of satisfied workers, which discursively situates the companies that employ them as enlightened employers.

This exploratory study examined the predictive ability of perceived work environment characteristics on employees' level of motivation to learn and growth need strength. It looked at motivation to learn within the context of two types of training: formal training and on-the-job training. It also examined the existence of group differences in motivation and in perceptions of the work environment. The sample was 117 middle management staff at a Canadian research university, varying in age, level of education, job classification, work unit, and job and institutional tenure. Data was collected using a questionnaire consisting of scales from the management and educational literature. Using multiple regression analysis and MANOVAs, workplace environmental characteristics were found to be predictors of employee motivation. The best predictor of motivation to learn was a composite measure of incentives, while the best predictor of growth need strength was a composite measure of lack of independence and freedom of choice. No group differences in motivational characteristics were found, however, there were differences in perceptions of the work environment.

This research set out to explore cognitive processes involved in learning among help desk consultants, both apprentices and experts.

Historically, the majority of South African people, particularly Blacks, were denied access to free, compulsory basic education. This means that many citizens did not have access to education that would provide them with the skills necessary for quality work performance. Various arguments in this study imply that work performance is linked to the skills employees have in the work they do. The previous Bantu education system failed to produce people with the necessary skills for the economy of the country. To compensate for this situation the present South African government introduced the Skills Development Act and Skills Levies Act which intended to provide the unskilled workforce with an opportunity to be trained and acquire skills. This is an investment in people through skills development, which is aimed at the improved work performance of the country's workforce. The study aims to: • Determine the impact of skills development programmes on employees' work performance; • Determine whether the skills learned are actually applied in practice; • Assess the general performance of a company through skills development of its workforce; and ••• Determine how accessible skills development programmes are to employees in this company. The research sample comprised ten facilitators, 15 employees and one employer. The data collected from the sample attempted to answer the following research questions: => What impact will skills development programmes have on employees' work performance? => What evidence there is that skills learned are actually applied in practice? => How the company performs in general when the workforce has undergone skills development programmes? => Whether the skills development programmes are accessible to the employees of the company? The findings revealed that skills development programmes in the company under investigation were valuable and useful to employees. This is evident from the improved work performance of employees as observed by the employer, who confirmed that the employees do job more quickly with less wastage and less supervision. The employer further confirmed that his company has attracted new clients who come for the sake of the service the company renders. The researcher concludes with the following recommendations: • The company should draw up a skills development programme schedule that will fit in well with its objectives. It is emphasised that these two aspects must not clash with each other, but instead complement each other so as to meet the set goal, that is, reselling of the workforce. This should be integrated to the organisational goal. • The company should spell out the aims of the skills development programmes and must make sure that these are well understood and adhered to by everyone in the company. This will aid in designing the programme according to the company's needs. • The fact that very little evaluation of training is done indicates the probability that although expenditure on training is great very little is done to ensure to improved competence and performance. The vast majority of employers still see training and development as purely cost, not investment. In this instance, the employers should be educated on the importance of investing in people through skills development programmes in order to gain improved work performance. / Thesis (MBA)-University of KwaZulu-Natal, 2006.

Abstract not available. / Thesis (MBA)-University of KwaZulu-Natal, 2006.

This study focuses on the strategic employee training and development initiatives of private sector employment as a means to develop employees in gaining a competitive advantage in the market. This study takes a theoretical and descriptive stance as it draws from the work of authors in the field of human resources and strategic training and development. There is a strong focus on human relations and the transformation of human resources in South Africa that brings to light practices of human resource management. Furthermore, the concepts training, education and development are defined and discussed as cornerstones to the employee growth process. Theories, techniques and models are used as a tool in highlighting the needs analysis and designing of training programmes in the South African private sector. Business strategy and its connection to training and development are expanded upon as this topic entails a strong future-oriented approach. Pick In Pay was chosen as a case study as it is a South African company. The company's training and development policies and procedures are discussed, unstructured interviews were conducted with Jackie Suhr who is the Senior Human Resource manager, Ravi Naidoo who is the Area manager at Durban North as well as staff members from Pick In Pay. The information gathered will be discussed to evaluate the effectiveness of the company's training and development initiatives as a means to empowering, developing and positively reenforcing their employees. / Thesis (MBA)-University of KwaZulu Natal, 2005.

National Ports Authority of South Africa (NPASA) adopted and declared its commitment to a set of eleven corporate values, included them in their performance management toolkit and regarded them as the organizational driving force. It was therefore important that a study to determine how these values have been embraced is conducted. This is critical since the organization might think that having corporate values equates to being a value based organization. In most cases, senior leadership has an impression that all is well in the organization and most if not all employees are indeed committed to these corporate values. The study was therefore aimed at critically reviewing the corporate values with the focus being on the perception of employees. The perception of employees is an ideal measure on determining whether NPASA is gaining ground on its strategic drive of being a value based organization. The perception held by employees has a bearing on the organizational performance. It is indeed critical that organizations communicate and listen honestly to the opinion of staff as they are integral in driving business. A questionnaire on the set corporate values of NPASA was developed to allow the employees to choose whether they agree or disagree with the given statements. The statements in the questionnaire were linked to the research objectives. The study has found that the employees do perceive NPASA as a value driven organization and are of the opinion that their experiences as staff members are in keeping with the professed corporate values. The employees have shown an understanding of the values and saw the enactment of corporate values as bringing positive developments to the organization. The employees have also indicated to NPASA what needs to be done so as to facilitate and encourage commitment to corporate values. The study concludes that the majority of employees are generally identifying with the set corporate values. Although the employees are embracing and showing commitment to the current corporate values, it is still critical that NPASA continue to review, facilitate and encourage commitment from all its employees. The employees of NPASA are of diverse background and the perception that their, organization is driven by corporate values is a positive achievement for the organization. Corporate values bring these, employees together and the belief that NPASA is value driven assist in building commitment to the organization which ultimately translates to better performance. / Thesis (MBA)-University of KwaZulu-Natal, 2007.