Thesis (M.Ed.(Education Management and Policy Studies))-University of Pretoria, 2004. / Includes bibliographical references. Available on the Internet via the World Wide Web.

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This small-scale study sought to investigate “The experiences of redeployed educators to a rural school in KwaZulu-Natal”. This qualitative study gathered data through the case study approach guided by the following key questions: 1. What are the understanding and experiences of these redeployed teachers regarding the redeployment process? 2. What are their perceptions and experiences regarding the new community and the environment in the new school? 3. What was the role of the education stakeholders (School Management Team, School Governing Body, Teacher Unions, Community leaders etc.) regarding the facilitation of the redeployment and adaptation of the teachers in their new environment? The study entailed interviewing and observation of educators, and analysing Posts Provision Norms certificate (PPN). The findings of the study revealed that the educators had different experiences of redeployment and had varied understandings of the Rationalisation and Redeployment Policy. It was also found that the policy-makers and the policy-implementers had not sufficiently explained to the educators involved how the policy would be of mutual benefit them. This was only a topdown process which did not involve all the people concerned (those who were to be affected by the policy). There was lack of a two-way communication. This study also showed that educators did not understand how this policy helped schools in the rural areas. It further revealed that the role of the school stakeholders was lacking in terms of assisting new educators to adapt to the new environment. In the light of the above challenges, I recommend that the policy of rationalisation and redeployment be revisited once more to ensure that everybody would see the need of its implementation. I also recommend that communication and explanation of how the policy works should be improved by involving all the stakeholders. The policy involves the human resources; therefore training of all the people involved on how the policy should be handled is very important. / Thesis (M.Ed.)-University of KwaZulu-Natal, Edgewood, 2011.

Submitted in full requirement of Masters of Management Sciences Specialising in Hospitality and Tourism, Durban University of Technology, Durban, South Africa, 2017. / Relocation of businesses, particularly those that are highly dependent on human interaction, brings various consequences which usually involve the adaptation to a new routine. While some employees may view relocation as a positive change, others may deem it to have negative impacts on their quality of lives. King Shaka International Airport is a newly relocated airport that was developed to facilitate economic growth for the province of KwaZulu-Natal that is ridden with poverty and hungry for investment (Robbins et al., 2011). In an already volatile industry, airlines operating in Kwa-Zulu Natal were forced to relocate to the new airport, as the former airport ceased to operate. This brought about obvious consequences. This study aims to examine the impacts on employees and managers of the airline, Comair Ltd based at the new King Shaka International Airport (KSIA). The study largely elicited information on important underlying issues that may have affected job satisfaction, service delivery and quality of worklife due to the airport relocation. Data was collected by means of electronic survey questionnaires administered to Comair Ltd employees who relocated their work to KSIA. The results shows that there is still a need for additional assistance due to the airport relocation to achieve a high quality of life and increase job satisfaction. Factors affecting willingness to relocate such as age, marital status and family stage affects satisfaction with the airport relocation. The results may assist businesses with valuable intellectual knowledge to facilitate an informed decision making process to ensure that the relocation is beneficial for both the business and its employees. / M

While much research and attention have focused on sojourn adjustment to a new culture, very little research has addressed readjustment to the home culture. This research studies the problems of repatriation work adjustment experienced by U.S. corporate employees. This study also.suggests that cultural readjustment is situational and a multifaceted process which is influenced by many different variables. Interviews with 25 corporate repatriated employees were conducted using a 22-question survey instrument. Repatriates were asked to rate their readjustment experiences on a seven-item Likert scale. Respondents also had the opportunity to expand on their answers with open-ended questions. Fourteen variables were examined for their relationship to cultural readjustment and to each other. Of these 14 variables, the ability for repatriates to use job skills which were learned overseas and number of overseas assignments were found to positively relate to readjustment. As predicted, the amount of autonomy expatriates experienced overseas was found to relate negatively to repatriation work readjustment. Based on these findings, recommendations to facilitate readjustment to the corporate home environment are proposed.

by Lau Pak Chuen, Alan. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves [86-90]). / Questionnaire also in Chinese. / ACKNOWLEDGEMENTS --- p.ii / ABSTRACT --- p.iv / LIST OF ILLUSTRATIONS --- p.viii / LIST OF TABLES --- p.ix / Chapter CHAPTER I --- INTRODUCTION / Chapter 1.0 --- Overview --- p.1 / Chapter 1.1 --- Background --- p.1 / Chapter 1.2 --- The Research Objective --- p.5 / Chapter 1.3 --- The Conceptual Model --- p.6 / Chapter 1.4 --- The Research Design --- p.7 / Chapter 1.5 --- Significance of This Study --- p.7 / Chapter 1.6 --- Outline of This Paper --- p.8 / Chapter CHAPTER II --- REVIEW OF THE LITERATURE / Chapter 2.0 --- Overview --- p.10 / Chapter 2.1 --- Review of Relevant Past Studies in Expatriate Job Assignments --- p.10 / Chapter 2.1.1 --- Studies Focusing on Current Expatriate Job Assignments --- p.11 / Chapter 2.1.2 --- Studies Focusing on Future Expatriate Job Assignments --- p.12 / Chapter 2.2 --- Issues That Have Not Yet Been Addressed in the Past Studies --- p.14 / Chapter 2.2.1 --- The Assumed Rationality of Employees' Decisions --- p.14 / Chapter 2.2.2 --- The Lack of Consequences of Willingness to Accept the Expatriate Job Assignment --- p.15 / Chapter 2.2.4 --- The Organization-Specific Nature of the Past Studies --- p.16 / Chapter 2.3 --- Conceptual Framework --- p.17 / Chapter 2.3.1 --- The Theory of Planned Behavior --- p.17 / Predicting Behavior: Intentions and Perceived Behavioral Control --- p.18 / "Predicting Intention: Attitudes, Subjective Norms, Perceived Behavioral Control" --- p.20 / Chapter 2.3.2 --- The Role of Desire in Predicting Intention --- p.23 / Chapter 2.4 --- The Conceptual Model --- p.29 / Chapter 2.5 --- The Causal Relations Among Constructs and Hypothesis --- p.31 / Chapter 2.5.1 --- "The Causal Relations between Salary, Promotional Opportunity, Location and Attitude toward the Expatriate Job Assignment to China" --- p.31 / Chapter 2.5.2 --- The Causal Relations between Approval and Subjective Norm --- p.32 / Chapter 2.5.3 --- The Causal Relations between New Job Opportunity and Perceived Behavioral Control --- p.33 / Chapter 2.5.4 --- The Causal Relations between Desire and Attitude --- p.34 / Chapter 2.5.4 --- The Causal Relations between Desire and Attitude --- p.34 / Chapter 2.5.5 --- "The Causal Relations between Desire, Attitude toward the Expatriate Job Assignment to China, Subjective Norm and Perceived Behavioral Control, and Willingness to Accept the Job Assignment" --- p.35 / Chapter 2.5.6 --- "The Causal Relations between Desire, Attitude toward the Expatriate Job Assignment to China, Subjective Norm and Perceived Behavioral Control, and propensity to Leave" --- p.36 / Chapter 2.5.7 --- The Causal Relations between Willingness to Take the Expatriate Job Assignment and Propensity to Leave the Company --- p.37 / Chapter 2.6 --- Summary --- p.38 / Chapter CHAPTER III --- RESEARCH DESIGN AND METHODOLOGY / Chapter 3.0 --- Overview --- p.39 / Chapter 3.1 --- Research Design --- p.39 / Chapter 3.2 --- The Sample and Sampling Procedure --- p.40 / Chapter 3.3 --- Data Collection Procedures --- p.42 / Chapter 3.4 --- Manipulations --- p.44 / Chapter 3.5 --- Operationalization of Constructs --- p.46 / Chapter 3.6 --- Data Analysis --- p.52 / Chapter 3.6.1 --- Manipulation and Confounding Checks --- p.52 / Chapter 3.6.2 --- Structural Equation Modeling --- p.53 / Chapter 3.7 --- Research Activities --- p.54 / Chapter 3.7.1 --- Focus Group Interview --- p.54 / Chapter 3.7.2 --- Pretest --- p.55 / Chapter 3.7.3 --- The Main Study --- p.55 / Chapter 3.8 --- Summary --- p.56 / Chapter CHAPTER IV --- ANALYSIS AND RESULTS / Chapter 4.0 --- Overview --- p.57 / Chapter 4.1 --- Manipulation and Confounding Checks --- p.57 / Chapter 4.1.1 --- Manipulation Checks --- p.57 / Chapter 4.1.2 --- Confounding Checks --- p.58 / Chapter 4.2 --- The Structural Equation Modeling --- p.59 / Chapter 4.2.1 --- The Original Conceptual Model --- p.60 / Chapter 4.2.1.1 --- The Measurement Model Evaluation --- p.60 / Chapter 4.2.1.2 --- Structural Equation Model Results --- p.62 / Chapter 4.2.2 --- The Modified Conceptual Model --- p.65 / Chapter 4.2.2.1 --- The Measurement Model Evaluation --- p.66 / Chapter 4.2.2.2 --- Structural Equation Model Results --- p.66 / Chapter 4.3 --- Discussion --- p.68 / Chapter 4.3.1 --- Results of the Original Conceptual Model --- p.68 / Chapter 4.3.2 --- Results of the Modified Conceptual Model --- p.70 / Chapter 4.3.3 --- Comparison between the Original Model and the Modified Model --- p.72 / Chapter 4.1 --- Summary --- p.73 / Chapter CHAPTER V --- CONCLUSION / Chapter 5.0 --- Overview --- p.74 / Chapter 5.1 --- Summary of the Research --- p.74 / Chapter 5.2 --- Contributions of the Study --- p.77 / Chapter 5.2.1 --- Theoretical Contributions --- p.77 / Chapter 5.2.2 --- Managerial Implications --- p.79 / Chapter 5.3 --- Limitations of the Study --- p.81 / Chapter 5.4 --- Directions for Future Research --- p.83 / Chapter 5.5 --- Summary --- p.85 / REFERENCES / APPENDIX

This quantitative-descriptive study explored the effect of relocation cn wives, of employees of an Eastern Cape motor manufacturing company, who were relocated during the period July 1991 to November 1993. Specifically, it aimed to identify the coping behaviour of two samples of such wives, those of employees ./ho were relocated from overseas (international group) and those who were relocated from within South Africa (national group). A control group, comprised of wives of employees who f had not relocated within the last ten or more years, was utilised. The study made use of three research tools: a structured interview schedule compiled by the researcher, the Beck's (1981) Depression Inventory and the Hudson's (1982) Index of Marital Satisfaction.

This research was designed to determine to what extent employees relocated domestically are protected financially by company practices and policies. Since international relocation has as its objective protecting employees from financial loss, these policies were used as a point of comparison in evaluating domestic relocation. The study was conducted through the use of a mail questionnaire survey of 326 randomly selected companies within the Fortune 500 top industrial organizations. A total of 153, 47 per cent, questionnaires were returned. This survey attempted to establish the basic policies that are applied by these organizations in domestic employee relocation.

Abstract not available

M.Phil. (Employment Relations) / Outsourcing as a strategy has been utilised by many organisations as a strategic initiative to improve core business functions and reduce costs. In the South African context, outsourcing includes the forced transfer of employees from one organisation to another. This automatic transfer is facilitated through Section 197 of the Labour Relations Act of 1995. In principle employees have a choice to seek employment elsewhere, but such a move is often restricted by long tenures of service, the lack of opportunities in the labour market, the psychological contract of employees with their employer, social affiliation with colleagues, perceived job security and comfortableness with familiar surroundings. Due to the forced nature of the employment transfer, employees would be subject to a change in identification or belonging, organisational culture, structures, management, operating principles and salary structures. These changes may significantly affect productivity, employee commitment and job satisfaction. Research purpose The research study explores the experiences of employees in an outsource transfer conducted under the ambit of Section 197 of the Labour Relations Act of 1995. The study reconnoitres employees‟ reactions to the forced organisational change so as to identify important psychological and organisational processes. Motivation for the study Despite the increasing practice of outsourcing in South Africa and abroad, limited research has been conducted on the experiences of employees during an outsource transfer. Employees that have been subject to an outsourcing transfer would have experienced a grave impact on their employment behaviour and attitudes. This would affect their relationship with previous colleagues, career development, contribute to lower levels of commitment and negatively influence their psychological contract. All these elements may influence the success of the outsourcing of business and should be taken into consideration when organisations decide to embark on outsourcing parts of their business. This study explores the employee‟s experiences during such a transfer of employment as a means to provide insight into the effect these experiences may have on the success of an outsource event. This study would aid management, human resource professionals, organisational development practitioners and scholars in understanding the impact of an outsourcing business decision on employees. Research Approach In the study, I followed a qualitative research approach. I aligned myself with the constructionist research tactic and explored the research participants‟ social construction of the outsource transfer experience. The study was conducted using as a case study a South African information-technology outsource service provider. Case-study research methodology was employed and seven research participants provided their experiences in unstructured interviews. Data was also gathered through participant observation and human documents such as e-mails. Main Findings On analysing the research data, the research participants‟ experiences could be grouped according to phases in the outsource transfer, themes and categories of constructs. These themes, categories and constructs were related to concepts and theories that had emerged from literature. This in turn culminated in the development of an Outsourcing Transition Model which integrated the psychological theory in literature and the concepts that had emerged from the research. The model provides for a holistic view of psychological theory within an operationally categorised phased approach that is easy to interpret and apply.