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by Lee King-shun [and] Wong Yiu-hing. / Abstract also in Chinese. / Thesis (MBA)-- Chinese University of Hong Kong. / Bibliography: l. 105-107.

published_or_final_version / Public Administration / Master / Master of Social Sciences

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No description available.

No description available.

Regardless of the widespread application of analytics to a variety of business measurements, it is noteworthy that the use of people analytics is still no place close where it could be. The main aim of this study is to examine the perceived meaning and benefits of people analytics in selected South African organisations. People analytics is a burning-fresh topic in HR field aiming at using data to make organisational decisions and little has been done in this area especially in the South African context. The study employed qualitative-exploratory design which comprised of 10 senior HR officers from selected organisations in South Africa. From the findings, it shows that the employment of people analytics in South African context is in its early stage and its conception and repercussions are little understood. In addition, there is an accord on its usefulness, however the workforce analytic skills have found to be the major difficulty to foster its successful implementation and adoption by organisations. Because of its qualitative nature, this study had a limitation that it lack representativeness hence the findings cannot be generalised. Research opportunities for future can be quantitative and longitudinal research to objectively ascertain the extent future employability of people analytics.

Research indicates that effective talent management is essential in achieving organisational excellence and is a driving force for business success. This study focused on investigating VWSA Group Service division’s employee talent management process as seen or perceived by employees. The employee attitude and understanding of the 2010 strategy was also evaluated. In achieving this objective a literature review on talent management was conducted and questions formulated which formed part of the survey. The questionnaire was self-administered and sent to the stratified random sample of individuals who were eligible for survey. The main findings of this research are that the 2010 strategy was well received by the employees and that seventy seven percent of the respondents who took part in the study do understand the 2010 strategy and what it is all about. The study also highlighted that employees believe Project 1 in the 2010 strategy will be achieved. Employees were uncertain that compensation and leadership style are variables that influence or promote talent management. From the literature review it is explained that in order for talent management to be effective it must be aligned to organisational strategy. Various recommendations were made, for example conducting of skills gap analysis with a view to identify skills employees need to possess in order to meet the objectives of the 2010 strategy. Another recommendation was the formation of talent pools from which to recruit high talented staff and whose skills will be required to meet the objectives of the organisational strategy. A final point emanating from the study, is that when it comes to talent management and achieving organisational strategy it is not business as usual. Companies need to be aware of brand profiles most desired by highly talented individuals; they also need to be aware of various recruiting strategies as well as acknowledge that different employees are at different levels of the motivational hierarchy.

M. Tech. Business Administration / The South African National Department of Environment Affairs (DEA) in Pretoria has been experiencing a high vacancy rate of 20%, 18% and 26% in the financial years 2008/9, 2009/10, and 2010/11 respectively against a target of 16% . The vacancy rate for 2013/14 financial year has increased to 24.5% against a target of 10%. The Department is struggling to meet its own set target by end of financial year. The current recruitment method utilised by DEA is too slow and tedious, takes time to appoint and has human elements as some documents get lost and does not promote efficiency and value for money. The study was aimed at assessing the degree to which e-recruitment methods were used in the Department of Environmental Affairs. The study was conducted in line with the objective of the DEA to reduce the existing vacancy rate at the DEA to at least 10% by 31 March 2014. This study assessed and evaluated the impact of implementing the online recruitment process in the Department and the contributing factors to a high vacancy rate such as the long waiting process.

by Tam Big-yuk, Sabrina and Yuen Ho-duen, Judith. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1988. / Bibliography: leaf 64.