Thesis (M.Soc.Sc.)--University of Hong Kong, 1981. / Also available in print.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1959. / Typescript. Abstracted in Dissertation abstracts, v. 20 (1959) no. 5, p. 1616. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 417-432).

abstract: Skeletal muscles arise from the myotome compartment of the somites that form during vertebrate embryonic development. Somites are transient structures serve as the anlagen for the axial skeleton, skeletal muscle, tendons, and dermis, as well as imposing the metameric patterning of the axial musculoskeletal system, peripheral nerves, and vasculature. Classic studies have described the role of Notch, Wnt, and FGF signaling pathways in controlling somite formation and muscle formation. However, little is known about the transformation of myotome compartments into identifiable post-natal muscle groups. Using a mouse model, I have undertaken an evaluation of morphological events, including hypertrophy and hyperplasia, related to the formation of several muscles positioned along the dorsal surface of the vertebrae and ribs. Lunatic fringe (Lfng) deficient embryos and neonates were also examined to further understand the role of the Notch pathway in these processes as it is a modulator of the Notch receptor and plays an important role in defining somite borders and anterior-posterior patterning in many vertebrates. Lunatic fringe deficient embryos showed defects in muscle fiber hyperplasia and hypertrophy in the iliocostalis and longissimus muscles of the erector spinae group. This novel data suggests an additional role for Lfng and the Notch signaling pathway in embryonic and fetal muscle development. / Dissertation/Thesis / M.S. Biology 2012

Thesis (MTech (Busines Administration))--Cape Technikon, 1999. / The purpose of this research is to answer the following fundamental question: "Is the performance bonus approach a viable alternative methodology for implementing a Performance Management and Development intervention in South African companies? " The intention is to use the performance bonus as an entry vehicle for the establishment of a fully functional performance management and development system. The introduction of a performance based bonus system is intended to instill the recognition of "the pay for performance" concept as opposed to one of entitlement. What is expected is that a culture of performance will develop encompassing standards of work performance, goal orientation and a level of individual responsibility for recognition and reward. Understanding and acceptance of the performance bonus will create a platform for the introduction of further levels of remuneration, being increases and finally basic salary becoming performance based. Furthermore, this will allow the development of the further necessary levels of a fully functional integrated performance management and development system. This would entail the inclusion of management levels within the system as well as operational levels (departments, divisions and regions) and finally the organisational level thereby linking all aspects of the system to overall strategy.

Orientation: In the global war for talent, companies competing in the new knowledge economy face global shortages of their most precious resource – human capital in the form of knowledge workers. In organisations that are at the forefront of the information age, such as information technology (IT) firms, the competitive advantage comes from the intangible value of the knowledge residing within pools of highly skilled employees. It is imperative to be able to attract, retain, and motivate these scarce resources. Research purpose: The purpose of this study was to deepen understanding of the reward preferences of IT knowledge workers in South Africa, specifically as these relate to attraction, retention, and motivation of knowledge workers. Motivation for the study: The world of work is evolving, and the nature of relationships between knowledge workers and their employers has changed distinctly, leading to a change in the type of the rewards they prefer. The nature of these preferences in the local, industry-specific context is poorly understood. With technology increasingly changing the way we work, the workplace is also irrevocably changing. Combined with the demanding nature of the company’s most valuable people, the shifting workplace paradigm gives rise to knowledge workers valuing different rewards than before. Research design approach and method: The research was a quantitative, empirical, and descriptive study of reward preferences, measured in a self-administered survey and analysed using non-parametric tests for variance between dependent and independent groups, internal consistency testing, and non-parametric analysis of variance (ANOVA). Main findings: This study identifies the most important reward components in the competition for knowledge workers. It further found that reward preferences differ for attracting IT knowledge workers to a company, for retaining them, and for motivating and engaging them in their jobs. Managerial implications: The study’s findings show that a holistic approach to total rewards is required, failing which, companies will find themselves facing increased turnover and job-hopping. Importantly the study also highlights that different rewards need to form part of knowledge workers’ relationship with their employer in three different scenarios — attraction, retention, and motivation. Contribution: This study suggests a competitive rewards model that builds on the study’s findings and on previous theory, to illustrate the most pertinent reward preferences that should be considered in a holistic total rewards package for South African IT knowledge workers. / Dissertation (MBA)--University of Pretoria, 2013. / lmgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Ethical dilemmas often reflect expected concerns – alleviating distress, protecting confidentiality, and maintaining integrity in one’s work. But forensic fringe elicits what seemingly only exists in suspense thrillers. What if you (quite literally) know where the bodies are buried? What if a high-ranking politician publicly declares your client dangerous (and they’re not)? What if your research contributes to bad legislation? Here, enter an escape room of ethical reasoning. Contemplate interesting and intricate dilemmas involving unique client considerations, competing legal and political interests, questions of personal morality, values, and public safety, and the role of science in ethical research and clinical practice.

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