This research study is focused on the field of Talent Management (TM) as part of the Portsmouth DBA programme. The study aims to help address existing gaps in the academic and practitioner knowledge around TM. TM is one of the most important areas for Human Resources Management and is also one of the key challenges for organisation and management (Thunnissen, Boselie, & Fruytier, 2013). For the practitioner the study adds the perspectives of the senior executive, line managers, and HR practitioners. From an academic perspective the study looks at emotions, feelings, and understanding of a number of key individuals, with the intent to build a broader focus for TM that has more than a process or outcome focus. The study also looked at the roles and skills of the key stakeholders – senior executives, line managers, and HR practitioners. The study uses a case study method to analyse the VT Group, a multinational corporation and explore the introduction of a TM programme in the Group between 2006 and 2009. The VT Group was also transforming at the time from shipbuilding to a services organisation. The approach was to use VT Group as a case study and utilise semi-structured interviews and Interpretative Phenomenological Analysis (IPA) to analyse the interview data. The aim was to gain insights into how the different individuals and stakeholder groups saw the introduction and implementation of TM. Little is known about the perspective of the stakeholder groups in terms of their perception and understanding of TM. In addition the study looked at the role and skills required of the different stakeholder groups to implement TM. It was also important to understand TM in relation to strategic human resource management as many organisations have shifted their HR functions towards the “Ulrich” model (Ulrich, 1997), and how this related to the HR function in the case study organisation. The findings of the study were that the concept of TM was ambiguous in its introduction and implementation and that there were multiple understandings of what Talent is, and TM was aiming to achieve. The findings were mirrored in the literature review around TM. In addition the findings pointed to the challenge of managing emotions in the organisation and the need for Emotional Intelligence skills when implementing TM and also the importance of aligning TM to the organisation strategy. It was also found that the different stakeholder groups also had very different views of TM between themselves, and that the HR function especially had broad differences in their views of TM and its implementation. From a roles and skills perspective the different stakeholder identified broad strategic role and strategic skills required and also soft skills like coaching, communication, and facilitating as well as process and project management skills. The results of the study highlights opportunities for further research into leadership and Emotional Intelligence required in implementing TM; closer alignment of TM and business strategy; and also improved understanding of the roles and skills required of the stakeholder groups. There is an opportunity for further research in these areas.

This thesis addressed the bystander intervention gap in the workplace bullying literature. Bystanders are employees, other than the bully or target, who are present when bullying occurs. They are well placed to intervene but often they do not. Previous research suggested that increased bystander intervention may lead to a reduction in workplace bullying. Although suggestions for bystander intervention in workplace bullying were found in the literature none had been implemented or measured. As field research this thesis addressed a real-world problem. The participating employees were from a large, mainland UK organisation where workplace verbal bullying had been identified as a problem. Therefore a strategy for bystander intervention in workplace verbal bullying was designed, implemented and measured. The new Responsible Intervention Decision Strategy (RIDS)model combined existing theories on the bystanders' decision process and responsibility to support bystander intervention. This quantitative study developed and validated a new 15 item Responsible Bystander Intervention in Verbal Bullying (RBI-VB) metric. The concise metric was incorporated into a practical, single-page survey to test the RIDS model in the field. Shop-floor employees participated in pre and post-intervention surveys (N = 1501) and one of four conditions. The RBI-VB metric demonstrated that responsible bystander intervention was positively correlated to bystander willingness to intervene in workplace verbal bullying. This could be increased with RIDS-based training or the in-house campaign; and was positively correlated to self-reported bystander intervention. The study is limited as it took place within a single UK organisation. However, the findings demonstrated the efficacy of the RIDS model and the practical application of the RBI-VB metric for baseline measurements, monitoring and to assess bystander intervention programmes. Willingness to intervene can be increased and this relates to actual intervention but most bystander intervention was carried out by previous targets of workplace verbal bullying. The implications are discussed.

Submitted in accordance with the requirements for the degree of Master of Arts in Communication Science at the University of Zululand, South Africa, 2009. / According to Grobler, et al (2005:315) organisational learning is a characteristic of an adaptive organisation, i.e. an organisation that is able to sense changes in signals from its environment (both internal and external). One of Ticor South Africa's1 (TSA) corporate values is to be a learning organisation. This implies that the organisation actively creates, captures, transfers and mobilises knowledge which enables it to adapt to a changing environment TSA utilise an interactive learning strategy. This strategy enabled positional competence which ensures that individuals are empowered to carry out their jobs. The learning strategy implemented utilises strategic human resources in development and learning management Its foundation and supports a philosophy of organisational culture. This study focuses on the field of organisational communication mat includes management The study describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organisation. The Wikipedia . website (2009:http/en.wikipedia.org/wi3d/ Organisational culture#cite-note-hill iones-Q#cite_note-hill iones-0) states that it deals with a specific collection of values and norms that are shared by people and groups in an organisation. It controls the way they interact with each other and with stakeholders outside the organisation. In any new dynamic organisation the diverse background of a new workforce and their cultural differences creates a purist culture. This also adds to the implementation of the organisation's vision. Diverse cultures traditionally impact on the implementation of the learning strategy, this hamper cultural competence. The first part of this study examines the establishment of a new heavy minerals mine in a quasi rural area; this is then followed by a short study of what is viewed as best practices in terms of organisational development Subsequent chapters deal with the construction and implementation of an integrative learning strategy which not only addresses strategic human resources development but also on site learning management. The penultimate chapter's looks at two culture surveys which the author designed and conducted in 2004/5, as well as a safety climate culture survey 2005 and an organisational culture analysis 2006. This was conducted in conjunction with an on-site consultant The findings of said surveys provided a pattern which substantiated the conclusion and recommendations obtained from the quantitative research methodology used.

One of Kumba Resources’ strategic objectives is to create a high performance culture amongst its employees. The Hay-group identified through worldwide studies that leadership style has a 70% influence on organisational culture, which in turn explains a 28% increase in revenues and profits. In view of the fact that leadership can have a positive influence on the bottom line it was identified as one of the key drivers to enhance performance. Thabazimbi iron ore mine implemented this leadership model to impact on the culture to move towards a ‘high performance’ culture. Thabazimbi developed an organisational culture model that is aligned to the foundational values (caring, accountability, fairness, integrity and respect) of Kumba Resources. Thabazimbi is in the process of building a strong organisational culture by creating an environment for its employees to perform in. The latest Organisational Culture Assessment that was conducted during November 2005 indicates that Thabazimbi’s culture is a ‘moderate high performance’ culture.

Submitted in fullfilment of part of the requirements for the Degree of Doctor of Technology: Management Sciences, Durban University of Technology, 2014. / The study explores issues around human resources and training within Eskom using the Medupi Power Station as a case study. This power station is currently being constructed in the Limpopo province approximately 350 kilometres north of Gauteng. The main aim of the study was to identify the skills shortages on the project and make recommendations on how to manage them in the long and short term. The research objectives included ascertaining the types of skills shortages being experienced and perceptions regarding the employment of expatriates and their contribution to knowledge transfer at Eskom. The mixed methods approach was utilised to conduct the research. The combination of quantitative and qualitative methods using questionnaires and interviews provided detailed and relevant data for addressing the research questions. A sample of 48 highly skilled employees who are currently working on the Medupi Project participated in the study. They included senior management, engineering and other technical staff and human resources personnel. The results revealed the nature of the skills shortages on the Project, namely supervisory, civil engineering and contracts management skills. The findings regarding the employment of expatriates reveal that they are employed on a contract basis and can terminate their contract on a short notice. This has an adverse effect on continuity on the Project. In addition, the local employees believed that the expatriates are chiefly motivated by the financial incentives and are not fully capable of transferring skills as they do not have power station experience. The study proposes a new knowledge transfer model for the Medupi Project. According to this model, the line management’s ability to provide an enabling work environment and support for on-the-job training influences knowledge transfer. Furthermore, employee motivation to acquire and utilise a newly learnt skill on the job, the setting of goals that are achievable given the multitude of constraints experienced on the Project, and senior management support are key determinants of line managements’ success in providing an enabling knowledge transfer environment. / D

The purpose of this Summary of Portfolio is to set the thesis within a context of the work previously assessed within the Doctorate in Business Administration (DBA) programme. It therefore reflects on the learning achieved and summarises key findings of the pre-thesis work, Personal and Professional Review: Action Learning; and Business Research Methods, while recognising the personal and professional journey undertaken and reflecting how I reached the starting point of the thesis component of the programme. For many years, I considered that the opportunity to undertake doctoral study would be pinnacle of my academic achievement. I wanted to have the opportunity to make a fresh and meaningful contribution to practice-based knowledge of the Human Resource Profession. The pre-thesis programme commenced with Personal and Professional Review module, that enabled me to review my previous Human Resources career, and my development and learning over this period. This reflection allowed me to gain a deep insight into my own actions and preferences that had guided and supported my career choices. I was able to engage in deep reflection on achievements in the light of the enhanced personal self-knowledge and review my whole career progression and achievements and plan for the future. An element of this reflection triggered a major development in my career and at the mid-point of the DBA programme I decided to leave my role as a Director in a large local authority. Human Resources and Organisational Development was a career I had followed for over twenty-five years when I decided to start the next stage of my career as an independent Executive Coach and Organisational Development Consultant. The development of individuals and organisations had been an area of professional interest for a considerable time and in 2007 I qualified as an Executive Coach through Leeds University. As a senior practitioner, my first-hand experience in Executive Coaching, together with an interest in how individuals use coaching had led to the desire to research the use of Executive Coaching in Local Government. Through the Business Research Methods module I was able to formulate a detailed proposal for my thesis. In the module I re-engaged with both qualitative and quantitative research methods and further increased my knowledge in this area with the acquisition of advanced research skills that provided a sound base for the commencement of my major research project. During the journey I have had the opportunity to use my capabilities as an independent, self-reliant and self-motivated learner, together with incorporating my existing learning achievements, qualifications and experience into academic credits towards a DBA. The programme has allowed me to develop real expertise in areas of interest to me, and my profession. On reflection, it has allowed me to fulfil my desire to prove that I could operate as proficiently in an academic environment as I do as a practitioner. I now feel that I have addressed, what I felt was an in-balance. Before this journey, I considered my practitioner ability was far greater than my academic ability. Through doctoral study, I have addressed this, and recognise my achievement of gaining extensive academic knowledge, understanding and academic skills, and feel I can hold my own in an academic setting. I have also been able to gain an overview of theory and conceptual frameworks that further strengthen my approach to teaching and learning. The research into new areas and developing wider knowledge has resulted in a new Executive Coaching model that will now be shared through academic forums and professional networks to the advancement of my own professional practice and for the benefit of the wider profession.

Denna empiriska studie syftade till att inom en stor offentlig verksamhet undersöka HR-personal och chefers upplevelse av rekryteringsmetoden kompetensbaserad rekrytering, hur de olika bedömningsverktygen användes i praktiken och hur beslutsprocessen påverkades av metoden. Studien intog en psykologisk utgångspunkt och var en kvalitativ fallstudie konstruerad genom semistrukturerade intervjuer. Ett målstyrt urval gjordes för att problemformuleringen skulle stämma in på deltagarna, var sedan ett bekvämlighetsurval gjordes för att ta fram tio (n = 10) respondenter. Urvalet var fördelat på fem HR-personer och fem chefer, med fördelningen tre män och två kvinnor från varje yrkesgrupp. Kvalitativa semistrukturerade intervjuer genomfördes med samtliga deltagare utifrån en konstruerad intervjumall, varpå resultaten analyserades med inspiration från analysmetoden tematisk analys. Studiens resultat visade att HR-personalen och chefernas upplevelse av kompetensbaserad rekrytering var positiv. Metoden beskrevs som en kvalitetssäkring som genom de olika bedömningsverktygen producerade en likvärdig helhetsbild av kandidaterna, undvek psykologiska fällor och underlättade beslutsprocessen.

Syftet med vår studie är att öka förståelsen för hur personer inom HR arbetar strategiskt med Employer Branding för att attrahera och säkerställa behovet av ingenjörer samt hur arbetet påverkar organisationens utveckling. Vi har genomfört en kvalitativ studie med hermeneutisk ansats och har intervjuat sammanlagt sju respondenter från tre olika ingenjörsföretag. Utifrån intervjuerna kunde vi genom hermeneutisk analysmetod kombinerat med tematisk analysmetod utvinna fyra huvudteman med tillhörande subteman. Resultatet visar på att företagen arbetar proaktivt med att attrahera och skapa intresse för ingenjörsyrket. Det har framkommit att värderingarna utgör en viktig del för att differentiera företag på arbetsmarknaden och att dessa bör integreras i företagens Employer Branding arbete. Vidare visar studien att arbetet med Employer Branding ska gå i linje med företagets affärsstrategi och mål och att det ska genomsyra hela organisationen.

One of Kumba Resources’ strategic objectives is to create a high performance culture amongst its employees. The Hay-group identified through worldwide studies that leadership style has a 70% influence on organisational culture, which in turn explains a 28% increase in revenues and profits. In view of the fact that leadership can have a positive influence on the bottom line it was identified as one of the key drivers to enhance performance. Thabazimbi iron ore mine implemented this leadership model to impact on the culture to move towards a ‘high performance’ culture. Thabazimbi developed an organisational culture model that is aligned to the foundational values (caring, accountability, fairness, integrity and respect) of Kumba Resources. Thabazimbi is in the process of building a strong organisational culture by creating an environment for its employees to perform in. The latest Organisational Culture Assessment that was conducted during November 2005 indicates that Thabazimbi’s culture is a ‘moderate high performance’ culture.

<div> <p>Employee turnover is widely recognized as a concern for hospitality employers. Therefore, strategies are needed to attract and retain workers. Organizational newcomers are vulnerable to job stressors that lead to burnout and turnover. However, organizational socialization facilitates employee learning and adjustment, which subsequently reduced turnover intentions. The purpose of this study is to examine the impact of organizational socialization tactics on the domains of socialization learning and on organizational commitment in the hotel industry. The study also investigated th­e influence of socialization tactics and learning on turnover intentions. Additionally, the study explored content, context, and social aspects of organizational socialization tactics used by hotels to facilitate employee learning. ­­The study utilized a mixed methods approach including survey data from employees of upper midscale and upscale hotels in the Midwest, and interviews conducted with a convenience sample of survey participants. Empirical analyses were conducted using descriptive statistics, t-tests, analyses of variances, and regression analyses. Thematic analysis was used for interview transcripts. Findings indicate higher perceived levels of institutionalized organizational socialization tactics do positively impact the four domains of socialization learning – training, understanding, coworker support, and future prospects. Higher levels of two socialization learning domains, coworker support and future prospects, positively impacted organizational commitment. Institutionalized socialization tactics and the socialization learning domain of future prospects were negatively associated with turnover intentions. Interview findings enhanced survey data on organizational socialization tactics in the hotel industry. There was a higher prevalence of individual and informal learning, and employees have limited awareness of sequential steps or fixed timetables. Employees engaged in observational learning related to job duties from coworkers, and observation of customer service skills from their supervisors. The study also found employees are learning interpersonal skills from guest interaction, including how they can integrate guest feedback into their organizational roles. The study demonstrates the positive influence of institutionalized organizational tactics on employee learning in the hotel industry and provides further context on socialization tactics from an employee perspective. Implications, limitations, and recommendations for future study are discussed. Practitioners are encouraged to engage in institutionalized socialization activities. Employers can also cultivate an organizational climate that enhances hands-on learning by adopting socialization activities that enhance employee self-efficacy and encourage relationship building between coworkers. </p> <p> </p> </div> <br>