This thesis presents a study of intra-organisational legitimation of the Human Resource function in a large Australian airline. Major changes in senior management and strategy, under tumultuous circumstances for the industry and the firm, saw a repositioning of human resources in the organisation. The study draws on empirical ethnographic research conducted within a large global airline over approximately fourteen months, focusing on 2001. Using a longitudinal and processual research strategy, the study adopted enabled the close examination of the interrelationships between institutional structures and organisational action, embedded in an organisational setting. In particular, it considers the loss of legitimacy and agency of managers in a corporate human resources department and their response in re-establishing legitimacy in a new institutional context. Legitimacy implies the actions and existence of these actors and their sub-unit are both valued and considered valid by their constituencies. In the analysis of the unfolding multi-layered processes of legitimation, I employed elements of neo-institutional theory and critical realist ontology and applied this analysis to a modified conception of structuration, mapping out the HR managers' experience of the inner context and how it came to position their practices and constrain their agency. The study found that the human resource actors in the airline were able to re-form and regain the legitimacy of their sub-unit and of their major strategic initiative, by drawing on their stock of political relationships and on the plurality of logics, values and norms available within the large, diverse firm" Their reflexive awareness of their contextual positioning enabled them to alter their legitimation strategies and regain legitimacy" This thesis makes a contribution to our understanding of processes of deinstitutionalisation and legitimation and ongoing structuration in organisational settings. It also expands our conceptualisation of legitimacy, by focusing on legitimation as an act of becoming, and developing the notion of legitimacy struggles as institutional politics. Finally, the thesis contributes to critical human resource management research and our understanding of human resource managers' capacity for agency within broader institutional contexts.

This thesis presents a study of intra-organisational legitimation of the Human Resource function in a large Australian airline. Major changes in senior management and strategy, under tumultuous circumstances for the industry and the firm, saw a repositioning of human resources in the organisation. The study draws on empirical ethnographic research conducted within a large global airline over approximately fourteen months, focusing on 2001. Using a longitudinal and processual research strategy, the study adopted enabled the close examination of the interrelationships between institutional structures and organisational action, embedded in an organisational setting. In particular, it considers the loss of legitimacy and agency of managers in a corporate human resources department and their response in re-establishing legitimacy in a new institutional context. Legitimacy implies the actions and existence of these actors and their sub-unit are both valued and considered valid by their constituencies. In the analysis of the unfolding multi-layered processes of legitimation, I employed elements of neo-institutional theory and critical realist ontology and applied this analysis to a modified conception of structuration, mapping out the HR managers' experience of the inner context and how it came to position their practices and constrain their agency. The study found that the human resource actors in the airline were able to re-form and regain the legitimacy of their sub-unit and of their major strategic initiative, by drawing on their stock of political relationships and on the plurality of logics, values and norms available within the large, diverse firm" Their reflexive awareness of their contextual positioning enabled them to alter their legitimation strategies and regain legitimacy" This thesis makes a contribution to our understanding of processes of deinstitutionalisation and legitimation and ongoing structuration in organisational settings. It also expands our conceptualisation of legitimacy, by focusing on legitimation as an act of becoming, and developing the notion of legitimacy struggles as institutional politics. Finally, the thesis contributes to critical human resource management research and our understanding of human resource managers' capacity for agency within broader institutional contexts.

This thesis aims to contribute to a deeper understanding of human resource management (HRM) within cruise ship organizations. The cruise ship industry is one of the fastest developing sectors within the tourism industry. Therefore, it should come as little surprise that the demand for seafaring human resources has also grown. Assuming that effective management of crew members is key to the effective operation of cruise ships, the specifics and challenges for HRM in this particular organisational context are identified and analysed as well as the realities of the roles and relations of the shipboard HR function examined. The present study is original in its theoretical approach, as it brings two approaches together which obviously are not linked. Ulrich’s model talks about roles and the study used aspects of this framework in terms of the position of HRM. Goffman’s concept of total institutions was also consulted in order to frame internal business-specific conditions and social relations. The combination of both approaches allows for the examination of HR roles and professional relations in a much more detailed and contextualised manner. The cruise industry is acknowledged as being under-researched, and this is all the more true for research on HRM in this specific sector. Therefore, the nature of the research in this study is empirical and framed within an explorative approach. The analysis is based on a single case study within one cruise ship owner company, in which 23 semi-structured interviews were performed; there is also the use of ethnographic field notes recorded during a three-month assignment on one of the company’s cruise ships. The thesis contributes to the existing literature in three ways. Firstly, the research analyses shoreside HR and how it is coping with various business-specific challenges, i.e. high growth rates, a high demand for new cruise ship employees, high turnover rates of crew members and a distinctive context of ethnic and national diversity. The analysis reveals that the HRM approach of the cruise shipowner company could be characterised as generally reactive and short-term in focus, a pure strategic orientation is absent. Secondly, the thesis examines the content of shipboard HR work. The study reveals that the main focus of the shipboard HR function is on tactical HR work, especially training and development, employee relations, and advisory role in relation to shipboard leaders. The shipboard HR role includes HR activities that are not usually provided by HR business partners, such as the facilitation of training. This and the intense liaison between the shipboard HR function and its shoreside HR partners make shipboard HR work somewhat unique. Whereas a huge amount of transactional HR work does not necessarily add value to the business, strategic HR work is practically non-existent on cruise ships. Finally, the thesis examines the realities of HR roles and relations on board cruise ships. The analysis demonstrated that HRM on board cruise ships can currently be summarised as reactive and short-term in focus, and the strategic partner role is practically non-existent. It is more a series of functions with different stakeholders contributing to it in a variety of ways and with overlap in terms of task executions. This shared nature of HR adds complexity to the HRM approach. Furthermore, strong influential links from shoreside HR were identified, which undermines the ability of the shipboard HR function to become a stronger partner of the business. Nevertheless, the analysis revealed the potential in this specific sector for enhancements and for the further development of HRM on cruise ships.

Thesis (MTech (Human Resource Management))--Cape Technikon, Cape Town, 2003 / Co-operative education is an important sub-system of education that plays an essential role in the development of students' critical and creative thinking skills. The idea behind any co-operative education programme is that students alternate their academic periods at the academic institution with periods in the world of work, with the aim of implementing their theoretical knowledge in practical situations. The Co-operative Education lecturer plays an integral role in the co-operative education programme. He is an indispensable link in the interaction between the student the employer and the academic institution. The changing circumstances in South Africa's labour and education sectors warrant research into methods of improving current education systems and processes. A better understanding of what exactly a Co-operative Education lecturer is responsible for can lead to an improvement of the co-operative education process. Before the researcher undertook this study, there was no specific scientifically established model pertaining to the profile of a Co-operative Education lecturer in South Africa. Therefore, there were no set guidelines for the effective recruitment, remuneration, training and assessment of such a person. The objectives of this study were fourfold: • To define the current role, responsibilities, personality traits, abilities, characteristics, types of experience and level of qualifications of a Co-operative Education Lecturer. • To establish a profile of an ideal Co-operative Education Lecturer. • To create a job description that can be used as a guideline for the effective recruitment, remuneration, assessment and training of Co-operative Education Lecturers. • To identify areas for further research. The researcher investigated the roles and responsibilities; personality traits; abilities and characteristics; types of experience; and qualifications needed by the Co-operative Education Lecturer to complete his job successfully. From the investigation it is evident that the Co-operative Education Lecturer's function in the total co-operative education process is multi-dimensional. He plays an integral role in the effective functioning of the co-operative education programme and is an indispensable link in the interaction between the student, the employer and the academic institution. A profile of a Co-operative Education Lecturer was created as part of the research project This profile can be seen as a benchmark for Co-operative Education Lecturers in South Africa. The profile made it possible to obtain a holistic picture of the Co-operative Education Lecturer and what is expected of him to ensure that the co-operative education process is implemented successfully. The job description developed as a product of the research can be utilised as a tool in the effective recruitment, remuneration, training and assessment of Co-operative Education Lecturers in South Africa

Ph.D. / The purpose of this study was to explore the lived reality of the work of Human Resource practitioners in South Africa in relation to the socio-economic context of their organisations and to consider how appropriate or not their responses might be to the impacts of that context on their work. This was explored through a qualitative study wherein interviews with 50 volunteer practitioners from all types of organisations spread across the country were conducted and compared to views of 17 informed commentators in this field. It was found that the work of Human Resource practitioners is signficantly impacted by social and economic factors external to the workplace, but that the current response by practitioners is probably not as appropriate as it could or should be. A role for human practitioners as “social activists” was identified and factors influencing whether such a role is played were explored. Frameworks of appropriate actions are proposed at both strategic and individual contributor level to support this role. The role of Human Resource professional bodies in addressing social issues in South Africa is challenged and a framework proposed to improve the extent to which leadership is given to Human Resource practitioners and to increase the visibility and voice of the profession in contributing to alleviation of societal problems. Recommendations for implementation of the proposed frameworks are proposed. One of the most significant recommendations is for Continuing Professional Development to provide coaching support based on Constructive-Developmental theory to enhance the ability of Human Resource practitioners to cope with the high levels of complexity that they encounter in their roles. Further research into a proposed model of influencing factors in the social activist role is recommended.

Globalisation has led to an increased need for MNEs to expand their operations and appoint expatriate managers in foreign countries. The failure of these expatriates has been identified as a major concern for multinationals, as failure rates range between 30 and 40 percent and may cost an enterprise up to US$1.2 million. Many studies have found the inability of the trailing spouse to adjust in the host country to be the most common cause of expatriate failure. As they are more immersed in the host-country’s culture than the expatriate, spouses may experience severe culture shock, isolation, and stress, and need to come to terms with the various differences in healthcare systems, housing arrangements, cuisine, language and gender roles. The adjustment of the trailing spouse has been found to be significantly related to the success of an international assignment, making enterprise-assistance programmes essential. The aim of this study was to determine the preparation, training and support requirements of trailing spouses in order for MNEs to reduce the likelihood of failure amongst their assignees. A literature study was conducted in order to investigate the causes of failure and to identify best practices for the preparation, training and support of spouses accompanying expatriates on assignment. The literature study was then followed by an empirical study, in which a link to an online questionnaire was distributed through MNEs and online forums to trailing spouses currently on assignment. Spouses were required to answer demographic questions and give their opinion regarding various preparation, training and support requirements by rating their level of agreement, on a four-point Likert Scale, as to whether or not they required any of the listed items for adjustment and whether or not these were provided to them by the enterprise. The data was then analysed using a factor analysis, Cronbach’s Alpha, a t-test, paired t-test, an analysis of the mean scores and other inferential statistics. This study has revealed that enterprises are not providing expatriate trailing spouses with the preparation, training and support that they require, and has identified what preparation, training and support is required by spouses in order to adjust in the host country. Recommendations have been made based on these findings to assist enterprises in developing preparation and training programmes and providing adequate support to spouses prior to and during the assignment. It is important to remember that the key to expatriate success is the trailing spouse’s adjustment. These recommendations should therefore enable MNEs to design and implement expatriate programmes and processes that take into consideration the needs of trailing spouses in order to reduce the likelihood of expatriate failure. / Dissertation (MCom)-- University of Pretoria, 2016. / Business Management / Unrestricted

Purpose: The purpose of this study is to gauge the effects of challenge and hindrance stressors as well as three high-performance work practices (HPWPs) such as training, empowerment and rewards on work engagement (WE) and turnover intentions (TI). This study also tests customer orientation (COR) as a moderator of these relationships. Design/methodology/approach: Data gathered from frontline hotel employees in Northern Cyprus in two time periods with a time lag of two weeks were used to test the relationships. Findings: The results suggest that both challenge and hindrance stressors heighten TI and empowerment fosters WE. Rewards alleviate TI. More importantly, COR acts as a moderator of the effects of challenge and hindrance stressors as well as training, empowerment and rewards on WE and TI. Practical implications: Management needs to hire employees high on COR and develop training programs that boost employees’ customer-oriented behaviors. Employees should also be allowed to craft the level of job demands and resources as long as the work is congruent with management expectations. Originality/value: This study contributes to the extant hospitality knowledge by testing COR as a moderator of the effects of challenge and hindrance stressors and HPWPs on WE and TI.

Organisational values consist of enduring and indispensable tenets which underpin organisational culture and form the foundation for an organisation’s purpose and goals. It should represent a unique set of collectively shared values, which silently gives direction to the multitude of decisions to be made on a daily basis within the organisational domain. Unfortunately, companies seem to place an overt focus on articulating and promulgating their values as opposed to embedding it in the hearts and minds of their employees, who ultimately have to live the values. The challenge therefore still remains for organisations to not only articulate their values, but rather focus on inculcating and, in actuality, living these values, thereby making them a business ‘weapon’ - a powerful source to be reckoned with. The question arises: Are they getting it right? / Mini Dissertation (MCom (Industrial Psychology))--University of Pretoria, 2013. / ai2014 / Human Resource Management / MCom (Industrial Psychology) / Unrestricted

To minimize adverse consequences associated with expatriation, multinational companies need to identify the factors which facilitate (or impede) expatriate managers adjustment to a new environment. In this study, on the basis of their adjustment to four diverse aspects of life and work in Turkey, a sample of 78 expatriate managers were dichotomized into high and low adjustment groups. The two groups were then compared in terms of selected company and individual-related characteristics, previous international experience and the types of training received prior to and during the assignment. The article discusses these results and proffers strategies to facilitate expatriates adjustment to the Turkish environment.

Yes / The utilisation of artificial intelligence (AI) is progressively emerging as a significant mechanism for innovation in human resource management (HRM). The capacity to facilitate the transformation of employee performance across numerous responsibilities. AI development, there remains a dearth of comprehensive exploration into the potential opportunities it presents for enhancing workplace performance among employees. To bridge this gap in knowledge, the present work carried out a survey with 300 participants, utilises a fuzzy set-theoretic method that is grounded on the conceptualisation of AI, KS, and HRM. The findings of our study indicate that the exclusive adoption of AI technologies does not adequately enhance HRM engagements. In contrast, the integration of AI and KS offers a more viable HRM approach for achieving optimal performance in a dynamic digital society. This approach has the potential to enhance employees’ proficiency in executing their responsibilities and cultivate a culture of creativity inside the firm.